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Assessing the level of employee engagement and gratification at club

Mahindra holidays.

NAMEOFTHE COMPANY:

MAHINDRA HOLIDAY AND RESORTS

INDIA LTD.

INDUSTRY MENTOR:

MR. ANUJ CHAUHAN

HUMAN RESOURCE MANAGER

FACULTY GUIDE:

DR.MANOSI CHAUDHURI

SUBMITTEDBY:

STUTI PATHANIA

ROLL NO.117

PGDM(HUMAN

RESOURCES)

BIMTECH

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Summer Project Certificate

This is to certify that Ms. Stuti Pathania Roll No. 09DM117 a student of PGDM has worked on

a summer project titled Assessing the level of employee engagement and gratification at

Club Mahindra holidays at Club Mahindra, Whispering Pines, Shimla (MHRIL). after

Trimester-III in partial fulfillment of the requirement for the Post Graduate Diploma inManagement programme. This is her original work to the best of my knowledge.

Date:___________ Signature ________________

(_________________________)

Name of Faculty

BIMTECH SEAL

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DECLARATION BY THE STUDENT

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I Stuti Pathania student of Post Graduate Diploma in Management at BIMTECH, Birla

Institute of Management Technology, Greater Noida hereby declare that I have completed

project on Assessing the level of employee engagement and gratification at club Mahindra

holidaysat Club Mahindra,Whispering Pines,Mashobra,Shimla(MHRIL).

I further declare that the information presented in this project is true and original to the best ofmy knowledge.

STUTI PATHANIA

PGDM

Birla Institute of Management Technology, Greater Noida

TABLE OF CONTENTSACKNOWLEDGEMENT

EXECUTIVE SUMMARY

CHAPTER 1..........................................................................................................................9

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INTRODUCTION.............................................................................9

1.1 INTRODUCTION..........................................................................................10

1.2 STATEMENT OF THE PROBLEM.....................................................................12

1.3 OBJECTIVES................................................................................................12

.....................................................................................................................13

CHAPTER 2........................................................................................................................14

METHODOLOGY...........................................................................14

2.1 QUESTIONNAIRE DESIGN.............................................................................14

2.2 TYPE OF RESEARCH ...................................................................................16

2.3 INFORMATION NEEDS.................................................................................16

2.4 DATA COLLECTION FROM SECONDARY SOURCES.........................................16

2.5 DATA COLLECTION FROM PRIMARY SOURCES...............................................17

2.6 QUESTIONNAIRE PRETESTING......................................................................17

2.7 SAMPLING TECHNIQUES..............................................................................17

CHAPTER 3........................................................................................................................18

EMPLOYEE ENGAGEMENT............................................................18

AND...........................................................................................18

EMPLOYEE DELIGHT....................................................................18

3.1 DEFINITION................................................................................................18

3.2 THE CONCEPT ............................................................................................20

CHAPTER 4........................................................................................................................24

DATA ANALYSIS, RESULTS...........................................................24

AND...........................................................................................24

RECOMMENDATIONS...................................................................24

4.1 ANALYSIS AND RESULTS.............................................................................25

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4.1(a) RESULTS OF QUESTIONNAIRE ONE ........................................................................25

4.1(b) RESULTS OF THE EMPLOYEE DELIGHT QUESTIONNAIRE .........................................57

4.2 RECOMMENDATIONS AND CONCLUSION.......................................................59

4.2 (a) QUESTIONNAIRE ONE.............................................................................................59

4.2(b) QUESTIONNAIRE TWO.............................................................................................63

REFERENCES...............................................................................65

APPENDIX..................................................................................67

ACKNOWLEDGEMENT

I would like to acknowledge all those people without whose able guidance and support this

project would not have been a possible one.

My deepest thanks to my faculty guide Dr. Manosi Chaudhari for providing the initial

insight into the project and steering the study in the right direction at every level.

My deep sense of gratitude to my Industry Mentor Mr.Anuj Chauhan (Human Resource

manager),[Club Mahindra,Whispering Pines, Shimla], without whose constant support , able

guidance and selfless efforts ,the project would not have taken the shape it is in.

I would fail in my duty if I do not mention the names of Mr.Mohnish Chandwaskar(Resort

Manager, Club Mahindra Whispering Pines ,Mashobra) and Mr. Karan Vir Singh Badhwal

(Chief Engineer North, MHRIL), who have been a constant source of knowledge ,enlightenment

and inspiration and have enriched the project with their priceless experience and valuable

suggestions .

A heartfelt thanks and appreciation to all the employees at Club Mahindra , Whispering Pines

,Mashobra, for their support, time and sincere interest

I also extend my genuine thanks to my friends and family without whom this project

would have been a distant reality.

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EXECUTIVE SUMMARY

The project is regarding one of the most flaring topics in HR today Employee Engagement that

leads to Employee Delight. Retaining quality employees is a tough task for many HR

professionals in todays aggressive job scenario .With the job market opening up slowly, the

challenge now is to retain the best by offering incentives that ensure employee engagement and

delight.

In addition a significant part of the project deals with the novel concept of Employee

Gratification that has been measured using the Servqual Scale. the project focuses on the

concept of employee engagement in parallel with customer delight and drawing a relationship

between them. The company (MHRIL) is used as a model, for this study. The research helped

the company realize its strengths on which it can capitalize and also identified areas of

improvement.

The project basically helped the company realize how effective its employee engagement

activities are and suggested a few changes and recommendations. The project not only does

help the company but also the industry as a whole, giving suggestions and recommendations for

the same. All this was studied keeping in mind the basic theme of the project employee

engagement and employee delight.

The first questionnaire on Employee Engagement helped the company identify the loopholes in

the system as a whole .The major findings were as follows

a) Awareness level of the employees regarding the company needed an update and

improvement.

b) Trainings need to be practically delivered

c) Effective Communication techniques to be implemented

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d) Employee Engagement activities need to be conducted with more vigor and enthusiasm.

The second questionnaire was developed on Employee delight which used the Servqual Scale

The result thus was an overall average of 0.3148 thus this the overall gap score that needs to be

covered before the company can achieve employee delight over the five main dimensions of

Reliability, Responsiveness, Empathy, Assurance and Tangibles .The various factors on which

the company needs to improve were identified as

a) The open door policy should be an effective one.

b) The promises thus made by the company should be fulfilled , credibility issue.

c) Employee issues and motivational level of employees need be dealt at priority basis.

The major conclusion thus drawn after the study was that there are certain areas where

minuscule changes can bring about considerable results such as having a proper induction

program, refining training programs and improving cafeteria food etc.

Then there are areas where larger changes are required such as salaries and working hours etc.

These gaps cannot be fulfilled by simply bridging a few gaps as these need a bottom up approach

of solving the problem at the management level , these problems need a strategic solution .

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CHAPTER 1

INTRODUCTION

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1.1 INTRODUCTION

Attributed to the highly dynamic global environment, India is being preferred for a lot ofindustries like IT, BPO and many others and hence the Indian market is expanding

knowing no bounds, the service sector taking the lead. Contributing 55 % to the Indian

GDP the service sector is one of the largest industries spreading its roots worldwide.

Services are activities or benefits that one party can offer another that are essentially

intangible and do not result in the ownership of anything. They say today all industries

are into services only the magnitude in which they do so vary. The job opportunities are

ever increasing and so is the need of retaining employees in these organizations.

