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Employee engagement
Introduction
The project focuses on the employee engagement activity in the organization. Its
gives the gist about employee engagement that what is it and what are the factors that
make the employee engage in the organization.
Project Detail:
The focus of the project is to study about the Employee Engagements activity in the
organization.
The project focuses on:
The participation of employees in the organization.
Increase in interdepartmental and intradepartmental communication.
Motivated because of Engagement activity.
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Employee engagement
. Evolution of Media industry in India :
Media in India—initiated since the late 1700s with print media started in 1780, radio
broadcasting initiated in 1927, and the screening of Auguste and Louis Lumière
moving pictures in Bombay initiated during the July of 1895. It is among the oldest and
largest media of the world. Indian media—private media in particular—has been free
and independent throughout most of its history. The period of emergency (1975–
1977), declared by Prime Minister Indira Gandhi, was the brief period when India's
media was faced with potential government retribution
Audio-Visual media
Radio broadcasting was initiated in 1927. In 1937 it was given the name All India
Radio and since 1957 it has been called Akashvani Limited duration of television
programming began in 1959, and complete broadcasting followed in 1965. The
Ministry of Information and Broadcasting owned and maintained the audio-visual
apparatus—including the television channel Doordarshan. The Government of India
played a significant role in using the audio-visual media for increasing mass education
in India's rural swathes. Projected television screens provided engaging education in
India's villages by the 1990s.
Following the economic reforms satellite television channels from around the world—
including BBC, CNN, CNBC, PTV, and other foreign television channels gained a
foothold in the country. 47 million household with television sets emerged in 1993,
which was also the year when Rupert Murdoch entered the Indian market. Satellite
and cable television soon gained a foothold. Doordarshan, in turn, initiated reforms
and modernization. With 1,400 television stations as of 2009, the country ranks 4th in
the list of countries by number of television broadcast stations.
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Employee engagement
Major Players
MTV
MTV, India’s leading multimedia youth platform, caters to the interests and passions of
15-34 year olds, offering them an exciting mix of music and non-music programming
(Bollywood, adventure, humor, fashion & style and fiction), presented in its inimitable
style by Indian VJs. Since its launch in 1996, the channel has won numerous awards
at Indian as well as International level for its unique humor and unmatched creativity.
Known for its unique properties (MTV Music Summit for AIDS, Style Awards, MTV
Youth Marketing Forum, MTV VJ Hunt, MTV Youth Icon and MTV Roadies among
others), the channel has today become a preferred destination for advertisers to reach
out to Indian youth. With over 545,624 hyperactive users www.mtvindia.com continues
to be the most popular youth hangout online. MTV India is a part of the MTV
Networks, world’s largest television network reaching out to 34.35m households in the
country and 481.5m households across 171 territories. For the 6th consecutive year,
MTV was named The World's Most Valuable Media Brand by Business Week &
Interbrand's 2005 Best Global Brands study.
Vh1
An MTV Networks India channel, Vh1 is India’s only 24-hour international music and
lifestyle channel, providing music buffs with their daily dose of international music, pop
culture, reality TV and celebrity lifestyle. Launched in January 2005, the channel today
reaches almost 23.53 million homes across India and is growing rapidly to reach many
more. Vh1 has brought the best international music to India, coupled with the biggest
stars, the juiciest stories and the latest in your favourite artiste’s life. With an
exhaustive music library spanning over 30 years and genres like flower power, punk,
rock, reggae, hip hop, pop and many more, Vh1 customizes its music and programme
mix to appeal to Indian tastes. Globally, Vh1 is available across 142.8 million
households in over 141 territories.
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Employee engagement
NDTV Goodtime
Launched in September 2007, the channel targets a largely cosmopolitan, socially
progressive audience that is young and increasingly affluent, with an inclination
towards better living. The programming is presented with style, wit and intelligence
by hosts who are experts in their field. Well known personalities like Rajat Kapoor,
Perizaad Zorabian, Seema Rahmani, Marut Sikka, Manju Malhi, Rajiv Makhni, Shatbhi
Basu, Devika Anand and Arun Thapar, among others, offer quirky, incisive and
spontaneous takes on their areas of expertise and create individualistic shows that
engage the viewers as much for their content as for their style. The channel is a part
of the NDTV Group. The NDTV group is India’s leading broadcaster and producer of
news and current affairs programmes. It has 20 years of experience in the television
industry and is widely recognised as the pioneers of news television in India. It has the
unique distinction of being the market leader in the news sector along with being the
most trusted media brand. The NDTV Good Times channel leverages the editorial
credibility and programming quality of the NDTV group and fuses it with the strong
lifestyle aspirations of the contemporary Indian.
Within four months of its launch, the channel has won accolades. It was adjudged
‘Best Fashion & Lifestyle Channel’ at the INDY’s Awards, 2008 which have been
instituted for excellence in mass communication, advertising and branding.
Imagine Showbiz
Imagine Showbiz is driven by the guiding philosophy of ‘Celebrating Bollywood’.
More than just the glamour quotient of Bollywood, Imagine ShowBiz is a channel
that is dedicated to covering and presenting Bollywood comprehensively for the
vibrant industry it truly is. The channel hopes to move beyond the scoop and scandal
visage that off-screen Bollywood has traditionally been projected. This Imagine
Showbiz Site is owned by Imagine Showbiz Limited ("the Company") and
maintained/hosted by Brand Catalyst Media Limited. The site contains material which
is derived in whole or in part from material supplied by the Company, various new
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agencies and other sources, and is protected by international copyright and trademark
laws. The restrictions on use of the material and content on this Imagine Showbiz Site
by the Subscriber are specified below. Except where specifically authorised, the
Subscriber may not modify, copy, reproduce, republish, upload, post, transmit or
distribute in any way any material from this site including code and software.
Channel V
Channel [V] International is flagship of the Channel [V] network. It was founded after
MTV Asia parted ways with the STAR TV Network. It was produced and operated from
Hong Kong from 1 January 1994 until 1 January 2002, after which operations were
shifted to Malaysia with some aspects still operating in Hong Kong. Since 1 January
2008, Channel [V] International has moved back to original studio in Hong Kong.
Which is also the same studio of Channel V China, Taiwan and India?
Channel [V] India is a trend-setting music and lifestyle channel in India featuring
original programs, latest chart-topping music videos, interviews with music stars,
concerts, popular VJs and a range of successful reality-based talent quest shows
including [V] Get Gorgeous, [V] Super Singer and [V] Popstars.
