summer internship project on employee engagement

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CHAPTER 1: INTRODUCTION

The following report investigates about the satisfaction level of employees with

current employee engagement with the help of a survey research method .After

studying this; the whole data collected is analyzed using various tools such as SPSS

and Microsoft Excel in order to assess the level of employee engagement in JW

Marriott.

Prior to 1980s, the employers expected more loyalty for the organization and in

return of that they offered lifetime employment. Then in 1980s, the scenario begins to

change. With increased competition, there was redeployment of plants as well as the

labor. The rules of the business game changed and the philosophy of “survival of the

fittest” arrived. The era of lifetime employment in terms of loyalty ended so far.

The epoch of change comes into picture then. Employees wanted to change and

employers wanted too. And because of that productivity suffered a lot. Skilled

employees were not willing to put extra effort more slow down in productivity

happened. This situation created the need for something new, and that new was

employee engagement.

The 1st use of employee engagement occurred in 1990 Academy of management

Journal by William A. Kahn. Kahn in his article on Psychological conditions of

personal engagement and disengagement at work discovered that individual and other

sources like safety, availability impacts engagement.

After that during mid 1990s, Gallup started to refine and extend the definition of

employee engagement with the help of Q12.Q12 is a twelve copyright survey

questionnaire based on employee engagement.

In 2000, engagement gathered speed, depth and breadth. That time Google search

for the term Employee engagement offered about 50,000 results and now the same

search offers 29,600,000 results. After each minute, there is a tweet on twitter about


The last decade was the historic period of surveys that gives about 1000s of

definitions of employee engagement. There were many business cases developed on

engagement especially in UK. In UK, in support of employee engagement the 2

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Prime Minister’s started Engage for Success movement that encourages as well as

created awareness among the citizens about engagement.

At the end of 2012, there were reports, cases, and research articles and papers on

engagement. The engage For Success also released a report based on evidences on


In the Current Scenario, engagement is the process of leading people by enabling

them to want to do whatever is necessary to ensure the continuous high performance and

success of the business. From the employees’ perspective, engagement is their attitudinal

and emotional state developed from experiences perceived to be controlled by

management. These experiences or “drivers” determine engagement level. By managing

these drivers to be positive experiences, leaders can stimulate an intrinsic desire for

employees to consistently do their best work. Employee engagement management is an

alternative to commanding and controlling what specific work should be done, when, at

what speed and with what kind of attitude.

To manage engagement one must first define it correctly. Scarlett Surveys defines

employee engagement as an individual’s degree of positive or negative emotional

attachment to their organization, their job and their colleagues. This definition of

employee engagement has increasingly become the generally accepted global standard

for three reasons: 1) it is measurable through the deployment of a survey questionnaire

validated to measure the 15 drivers of engagement; 2) this definition provides leadership

with a cause and effect understanding they can successfully influence; and 3) this

definition will improve business performance when embraced as a responsibility of

leadership. Adopting a solid definition of employee engagement is the critical first step in

effectively managing this valuable phenomenon.

It is also important to note that employees alone do not drive engagement. The

entire organization, its managers and its employees comprise the level of engagement.

For engagement to truly “work” employees must both feel satisfied and produce quality

work. In other words, employees need to be happy and productive. Managers must

communicate and lead their employees toward the goals of the organization. Surveys

have shown that managers do not feel communication is a job responsibility, but this is

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not the case. Organizations and leaders must set forth clear visions and goals. They need

to encourage the spread of this vision throughout the company. A major challenge for HR

today is how to engage and ultimately retain employees particularly amid an economic

downturn. It is no longer sufficient to carry out daily routine processes for the functioning

of the organization. HR management today involves many of the subjective and

ambiguous concepts like employee engagement. The purists might even frown at the

scope and the vagueness of the topic like engagement.

Employee engagement is a desirable condition, has an organizational purpose, and

connotes involvement, commitment, passion, enthusiasm, focused effort, and energy, so

it has both attitudinal and behavioral components. A number of popular views of

engagement suggest that engaged employees not only contribute more but also are more

loyal and therefore less likely to voluntarily leave the organization.

An amalgamation of commitment, loyalty, productivity and ownership is also

perceived to be a way of measuring engagement. The categories of job satisfaction,

organizational commitment, psychological empowerment and job involvement form

another school of thought. Resource availability, opportunity for development and clarity

of expectations is the Gallup way of looking at employee satisfaction facets.

Engagement is above and beyond simple satisfaction with the employment,

arrangement or basic loyalty to the employer—characteristics that most companies have

measured for many years. Engagement, in contrast, is about passion and commitment—

the willingness to invest oneself and expend one’s discretionary effort to help the

employer succeed.

Satisfaction when assessed as feelings of energy, enthusiasm and positive

affective states becomes a facet of engagement. Organization commitment is an

important facet of the state of engagement as it is positive attachment to the larger

organizational and measured as a willingness to exert energy in support of the

organization, to feel proud as an organization member and have personal identification

with the organization. Job involvement is looked at as a facet of psychological state of

involvement. A feeling of empowerment connotes the inclination to action another state

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of engagement. This organization is no different and thus wanted to understand ways of

creating employee delight for its employees. The 250 odd people strong company

believed that the employee satisfaction levels needed to be taken to the next level. Taking

the employee satisfaction survey as the base, the problem areas were identified. The

project on designing an employee engagement framework was essentially formulated to

address the gaps.

1.1 The 10Cs of employee engagement

II. Connect – Connect is termed as the relationship between the employees and the

management. If this connect got fractured, then no kind of financial incentive or

perks will persuade the employee to perform the best job.

III. Career- Managers should give employees the work that they love to do and that

challengs their skill sets and ultimately lead to various growth opportunities. No

one likes to do the same job repetedly. Therefore, rotating the jobs can create

more interest and enhance the confide4nce of the employees.

IV. Clarity- Leaders must make the employees clear about their jobs. They should be

aware of their duties and responsibilities and also know about the goals,mission

and vision of the organization and also the goals that department heads have for

the division or unit.

V. Convey- leaders should properly convey and c;earify their expectations from the

employees so that they can work accordingly. The leaders should also give timely

feedback that encourages them to master important tasks facilitating goal

achievement.

VI. Congratulate- Congratulate is giving feedback to the employees in both the

cases- when their performance is low & also when they perform above the

expectations.

VII. Contribute- People want to know that how their input is affecting the revenue

growth of the organization. It can be easily viewed in hospitality industries but not

in industries like retail. So, Performance Indicators i.e. how well the company is

doing with its employees, customers and investors is important to take into

account. The employees should have a clear cut connection between their work

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and the objectives of the company. They also possess positive attitude attitude

towards their work.

VIII. Control- Employees value control over the flow and pace of their jobs and

leaders can create opportunities for employees to exercise this control. Do leaders

allow their employees to take part in setting goals for the organization & making

important decisions? Do employees have a say in organization? A feeling of being

involved in the organization creates trust and a best work culture, it also have a

positive effect on engagement & performance of the organization.

