employee engagement in cochin port trust
TRANSCRIPT
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A STUDY ON EMPLOYEE ENGAGEMENT AT
COCHIN PORT TRUST, COCHIN
A PROJECT REPORT
Submitted by
RAHEENA.N
In partial fulfillment of the requirements
For the award of the
POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM)
DC SCHOOL OF MANAGEMENT & TECHNOLOGY
MEDIA SCHOOL
THIRUVANANTHAPURAM – 695 585 JUNE 2009
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Certificate from the organization
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ABSTRACT
Employee engagement is 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. It is a positive
attitude held by the employees towards the organization and its values. This
descriptive study on the basic of Gallup 12 point questionnaire and the IES
survey, 2003.Q12 survey will help to identifies strong feeling of employee
engagement and compare the eight important element of employee engagement
like training, performance appraisal communication, equal opportunity and fair
treatment, pay and benefits, health and safety, co-operation and job satisfaction,
which developed on the basic of IES survey 2003. This study was conduct in
the Cochin Port Trust, Kerala (2009).
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ACKNOWLEDGMENT
The study would not be complete without acknowledging my sincere
gratitude to all persons who have helped me in the conduct of the study and the
preparation of the dissertation.
I express my sincere gratitude to Mr. Mahesh Mohan, faculty of
DCSMAT, Trivandrum for his advice and guidance during my work.
I express my deep sense of gratitude to faculty guide Mr. Anand Scotlin,
who has been offering me valuable expertise and guidance throughout the
progress of this dissertation work.
I express my sincere gratitude to Mr. C. UnniKrishnan Nair, Deputy
Secretary, Cochin Port Trust for giving me an opportunity to do this dissertation
work and also for giving valuable guidance in carrying out this dissertation
work successfully.
I express my profound thanks to Mrs. Deeratmaja, Welfare Inspector
Cochin port trust for her constructive criticism and valuable guidance
throughout this dissertation work.
I thank all the employees of Cochin port trust for their valuable help
which was essential for successful completion of this dissertation.
I express my gratitude to my parents and friends without whose co-
operation and consistent encouragement, the accomplishment of this
dissertation would not have been possible.
Finally, I thank the God Almighty Whose abundant grace and blessing
that led me through this entire journey.
Rahneena.N
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TABLE OF CONTENTS
CHAPTER NO. TITLE PAGE NO.
1 INTRODUCTION 9-28
1.1 Industry profile 10
1.2 company profile 16
1.3 Literature survey 26
2 EMPLOYEE ENGAGMENT 29-52
2.1 Introduction 30
2.2 Involvement factors related to CPT 38
3 RESEARCH DESIGN 53-56
4 DATA ANALYSIS AND INTERPRETATION 57-76
5 FINDINGS, SUGGESTIONS AND CONCLUSION 77-80
BIBLIOGRAPHY 81
APPENDICES I 82-83
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LIST OF TABLES
SL No TITLE Page No
1. Traffic handled at major ports-1 14
2 Traffic handled at major ports-2 15
3.1 Class wise distribution of post 25
3.2 Merit scholarships of port employee’s children. 44
4 Risk amount plus the savings accumulated as rates in
different class level.
49
5 port-wise dangerous occurrences fatal and non-fatal injuries during 2007
51
6 In service training program, 2008-2009 51
7 onsite training program in 2008-09 52
8 Research design 55
9.1 correlation between employee involvement and training
and development program
58
9.2 chi-square value 59
10.1 correlation between employee involvement and
communication
60
10.2 Chi-square value 61
11.1 correlation between employee involvement and ‘equal
opportunity and fair treatment’
61
11.2 Chi-square value 62
12.1 correlation between the employee involvement and co-
operation
63
12.2 Chi-square value 64
13.1 correlation between employee involvement and job
satisfaction
64
13.2 Chi-square value 65
14.1
correlation between employee involvement and
performance appraisal
66
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14.2 Chi-square value 67
15.1 correlation between employee involvement and benefits
given to the cochin port trust
67
15.2 Chi-square value 68
16.1 correlation between employee involvement and “health and
safety measures”
69
16.2 Chi-square value 70
17 class wise frequency 70
17.2 class wise employee involvement level 71
18.1 Age 72
18.2 rating of age and involvement level 73
19.1 Gender 73
19.2 Gender wise involvement level 74
20.1 Department frequency 75
20.2 Depatment wise employee involvement level 76
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LIST OF FIGURES
SL No TITLE Page No 1 India and intermediate sea ports 13
2 Port layout 17
3 Organizational chart 21
4 Ten important elements that influence employee’ perception
33
5 Class wise employee involvement level 71
6 Rating of age and involvement level 72
7 Gender 74
8 Depatmnet wise employee’s frequency 75
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CHAPTER -1
INTRODUCTION
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1.1 INDUSTRY PROFILE
1.1.1 GLOBAL SENARIO
A port provides facility for receiving ships and transferring cargo and from
them. They are usually situated at h the edge of an ocean or sea, river or lake.
Ports often have cargo or handling equipments such as cranes and fort lifts for
use in loading or unloading ships, which may be provided by private interests or
public bodies. Harbour pilots burgs, and tug boats are often used to safety
maneuver large ships in tight quarters as they approach and leave the docks. The
ports that handle international traffic will have customer’s facilities.
The term “port” and seaport are used for ports that handle ocean going vessels,
and “river port” is used for facilities that handle river traffic. Some ports on a
lake, river or canal have access to a sea or ocean; they are sometimes have
“inland ports”. A fishing port is a type of port or harbour facility particularly
suitable for landing distributing fish .A “dry port” a term some time used to
describe a yard used to place containers or conventional public cargo, usually
connected to a sea port by rail or road.
The presence of deep water in channels or berths, the provision of protection
from the wind, waves and storm surges and access to intermeddle transportation
such as trains or trucks are critical to the functioning bat seaports and river
ports.
Cargo containers allow for efficient transport and distribution by eliminating the
need for smaller packages to be loaded individually at each transportation point,
and allowing the shipping unit to be sealed for its entire journey. Standard
containers can just as easily be loaded on a ship, train, truck or plane, greatly
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simplifying intermeddle transfers. Cargo often arrives by train and truck to be
consolidated at a port and loaded on to a large containership for international
transport. At the destination port, it is distributed by ground transport once
again. Port and shipping containers are a vital part of modern just in time
inventory management strategies.
Port sometimes fall out of use Ryes, East Sussex, England was an important
port in the Middle Ages, but the coastline changed and it is now two miles from
the sea.
Also in London, on the River Thames, and Manchester, on the Manchester
ships canal, were once important international ports, but are no longer so.
The world’s busiest port is contested by several ports around the world, as
there is as yet no standardized means of evaluating port performance and traffic.
The most keenly fought over this for the past decade was between the port of
Rotterdam and the port of Singapore, with both ports claiming the busiest port
tile.
1.1.2. INDIAN SCENARIO
Indian ports are not behind in effecting a metamorphosis in their attitude
and approach. India is today among the top17 maritime nations in the world.
India has a long coastline spanning 7517kilometres forming one of the biggest
Peninsulas in the world. The ministry of shipping has laid great emphasis on the
productivity aspect and benchmarking of quality ports and most importantly in
making the ports cost effective.
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Almost all the major ports acquired ISO-9000 certification. The major
ports are now in the process of revising their standards in compliance with the
ISO09002-2000 standards.
Indian ports are the major players in the shipping industry. They play a
prominent role in the import and export of materials via the sea route from and
to various destinations around the globe. The classification of Indian ports into
major, minor and intermediate has an administrative significance. India is
serviced by 12 major ports and 185 notified minor and intermediate port. At
present this ports are handle about 75%of maritime cargo of the country. The
ports come under the Ministry of Shipping, Govt. of India. The following are
the Major ports in India:
Mumbai Port Trust, Mumbai
Jawaharlal Nehru Port Trust, Mumbai
Kolkata Nehru Port Trust, Kolkata
Cochin Port Trust, Cochin
Chennai Port Trust, Chennai
Visakhapatnam Port Trust, Visakhapatnam
New Mangalore Port Trust, Mangalore
Tuticorin port Trust, Tuticorin
Mormugao Port Trust, Mormugao
Kandla Port Trust, Kandla.