Zing
Zing, formerly known as Zee Muzic and Music Asia, is an India -based satellite
music television channel owned by Zee Entertainment Enterprises, which carries
broadcasts in Hindi and other regional languages of India. As well as broadcasting in
South Asia, it also reaches audiences in Europe. It is promoted by the Essel Group.
Zing was first launched in 1997 as Music Asia, relaunched as Zee Muzic in 2000,
revamped in 2005 and finally repackaged as Zing in April 2009.
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Employee engagement
Zing features humour, animation, spoofs and celebrity lifestyle in addition to music.
Zing also has Chillax Mornings – a non stop musical extravaganza for music lovers.
One of its most popular shows, Chillax Mornings airs the most recent and “zingy”
Bollywood music.
Zing currently has a reach of 10.6% (source: TAM) across SEC A,B,C in India. Zing
has been one of the top 5 channels in a genre which has more than 21 channels.
Zing targets the urban young Indian. Simultaneously, the channel's wide range of
content will make it one of the most compelling mass channels in a niche segment.
The channel's content seeks to achieve the right balance to address the needs of
today’s urban young Indians. Constant innovation and ideation is the underlying
theme when it comes to zing programming.
Zing for the Asia region is uplinked from Noida in India and uses Asiasat-3S.
In the UK, Zee Muzic was rebranded as Zing on 2 October 2009.
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BACKGROUND INFORMATION OF THE ORGANIZATION
From print to the internet, Bennett, Coleman & Company Limited
(BCCL) spans multiple mediums and technologies. But a common
thread runs through these disparate businesses: high quality of
content. In conjunction with the group's relentless pursuit of
innovation, this has catapulted it to the position.
Building on its traditional strength in print media, namely newspapers and
magazines, BCCL has diversified into new, emerging areas emerged.
Bennett measures its achievements in terms of whether its brands have
helped their respective audiences succeed in life, while enriching the
business of relevant advertisers. Apart from commercial success, they've also been
rewarded with accolades globally.
For instance, The Times of India has been ranked among the world’s six best
newspapers by BBC. Perhaps the most visible sign of Bennett’s success at the
international level is the string of triumphs notched up in recent years by Femina Miss
India winners at beauty pageants such as Miss Universe and Miss World. Its film
magazine, Filmfare, has become a blockbuster in itself, with the Filmfare Awards.
Bennett, Coleman & Company Limited, the paper’s holding company, acquired this
name, and its first professional editor, with the arrival of Thomas Bennett in 1892.
Bennett also became the proprietor, later offering a partnership to F M Coleman, an
accomplished hand at newspaper production, whom he invited from England. The Old
Lady of Boribunder – as it was christened by fiercer nineteenth century rivals –
remained a stately, if somewhat critical, paper of the Raj right till it passed into Indian
hands in 1946. A Delhi edition was launched in 1947, and the paper began to
vigorously re-invent itself to better reflect the new aspirations of a nascent nation. In
1988, as the paper celebrated a lavish sesquicentennial, the BBC named it one of the
six best newspapers in the world. In a series of launches, Bennett, Coleman launched
Navbharat Times in 1947, Filmfare in 1952, Femina in 1959,The Economic Times (ET)
in 1961 and Maharashtra Times in 1962.
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Employee engagement
Bennett, Coleman & Co offers its audiences a wide buffet of options that are both
informative and entertaining. Over the years, it has demonstrated its understanding of
the evolving and growing aspirations of the consumer by diversifying from The Times
of India to The Economic Times (Business and Economy news), Navbharat Times
(Hindi news), Maharashtra Times (Marathi daily) and now Mumbai Mirror (India’s first
true quality morning compact launched in Mumbai). Taking note of changing trends in
the consumer’s media habits, it has also launched Femina, Film fare, Indiatimes.com,
Radio Mirchi and Zoom TV and a host of other products.
Bennett is over a century old, but the brand remains fresh, vibrant and speaks to
today's consumers in their language and idiom. The secret of its success is simply the
brand's willingness to continuously innovate and constantly re-invent itself. While
retaining its core values of fairness and objectivity, it has developed several new
products to cater to the varying interests of its burgeoning base of consumers.
One of TOI's innovative steps in promotion, which virtually rewrote the rules of the
media game, was the invitation price initiative. Kicked off in 1992, it led to the cover
price of the newspaper being almost halved as the result of a conscious decision to
pursue revenue from advertising rather than circulation. A spectacular surge in
circulation ensued, leaving competitors no option but to follow suit, and justified
Bennett's contention that it is a market-driving, not a market-driven organisation.
Another major initiative came in the form of 'combo' offers on newspapers. The first
step was taken in June 2003 when The Times of India and the Navbharat Times were
made available together to consumers at a special price. A similar offer was
introduced for a TOI-ET combo as well. Once again, the result was a massive leap in
circulation of all the brands involved in the exercise.
Bennett, Coleman & Co. Limited, is the flagship company of The Times Group, which
has a heritage of over 150 years and is one of India’s leading media groups. The
activities of The Times Group also include publishing newspapers and magazines,
television broadcasting, running internet portals, creating and distributing multimedia
products and music publishing and retailing.
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Employee engagement
The Times Group is the largest media services conglomerate in India. It is headed by
brothers Samir and Vineet Jain. It reaches out from 11 publishing centers, 15
printing centers, 55 sales offices, over 7000 employees, 5 dailies including two of
the largest in the country with approx 4.3 million copies circulated daily, 2 lead
magazines, 29 niche magazines reaching 2468 cities and towns, 32 Radio
Stations and turnover in excess of USD 700 million. (Figures as of 2008).
The Times of India publishes a daily newspaper in India. The company
was founded in 1838 as The Bombay Times and Journal of Commerce
and changed its name to The Times of India in 1861. The company is
based in New Delhi, India. The Times of India is a subsidiary of Bennett,
Coleman & Co., Ltd. The first edition of the newspaper appeared on November 3,
1838, then known as The Bombay Times and Journal of Commerce. The newspaper
was published twice a week under editor. J.E. Brennan. It was basically a city paper
reflecting the interest of Bombay’s business community.
Its major brands include:
1948: Sahu Jain Group becomes the owners of the company. Shanti
Prasad Jain is the first Chairman of the group.
Navbharat Times launched
1952: Film fare- first film magazine in English launched.
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Employee engagement
1959: Femina- first women’s magazine in English launched.
1998: BCCL enters into music market with Times Music.
1999: BCCL enters music retailing business with Planet M and radio
broadcasting business with Radio Mirchi.
