EE FINAL REPORT

Apollo Tyres Ltd. 2010

SUMMER INTERNSHIP PROJECT REPORT

ON

EMPLOYEE ENGAGEMENT AND SATISFACTION

Submitted in partial fulfilment of the requirement for the award of the Degree in

MASTER OF BUSINESS ADMINISTRATION

To

GUJARAT TECHNOLOGICAL UNIVERSITY, AHMEDABAD

Under the Guidance of

Prof. Preety Nair

Prepared by

AZIMKHAN J. SINDHI

(097420592019)

PARUL INSTITUTE OF ENGINEERING & TECHNOLOGY

PARUL INSTITUTE OF ENGINEERING AND TECHNOLOGY Page 1


MBA Department, LIMDA

CERTIFICATEThis is to certify that the project work entitled

“EMPLOYEE ENGAGEMENT AND SATISFACTION” was

carried out by Mr. AZIMKHAN J. SINDHI in partial

fulfilment of the Award of the degree in “Master

of Business Administration” to the GUJARAT

TECHNICAL UNIVERSITY, AHMEDABAD in the year

2009-11. It is certified that all

correction/suggestion indicated for internal

assessment have been incorporated in the

Report deposited in the department library. The

project report has been approved as it satisfies

the academic requirements in respect of project

work prescribed for the “Master of Business

Administration Degree”.

Signature of Guide Signature of

DirectorPARUL INSTITUTE OF ENGINEERING AND TECHNOLOGY Page 2


Name of Guide

Name of Director

College : Parul Institute Engineering and

Technology, MBA Department

( Ins. Code 742 )

PREFACE

In the present fast moving globalize economy, only theoretical knowledge is not sufficient for an individual to perform efficiently to bridge the gap between theory and practical.

The students are required to undergo four months training in any organization. In subjects like marketing, finance, human resources or information technology.

Summer Internship Program is a prelude to the final placements that the students will be getting. It is during two months of exposure to the industry that the student can make a mark of hard-work, sincerity, knowledge and ethics on the host organization.

Summer Internship Program would also be great learning experience since it enables the students to apply theory to practice and observe and learn the current trends in the market.

So, in order to have a practical exposure. I have been placed in “Apollo Tyres Ltd” so as to get the enhancement of my knowledge of human resource aspects.



I, AZIMKHAN J. SINDHI have been placed in Apollo Tyres Ltd., BARODA

My project is “Employee Engagement and Satisfaction” for the company.

ACKNOWLEDGEMENTACKNOWLEDGEMENT

I express profound gratitude to Mr. PGK Murty, Parul Institute of Engineering and

Technology, MBA Department, Gujarat Technological University, for arranging our training

at APOLLO TYRES LTD., Limda. I would also like to thank Ms. Preety Nair, for her

dedicated and sincere efforts towards the same.

I express my deep sense of gratitude to Mr. YSD Pawar (Head of Department HR), for

giving me the opportunity to undergo Training and for allotting a Project under his able

guidance. This project would not have been possible without his leadership and faith in me.

I wish to extend my sincere gratitude to Mr. Manoj Yande (Div. Head HR), and Mr.

Nilkanth Soni (Executive HR), for personal attention and help rendered for carrying out

training and project work.



The joy of getting acquainted with a group of well associated, highly efficient, professional

staff and faculty was a great experience to us. I acknowledge, at this moment, the

appreciation, recognition, favours, advice and encouragement from all the member of Apollo

Tyres Ltd. Limda, which has thrown new light and meaning in my life.

AZIMKHAN SINDHI

Contents

Sr.no Title Page No.

1. Executive Summary 5

2. Introduction 7

3.Employee Engagement and Satisfaction

21

4.Employee Engagement in

Apollo tyres ltd.31



4. Research Methodology 33

5. Analysis and Interpretation 35

6. Findings and Results 57

7. Suggestions 59

8. Conclusion 60

9. Bibliography 61

Executive Summary

Having employees who are thoroughly motivated and truly engaged with what they are doing is the most powerful competitive weapon any organisation can enjoy.

A fully engaged employee is intellectually and emotionally bound with the organization, gives 100 percent, feels passionately about its goals and is committed to live by its values. This employee goes beyond the basic job responsibility to delight the customers and drive the business forward. Moreover, in times of diminishing loyalty, employee engagement is a powerful retention strategy.



With reference to this c o n t e x t , this project has been prepared to put a light on how employee engagement is related with the working of any organisation, the project includes the detailed study of employee engagement and the co-relation of engaged employees with organisation, A study has been made on 100 workers of Apollo tyres ltd. And it finished with Findings, Conclusions, and suggestions.

