West Bengal University of Technology

Summer Project Report EMPLOYEE ENGAGEMENT AT ITC Maurya, New Delhi

BY Supriya Ghildiyal WBUT REGISTRATION NO.101360710106 Of 2010-2012 WBUT ROLL NO. :13600910005

ARMY INSTITUTE OF MANAGEMENT KOLKATA

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TABLE OF CONTENTS

Topics Certificate from Guides Acknowledgements Executive Summary Chapter I: The Company Company Profile Chapter II: The Project Objective of the project Brief Description of the project Methodology of the Project Chapter III: Collection & Analysis of Data Data Collection Data Analysis Chapter IV: Findings & Recommendations Conclusions Constraints & Limitations Recommendations

Appendices & Annexure Bibliography

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GUIDANCE-cum-COMPLETION CERTIFICATE

This is to certify that Ms. Supriya Ghildiyal , WBUT Registration No. 101360710106 of 2010-2012 , WBUT Roll No.13600910005, has undertaken the project titled EMPLOYEE ENGAGEMENT under our guidance from 13 June 2011 to 29th July 2011 at ITC Maurya, New Delhi and has completed the said project successfully.

External Guides Full Signature

Designation Organisations Seal Internal Guides Full Signature

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ACKNOWLEDGEMENTS

Success never eludes those who give due credit to the ones who have led them to the path of success. Any work of this magnitude requires inputs, efforts and encouragement and imprints of many people. At the onset of this project report I would like to thank all those without whom my endeavors would not have been a success. In my very first instance, I would like to express my gratitude,Mr.Sandeep Lakra ,Manager HR ,ITC Maurya , for giving me an opportunity to get exposed to the working of the organization and to contribute to the system. I would also like to thank Ms. M Karmakar Internal Guide, Army Institute of Management, Kolkata) for guiding me to complete this project and providing me with necessary help on different aspects of the project.

Supriya Ghildiyal Army Institute of Management, Kolkata

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EXECUTIVE SUMMARY The term employee engagement means different things to different organisations. Some equate it with job satisfaction, others measure it by gauging employees emotional commitment to their organization and often engagement and retention are used interchangeably, exploring employees plans to stay or go. Employee engagement is a concept generally viewed as a managing discretionary effort, due to which when employees have choices, they will act in a way that furthers their organization's interests. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work. Truly engaged employees are attracted to, and inspired by, their work ("I want to do this"), committed ("I am dedicated to the success of what I am doing"), and fascinated ("I love what I am doing"). Engaged employees care about the future of the company and feel a strong emotional bond to the organization that employs them. As more and more organizations realize the worth of their employees, the more they become employee friendly, which is important for the growth of both the employer as well as the employee. In my study with the reputed organisation, ITC Maurya , I have made an honest effort to study the employee engagement programs being conducted in the organisation along with the satisfaction levels of the employees which in turn affect the attrition trends. Since this is a fairly new concept in our country, therefore the engagement programs require frequent changes based on the employee reaction and this was observed even with ITC Maurya.It can be seen that the employee engagement programs are important and the organizations cant do away with them particularly in the current scenario of a company eating another company or simply the competitive rivals in the market buying out eithers best employ

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ITC PROFILE ITC is one of India's foremost private sector companies with a market capitalisation of over US $ 30 billion and a turnover of US $ 6 billion. ITC is rated among the World's Best Big Companies, Asia's 'Fab 50' and the World's Most Reputable Companies by Forbes magazine, among India's Most Respected Companies by BusinessWorld and among India's Most Valuable Companies by Business Today. ITC ranks among India's `10 Most Valuable (Company) Brands', in a study conducted by Brand Finance and published by the Economic Times. ITC also ranks among Asia's 50 best performing companies compiled by Business Week. ITC has a diversified presence in Cigarettes, Hotels, Paperboards & Specialty Papers, Packaging, Agri-Business, Packaged Foods & Confectionery, Information Technology, Branded Apparel, Personal Care, Stationery, Safety Matches and other FMCG products. While ITC is an outstanding market leader in its traditional businesses of Cigarettes, Hotels, Paperboards, Packaging and Agri-Exports, it is rapidly gaining market share even in its nascent businesses of Packaged Foods & Confectionery, Branded Apparel, Personal Care and Stationery. ITC's Agri-Business is one of India's largest exporters of agricultural products. ITC is one of the country's biggest foreign exchange earners (US $ 3.2 billion in the last decade). The Company's 'e-Choupal' initiative is enabling Indian agriculture significantly enhance its competitiveness by empowering Indian farmers through the power of the Internet. This transformational strategy, which has already become the subject matter of a case study at Harvard Business School, is expected to progressively create for ITC a huge rural distribution infrastructure, significantly enhancing the Company's marketing reach. ITC's wholly owned Information Technology subsidiary, ITC Infotech India Ltd, provides IT services and solutions to leading global customers. ITC Infotech has

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carved a niche for itself by addressing customer challenges through innovative IT solutions. ITC's production facilities and hotels have won numerous national and international awards for quality, productivity, safety and environment management systems. ITC was the first company in India to voluntarily seek a corporate governance rating. ITC employs over 26,000 people at more than 60 locations across India. The Company continuously endeavors to enhance its wealth generating capabilities in a globalising environment to consistently reward more than 4,09,000 shareholders, fulfill the aspirations of its stakeholders and meet societal expectations. This overarching vision of the company is expressively captured in its corporate positioning statement: "Enduring Value. For the Nation. For the Shareholder. VALUES THE ITC VISION: Sustain ITC's position as one of India's most valuable corporations through world class performance creating growing value for the Indian economy and the Company's stakeholders. THE ITC MISSION: To enhance the wealth generating capability of the enterprise in a globalizing environment & delivering superior and sustainable stakeholder value. ITC's CORE VALUES: ITC's Core values are aimed at developing a customer-focused, high-performance organization which creates value for all its stakeholders: Trusteeship As professional managers, we are conscious that ITC has been given to us in "trust" by all our stakeholders. We will actualize stakeholder value and interest on a long term sustainable basis. Customer Focus We are always customer focused and will deliver what the customer needs in terms of value, quality and satisfaction.