Paradip Port Trust, Paradip
Ennore Pvt.Ltd, Ennore
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Major port in India:
Fig: (1)
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Traffic details: Table (1)
See the excel sheet
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TRAFFIC HANDLED AT MAJOR PORTS (DURING APRIL TO MARCH, 2009* VIS-A-VIS APRIL TO MARCH, 2008)
Table : (2)(*) TENTATIVE (IN ' 000TONNES)
PORTS APRIL TO MARCH % VARIATION AGAINST
TARGET TRAFFIC TARGET 2008-09 2009* 1 2 3 4 KOLKATA Kolkata Dock System 12280 12428 1.21 Haldia Dock Complex 48000 41623 -13.29 TOTAL: KOLKATA 60280 54051 -10.33 PARADIP 55000 46412 -15.61 VISAKHAPATNAM 65000 63908 -1.68 ENNORE 10550 11500 9.00 CHENNAI 64000 57491 -10.17 TUTICORIN 24060 22011 -8.52 COCHIN 18960 15228 -19.68 NEW MANGALORE 40340 36691 -9.05 MORMUGAO 40600 41681 2.66 MUMBAI 61030 51876 -15.00 JNPT 63500 57281 -9.79 KANDLA 72770 72225 -0.75 TOTAL: 576090 530355 -7.94
Source: Indian port association
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1.2 COMPANY PROFILE
1.2.1. History:
Cochin is the center for maritime trade and fishing for centuries created
by nature in AD 1341, visited by international travelers and administered by
colonial conquerors through the centuries which follow and developed by Sir.
Robert Bristow during the period 1920-1940. In this century against far too
many odds and despite the cynicism of far too many people Cochin Port today
is indeed the “Queen of the Arabian Sea”.
The Cochin Port Trust newly launched E-Thuramukham, a
comprehensive Enterprise Resource Planning (ERP) implementation program
becoming the first Indian port. The project is based on SAP platform and will be
customized by Tata Consultancy Services.
1.2.2. Formation:
The port was formally thrown open to vessels up to 30’draft in the year 1931.
Cochin port was declared as a major port 1st August, 1936 and came under the
administration of Govt. of India and the port was vested in a Board of trustees
under a central legislation, viz. the Major Port Trust Act, 1963 on 29th
February, 1964.
1.2.3. Location
Port of cochin is located on the Willingdon Island at Latitude 9(degree) 58’
North and Longitude 76(degree) 14’ east on the South –West coast of India
about 930 KM south of Mumbai and 320 KM North of Kanyakumari.
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1.2.4. Port layout:
fig: (2)
The navigational channel system (approach channels)of cochin port
comprise of an outer approach channel and two inner channels leading to
Ernakulum side and Mattancherry side of the Willingdon Island on which the
land based port facilities are located as shown in figure above.
1.2.5. Hinterland
With its strategic location on the South – West coast of India and at a
commanding position at the cross roads of the East – West Ocean trade, the
port is a natural gateway to the vast industrial and agricultural produce markets
of the South – West India. The hinterland of the port includes the whole of the
Kerala state and parts of the Tamil Nadu and Karnataka states. A study carried
out on the traffic flow in the hinterland of the port indicates that about 97% of
the total volume of the traffic is accounted for by Kerala state. The hinterland of
Cochin port has further spread over to different areas with the growth of
containerization in the country and establishment of inland Container Depots
different load canters in India. Cochin with its proximity to the international sea
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route between Europe and the Far East and Australia can attract large number of
container lines offering immense sailing opportunities.
1.2.6.Mission
The Mission of the Cochin Port Trust is to provide dependable, cost-effective
Port services through modern and efficient infrastructure coupled with high
quality, customer friendly services. The Port shall manage its assets and
resources for optimal economic use to the Nation and the community. The
Port shall strive to be the main catalyst for the economic development of the
region, with a strong commitment to environmentally sound policies and
safe practices. The Board of Trustees, the employees and all stakeholders of the
Port shall work as a team in an open, positive, collaborative and cooperative
manner. In pursuit of this Mission, the Port Trust shall be guided by the
principles of integrity, ethical behavior, professional excellence, service to the
community and respect for every individual.
1.2.7. Vision
The vision of the Cochin Port is to serve the country as
A public service provider
An economic development facilitator
A Business enterprise
An environmental conservator
1.2.8. Goals
Strengthening our competitive position
Maximizing space and infrastructure utilization
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1.2.9. Objectives
o To provide adequate service to trade and commerce so as to support
the promotion of international trade, particularly of export trade, and
to catalyze the techno-economic development of its hinterland by
providing an important infrastructural facility.
o To equip itself with modern techniques and mechanical innovations as
well as technical expertise, so as to provide comprehensive,
qualitatively efficient service to the trade.
o To ensure efficient handling of cargo at minimum unit cost and to
facilitate quick turn round of ship.
o To streamline procedure formalities and to co-ordinate the operations
of other official agencies connected with export and import trade, with
the objective of aiding quick flow of work.
o To optimize utilization of human and material resources with due
regard to safety, quality of output and efficiency.
o To facilitate effective and meaningful participation of all the interests
concerned in the port’s work.
o To afford to its workers and staff facilities which take care of their
medical, educational, recreational and other welfare needs.
o To optimize the return on investments and to maintain economy in
expenditure in all spheres of the port’s work.
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1.2.10. Administration
The Port is governed by The Cochin Port Trust which is an autonomous body
under The Major Port Trusts Act 1963. The Central Government constitutes a
Board of Trustees, responsible for management of the port. The Government of
India may from time to time nominate the Trustees in the Board representing
various interests. The Major Port Trusts Act, 1963, makes provision for the
constitution of the Cochin Port Trust to vest the administration, control and
management of the port.
1.2.11. Ownership pattern
Cochin port is an autonomous body under the Government of India and it’s
managed by the board of Trustees constructed by Govt. of India. The chairman
of the Board is act as Chief executive officers.
The Board of Trusties consists of:
1. .Chairman
2. Dy. Chairman appointed by the govt of India and member
representing
3. Ministry of shipping
4. Govt of Kerala
5. Department of customs
6. Coast guard
7. Defence service
8. Indian railway
9. BPCL cochin refinery
10. Cochin SEZ, Govt. of India
11. Mercantile Marine department
12. Kerala chamber of commerce & industry
13. Cochin Steamer Agent Association
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The board has strength of 19 members. Out of which 4 represents other
interests and 2 represents labour trustees.
1.2.13. Organizational Chart
Fig: 3
1.2.13. Departments and its functions
There are seven main departments and two sub departments in Cochin
Port. The seven departments include General department, Accounts
department, Traffic department, Medical department, Marine department,
Civil engineering department, Mechanical engineering. Cochin fisheries
harbour comes under civil engineering department and stores department
comes under Mechanical engineering.
Chairman
Deputy Chairman
General administration department
Accounts department
Traffic department
Medical department
Marine department
Civil engineering department
Mechanical engineering
Cochin fisheries harbour
Stores division
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1. Administration department
Co-ordinate the various activities of other departments of Cochin
port trust such as appointment, training and promotion and
personnel matters.
Convening of the board of trustees and sub-committee
Preparation of agenda for the meeting and follow up actions
Decision taken up
Public relation work
Implementation of official language ACT
Preventive vigilance
2. Central account department
To give financial advice on varies matters of the administration of
the port.
Custody and accounting of receipts’ and expenditure from the port
fund.
Compilation of budget estimates of financial statements.
Pre audit and checking of bills as an instrument of control
Financial and budgetary control.
Payment of salary pension and other dues to the employees.
Accounting of expenditure on works.
Issue of bills towards cost of service rendered by the port and
recovery of amounts due.
Costing of service and operations to facilitate to cost control
Fixing and revision of tariffs.
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3. Civil engineering department
Maintenance and development of the general conservancy of
the port from the civil engineering point of view.
Implementation of new scheme in consultation with the other
department for providing port facilities to cope with the needs
of trade.
Civil construction work and maintenance of the port structures
Sanitation of port area and water supply.
Preparation of estimates of new work and award of contact for
the new contraction work.
Land leasing.
4. Mechanical Engineering department
It is responsible for procurement, maintenance and operation of
all cargo handling equipments and procurement and
maintenance of flotilla required by the port.
Procurement and distribution of electricity
5. Traffic department
Allotment of berth
Deployment of equipment such as shore cranes, mobile cranes
etc
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Deployment of labour gangs for loading and unloading
operations.
Transit management and supervision of the cargo handling.
Cargo accounting and receipt and delivery
Allotment of the ware house and open stacking yards and
monitoring their utilizations.
Container freight station operation such as stuffing, destuffing,
movement of boxes and receipt and their deliveries.
Container terminal documentation, receipt and delivery of
containers.