2006: TIMES NOW TV News Channel launched ET first
newspaper available on cell phone
2004: Television business launched with the launch of a lifestyle and entertainment channel
called Zoom.
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Employee engagement
Zoom Entertainment Network Ltd.
There are a few billion Bollywood fans on earth — a number that continues to grow
even as you read this. For those who haven’t realized it, this is no longer a niche
audience. The Times Group recognized this a long time ago. This explains why,
sometime in 2004, it launched India’s first glamour and entertainment channel devoted
predominantly to the Bollywood phenomenon: ZoOm. In 2008, Merrill Lynch — one of
the world’s leading wealth management, capital markets and advisory companies —
decided to invest a considerable amount of money in ZoOm, giving the company
impetus to grow as an independent organisation.
The new entity subsequently created was Zoom Entertainment Network (ZEN). ZEN
continues to be a subsidiary of Bennett, Coleman and Company Limited. The
Managing Director, BCCL, continues to be Chairman of the Board, and continues to
take an active interest in the affairs of ZEN. Today, ZEN is the channel of choice for
urban, upscale audiences across India, appealing to all who switch on their televisions
in search of lifestyle, glamour and, most importantly, everything related to Bollywood.
The channel now connects with over 80 per cent of urban Indian households. In terms
of impact, it matches all English movie and news channels in the country put together.
As far as trade details go, ZEN targets the 15-44 age group in the SEC AB set. It has
been able to consistently improve its reach, and time spent, currently occupying an
impressive 11th position amongst all channels in terms of GRPs in the six metro
markets. The channel has deals for distribution in countries like Pakistan, Nepal,
Canada, South Africa and the Maldives. Negotiations are on for syndication in the
United States, United Kingdom, Kenya, Mauritius, and Sri Lanka, among others.
ZEN has also managed to make a mark on the new media front, and has carved a
niche on the Internet. In a mere five months since it was launched, ZoomTV.in — the
digital arm of ZEN — clocked a staggering 23 million views. With a bevy of official
partners including YouTube, Rediff, Blinkx, Nautanki and over 23 of the most popular
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Employee engagement
Bollywood applications on social networking giant Facebook, it is proud to be India's
largest video content platform on the Web..
CHANNEL GENRE:-
Glamour and Lifestyle Entertainment
DATE & YEAR OF LAUNCH:-
20 September, 2004
PROMOTERS
Bennett, Coleman & Co., Ltd.
MANAGEMENT TEAM:-
CEO – Avinash kaul
Business Head - MK Anand
Chief Creative and Programming Officer- Sunil Sahjwani
Distribution Head - Vikram Thukral
USP:-
Zoom aims at providing unique content in the domain of fashion, lifestyle and glamour
to urban, up scale Indian audiences. It aspires to be the entertainment destination with
an engaging mix of the hottest local and international programming.
Zoom targets to maximise viewer appeal through its high-profile anchor line-up. The
anchors on board include Pooja Bedi, Samir Kochar, Perizaad, Simone Singh, Sunita
Menon, Shonali Nagrani and Gauhar.
TARGET GROUP:-
Male & Female, SEC AB, 20 + Young Adults
PROGRAMMING STRATEGY:-
Live event coverage and daily entertainment news from Bollywood and Tellywood is
one area, where the channel is making its best attempts to score. The channel
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Employee engagement
produces 50 per cent of its content in-house and its programming primarily consists of
celebrity driven content. The channel drivers are the entertainment news based shows
Page 3 and Popkorn. Other key programmes which cover entertainment, astrology,
music and lifestyle include Just Pooja, Kosmic Chat, Big Nite, Filmi Fever, Mirchi Top
20, Let’s Go and Love Bites.
Zoom programming also aims to build unique and differentiated content in the arena
of television entertainment by creating and covering some of the best known parties
and celeb based events. They include programmes such as Kuoni Hot Spots, Tuscan
Verve Zoom Glam Awards, Parachute Advanced Holi Party and Close Up Speed
Dating.
BIG IDEA FOR 2006:-
Aim to be number one in the youth category and increase their programme schedule
with many new shows.
DIRECT COMPETITION:-
Zoom says, it holds a unique mind space among television viewers currently and has
no direct competition. Though, it is often compared to English entertainment channels
with unique content like AXN, Zee Café, Star World, MTV and Channel [V].
TAGLINE:-
100% Bollywood
CREATIVE MEDIA ACCOUNTS:-
In-house creative team
DISTRIBUTION:-
Zoom is a paid channel. The channel says, it has 71 per cent all India connectivity. It
also taps the Indian diaspora in key international markets such as the US, UK and
South East Asia. Zoom also has in-flight entertainment deals in effect with Kingfisher
Airlines and Air India.
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Employee engagement
SATELLITE
PAS 10
CONTACT ADDRESS
Zoom Television, 1st floor
Trade Garden, Kamala Mills Compound Lower Parel,
Mumbai - 400 013, India
Telephone +91 22 5552 4200
Telefax +91 22 5552 4225 / 4597
Email [email protected]
HOME www.zoom-television.com
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Employee engagement
Vision & Mission:
“We are global company with cosmic consciousness, served from India, aggregating
audience to network media brands transiting prints.”
Services
Some of the services recently offered by Zoom are:-
Discography, Zoom’s brand new show that traces the journey and evolution of stars
through their songs. It is telecasted every Saturday 10 to 11 PM. It was launched on
1st May 2010.
The Zoom Hot List, Presenting, the highly inflammable brand new countdown series:
The Zoom Hot ListThis promises to be the ultimate countdown on all that is hot and
sexy in Bollywood. Laonched on 6th May, 2010.
Spice 10 Unraveling the Spiciest Scandals… The Sauciest Gossip… From the world
of Bollywood and Glamour Only on Zoom’s brand new countdown show. Launched
on 14th May 2010.
Dynasties Zoom’s mega feature presentation – Dynasties – encapsulates, explores
and explodes the dynamics of these powerful Bollywood Families who have devoted
generations to Hindi Cinema. It was launched on 20th May 2010.
Other programmes which are running on Zoom are Plannet Bollywood, Ring a Star,
Encounter, Crime and Bollywood.
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Employee engagement
HUMAN RESOURSE POLICY
Introduction
Human resource management (HRM) is the strategic and coherent approach to
the management of an organization’s most valued assets - the people working there
who individually and collectively contributes to the achievement of the objectives of the
business. The terms "human resource management" and "human resources" (HR)
have largely replaced the term "personnel management" as a description of the
processes involved in managing people in organizations. In simple words, HRM
means employing people, developing their capacities, utilizing, maintaining and
compensating their services in tune with the job and organizational requirement.