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Respect for People 1. We are result oriented, setting high performance standards for ourselves as individuals and teams. 2. We will simultaneously respect and value people and uphold humanness and human dignity. 3. We acknowledge that every individual brings different perspectives and capabilities to the team and that a strong team is founded on a variety of perspectives. 4. We want individuals to dream, value differences, create and experiment in pursuit of opportunities and achieve leadership through teamwork. Excellence We do what is right, do it well and win, we will strive for excellence in whatever we do. Innovation We will constantly pursue newer and better processes, products, services and management practices. Nation Orientation We are aware of our responsibilities to generate economic value for the Nation. In pursuit of our goals, we will make no compromise in complying with applicable laws and regulations at all levels ITC MAURYA OVERVIEW

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ITC Maurya is named after the famous Mauryan dynasty which gave Indian history its golden age where art, culture and architecture flourished. ITC Maurya built over 5.5 acres, is an architectural masterpiece standing tall in the heart of Indias Capital. This luxury hotel is conceptualized as a landmark in Delhi representing the durable characteristics of Mauryan architecture in the exterior finishes as well as appropriate embellishments in the interior decor. The lobby has been based on the concept of the famous Mauryan Dynastys domed Chaitya Hall. The vast sweep of the lobby is reminiscent of the cave temples where Buddhists worshipped and is inspired directly by the most famous cave of them all The Chaitya Hall at Karla in Maharashtra.

The barrel vaulted wooden beams in the lobby recall the architectural patterns of Mauryan Times. The entire dome surface has been painted by the famous artist Krishen Khanna, depicting the theme Procession of Life. One side of the lobby is totally glazed looking into the beautiful landscaped Nandiya Gardens. 440 rooms, including 29 uniquely-designed suites, are available in a bouquet of room categories, from the Executive Club which pioneers a tradition in corporate hospitality to the Towers eight luxurious floors of elegance and tranquility. The Mauryan Chamber combines the best of opulence, space, and service standards and the ITC one PURE rooms our premium room category offers an allergy friendly environment with magnificent decor, impeccable service, and the latest in modern conveniences and amenities. Behind the lavishness is a crisp efficiency and a deep understanding of the needs of the global traveler.

One of the most popular dining destinations in the city, ITC Maurya, New Delhi additionally offers an assortment of internationally acclaimed cuisine. Suites Luxuriously appointed, striking a splendid balance between the romantic and the classical.

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Privileges: Daily complimentary breakfast at the, The Upper Crust, Pavilion, Towers Club or in room, Personalized butler service, Personalized in room check in and a Welcomdrink in the room upon arrival, Fresh fruit, chocolate basket in room, Complimentary bottled water, Premium bathroom amenities - Molton Brown, Web Interactive TV with wireless keyboard, dual telephone with data port, Personal fax cum copier, Cordless phone, RJ45 Internet connectivity and Wi Fi broadband facility on chargeable basis, Personal music system and DVD players on request with preferred selection, Complimentary flight re-confirmation, Complimentary tea /coffee maker in the room, Preferred national newspapers, Laundry / pressing Upto 4 garments per stay, Plasma TVs, late check out till 1600hrs subject to availability. Half day till 2000hrs and full day beyond 2000hrs, Daily Club hours at the ITC One Lounge or Towers Club or Dublin from 1800hrs - 2000hrs, Complimentary use of Boardroom facility, Upto 4 hrs, once during stay (Subject to availability), Access to Airport Lounges with a Bon Voyage drink.

ITC One PURE Rooms

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ITC one PURE rooms have been specifically purified using six steps process to make them allergy friendly, so that you sleep like a baby. Here the air you breathe in is kept clean and fresh with medical grade purifiers, tea tree oil and pure advanced coil treatment. Here you can be sure that every surface you touch has been treated with pure clean and pure shield technology and every part of your bed is kept allergy friendly. An exclusive wing, that redefines the concept of space for the corporate leaders, who need to relax and rejuvenate in their very own private residence, with state-of-the-art in-room facilities, exclusive lounge - Upper Crust, personal butler and services that anticipate the guests every need.

Privileges: Complimentary Buffet Breakfast at the Coffee Shop, Personalized check-in and check-out, Exclusive Floor / Annexe, with 24 hour Butler Service, Complimentary mineral water additional 1 bottle in the room, per stay, Complimentary use of Boardroom for up to four hours, once during the stay, subject to availability,Exclusive access to The Towers Lounge and upper crust lounge, Complimentary Club Hour daily from 1800 to 2000 hours, with Cocktail & hors doeuvres, Complimentary internet usage at Business Centre / Lounge (30 minutes), Complimentary 4 pieces of Laundry / Ironing of garments per stay, Late check-out till 4 pm subject to availability, Daily Fruit Platter with our compliments, Airport facilitation on arrival / departure, In-room check-in, Private Floor / Annexe, with 24 hour Butler Service, Large rooms, with separate living / work spaces, Choice of inroom Breakfast Service or Buffet Breakfast, Massage Chair, Personal music system,
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plasma TV with DVD player, in-room Fax machine and personal exercise equipment, Complimentary use of Boardroom for up to four hours, once during the stay, subject to availability Mauryan Chamber 86 rooms, Combining the best of luxury, space and service standards, it offers the grandeur of space with an air of quiet understated elegance.

The Towers

The Towers is a unique concept of a hotel within a hotel' for the discerning global business traveler, with its own Towers club, Library Bar and private boardrooms, which are reserved exclusively for its Guests. Executive Club For the business traveler on the move, Executive Club offers well appointed smart rooms, with the latest communication facilities, fully equipped business center and Executive Club Lounge
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Cuisine Bukhara World famous for its cuisine, from the North-West Frontier of India, Bukhara brings alive the rustic flavors of North-West Frontier cuisine, traditionally prepared in a clay oven (tandoor). The ambiance is decidedly rugged and you can even watch your meal being prepared through the open display kitchen - a visual treat not to be missed. Rated amongst the top 50 restaurants in the world and the finest restaurant in Asia by Restaurant magazine. Hours : 12:30 PM - 2:30 PM; 7:00 PM - 11:45 PM