THE COMPANY:

Mahindra Holidays and Resorts India limited, Indias leading leisure hospitality

provider. Part of the Rs.24000 crore/US 6.7 billion dollar conglomerate Mahindra

Group, Mahindra Holidays and Resorts India limited has proven expertise in providing

world class facilities, holiday experiences in providing and hospitality services for over

12 years. With a multi brand portfolio that includes Indias No .1Holiday brand, Club

Mahindra, Zest Breaks and Mahindra Homestays, Mahindra Holidays has a network of

luxurious resorts and unique home stays across picturesque destination all over India.

Over the years leveraging its expertise in holidays and hospitality, Mahindra Holidays

has been successfully delighting guests who range from the best corporate houses,

families and groups with a diverse portfolio of unique getaways that include family

holidays ,wellness retreats, short breaks, honeymoon packages and conferences. The

Companys annual turnover about 250 crores and it employees about 2000 people across

18 resorts around the country this number is excluding the corporate headquarters and

other sales offices.

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The budgeted staff of the company is about 86 employees, which includes both the day

and the night shifts. Out of 86 about 15 are newcomers hence they have not been

considered for the survey no one less than 20 days of joining has been considered and the

same number are on night shifts hence they could not be evaluated .Out of the remaining

about 45 were evaluated for the purpose of the project.

THE PROJECT

They say that India would need 150000 hotel rooms over the next three years in keeping

with the recovery of this industry after the great recession. These needs would further get

transformed into opportunities for those wanting to pursue a career in this segment. This

is where human resource management comes into picture the more the opportunities for

employees it is more difficult for companies to retain the already existing ones. Also with

the growing pace of the industry the attrition rate is growing at a pace of 40 % per year

which is expected to increase with the advent of the commonwealth games in the nation.

An employee is not alone driven by money but his level of commitment to the

organization can be attributed to a lot of other factors that prevail in an organization

These factor are responsible for the kind of believe , behavior, thinking and inclination

that an employee has towards the organization that he works for. Not only does it affect

his thinking but also transfers this thinking into the minds of the customers he meets.

Researches show organization with engaged employees have customers who use their

products and services more. Hence, his engagement to the organization becomes an

imperative. One of the repercussions of the unengaged workforce can be high rates of

attrition

Employee Engagement is not only important because its absence will incur costs to the

organization but also many employees make an everlasting relationship with the

customers hence if the employee leaves, the customer also leaves and they say making

new customers is extremely difficult in comparison to retaining the old ones.

This is a research based project on employee engagement .It draws its parallel with the

concept of customer delight. Customer delight is a concept which says giving a wow

factor to your customers so that the product adoption model AIETA (Awareness,

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Interest, Evaluation, Trial, Adoption) straight away moves into Customer loyalty .

Achieving Customer loyalty is a very difficult task in todays dynamic environment.

The objective of the project is to study the concept of employee engagement on similar

lines. Wherein the study will focus on the effectiveness of employee engagement

activities and looking at measures which can improve their effectiveness .The project will

try an establish a link between a few important facets of human resource .This is will

include, not only companies should focus on giving a wow factor to their customers

but they should employ the same concept for the employees as well. Keeping the

employees engaged and inculcating in them the so called organization citizenship

behavior is of utmost importance because this is something that will ultimately lead to a

chain reaction. Wherein a completely engrossed and pleased employee in his work,

would pass on the same satisfaction and exuberance to the customers which will in turn

earn profits for the organization on the whole. Hence the value of this concept is worth

paying attention to. The company serves the purpose of a model on which we base our

study.

The project discusses the pros and cons of employee engagement as well as its

relationship with other employee retention policies that are important to any organization

as such

1.2 STATEMENT OF THE PROBLEM

To study the effectiveness of the major employee engaging activities prevalent in the

organization .In addition to employee engagement to the study the gaps that the company

needs to bridge before it reaches the stage of complete employee gratification.

1.3 OBJECTIVES

The Problem had basically three objectives to fulfill

1. To study the employee engagement practices which leads to employee delight

which will be contrasted with customer delight, with respect to the hospitality

industry.

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2. Identify Strengths and areas of improvement in the organisation related to this

particular aspect of employee engagement.

3. Also how employee engagement can help reduce attrition rates in various industries

concentrating mainly on the service sector.

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CHAPTER 2

METHODOLOGY

2.1 QUESTIONNAIRE DESIGN

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I. QUESTIONNAIRE ONE :

This questionnaire dealt with employee engagement and its various facet .This was

constructed keeping the organization policies and procedures in mind. This questionnaire

was divided into the following sections, which were based on the different aspects of the

organization that lead to employee engagement. These were as follows:

a. Awareness about the company

b. Trainings and its effectiveness

c. Effectiveness of Employee Engagement activities

d. Effective communication in the organization

e. Organizations policies

f. Work Cultures

g. Future prospect etc.

Under this category also two separate questionnaires were designed

1) QUESTIONNAIRE for the off roll employees

2) QUESTIONNAIRE for the on rolls and the HODs of each of the departments.

Although most of the questions in both the questionnaires were used to measure the same factors

but were put up in a different manner, in order to ensure the uniformity of the answers given by

employees and their heads. A combined analysis was done of each questions ,according to the

answers of both the categories , a comprehensive result has been prepared for all the questions.

II. QUESTIONNAIRE TWO

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This was a common questionnaire designed for all the employees based on the servqual

scale. About a 35 people were considered for this questionnaire. The comprehensive

result score wise has been discussed in the results and analysis section.

2.2 TYPE OF RESEARCH

The study involves both qualitative and quantitative techniques. The Qualitative

technique was applied to extract as much primary data as possible and Quantitative

technique was applied to statistically prove the validity of the information thus retrieved.

2.3 INFORMATION NEEDS

The first and the foremost information needed for the project , was to know the

awareness levels of the employees regarding the company. This was done in order to

understand every aspect of the employee and his relationship with the company which is

an imperative for a topic like employee engagement and delight.

2.4 DATA COLLECTION FROM SECONDARY SOURCES

Thedata thus collected from the secondary sources shaped the foundation for creating thequestionnaire as well studying the topic in detail and understanding the trends in the

industry. The data collected was as follows

a) Various websites regarding the topic were surfed and the useful material was

gathered.

b) Books on the topic were consulted for the understanding of the topic

c) Research papers were consulted to know the extent of the research conducted in

this arena

d) Various surveys were consulted to understand the topic in details.

e) Official surveys were taken as reference for study purpose.

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2.5 DATA COLLECTION FROM PRIMARY SOURCES

Theprimary data was necessary to understand the scenario of the organization and to

know about the effectiveness of the policies and procedures .Also to measure the core of

the project, i.e., employee delight it was imperative to gather the primary data so as to

measure the success of the scale and understand that it can be employed in other

organizations as well.

a) Data was collected with the help of the questionnaire using the interview and the

form filling method.

b) Expert guidance was sought from the officials of the company. Their views and

valuable inputs were sought for the purpose of the research.

2.6 QUESTIONNAIRE PRETESTING

The pretesting was done on five employees at first and then after a few changes and new

ideas, a few more questions were sampled in and ultimately 45 employees were taken as

a sample size.

2.7 SAMPLING TECHNIQUES

The sampling Technique thus applied was that of simple random sampling that allows

each possible sample to have an equal probability of being picked and each item in the

entire population to have an equal chance of being included in the sample. This technique

although was applied for both the questionnaire, the questionnaire on employee delight

mainly concentrated on employees who could actually gather the meaning of each of the

statements given therein.

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CHAPTER 3

EMPLOYEE ENGAGEMENT

AND

EMPLOYEE DELIGHT

3.1 DEFINITION

EMPLOYEE ENGAGEMENT

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On searching upon Google we get 1, 64,000 hits on employee engagement and the master

Wikipedia defines it as

Employee engagement as quoted by Wikipedia:

Employee engagement, also called work engagement orworker engagement, is a business

management concept. An "engaged employee" is one who is fully involved in, and enthusiastic

about, his or her work, and thus will act in a way that furthers their organization's interests.