6. Marine department
It is mainly conserved with the marine conservancy of the
port. The piloting of the vessels in and out of the port,
Hydro graphic survey, dredging operations, fire services,
licensing of harbour crafts, single station including the
operations and maintenance of the tanker terminals and of
electronic equipment like VHF, etc. are the responsibilities
of the marine department.
Pollution control
All harbour flotilla like tugs, launches, dredgers, etc are
operating by the department.
7. Medical department
This department provide medical facilities for the officers and
staff of the port trust as well as their families.
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Self-contained dispensary functioning at the port workshop
and 6 first aid boxes located at different operational areas of
the port trust.
8. Civil project and fisheries harbour
Execution of civil projects and contract dredging
Maintenance of fishing harbour.
9. Controller of stores department
Purchase and storage and issue of materials
Disposal of condemned and surplus items.
1.2.14. Class wise distribution of post
Following table represent the class wise employee’s distribution of the
Cochin Port Trust;
Table: (3.1)
Dept Class1 Class2 Class3 Class4 Total
Administration 13 14 154 49 230 Accounts 11 10 190 11 222 Traffic 18 36 541 387 982 Medical 16 3 155 113 287 Marine 52 25 501 245 823 Civil engineering
13 49 282 136 480
CFH 3 2 34 14 53 Mechanical 18 68 916 165 1167 Stores 2 5 41 14 62
Total 146
212
2814
1134
4306
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1.3. LITERATURE SURVEY
EMPLOYEE ENGAGEMENT: NEW PERSEPECTIVES
Employee engagement constitutes the core competence of a successful
organization. It is linked to important organizational issues such as employee
retention, productivity and satisfaction. Engagement can be creatively integrated
and woven into an organizations HR policy by creating an environment that
includes challenges aspects of the work, supportive team members and effective
training strategies that are consistent with the performance management
techniques. These characteristics can help managers shape the workplace into
an employee-friendly outfit. In a call monitoring sets clear performance
standards and objective feedback facilitates the creation of a winning culture.
A company must take initiatives to refine and redefine certain human
resource management practices that contribute towards enhancing employee
satisfaction and motivate workers to better and appreciate customer allegiance
and shareholder value. At the individual employee level, the individual
employee level, the measurement of employee engagement can be assessed by
ascertaining whether people are willing to bring their positive value system and
setting individual goals at the workplace.
Research bears testimony to the fact that those employees who find their
work to be challenging tend to possess a high degree of engagement at the
workplace. In such a challenging environment, employees have a clear
understanding of their role and perceive the assignment as an opportunity for
self-expression, and their chance to satisfy their value system, which is based on
their faith. The essence of management objectives, as enunciated by the
management guru, Peter Drucker, can help managers to set the goals and also to
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provide the necessary support and resources. He also provide the employee a
chance to execute the job well, so that it can further the employees career
progression. Personalized attention to an employee’s carrier development is
bound to have a positive impact on employee engagement.
Factors like empowerment, recognition, respect, self-development,
creativity, achievement, advancement, economic security (or wealth), and
enjoying co-worker relationships effect employee engagement significantly.
Committed and engaged workers deliver business value to the organization
and thus create an emotional engagement with the customers, which spin off
into a loyal client base for the company. Such employees tend to create a
positive multiplier effect on their peers and as a result the workplace becomes
genuinely productive and highly ethical. The tenure of such employees is
nullified to a great extent. In essence, the deep satisfaction of a robust personal
value system at the work place will automatically lead to a healthy employee
engagement system for an organization this, in turn will lead to an increase in
the ‘discretionary effort’ on the part of the employee for the cause of the
organization- PVL RAJU*
EMPLOYEE ENGAGEMENT; NEW CORPORATE PERSPECTIVE
Product and process alone cannot help organizations sustain loyal
customers. They also need highly motivated, dedicated and involved
employees who are very passionate about their work and organization; in
short, they need engaged employees.’ But nurturing engaged employees
requires a lot of effort and skill on the part of HR managers and calls for a
different HR philosophy in the organization. This article provides some
perspective measures as to how HR managers can help their employees
become engaged with their work and organization. – Andrew Dutta**
HRM REVIEW the ICFAI University Press, *consulting editor. ** Page no.11-17
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EMPLOYEE ENGAGEMENT: AN EMERGING PARADIGM
‘Employee Engagement’ is the new buzzword. A business success is directly
linked to the commitment of the employees. Organizations that constantly keep
themselves aware of their employees’ needs with the help of employee
satisfaction surveys will have a competitive advantage over those who don’t. In
a nutshell, successful companies are those that recognize opportunities to foster
employee engagement.-K Sangeetha*
ENGAGING THE WORKFORCE: EMPLOYEE VALUE PROPOSITION
AND CULTURAL BUILDING
A successful organization is built with its employees’ contribution -- a
contribution that will not be effective unless its employees are engaged in
strategic decision-making and other initiatives. Employee Engagement ensures
the successful execution of any business strategy. Engaged employees are the
competitive advantage of an organization and play the most important role in
the implementation of their organization’s business initiatives._ Palak
Mahendru and Swati Sharma.**
HRM REVIEW the ICFAI University Press, *page no.19 ** Page no.26
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CHAPTER -2
EMPLOYEE ENGAGMENT
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2.1. Introduction
There is a difference between working for survival and working for pleasure – It’s my job, I
should have a sense of belongingness and should enjoy each and every moment of it...
Employee engagement is defined as “the extent to which people enjoy and
believe in what they do, and feel valued of doing it. It is the degree of
commitment towards the job, which an employee performs, and till how long
the employee remains with the organization as a result of this commitment.”
Engagement is a state where employees are not only intellectually committed to
the job but are also emotionally attached to it.
2.1.1. Aspects of Employee Engagement
Three basic aspects of employee engagement according to the global studies
are:-
The employees and their own unique psychological makeup and
experience
The employers and their ability to create the conditions that
promote employee engagement
Interaction between employees at all levels.
Thus it is largely the organization’s responsibility to create an environment and
culture conducive to this partnership, and a win-win equation.
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2.1.2. Categories of Employee Engagement
According to the Gallup the Consulting organization there are there are different
types of people:-
Engaged--"Engaged" employees are builders. They want to know the desired
expectations for their role so they can meet and exceed them. They're naturally
curious about their company and their place in it. They perform at consistently
high levels. They want to use their talents and strengths at work every day. They
work with passion and they drive innovation and move their organization
forward.
Not Engaged---Not-engaged employees tend to concentrate on tasks rather than
the goals and outcomes they are expected to accomplish. They want to be told
what to do just so they can do it and say they have finished. They focus on
accomplishing tasks vs. achieving an outcome. Employees who are not-engaged
tend to feel their contributions are being overlooked, and their potential is not
being tapped. They often feel this way because they don't have productive
relationships with their managers or with their co-workers.
Actively Disengaged--The "actively disengaged" employees are the "cave
dwellers." They're "Consistently against Virtually Everything." They're not just
unhappy at work; they're busy acting out their unhappiness .They sow seeds of
negativity at every opportunity. Every day, actively disengaged workers
undermine what their engaged co-workers accomplish. As workers increasingly
rely on each other to generate products and services, the problems and tensions
that are fostered by actively disengaged workers can cause great damage to an
organization's functioning.
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2.1.3. Importance of Engagement An organization’s capacity to manage employee engagement is closely related
to its ability to achieve high performance levels and superior business results.
Some of the advantages of Engaged employees are;
Engaged employees will stay with the company, be an advocate of
the company and its products and services, and contribute to
bottom line business success.
They will normally perform better and are more motivated.
There is a significant link between employee engagement and
profitability.
They form an emotional connection with the company. This
impacts their attitude towards the company’s clients, and thereby
improves customer satisfaction and service levels
It builds passion, commitment and alignment with the
organization’s strategies and goals
Increases employees’ trust in the organization
Creates a sense of loyalty in a competitive environment
Provides a high-energy working environment
Boosts business growth
Makes the employees effective brand ambassadors for the
company
2.1.4. Factors Leading to Employee Engagement- Studies have shown that there are some critical factors which lead to Employee
engagement.IES Survey, 2003 found ten important elements that influence
employees’ perception about feeling valued and involved.
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Fig: 4
Ten Important Elements that influence Employee’ Perception
Source: IES Survey, 2003
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1. Career, Development and training
Organizations with high levels of engagement provide employees with
opportunities to their abilities, learn new skills, acquire new knowledge and
realise their potential. When companies plan for the career paths of their
employees and invest in them in this way their people invest in them. Career
development influences engagement for employees and retaining the most
talented employees and providing opportunities for personal development.