Features
Organizational management
Personnel administration
Manpower management
Industrial management
Training and development
At the organizational level, a successful Human Resources Development
program prepares the individual to undertake a higher level of work, "organized
learning over a given period of time, to provide the possibility of performance
change" (Nadler 1984). In these settings, Human Resources Development is the
framework that focuses on the organizations competencies at the first stage,
training, and then developing the employee, through education, to satisfy the
organizations long-term needs and the individuals’ career goals and employee
value to their present and future employers. Human Resources Development can
be defined simply as developing the most important section of any business, its
human resource, by attaining or upgrading employee skills and attitudes at all
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Employee engagement
levels to maximize enterprise effectiveness.[The people within an organization
are its human resource. Human Resources Development from a business
perspective is not entirely focused on the individual's growth and development,
"development occurs to enhance the organization's value, not solely for individual
improvement. Individual education and development is a tool and a means to an
end, not the end goal itself" (Elwood F. Holton II, James W. Trott Jr). The broader
concept of national and more strategic attention to the development of human
resources is beginning to emerge as newly independent countries face strong
competition for their skilled professionals and the accompanying brain-drain they
experience.
Recruitment and selection
Applicant recruitment and employee selection form a major part of an
organization's overall resourcing strategies, which identify and secure people
needed for the organization to survive and succeed in the short to medium-term.
Recruitment activities need to be responsive to the ever-increasingly competitive
market to secure suitably qualified and capable recruits at all levels. To be
effective, these initiatives need to include how and when to source the best
recruits, internally or externally. Common to the success of either are; well-
defined organizational structures with sound job design, robust task and person
specification and versatile selection processes, reward, employment
relations and human resource policies, underpinned by a commitment for
strong employer branding and employee engagement and on
boarding strategies.
Internal recruitment can provide the most cost-effective source for recruits if the
potential of the existing pool of employees has been enhanced through training,
development and other performance-enhancing activities such as performance
appraisal, succession planning and development centers to review performance
and assess employee development needs and promotional potential.
Increasingly, securing the best quality candidates for almost all organizations
relies, at least occasionally if not substantially, on external recruitment methods.
Rapidly changing business models demand skill and experience that cannot be
sourced or rapidly enough developed from the existing employee base. It would
be unusual for an organization to undertake all aspects of the recruitment
process without support from third-party dedicated recruitment firms. This may
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Employee engagement
involve a range of support services, such as; provision of CVs or resumes,
identifying recruitment media, advertisement design and media placement for job
vacancies, candidate response handling, short listing, conducting aptitude
testing, preliminary interviews or reference and qualification verification.
Typically, small organizations may not have in-house resources or, in common
with larger organizations, may not possess the particular skill-set required to
undertake a specific recruitment assignment. Where requirements arise, these
are referred on an ad hoc basis to government job centers or commercially
run employment agencies.
Hrm strategy
An HRM strategy pertains to the means as to how to implement the specific
functions of HRM. An organization's HR function may possess recruitment and
selection policies, disciplinary procedures, reward/recognition policies, an HR
plan, or learning and development policies, however all of these functional areas
of HRM need to be aligned and correlated, in order to correspond with the overall
business strategy. An HRM strategy thus is an overall plan, concerning the
implementation of specific HRM functional areas.
An HRM strategy typically consists of the following factors:-
"Best fit" and "best practice " - meaning that there is correlation between
the HRM strategy and the overall corporate strategy. As HRM as a field seeks
to manage human resources in order to achieve properly organizational
goals, an organization's HRM strategy seeks to accomplish such
management by applying a firm's personnel needs with the goals/objectives
of the organization. As an example, a firm selling cars could have a corporate
strategy of increasing car sales by 10% over a five year period. Accordingly,
the HRM strategy would seek to facilitate how exactly to manage personnel in
order to achieve the 10% figure. Specific HRM functions, such as recruitment
and selection, reward/recognition, an HR plan, or learning and development
policies, would be tailored to achieve the corporate objectives.
Close co-operation (at least in theory) between HR and the top/senior
management, in the development of the corporate strategy. Theoretically, a
senior HR representative should be present when an organization's corporate
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Employee engagement
objectives are devised. This is so, since it is a firm's personnel who actually
construct a good, or provide a service. The personnel's proper management
is vital in the firm being successful, or even existing as a going concern. Thus,
HR can be seen as one of the critical departments within the functional area
of an organization.
Continual monitoring of the strategy, via employee feedback, surveys,
etc.:-
The implementation of an HR strategy is not always required, and may depend
on a number of factors, namely the size of the firm, the organizational culture
within the firm or the industry that the firm operates in and also the people in the
firm.
An HRM strategy can be divided, in general, into two facets - the people strategy
and the HR functional strategy. The people strategy pertains to the point listed in
the first paragraph, namely the careful correlation of HRM policies/actions to
attain the goals laid down in the corporate strategy. The HR functional strategy
relates to the policies employed within the HR functional area itself, regarding the
management of persons internal to it, to ensure its own departmental goals are
met.
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Employee engagement
HR POLICIES OF ZOOM ENTRTAINTMENT NETWORK LIMITED
ATTENDANCE POLICY: - It is mandatory for all executives to punch in the identity
card in the automatic attendance system installed near the entrance for clocking-in
and clocking-out. Every exit and entry during the office hours is required to be
registered. In case of failure to comply with the mandatory requirement of punching
the identity card as aforesaid, every failure shall be considered as unauthorized
absence amounting to gross misconduct. All executives shall be duty bound to carry
identity card in person, whether punch card or otherwise, and the executive shall
produce the identity card when requested by the security whilst entering and exiting
out of the office premises or at any time while in the office premises. The executive
may be detained by the security or any person appointed by the management for the
purpose of search to be carried by male searcher in case of male executive and by a
female searcher in case of female executive , if there is suspicion that he/ she is
wrongfully possessing property belonging to the Company. . A female executive shall
not be searched in the presence of any male person.
LEAVE POLICY: -
The calendar year for leave will be January 1st to December 31st.
Encashment of Privilege leave is allowed as per the chart displayed above at
the time of resignation/ retirement.
Compensatory offs are permitted subject to approval of Department Head, and
are to be availed in the same calendar year.
All employees have to apply for leave on timescape.timesgroup.com
Administration
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Employee engagement
The Department Head and Human Resource Department are responsible for
administering this policy.