Introduction

Apollo Tyres Limited is in the core business of manufacturing and marketing of Bias and

Radial automotive tyres in India. Company is having state of the art manufacturing facilities

in the state of Kerala, Gujarat and Maharashtra with a group turnover of Rs. 2656.81 crore.

Company have joined hands with the world's leader in tyres, Michelin. This strategic alliance

offers the world's best tyre with world's best technology to Indian consumers.

Company leads the market across all the tyre segments and has been very agile in launching

new products to satisfy the challenging customer's needs with focus on quality and safety

features of the products. The major benefit derived as result of R & D work. In Radial, it is

ACELERE- The first full range of H-Rated passenger Radial Tyre in the country which has

given the Organisation an age over its competitors which is unique in the country. In the Bias



segment, the success is marked by the development of energy efficient Tyre/ High Speed

Tyre, which will also be a real delight for the customers in days to come, specially in today's

improved road conditions.

TOP EXECUTIVE

Mr. Onkar S Kanwar

Chairman & Managing Director

Mr. Neeraj Kanwar

Chief Operating Officer & Joint Managing Director

Mr. Sunam Sarkar

Chief, Strategy and Business Operations

Mr. Satish Sharma

Chief, Marketing

Mr. U.S. Oberoi



Chief, Projects & Corporate Affairs

Mr. P K Mohamed

Chief, Research and Technology

Mr. S Asoka Iyer

Chief, Group Advisory Services

Mr. K Prabhakar

Chief, Projects

Mr. Tapan Mitra

Chief, Human Resources

History of Apollo Tyres Limited



Apollo Tyres Ltd. (ATL) was incorporated 28th September, 1972 as a Public Limited

Company and obtained certificate of Commencement of Business on October 24, 1972. The

Company was promoted by Bharat Steel Tubes, Ltd. Raunaq International Pvt. Ltd., Raunaq

& Co. Pvt. Ltd., Raunaq Singh, Mathew T. Marattukalam and Jacob Thomas. The Company

manufacture automobile tyres and tubes, camel back/retreading materials and rubber

conveyor belts.15,00,000 No. of equity shares issued to Bharat Steel Tubes Ltd., 2,50,000

No. of equity shares to Kerala Govt. and 13,50,000 No. of equity shares to promoters, etc.

and associate companies, 75,000 pref. shares and 46, 50,000 No. of equity shares offered at

par to the public in October 1975, 35 Pref. and 13, 06,200 No. of equity shares forfeited in

1977-78. During 1978-79 forfeiture on 22,200 No. of equity shares annulled.

In 1980, forfeiture on 2, 30,050 No. of equity shares annulled. After the expiry of the

original agreement the Company negotiated with General Tire International Co., U.S.A., for

the renewal with General Tire International Co., U.S.A., for the renewal of the technical

collaboration agreement for a further period of 5 years. This agreement expired on January

1987.Forfeiture annulled on 700 No. of equity shares during 1981-82 and on another 610 No.

of equity shares during 1981-83.

In 1997, the Company issued 12.5% NCD aggregating Rs 20 crore to IDBI on private

placement for a period of 18 months, 1, 65,206 No. of equity shares issued on conversion of

detachable warrants. Apollo Tyres Limited has set up shop in the city opening its Apollo Tyre

World (ATW) through Vora Tyres. Apollo has been setting up ATW's all over the country

equipped with state-of-the-art testing equipment. ATL signed a letter of intent with the global

major Continental AG for a 50:50 joint venture for setting up a 4.7 million passenger car

radial facility.

ATL is the first Indian company to have an ISO 9001 accreditation for the entire product

range. ATL has emerged as the fastest growing tyre company in India (turnover up six-fold in

the last five years) and the seventh fastest in the world. Apollo Tyres Ltd. has zeroed in on

Tamil Nadu for setting up its Rs 450-crore Greenfield truck radial tyre manufacturing plant.



Apollo Tyres Ltd has posted a 48.48 per cent decline in net profit at Rs 3.22 crore for the

quarter ended September 30, 2001.In 2002, Apollo Tyres Ltd has informed that the

appointment of Shri Raunaq Singh as Managing Director. He will however continue to be a

Director and Non-Executive Chairman of the Board of Directors, liable to retire by rotation.

Apollo Tyres Ltd has informed that the Board of Directors appointed Mr Onkar S Kanwar as

the Chairman of the Board of Directors. The Board also appointed Mr D Sengupta former

Chairman of GIC as an Additional Director of the Company. Apollo Tyres Ltd has informed

the Exchange that Mr. Raaja R S Kanwar has been appointed as Director, liable to retire by

rotation in the vacancy caused by the retirement of Mr. Raunaq Singh, Non-Executive

Director and Chairman of the Board.

Business Activity: Manufacture and sale of Tyres

Allied businesses: Tread rubber for commercial vehicle Tyres and distribution of alloy wheels for passenger car.