2. Immediate management
3. Performance and appraisal
Fair evaluation of an employee’s performance is an important criterion for
determining the level of employee engagement. The company which follows an
appropriate performance appraisal technique (which is transparent and not
biased) will have high levels of employee engagement. Successful organizations
show respect for each employee’s qualities and contribution – regardless of
their job level
4. Communication
The company should follow the open door policy. There should be both
upward and downward communication with the use of appropriate
communication channels in the organization. If the employee is given a say in
the decision making and has the right to be heard by his boss than the
engagement levels are likely to be high.
5. Equal Opportunities and Fair Treatment
The employee engagement levels would be high if their bosses (superiors)
provide equal opportunities for growth and advancement to all the employees.
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6. Pay and Benefits
The company should have a proper pay system so that the employees are
motivated to work in the organization. In order to boost his engagement levels
the employees should also be provided with certain benefits and compensations.
7. Health and Safety
Research indicates that the engagement levels are low if the employee does not
feel secure while working. Therefore every organization should adopt
appropriate methods and systems for the health and safety of their employees.
8. Co-operation
If the entire organization works together by helping each other i.e. all the
employees as well as the supervisors co-ordinate well than the employees will
be engaged.
9. Family Friendliness
A person’s family life influences his wok life. When an employee realizes that
the organization is considering his family’s benefits also, he will have an
emotional attachment with the organization which leads to engagement
10. Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it is
very essential for an organization to see to it that the job given to the employee
matches his career goals which will make him enjoy his work and he would
ultimately be satisfied with his job.
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2.1.5. Factors to develop employee engagement in an organization:
The effectiveness of the employee engagement depends upon the degree
to which the employee is the part of the decision-making process and his/her are
incorporated in the final plan. It generates self responsibility among the
employees. This sense of self –responsibility instills the sense of ownership in
the employee’s mind and they will feel that they actually own the job and
accountable for each and every decision they take. This will result in the
commitment and pride for success of not only the organization but also of the
employee himself/herself.
Engagement is not a one-time process or a short-term initiative; it is an on-
going and steady process, which requires following initiatives to be taken by the
organization to build high level of employee engagement.
1. Informing employee about the change: Employee should be well
informed about the change and the need for it.
2. Inviting employee’s suggestions: Organization should invite employees
to come forward and give their suggestions. It should be noted that the
employees understand the job more than anybody else because they
actually perform it and so they would be able to give better suggestions
than a third party or external consultant.
3. Incorporating valuable suggestions: Giving a final shape to employee’s
valuable suggestions would result in a sense of belongingness and pride
in the employees. It would also result in the effective implementation of
the decision, because the employee who has to implement it actually
believes in it as this suggestion has been given by him/her only.
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4. Listening to the problems: The top management should always be
willing to listen to the employees’ problem that they are facing in the
implementation of the decisions.
5. Supporting at every stage of the implementation process: Managers
should support employees in the implementation of the change process
and should help them in overcoming the difficulties of the change.
The steps mentioned above are actually very simple, but we generally forget
them in our day-to-day activities. These simple things when practiced can
actually boost up the employee’s morale, give him/her a sense of belonging in
an increase in his/her productivity, and ultimately augment the employee’s
long-term associate with the organization.
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2.2. Involvement factors related to Cochin port trust
2.2.1. Employee Welfare benefits of Cochin port trust
Following are the welfare schemes of Cochin port trust given to their
employees,
1. canteens
There are 12 canteens functioning in Cochin port trust and all of them are run
by welfare clubs of employees. They have been given utensils, rent free
accommodation, furniture, water &electricity by management.
Workshop canteen
Container terminal canteen
Ernakulum wharf canteen
Hospital canteen
Civil section canteen (Ernakulum wharf)
E.D.C. canteen
Marine canteen(Baggage jetty)
C.A.D. canteen
Mattancherry Wharf canteen
CFS canteen
Officers canteen
A sum of Rs.1.39 lakh per month is given to the Welfare Club as
subsidy for running the canteen under the Factories Act at the
workshop.
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2. Shelters, rest rooms and lunch rooms are provided in all work sites /
sections. Drinking water, Latrines and washing facilities are also
provided
3. First aid facilities
First Aiders are being posted at the following places with necessary first
aid boxes –mattancherry wharf, BTP, Marine complex, CFS and Ernakulum
Wharf. Three Ambulance Vans are provided at the Port Hospital / Fire
Station.
4. Medical facilities
1. A general hospital with 150 beds is functioning in the port. The
hospital is equipped with modern amenities like air-
conditioned analytical laboratory, X/ray facilities ultraviolet
rays, E.C.G. facilities, intra-red rays, air-conditional operation
theatre, labour room, pulmonary resuscitator etc., Specialists in
Surgical E.N.T., Ophthalmic, Paediatric and dental etc., are also
visited to the port hospital weekly for special treatment.
Irrespective of age, department sons of the employees/
pensioners are eligible for medical facilities as per Govt. of
India, Dept. of Health O.M.No.4-24/96-C&P/CGHS (P) dated
17-9-99.
2. A well equipped dispensary is working in the workshop from
8.30 hours to 11.30 hours with a doctor, a nurse,2
compounders, a dresser and a nursing orderly. As the
dispensary is very near to the workshop Jetty, the emergency
cases from the vessels are also treated here.
3. In –patient and out-patient treatment are provided for all
employees and members of their family members.
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4. The in-patient who is an employee or employee’s family
member who met with accident while on duty and those who
get admitted in the port hospital, is eligible for diet for Rs.6 /-
per day.
5. For treatment of chronic illness, employees and family
members are referred to specialized hospitals and cost of
treatment is borne by the Port.
6. Ambulance Van: Ambulance Van is provided free of charge to
transport sick and injured Port employees from Offices/
Worksites of the Port Trust/Residence requiring immediate
attention. This facility is also extended for taking patients i.e.
Port employees and their dependants, from port Hospital to any
Private Hospital within the limits of Kerala state for better
treatment in acute emergency cases.
7. Hospital facilities are also provided to the retired employees
and their spouses.
8. Contract/casual workers are also being provided outpatient
treatment in port hospital free of charge.
5. family planning programme
Family planning operations and follow up attention is undertaken at the
port Hospital free of charge. In addition to the above, special casual leave;
Cash Awards etc are given to the port employees/their spouses who undergo
family planning operations according to the Govt. of India rules from time to
time.
Family planning allowance: An employee undergoing the sterilization
operation after having not more than two surviving children is eligible for a
special increment in the form of personal pay. The rate of personal pay
41 | P a g e
would be equal to the amount of next increment due at the time of grant of the
concession.
6. Recreational & cultural facilities:
a. Library facilities:-
A reading rooms and library have been provided at the
workshop. Hon, Librarians have been appointed for looking
after the Library. Newspapers and periodicals have also been
provided at 19 different rest rooms at different sites for the
workmen.
b. Clubs:-
The following clubes are functioning for the benefit of
employees and family members;
i. A staff club is functioning at the North End of the
Island. Building on nominal rent and a recurring
grant of Rs.10, 000/- per annum is given to the club.
The club is provided with facilities like library,
colour television, billiards table etc.
ii. A Recreation club is functioning at the South End of
Island in the Residential Quarters area. Building with
necessary furniture is provided by management. A
recurring grant of Rs.10, 000/- per annum is given to
this club. The club is provided with facilities like
library, indoor games, colour television etc.
iii. A ladies club is functioning at South End in the
Residential quarter’s area. Rent free building and
annual grant of Rs. 3,000/- is given to the club by
management. The club is provided with facilities like
library, indoor games, colour Television etc.
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iv. A women’s club is functioning in the North end. Free
accommodation and annual grant in aid of Rs.20,
000/- are given to this club by the management. The
club provided with facilities like library, indoor
games, colour Television etc.
v. Port trust officers club is functioning at the south End
(Near port training institute) of W/ island. Free
accommodation and annual grant in aid of Rs.10,
000/- is given to this club by the management. The
club is provided with facilities like library, indoor
games, colour television etc.
All the clubs are maintain libraries and grants are
given by the port for purchase of books for the
libraries. Colour television sets have also been
provided to the clubs.
c. Sports & Games
A sports control board is functioning in the port and port is
promoting sports activities. The important efforts are the
following;
1. Employees are sponsored for participating in the sports
and games competition conducted at the District, state
and national level.
2. Teams of outstanding sportsmen in athletic, Football,
Volleyball take part in tournaments organized outside
the port.
3. The selected players are given refreshments during
practice period.