PRELIMINARY:-
These regulations may be called Zoom Entertainment Network Limited (Employees)
Service Regulations. The said Service Regulations shall apply to all employees
employed by the Company.
DEFINITIONS
"Company" means Zoom Entertainment Network. Ltd.
• "Employer" means the Company namely Zoom Entertainment Network. Ltd
• "Employees" mean all employees by whatever designation they may be called
including the CEO, but not being workman within the meaning of Section 2 (s) of the
Industrial Dispute Act of 1947.
• "Habitual" means a person exhibiting regularly a particular set of behavioral pattern.
• "Policies" means the administrative practices and procedures laid down by the
company covering various benefits extended to the employees under its Human
Resource Policy Manual.
It is further explained that the policy of the Company is exclusively designed for the
purpose of extending welfare schemes to Employees at various levels and it is the
sole discretion of the company to modify, revoke, suspend, terminate or change any or
all such plans, policies or procedures in whole or in part any with or without prior
notice of the welfare schemes shown in this policy manual.
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Employee engagement
CASSIFICATION OF EMPLOYEES
Employee shall be classified as:-
• Probationer
• Trainee
• Permanent
Probationer: Every employee at and below Chief Manager shall be appointed initially
on probation period of 6 months. The period of probation may be extended by further
six months at the discretion of the Management.
Trainee: A Trainee is initially appointed for a period one year and is imparted on-the-
job training. At the end of one year subject to performance, either the trainee either
gets confirmed or the training period is extended.
Permanent: Employee who has been confirmed in writing by the management of the
Company after successful probation/ training period.
SERVICE RULES
Transfer:-
An employee is liable to be transferred from one Department/ Location/ Channel of the
Company to another and also to associate companies existing or acquired/ started
later on, as required by the exigencies of the Company's business at the discretion of
the Company and would be required to do such work which will be assigned to
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Employee engagement
him/her from time to time. They can be temporarily or permanently transferred to any
part of India or abroad.
Training: -
An employee shall hold himself/ herself in readiness for any training at any place or
places whenever required.
Misconduct:-
Following acts or omission, which are illustrative and not exhaustive would amount to
misconduct on the part of the Employee's:
1. Willful insubordination or disobedience, whether alone or in combination with
others, to any reasonable order of a superior;
2. Going on an illegal strike or abetting, inciting, instigating or acting in furtherance
3. Willful slowing down in performance of work, or abatement or instigation hereof;
4. Theft, fraud or dishonesty in connection with the employer's business or property or
the theft of property of another employee within the premises of the Company;
5. Willful damage to or loss of employer's goods or property;
6. Taking or giving bribes or any illegal gratification
7. Habitual absence without prior intimation absence without authorized leave or more
than 10 consecutive days or overstaying the sanctioned leave without sufficient
grounds or proper or satisfactory explanation
8. Habitual late attendance for more than 4 occasions in a month;
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Employee engagement
9. Habitual breach of any law applicable to the establishment or any rules made there
under;
10. Collection of money without the expressed permission and/ or authorization from
the management within and/or outside the premises of the Company on behalf of the
Company.
CODE OF CONDUCT:-
This Code of Conduct is to enable employees of ZENL to adopt consistent approach
on key integrity issues and provide clarity on ZENL's core values and principles. This
Code of Conduct will be an inherent part of the employment contract between ZENL
and every employee.
1. It is agreed between employee and the Company that in the event he/ she
resign/separate from the Company, employee will not recruit, select or influence in any
way, any employee of our Company or anyone working with us on contract, to join a
future employment, as an employee or partner or any other form of work association,
after the separation of services with us.
2. Employee undertake not to work with any competing business including Publishing,
Television, Telecom, Radio Internet or new media engaged in the dissemination of
content for at least a period of one year from the date of leaving the services of the
company.
3. Employee is liable to be transferred from one department to another and from one
shift to another shift in the same department or any other department or from one
branch to another branch of the Company and also its associate companies existing
or acquired/started later on, as required by the exigencies of our business at the
24
Employee engagement
discretion of the Company and shall do such work which will be assigned to him/ her
from time to time.
4. This appointment is valid subject to the employee providing proof of date of birth
and other certificates regarding his/ her qualification as outlined in the application
blank and resume. Willful non-disclosure or wrong disclosure would lead to
termination of services.
5. Employee will be responsible for the safe keeping and return, in good condition and
order of all the properties and equipment of the company, which may be in his/ her
use, custody or charge.
6. Employee will be eligible for Privilege Leave, Sick Leave and Casual Leave as per
the Company's rules.
RECRUITMENT AND SELECTION:-
All position will be filled as per the Manpower Budget only after the written approval of
Chief Executive Officer is obtained by the respective department on position approval
form.
Procedure:-
New Vacancies:-
1. At Times, new vacancies may arise due to setting up of ventures, expansion of
existing ventures, brand development, market expansion, etc. Every new position the
Department Head will be required to justify why the position is required to be filled up
and along with the job description. The Chief Executive Officer after due discussion
with the Department Head will approve the requirement.
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Employee engagement
Vacancies as per Manpower Budget All permanent vacancies will be filled up strictly
as per manpower budget prepared by each Department level wise for their respective
function.
Department Head will be required to send a requisition along with a job description to
the Chief Executive Officer.
Once the Chief Executive Officer approves for the vacancy to be filled up, he will send
it to the Corporate Human Resource Department to hire the suitable Candidate,
The selection procedure will consist of a Preliminary Interview and a Final
Interview and it will be conducted as follows:
views Mangers and below Chief managers Chief manager and above
PreliminaryDepartment Head & Human
Resource Nominees
Department Head &
Human Resource
Representative
Human resource head and
department head
Final Human resource head Business head and
human resource head
Chief executive officer
SALARY ADVANCE POLICY:-
Employees of the company can avail of the same on recommendations of the
department head and approval of HR Head and Chief Financial Officer. The Employee
should mention the reason for applying for a salary advance. The management has
the discretion to approve or reject the whole or part of amount applied or number of
installments applied. The advance amount can be less than or equal to the net salary
as per current month’s payslip. The same will be recovered in maximum 3
installments. Exceptions to this are:
1. Amount applied is more than one month upto a maximum of three months,
2. Number of installments for recovery is more than 3 months.
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Employee engagement
Salary Advance has to be approved by the Chief Executive Officer in the above 2
cases. Salary Advance is generally given once in 12 months against current month's
salary.