Financial Year: April 1 to March 31

Net sales turnover FY 2004-05: Rs 2.25 billion (1.91) or US$ 495 million (415) March 31, 2005.

No. of employees: Approximately 7,000



Corporate headquarters: Apollo House, 7 institutional area, Sectors 32, Gurgaon, Haryana 122 001, India. Phone: +91-124-2383002 to 10 fax: +91-124-23830021/17

Registered Office: 6 Floor, Cherupushpam Building, Shanmugham Road, Cochin, Kerala 682 031, India. Phone: +91-484-2381902, 2381903

Manufacturing Facilities: Four (India)

Manufacturing Units

Perambra, Cochin, Kerala

Limda, Gujarat

Pune, Maharashtra

Kalamassery, Premier Tyres Factory

Product Range: Truck and Bus Bias, Light Truck Bias and Radial. Passenger Car Radial, Farm Bias and Radial

Overall Capacity: Over 700 tonnes per day (250,000 tonnes per annum)

Total Tyres produced in 2004-05: Over 6 million units

CORPORATE HISTORY

First Indian Tyre Company to launch exclusive branded outlets - Apollo Tyre World

for truck tyres.

First Indian Tyre Company to segment the market on the basis of load and mileage

requirements.

First Indian Tyre Company to introduce packaging for car and two-wheeler tyres and

tubes.

First Indian Tyre Company to run a customer loyalty programme.

First Indian Tyre Company to introduce radial tyres for the farm category.

First Tyre Company in India to obtain ISO Certification for all its operations.



First Indian Tyre Company to produce H, V and W-speed rated tubeless tyres.

First Indian Tyre Company to run HIV-AIDS awareness and prevention clinics for the

trucking community.

First Indian Tyre Company to support the creation of an Emergency Medical Service

in an Indian city.

First Indian Tyre Company to execute an overseas acquisition.

First Indian Tyre Company to reach revenue of over US$ 1 billion.

VISION

“A leader in the Indian tyre industry and a significant global player, providing customer delight and enhancing shareholder value.”

The man who dares is the man who has dreamt …… At Apollo Tyres Ltd., we firmly believe that no opportunity can be created without a proper plan. Our efforts draw inspiration from that vision and the core values our visionaries have chalked – out for us.



Vision and values that transcend the geographical, as well as the boundaries of the mind.

Because we dare to dream, creating the best Tyres in the world is not only our mission it’s

Our lifestyle. The one word that symbolizes all that we believe is CREATE.

C - Care for Customer

R - Respect for Associates

E - Excellence through Teamwork

A - Always Learning

T - Trust Mutually

E - Ethical Practices



CSR or Corporate Social Responsibility is viewed by the company as “An opportunity to make a difference in the lives of stakeholders and the community”. This has led to Apollo Healthcare Clinics in various large trucking hubs across the country in partnership with care India and the transport Corporation of India foundation. The aim of these clinics is to spread awareness and provide medical assistance for the prevention of sexually transmitted disease and HIV/AIDS in the high-risk long distance trucking community.

Through the war Wounded Foundation, Apollo encourages war veterans injured in service to take up

Dealership with the company’s financial and technical assistance. Around the company’s manufacturing units community development work in education, adult literacy and infrastructure development is undertaken in an attempt to create self-sustaining social entrepreneurs and community leaders.

MILESTONES





SWOT ANALYSIS

STRENGTH:

Apollo Tyres continued to maintain the lead in the market to sale the truck and the bus tyres within the Indian tyre industry.

Apollo has the superior product innovation and technical expertise.

It makes the strong brand image in the Indian market.

A progressive leadership has gives the several benefits like acquire the Dunlop in South Africa, extensive distribution network, sourcing of the raw material from the global market and others.

Apollo has also achieved the quality standards and international process and system certificate.

WEAKNESS:

Apollo Tyres has no presence in the 2 or 3 wheeler segment.

OPPORTUNITIES:

Apollo Tyres has to makes the road infrastructure and construction of the expressways.

Apollo has also starts own transportation facilities for makes the close the worlds.

Company has also segmented the other countries which have to be the several global business transactions has made.

Growth with in India also supports partake in overseas markets like Europe.

THREATS:

There is need to prepare for the imports from the neighbouring countries at competitive price, which have been rising in the recent past. As well the ever present challenge of raw material price volatility.



HUMAN RESOURCES

The team at Apollo is young, dynamic and thrives on challenges. Life here revolves around

the key attribute of passion. The passion to excel in all respects--the passion to be the most

innovative organisation, the passion to contribute to society, the passion to deliver par

excellence and most of all, passion towards teamwork.

Apollo Tyres boasts a vibrant and dynamic, professional and non-hierarchical culture.