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4. Employees are sponsored for all India Major Port
Athletic Meet and various other Tournaments.
5. Employees are granted special casual leave/ duty off if
they meet with accidents during the play and for the
time spent to participate in outside sports events.
6. Children’s Day Celebrations and sports for the children
of employee of port are conducted very year in a
befitting manner under the auspices of Sports Control
Board and the selected team takes part in the all India
Major Ports Children Sports.
7. Various other encouragements like financial benefits to
outstanding sports employees, coaching programs to
children of employees etc are also being organised.
d. Entertainment
Arts and cultural Clubs are functioning in the port. The port
patronises these clubs by giving suitable grant when they
organize special programme or participate in outside
competitions.
7. Educational facilities
a) Children’s educational allowance and reimbursement of Tuition
fees are granted to children of port employees up to Higher
Secondary Classes.
b) Free accommodation has been provided and maintained by the
port for Nursery school (Sisu Vihar). The school is given free
water and electricity. Island for which an annual grant of
Rs.2, 000 /- is given from the welfare fund.
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c) Sir Robert Bristow Primary & Secondary school.
Land, building and other facilities have been provided free of
cost to the Kerala state government for running the primary and
secondary schools.
d) Kendriya Vidyalaya is functioning at the South End of w/ Island.
Accommodation and furniture have been provided by the port,
50%of the seats in standard I are allotted to the children of port
employees.
e) Scholarships: the port is also awarding the following merit
scholarships every year to the meritorious children of port
employees. Table (3.2)
Sl.No Course Amount Quantity Duration Annual
Expenditure
1 Technical 300.00 10 3 to 4
yrs
9,000.00
2 Professional(B.Teh
&MBBS)
1,000.00 20 5 87,000.00
3 Higher secondary 250.00 50 2 25,000.00
4 Degree course 500.00 20 3 30,000.00
5 Post graduation course 600.00 10 2 12,000.00
total 1,63,000.00
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f) Workers education: workers teachers are sent for training at port
expenses. Unit level classes are organized during working time
the management is also providing periodical training to
employees through reputed training institute/ faculties.
8. Transport facilities
The crew of the floating crafts and workers in the shift are provided
with free transport facilities.
9. Transport Reimbursement
Transport reimbursement is provided at the rate of Rs.180/- to class
III & IV employees and Rs.300/- for Class I & II officers.
10. Washing allowance
Washing allowance is provided at the rate of Rs.50 &Rs.150/- to class
III & IV, class I & II respectively.
11. Leave Travel Concession
Leave Travel Concession is provided to all employees as per
Cochin port trust regulations.
12. House Building Advance
House building advance is provided to all employees. The maximum
limit of house building advance is 50 months basic pay subject to a
maximum of Rs.7.5 lakhs
13. Personal computer advance
Personal computer advance at an interest rate of 11.5% is granted to
all employees subject to a ceiling of Rs.50, 000/-
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14. Work – related Allowances
The rates of work-related allowances, namely Actonnage Allowance,
Night Weightage Allowance, Length Allowances and Cold Move
Allowance are granted subject to the work of employees.
15. Mess allowance
At a rate of Rs.10/- is provided as mess allowance.
16. Outstation allowance
Equal to an amount of 33 1/3% of the basic pay is provided as
outstation allowance from the date of departure to the date return to hometown.
17. Co-operative Establishments
a) Cochin port employees, co-operative society No.855, W/Islang is
running a Bank end of W/ island affording loan facilities to the
port employees. Rent free accommodation is given by the port.
Necessary financial assistance, loans etc. are given to the
employees when they are in need. Recovery of loans is arranged
from the salary of the employees. The society is running a Death-
Cum- Retirement Benefit Scheme for the employees.
b) Sir Robert Bristow memorial Benefit Fund: this is a voluntary
organization of the port employees registered under the Charitable
Societies Act. The Fund is running a Death-Cum –Retirement
Scheme by which the member employees are benefited. Collection
of subscription to the fund is arranged through pay roll deductions.
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18. Shopping facilities
A branch of kendriya Bhandar is also functioning in the W/island shopping
center has been provided where rooms have been let out by the port for running
Grocery, Stationary and vegetable shops, bakery, flourmill, cycle shop,
barbershop etc.
19. Uniforms
Uniforms/working dress and protective equipments are provided to the
operational, industrial and Hospital staff and class IV staff of the officers.
20. Ex-gratia payments:-
In additional to medical facilities, Ex-gratia payments are also usually
made:-
a) When a worker or his family member is directed by the port
Hospitals or any other far-off place;
b) When treatment of a nature not available in port hospital or local
government hospitals, is done in local private hospitals;
c) When any treatment involves a sizeable expenditure which is not
re-imbursable;
d) When the workman is on EOL for a long time on account of
illness;
e) To give relief to those who suffer from natural calamities like
storm, fire etc.
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21. Funeral Expenses
Funeral expenses are being paid by the management to the bereaved
family of the deceased employee. A sum of Rs. 3500/- is being paid in the
case of normal death and Rs.7500/- for accidental death.
22. Compassionate appointment:
In the event of employees dying in harness or medically invalidated,
their next of kins are registered for employment assistance and provided
employment depending upon their qualification and availability of vacancies
subject to other conditions of the scheme.
23. Family security fund:
A family security fund has been constituted in the port w.e.f. 15-8-1981.
The employees constitute at the rate of Rs.10/- per month the employee will
get an amount of Rs.5000/- at the time of retirement. In the case of death, the
nominee of the employee will get an amount of Rs.15, 000/-
24. Group Insurance Scheme:
The saving linked Insurance Scheme was introduced in the port trust
from March 1987. The employees of the port depending upon their present
classification are allowed to join one of the following groups on payment of
the prescribed monthly contribution shown against each. The contribution
well cover the risk for the period of their service for which 35% of the
contribution will be set apart. 65% of the contribution will form part of their
savings which will be refunded to them on retirement, with accrued
interest/profits. An employee joining a lower class on promotion to higher
class is allowed to opt the higher group applicable from the next annual
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renewal date. Monthly premium /contribution is recovered from the salary and
paid by the Port Trust. Payments by the L.I.C on maturity or in the event of
death are made through the Port Trust.
Group Risk Monthly deductions
Class I Rs. 75,000/- Rs.79.69
Class II Rs. 60,000/- Rs.63.75
Class III Rs. 45,000/- Rs.47.81
Class IV Rs.30,000/- Rs.31.88
In the event of unfortunate death of an employee, his family will be
entitled to get the whole risk amount plus the savings accumulated as rates
given above against the class of employee as applicable(table-4).
2.2.2. SAFETY AND SECURITY MEASURES
The safety officer of the port and Asst. Director, Dock safety regularly
visit operational area and ensure safe operations.
During the year 2007, 11 safety training programs have been carried out
for a total of 269 employees including 18 officials of Cochin port trust.
Personal protective equipments: safety shoes, safety helmets nose masks
and glouse were supplied to all the workers and they have been advised to
wear these safety articles while they are working.
This safety equipments provided the casual /and contract workers.
DGFASLI has visited once, that is from 23-04-07 to 24-04-07 during the
last 3 years.
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Committee meeting on a regular intervals i.e., once in three months,
during last one year 4 safety committee meeting were held. Major
suggestions made by the committee are as followers;
1. To ensure the road safety for which CISF personals are
deputed for implementation
2. Pollution control while handling cargoes mainly break bulk
cargoes
3. Providing medical facility and medical examination to the
dockworkers periodically monitoring the same.
4. Cleanliness in the dock area
5. Providing better amenities to the dockworkers in the dock
area.
6. Reviewing the number of accident and cause of accidents.
7. All these recommendations have been implemented.
The following safety audits have been conducted
1. In 1998 DGFASLI had conducted a safety audit and submitted
their 26 recommendations. All the recommendations have been
implemented.
2. As part of ISO 9001:2000, safety procedures in the departmental
quality manual are audited by the ISO auditors on a regular basis
for the compliance. this includes daily inspection of sites and
maintain records of these inspections etc which are being carried
out.
When any occasional health problem is noticed, the medical officer
analyse the problem and the root cause is found out and remedial action
taken. The containers stuffed with hazardous cargo are kept separately in
a place earmarked for the same to avoid health hazards.
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Table:5
Sl. No. Ports FATAL TOTAL Dangerous Occurrences
1. Mumbai 03 42 05
2. J.N. Port 00 11 03
3. Kandla 03 08 02
4. Mormugao 01 08 00
5. Kolkata 03 28 00
6. Paradip 01 10 01
7. Visakhapatnam 01 06 01
8. Chennai 8 * 18* 06
9. Cochin 00 13 04
10. New Mangalore 01 05 00
11. Tuticorin 02 09 00
Total 23* 158* 22
2.2.3. Training and career development programs of Cochin Port Trust:
The following training programs were conducted as part of the management
developed programs.