Dumpukht Dumpukht recreates the 200-year-old culinary legacy from the kitchens of the Nawabs of Awadh. A tradition of cooking food over a slow fire in sealed earthenware pots or deghs. Dumpukht food is characterized by the subtle use of spices and its delicate flavour. Winner of Asias first "Golden Fork Award". Hours 7:00 PM 11:45 PM (Daily)

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Pavilion The hotels 24 hours restaurant, and definitely the citys most popular dining spot. Features the citys finest breakfast, lunch & dinner buffets, in addition to the most delectable all day dining menu. Hours : 24 hours

Dublin Marked for its unique Irish character, the 106-foot long bar with 10 different mood zones has been acclaimed by ABTA Travelspirit amongst the worlds 25 finest bars. It is a position reiterated by the outstanding selection of spirits, wines and beers and a whiskey library that glows in every shade of gold, as well as by the wide range of foods. "Gunghroo" the discotheque at Dublin is acknowledged as the capitals premium night club. Hours : 6:00 PM - 1:00 AM

GolfBar Relax over a selection of the finest wines and spirits from the Golf Bar cellar, in the traditional ambiance of an English Country Club. A bar dedicated to the challenges of the greens, and those who have met it, triumphantly. It boasts of a selection of some of the rarest scotch.
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Hours :

11:00

AM

12:30

AM

West View West View presents the irresistible temptation of an extravagant choice of meats that you can have grilled to your exacting taste, fresh garden produce, breads straight out of the oven.a menu laden with a la carte offerings of contemporary Western cuisine. Hours: 7:00 PM - 11:45 PM (Daily)

My Humble House My Humble House is an award winning contemporary Chinese cuisine restaurant. It Infuses distinctively Chinese styles with global touches, to offers its diners a vibrant menu of neo-classic Chinese dishes, christened with equally poetic names that showcase themselves more as a form of art than simply as a cuisine! Open for dinner only : 7:00PM 11:45PM (Daily)

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Kaya Kalp a Sanskrit word meaning Rejuvenation of mind, body and soul. Indias culture lies at the heart of the Indian experience.. Journey through this majestic land of ancient customs and rituals, and recapture the spiritual and medicinal legacies that have been handed down through the centuries. Indias rich cultural, spiritual and ancient traditions are intertwined throughout our treatment menu with healing stones, soothing music and the healing hands of the therapists that will be effectively integrated into an experience that is relaxing, rejuvenating and rebalancing to each person on a soul level. Kaya Kalp also offers western style therapies using luxurious products that are natural but deliver the desired effects, and an array of hair and beauty services. The spas luxurious interior designs will start your sensory journey as soon as you enter with a delightful aroma and relaxing surroundings, you will walk into a haven of peace, tranquility with unparallel luxury.A visit promises to deliver a journey of relaxation and rejuvenation through a world of regal luxury and pampering

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PURPOSE AND SCOPE OF THE STUDY The main purpose of this study was to examine the employee engagement practices in ITC Maurya and to find out the level of employee engagement in the organization and to suggest recommendations to improve employee engagement in the organization. The scope of the study was limited to ITC Maurya only and for this purpose a questionnaire was prepared and a survey was conducted within the organization. Employee Engagement Definition Employee engagement, also called worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about his work and thus works in the interest of his organization. According to Surveys, "Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which influences their willingness to learn and perform at work". Engagement is distinctively different from employee satisfaction, motivation and organisational culture. Kahn defines personal engagement as the harnessing of organization members selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. Personal disengagement refers to the uncoupling of selves from work roles; in disengagement, people withdraw and defend themselves physically, cognitively, or emotionally during role performances. Thus, according to Kahn, engagement means to be psychologically present when occupying and performing an organizational role. Rothbard (2001, p. 656) also defines engagement as psychological presence but goes further to state that it involves two critical components: attention and absorption. Attention refers to cognitive availability and the amount of time one spends thinking about a role while absorption means being engrossed in a role and refers to the intensity of ones focus on a role. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work. In his book, Getting Engaged: The New Workplace Loyalty, author Tim Rutledge explains that truly engaged employees are attracted to, and inspired by, their work. Engaged employees care about the future of the company and are willing to make extra effort beyond the dutys call to ensure the organization succeeds. In his book, Rutledge urged managers to implement retention plans so that they could keep their top talent. (2)
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Drivers of Engagement While it is possible to measure engagement itself through employee surveys, this does not assist in identifying areas for improvement within organisations. There are a range of factors, known as drivers, that are thought to increase overall engagement. By managing the drivers, an organisation can effectively manage engagement levels of its employees. Drivers such as communication, performance clarity and feedback, organisational culture, rewards and recognition, relationships with managers and peers, career development opportunities and knowledge of the organisation's goals and vision are some of the factors that facilitate employee engagement. Some point are presented below: * Employee perceptions of job importance Employees attitude toward the jobs importance and the company has the greatest impact on loyalty and customer service than all other employee factors combined. (3) * Employee clarity of job expectations - If expectations are not clear and basic materials and equipment are not provided, negative emotions such as boredom or resentment may result, and the employee may then focus on surviving more than thinking about how he can help the organization succeed.(4) * Career advancement/improvement opportunities - Supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings. (5) * Regular feedback and dialogue with superiors - Feedback is the key to giving employees a sense of where theyre going, but many organizations are remarkably bad at giving it. (4). What an employee really wanted to hear was 'Thanks. You did a good job.' But all the boss did was hand a check. (6) * Quality of working relationships with peers, superiors, and subordinates If employees' relationship with their managers is broken, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss. (3) * Perceptions of the ethos and values of the organization - 'Inspiration and values' is the most important of the six drivers in our Engaged Performance model. Inspirational leadership is the ultimate perk. In its absence, it is unlikely to engage employees. (6) * Effective Internal Employee Communications Internal communication conveys a clear description of "what's going on". The effect of poor internal communications is seen at its most destructive in global organisations which suffer
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from employee annexation - where the head office in one country is buoyant (since they are closest to the action, know what is going on, and are heavily engaged) but its annexes (who are furthest away from the action and know little about what is happening) are dis-engaged. In the worst case, employee annexation can be very destructive when the head office attributes the annex's low engagement to its poor performance when in reality its poor performance is due to its poor communications. * Reward to engage Examine employee benefits and acknowledge the role of incentives. An incentive to reward good work is a tried and tested way of boosting morale and enhancing engagement of employees. There are a range of tactics that can be employed to ensure the success of incentive scheme with the employees, such as: Setting realistic targets, selecting the right rewards for your incentive programme, communicating the scheme effectively and frequently, have lots of winners and reward all achievers, encouraging sustained effort, present awards publicly and evaluate the incentive scheme regularly.(7)

METHODOLOGY ADOPTED FOR THE STUDY

The methodology adopted for this project:

SECONDARY DATA: Extensive literature survey was done. Analysis and study of various e-journals, books and research papers.