Empirical research on "employee engagement" is relatively new. "Employee retention has

received the lion's share of the spotlight. This focus on retention however has spawned several

studies on "engagement" - since retaining employees is dependent upon the need to "engage"

them. Hence, engagement studies are beginning to take center stage. One of the most significant

threads in the current research is the discovery that employee engagement is linked to customer

satisfaction, which is linked to organizational financial success.

All these and many more similar definitions are available on the net and many books .Today

many world class companies are focusing on this concept of employee engagement because

retaining employees is, as emphasized over and over again is not easy .

EMPLOYEE DELIGHT

Defining this is not an easy task as the word delight itself can have varies implications for

different people.

Employee delight is giving the wow factor to the employees which is passed on to the

customer as customer delight translating into profits for the organization.

One of the most important drivers of growth and success for any organization is its

people. HRM practices have the power to influence employee behaviour in a desired

manner such that it finally leads to improved organizational performance. It is a known

fact that satisfied, motivated and committed employees will lead to improved

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productivity and better quality of products/services delivered. This, in turn, will

positively influence customer satisfaction and eventually organizational performance.

Going by this logic, if a company wishes to target customer loyalty, and for that matter

customer delight, the same need to be achieved in-house vis--vis employees, to begin

with. There is no doubt that a delighted employee will be more productive than a

disgruntled one, since s/he will believe that s/he is doing something meaningful and

worthwhile, and will feel good about giving it the best. The employee would be in a state

where s/he feels that s/he is applying his mind and heart in the job that s/he is doing and

will always endeavour to improvise it. Thus, it is important that each employee has the

passion, drive and discipline to make the company grow.

3.2 THE CONCEPT

EMPLOYEE ENGAGEMENT

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Theconcept thus employed was based on the researches conducted so far on the topic

and the factors responsible for it .The study was an amalgam of the all those factors

responsible for employee engagement. A model was thus designed on these basis which

laid the groundwork for entire research .It was with the help of this model that the

questionnaire was designed .

The questionnaire was thus designed to know the effectiveness of the these factors prevailing in

the organization .The organization was used as a model for study ,the questionnaire tried to

include as many factors as possible in order to get the best picture available. It not only did serve

the purpose of finding the effectiveness of the employee engagement activities but also the other

MOTIVATION TRAINING INDUCTIONPERFORMANCE

FEEDBACK

ENTERTAINMENT

AND PERKS

POLICIES AND

PROCEDURES

WORK

COLLEAGUESGROWTH

PROSPECTS

SALARY TYPE OF JOB

EMPLOYEE

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HR related policies that actually form a part of engaging employees . Just by studying the

employee engagement activities alone would not have served the purpose as it is not just

dependent on any one factor but is a blend of so many other factors as the model above suggests.

EMPLOYEE DELIGHT

This novel concept was measured using a standardized scale called SERVQUAL SCALE.

The Servqual Scale initially had many attributes on which it was based but researchers over time

have molded these attributes according to the research that they carry out .In this particular

questionnaire the 21 service attributes of the Servqual Scale have been modified to 24 employee

desires grouped into the five standard service quality dimensions which can be renamed out here

to employee welfare and well being quality dimensions. These are namely reliability,

responsiveness, assurance, empathy and tangibles all these with respect to the organization

towards its employees.

The survey is based on two different rating attributes one reflecting the level of concern the

employees would EXPECT from the excellent companies in a given sector and the other

reflecting their PERCEPTION of the employees of their own company within that sector.

The difference in the scores of perception and expectations would help us identify the gap

between employee expectation and perception of the company which will help calculate the zone

of tolerance of each employee and hence help measure the gap that the company needs to bridge

before its achieves employee delight.

Zone of tolerance defined as the difference between the desired and adequate service levels. The

definition of the desired and adequate service level is very subjective depending upon the type of

service, the type of customer, and the situations and various variable factors.

THE DEVELOPMENT OF A NEW CONCEPT

On similar lines, this concept was applied to the employees of the organizations wherein the

employees can be substituted for the customer and the service provider for the employer. Hence,

this gap between the desired and adequate service level can be utilized, as a true reflection of the

expectations and perceptions of an employee .An expectation is something that an employee has

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from the organization when he joins it and perception is picture that he forms in his mind after

working for the organization. Similarly, desired level of concern from the organization can be

considered as an expectation of the employee and the perception can be the adequate level

because of which he is still in the organization and working for it although there is a possibility

that the adequate level can be the desired level or there could be a considerable gap between the

two, the diagram below is a pictorial representation of the concept.

Anything above the desired level will make the employee delighted anything below it can cause

dissatisfaction, which can even lead to employee turnover.

In services marketing anything that occurs in the region of zone of tolerance goes unnoticed in

case of a customer. However, this can be a point of difference between the employee and the

customer .Human psychology says that every incident that occurs in the process of the formation

of expectations and then leading to the perception thus formed is a like a building block in the

minds of the employees and this something that finally builds the feeling of his being connected

or alienated from the organization. This zone of tolerance too can vary for an employee as well

as it varies for the customer depending on the situation and circumstances.

Desired concern: An

Adequate concern:

Perception thus formed

Zone Of Tolerance

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CHAPTER 4

DATA ANALYSIS, RESULTS

AND

RECOMMENDATIONS

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4.1 ANALYSIS AND RESULTS

4.1(a) RESULTS OF QUESTIONNAIRE ONE

Each of the questions has been analyzed separately and a pie chart is presented alongside for a

quantitative picture. The two questionnaires made under this category have been analyzed

together under individual facet headings.

AGE:

ANALYSIS

The Age of the people working in an organization is a large factor in understanding its work

culture, the young and the restless bring in a lot new ideas to the company, and also they are

energetic and prove more efficient than the older ones. Whereas the older employees carry a

bunch of experience which is precious and priceless when it comes to handling difficult

situations .The rich knowledge of their experience cannot be substituted for anything else

Although this is a never-ending debate, which is better than the other but a good blend of both

can prove valuable for the organizations.

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ADVANTAGE

Seventy two percent of the employees in the organisation belong to the age group of 18- 30 and

seventy percent of these belong to the early twenties arena .These are called the beginers and are

an inexperineced lot usually in their first jobs .The new and the fresh can bring in novel and

pioneering ideas to the organisation.The need is to analyze their ideas with a mingle of

experience and make the best of it for the organisation as well as the employees.

DRAWBACK

The drawback that the compnay faces is that of having very few experienced employees.An

experienced employee can be a pool of great advices and solutions to many problems.Their

expertise can help the inexperienced to achieve heights.The presence of experienced people in

the organisation can make it a learning organisation.

RECOMMENDATIONS

Except the General Manager and a few other head officials everyone is in their youth.The

problem here that the company faces is high rates of attrition because of many employees being

in the beginers stage .As they are fresh and new,they are constantly being hunted by the other

recrutiers thus it becomes difficult to retain them.The organisation should take adequate steps in

having a good combination of both , in each department so that the attrition rates can be lowered

to a certain extent as the chances of the mid aged and the old aged, of leaving a job decreases

many fold in comparison to the young ones.

Also the cost of hiring and training the new employees would reduce amd the chances of the

young ones leaving the organization would also reduce when under the guidance of such

experienced people.There will be only one time hiring cost.This can be implemented when the

club shifts to the new property because at that time anyways new recruitments will take

place,might as well do it keeping these facts in mind.