Transparency and communication are cornerstones of corporate practice, across levels, to

ensure that each individual employee is aligned with the goals and aspirations of the

company. At Apollo Tyres the three corporate pillars of -- People, Quality and Technology -

underpin all activities and processes. These are the company's stated areas of corporate

excellence, in its journey towards becoming a best-in-class global manufacturer.

In its passion to innovate, Apollo constantly looks to be proactively different from others in

the industry. Its core values of ethics, respect and care ensures each Apolloites brings his/her

own brand of uniqueness and passion to drive the company to new heights.



CULTURE AT APOLLO

Culture of Performance:

An online, matrix-driven performance management system called PACE or Performance and

Career Enhancement, allows for objective goal-setting and performance evaluation. Quarterly

appraisals and bonus payouts, in accordance with corporate and individual achievements,

ensures a tracking of each individual's performance and training need-fulfilment over his/her

career span at Apollo Tyres. PACE provides greater objectivity in measuring performance by

providing metrics for tracking the performance, growth and potential of each individual.

Annually, the basket of competencies at each level is evaluated along with the performance

evaluation.

Culture of constant Learning:

All training programmes are consolidated under the Apollo Laureate Academy. In

collaboration with leading institutes like the Indian Institutes of Management, Management

Development Institute, Dale Carnegie Training and knowledge partners like Grow Talent,

domain-specific training needs are identified and programmes developed especially for

Apolloites, to address the entire gamut of functions from sales and marketing to

manufacturing, technical, commercial, engineering, quality processes, soft skills and inter-

personal skill development.



ORGANIZATION CHART (HR)



OVERALL OBJECTIVES

Develop an understanding of what Employee Engagement and

Satisfaction is?

Discuss the research into why engagement and satisfaction is important

Identify the Diagnostic Tools for Employee Engagement.

Highlight the “Top” Best Practices

Explore HR actions for developing engaged employees

Key Outcomes



EMPLOYEE ENGAGEMENT AND SATISFACTION

Employee Engagement

Definition

Employee engagement definitions vary from “a positive emotional connection to an

employee’s work” to “engaged employees are inspired to go above and beyond the call of

duty to help meet business goals”

Employee engagement is the level of commitment and involvement an employee has towards

their organization and its values. In essence, companies strive for engaged employees because

they are those who work longer hours, try harder, accoplish more and speak positvely about

their organizations.

Employee engagement is one step ahead of employee satisfaction. Employee is not only

satisfied with the management decisions, salary and things but also giving back to the

organization in terms of commitment, dedication, and loyalty.

Employee Engagement is the level of commitment an employee has towards the organization.

The primary behaviours of engaged employees are: speaking positively about the

organization to co-workers, potential employees and customers, having a strong desire to be a

member of the organization, and exerting extra effort to contribute to the organization’s

success.

A fully engaged employee is intellectually and emotionally bound with the organization,

gives 100 percent, feels passionately about its goals and is committed to live by its values.

This employee goes beyond the basic job responsibility to delight the customers and drive the



business forward. Moreover, in times of diminishing loyalty, employee engagement is a

powerful retention strategy.

Research shows that engaged employees: perform better, put in extra efforts to help get the

job done, show a strong level of commitment to the organization, and are more motivated and

optimistic about their work goals. Employers with engaged employees tend to experience low

employee turnover and more impressive business outcomes.

Engagement is the energy, passion, or fire in the belly employees have for their employer

Stay : Desire to be a member of the organization

Say : Speak positively about the organisation

Strive : Go beyond what is minimally required

Employee Engagement- Difference

The difference between employee satisfaction, and employee engagement.

Satisfaction and engagement are all inter-related in an upward progression. Each item has

different drivers, but they build on one another to increase performance in the workplace.

Think about it, just because employees are satisfied with their job does not mean they are

effective or engaged. It is possible for an employee to be completely satisfied with his or her

job, and not be fully engaged. To further complicate matters, an employee can be both

engaged and satisfied, yet not be effective. All three components work together to create an

environment where employees are highly motivated and committed to giving their best

performance.



SATISFIED V/S. ENGAGED EMPLOYEES

Satisfied Employees -

Comfortable

Content

Gratified

Pleased

Engaged Employees –

Deeply connected with their work

Work environment

Team/colleagues

Sense of Ownership

Commitment

EXAMPLES

Satisfaction Dimensions

My workload is about right.

I like the people I work with.

I have the tools that I need to do my job

well.

I receive the skill and knowledge training

that I need to do my job well.

Engagement Dimensions

I feel energized by the work that I do

My co-workers and I help each other out

when the pressure is on

Our company vision and mission is clear to

me.