PRIMARY DATA: 1. Preparation of questionnaire: The questionnaire contains questions regarding: Salary Roles and responsibility Evaluation of performance Feedback from superiors Training and development program
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Support from management Work environment Employee engagement activities Opportunity for personal growth

2. Collection of data through questionnaires. 3. Analysis and evaluation of data using various statistical tools 4. Interpretation of data. 5. Presentation of data using charts.

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DATA COLLECTION RESEARCH METHODOLOGY: 1. Primary Tool Questionnaires Personal meeting with the staff members Observation during job

2. Secondary Tool Information provided by company

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DATA ANALYSIS

Q1. Feeling of personal accomplishment

Feeling of personal accomplishment

0% 7% 3% 23%

very satisfied satisfied dissatisfied very dissatisfied dont know/cant say

67%

ANALYSIS: This pie-chart shows the satisfaction level of employeees towards their feeling of personal accomplishment from their work. The above pie chart shows us that a total 67% of employees are satisfied, 23% employees are very satisfied, 7% dissatisfied and 3% employees either dont know/cant say. It can be inferred that ITC Mauryas majority of the employees are satisfied, which is a good sign.

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Q2. Clarity of roles & responsibilities at work

Clarity of roles and responsibilities

0% 3% 17% 30%

very satisfied
satisfied dissatisfied very dissatisfied dont know/cant say

50%

ANALYSIS:This pie chart shows the satisfaction level of employees towards the clarity of roles and responsibilities at work. In the above pie chart 50% of the employees are satisfied, 30% of employees are very satisfied, 17% of employees are dissatisfied and 3% employees either dont know/cant say. Majority of the employees are clear about their roles and responsibilities at work.

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Q3. Fair evaluation of performance

Fair evaluation of performance

3% 3% 17%

very satisfied
30%

satisfied dissatisfied very dissatisfied dont know/cant say

47%

ANALYSIS:This pie chart shows the satisfaction level of employees towards the evaluation of work done by them. In the above pie chart 47% of employees are satisfied, 30% of the employees are dissatisfied, 17% of employees are very satisfied, 3% of the employees are very dissatisfied and 3% of the employees either dont know/cant say.

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Q4. Freedom to ask advice& support from superiors

Freedom to ask advice & support from superiors

0% 0% 7%

very satisfied satisfied dissatisfied

40% 53%

very dissatisfied dont know/cant say

ANALYSIS: This pie chart shows the satisfaction level of employees towards their freedom to ask advice & support from their superiors. In the above pie chart 53% of the employees are very satisfied, 40% of the employees are satisfied, 7% of the employees are dissatisfied. Majority of the employees feel free to ask for advice & support from superiors.

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Q5. Regular feedback from superior

Regular feedback from superiors

0% 7% 13%

27%

very satisfied satisfied dissatisfied very dissatisfied dont know/cant say

53%

ANALYSIS: This pie chart shows the satisfaction level of employees towards the regularity of feedback from their superiors. In the above pie chart 53% of the employees are satisfied, 27% of the employees are very satisfied, 13% of employees are dissatisfied and 7% of employees either dont know/cant say.

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Q6. Proper utilization of skills & knowledge

Proper utilisation of skills & knowledge

0% 3%

20%

27%

very satisfied

satisfied
dissatisfied very dissatisfied dont know/cant say

50%

ANALYSIS:This pie chart shows the satisfaction level of employees towards the proper utilisation of skills & knowledge. In the above pie chart 50% of employees are satisfied, 27% of employees are very satisfied, 20% of employees are dissatisfied and 3% of employees either dont know/cant say.

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Q7. Training & development program

Training & devlopment program

0% 3% 13% 30%

very satisfied satisfied

dissatisfied
very dissatisfied dont know/cant say
54%

ANALYSIS: This pie chart shows the satisfaction level of employees towards the training & development program. In the above pie chart 54% of employees are satisfied, 30% employees are very satisfied, 13% of employees are dissatisfied and 3% of employees either dont know/cant say.

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Q8. Support from management to achieve objectives

Support from management to achieve objectives

13% 20% 3%

very satisfied satisfied dissatisfied very dissatisfied dont know/cant say

47%

17%

ANALYSIS: This pie chart shows the satisfaction level of employees towards the support from their management to achieve objectives. In the above pie chart 47% of employees are satisfied, 20% of employees are very satisfied, 17% of employees are dissatisfied, 13% of employees either dont know/cant say, 3% of employees are very dissatisfied.

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Q9. Opportunity for personal development & growth

Opportunity for personal development & growth

14% 3%

20%

very satisfied satisfied dissatisfied

23%

very dissatisfied dont know/cant say

40%

ANALYSIS: This pie chart shows the satisfaction level of employees towards the opportunity for their personal development & growth. In the above pie chart 40% of employees are satisfied, 23% of employees are dissatisfied, 20% of employees are very satisfied, 14% of employees either dont know/cant say and 3% of employees are very dissatisfied.

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Q10. Healthy & cooperative work place environment

Healthy & cooperative work place environment

3%

7%
7% 36%
very satisfied satisfied dissatisfied very dissatisfied dont know/cant say

47%

ANALYSIS: This pie chart shows the satisfaction level of employees towards the healthy and cooperative work place environment. In the above pie chart 47% of employees are satisfied, 36% of employees are very satisfied, 7% of employees are dissatisfied, 7% of employees are very dissatisfied and 3% of employees either dont know/cant say.

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Q11. Does the annual appraisal help you & your boss to identify & agree on clear performance criteria for next year

Does the annual appraisal help you & your boss to identify & agree on clear performance criteria for next year
YES
37% 50%

NO DONT KNOW/CANT SAY

13%

ANALYSIS: This pie chart shows whether the employees think their annual appraisal help them and their boss to identify & agree on clear performance criteria. In the above pie chart 50% of employees said yes, 37% of employees either dont know/cant say and 13% of employees said no.