TENURE OF WORK AND WORK EXPERIENCE

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ANALYSIS

As the property is only a year old in this partcular place hence the reason that not many people

can be found in the orgsanisation above 1 to 1 years tenure but there are others who have been

working with Club Mahindra for the past 5 to 6 years no matter whether a property changes they

stick to it wherever it goes.The larger the time a person spends within an organization the more

are his chances of growth in that organization ,less are the chances of him leaving the

organization,as this person has been with the company through its major ups and downs hence

this person can prove very helpful at the time of crisis.

In addition the company too should make an extra effort to retain any such employee who plans

to leave because this person can act as good advocate to the organization and finding a

replacement for a person like this can be very expensive in terms of opportunity costs.Hence to

avoid the loss of knowledge ,experience and an ambassador made over time the company should

make extra special efforts to retain them.Hence this brings into highlight the need for effective

employee retention policies .The company does not have any such effective retention policies as

of now this will become imperative in the near future.

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This graph seems to speak in the favour of the firm and also contradictory to what has been said

in the age paragraph.But the truth is rather startling in the hospitality industry people begin early

with no great quality education or experience people are hired on neoptism basis.Nepotism is a

great problem for the upcoming organisations like the one under study.This not only ruins the

chances of bringing in a brighter chaps also it increases the chances of losing large amount of

capabilities.Also like the other industries wherein a bare minimum qualification is required to ac

start with , the hospitality industry does not follow this rule ,there are people working with

highest degrees to the lower most qualification possible. A startling example job seekers with

under 10th qualification is also eligible to work only that he should know the skills required for

the job he is being hired for .This is like compromising on the quality of work ,beacuse only a

quality person can deliver quality work and education should be given its due share of

importance.In addition for employees , like these the aspirations are small hence they would

hardly add value to the organization.Thus education and pervious work experinece should be

given its due importance while recruiting.

LEVEL OF AWARENESS REGARDING THE COMPANY

An engaged employee is one who is up to date about the organization that he is working for also

he is well informed about all the important information about the company and its officials.

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The question dealing with this was basically divided into five parts and the answers are as

follows.

I. History

II. Whom it belongs

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III. Your Managing Director

IV. Your Resort Manager

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V. Your Divisional Head

The last two parts of the question were eliminated for the on rolls and the HODs because thesewere obvious answers for them.

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ANALYSIS

The purpose of this question was to know the depth of knowledge and awareness levels of the

employees that they had about the organization as such because an informed employee would be

an engaged one. The questions thus asked where regarding the history, the name of the

chairperson, the Managing Director etc. The questions were very simple for e.g. Who is the

Resort Manager and the Divisional Head? These questions were simple because these are the

two top most people in the resort many people knew the name of the top boss but didnt know

his designation the others knew his designation but not his name .Hence, It can be concluded that

the employees were ill informed about the organization.

DRAWBACKS

The drawback that the company faces is that of the employees having a very poor knowledge of

the organization, especially the off roll employees who form the backbone of this organization. It

was surprising to see that even the on rolls and the HODs were not pretty much clear about a few

answers although most of them could answer but there were some problem areas. This shows

that the employees of the organization are ignorant. The employees are confused about the

person who heads them, it is a matter to worry about. Hence this becomes an imperative for the

HR department to keep the employees informed. These questions reveal another weakness in the

organization ,i.e., of communication, from time to time the people at different posts keep on

changing new designations are added and subtracted hence an up to date becomes a must .

RECOMMENDATIONS

This kind of information should be passed on effectively .Such information should be disbursed

at the time of induction hence the need for an effective induction program and also a monthly up

to date program which can be easily carried out during the monthly open house meetings.

Hence, maximum participation of the staff should be encouraged during these meetingsespecially those who are new to the organization so that they do not feel left out or out of place

If need be the meeting can be organized twice with two different sets of employees so that no

one is left out.The employees of the organization who are well informed can also then become

effective brand ambassadors of the same which can be of great advantage to the company.

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VISION AND MISSION OF THE COMPANY

ANALYSIS

The vision and mission are the most important aspects about an organizations policymaking. The

mission and vision are the directive principles that guide an organizations work culture and

steer the organization in the right direction. Thus its importance needs no further enlightenment

DRAWBACKS

The vision and mission are meant for aligning everyones work in one single direction and

giving everyone a threshold to achieve .If that is not clear in the minds of the people who form

the building blocks of the organization, it is matter worth considering.

RECOMMENDATIONS

The effectiveness of the HR and the communication level here too are imperative. By simply

putting up boards that dictate the mission and vision, do not serve the purpose. It should be

effectively imbibed in the culture of the organization. In addition, it is important to keep

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reminding the people about the vision and the mission and this is not alone the duty of an HR

manager but all the HODs who come in contact with their employees each day .From time to

time the vision and mission should be reemphasized into the minds of the people. To stop this

very constructive policy from becoming an ornamental one it is very important to understand

that we live in a country where maximum people still speak our mother tongue hence a

translation of each of these in simple and readable Hindi should be put up, not only Hindi but

any other regional language prevalent in that particular region. Whenever the vision and mission

are disbursed amongst employees, it should also be done in a language understood by all.

EXPECTATIONS AND LEVEL OF CONCERN

This question is imperative from the employee delight point of view as well. The question is

based on the primary data that was gathered during the general interaction with various

employees .These are some of the very basic expectations that an employee has from his

workplace.

The results are as follows.

I. Salary

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II. Type of work assigned to you

III. Work timings and work culture

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IV. Work Environment

V. Challenging Job

VI. Amount of Vacations

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VII. Perks that the company pays

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EMPLOYEES SOLICITED

ANALYSIS

The above two questions ( Q.6 & Q.7 ) are interlinked and were asked together for a purpose.

These questions were asked to understand the level of expectations that an employee has from

his job in terms of the above given attributes. It is very important for an organization to

understand the level of expectation that its employees have from it. This is important because too

low an expectation does not speak well of the organization culture and too high expectations

need to be tactfully handled.

DRAWBACKS

Looking at the figures above it seems that employee have hardly been inquired about these facts

ever before. This can be one of the reasons for the high rate of attrition that the company is

facing .While analyzing these questions many important facts were revealed. One being that of

salary, which almost a unanimous reason of dissatisfaction amongst employees . The salaries are

much lower than the average market salaries and a major source of dissatisfaction, but this is

something that is decided by the corporate head office and is not in the hands of the Resort in

charges. In addition, work timings are really long than the usual shift timings, which are 9 hours

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people, work for 12 to 14 hours, without overtime. However, everyone needs a job for life hence

people work in the company for some time and leave as soon as they get a better opportunity to

work.

The work culture seems to be fine as all the employees are more or less comfortable with the

work environment but many say that it is deteriorating over time this is due to the long working

hours and high rate of attrition as people quit quickly, hence the already burdened employees are

overburdened with more work as a result they get dissatisfied and leave. Hence leading to the

formation of a vicious circle, a circle that needs to be broken soon, in order to have a stable and

sustainable workforce.

RECOMMENDATIONS

The solutions to these problems can be many but the major one is a proper policy framing from

the top. Instead of following a complete top down approach, a mixed approach would be better,

because a developing company needs constant guidance from the top and complete support from

the bottom. Its time that the company needs to understand its competitors and do a SWOT

analysis, to understand where the major threat lies. One solution in this regard could be that of

proper staffing and not only staffing but also many other HR policies need to be reframed as the

company has grown big and the policies are still the old ones. To achieve its vision of becoming

number one in Asia in the timeshare business these are some of the critical aspects that the

company needs to deal with.