INDUCTION POLICY:-
ZEN believes that all new employees MUST be given timely induction training.
This training is regarded as a vital part of employee (particularly senior
management) recruitment and integration into the working environment. This policy,
associated procedures and guidelines define ZEN’s commitment to ensure that all
employees are supported during the period of induction, to the benefit of the
employee and Company alike. The key objectives of the induction process are:
1. To acquaint a new joinee to the company’s business, processes and procedures.
2. To give inputs to the individual about his I her privileges as an employee.
3. To familiarize a new joinee with the various functions at ZEN.
4. To help define the individual’s role in the organization.
Benefits
Induction has benefits for all involved in the process. Employees who settle quickly
into the Company will experience feelings of worth and satisfaction and will
quickly become productive and efficient. It is generally recognized that new
employees are highly motivated and an effective induction process will ensure that
this motivation is reinforced. ZEN expects that the implementation of good induction
practice by Directors and Managers will:
1. Enable new employees to settle into the Company quickly and become
productive and efficient members in a short period of time.
2. Ensure that new entrants are highly equipped, prepared and motivated.
27
Employee engagement
3. Assist in reducing staff turnover and reduce costs associated with
repeated recruitment, training and lost productivity.
Architecture Overview
The figure below depicts the overall Induction Program Approach Human
Resource (HR) Department will be the owner of the induction programmed. It
will be their responsibility to organize the induction and coordinate with all the
departments and. It is expected that all managers and employees of all departments
will assist HR in imparting functional induction. The induction process would be
conducted in three phases.
Project Layout
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Employee engagement
To involve employee engagement programmers to enhance interdepartmental
communication and also to improve the quality work.
Meaning:-
Firstly, we studied what is employee engagement. It means work engagement or
worker engagement, is a business management concept. An "engaged employee" is
one who is fully involved in, and enthusiastic about, his or her work, and thus will act in
a way that furthers their organization's interests.
Productivity is the output of the workers in the form of work done by them it’s not the
quantity that matters it's the quality that is of importance for the organization. An
engaged workforce has an understanding of what is expected of them at work so thus
they are able to carry on their task effectively and efficiently thus adding to the
productivity of the organization and thus adding to the growth and success of the
organization.
Categories of employee engagement: -
Engaged--"Engaged" employees are builders. They want to know the desired
expectations for their role so they can meet and exceed them. They're naturally
29
Employee engagement
curious about their company and their place in it. They perform at consistently high
levels. They want to use their talents and strengths at work every day. They work with
passion and they drive innovation and move their organization forward
Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the
goals and outcomes they are expected to accomplish. They want to be told what to do
just so they can do it and say they have finished. They focus on accomplishing tasks
vs. achieving an outcome. Employees who are not-engaged tend to feel their
contributions are being overlooked, and their potential is not being tapped. They often
feel this way because they don't have productive relationships with their managers or
with their coworkers.
Actively Disengaged--The "actively disengaged" employees are the "cave dwellers.
“They’re "Consistently against Virtually Everything." They're not just unhappy at work;
they're busy acting out their unhappiness .They sow seeds of negativity at every
opportunity. Every day, actively disengaged workers undermine what their engaged
coworkers accomplish. As workers increasingly rely on each other to generate
products and services, the problems and tensions that are fostered by actively
disengaged workers can cause great damage to an organization's functioning. An
organization’s capacity to manage employee engagement is closely related to its
ability to achieve high performance levels and superior business results.
Some of the advantages of Engaged employees are:-
1. Engaged employees will stay with the company, be an advocate of the company and
its products and services, and contribute to bottom line business success.
2. They will normally perform better and are more motivated.
3. There is a significant link between employee engagement and profitability.
4. They form an emotional connection with the company. This impacts their attitude
towards the company’s clients, and thereby improves customer satisfaction and
service levels
30
Employee engagement
5. It builds passion, commitment and alignment with the organization’s strategies and
goals
6. Increases employees’ trust in the organization
7. Creates a sense of loyalty in a competitive environment
8. Provides a high-energy working environment
9. Boosts business growth
10.Makes the employees effective brand ambassadors for the company
Factors Leading to Employee Engagement:-
Studies have shown that there are some critical factors which lead to Employee
engagement. Some of them identified are
Career Development- Opportunities for Personal Development
Organizations with high levels of engagement provide employees with opportunities to
develop their abilities, learn new skills, acquire new knowledge and realise their
potential. When companies plan for the career paths of their employees and invest in
them in this way their people invest in them.
Career Development – Effective Management of Talent
Career development influences engagement for employees and retaining the most
talented employees and providing opportunities for personal development.
Leadership- Clarity of Company Values
Employees need to feel that the core values for which their companies stand are
unambiguous and clear.
Leadership – Respectful Treatment of Employees
Successful organizations show respect for each employee’s qualities and contribution
regardless of their job level.
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Employee engagement
Leadership – Company’s Standards of Ethical Behavior
A company’s ethical standards also lead to engagement of an individual
Empowerment
Employees want to be involved in decisions that affect their work. The leaders of high
engagement workplaces create a trustful and challenging environment, in which
employees are encouraged to dissent from the prevailing orthodoxy and to input and
innovate to move the organization forward.
Image
How much employees are prepared to endorse the products and services which their
company provides its customers depends largely on their perceptions of the quality of
those goods and services. High levels of employee engagement are inextricably linked
with high levels of customer engagement.
Other factors:-
Equal Opportunities and Fair Treatment
The employee engagement levels would be high if their bosses (superiors) provide
equal opportunities for growth and advancement to all the employees.
Performance appraisal
Fair evaluation of an employee’s performance is an important criterion for determining
the level of employee engagement. The company which follows an appropriate
performance appraisal technique (which is transparent and not biased) will have high
levels of employee engagement.
Pay and Benefits
32
Employee engagement
The company should have a proper pay system so that the employees are motivated
to work in the organization. In order to boost his engagement levels the employees
should also be provided with certain benefits and compensations.
Health and Safety
Research indicates that the engagement levels are low if the employee does not feel
secure while working. Therefore every organization should adopt appropriate methods
and systems for the health and safety of their employees.
Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it is very
essential for an organization to see to it that the job given to the employee matches
his career goals which will make him enjoy his work and he would ultimately be
satisfied with his job.
Communication
The company should follow the open door policy. There should be both upward and
downward communication with the use of appropriate communication channels in the
organization. If the employee is given a say in the decision making and has the right to
be heard by his boss than the engagement levels are likely to be high.