IX. Collaborate- When employees work in teams & have a good bonding with their

team members, they excel individuals & team that lacks good interpersonal

relationships. Surveys indicate that being cared about by colleagues is a strong

predictor of employee engagement.

X. Credibility- It is the duty of the leader to maintain company’s reputation and

ethical standards. They should make the employees proud of their jobs, their

performance so that they love the organization.

XI. Confidence- A leader should create confidence in the company by maintaining

the performance and ethical standards. Gaining competitive advantage also results

in engaged workforce.

1.2 Need for employee engagement

In a research conducted by Make Their Day Research Firm and Badgeville, June 13 2013

it was discovered that the employees are more encouraged by the virtual rewards and

recognition rather than financial incentives. According to them, the most meaningful

recognition they have received had no dollar value.

The things that motivated the employee’s are-

a. The type of praise they are getting (being recognized as an individual over a team,

praise from managers and peers).

b. The work environment (fun loving working environment).

c. And the various opportunities for growth that they are getting.

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1.3 Importance of employee engagement-

For the past few years now, workers lucky enough to have a job hunkered down

to ride out the economic storm. They did more with less and often had to accept salary

freezes, time off without pay, or cutbacks in hours in exchange for continued

employment. Uncertain about how long the recession would last and not willing to be a

victim of “last one in, first one out,” they also stopped looking for that next great job at a

competitor down the street. As a result, employee retention rates soared and not

surprisingly, employee engagement suffered.

Moreover, employee engagement increases performance (P), productivity (P) and

profitability($) in organizations.

Therefore, EE = P+ P+ $

The general ideal goal of every organization to have 100% motivated and engaged

employee but the actual scenario is 20-60-20 i.e.

20% of employees are ‘noxious’ or actively disengaged.

60% are retained or ‘self satisfied’, they haven’t received a good reason to leave

yet.

20% of employees are actively engaged or ‘busy bee’ of the organization, they love

working in the organization and because of them the organizations earns profit.

1.4 Activities of employee engagement-

Every company does some activities so as to engage the employees because to gain

competitive advantage a company must possess an engaged workforce having a creative

thinking doing extraordinary efforts. Marriott also does some engagement activities to

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enhance their level of employee engagement. The activities undertaken by Marriott are-

AAW (Associate appreciation week), Trainings, Departmental meetings, Open door

policy, Internal transfers/ Promotions, Expresso with GM, Associate meet, Associate/

Executive/ Manager of the month, Standing Ovation, Chak de GSS, Thank you Cards,

High Notes, Exit Interviews, Family Day.

If you ask an ex-marriott the one thing he remembers about Marriott- I’m sure that

the answer will be AAW. JW Marriott Chandigarh celebrates Associate Appreciation

Week. A Marriott Global initiative to celebrate for and with the employees.JW Marriott

Chandigarh celebrated Associate Appreciation Week in May 2013. The initiative was an

outreach week long program that Marriott celebrates every year and marks the

anniversary of its founding, by setting aside a week to express appreciation to their

family of associates who play an essential role in building enduring relationships

externally and internally.

a) Internal Transfers and promotions- Marriott provides opportunities to its employees

to grow while you work in the organization only. After successful completion of 1

year in the organization, the employee is free to apply at in any of the Marriott.

Whenever a vacancy is out , it is displayed on the notice board of HR under the

section- Post Vacancy Advice and is also exhibited in the daily rehearsels.

b) Expresso with GM- As the name indicates express, it is a kind of forum in which all

the employees sit with the GM and share all their (good and bad) experiences, and

also discuss any problem that they are facing. It is an open forum for all the associates

in which the heads of the departments are not allowed to attend that. The GM of

JWMC( Mr. Deepak Manocha) strongly feels its importance and he knows that there

are some things which cannot be shared in front of the department heads. These

meetings are held once in every two months.

c) Associate Meet- This meet is held once in a month in which the GM of JWMC

discusses the balance score card, the overall guest satisfaction score and all the

positives and negatives of the company with the employees. In short, we can say he

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does the performance management of the company for the following month i.e. what

were our targets for the month and what have we achieved.

d) Associate/ Executive/manager of the month- These reward are given in the associate

meet only. The breakup is 4+3+1 i.e. 4 associates of the month, 3 executives of the

month and 1 manager of the month. This is just a way to give to give recognition to

the employees for the extra hard work that they do or any extra ordinary work that

they do. This gives them a motivation to work more and inspires other employees to

work more to achieve those rewards. Along with the certificate, a gift voucher is also

given to the winners.

e) Standing Ovation- This is also a type of reward to the employees and more or less

similar to the above. In this the heads of every department have to write a story about

any extraordinary work that any of the employee does (instead of just nominating as

in above). And then that employee will be rewarded in the associate meet.

f) Chak De GSS- GSS- guest satisfaction survey- it is a type of feedback form given to

the guests when they leave. The scores of this survey are calculated every month and

are discussed in the associate meet. Chak de GSS indicates to raise the scores of guest

satisfaction. And in the feedback form the guests have to write the name of the

employee whom they think was the best and accordingly the points are given to the

employee. Theses points are calculated and gifts are given during the redemption of

the points.

g) Thank you cards- these are given by the department heads to their employees for

thanking them for all the work they do and they also mention what they like the most

about the employee. These are given during AAW mostly.

h) High Notes- It’s just a substitute to thank you cards given by one employee to

another. Wherever you find any employee going an extra mile for the guest, or doing

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any extra work that is beyond his/her job responsibilities, a high note is given to the

respected employee stating the name of the giver ,to whom it’s given and the reason

for giving.

i) Exit interviews- These interviews are taken when the employee leaves the

organization. This helps in knowing what are the loopholes in the organization that

led him/her to leave the job and then the company can work on that loopholes so that

it can improve on that area and the second employee doesn’t face the same problem.

j) Family day- It is celebrated once in a year. On this day, every employee can bring

his/her family to the organization and tell them the work they do, the place where

they work. There are refreshments served for the family members and the day is

celebrated with a great joy. The family also can meet the GM. In short, it’s a fun

filled day.

k) Employee Relations Line- Marriott’s guarantee of fair treatment/Open door process

that gives its employees access to management has always been a cornerstone of the

company care and fair treatment offered to all employees. The process is designed to

allow the employees to share an issue or concern affecting them or their work

environment. Whenever possible, employees can talk to their manager or department

head first. If the matter is not resolved, they can bring the issue to attention of human

resource department or general manager. If still not resolved or they don’t feel

comfortable speaking up in person, they can call the employee relations line (ERL)

toll free, any time, and at no cost.

1.4.1 Employee Engagement surveys-

Employee engagement surveys are being done in almost every company to assess

their level of employee engagement and how they can improve their level. With the help

of this survey, the company can know about its loopholes (in what area of employee

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satisfaction more work is required.) Marriott also conducts its own Associate engagement

Survey. Associate. It is conducted across all Marriotts globally .The Marriott

International gives a certain set of questions that has to be filled by the employees of all

the hotels under Marriott International. It is a 3 day event. In JWMC, for all the 3 days

there were different themes (1st day- Punjabi theme, 2

nd day- Hawaii theme, and 3

rd day-

sports theme) and all the HR people have to dress up accordingly for the respective

theme. An X-box was also setup for the employees and refreshments were also there on

all the 3 days.