I feel responsible for my own success here




Satisfaction

Commitment

Engagement

Employee Research over Time

Pos

itiv

e C

orre

lati

on

Wit

h

Bus

ines

s P

erfo

rman

ce

Lower

Higher

How much people

like it here

How much people want to improve business results

How much people want—and actually do—improve business results

ENGAGEMENT – THE EVOLUTIONARY JOURNEY


DIAGNOSTIC TOOL FOR EMPLOYEE ENGAGEMENT

INCLUDE



WHY IT MATTERS?

Hewitt Associates Study — improvement in engagement preceded financial performance

Towers Perrin Study — employee engagement posted 3.74% increase in operating profit vs.

A 2% decline at the time with poor levels of engagement

DDI Study — engaged employees are less likely to leave, they are more productive, higher

customer satisfaction, higher revenue growth and profitability

Levels of Employee Engagement

There are three levels of Employee Engagement

1. Engaged employees

2. Not engaged employees

3. Actively disengaged employees

Engaged employees work with passion and feel a profound connection to their company.

They drive innovation and move the organization forward.

Not Engaged employees are essentially “checked out”. They’re sleepwalking through their

workday, putting time – but not energy or passion – into their work.

Actively disengaged employees aren’t just unhappy at work; they’re busy acting out their

happiness. Every day, these workers undermine what their engaged co-workers accomplish.



Focus on employee engagement:

Current studies show that organizations are focusing on the meaning of employee

engagement and how to make employees more engaged. Employees feel engaged when they

find personal meaning and motivation in their work, receive positive interpersonal support,

and operate in an efficient work environment. What brought engagement to the forefront and

why is everyone interested in it? Most likely, the tight economy has refocused attention on

maximizing employee output and making the most of organizational resources. When

organizations focus attention on their people, they are making an investment in their most

important resource. You can cut all the costs you want, but if you neglect your people, cutting

costs won’t make much of a difference. Engagement is all about getting employees to “give it

their all.” Some of the most successful organizations are known for their unique work

environments in which employees are motivated to do their very best. These great places to

work have been recognized in such lists as Fortune’s 100 Best Companies to Work For.

The concept of engagement is a natural evolution of past research on high-involvement,

empowerment, job motivation, organizational commitment, and trust. All of these research

streams focus on the perceptions and attitudes of employees about the work environment. In

some ways, there are variations on the same fundamental issue. What predicts employees

“giving their all?” Obviously, all organizations want their employees to be engaged in their

work.

Several standardized tools exist for assessing employee engagement and providing feedback

for making changes. These tools tend to have several common goals and characteristics:

Create a simple and focused index of workplace engagement- Many

organizations are using very short, simple, and easy to use measures that focus on the

fundamentals of a great workplace. Instead of conducting broad culture/climate surveys with

100 or more questions, organizations are opting for a focused approach that measures

fundamental qualities of the workplace that likely will be important 10 years from now (e.g.,

feedback, trust, cooperation).



Allow for benchmarking-Most organizations want to know how they compare to other

organizations. Using a standard measure of engagement allows organizations to see how they

compare to other companies along a simple set of fundamental work qualities.

Direct action - Engagement measures tend to be very actionable. This means that the

organization can alter practices or policies to affect employees’ responses to every item in the

measure.

Show relationship to company performance - Without a link to company

performance or other critical outcomes, measures of engagement have little value. The whole

idea behind engagement is that it leads to enhanced performance. The link to performance

outcomes is a necessary underlying assumption of all engagement measures.

Engagement Predicts Organizational Success

Many studies have shown that investments in people (i.e., HR-related practices) have a

reliable impact on the performance of organizations. The Bureau of Labour conducted a

comprehensive review of more than 100 studies and found that people practices have

significant relationships to improvements in productivity, satisfaction, and financial

performance. Research has shown that when engagement scores are high, employees are

more satisfied, less likely to leave the organization, and more productive.

Each organization is different and there are many factors that affect bottom-line outcomes;

however, engagement scores can serve as meaningful predictors of long-term success. Some

organizations use engagement scores as lead measures in their HR scorecards. When an

organization can show the relationship between engagement scores and bottom-line

outcomes, everyone pays attention to the engagement index. Establishing this critical link

between people and performance helps HR professionals prove that people-related

interventions are a worthwhile investment.



Elements of Engagement

Some researches conclude that personal impact, focused work, and interpersonal harmony

comprise engagement. Each of these three components has sub-components that further

define the meaning of engagement.

Personal Impact-Employees feel more engaged when they are able to make a unique

contribution, experience empowerment, and have opportunities for personal growth. Past

research (e.g., Conger and Kanugo, 1988; Thomas and Velthouse, 1990) concurs that issues

such as the ability to impact the work environment and making meaningful choices in the

workplace are critical components of employee empowerment. Development Dimensions

International’s (DDI) research on retaining talent (Bernthal and Wellins, 2000) found that the

perception of meaningful work is one of the most influential factors determining employees’

willingness to stay with the organization.