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Q12. My salary is at par with the competitors

My salary at par with the competitor's

23%

23%

YES

NO
DONT KNOW/CANT SAY
54%

ANALYSIS: This pie chart shows whether the employees think their salary is at par with their comprtitors. In the above pie chart 54% of employees said no, 23% of employees said yes and 23% of employees either dont know/cant say.

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Q13. I am aware and happy with my company policies

I am aware & happy with my company policies

10%

YES
27%

NO
63%

DONT KNOW/CANT SAY

ANALYSIS: This pie chart shows whether the employees are aware and happy with their company policy. In the above pie chart 63% of employees said yes, 27% of employees said no and 10% of employees either dont know/cant say.

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Q14. Will recommend ITC MAURYA as a great Company to work for

Will recommend ITC MAURYA as a great company to work for

11%

YES
25%

NO
64%

DONT KNOW/ CANT SAY

ANALYSIS: This pie chart shows whether the employees would recommend ITC MAURYA as a great company to work for. In the above pie chart 64% of employees said yes, 25% of employees said no and 11% of employees either dont know/cant say.

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Q15. Are you informed on regular basis about the major events and activities that are happening in your organization at a particular point in time

Are you informed on a regular basis about the major activities that are happening in your organisation
0% 13%

YES NO DONT KNOW/CANT SAY

87%

ANALYSIS: This pie chart shows whether the employees are informed on a regular basis about the major employees engagement activities that are happening in their organization. In the above pie chart 87% of employees said yes and 13% of employees said no.

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 If the answer to the above question is yes then Q15 (a) Do you like them

Do you like those activities

15%

YES
8%

NO DONT KNOW/CANT SAY

77%

ANALYSIS: The above pie chart shows whether the employees like those activities. In this pie chart 77% of the employees who are informed on a regular about such activities said yes they like these activities, 15% of the employees either dont know/cant say and 8% of the employees said no they dont like these activities.

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Q15 (b) Do you know the purpose of these activities

Do you know the purpose of those activities

11% 4%

YES NO DONT KNOW/CANT SAY

85%

ANALYSIS: This pie chart shows whether the employees are aware of the purpose of those activities. In the above pie chart 85% of the employees said yes, 11% either dont know/cant say and 4% of the employees said no.

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Q15 (c) Do you think they should be conducted very often

Do you think they should be conducted very often

15%

4%

YES NO DONT KNOW/CANT SAY

81%

ANALYSIS: This pie chart shows whether the employees think those activities should be conducted very often. In the above pie chart 81% of the employees said yes, 15% either dont know/cant say and 4% said no.

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If the answer to the question was no then Q15 (d) Reason behind your low participation is not getting a chance

Reason behind your low participation is not getting a chance

0%

25%

YES NO DONT KNOW/CANT SAY

75%

ANALYSIS: This pie chart shows whether the employees think that the reason behind their low participation in such activities is not getting a chance. In the above pie chart 75% of the employees said yes and 25% of the employees said no.

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Q15 (e) Do you want to be a part of such activities

Do you want to be a part of such activities

0%

25%

YES NO DONT KNOW/CANT SAY

75%

ANALYSIS: This pie chart shows whether the employees want to be a part of such activities in future. In the above pie chart 75% of the employees said yes and 25% of the employees said no.

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Q15 (f) Do you think they add some value to the organisation as a whole

Do you think they add some value to the organisation as a whole

25%

YES NO DONT KNOW/CANT SAY

75%

0%

ANALYSIS: This pie chart shows whether the employees think that these activities add some values to the organization as a whole. In the above pie chart 75% of the employees said yes and 25% of the employees said no.

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UNDERSTANDING OF EMPLOYEE ENGAGEMENT PROGRAMS AT ITC MAURYA Employee Engagement Employee engagement is a non monetary method for better retention and engagement of the employees. One of the methods of Employee Engagement practiced at the ITC Maurya New Delhi is the WelcomAchievers Club.

1. WelcomAchievers The WelcomAchievers Club is an Associate recognition program that was launched in October 2008 across all locations and this program has been running successfully. The main intent of the program is to create relevant and contemporary recognition platforms across all Units to effectively recognize key Departments (FOTH/BOTH) and in all Associate categories. This way, the Associates can be appreciated for their contribution to the Unit and are motivated to perform exceptionally on their jobs. CONCEPT Recognizing people for exemplary work through a multi-pronged strategy which incorporates: A. Associate recognition across levels B. Catching people doing things right C. Peer Recognition D. Team recognition This initiative includes six sub-programs to recognize associates across segments. WelcomAchievers Club is an umbrella program, wherein the winners of all existing recognition programs win points and get felicitated in the quarterly forum Associates earn WelcomPoints depending on the award/reward won by them, and the same can be redeemed by submitting Electronic Bills
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There are 5 different categories in the WelcomAchievers Club namely 1. 2. 3. 4. 5. 6. Namaste Rewards WelcomSpirit Rewards WellDone Rewards Performance Rewards Top Awards WelcomCheer Awards Namaste Rewards Points for this reward are only given through EGCC which is the Electronic Guest Comment Card.Associates who are Customer Focused and create WOW Contributions are rewarded in this category.The number of points awarded to the Associate is decided by the USC (Unit steering Committee) or by the EX COMM Executive Committee. Eligibility: This reward is eligible only for FOTH areas (Front Of The House) that is Associates who come in direct contact with the guests. Criteria: The main criterion for this is the EGCC Point range: The points allotted for this reward range from 50-150 points Gardenia Points: Approx Entries per month: The approximate entries for the month is 30 Amount allocated: Rs 4500 Mechanism: The name of the Associate has to be mentioned in EGCC to be taken. The comments can be viewed by the HR Department through the WelcomAchiever Point Tracker that is maintained by the Six Sigma Department. WelcomSpirit Awards The HOD of the Department nominates Associates for the walking the extra mile or for the extra work done. Associates from BOTH and FOTH are nominated under this category. The nominations are sent via an e-mail. This award enhances coverage of associates who do not get covered under formal guest feedback. It rewards people for doing the right things by giving them instant recognition. Points are given in multiples of 25 under this category. The USC (Unit steering Committee)meets once a week and based on the quality of the comment, points are awarded to the Associate. These nominations are then approved by the GM of the Unit.
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Eligibility: FOTH and BOTH Criteria: Customer Focus/Internal Effort/Going the Extra Mile Point Range: 25-100 Gardenia Points: 100 Approximate Entries per month: 40 Amount: Rs 4000