1.5 Purpose of the Study

The purpose of the study is to find out the level of employee engagement in JW

Marriott and how effective is it

To analyze the views of the workers of the JW Marriott in terms of how much

they are happy working there in the organization.

To analyze the views of the management.

To determine effectiveness of employee engagement in an organization

especially in a hospitality industry.

Find out the role of employee engagement i.e. how it helps to fill the gap

between the management and the worker.

To find the actual relationship between the management and the workers

1.7 Context of the Study

Industry Overview

Hospitality industry comprising a hotel & catering Industries is one of the fastest

growing industries in the world. In the global contest to the sector has witnessed booming

growth in the past decades or two especially after the opening of the economy. Besides

India with its reach historical past & varied geographical locations like hill stations &

beaches has always been a very attractive tourist destination. Efforts by the Government

to promote India as a prime tourist destination in the world as paying dividends & there

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has been a definite increase in the volume of the international tourists visiting the

country. More encouraging has been the steady growth in the number of Indians

travelling within the country both for the pleasure & business as fall out of the increasing

levels of income & education. All these have augured well for the hotel industry which

has grown tremendously both in terms of capacity & service.

Hotel caters to different categories of client & therefore the industry offers

services varying from the super deluxe category to budget category. The hotel industry

includes leisure & travel industries as well as food & catering business. The industry is

still evolving in our country & has a huge employment potential. Intact, supply of trained

manpower in this sector is far below the demand. In UK food retailing & wholesaling

employs nearly 9 lakhs people working over 1 lakh location.

Few prospective jobs are that of Chefs. Restaurant Manager, Captain & Stewards.

Banquets, Housekeeping, Sales & Marketing, Front Office, Guest Relations, General

Managers, Head of the departments, Finance & Accounts, Travel related services,

Hostess, Maintenance & Engineering. Event Manager etc.

Company Overview

JW Marriott is part of Marriott International’s luxury portfolio and consists of

exceptional properties in gateway cities and distinctive resort locations around the

world. These elegant hotels and resorts cater to today’s sophisticated, self-assured

travelers, offering them the quiet luxury they seek in a warmly authentic, relaxed

atmosphere lacking in pretense. JW Marriott properties artfully provide highly

crafted, anticipatory experiences that are reflective of their locale so that their guests

have the time to focus on what is most important to them. Currently, there are 52 JW

Marriott hotels in 22 countries; by 2014 the portfolio will encompass 76 properties in

28 countries.

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JW Marriott Chandigarh is the luxury address in Chandigarh, the city beautiful.

Excluding elegance and craftsmanship, the hotel is centrally located within close

proximity to the airport and the railway station, in addition to the Business District-

sector 17 and the Information Technology Park. Chandigarh, being a gateway city,

provides access to key tourist destinations of North India.

Conceptualized around the five elements of nature, the hotel is elegance

personified. The grand entrance makes for a spectacular welcome with beautifully

crafted water bodies and flaming torches. With the simple use of natural materials

like travertine and timeless sycamore wood, the interiors of the hotel exhibit

welcoming warmth, use of natural materials, resonates with the urban planning of

renowned Swiss architect Le Corbusier who designed Chandigarh.

The hotel spells understand luxury, offering 164 spacious rooms, including 4

suites and 1 presidential suite elegantly designed in a unique open layout. In keeping

with tradition, the culinary experience at the JW Marriott Chandigarh is an

extravagance of flavours and finest delicacies. The food is authentic, true to the local

culture and crafted to suit the refined palate. Multiple dining options include Saffron

(fine dining Indian Cuisine), The Café @ JW (Global Cuisine), Oregano Restaurant

& Bar (Italian Cuisine), Chandigarh Baking Co. ( Deli & Patisserie), The Lounge,

Whiskey 111- Bar.

The Grand Ballroom has a majestic ceiling height of over 6 metres, adorned with

crystal chandeliers. The available area of 16500 sq. feet includes indoor and outdoor

space for meetings and banqueting facilities making it an ideal choice to host elegant

weddings, social events, meetings and conferences. Other facilities include Business

centre, a full service executive lounge and the award winning Quan Spa, an oasis of

relaxation and rejuvenation.

So whether travelling to Chandigarh on business or leisure JW Marriott Chandigarh is

always a luxury destination.

.

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CHAPTER- 2: REVIEW OF LITERATURE

As the economy is growing, organizations having an active employee

engagement programs will thrive. The era is now for HR and talent management

professionals to do more effort for helping everyone to achieve highest level of

satisfaction and motivation. Enhancing the level of employee engagement to re-

engage workers is supposed to be the 1st step in this retention process to ensure

survival of the fittest i.e. only the best and brightest attain success in the

organization. The paper by (Cataldo, 2011) also discusses about the attributes of

different employee engagement levels. It was basically based on the Gallup’s

survey of Employee Engagement i.e. the Q12 questionnaire. According to the

Gallup organization, the cost for keeping actively disengaged workers over a five-

year period was approximately $300 billion in lost productivity and employee

performance. Then it describes about 4 steps of improving employee engagement

taking the example of south west airlines. In conclusion, This white paper:

a) Outlines the characteristics of engaged employees

b) Identifies the traits that engaged, disengaged and actively disengaged

c) employees demonstrate

d) Explores the costs of poor employee engagement to organizations

e) Provides suggestions to human resource and talent management professionals

f) on how to gauge employee engagement in their organizations

g) Offers employee engagement trends and steps to improve employee

h) engagement that HR and talent management professionals can take

The interconnectedness of structures in 1965; and the growing weight of

evidence since that time suggest that productivity challenges are unlikely to be

solved by fixing a single factor in isolation. People play the critical role in

positioning all other factors for maximum effect. The examples in this white

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paper illustrate some of the pressing and critical issues that manufacturers must

address. Extremely complex problems can be addressed if employees have the

will, capabilities and cooperative mindset required. Making unmanageable change

depends to a large extent on employee engagement–being willing to go the extra

mile to solve problems that others would prefer to avoid.

This doesn’t only apply to tertiary quailed engineers and specialists. It applies to all

workers. Australia has high wage rates, but also has more educated process workers than

some competitors. Productivity gains can be discovered by aligned and engaged workers

throughout an organization. Employee involvement and commitment can turn the

disadvantage of high wages on its head. (Levitt, 2012), has highlighted that there is much

within individual companies’ control for making game-changing productivity

improvements.

There are no easy answers, but companies can achieve huge profits by continually

ensuring that they have the right people, processes, resources and technology. Measuring

and improving employee engagement is a vital facilitator of supporting the relentless

quest for making ongoing improvements and looking for ways to outperform competitors.