In service Training Programme, 2008-2009 Table:6 Sl. No
Title of the Programme
Institution No. of Participants
Class-I
Class-II
Class-III
Class-IV
Date
1 Computer Training on fundamental & MS Office
Cochin Port Trust/ M/s LCC, Cochin
433 1 20 347 65 Nov 2007 onwards
2 MRTP Act Cochin Port Trust
36 0 0 36 0 5th Nov 2008
Port-wise Dangerous Occurrences Fatal and Non-Fatal Injuries during 2007
P=Provisional * Including 2 fatal & 3 reportable accidents of Ennore Port. Sources: www.dgfasli.nic.in
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Onsite Training Programme in 2008-09 Table: 7 Sl.no
Title of the program Institution No. of
participants
Class-I
Class-II
Class-
III
Class-IV
Duration
Date
1 Arbitration Proactive for
Speedy and Cost Effective Dispute
Resolution
Indian Institute of Technical Arbitration,
Chennai.
26 10 13 3 0 One day
4th march 2008
2 Implementation of Web based system
CPGRAMS, DMIS, RTI, Portal etc.
Ministry of Shipping
RT&H, New Delhi.
13 3 2 8 0 One day
4th April 2008
3 Port Operations & Productivity
Improvements Techniques
M/S Maritime
Academy, Chennai.
18 0 3 15 0 3 days
24th to 26th June 2008
4 Business
Communicative Skill
M/S SB Global,
Chennai.
20 0 4 16 0 60 hrs
9th June to 23rd July 2008
5 Port Planning &
Development
M/S Maritime Academy, Chennai.
21 0 12 9 0 3 days
26th to 28th march 2008
6 Tax Planning
Seminar
HSBC, Investment Securities,
Cochin.
51 0 5 46 0 2hrs 21st Jan 2009
7 Port Operations & Productivity
Improvements Techniques
M/S Maritime Academy, Chennai.
17 7 7 3 0 3 days
25th to 27th Feb 2009
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CHAPTER 3
RESEARCH DESIGN
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TITLE OF THE STUDY
“A Study on Employee Engagement at Cochin Port Trust, Cochin”
OBJECTIVES OF THE STUDY 1. To identity the important elements which influence the employee
engagement in Cochin Port Trust, Cochin.
2. To identify the relation between following elements and the employee’s in Cochin port trust.
Training, development and carrier
Communication
Equal opportunities and fair treatment
Pay and benefits
Job satisfaction
Performance and appraisal
Health and safety
Co-operation
VARIABLES UNDER STUDY Dependent variable: - Job involvement of the employees in Cochin Port Trust Independent variables:-
1. Role of training
2. Role of communication
3. Role of work place environment (equal opportunities and fair treatment)
4. Role of pay and benefits
5. Role of performance appraisal system
6. Role of health and safety measures
7. Role of co-operation 8.Role of job satisfaction
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RESEARCH DESIGN The research survey done is descriptive in nature. Sampling Design Quota Sampling
Population Total employees of cochin port trust(4306)
Sample unit
Employees of the all (seven main department and two sub department) departments including four classes of cochin port trust.
Sample size Out of the 4306 employees in the organization a sample of 150 respondents were selected for study.
Data collection
The data was collected from the respondents using a standardized questionnaire and interview method. The non-directive interview method was also adopted where we encouraged the respondent to talk about their complete feelings. Discussions were also conducted with the employees.
Table :(8) STATISTICAL TOOLS TO BE USED
Statistical tools are statistical techniques used for data analysis and to
arrive at certain conclusions.
The tools used for this project is
Karl Pearson’s correlation coefficient
Chi-square test
Comparison of means
Software used to do Two of SPSS 11.5 for Windows
SCOPE OF STUDY The scope of study was limited to 150 employees of Cochin Port Trust.
It is covered the variable such as training and development, performance
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appraisal, communication, equal opportunity and fair treatment, pay and benefit,
health and safety, co-operation and job satisfaction.
LIMITATIONS OF STUDY
Few of the limitations of the study are
Time and cost constraints
The study was confined to limited numbers
The personal prejudice of the respondent is likely to influence his remark
on questions
However care has been taken to avoid calculation errors and data entry
errors in every stage
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CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
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DATA ANALYSIS AND INTERPRETATION
This chapter includes the analysis and interpretation of the data collected from
the organization in order to test the correlation of various details. The data
collected through questionnaire was coded, tabulated and subjected to analysis
using the SPSS. The study was conducted with general objective to identify any
relation between the certain factors like Training, Communication, Equal
opportunities and fair treatment, Pay and benefits, Job satisfaction Performance
and appraisal, Health and safety and Co-operation in employee’s involvement in
Cochin Port trust.
In this survey all variables are not normally distribution and the distribution is
skewed. So the significance can be check by using Non -parametric chi-square
test. The reliability of the survey questionnaire was .7715.
1. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND
TRAINING AND DEVELOPMENT PROGRAM
Table: 9(1) Correlations
affecting the
employee
involvement
Training,
development and
career
affecting the
employee
involvement
Pearson correlation 1 .500(**)
Sig.(2-tailed) . .000
N 150 150
Training,
development and
career
Pearson correlation .500(**) 1
Sig.(2-tailed) .000 .
N 150 150
** Correlation is significant at the 0.01 level (2-tailed).
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Inferences:
The above table shows the simple bivariate correlation between employee
involvement and Training. The correlation analysis shows that the variable
training has a moderate positive correlation of (r = .500) at a significance level
of .01.
Ho: No significance between employee involvement and “carrier,
training and development”.
Ha: there is significance between involvement and “carrier,
training and development”.
Table: 9(2)
Test Statistics
Inferences: This table shows that, chi-square values of employee involvement
and training and development program. Table value of chi-square at degree of
freedom 3 and significance level .01 is 11.3449. And at the degree of freedom
for 5 are 15.0863. Both values are less than the table values (163.973 and
104.560). So we do not accept the null hypothesis. Hence we accept the
alternative hypothesis. So the correlation is significant.
affecting the
employee
involvement
Training,
developmen
t and career
Chi-Square 163.973 104.560
Df 3 5
Asymp. Sig. .000 .000
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2. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND
COMMUNICATION
Table:10 (1) Correlations
affecting the
employee
involvement
communication
affecting the
employee
involvement
Pearson correlation 1 .333(**)
Sig.(2-tailed) . .000
N 150 150
communication Pearson correlation .333(**) 1
Sig.(2-tailed) .000 .
N 150 150
** Correlation is significant at the 0.01 level (2-tailed).
Inferences:
The above table shows the simple bivariate correlation between communication
and employee involvement of Cochin port trust. This correlation analysis shows
that the variable of communication has a weak positive correlation of (r = .333)
this variables.
Ho: No significance between employee involvement and
“communication”.
Ha: There is significance between involvement and “communication”
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Table:10(2) Test Statistics
affecting the
employee
involvement
communic
ation
Chi-Square 163.973 96.347
df 3 3
Asymp. Sig. .000 .000
Inferences: since the calculated chi-square value (96.347) is greater than the
table value (11.34) at the degree of freedom 3 and significance level .01.hence
we can reject the null hypothesis and accept the alternative hypothesis. There is
a significant relation between employee involvement and communication of the
company.
3. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND
‘EQUAL OPPORTUNITY AND FAIR TREATMENT’ Table:11 (1)
Correlations
affecting the
employee
involvement
equal opportunity
and fair treatment
affecting the
employee
involvement
Pearson correlation 1 .628(**)
Sig.(2-tailed) . .000
N 150 150
equal opportunity
and fair treatment
Pearson correlation .628(**) 1
Sig.(2-tailed) .000 .
N 150 150
** Correlation is significant at the 0.01 level (2-tailed).
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Inferences:
The above table shows the simple bivariate correlation between employee
involvement and equal opportunity and fair treatment. The correlation analysis
shows that this variable has a strongly positive correlation (r =.628).
Ho: No significance between employee involvement and “equal
opportunity and fair treatment”.
Ha: there is significance between involvement and “equal opportunity
and fair treatment”
Table:11 (2) Test Statistics
affecting the
employee
involvement
equal
opportunity
and fair
treatment
Chi-Square 163.973 165.520
df 3 5
Asymp.