Customer

Focus/Discretionary

WellDone Rewards The main idea is to have a forum to recognize BOTH on a regular basis as FOTH resources are covered under guest feedback. Each Department nominates certain number of Associates from within the Department. Business efficiency is to be recognized. The main difference between WelcomSpirt Awards and WellDone Rewards is as under:

WelcomSpirit Awards GM is the custodian Budget: Rs 4000

WellDone Rewards HOD is the Custodian Budget: Rs:6000

Eligibility: FOTH and BOTH Criteria: HOD to nominate EX COMM to approve Point Range: 50-150 Gardenia Points: 150 Approximate Entries per month: 40 Amount: Rs 6000 Performance Awards The custodian of this award is the Six Sigma Department. The various awards under this category include AET of the month-Area Effectiveness Team Model Area of the month Engineering Model Area

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Before

After

Winnovations -Top 10 any new ideas of the Associates that lead to cost effectiveness is awarded under this category. Eligibility: FOTH and BOTH Point Range: 50-300 Gardenia Points: 200 for each Approximate Entries per month: 10 entries under each category Amount: Rs 6000(Rs 2000 under each category) TOP Awards (Team Of Performance) A cross functional team that has carried out a major initiative in the Quarter, as evaluated by the Unit GM is awarded in this category. This award is given to both FOTH and BOTH (Team size Min 5 to Max 20). The team gets a small memento and has lunch with the General Manager. Recognition is symbolic. No points are awarded for this award. WelcomCheer Award This is a peer recognition award. WelcomCheer leaves are distributed to the Associates from various Departments. The Associates are encouraged to appreciate their peers from other Departments through these leaves. Leaves in form of stickers are put up on the large Appreciation Tree with a brief citation of who is being appreciated for what. Associates are awarded 25 points for every appreciation they get from their peer and the same is put up on the tree. A maximum of 3 nominations can be given by an Associate in a quarter.

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Program Details The program is based on rewarding and recognizing associates through WelcomPoints Points could get credited / debited* *only in case WP-134 is issued/discipline related issues-200 points deducted. he respective unit HR will communicate the Account balance of associates on a monthly basis to respective HODs. The redemption of the WelcomPoints would happen quarterly (non cash) i.e. Account of all associates would get refreshed each quarter. Redemption of WelcomPoints Points will be redeemed quarterly by associates (non mgt only). Managers can only accumulate points, but cannot redeem them, their points are added only for annual awards.

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redemption would be before the next quarter ends, for example for the period Oct Dec 08 points must necessarily be redeemed by Mar 09. Redemption Options: 1. 2. 3. 4. 5. Movie Tickets Purchase of ITC products(FMCG/Food,Apparels) Purchase of household products from retail outlets(With printed bills) Purchase of pastries/cakes/bread from hotel cake shop Tree plantation in collaboration with external organization(Trees for free) 2. Launch of WelcomCare at the ITC Maurya,NEW DELHI

In todays busy world stress seems to be a constant companion. There are challenges and demands on us on all sides - at work as well as in our personal and family lives. And while much of the time we manage to cope on our own, at times the stress can really get us down. WelcomCare was launched on 10th May 2010 at. The main premise of this program is that the emotional well-being of a person is as critical as their physical wellbeing. It is an Employee Assistance Program designed to provide help and support when one feels the need. WelcomCare is a confidential counseling service which equips to meet lifes challenges better in a safe and secure environment. Professional counselors from 1to1help assist in coping with lifes difficulties, develop coping skills, make important decisions or just explore new avenues for change and growth. Talking to somebody who is objective and trustworthy, who can lend a patient ear and understand the depth of the problems without being judgmental, can give one a whole new perspective. 1to1help.net Pvt. Ltd

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1to1help.net Pvt. Ltd. is the pioneer and leader in the EAP industry in India with a reputation for quality and integrity. Currently 1to1help services more than 25 multinational and reputed Indian organizations across India with total employee coverage of approximately 200,000. It is managed by a team of qualified and experienced counseling psychologists. A Representative/Counselor from 1to1 help.net spoke to the Associates/Managers and informed them on this new concept. As the concept is new, a launch session in the Unit was conducted Use of Welcomcare The use of Welcomcare is very simple. All one needs to do is register on the website www.1to1help.net. Thereafter he/she can access any of the services free of cost. Help is available through a variety of options: Face-to-face Counseling: Meet a counselor face-to-face at 1to1helps premises, after fixing an appointment Telephone Counseling: Speak to a counselor on the telephone (by appointment) Online counseling: Write to a counselor through a secure website and receive a response within 48 hours. Associates/Managers will also have access to 1to1helps exclusive website which provides: An Associate/Manager can choose the option thats most comfortable and convenient for and can even switch from one option to another. The service is open to all (Associates, LCS, & Managers) of the Hotels Division People can get help for various issues such as PERSONAL: Lack of confidence, anger management, bereavement, loneliness and depression, shyness, sexual concerns, overcoming habits (smoking, pornography, alcohol, drugs), traumatic past experiences, personality development
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 RELATIONSHIP: Marriage (frequent conflicts, unmet expectations, in-law concerns, infidelity, sexual difficulties), and pre-marital issues, relationships with friends of same and opposite sex, break-up of romantic relationships, family concerns, lack of assertiveness WORK: Relationship with boss and colleagues, lack of motivation and concentration, career growth and performance concerns, work-life balance, stress, harassment, time management, fear of speaking in meetings, handling shift work PARENTING: Deciding to have a baby, child care, discipline, quality time, school (academic performance, bullying, relationship with friends & teachers), handling teenagers