Focused Work-Employees feel more engaged when they have clear direction,

performance accountability, and an efficient work environment. Aside from the personal

drive and motivation to make a contribution, employees need to understand where to focus

their efforts. Without a clear strategy and direction from senior leadership, employees will

waste their time on the activities that do not make a difference for the organization’s success.

Additionally, even when direction is in place, employees must receive feedback to ensure that

they are on track and being held accountable for their progress. In particular, employees need

to feel that low performance is not acceptable and that there are consequences for poor

performance. Finally, employees want to work in an environment that is efficient in terms of

its time, resources, and budget. Employees lose faith in the organization when they see

excessive waste. For example, employees become frustrated when they are asked to operate

without the necessary resources or waste time in unnecessary meetings.

Interpersonal Harmony - Employees feel more engaged when they work in a safe and

cooperative environment. By safety, we mean that employee trust one another and quickly

resolve conflicts when they arise. Employees want to be able to rely on each other and focus

their attention on the tasks that really matter. Conflict wastes time and energy and needs to be



dealt with quickly. Some researches also find that trust and interpersonal harmony is a

fundamental underlying principle in the best organizations. Employees also need to cooperate

to get the job done. Partnerships across departments and within the work group ensure that

employees stay informed and get the support they need to do their jobs.



EMPOLYEE ENGAGEMENT IN APOLLO

Apollo tyres had undertake some activities for increase in level of Employee

Engagement, These activities take place regularly in company

Employee Suggestion Scheme(Suggestion Tree) : In this scheme any

employee is free to share their ideas with top management in areas like,

Improving product or process quality.

Reducing cost of operation

Increasing productivity

Delivery of products

Improving safety of employees

Eliminating any wasteful activity

Work simplification

Awards and Gifts: Company gives monthly and yearly awards like,

Employee of the year award

Employee of the month award

Special Achievement award

Star performance award

Annual Sport Day Celebration: where 6000 to 7000 employees participates

in 21 different sports with their family, Awards and gifts is given to the winners



Drawing competition for Employee’s children

Career Guidance and Art of Parenting Workshop

“NAVJEEVAN”- A workshop for Improvement of Chronic Absentees

Monthly contests: these contests are for the family of employees of the company

Brain-O-Brain

Monthly Quiz

Family Quiz

Regular programmes for Awareness and Prevention of HIV-AIDS.



RESEARCH METHODOLOGY

RESEARCH OBJECTIVES

To study about the employee engagement of the Apollo Tyres Ltd.

To find the engagement level of workers of Apollo Tyres Ltd.

To know the role of the human resource department in increase in engagement level

of Employees.

POPULATION

To conduct the research I have targeted workers of the company.

SAMPLE SIZE

Sample size for the research is 10% of general shift of the company.



DATA COLLECTION

Primary data: -

a. Observation Methodb. Questionnaire

Secondary data: -

a. Published Data

RESEARCH INSTRUMENTS

The data are collected with the help of QUESTIONARY.



Analysis and Interpretation

1. Age of the Respondents

Inference:

The above reveals the fact that Majority of the respondents, about 45% belong to the category of 30-39 years of age and 38% belong to the category of 20-29 years of age and 17 % belong to the category of 40 & above years of age.



Table 2: Respondents working years of experience in Apollo tyres Limited

Sr. No. Working Since No. Of respondents Percentage1. 0-1 year 3 32. 2-5 years 19 193. 6-10 years 34 344. Above 10 years 44 44

Total 100 100

Inference:

From the above fact, about 3% of the respondents belong to the category of less than 1 year. 19 % of the respondents belong to the category of 2-5 years, 34 % of the respondents belong to the category of 6-10 years and 44% of the respondents belong to the category of above 10 years of working experience in the organization.



Employee Satisfaction

Table 3: Do you agree that you have right tools and resources to do your job well?

Sr. No. Opinions No. Of respondents

Percentage%

1. Strongly Disagree 00 002. Disagree 03 033. Neutral 08 084. Agree 40 405. Strongly Agree 49 49

Total 100 100

Inference:



Nearly 49% of the respondents strongly agree with the availability of tools and resource to meet their job requirement, 40% of the respondents agree and 8 % are neutral.

Table 4: Do you agree that you are satisfied with the level of pay you received?


Percentage


Total 100 100

Inference:

Nearly 32% of the respondents agree with the level of pay they receive, 08 % strongly agree, 18% are neutral, 20% disagree and 22% are strongly disagreeing.



Table 5: Do you agree that you are satisfied with the opportunities for training?