Knowing what employees really think makes it possible to provide them with the targeted

support and resources they need to deal with the unheard-of levels of threat and

opportunity facing manufacturers in the current economic environment. Research tells us

that employee engagement and alignment makes the difference between success and

failure in a business, especially during tough times. This white paper provides

perceptivity on how employee engagement can help your organization build sustainable

high performance in the manufacturing industry. It includes four short case studies on

how employee engagement helped boost productivity in four key areas:

a) people

b) processes

c) resources, and

d) technology

http://www.insyncsurveys.com.au/surveys-consulting/employee-surveys-consulting/alignment-and-engagement-survey-and-consulting/

http://www.insyncsurveys.com.au/surveys-consulting/employee-surveys-consulting/employee-engagement-survey-and-consulting/

http://www.insyncsurveys.com.au/surveys-consulting/employee-surveys-consulting/employee-engagement-survey-and-consulting/

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(Garman, 2013) proposed in their article that all the employees are our brand

ambassadors whether the front or back office. Great managers help employees understand

how every role in the organization connects to the customer. The moment when an

employee creates an emotional connection with a customer has profound implications for

a company's productivity and profitability. Employees who know how to make the most

of these moments can engage customers -- and engaged customers spend more, visit more

often, resist competitive overtures, promote the company's brand to others, and forgive

the occasional service blunder. Companies that know how to prepare employees to

engage customers can drive real growth.

When it comes to boosting customer engagement, the back office matters as

much as the front line. Engaged employees, whether on the front lines or several layers

removed, are well-qualified to serve as a company's brand ambassadors. When

employees interact with your existing or potential customers, they give meaning and

dimension to your company's brand promise. The best employee brand ambassadors

don't stop at the end of the workday. They extol the virtues and values of their

company's brand even when they are off the clock -- in conversations with friends,

family, and neighbors and on social media.

Yet Gallup's recent research with more than 3,000 randomly selected workers

shows that only 41% of employees felt that they know what their company stands for

and what makes its brand different from its competitors. When examining the data by

job role, 60% of executives strongly agreed that they know what their company stands

for and what makes its brand(s) different from its competitors, compared with 46% of

managers. But only slightly more than one-third (37%) of "other" employees (non-

executives and non-managers) strongly agreed that they understand their company's

brand promise and brand differentiation, yet these workers are the most likely to

interact with customers every day. When workers are engaged but not aligned with

their organization's brand, it limits their power to create an engaging customer

experience that will actually drive EPS. Great companies understand that employee

engagement itself is not a destination -- it is a platform to even higher performance,

greater productivity, and increased revenue. Fully engaged customers represent a 23%

http://businessjournal.gallup.com/content/156197/Employees-Don-Brand.aspx

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premium in terms of share of wallet, profitability, revenue, and relationship growth

over average customers.

Employees are the greatest asset of the organization and these days the only

employees can create competitive advantage for the company. The paper says that the

key drives of engagement are workers, employees and managers or entire organization.

Communication plays a significant role in employee engagement.According to

(Reddering, 2009), a well communicated employee is an engaged employee. Employee

engagement is not a new word that has come from nowhere but it was there from years

before. Employee engagement encourages productive and dedicated team members

which ultimately enhances the productivity of the organization. According to Gallup,

there are 3 levels of employee engagement – actively disengaged, not engaged and

actively engaged. The paper also discusses about the various elements of empowerment

and 360 solutions is enhancing their employee engagement levels.

Employee engagement is problematic. The results from the survey show this

beyond any doubt. When employees are engaged, they demonstrate higher levels of

performance and commitment, and improved work relationships. When they are

disengaged, productivity suffers and relationships between employees can become

dysfunctional. Whether engaged or disengaged, employees generally stay with their

organizations, having either a positive or negative impact. Increasing engagement is a

multifaceted challenge, but there are a number of common themes. One, provide people

with greater control over how they do their work. Two, give employees opportunities to

use their skills. Three, build better communication and relationships between

management and staff. These themes remain constant; they are identified by engaged and

disengaged employees, males and females, and all generations. Driving engagement

requires adjusting our work environments and processes. This is the realm and

responsibility of leadership, and it is leaders who bear the initial burden. More than eight

out of 10 respondents indicate that senior leaders and managers are the ones to increase

engagement. From initially matching a person’s skills to the job requirements, to

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communicating clear expectations, to recognizing a job well done, leadership begins and

sustains employee engagement. Yet there is also reason for hope in these results. With

increased communication, less micromanaging, and greater responsibilities for

employees, employee engagement makes leaps forward. Organizations with training on

how to increase engagement show much improvement compared with those with no

training, even when that training is infrequent. It does not have to take much to get started

and realize some benefits of increased engagement.

As per the author, (Bakker, 2011) , Top Tips for Driving Engagement

1. Build positive work relationships.

2. Ensure a good fit between people’s skills and their job requirements.

3. Provide regular feedback on performance.

4. Give opportunities to learn new skills.

5. Give employees greater control over their work: stop micromanaging.

6. Celebrate progress and recognize employees’ accomplishments.

7. Share information: communicate the direction and strategy of the

organization.

8. Give employees the opportunity to share their ideas.

Employee engagement is a concept with multiple definitions, arguably no form of

direct measure, and a puzzling crossover with other longer standing concepts. As said

above, the paper includes various definitions of employee engagement by Kahn, Gallup,

Kieron Shaw, Dell and International Survey Research. So, there are no limits to the

definition of employee engagement and to measure it every organization has different

tools such as Surveys (engagement Survey, Attitude Survey), Q12 questionnaire(by

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Gallup), 12 attitude statements(by Development Dimensions International).According to

(Colin Dicke, 2007) HR leaders need to be very concerned about employee engagement

that can make their organization productive and healthy.

The definition of engagement has been studied in order to better understand how

it compares to related concepts of employee satisfaction, employee attitudes, and

affective organizational commitment. From this point, the value-profit chain has been

expanded to suggest a means by which engagement can bring forth positive effect for the

firm with special attention paid to the potential for complex relationships between

engagement and firm-level financial performance to egress. Lastly, evidence supporting

and taking away from the argument that engagement exhibits a positive causal influence

on firm performance has been evaluated by (Holwerda, 2006). Does this bring us any

closer to determining what practical benefit engagement holds for corporations today? Is

employee engagement really just old wine in new bottles? The answer to the latter

question is yes in some cases. The concept of employee engagement, especially in a

practical sense, adopts heavily from better defined, more mature ideas and measures of

employee attitudes, satisfaction, and commitment. However, when the significant and

growing body of reported evidence of the positive effects of engagement is taken into

account (e.g., Bates, 2004) along with the fact that “all things being equal, organizations

with happy and committed employees outperform those with 39 less happy and less

committed employees” (Carrig & Wright, 2006: 31), the potential for practical

significance in terms of financial performance begins to grow. Cross-sectional designs,

however, reveal consistent positive correlations between engagement and positive

proximal outcomes, which, according to theory put forth by Heskett & colleagues and

later, by Carrig & Wright, suggest significant potential for an engaged workforce to drive

business success. Despite this, the role of engagement in directly causing increased

business performance remains unproven even in the face of claims that increases on a

scale measuring engagement levels will lead to specific monetary increases in revenuesAt

the very least, the study finds no evidence that positive employee relations comes at the

expense of financial performance. Firms can have both. (2003: 987) Thus, when

P a g e | 19

engagement is considered at its most basic level—as a mechanism to achieve the goal of

the most positive work environment possible—it appears that old wine may still serve its

purpose, even if it is in new bottles.