Family Friendliness
A person’s family life influences his wok life. When an employee realizes that the
organization is considering his family’s benefits also, he will have an emotional
attachment with the organization which leads to engagement.
Co-operation
If the entire organization works together by helping each other i.e. all the employees
as well as the supervisors co-ordinate well than the employees will be engaged.
Employee engagement should be a continuous process of measuring,
analyzing, defining and implementing.
The Engagement Activity conducted in the Zoom Entertainment Limited is :-
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Employee engagement
Monday Bytes :-
Monday Bytes is a news letter which is sent to all zoom India employees on every
Monday It’s initiated by HR team of Mumbai. In this news letter all the news related
to media is added. While collecting the data for news letter we have to keep in
mind that any kind of employment news is not there which means job opportunity
as it my motivate employees within the organization to apply for it. It also includes
the topics related to advertising & marketing. As it is meant for the organization it
gives the information about the advertising & marketing techniques of other media
channels.
The data is collected from website www.indiatelevision.com & www.afaqs.com.
After the data is collated it is sent to new media department who design a mailer.
After the mailer is designed it is sent to the HR head for approval of the data
present in the news letter. After the approval it is forwarded to all Zoom employees.
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Employee engagement
Mothers Day Celebration:-
It was for the first time in Zoom that Mother Day was celebrated with a cause was
in the organization. It was celebrated on 7th May 2010. On this day we
approached an Ngo Mobile Crèches whom we requested to come in the
organization. We requested employees to donate in kind whatever they want to
donate for orphan kids. We got a good respond form both the sides i.e. from the
NGO and from the employees. We got good amount of donation in kind. We had
organized some games for the kids who had come in the organization.
We had also made a collage of all the mothers in Zoom with their kids and had
displayed it on the notice board. This activity helped to motivate the mothers
working in the organization that we do care for them and for their family too,
35
Employee engagement
Birthday Celebrations :-
In the organization we celebrate Birthday of all the employees in the
organization among all the branches in different cities. A data base was
created of all the employees about their date of birth and contact details and
email id’s. Then a mailer is designed every day and it is sent to all zoom
employees with a detail of the employee for e.g. contact number, email id,
and which department he belongs to and the location. This activity helps the
employee to come together and to celebrate and also help them to know
more about there team mates.
This activity is on daily basis although it is time consuming but it helps
employees to know there college. Even a print of mailer is taken and is
displayed on the notice board of the organization.
36
Employee engagement
Salsa & Jive Sessions :-
There were salsa and jive sessions organized for the employees in the
organization. The posters were taken out and it was advertise, then
registration was done. About 50 employees registered for these sessions.
The participants were divided into 2 batches of 25 each. These sessions were
scheduled twice a week. The cost incurred for this activity was 10,000 as the
trainee was from with in the organization so the amount paid was less. The
registration was free of cost for the employees. This activity helped the
employees by enhancing inter departmental communication.
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Employee engagement
RESEARCH DESIGN
5.1 Research topic:-
“Engagement activity helping organization in improving communication & motivation
in the organization & increases the productivity in the organization.”
5.2 Sampling used:-
To examine employee engagement in this study group a web-based survey was
Conducted in May, 2010 among 30 employees who have participated in the
engagement activity located in the Mumbai.
5.3 Source of data:-
5.3.1 Primary data:-
The method of questionnaire has been used to collect data from the
respondents. A questionnaire containing 11 questions was prepared in order to
get the desired response from the respondent.
5.4Tools:
Questionnaire
Excel 2007
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Employee engagement
.LITERATURE REVIEW
Recruiting good talent is one thing but retaining them and making them deliver their
maximum to the organization. The success of organization requires the active and
willing participation of organization’s workforce.
mployee Engagement refers to the ‘voluntary effort’ employees are ready to put in to
their work, to achieve the organization’s objectives. An engaged employee is aware
of business context, and works with colleagues to improve performance within the job
for the benefit of the organization. Developments and sustenance of this positive
attitude translates into business gains.
The essence of employee engagement is to provide a positive environment where
employees are free to contribute, and desire to contribute, more of their energy, efforts
and thought processes in ways that significantly and favorably impact the goals of the
organization.1
Engaging employees is important whatever the potential of the employee, but it is
especially crucial for truly talented people who are likely to have leadership potential
either now or in the future.
Engaging talented people needs to be a top organizational priority, because they are
by definition especially precious possessions. They are particularly likely to find
another berth if they don't feel that the current one meets their demanding needs for
job satisfaction, purpose and sense of self-worth.
Previous Studies of Employee Engagement
The most comprehensive study to date of employee engagement has come from The
Gallup Organization’s research using the Q12 instrument. For more than 50 years, the
Gallup poll has been questioning customers and employees on a variety of workplace
topics. Their surveys attempt to find out more than simply how satisfied persons are
with their jobs. It addresses the extent to which employees needs are being met and
examines the emotional ties they have to their employment. According to Coffman and
Gonzalez-Molina (2002), results of this Gallup research have shown that business
39
Employee engagement
units in which employees score in the top half on employee engagement have, on
average, a 56% higher success rate with customer loyalty, a 44% higher success rate
on staff turnover, a 50% higher success rate on productivity outcomes, and a 33%
higher success rate on profitability outcomes. One key component of the Gallup Q12
instrument is that it includes items that Gallup researchers have found to be under the
influence of the manager. This allows for practicality of change based upon the survey
results. Over a period of time, Gallup consultants have educated managers and have
partnered with companies to implement change strategies. Between the first and
second year of implementing changes those companies have, on average, scored
one-half standard deviation higher on employee engagement and sometimes as much
as a full standard deviation or more of growth after three years. Current evidence from
the Gallup 12 studies has demonstrated that, to some extent, employee engagement
is influenced by the manager, is changeable, and can vary widely from one workplace
to another.
Kahn’s research sought to identify the psychological conditions necessary to explain
moments of personal engagement and personal disengagement among individuals
across different situations at work (Kahn, 1990). His work used the methods of
observation and interviewing to conduct a qualitative study of personal engagement
among 16 camp counselors and 16 architectural firm members. Kahn found that
people draw upon themselves to varying degrees while performing work tasks and
they can commit themselves physically, cognitively, and emotionally in the various
roles they perform. Or, they may choose to withdraw and disengage from their work
roles and work tasks. Results of Kahn’s study suggest that there are three
psychological conditions that shape how people perform their roles -- meaningfulness,
safety, and availability.