Percentage


Total 100 100

Inference:

Nearly 57% of the respondents strongly agree with the opportunities for training, 10% agree, 20% are neutral, 8% disagree and 5% are strongly disagreeing.



Table 6: Do you agree that you are satisfied with the working environment of the company?


Percentage


Total 100 100

Inference:

Nearly 52% of the respondents agree with the working environment of the company, 18% strongly agree, 15 % are neutral, 12 % disagree and 3 % strongly disagree.



Table 7: Do you agree that you are satisfied with the support of co-workers?


Percentage


Total 100 100

Inference:

Nearly 25% of the respondents strongly agree regarding mutual support among co-workers, 53% agree, 1% are neutral, 11% disagree and 10% strongly disagree.



Table 8: Do you agree that you are satisfied in working with co-workers?


Percentage


Total 100 100

Inference:

Nearly 43% of the respondents agree regarding sharing information and ideas among co-workers, 23% strongly agree, 15% are neutral, 19% disagree and 1% strongly disagree.



Table 9: Do you agree that you are aware of personal life of your co-workers?


Percentage


Total 100 100

Inference:

Nearly 41% of the respondents strongly agree regarding co-workers, 44% agree, 10% are neutral and 2% disagree.



Table 10: Do you agree that your superior gives you regular feedback?


Percentage


Total 100 100

Inference:

Nearly 48% of the respondents strongly agree that they get the feedback from the supervisors, 32% agree, 18% are neutral, and 2% strongly disagree.



Table 11: Do you agree that there is a good Communication between you and your superior?


Percentage


Total 100 100

Inference:

Nearly 46% of the respondents strongly agree regarding communication between superior and subordinate, 37% agree, 08% are neutral, and 5% strongly disagree.



Table 12: Do you agree that your manager gives you regular feedback on how you are doing?


Percentage


Total 100 100

Inference:

Nearly 38% of the respondents strongly agree regarding clear instructions and advice by supervisors, 32% agree, 25% are neutral, and 2% disagree.



Table 13: Do you agree that your department provides you a safe and clean working environment?


Percentage


Total 100 100

Inference:

Nearly 40% of the respondents strongly agree regarding safe and clean working environment, 33% agree, 18% are neutral, and 7% disagree.



Table 14: Do you agree that there is cooperation between departments?


Percentage


Total 100 100

Inference:

Nearly 44% of the respondents agree regarding cooperation between departments, 10% strongly agree, 18% are neutral, 20% disagree and 8% strongly disagree.



Table 15: Do you agree that you are overall satisfied with your department?


Percentage


Total 100 100

Inference:

Nearly 48% of the respondents strongly agree regarding organization, 14% agree, 22% are neutral, 6% disagree and 10% strongly disagree.



Employee Engagement

Table 16: Do you agree that you are fully engage in your organization?


Percentage


Total 100 100

Inference:

Nearly 29% of the respondents strongly agree regarding engaging work in the organization, 46% agree, 22% are neutral, and 1% strongly disagree.



Table 17: Do you agree that you are aware of all the policies of the company?


Percentage

1. Strongly Disagree 00 002. Disagree 02 023. Neutral 18 1858 Agree 58 585. Strongly Agree 22 22

Total 100 100

Inference:

Nearly 22% of the respondents strongly agree regarding awareness of all the policies of the organization, 58% agree, 18% are neutral, and 2% disagree.



Table 18: Do you agree that you are emotionally bound with the organization?


Percentage


Total 100 100

Inference:

Nearly 37% of the respondents strongly agree regarding emotional bonding with the organization, 23% agree, 20% are neutral, 12% disagree and 08% strongly disagree.



Table 19: Do you agree that you are passionate about achieving the goals of the organization?


Percentage


Total 100 100

Inference:

Nearly 44% of the respondents strongly agree regarding passion about achieving the goals of the organization, 39% agree, 12% are neutral and 5% disagreeing.



Table20: Do you agree that you are commitment to live by the values of the organization?


Percentage


Total 100 100

Inference:

Nearly 36% of the respondents strongly agree regarding commitment to live by the values of the organization, 38% agree, 10% are neutral, 11% disagree and 5% strongly disagree.



Table 21: Do you agree that your organisation respects personal aspirations and ambition of all the employees?


Percentage


Total 100 100

Inference:

Nearly 34% of the respondents strongly agree regarding fulfilment of personal aspirations and ambitions of all employees, 40% agree, 28% are neutral and 8% disagree.



Table 22: Do you agree that company provides attractive opportunity for growth and improvement?


Percentage


Total 100 100

Inference:

Nearly 31% of the respondents strongly agree regarding opportunity for growth and improvement, 49% agree, 18% are neutral, and 2% disagree.