Employees who are engaged during a change management initiative are likely to

have increased “buy-in” and better performance. Considerable research concerning

change management strategies lists employee engagement as a primary function for

successfully implementing a change management initiative. The key functions associated

with successful change management also share a strong relationship with employee

engagement. Communication is most common of these functions followed by

collaboration, information flow, trust, and effective problem solving. If an organization is

proficient in the functions required for successful change management, they are proficient

in functions strongly associated with employee engagement. Contrary to the statements of

change management consultants there are no ‘silver bullet’ strategies that apply to all

firms. (Dicke, CAHRS, 2007) in his research has determined that there are different

types of change, so as an organization begins the process of developing a change

management strategy it is important that they adjust accordingly. Organizational

commitment is a closely related concept to employee engagement but holds a longer

history; therefore research on its relationship with change management can provide

valuable insight. Successful change management strategies seem to be customized

according to the unique qualities and competitive environment of an organization and

may incorporate different components of other successful strategies. Finally, the largest

barrier to employee engagement during change seems to be an organizational culture

lacking experience with or support for the primary functions required for engagement and

change management.

P a g e | 20

(Alan M. Saks, 2006) purpose of this study was to test a model of the antecedents

and consequences of job and organization engagements based existing models of

engagement and SET. This study provides one of the first empirical tests of the

antecedents and consequences of employee engagement and makes a number of

contributions to this new and emerging area. First, this study approached engagement as

role specific with respect to one's job and organization. In fact, the results demonstrate

that job and organization engagements are related but distinct constructs. Participants'

scores were significantly higher for job engagement compared to organization

engagement. Second, this study found that a number of factors predict job and

organization engagement. While POS predicted job and organization engagement, job

characteristics predicted job engagement and procedural justice predicted organization

engagement. Third, the results of this study indicate that job and organization

engagement are related to employees' attitudes, intentions, and behaviors. In particular,

job and organization engagements predicted job satisfaction, organizational commitment,

intention to quit, and OCBO while only organization engagement predicted OCBI.

Finally, the results of this study suggest that employee engagement can be understood in

terms of SET. That is, employees who perceive higher organizational support are more

likely to reciprocate with greater levels of engagement in their job and in the

organization; employees who are provided with jobs that are high on the job

characteristics are more likely to reciprocate with greater job engagement; and employees

who have higher perceptions of procedural justice are more likely to reciprocate with

greater organization engagement. Engaged employees are also more likely to have a

high-quality relationship with their employer leading them to also have more positive

attitudes, intentions, and behaviors.

(Carnegie, 2011) enjoined that in this era everything can be copied like cost

structure, products, strategies and technologies but what gives any company competitive

edge in the market is people – the workforce of the company and it also gives a better

ROI and therefore better profitability. Rather saying employee, it’s an engaged employee

is the need of the hour. In his research he found that, according to the employees the 2

P a g e | 21

factors that drives engagement is how your supervisor treats you and the respect and

recognition that you get in the company. Then the author discusses about various findings

i.e. among the 1,500 employees, only 29% are fully engaged and 26% are disengaged.

Almost half (45%) are partially engaged, Gender, ethnicity and work status (full/part

time) do not emerge as critical variables of employee engagement. As the recruiting costs

are increasing at a very high rate i.e. 1.5 times annual salary so as the need to retain an

employee in the organization. Long-term employee engagement starts with good

communication between employer and employees as well as among co-workers, fostering

a positive working environment.

P a g e | 22

CHAPTER- 3: RESEARCH METHODOLOGY AND PROCEDURE

Field work has been conducted by using Survey Research Method and by

which the opinion and thoughts of workers and management have been recorded.

Survey research conducted for the report is limited.

3.1 Research Objectives

i) Identifying factors involved in building a great place to work .

ii) Understanding the importance of employee engagement in hotel industry and how

it affects employee retention, satisfaction and motivation.

3.2 Unit of Analysis and Survey Area

The study was focused on the employees of

JW Marriott Chandigarh only. The sample consisted of entry-level employees,

supervisors, and managers from the four areas of hotel operations: rooms (e.g., front

office, housekeeping, reservations, and engineering), food and beverage (e.g., restaurants,

room service, and convention and catering), sales and marketing, and administration

(e.g., human resources and accounting).

P a g e | 23

3.2 Research Design

To achieve the objective two methods of research design has been used-

1. Descriptive research - It includes survey and enquiries of the data. The major

purpose was the complete description of the problem.

2. Exploratory research- This research method has been used to analyze the relation

between the workers and the management.

3.4 Data collection

For data collection, following methods were used:

Primary Data :

Questionnaire (One to One conversation while filling the Questionnaire).

Secondary Data :

Internet

Books

Published journals and reports

Research Paper and articles

3.5 Instrument Used

A questionnaire was used to collect data

necessary to meet the purpose and objectives of the study. The questionnaire had eight

sections. It included questions about respondents‟ engagement at work. A 5-pointer from

1(strongly agree) to 5(strongly disagree) measured three dimensions of employee

engagement including vigor, dedication, and absorption. And for exploratory research-

Magazines, Newspapers, Journals, Reports, Research and White papers.

P a g e | 24

3.6 Sampling Design

The sample size for the above study was a total of 50 from the whole

Chandigarh Area. The respondents of a sample are selected using

convenience sampling.

3.7 Data Analysis Tool

SPSS

Microsoft Excel

P a g e | 25

CHAPTER 4: DATA ANALYSIS AND INTERPRETATION

4.1 Employee Analysis

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly agree 23 46.0 46.0 46.0

Agree 25 50.0 50.0 96.0

Neither agree nor

disagree

2 4.0 4.0 100.0

Total 50 100.0 100.0

Table 1: I receive useful and constructive feedback from my supervisors

Figure 1: I receive useful and constructive feedback from my supervisors

Analysis- According to the Table 4.1,

approximately 96% of the employees receives valuable feedback from the employees in

which 46% find it very useful that helps in their development in the organization. And

4% may or may not find it valuable or that can give any profit to them.

P a g e | 26

Frequency Percent

Valid

Percent

Cumulative

Percent


Agree 22 44.0 44.0 96.0

Neither agree nor

disagree

2 4.0 4.0 100.0

Total 50 100.0 100.0

Table 2: My manager treats all his /her employees fairly

Figure 2: My manager treats all his /her employees fairly

Analysis- It can be clearly indicated from the above table (4.2) that 26 out of 50

employees feel that there is no discrimination being done in terms of caste, religion etc.

and they can are treated equally in the organization, 22 employees agree and 2 employees

don’t want to share this or they might have not faced any situation like this before in

which their supervisor have to choose amongst employees.