Sig. .000 .000
Inferences: since the calculated value (165.52) is greater than the critical value
(15.08) of the table at the degree of freedom 3 and significance level .01.hence
we can reject the null hypothesis and accept the alternative hypothesis. There is
a significant association between employee involvement and equal opportunity
and fair treatment.
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4. CORRELATION BETWEEN THE EMPLOYEE INVOLVEMENT
AND CO-OPERATION
Table:12 (1) Correlations
affecting the
employee
involvement
co-operation
affecting the
employee
involvement
Pearson correlation 1 .505(**)
Sig.(2-tailed) . .000
N 150 150
co-operation Pearson correlation .505(**) 1
Sig.(2-tailed) .000 .
N 150 150
** Correlation is significant at the 0.01 level (2-tailed).
Inferences:
The above table shows the simple bivariate correlation between employee
involvement and co-operation. The correlation analysis shows that the variable
co-operation has a moderate positive correlation of (r =.505) at a significance
level of .01. This shows that there is positive relationship between the employee
involvement and co-operation.
Ho: No significance between employee involvement and “Co-operation”
Ha: there is significance between involvement and “co-operation”
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Table:12 (2) Test Statistics
affecting the
employee
involvement co-operation
Chi-Square 163.973 115.067
Df 3 3
Asymp. Sig. .000 .000
Inferences: since the calculated chi-square value (115.06) is greater than the
table value (11.34) at the degree of freedom 3 and significance level .01.hence
we can reject the null hypothesis and accept the alternative hypothesis. There is
a significant relation between employee involvement and co-operation.
5. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND JOB
SATISFACTION
Table: 13(1) Correlations
affecting the
employee
involvement
job satisfaction
affecting the
employee
involvement
Pearson correlation 1 .571(**)
Sig.(2-tailed) . .000
N 150 150
job satisfaction Pearson correlation .571(**) 1
Sig.(2-tailed) .000 .
N 150 150
** Correlation is significant at the 0.01 level (2-tailed).
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Inferences:
The above table shows the simple bivariate correlation between job involvement
and job satisfaction of employees. The correlation analysis shows that the job
satisfaction has a somewhat strong positive correlation of (r = .571) at a
significance level of .01. This shows that employee involvement positively
correlated to job satisfaction.
Ho: No significance between employee involvement and “job
satisfaction”
Ha: there is significance between involvement and “job satisfaction”
Table:13 (2) Test Statistics
affecting the
employee
involvement
Performance
Appraisal
Chi-Square 163.973 98.160
Df 3 3
Asymp. Sig. .000 .000
Inferences: since the calculated chi-square value (98.16) is greater than the
table value (11.34) at the degree of freedom 3 and significance level .01.hence
we can reject the null hypothesis and accept the alternative hypothesis. There is
a significant relation between employee involvement and job satisfaction.
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6. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND
PERFORMANCE APPRAISAL
Table: 14(1) Correlations
affecting the
employee
involvement
Performance
Appraisal
affecting the
employee
involvement
Pearson correlation 1 .583(**)
Sig.(2-tailed) . .000
N 150 150
Performance
Appraisal
Pearson correlation .583(**) 1
Sig.(2-tailed) .000 .
N 150 150
** Correlation is significant at the 0.01 level (2-tailed).
Inferences:
The above table shows the simple bivariate correlation between performance
appraisal and employee involvement. The correlation analysis shows that the
performance appraisal has a strong positive correlation of (r = .583) employee
involvement.
Ho: No significance between employee involvement and “performance
appraisal”.
Ha: there is significance between involvement and “performance
appraisal”.
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Table: 14(2) Test Statistics
affecting the
employee
involvement
Performance
Appraisal
Chi-Square 163.973 99.333
Df 3 4
Asymp. Sig. .000 .000
Inferences: since the chi-square value (99.333) is greater than the critical value
of table (13.27) at degree of freedom 4 and significance level .01. Hence, reject
the null hypothesis and accept the alternative hypothesis. This shows that, there
is a significant association between employee involvement and performance
appraisal system.
7. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND
BENEFITS GIVEN TO THE COCHIN PORT TRUST Table:15(1)
Correlations
affecting the
employee
involvement Pay and benefits
affecting the
employee
involvement
Pearson correlation 1 .498(**)
Sig.(2-tailed) . .000
N 150 150
Pay and benefits Pearson correlation .498(**) 1
Sig.(2-tailed) .000 .498(**)
N 150 150
** Correlation is significant at the 0.01 level (2-tailed).
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Inferences:
The above table shows the simple bivariate correlation between employee
involvement and pay and benefits of Cochin port employees. The correlation
analysis shows that this has a weak positive correlation (r = .498). This shows
that employee involvement positively correlated which the benefits to given to
the employees.
Ho: No significance between employee involvement and “pay and
benefit”
Ha: there is significance between involvement and “pay and benefit”.
Table: 15(2) Test Statistics
Inferences:
Since the calculated chi-square value (96.067) is greater than the table value
(13.27) at the degree of freedom 3 and significance level .01.hence we can
reject the null hypothesis and accept the alternative hypothesis. There is a
significant relation between employee involvement and pay and benefits of the
company.
affecting the
employee
involvement
pay and
benefits:
Chi-Square 163.973 96.067
Df 3 4
Asymp. Sig. .000 .000
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8. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND
“HEALTH AND SAFETY MEASURES”
Table:16(1) Correlations
affecting the
employee
involvement
Health and safety
measures
affecting the
employee
involvement
Pearson correlation 1 .379(**)
Sig.(2-tailed) . .000
N 150 149
Health and safety
measures
Pearson correlation .379(**) 1
Sig.(2-tailed) .000 .
N 149 149
** Correlation is significant at the 0.01 level (2-tailed).
Inferences:
The above table shows the simple bivariate correlation between employee’s
involvement and health and safety measures. The correlation analysis shows
that this variables has a weak positive correlation of (r = .379).
Ho: No significance between employee involvement and “health and
safety”
Ha: there is significance between involvement and “health and safety”
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Table:16(2) Test Statistics
affecting the
employee
involvement
Health and
safety
measures.
Chi-Square 163.973 104.342
Df 3 3
Asymp.
Sig. .000 .000
Inferences:
Since the calculated chi-square value (104.342) is greater than the table value
(13.27) at the degree of freedom 3 and significance level .01.hence we can
reject the null hypothesis and accept the alternative hypothesis. There is a
significant relation between employee involvement and health and safety
measures of the company.
9. CLASS WISE EMPLOYEE INVOLVEMENT LEVEL
Table:17(1)
Frequency Percent
Valid Class I 8 5.3
Class II 18 12.0
Class
III 94 62.7
Class
IV 30 20.0
Total 150 100.0
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Fig:5
Table:17 (2)
Affecting the employee involvement
Class Mean N
Std.
Deviation
Class I 3.7500 8 .46291
Class II 3.8889 18 .47140
Class
III 3.6915 94 .63967
Class
IV 3.7333 30 .44978
Total 3.7267 150 .57809
Inferences: table (1) and fig :( 5) shows that the frequency of the class level of
employees. And table (2) shows that the mean and SD of classes and employee
involvement. Among this four classes, class I employees are shows the high
rate of involvement. And compare to other classes, class III shows the low level
of involvement.
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10. RATING OF AGE AND INVOLVEMENT LEVEL
Table: 18(1) Age group
Frequenc
y Percent
Valid 20-30 10 6.7
30-40 28 18.7
40-50 58 38.7
Above
50 54 36.0
Total 150 100.0
Fig: 6
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Table:18(2)
Affecting the employee involvement
Age
group Mean N
Std.
Deviation
20-30 3.9000 10 .56765
30-40 3.6786 28 .61183
40-50 3.6207 58 .58722
above 50 3.8333 54 .54079
Total 3.7267 150 .57809
Inferences: table (1) and fig :( 6) shows that the frequency of age group. And
table (2) shows that the mean and SD of age group and employee involvement.
Among the four age group 20-30(mean value 3.9000 and SD of .56765) and
above 50 age groups (mean value 3.8333 and SD of .54079) are shows the high
rate of involvement .compare to other group’s 40-50 age group shows the less
involvement.
11. GENDER
Table:19(1)
Gender
Frequency Percent
Valid male 110 73.3
female 40 26.7
Total 150 100.0
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Fig: 7
Table:19(2)
Affecting the employee involvement
Gender Mean N
Std.
Deviation
Male 3.7909 110 .52629
female 3.5500 40 .67748
Total 3.7267 150 .57809
Inferences: table (1) and fig (7) shows that the percentage analysis of gender.