3. EMPLOYEE ENGAGEMENT ACTIVITIES HELD IN ITC MAURAYA Welcomachievers quarter and annual functions are held in ITC Maurya wherein letters of appreciation are given to all the employees for their good performance as well as trophies are awarded to the best three performers of the period. Long service awards are given every year to those employees who have worked with the company for a long period of time to appreciate their loyalty and commitment towards the company. ITC Centenary celebration was held on the completion of hundred years of ITC in Kamal Mahal, ITC MAURYA. ITC Maurya holds Kesav Mallias Motivational Sessions wherein he discusses his experiences of the other hotels that he visited, with the employees to discuss and solve their problems. General Medical Checkup was held in Dublin, ITC MAURYA wherein the height, weigth, blood pressure, diabetes check and consultation were provided free for all the employees. There is a provision for games like table tennis in the hotel for the employees to participate in such recreational activities during free hours. Maurya holds an Auction of Lost & Found wherein the valuables items left by the guests(only after the guests are informed and they do not come to claim it) are auctioned at very cheap prices to its staff.
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 ITC held various competitions in singing, dancing, mimicry etc. like Claim2Fame and Voice Of ITC with all the ITC hotels all across the country for the employees. Departmental Welcom achieverss briefing is held on a regular basis to make the employees of different departments aware of various rewards and recognition schemes. Environment Day was celebrated by ITC Maurya wherein there was a lavish green menu for the day, plantation of trees at dhaula kuan area was held by the hotel and earth corner in the hotel was decorated which was inaugurated by the famous bollywood actress Vidhya Balan. Sessions are held by Vipul med corp. (third party administration) on oriental insurance and medical coverage for the employees. Sessions are held by the NGO Swabhimanya on providing insurance on low premiums for the various people who are below poverty line (eg. domestic helps, drivers etc of the employees). Sessions are held by the NGO, Give India to encourage the employees to donate a small part of their salary for the poor. Give India is basically a facilitator which collects all the donations received and in turn gives it to the 200 other NGOs it is in collaboration with.

4. CSR INITIATIVES BY ITC MAURYA NGOs like Himjoli, National Association for Blind women, Prabhat products are put up for sale in the hotel for the employees on the occasions of Diwali, Christmas and on other occasions. There was a sensitization visit to National Association of Blind women by the departmental learning coordinators to see and understand how they operate and visit. Disability Week was celebrated in the hotel. There was an Exposure visit by AIF to meet the differently abled people to discuss their experience and their problems and provide solutions to them. There was an Exposure visit by Sarthak Education Trust to discuss the experience and the problems of the differently abled people and provide solutions to them. ITC Maurya has taken the initiative to employ people with disability and had employed 18 disabled people recently.

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CONCLUSION An earnest endeavour has been made to study and analyze the Employee Engagement program at ITC MAURYA, New Delhi. From my survey I can conclude the following:

1) ITC MAURYA has been effectively pursuing their employee engagement programs and has obtained remarkable results in motivating their employees. 2) It was observed that 90% of the employees feel a sense of personal accomplishment from their job at ITC Maurya, which is a good sign as employees are satisfied with their respective jobs, whereas 7% are dissatisfied and 3% cant say about it. 3) It was observed that 80% of the employees are clear about their roles and responsibilities at work. So there are lesser chances of confusion related to work and reduce delays. Whereas 17% of employees are not clear about their roles & responsibilities and 3% cant say about it. 4) It was observed that 64% of the employees are satisfied with their evaluation of performance and think that it is fair whereas 33% of the employees are not satisfied with the evaluation of their performance and dont think that its fair and 3% cant say about it. 5) It was observed that 93% of the employees feel that they are satisfied with the freedom to ask advice & support from their superiors whereas 7% are not satisfied and dont have the freedom to ask advice & support from superiors. Overall it can be seen that there exists good superior & subordinate relationship. 6) It can be seen from the survey that 80% of the employees said that they get feedback from their superiors on a regular basis and hence are guided in the right direction as they get a feedback of their work. Whereas 20% are dissatisfied and dont get a regular feedback from their superiors. 7) It can be observed from the survey that 77% of the employees feel that their skills & knowledge are properly utilized at work whereas 20% are feel that their skills & knowledge are not utilized properly utilized and 3% cant say about it.

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8) It was seen that 84% of the employees are satisfied from the training and development programs at ITC Maurya whereas 13% are dissatisfied and 3% cant say about it. Majorly the training and development programs are effective. 9) It was observed that only 67% of the employees feel that they get full support of the management to achieve their objectives whereas 20% of the employees feel that they dont get support from their management to achieve their objectives and 13% cant say about it. 10) It was observed that only 60% of the employees feel that they get opportunities for personal growth & development whereas 26% feel dissatisfied and dont think there are any opportunity for personal growth & development and 14% cant say about it. 11) It was observed that 83% of the employees feel that they have a healthy and cooperative work environment whereas 14% feel dissatisfied with their work place environment and 3% cant say about it. 12) It was observed that 50% of the employees feel that the annual appraisal helps them and their boss identify & agree on clear performance criteria for the next year whereas 13% clearly said that it doesnt help and 37% of the employees cant say about it. Most of them were apprehens ive to talk about it. 13) It was observed that only 23% of the employees feel their salary is at par with their competitors whereas 54% said that they are being paid less as compared to their competitors although 63% of employees were satified with their company policies and 23% cant say about it as they were either unaware of the salary being paid to their competitors or were apprehensive to give honest opinions. 14) It was observed that 63% of the employees are satisfied & happy with their company policies while only 23% of the employees were satisfied with their salary as observed above.27% are not happy with their company policies and 10% cant say about it. 15) It was observed that only 64% of the employees would recommend ITC Maurya as a great company to work for whereas 25% would not recommend it as a great company to work for and 11% cant say about it.

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16) It was observed that 87% of the employees are informed on a regular basis about the major employee engagement activities happening in the organization whereas 13% are not informed about these activities on a regular basis. Out of the people who are regularly informed about these activities: 77% of the employees like these activities 8% dont like and 15% cant say about it, 85% of the employees know the purpose of such activities, 4% dont know the purpose and 11% cant say about it. 81% of the employees feel these activities should be conducted more often, 4% feel they should not be conducted more often and 15% cant say about it. Out of the people who are not informed about these activities on a regular basis: 75% of the employees feel that the reason behind their low participation is not getting a chance and 25% dont feel that that is the reason. 75% of the employees said they want to be a part of such activities in future whereas 25% dont want to be a part of such activities in future. 75% of the employees feel that such activities add value to the organization as a whole whereas 25% dont feel th ey add value to the organization.