P a g e | 27

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree

39 78.0 78.0 78.0

Agree 11 22.0 22.0 100.0

Total 50 100.0 100.0

Table 3: The organization respects its employees

Figure 3: The organization respects its employees

Analysis -As is portrayed from the graph,

none of the employees disagrees from the statement that they are being respected in the

organization. Therefore, it can be said that the organization respects all its employees

whether and the employees are happy to work there and they feel respected and

recognized in the organization.

P a g e | 28

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly Agree 20 40.0 40.0 40.0

Agree 22 44.0 44.0 84.0

Neither agree nor

disagree

2 4.0 4.0 88.0

Disagree 6 12.0 12.0 100.0

Total 50 100.0 100.0

Table 4 The organization values the contribution I make

Figure 4: The organization values the contribution I make

Analysis- As is depicted by the graph, 6%

employees feel that they not being valued in the organization that is not good for the

betterment of the organization and this may be the reason of high retention rate in the

organization. And cumulatively, 84% employees thinks that their contribution is being

valued.

P a g e | 29

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly Agree 24 48.0 48.0 48.0

Agree 19 38.0 38.0 86.0

Neither agree nor

disagree

5 10.0 10.0 96.0

Disagree 2 4.0 4.0 100.0

Total 50 100.0 100.0

Table 5 : I am paid fairly for the work I do

Figure 5: I am paid fairly for the work I do

Analysis- Only 2 employees out of 50 thinks

that they are underpaid and this may be because of several reasons- their friends might be

getting more pay for the same work or high expectations etc. But around 50% are highly

satisfied with their pays and approx 40% are satisfied. Because in Marriott gives a lot of

perks to its employees also i.e. 6 offs a month, 50% discount if you dine in the hotel, 25%

discount in the room rent etc. So this undermines the effect of lesser pay.

P a g e | 30

Frequency Percent

Valid

Percent

Cumulative

Percent


Agree 27 54.0 54.0 94.0

Neither agree nor

disagree

3 6.0 6.0 100.0

Total 50 100.0 100.0

Table 6 : Senior management is genuinely interested in employee opinions and ideas

Figure 6: Senior management is genuinely interested in employee opinions and ideas

Analysis- It’s a thing to be proud of that none

of the employee thinks that they are not listened in the organization. No doubt there are

6% of the employees that are neutral on this statement and the reason behind this is-a)

non attending departmental meetings, b) doesn’t find departmental and associate meets

valuable so don’t want to speak or give opinions in that meetings.

P a g e | 31

Table 7: My benefit plans are comparable to those offered by other organizations

Figure 7: My benefit plans are comparable to those offered by other organizations

Analysis- It can be clearly said from the

results that each and every employee in the organization is happy with their benefit plans.

The benefit plans provided by Marriott are easy to understand and employees find them

very useful for eg- Provident Fund, Insurance ( you, your spouse and 2 children are

insured under ESIC). This helps in increasing the engagement level in the organization.

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

agree

24 48.0 48.0 48.0

Agree 26 52.0 52.0 100.0

Total 50 100.0 100.0

P a g e | 32

Frequency Percent

Valid

Percent

Cumulative

Percent


Agree 25 50.0 50.0 86.0

Neither agree nor

disagree

7 14.0 14.0 100.0

Total 50 100.0 100.0

Table 8 : I feel physically safe in my work environment

Figure 8: I feel physically safe in my work environment

Analysis-36% of the employees strongly

agree that they are safe in the organization and the work culture is also safe and protected

and 50% agrees whereas 14 % of the employees are neutral on the statement. And this

14% consists of the employees who doesn’t work on high conditions(like heat or cold),

they are mostly front office employees.

P a g e | 33

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

agree

19 38.0 38.0 38.0

Agree 31 62.0 62.0 100.0

Total 50 100.0 100.0

Table 9: The organization provided as much training as i needed

Figure 9: The organization provided as much training as I needed

Analysis-Training in Marriott is considered

as part and parcel for the organization Regular trainings are provided in Marriott say it be

15 minutes training, 45 minutes training, In the Beginning Training, Perfect pitch, Fine

Tuning, Symphony of service etc. and it is compulsory for every employee to attend

every training once in a month so that none of the employee is left behind who has not

received training and he/she can better perform his/her job.

P a g e | 34

Frequency Percent

Valid

Percent

Cumulative

Percent


Agree 27 54.0 54.0 94.0

neither agree nor

disagree

2 4.0 4.0 98.0

11.00 1 2.0 2.0 100.0

Total 50 100.0 100.0

Table 10 : I am willing to give extra effort to help my company succeed

Figure 10: I am willing to give extra effort to help my company succeed

Analysis-As is indicated by the results, that

40% and 54% of the employees strongly agree and agree with the statement that if the

company requires them for extra effort,they are ready to help the company respectively.

This shows that the employees are very dedicated towards their work and are happy to be

in that organization .Extra effort indicates extra time for work and less time for family,

they are even agree to that that. Therefore employees are the strength of Marriott.

P a g e | 35

Figure 11: Rating of the work facilities

Analysis- As can be seen from the above Bar

Chart, The 5 Most prominent work facilities that affect work satisfaction are –

Technology, Work shifts, Work Culture, Promotions, and Work Pressure. This can be

said that Employee satisfaction can be easily managed by managing these facilities.

Table 11: Are you satisfied with your organization

Analysis- As can be seen from the table

4.12, 98% of the employees agree that they are satisfied working in the organization. This

0

0.5

1

1.5

2

2.5

3

Mean

Mean

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid 1 21 31.3 42.0 42.0

2 28 41.8 56.0 98.0

3 1 1.5 2.0 100.0

Total 50 74.6 100.0

Missing System 17 25.4

Total 67 100.0

P a g e | 36

indicates that the employee engagement level for the organization is very good.Only 2%

of the people need to be worked upon.

4.2 Factor Analysis: It is used in case of large number of variables.

How will you rate the management on these facilities?

Kaiser-Meyer-Olkin Measure of Sampling

Adequacy.

.601

Bartlett's Test of

Sphericity

Approx. Chi-Square 353.527

df 91

Sig. .000

Table 12 : KMO and Barlett's Test

In order to validate the relevance of using this

statistical method, statistical tests are used: Bartlett specificity test and measure of

sampling adequacy of Kaiser Meyer Olkin(KMO).. It is considered that if KMO is

between 0.9 and 1 factorial model results will be excellent, will be good if they are

between 0.8 and 0.9; acceptable, between 0.7 and 0.8; regular, between 0.6 and 0.7, and

the lower limit of acceptance, but acceptable, they are between 0.5 and 0.6, and

unacceptable when less than 0.5. As is rephrased from the table, the value of KMO is

0.601 so it is acceptable.

Moreover, The Bartlett test of specificity of

the hypothesis that the correlation matrix is an identity matrix. For the factor analysis to

work we need this test to be significant (i.e. to have a significant value less than .05). As

we can see from the table the significant value is .000 hence the Bartlett’s test is highly

significant and therefore factor analysis is appropriate.