And table (2) shows that the mean and SD of gender difference and employee
involvement. On the basic of study we find out male shows the high rate of
involvement (mean value 3.79 and SD of .52629)and compare to male, female
shows the less involvement rate(mean value3.55 and SD of .677).
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12. DEPATMENT WISE EMPLOYEE INVOLVEMENT LEVEL Table: 20(1)
Fig: 8
Frequenc
y Percent
Valid administrat
ion dept 23 15.3
accounts
dept 10 6.7
traffic dept 24 16.0
medical
dept 21 14.0
marine
dept 15 10.0
civil dept 25 16.7
mechanical
dept 32 21.3
Total 150 100.0
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Table: 20(2)
Affecting the employee involvement
Department Mean N
Std.
Deviation
administration
dept 3.8261 23 .38755
accounts dept 3.9000 10 .31623
traffic dept 3.7500 24 .60792
medical dept 3.4762 21 .81358
marine dept 4.0000 15 .37796
civil dept 3.6000 25 .64550
mechanical dept 3.7188 32 .52267
Total 3.7267 150 .57809
Inferences: table (1) and fig :( 8) shows that the frequency and percentage
analysis of departments in Cochin port trust. And table (2) shows that the mean
and SD of age group and employee involvement. Among these departments,
Accounts and marine departments are shows the high rate of involvement.
Compare to other departments, civil department shows the less involvement
rate.
On the basic of survey, correlation between employee involvement and
variables like training, communication, co-operation, job satisfaction, equal
opportunity of work place, pay and benefit system, health and safety measures
and performance appraisal are positive relation and also variables are slight
variation. On the basic of correlation analysis, we explained that the companies
working environment (equal opportunity and fair treatment) performance
appraisal and job satisfaction are more related the employee involvement. And
on other hand, employees are not more satisfied the companies health measures,
benefits system and communication between employees.
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CHAPTER-5
FINDINGS, SUGGESTIONS AND CONCLUSION
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5.1 FINDINGS
Overall, the results from the studies indicate that,
1. Moderate positive correlation and significance between employee
involvement and training programs of the company.
2. weak positive correlation and significance between employee
involvement and communication
3. strong positive correlation and significance between employee
involvement and work place environment (Equal treatment and fair
treatment)
4. moderate positive correlation and significance between employee
involvement and co-operation of employees
5. strong positive correlation and significance between employee
involvement and Job satisfaction of employees
6. strong positive correlation and significance between employee
involvement and Performance appraisal system of the company
7. Weak positive correlation and significance between employee
involvement and pay and benefits of the company
8. Weak positive correlation and significance between employee involvement
and health and safety measures of the company
9. Class I employees are more involved in their work and class III shows the
low level of involvement.
10. We find the 20-30 and above 50 age groups are shows the high rate of work
involvement compares to others.
11. Male employees are more involved than the female employees.
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12. Accounts and marine department shows the high rate of involvement and
civil department shows the low rate, compare to other departments.
5.2 SUGGESTIONS
1. Workload of the employee can be reduced by providing latest
equipments, Conduct the awareness programs of health and safety
measures. Hence it will increase the commitment of employees towards
their work.
2. In order to increase the commitment level of employee’s, adequate
recognition and appreciation should be given for the successful
completion of designated works.
3. Direction and guidance should be given at right time so as to increase the
performance of employees. That will help to increase the employee’s
involvement level.
4. An appraisal system based on continuous evaluation relating to various
aspects of the work and that will convey to employee.
5. Internal communication among the employees should be increased, by
conducting certain programs among the inter-departments, will help the
employee to get more involvement to the company.
6. In order to ensure that right person is being promoted to the right post the
company should review its present promotion policy.
7. To make better payment the present pay structure should be reviewed.
8. The mission, vision and policy of the organization should be clearly
defined to each and every employee recruited in.
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5.3 CONCLUSION
Employee Engagement is the buzz word term for employee communication. It
is a positive attitude held by the employees towards the organization and its
values. It is rapidly gaining popularity, use and importance in the workplace and
impacts organizations in many ways.
Cochin Port Trust is a central government organisation, which is a safe working
place for numerous employees. Cochin Port Trust is an autonomous body under
Govt. of India. Port Trust aims at cost-effective Port services through modern
and efficient infrastructure coupled with high quality,
customer friendly services. Success of this organization is directly linked to the
commitment of the employees. The organization should thus recognize
employees, more than any other variable, as powerful contributors to a
company's competitive position. Therefore employee engagement should be a
continuous process of learning, improvement, measurement and action.
Hence it can be conclude that raising and maintaining employee engagement
lies in the hands of an organization and requires a perfect blend of time, effort,
commitment and investment to craft a successful endeavor.
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BIBLIOGRAPHY
Accident Trend in Docks:www.dgfasli.nic.in:2009-05-06
Operational details: www.indianportassociation.com 2009-06-10
www.cochinport.com
www.mapsofindia.com
Sharma .J K .Business Statistics. Pearson Education; second edition.
Richard I Levin & David S Rubin. Statistics for management, Prentice -
Hall India Publication; 7th edition.
Administrative Report Of Cochin Port Trust -2008
Employee Schedules of Cochin port trust-2009
Report Of Employee Benefits And Welfare Measures In Cochin Port
Trust-2008
Draft policy for marine sector (ports, shipping and IWT),ministry of
shipping government of India August,2004
Louis R. Forbringer, PhD, Overview of the Gallup Organization’s Q-12
Survey, 2002. O.E. Solutions, Inc
Dilys Robinson Employee engagement, IESopinion,www.employment-
studies.co.uk
Nitin Vazirani. Employee Engagement SIES College of Management
Studies Working Paper Series ,Working Paper 05/07, SIES College of
Management Studies
PVL Raju, consulting editor: HRM REVIEW, the ICFAI University
Press: Vol-VI: Issue-IV: April 2006. A Employee Engagement New
Corporate Perspectives: Andrew Dutta, K Sangeetha, palak Mahendru
and Swati Sharma, K mallikarjunan: page no.11-48
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National policy on safety, health and environment at work place,
Government of India Ministry of Labor and Employment
www.Citihr.com, Cite Man Network Management Reality
www.ies.com, institute for management studies, publication by IES
authors.
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ANNEXURE I
QUESTIONNAIRE SURVEY OF EMPLOYEE ENGAGEMENT
GENERAL INFORMATION: To be used only for the purpose of analysis Age group: 20 – 30 Years 30 – 40 Years 40 – 50 Years Above 50 Years Gender: Male Female Edu Qualifi: Below SSLC SSLC Pre-Degree Degree PG Technical
Designation: …………………………. Working since (Month & Year): ……………………………… Department …………………………. Class: I II III IV
Please tick mark the relevant answer as provided against each question.
Strongly Disagree
(1)
Disagree (2)
Neither Agree nor Disagree
(3)
Agree
(4)
Strongly Agree
(5)
1. Do you know what is expected of you at work? (1) (2) (3) (4) (5)
2. Do you have the materials and equipment you (1) (2) (3) (4) (5)
need to do your work right?
3. At work, do you have the opportunity to do what (1) (2) (3) (4) (5)
you do best every day?
4. In the last seven days, have you received (1) (2) (3) (4) (5)
recognition or praise for doing good work?
5. Does your supervisor, or someone at work, (1) (2) (3) (4) (5)
seem to care about you as a person?
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6. Is there someone at work who encourages your (1) (2) (3) (4) (5)
development?
7. At work, do your opinions seem to count? (1) (2) (3) (4) (5)
8. Does the mission/purpose of your company (1) (2) (3) (4) (5)
make you feel your job is important?
9. Are your associates (fellow employees) (1) (2) (3) (4) (5)
committed to doing quality work?
10. Do you have a best friend at work? (1) (2) (3) (4) (5)
11. In the last six months, has someone at work (1) (2) (3) (4) (5)
talked to you about your progress?
12. In the last year, have you had opportunities at (1) (2) (3) (4) (5)
work to learn and grow?
13. Are the pay and benefits in your organization (1) (2) (3) (4) (5)
comparable to similar companies?
14. Are job promotions in this organization fair (1) (2) (3) (4) (5)
and objective?
15. Are organization policies clearly communicated (1) (2) (3) (4) (5)
in the organization?
16. Do you see yourself continuing to work for this (1) (2) (3) (4) (5)
organization two years from now?
Strongly Disagree
(1)
Disagree
(2)
Neither Agree nor Disagree
(3)
Agree
(4)
Strongly Agree
(5)
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