INDUCTION AND ORIENTATION

ANALYSIS

This is another area where the company needs to improve. All the questions given under Q. 4

would not have been difficult to answer had each employee undergone an effective and an

organized orientation. As maximum numbers of employees are not educated to that extent that

they understand what is written in the offer letters in English, hence it is important to inform

them about the company and its salient features. The saying When in Rome do as the Romans

do is applicable here because the situation is far from ideal hence the best way is to modify the

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policies according to the staff they recruit. Orientation is necessary to familiarize the employees

with the organization and forms a major part of the employee engagement process.

Hence the same drawbacks and recommendations as above are applicable out here as well

PERSONAL QUESTIONS

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ANALYSIS

These 3 questions were group questions and they were asked just to know the reason why they

are working in this particular organization and this particular industry. Sometimes people are

working because of some sort of compulsion and hence are not able to give their 100% and nor

are completely involved in work. These questions were only put to the off rolls because of

obvious reasons the Heads and the on rolls either would not fit into this category or would not

answer them. This was identified during pilot testing and hence these questions were eliminated

for the on rolls and the HODs

ADVANTAGE

Fortunately the company has maximum people who are internally motivated to work. This is a

strength on which the company needs to capitalize.

DRAWBACKS

The only drawback here could be that most people are internally motivated because they are near

home and do not want to shift. Hence the company needs to provide them with more strong

reasons so that they stick to the organization for a long period of time.

ORGANIZATION POLICIES, PROCEDURES, AND WORK CULTURE

ANALYSIS

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This question was framed to know whether the company, which was in huge loss last year, has

been able to communicate the Job Roles and Responsibilities successfully to its employees.

ADVANTAGE

Nevertheless, this is a reason to smile for the company, as maximum people are clear about their

job roles and responsibilities. Hence, this too can be used as an advantage to the company.

RECOMMENDATIONS

The company can train such employees in their respective areas and get the best work out of

them. This would increase the productivity and hence earn profits for the company.

DRAWBACK

This can be attributed to the fact that people are skilled in their work and know how to go about

doing it without understanding the role they play and when asked the question they answer it

positively because it is a reflection of their work.

CUSTOMER DELIGHT

ANALYSIS

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This question was asked because this is the most important concept prevalent in the services

sector especially in the hospitality industry where the employees come in direct contact with the

customers every now and then .Although this is a concept that should run in the veins of a

service sector employee but this stressed upon more on the departments which come in direct

contact with the customer. This is the same reason why a part of the pie is green. Still the major

part is uninformed and the percentage is high in the blue region only for the reason that the

HODs and On rolls responses have also been included in here else the percentage of the blue

would have been much less.

DRAWBACK

Customer delight is a part of the job of people working in this industry especially the

departments that directly come in contact with the customers for e.g. Front office,

Housekeeping, F&B Service etc but unfortunately many of the employees in these particular

departments havent even heard of this term. Thus this can be a reason for the deteriorating

service quality over time .

RECOMMENDATIONS

This is something that should be communicated to the employees. It is not the term which is is

important but idea and concept are important which should be communicated and explained

well. They should be motivated to work on these lines and hence deliver the best experience to

their guests.

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AUTONOMY

ANALYSIS

The question was asked to get an in depth knowledge of the functioning of the organization how

much autonomy the employees have

ADVANTAGE

The figures above shows that except a few most of the employees have the required autonomy

according to the capacity of their jobs. This too is a positive strength of the organization .Hence

an important factor in engaging employees to their work .This type of work culture inculcates a

sense of belongingness towards the organization which will ultimately benefit the organization

itself.

RECOMMENDATIONS

Although autonomy is limited in most of the cases .Considering employees opinion is a good

source of motivation and engagement for them but this should be done under expert supervision

to avoid fatal mistakes. A topic like autonomy as always been a debatable one but it goes

without saying excess of everything is bad.

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WORK ENVIRONMENT

ANALYSIS

These questions were framed for a specific work purpose; the dictionary definition of conducive

is favorable. What makes a favorable environment for working is again very subjective what

someone might like, may be disliked by the other, but the questions that follow are all

ingredients of a favorable working environment. These questions were asked just to check the

general perception of the employees. If the organization culture is a building the following

factors are the bricks and mortar.

DRAWBACKS

Although maximum people say a yes here this was one of the questions that had very confused

responses that ended into a yes.

RECOMMENDATIONS

This clearly depicts that there is something missing somewhere which needs to be handled in

time because the employees themselves are not clear about the same .Hence the issues thus

mentioned ahead should be identified from time to time and dealt with as soon as possible.

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HOD SUPPORTIVE

ANALYSIS

The question is a part of the above given question.They say the boss is always right ,but the HR

says the Boss always has to be bright in order to understand the needs and wants of their

subordinates and when need be communicate it effectively to the higher authorties and

thereafter keep a track of the request.

ADVANTAGE

According to the above given data its seems the HODs do support the employees in most of the

things they do hence this too is good reason why an employee should not leave.

DRAWBACKS

In this question a sense of fear was fealt amongst the interviees many said that speaking against

your own HOD is a crime hence only say good things.Socially Desirable answers made the

answers biased

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OPEN DOOR POLICY

ANALYSIS

This particular question had the most interesting statistical conclusion as both the pie graphs say

the same thing. Companies where employees are allowed to talk and speak out their minds have

far more engaged employees than companies which are more rigid and dictatorial. Hence this

question had three parts for a reason so that almost similar questions can be asked in two

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differently worded sentences, thus to maintain the consistency of the answers thus received. The

answer to the how often part was difficult to answer for some the answers were more or less

similar and said that the employees could complain any time they wanted to and also many said

that yes there is an open door policy ,they could speak to their managers whenever they wanted

to but so far so good they did not have any complaints .These answers have also been included in

the yes category. This question was put up to the subordinates and correspondingly their

managers were asked the second question whose second part was prepared in a manner to check

the consistency of the answers and to have a connect between the answers of the subordinates

and their HODs.

ADVANTAGE

This was another good news for the company as most of the people said yes they were allowed

to complain although there were some nos in the process but mostly everybody said yes. Hence,

this kind of organization culture is a potency to build upon. Treating your employee the way they

are meant to , always develops an internal contentment in the hearts of the employee and which

makes them work more religiously towards the organizations welfare.

DRAWBACK

The answer could be a biased one because again speaking ill about their superiors will not be

socially acceptable .Also the HODs would never want to say a no to this kind of a question

because this is something that adds to their reputation .

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The suggestions part again repeat the same story a unnaimous YES from the HODs and a pretty

much mixed response from the rest.

DRAWBACKS

Hence only having an ornamental open door policy does not serve the purpose,its effective

implementation is a must.Both the complaints and suggestions question had the same story to tell

,although more of suggestions were welcome than of complaints ,which is a good sign but many

of the complaints that fell on deaf ears were essential for engaging the employees and keepin

them glued to the organisation.The examples have not been discussed here as they are not

important but after many yess they were only blank faces .Hence this front should take the due

share of its importance in the rountine of the organsiation policy framing.

Another question asked in this series was to the HODs which was how do they decide the

priority of complaints and suggestions that they receive the maximum answers received were

according to the importance related to the work and the employee problems seem to have had

taken the back seat in this case when discussed further in details.

FEEDBACK

ANALYSIS

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This is something that is embedded very well in the organization culture.Although there is not

set pattern but this is done from time to time for some employees .

DRAWBACK

Although many people said feedback was given it was surprsing to know that a large

percentage(29 %) had never received a feedback.This reveals another loop hole in the system .