P a g e | 37

Total Variance Explained

Compone

nt

Initial Eigenvalues Extraction Sums of Squared Loadings

Total % of

Variance

Cumulative

%

Total % of

Variance

Cumulative

%

1 3.721 26.578 26.578 3.721 26.578 26.578

2 2.775 19.819 46.397 2.775 19.819 46.397

3 1.502 10.730 57.128 1.502 10.730 57.128

4 1.202 8.587 65.715 1.202 8.587 65.715

5 1.045 7.467 73.182 1.045 7.467 73.182

6 .924 6.599 79.781

7 .738 5.270 85.051

8 .590 4.213 89.264

9 .534 3.812 93.077

10 .383 2.737 95.814

11 .305 2.179 97.993

12 .139 .994 98.987

13 .097 .693 99.681

14 .045 .319 100.000

Extraction Method: Principal Component Analysis.

Table 13: Total variance

From the above table we see that initially SPSS identifies 14 components within

the data set. The first few factors explains relatively large amount of variance whereas

rest of the factors explain small amount of variance. It has been taken out the components

that as Eigen value greater than 1 are extracted, which leaves 5 factors with us and the

cumulative variance is 73.182.

P a g e | 38

Communalities

Initial Extracti

on

How will you rate the

management for

providing these work

facilities- Cleanliness

1.000 .938


management for


facilities- Cafeteria

1.000 .623


management for


facilities-

Technology

1.000 .632


management for


facilities- Work shifts

1.000 .767


management for


facilities- Leadership

Skills

1.000 .927


management for


facilities- Medical

Facilities

1.000 .671

How will you rate the 1.000 .649

P a g e | 39

management for


facilities- Receational

facilities


management for


facilities- Timely

wages

1.000 .500


management for


facilities- Work

culture

1.000 .829


management for


facilities- Promotions

1.000 .845


management for


facilities- Work

pressure

1.000 .863


management for


facilities- Inter

personal relationships

1.000 .778


management for


1.000 .415

P a g e | 40

facilities- Employee

relations line


management for


facilities- Resolving

problems

1.000 .809

Extraction Method: Principal Component

Analysis.

Table 14 : Communalities

The above table gives the factor before the extraction. The Principal component

analysis is based on the assumption that initially all the variances are common and then

the factors are extracted. After extraction some factors are discarded and so the

information is lost therefore the amount of variance can be explained by component

obtained after extraction.

Component Matrixa

Component

1 2 3 4 5


management for


facilities- Cleanliness

.956 .075 .115 .008 .078


management for


facilities- Cafeteria

.765 .170 -.088 -.032 .024


management for


-.074 .429 .662 .035 .066

P a g e | 41

facilities-

Technology


management for


facilities- Work shifts

-.103 .801 -.128 -.266 -.163


management for


facilities- Leadership

Skills

.951 .080 .123 .008 -.026


management for


facilities- Medical

Facilities

.040 .068 .815 -.018 -.010


management for


facilities- Receational

facilities

.469 -.242 -.063 .599 -.091


management for


facilities- Timely

wages

.263 .433 -.364 -.007 .333


management for


facilities- Work

culture

-.159 .765 -.016 .462 .068

P a g e | 42

Table 15: Component Matrix


management for


facilities- Promotions

.030 -.030 .010 -.258 .881


management for


facilities- Work

pressure

.013 .781 .004 -.444 -.234


management for


facilities- Inter

personal relationships

-.234 .636 .020 .533 .183


management for


facilities- Employee

relations line

.399 .236 -.429 -.008 -.124


management for



problems

.879 .001 .161 -.090 -.051

Extraction Method: Principal Component Analysis.

a. 5 components extracted.

P a g e | 43

This table gives the component matrix after extraction in which 14 factors has

been reduced to 5 major components that includes all the factors within it. This shows the

loading of each variable onto each factor.

4.3 Correlations

Bivariate Correlation tests whether the relationship between two variables is

linear (as one variable increases, the other also increases or as one variable increases, the

other variable decreases).

Pearson Correlation- This type of bivariate correlation test requires that the

variables both have a scale level of measurement (there is a rank order for the values and

the distance in between the values can be determined).

Table 16 : Correlation is significant at the 0.01 level (2-tailed).

Correlations

Are you

satisfied

working in

this

organization?

How will you

rate the

management

for providing

these work

facilities-

Timely

wages

Are you satisfied

working in this

organization?

Pearson

Correlation

1 .388**

Sig. (2-tailed) .005

N 50 50

P a g e | 44


management for


facilities- Timely

wages

Pearson

Correlation

.388**

1


N 50 50

In this case, the Pearson’s value is describing the correlation between the

satisfaction and work culture. As is seen from the above table, the value is 0.130,

this indicates that there is a weak relationship between your two variables. This

means that changes in one variable are not correlated with changes in the second

variable.

Table 17: Correlations

Are you

satisfied

working in

this

organization?

How will

you rate the

management

for providing

these work

facilities-

Resolving

problems

Are you satisfied

working in this

organization?

Pearson

Correlation

1 .470**


N 50 50


management for



problems

Pearson

Correlation

.470**

1


N 50 50

P a g e | 45

Table 17: Correlations

Are you

satisfied

working in

this

organization?

How will

you rate the

management

for providing

these work

facilities-

Resolving

problems

Are you satisfied

working in this

organization?

Pearson

Correlation

1 .470**


N 50 50


management for



problems

Pearson

Correlation

.470**

1


N 50 50

**. Correlation is significant at the 0.01 level (2-tailed).

The Pearson correlation value is 0.470 i.e. very close to 0.5. So, it indicates that

there is a strong relationship between satisfaction and how quickly the organization

solves any problem.

P a g e | 46

Are you

satisfied

working in

this

organization?

I receive

useful and

constructive

feedback

from my

supervisors

Are you satisfied working in

this organization?

Pearson

Correlation

1 .239


N 50 50

I receive useful and

constructive feedback from my

supervisors

Pearson

Correlation

.239 1


N 50 50

Table 18

As can be seen from the above table, receiving feedback is not a major component for

satisfaction according to the employees.

Are you

satisfied

working in

this

organization?

The organization

respects all its

employees?

Are you satisfied

working in this

organization?

Pearson

Correlation

1 .219


N 50 50

P a g e | 47

The organization

respects all its

employees?

Pearson

Correlation

.219 1


N 50 50

Table 19

No doubt respect and recognition do play an important role in the organization. But as the

Pearson’s value is very less( 0.219), it indicates a weak correlation among the two

variables.

4.4 Cross tabulation

Are you satisfied working in the organization? * What is your gender?

Crosstabulation

What is your

gender?

Total 1 2

Are you satisfied

working in the

organization?

1 15 9 24

2 18 7 25

Total 33 16 49

P a g e | 48

Value df

Asymp. Sig.

(2-sided)

Exact Sig. (2-

sided)

Exact Sig.