RESULTS AND FINDINGS

Majority of employees are belongs to the age group of 30- 39 years, they are satisfied with the working environment.

More experienced workers are there, who are bound with the firm since last 10 to 15 years, which means mostly the people are adapted with the culture of the organization.

Workers strongly agree that they get all the tools and resources for their work, which means that the company very keenly looks after the demand of the worker.

As far as the pay satisfaction is concern the employees working from less than 3 years are comparatively less satisfied then the senior employees.

Those who are bound with the company since last 10 -15 years are completely satisfied, but those who have joined the firm as fresher are not seems to be that satisfied.

Workers are completely satisfied with the training opportunities and also with the working environment.

They have mutual support among themselves and also they share information among themselves.

Mostly workers are satisfied with the supervisors and are willing to perform any task given by them.



The co-operation between the different departments is satisfactory, but the workers are willing to work with each other

Workers are highly engaged in their work, they are aware of all the policies of the company.

Company conduct regular induction sessions which helps the workers to get in touch with company.

Workers are strongly emotionally bound with the organization, which means they will have a long lasting relation with the company, and it again adds to the value of the company,

People are highly passionate about achieving the goals of the company, and they consider the company’s growth to be their individual growth.

They strongly feel that in Apollo they can grow really well.

Thus, it can be clearly concluded that people working in Apollo tyres limited are highly engaged and satisfied with the company.



SUGGESSIONS

As I have find that mostly the workers of Apollo tyres ltd is satisfied as well as engaged with the company but still the company lacks in certain areas in which need for improvement is required

Areas in which need for improvement in the organization is required

Infrastructure.

Salary

Need to understand different regional cultures.

Training and refreshments.

Automation of various processes.

The company should have a different department/responsible person for handling the

complaints and problems of employees and there should be regular check on the

status of those problems.

More importance should be given on the safety measures to prevent accidents.



CONCLUTION

Employee engagement is a positive attitude held by the employees towards the organization and its values, Improvement in engagement of employees precedes financial performance as well as engaged employees are less likely to leave, they are more productive, higher customer satisfaction, higher revenue growth and profitability.

Engaged employees are loyal to the organisation and emotionally attached to the company so they take achievement of organisation goal as their main objective.

In case of Apollo tyres majority of employees are fully engaged which is one of the strengths that take Apollo to the success, Safe and clean working environment is the main tool for Apollo’s employee engagement where as less co-operation between departments is the main weakness of the company.

In short raising and maintaining employee engagement lies in the hands of an organization and requires a perfection of time, effort, commitment and investment to craft a successful endeavor.



BIBLIOGRAPHY

COMPANY WEBSITE : www.apollotyres.com

Company periodicals

www.citehr.com

Archie Thomas, CMA, and Ann MacDi anmid – Encouraging Employee Engagement –CMA Management, Jun/Jul 2004.

Ashok Mukherjee – Engagement for the mind body, and soul – Human Capital, Aug.2005.

Barbara Palframan Smith – Employee connection – Technology to built culture and community – Communication World – Mar / Apr 2004.

Charles Woodruffe – Employee Engagement – The Real Secret of Winning a Crucial Edge over your rivals – Manager Motivation – Dec. / Jan. 2006.

Ellen Lanser May – Are people your priority? How to engage your work force -Healthcare Executive, July/Aug. 2004.


http://www.citehr.com/

http://www.apollotyres.com/


ANNEXURE

Questionnaire

ECODE SEX

DEPARTMENT AGE

QUALIFICATION WORKING SINCE

(Month & Year)

Please tick mark the relevant answer as provided against each question.

Employee Satisfaction

My Job Strongly Disagree

Disagree Neutral Agree Strongly Agree

1. I have the right tools and resources to do my job well.

2. I am satisfied with the



level of pay I receive.

3. I am satisfied with the opportunities for training.

4. I am satisfied with the working environment of the company.

My Co-workers

5. The people I work with help each other when needed.

6. I enjoy working with my co-workers.

7. I am aware of the personal life of my co-workers.

My Superior

8. My superior gives me regular feedback on how I am doing.

9. There is good

Communication between me and my superior.

10. My manager gives me clear instructions and is available when I need advice.

My Department



11. My department provides a safe and clean working environment.

12. People from other departments willingly cooperate with our department.

13. Considering everything, I am satisfied working for my company at the present time.

Employee Engagement

14. I am fully engaged in doing my best work at this company.

15. I am aware of all the policies of this organization.

16. I am intellectually and emotionally bound with the organization.17. I am passionate about achieving the goals of the organization18. I am committed to live by the values of my organization.19. My organization respects the personal aspirations and ambitions of all employees20. My company provides attractive opportunities for



growth and improvement.

21. What are the facilities should be given in your organization?


Documents

EE FINAL REPORT