RECOMMENDATIONS

A timely feedback whether poisitive or negative is always useful for the employees it gives them

a push to work harder and better which will ultimately benefit the organization .As a golden rule

in HR give positive feedback in the presence of many and a negative one in the private.

ABOUT THE TRAININGS

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ANALYSIS

This group of question was asked to measure the effectiveness of one of the most

enthusiastically followed policies of the organization the weekly trainings .the company has a

policy which says conduct 8 trainings per month ,two per week. Now whether trainings did

actually occur and occur effectively were a reason to worry about because a lot of time and

money is invested in them ,if they do not add value anywhere, its a complete waste .

DRAWBACKS

The answers and the observation in the organization say that due to the work pressure the

trainings lose their effectiveness conducting two trainings per week is too much a load for the

HODs and the departments especially during season time. Although the trainings do not have a

time limit but usual trainings were at the max one to one and a half hour long. In this case the

figures are completely contradictory from the original scenario ,following the observation this is

not the case again bias is the problem here as well.

ADVANTAGE

Having such a strong training policy in the organization ,is advantageous not only to the

employees but also the organization but the only problem is in its effectiveness and innovation.

Trainings like these give employees a chance to grow in their organization and hence built on

their own capabilities which gives them a reason to stay attached to the organization.

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RECOMMENDATIONS

The training modules should be suggested for each department from their head office .On the

basis of that framework the HODs can decide on the weekly training modules. Trainings should

be practically delivered and with full involvement of all the employees. The evaluation

techniques should be in place that is completely lacking although HODs say that they follow the

evaluation techniques such as observation and question answer sessions but how effective these

techniques are, is questionable.

EMPLOYEE ENGAGEMENT ACTIVITIES

ANALYSIS

These questions were put forward to study the efficacy of the so called employee engagementactivities that are a part of the organization policies.

DRAWBACK

The most startling answers came from this section ,most of the employees werent involved in

these activities ,others hadnt heard of them ,the ones who actually wanted to participate in them

did not get the time because of long shift hours .Hence a major loophole was identified at this

front as most of the employees had either not heard of them or had not participated in them

Although the Heads say they encourage their employees to participate but because of the long

shift hours it makes it almost impossible and many also say that their work suffers if they

participate in these activities and have to extend their work timings in order to participate .

RECOMMENDATIONS

A lot is being done at this front much more needs to be done (Appendix Third Section).The

organization policies are in place regarding this but the only thing that is missing is the diligence

to carry them ,in the manner they would be the most effective in.

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A lot of new and old suggestions came up while asking this questions those have been complied

together in the recommendations and conclusion section of the report

FUTURE PROSPECTS

ANALYSIS

This question mostly people said no and the ones that said a yes ,gave the answers in the

following order Growth Opportunities, Type of Job, Brand Name ,Work Culture and salary.

This shows that salary would be the last reason to stay with the organization and because of the

growth prospects people want to stick to it

DRAWBACKS

Many people were not sure of the rankings , hence ambiguous answers.

RECOMMENDATIONS

The salary should be according to work (Pay for performance). If people work overtime,

overtime should be paid.

4.1(b) RESULTS OF THE EMPLOYEE DELIGHT QUESTIONNAIRE

This questionnaire was analyzed using the servqual scale standards methods ,the calculations and

interpretations are standardized .

ANALYSIS

The results (Appendix Table 1) have many positive and negative differences ,the positive results

should be viewed as strengths to capitalize on and not success in any terms and negative result

must be viewed as an opportunity for improvement and not mere problems

Questions 1 to 5 refer to the RELIABILITY dimension, which obtained an overall average of

0.128 which is the lowest. Question nos 1 and 2 are the dimension that have a negative

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difference between perceptions and expectations (P-E).The shows that on the reliability

dimensions the expectations were higher than the perception in case of question 1 and 2 and

hence the negative difference . Hence these are the areas of improvement in this dimensions the

others too have a lot of scope of improvement as the differences are not very large and the scale

can bend towards any side any moment.

The RESPONSIVENESS dimension is analyzed in the next 4 questions , which obtained an

overall average of 0.59 .The difference between perception and expectation is very lees although

not negative in comparison to the others hence the expectation of the employees were higher at

this front. As there are no negative scores it is not a matter of complacency but a matter of

concern as this can be identified as opportunity to achieve employee delight.

The next dimension is that ofASSURANCE and its overall average was 0.304.The difference

between perceptions and expectations (P-E) for all the dimensions is again positive but the

scores of question 4 and 5 are really low and are nearly touching the negative .Especially

question number 5 which raises questions at the capabilities of the heads of the various

departments and their willingness to answer question asked .This is a major area were a lot of

improvement is required and until this gap is fulfilled achieving employee delight is extremely

difficult.

The next dimension is that ofEMPATHY, employees being human this should be the area of

maximum importance to the organizations. The more the company can empathize with its

employees the easier will it be for the employees to experience delight. The overall average

score of this dimension is 0.328. The question number 4 and 5 show a negative difference

between (P - E) hence which is simple reflection of the fact that the working hours are not very

convenient they are long and is a major reason of dissatisfaction amongst the employees. Also

the employees have common feeling that the company does not understand their specific needs.

This result is consistent with the previous questionnaire where most of the people had a problem

with the work timings. Thus major actions need to be taken at this front.

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The final 5 questions, refer to the TANGIBLES dimension, which obtained an overall average

of 0.224. This is the one of lowest average amongst all. Especially the difference in the scores of

the first two questions are negative ,this shows that the company needs to work hard on the

modern ,state of the art infrastructure and visual appearance. Although this low average can be

attributed to the fact that this particular property is on lease and the new property is coming up in

a nearby area so hence for now this can be a reason to smile and postpone for a while but if the

same scores are achieved after the shifting of the property then definitely this is a loop whole in

the policy making of the organization.

The averages for the expectations version varied from 4.33 to 5.51, whereas for perception the

variation was, from 4.66 to 5.82.

The overall average for the five dimensions was 0.3148. This indicates a great opportunity for

improvement in the entire organization. It is important to understand and analyze the root cause

of the problems and hence work on them .There is a large gap before the employee delight is

achieved in the organization in numerical terms it might mean nothing but while bridging this

gap in reality its a big job and needs to be done at the fastest pace, because once a company gets

branded as a not so favorite employer it is very difficult for the company to actually get back on

the track with the good reputation.

Achieving employee delight is not an easy task as the subjectivity of the human nature makes it

even more difficult as the same things have different values for different people. Hence applying

this model from time to time in the organizations can help identify the gap in the perceptions and

expectations of the company and can lead to employee delight if the pattern is consistently

followed and worked upon .

4.2 RECOMMENDATIONS AND CONCLUSION

4.2 (a) QUESTIONNAIRE ONE.

Although the many Recommendations have been given alongside while analysis of the

questions an exhaustive list is provided here.

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10) Mahindra standards not maintained here. The recruitment should be proper only

professionally qualified staff should be hired.

COMMUNICATION RELATED ISSUES

11) Customer delight is a part of the job of people working in this industry especially the

departments that directly come in contact with the customers for e.g. Front office,

Housekeeping, F&B Service etc but unfortunately many of the employees in these

particular departments havent even heard of this term. This is something that should be

communicated to them. It is understandable that the term is not what is important but they

do not have the idea of the concept as well.

12) The HODs say that they are open to suggestions and the employees agree on it .They are

heard most of the time but many a times their pleas fall on deaf ears. When asked for

examples some of the suggestions were regarding not only the employees but also the

organization on the whole. Nothing is being done about that. The HoDs should

communicate the reasons so as to if something is being done regarding the suggestion or

the complaint and if nothing can be done about it, it should be communicated. This causes

a lot of skepticism amongst the employees.