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CONSTRAINTS & LIMITATIONS

Every one that I worked with for the completion of this project has been extremely cooperative and patient with me, however there were few constraints that I came across: 1) Since such surveys were already done a few times earlier many were not too keen on filling the survey form or give a face to face interview. 2) Some of the questions were sensitive so there was a little bit of apprehension. Many employees were apprehensive to give out their honest opinions. 3) Heavy workload: Since most of the employees interviewed were under work pressure hence they didnt have more time to interact me. 4) Time: The employees both are time constraint. So taking their time for the study, approaching them has been a constraint when the project study was limited to 2 months. 5) Several employees believed that the questionnaire will not be read or will not make a difference and hence considered it a waste of time.

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RECOMMENDATIONS 1) It was observed that 54% of the employees at ITC MAURYA were dissatisfied with their present salary and 23% of the employees either were unaware of their competitors salary or wished not to comment on it. The general attitude of the employees towards their salary was negative. Hence improvements need to be made in this area in order to retain them so that they are not lost to other competing firms. From my secondary data I found that employees were dissatisfied with their salary and were not attending employee engagement activities arranged for them as they feel that these activities are not helping in their career growth. 2) ITC MAURYA needs to assess the market value of their employees in order to keep their employees engaged. Assessing the market value of the employee and the difference that exists between what he is worth and what he is being offered by them is a vital thing they need to do. Providing lucrative opportunities, if not better, at par with the ones that the employee is being offered in the market. 3) ITC MAURYA can make use of Fast-Track Promotions but only in exceptional circumstances, for example, when an existing employee has been offered a higher level appointment at another organization. This can help in retaining high quality staff or the critical employees as they call it. 4) Another way which they can employ to retain high quality staff is Retention Bonus. Retention bonus is a bonus that is promised for payment on a fixed future date, provided only that the employee stays with the company until that date. These bonuses are not intended to reward performance - only loyalty. The HR department at ITC MAURYA can give their key people an attractive incentive to stay on to ensure high productivity. 5) Though 60% of the employees feel that they are provided with the opportunities for personal growth and development but 40% of the employees are dissatisfied. Hence more lucrative opportunities and promotions should be provided to the employees so that they are retained in company. 6) Alternate Work Arrangements Beyond involving employees in decisions, another approach to make their work environment more motivating is to alter work arrangements. For example flextime, job sharing, and telecommuting. With the increasing advances in technology all of these alternate work arrangements have become more popular and can be applied at ITC MAURYA.
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7)

There should be more of the informal meetings in the department is more friendly culture.

so that there

8) The department must go for birthday parties, outdoor games, picnics, coffee breaks, festival bashes and dinner with boss and for the family and indoor games should be arranged every once in a while & prizes should be given to promote such fun activities. 9) The organization provides this service to key employees who do not get any time to attend to their personal work like help in children school admission, visit to doctor by the family, help in collection and payment of various bills, receiving family guests at Airport/Railway station etc. 10) Opportunity for enhancing educational qualifications provided by the company to employees if they are ready to sign a bond. 11) Opportunity for Group housing and group insurance by the company.

12) There can be attendance benefits to the employees who are attending employee engagement activities and the top three employees with the highest attendance can be awarded. 13) Free Visit abroad to sister Hotels sponsored by the company for the employees and their families and ensure that they go through a training module during that period. 14) Office environment can be redecorated with piped music.

15) Job itself can be made more interesting by giving more responsibility, job rotation, special assignments, training, representing company at public forum.

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ANNEXURE

QUESTIONNAIRE ON EMPLOYEE ENGAGEMENT NAME:DEPARTMENT:S.N o. 1 2 3 4 5 6 7 8 9 10 Very Satisfie d Very Satisfie Dissatisf Dissatisf d ied ied DK/ CS

Questions Feeling of personal accomplishment Clarity of roles & responsibilities at work Fair evaluation of performance Freedom to ask advice& support from superiors Regular feedback from superiors Proper utilization of skills & knowledge Training & development program Support from management to achieve objectives Opportunity for personal development & growth Healthy & cooperative work place environment

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S.No.

Questions Does the annual appraisal help you & your boss to identify & agree on clear performance criteria for next year My salary is at par with the competitors I am aware and happy with my company policies Will recommend ITC MAURYA as a great Company to work for Are you informed on regular basis about the major events and activities that are happening in your organization at a particular point in time

Yes

No

Dk/cs

11 12 13 14

15

INSTRUCTION:- IF CODED YES IN 15, ASK 15a TO 15c AND IF CODED NO IN 15, ASK 15d TO 15f 15a 15b 15c 15d 15e 15f Do you like them Do you know the purpose of these activities Do you think they should be conducted very often Reason behind your low participation is not getting a chance Do you want to be a part of such activities Do you think they add some value to the organisation as a whole

THANK & END THE INTERVIEW

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BIBLIOGRAPHY

1. Wikipedia 2. Alan M Sacks ; Antecedents and consequences of employee engagement . Journal of managerial psychology (2006). Paper 601-602. 3. Ryan, Richard M. and Edward L. Deci (January 2000). "Self-Determination Theory and Facilitation of Intrinsic Motivation, Social Development, and Well-Being". American Psychologist Association 55: 6878. Archived from the original on 200612-12 4. "Engage Employees and Boost Performance". Hay Group. 2002. Archived from the original on 2006-11-23. http://web.archive.org/web/20061123123100/http://haygroup.ca/pdf/knowledge_enga ged_performance_working_paper.pdf. Retrieved 2006-11-09. 5. Hulme, Virginia A. (March 2006). "What Distinguishes the Best from the Rest". China Business Review. 6. "Employee Commitment Remains Unchanged....". Watson Wyatt Worldwide.2002.http://www.watsonwyatt.com/research/resrender.asp?id=W557&page=6. Retrieved 2006-11-07. 7. Derrick Hardman, Capital Incentives (part of Accor Services), Reward to Engage > rewards, benefits and employee engagement in today's organisations 8. Journals of company have also been referred for the study

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