(1-sided)

Pearson Chi-Square .503a 1 .478

Continuity Correctionb .163 1 .686

Likelihood Ratio .503 1 .478

Fisher's Exact Test .551 .343

Linear-by-Linear

Association

.492 1 .483

N of Valid Cases 49

Table 19: Chi- Square Test

Figure 12: Bar graph depicting the satisfaction level among different genders in the

organization

P a g e | 49

CHAPTER 5: SUMMARY OF FINDINGS

The Overall Satisfaction Score for the JWMC

is 94% according to the management. Therefore, it can be said that about 94% of the

employees of JWMC are actively engaged and only 6% are less engaged and 6% is quite

a low score that can be easily worked upon. If 94% employees are happy to work there,

then what’s the problem that only a subset of employees is facing?

The positive facets of JWMC are

i. They give proper respect and recognition to the employees( as there

was 100% positive response for that, referring to question no.- 5)

ii. Good amount of training is imparted to the employees( referring to

question no.- 9)

iii. The employees are happy with the benefits plan they are getting for

example :- PF, ESIC etc. ( referring to question no.- 7)

One problem that I noticed in the organization

is the way the supervisors treat their employees. It’s not always the problem but in 3 out

of 10 cases the supervisors gets hotheaded and something bad happens between the

employee and the supervisor that spoils their relationship.

Marriott has a very good practice for tackling

these problems i.e. Commitment to correct form. If any employee does any misconduct

for the first time during his job, he’s given a just a warning. But if he/she repeats the

same thing, the manager suspends the employee from the work and then he/she is liable

to fill the commitment to correct form in HR department stating the misconduct and the

reason. Finally, the head of the HR department counsels the employee and leaves the

employee on warning for the last time.

P a g e | 50

5.1 Conclusions

Objectives Conclusions

To analyze the views of the

workers of the JW Marriott in

terms of how much they are happy

working there in the organization.

The employee engagement level

of the organization is 94% as per

the management. So, it can be

concluded that 94% of the

workforce is happy working there.

As per the question no.13, 98% of

the employees are satisfied with

the organization.

Departmental meetings are being

held on daily basis to discuss the

main agenda of the day. For

proper communication, there are

notice boards, Daily Rehearsals

etc.

To analyze the views of the

management.

Management wants the employees

to participate and put fort their

views, more innovative ideas

which can help in enhancing the

productivity of the organization.

To determine effectiveness of

employee engagement in an

organization especially in a

hospitality industry.

Workers are satisfied with the

working of organization however

there are few factors like resolving

problems, leadership skills and

cafeteria issues in which

organization needs to put more

efforts.

P a g e | 51

Find out the role of employee

engagement i.e. how it helps to fill

the gap between the management

and the worker.

Management was successful in

bridging the gap this is one of the

major conclusion of the survey.

To find the actual relationship

between the management and the

workers.

Workers need the concern of

management in the issues related to

incentives and tools and leadership.

Regarding the culture, workers are

satisfied with the work culture of

the organization.

Workers are less satisfied with the

time taken by them to resolve the

issues as compared to the trade

unions.

5.2 Recommendations

1. The sample should be somewhere around 100-150.so that it can represent the

whole universe (population) of employees.

2. It is recommended to use longitudinal designs and other methods to reduce such

biases to further validate the relationships found in this study; such longitudinal

studies would allow a stronger causal inference to be established.

3. Any further research might include additional dimensions in determining the

direct and moderating effects of psychological climate in influencing employee

engagement. In addition, investigating the relative contribution in determining

employee engagement among different psychological climate dimensions is also

recommended.

4. To diminish SDRB, the researcher emphasized guaranteed anonymity of

individual responses throughout the survey. Nonetheless, the influence of SDRB

on the result of the study cannot be completely ruled out. Thus, it is recommended

that future research in this area be conducted using multiple sources or other,

P a g e | 52

more accurate quantitative or qualitative data like archival data from

organizational records.

5.3 Limitations of the study

Although this research was carefully prepared, I am still aware of its limitations and

shortcomings -

1. The population of the experimental group is small, only fifty employees and might not

represent the majority of the employees of the organization.

2. It is unavoidable that in this study, certain degree of subjectivity can be found.

3. The first limitation involved in this study is cross-sectional design of the study. As data

for this study were collected from individual respondents at a single point in time, the

Casual relationship between the variables is prone to biases.

4. The other limitation involves the limited measure of psychological climate. Psychological

climate is a multidimensional construct with many different dimensions because it

includes individual employees‟ perceptions of virtually every aspect of their work

environment. The validity of appropriate dimensions for a study varies according to types

and characteristics of job, role, work group, and/or organization . Accordingly, the

present study selected four dimensions of psychological climate from hospitality

literature to reflect the hospitality work and organization with the maximum validity.

However, the four dimensions used in this study may not sufficiently assess employee

perceptions of their work environment in the hotel setting.

5. The primary limitation involved in this study may be the use of self-report

questionnaires. In spite of its usefulness in measuring respondents‟ subjective state of

mind, disposition, or attitude), relying on self-report information may lead to social

desirability response bias (SDRB) in statistical analysis, suggesting that the data and

relationships found in this study might have been confounded by individuals‟ tendency to

over report what they think will be “socially desirable”.

P a g e | 53

Bibliography

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fc22-4400-913d-0b522e07ec3c.pdf

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Annexure

QUESTIONNAIRE

1. I receive useful & constructive feedback from my supervisors?

a) Strongly Agree

b) Agree

c) Neither agree nor disagree

d) Disagree

e) Strongly disagree

2. My manager treats all his /her employees fairly?

a) Strongly Agree

b) Agree


d) Disagree


3. The organization respects its employees?

a) Strongly Agree

b) Agree


d) Disagree


4. The organization values the contribution I make?

a) Strongly Agree

b) Agree


d) Disagree


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5. I am paid fairly for the work I do?

a) Strongly Agree

b) Agree


d) Disagree


6. Senior management is genuinely interested in employee opinions & ideas?

a) Strongly Agree

b) Agree


d) Disagree


7. My benefit plans are comparable to those offered by other organizations?

a) Strongly Agree

b) Agree


d) Disagree


8. I feel physically safe in my work environment?

a) Strongly Agree

b) Agree


d) Disagree


9. The organization provides me as much training as I need?

P a g e | 57

a) Strongly Agree

b) Agree


d) Disagree


10. I am willing to give extra effort to help my company succeed?

a) Strongly Agree

b) Agree


d) Disagree


11. How will you rate the management for providing these work facilities- (“1” Being

the Best and “5” being the Least)

1) Cleanliness

2) Cafeteria

3) Technology

4) Work Shifts

5) Leadership

6) Medical Facilities

7) Recreational facilities

8) Timely wages

9) Work Culture

10) Promotions

11) Work Pressure

12) Interpersonal Relationships

13) Employee Relations Line

14) Resolving Problems

1 2 3 4 5

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12. Are you Satisfied Working in the organization?

a) Strongly Agree

b) Agree


d) Disagree


13. What is your Gender?

1. Male

2. Female

summer internship project on employee engagement

Documents

engagement level

level of employee engagement

employee engagement

current employee engagement

term employee engagement

support of employee

use of employee engagement

employees perspective