13) Lack of co ordination amongst the departments a major problem. On this front the HoDs

should have regular meetings and do something about it because in the presence of the

guests it gets embarrassing for the organization as it is depicted as an example of

mismanaged company.

TRAININGS

1) People working for the past one year here havent participated in any of the monthly

trainings.

2) Trainings should be practically delivered that would increase its efficiency and it would

be easier to understand because a pen a paper training cannot provide practical

knowledge and also not everyone is capable enough of understanding what is taught to

them , as education backgrounds are different.

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3) The trainings should be proper and planned and not just a formality.

4) No evaluation techniques in place to measure the outcome of the trainings.

ORGANIZATION POLICIES AND PROCEDURES

1) Medical incentives should be paid. An in house doctor for employees as well as the

guests.

2) People who joined Club Mahindra at the time of its opening say that, at that point

in time whatever was promised was just a way to tap them they were told salaries

would increase that did not happen .Hence a sense of betrayal.

3) The HODs communicate only work but no other information sharing done .Many

of the employees do not know anything about the Divisional heads joining it is an

example of that. They have no idea about activities and events of the resorts. The

communication is not completely lacking but it is not consistent. To explain further

at times only those people are informed who are directly related to the event and

thats how the information passes on.

4) Accommodation and pick and drop are a major problem faced by many. If the

night shift turns up late the previous person is stuck here without any conveyance

and it is very difficult to go back home hence they have to adjust with the local

employees here. This can be done under normal circumstances but at times it is

urgent to go back home then this becomes a huge problem.

5) Long working hours the pressure increases when people leave.

6) Vacations are also problem in season time holidays are not given and then they are

carried forward and are never given.7) The shift hours should be fixed like in other organizations. Many said the law says

no shift should be longer than 8 hrs and here we have to work for 12 to 14 hrs at

times sometimes without breaks during the season.

8) No bonuses and incentives given, probably promised earlier and nothing done about

it.

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9) Participation in the employee engagement activities low because people have to

take time off from work to take part in them, the work gets affected and hence the

participation low.

10) More should be done for staff entertainment so as to break the monotony of work

and rejuvenate them.

11) Open house meetings should be well organized maximum participation should be

encouraged and more staff gatherings and parties should be organized.

12) Vision and Mission should be clear in the minds of the people so that everyone can

work together as a team towards its achievement.

13) The staff should be motivated and pumped up from time to time and company

policies should be made clear.

14) Company should provide non monetary benefits like concession for stays in resorts

around India.

OTHER STAFF RELATED ISSUES

15) Parity amongst salaries of employees of the same grade.

16) Designation that was promised was not given.

17) Flexibility in working hours.18) Food in the cafeteria should be improved.

19) Many people said that the work environment earlier was good but now everything

is deteriorating over time. Things were better earlier on .

4.2(b) QUESTIONNAIRE TWO

The major results and the corresponding recommendations were as follows.

Hence the major areas that need improvement were that

1) Promises made should be fulfilled ,nothing is more dissatisfying for an employee more

than a broken promise .

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REFERENCES

BOOKS

1. Mamoria ,C.D,Personal Management,10th Edition(1992),Himalaya Publishing

House

2. Subbarao Dr T,Human Resource Management environmental influence,

(1989),Chugh Publications

3. Bennett Roger,Managing Personnel and Performance:An Alternative

Approach(1982).

WEBSITES

1. http://www.management-issues.com

2. http://www.siescoms.edu/images/pdf/reserch/.../employee_engagement.pdf3. http://retention.naukrihub.com/increase-employee-engagement.html

4. http://www.businessworld.in/events/gptw

5. http://www.iveybusinessjournal.com

6. http://books.google.co.in/books

7. http://www.authorstream.com

8. http://www.hindustanpetroleum.com

9. http://www.contentwriter.in

10.http://www.businessknowledgesource.com

RESEARCH PAPERS

1. PARASURAMAN, A.; ZEITHAML, V. & BERRY, L. A conceptual model of

service quality and its implications for future research.Journal of Marketing,

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2. Parasuraman, A., Zeithhaml, V.A. and Berry, L. (1988),SERVQUAL: a

multiple-item scale for measuring consumer perceptions of service quality,

Journal of Retailing, Vol. 64

3. Babiarz Patryk, Piotrowski Maciej, Wawrzynkiewicz Malgorzata (2003),The

Application Of Service Quality Gap Model To Evaluate The Quality Of Blended

Learning, IADIS International Conference e-Society

4. Babakus Emin and Mangold W Glynn(1992),Adapting the SERVQUAL Scale

to Hospital Services: An Empirical Investlgatlon, HSR: Health Services

Research 26:6 (February 1992)

5. Shahin Dr. Arash, SERVQUAL and Model of Service Quality Gaps:

A Framework for Determining and Prioritizing Critical Factors in Delivering

Quality Services

.

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APPENDIXTable 1

SUM

PERCEPTION

SCORE

EXPECTATION

SCORE DIFFERENCE

Reliability 1 103 4.12 4.44 -0.32

2 129 5.16 5.20 -0.043 151 6.04 5.96 0.08

4 141 5.64 4.92 0.72

5 134 5.36 5.16 0.20

26.32

5.3

7 25.68 0.64

0.12

8

Responsiveness

1 148 5.92 5.44 0.48

2 146 5.84 5.52 0.32

3 160 6.40 5.44 0.96

4 143 5.72 5.12 0.60

23.88

5.9

7 21.52 2.36 0.59

Assurance

1 143 5.72 5.28 0.44

2 144 5.76 5.40 0.36

3 139 5.56 5.20 0.36

4 154 6.16 5.92 0.24

5 147 5.88 5.76 0.12

29.08

5.8

2 27.56 1.52

0.30

4

Empathy

1 136 5.44 4.56 0.88

2 130 5.20 4.36 0.84

3 124 4.96 4.56 0.40

4 109 4.36 4.48 -0.12

5 83 3.32 3.68 -0.36

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23.28

4.6

6 21.64 1.64

0.32

8

Tangibles

1 110 4.40 4.92 -0.52

2 116 4.64 5.16 -0.52

3 124 4.96 4.88 0.08

4 131 5.24 4.88 0.36

5 131 5.24 3.52 1.72

24.48

4.8

0 23.36 1.12

0.22

4

Avg:

0.31

5

VIII. QUESTIONNAIRES

1. QUESTIONNAIRE ON EMPLOYEE ENGAGEMENT

a. Off Roll Employees

ABOUT THE PERSON

1) Name : Department: Age : Gender:

2) Tenure:

3) Previous work experience if any

ABOUT THE COMPANY

4) What all do you know about the organization you work for ?

VI. History

VII. Whom it belongs

VIII. Your Managing Director

IX. Your Resort Manager

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X. Your Divisional Head

5) What is the vision and mission of the company you work in?

6) Did you get what you had expected from this job in terms of

i. Salary

ii. Type of work assigned to you

iii. Work timings and work culture

iv. Work Environment

v. Challenging Job

vi. Amount of Vacations

vii. Perks that the company pays me

7) Did anyone in the organisation ever ask you about the same?

8) Did you undergo an orientation program before joining work ?

PERSONAL QUESTIONS

9) Are you here by choice or by force?

10) If by force then what would you like to do?

11) Are you internally motivated to do this job?

ORGANIZATION POLICIES AND PRODECURES and WORK CULTURE

12) Are you clear about your Job ROLEs and RESPONSIBILITIES?

13) Have you heard of the term customer delight? What is it ? Do you know that a part of your

job role is dedicated to the customers? (This question imp only for F&B Service,FO,HK,HA)

14) How Much Autonomy do you have in your Job? (level of interference of your boss)

15) How conducive is the working environment?(strict/lenient)

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16) Do you think your HODs are supportive enough?

17) Does the organization follow an open door policy? Are you allowed to complain? How

often?

18) Are the complaints heard and acted upon by the person concerned?

19) Did u ever have a suggestion for the organization you worked in? Were you heard? if yes

was it implemented?

20) Are you given feedback of your performance from time to time?

21) Give any one example of a complaint you had and it was dealt in time by your superiors?

ABOUT THE TRAININGS

22) How effective do you think the trainings provided to you are?

23) Do they add any value anywhere?

24) Do you use the trainings in your daily activities?

25) Are you evaluated for the same?


26) How many of these activities have you participated in?

IF YES

27) Do you like them?

28) Do you know the purpose of these activities?

29) Do you think they should be conducted very often?

30) Do you feel a sense of belongingness towards your organisation after your participation in

these activities?

31) Do you feel motivated after the monthly open house meetings?

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32) Do you feel the monetary benefits associated with the participations in the programs are

good source of motivation?

33) What was the overall feeling after your participation?

IF NO

34) What is the reason behind your low participation? Were you not given a chance?

35) Do you want to be a part of such activities?

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

ABOUT EMPLOYEE DELIGHT

37) Any suggestions for the organisation that you want that you think can boost your morale and

help you perform above expected service levels?

38) Do you see yourself working for the organisation for the next 2 years ?why or why not ?

attribute to the following.

I. Salary

II. Growth opportunities

III. Work culture

IV. Type of Job

V. Brand name of the organisation

VI. Any other Reason (please state)

COMMUNICATION

32) Are you informed on regular basis about the major events and activities that are happening

in your organization at a particular point in time ?

b. For the On Rolls and Head of the Departments

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ABOUT THE PERSON

1) Name : Department: Age : Gender:

2) Tenure:

3) Previous work experience if any

ABOUT THE COMPANY

4) What all do you know about the organization you work for ?

5) History

6) Whom it belongs

7) Your Managing Director

8) Your Resort Manager

9) Your Divisional Head

10) What is the vision and mission of the company you work in?

11) Did you get what you had expected from this job in terms of

i. Salary

ii. Type of work assigned to you

iii. Work timings and work culture

iv. Work Environment

v. Challenging Job

vi. Amount of Vacations

vii. Perks that the company pays me

12) Did anyone in the organisation ever ask you about the same?

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13) Did you undergo an orientation program before joining work ?

PERSONAL QUESTIONS

14) Are you here by choice or by force?

15) If by force then what would you like to do?

16) Are you internally motivated to do this job?

ORGANIZATION POLICIES AND PRODECURES and WORK

CULTURE

17) Are you clear about your Job ROLEs and RESPONSIBILITIES?

18) Have you heard of the term customer delight? What is it ? Do you know that a part of

your job role is dedicated to the customers? (This question imp only for F&B

Service,FO,HK,HA)

19) How Much Autonomy do you have in your Job? (level of interference of your boss)

20) How conducive is the working environment?(strict/lenient)

21) Do you think your HODs are supportive enough?

22) Does the organization follow an open door policy? Are you allowed to complain? How

often?

23) Are the complaints heard and acted upon by the person concerned?

24) Did u ever have a suggestion for the organization you worked in? Were you heard? if

yes was it implemented?

25) Are you given feedback of your performance from time to time?

26) Give any one example of a complaint you had and it was dealt in time by your superiors?

ABOUT THE TRAININGS

27) How effective do you think the trainings provided to you are?

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1. When my company promises to do something within a certain time

period ,it does so

2. When I have a problem my company shows sincere interest in

solving it

3. My important documents are kept confidentially and safely and can

be easily found at the time of need.

4. Company provides me with anything I ask for within the limits of

my capacity and Job.

5. My company insists on error free records.

Statements in the Responsiveness Dimensions

1 2 3 4 5 6 7

1. I am informed about all the activities going on in the company at a

given point in time

2. I am motivated to deliver quick service to the customer.

3. I am always ready to help our customers whether in my domain or

not.

4. My superiors are never too busy to respond to my request.

Statements in the Assurance Dimensions

1 2 3 4 5 6 7

1. The behavior of all the employees is good and instills confidence in

me

2. I feel safe at work

3. My colleagues are consistently courteous and trustworthy

4. If I have any queries I am allowed to ask my superiors anytime I

want

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5. My supervisor or to whom so ever I ask the query is willing and has

sufficient knowledge to answermy questions.

Statements in the Empathy Dimensions

1 2 3 4 5 6 7

1. There is someone at work who gives me individual attention

2. There is someone at work who seems cares for me as a person

3. My company has my best interests at heart

4. My company understands my specific needs

5. The working hours in my company are convenient

Statements in the Tangibles Dimensions

1 2 3 4 5 6 7

1. My company has all modern and state of the art infrastructure and

equipments.

2. My companies physical facilities are visually appealing and neat

3. The sitting arrangements and place surrounding me is comfortable

4. My company is a neat and clean place to work for.

5. The employees of the company appear neat to me

EXPECTATIONS

Rating a world class company "7 " for its HR policies how would you rate

MHRIL in terms of

Reliability

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1 2 3 4 5 6 7

1. In fulfilling the promises made

2. In solving any problem that the employees have.

3. In terms of maintaining privacy and confidentiality of your

documents.

4. In fulfilling your demands within the limits of your capacity.

5. In keeping error free records.

Responsiveness

1 2 3 4 5 6 7

1. The level of effective communication in your organization.

2. Trains employees in delivering quick service to your customers.

3. Motivates employees to an extent that they go out of their way to

help customers.

4. The responsiveness of your superiors

Assurance

1 2 3 4 5 6 7

1. Behavior of collegues.

2. Safety at work

3. Courteous colleagues

4. Freedom to ask queries.

5. Willingness and knowledge of the supervisor

Empathy

1 2 3 4 5 6 7

1. Someone giving you personal attention

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2. Someone taking care of you as a person

3. Keeping your best interests at heart

4. Understanding of your specific needs

5. Working hours

Tangibles

1 2 3 4 5 6 7

1. In terms of infrastructure

2. Visually appealing

3. Your sitting arena and surroundings

4. Neatness

5. Employee uniform and neatness.

Table 3

MAHINDRA HOLIDAY AND RESORTS INDIA LTD.


They have a lot of Employee Engagement activities that go on during the year .

DAILY ACTIVITIES

1. Daily 10oclock meetings

2. All employees right from the GM (called the RM-Resort Manager here) to the on roll

staff everyone has lunch in the same cafeteria.

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WEEKLY ACTIVITIES

1) Recently began a Cheers program wherein every week one group activity will be

organized .

This week they conducted a paper bag making competition

MONTHLY ACTIVITIES

1) Open house meetings

This meeting is held every month which contains information regarding the following of

the previous month

Financials

Initiatives (of all departments)

Proposals(of all departments)

Employee of the month: Presented with certificates by the RM himself

Celebrations if any

2) Monthly Birthday Bash: Employees birthday celebrated

3) Unity day from the corporate directly.

4) Sports activities: Held a badminton competition last month

5) Champs show

YEARLY ACTIVITIES

1) Picnic ones year for all staff members including trainees.

2) All the Festivals celebrated.

3) ESOPs: Employee Social Operations: This is their CSR activity .They organized a

blood donation camp

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