Kahn’s identification of these three psychological conditions now serves as a
framework for the study of employee engagement. Specifically, Kahn (1990) describes
the state of meaningfulness as one in which workers feel worthwhile, useful, and
valuable, and that they are making a difference and are appreciated for the work they
do. Safety is described as an environment in which people feel an ability to act as
what would be normal for the individual without fear of negative consequences. Safety
40
Employee engagement
is found in situations in which workers trust that they will not suffer because of their
engagement to their work and where they perceive the climate to be one of openness
and supportiveness. Availability is defined by Kahn (1990) as the sense of having the
personal physical, emotional, and psychological means with which to engage with
their job tasks at any particular moment. This model acknowledges that personal
coping mechanisms and factors in life outside the job can impact a workers
engagement to the job. Kahn’s (1990) work also concluded that people have
dimensions of themselves that they prefer to use and express in the course of role
performance. If they can match their preferred actions with the psychological
conditions existent in their work environment and work roles, then they will engage
with the job (Kahn, 1990).
Using a survey format they explored why some individuals fully engage in their work
while others become alienated or completely disengaged. Results of this study
confirmed that engagement differs from simple job satisfaction. They agreed that
engagement actually entails the active use of emotions and behaviors in addition to
cognitions. Overall, study results supported Kahn’s earlier work in that psychological
meaningfulness and safety were positively linked to employee investment in work
roles. Additionally, job enrichment and role fit were positively related to psychological
meaningfulness. Having a supportive supervisor and good relations with co-workers
were related to feelings of psychological safety on the job.
In a 2006 cross national study, The researchers found that engagement is not only the
opposite of burnout but that it has its own characteristics, which were labeled vigor,
dedication, and absorption. The researchers concluded that engagement is similar to
burnout in that it is a stable, non-transient state that increases slightly with age. Kahn’s
earlier work and from the burnout literature to pose a model of employee engagement
in which the antecedents of engagement are identified as (a) job characteristics, (b)
perceived organization support, (c) perceived supervisor support, (d) rewards and
recognition, (e) procedural justice, and (f) distributive justice.
In this same model, the consequences of employee engagement are identified as job
satisfaction organizational commitment, intention to stay on the job, and organizational
citizenship behavior (Saks, 2006). Results of the survey showed that the psychological
41
Employee engagement
conditions leading to organization and job engagement, as well as the consequences
of each, are different. The study results also showed that perceived organization
support predicted job and organization engagement; by comparison, particular job
characteristics predicted individual job engagement. The researchers concluded that
procedural justice predicted organization engagement and that job and organization
engagement are both related to employee attitudes, intentions, and behaviors. In
particular, job and organization engagement predict job satisfaction, commitment to
the organization, and intention to quit. Overall, the results of the study suggest that
workers who perceived higher organizational support were more likely to reciprocate
with greater levels of engagement to their individual job roles. The amount of work
experience is another variable that has been studied for its association with burnout.
Research findings on the subject are conflicting. Some studies indicate that individuals
new to their jobs score higher on measures of burnout while others indicate no
relationship between years of service and burnout.
Analysis
42
Employee engagement
Employees involved in engagement activity
Participants Non-participants Total
149 51 200
The pie-chart above shows that the total number of participants from the organization
is 200 out of which 149 participants are actively working in the functioning of the
organization whose requirements are being fully met by the organization and 51
participants felt that their requirements were either not being fully filled by their
superiors or it was partially filled.
No. of employees felt increase of communication
43
200
51
149 Total Employees
Participants
Non Participants
Employee engagement
Yes (in %age) No(in %age) total
156 (78%) 44 (22%) 200(100%)
The pie chart above shows that out of those 200 participants,156 (78%) participants
felt that there communication skills have increased to a certain level because of the
engagement programs which were undertaken in the organization and it helped them
to communicate well with their seniors and their co-workers while 44(22%) participants
felt that engagement activity didn’t helped them to communication skill according to
their own expectations and their should be further activities be done in the
organization which help them to communicate more effectively
Engagement activity was motivating factor to come in the organization
44
Interdepartment increase in communication
78%
22%
Yes
No
Employee engagement
Yes(in %age) No (in %age) Don’t-know(in %age) Total
136(68%) 40 (20%) 24 (12%) 200(100%)
ENGAGEMENT ACTIVITY AS MOTIVATING FACTOR
68%
12%
20%
yes
no
don’t no
The pie chart above shows that out of 200 participants 136(68%) felt that they were
successfully motivated by the employment activities in the organization, it increased
their efficiency and helped them increase their performance it helped them reduce
their stress because of the work pressure. 40(20%) participants felt that their
motivation level did not increased as compared to their co-members their workers
there was not much increase in their efficiency and it did not increase their
productivity, their stress level remained the same(increased in some) because of the
work pressure of the organization. 24(12%) participants felt that their motivation has
increased in some areas but in other area’s their work level has been the same, they
had a neutral effect in their work performance
. LIMITATION AND SUGGESTIONS
45
Employee engagement
LIMITATION
The employee engagements activity does help the employee and the organization
for better performance but there were few limitations:
Engagement activity does not involve HR department it self. It is one of the
biggest limitation that HR department themselves were not able to participate in
the quizzes & games as they were the maker of rules & regulations.
It motivates employee for a very short time. The engagement activity like salsa
motivated employees for a very short time because of work pressures some of the
employees quit the activity and some were not able to participate.
It also restricted the employees who were working on shift basis. The
employees who use come at 8PM were or so were not able to participate in
these activities.
Suggestions
Firstly the for HR team there should be some activity like for example we can
have team lunch or jam session or team outing. This will motivate HR to work for
the organization.
We can have flexible timing for the engagement activity according to the need of
an employee. For e.g. salsa was on Friday so because of work load people got
demotivated so we can shift it on Thursday or Wednesday.
Similarly the employees who were working on shift basis can have some activity
done before or after the office hours. For e.g. if the shift starts at 7 PM he or she
can come at 6 and be a part of other activity.
. CONCLUSION
46
Employee engagement
Employee Engagement is the buzz word term for employee communication. It is a
positive attitude held by the employees towards the organization and its values. It is
gaining popularity, use and importance in the workplace and impacts organizations in
many ways. Employee engagement emphasizes the importance of employee
communication on the success of a business. An organization should thus recognize
employees, more than any other variable, as powerful contributors to a company's
competitive position. Therefore employee engagement should be a continuous
process of learning, improvement, measurement and action. We would hence
conclude that raising and maintaining employee engagement lies in the hands of an
organization and requires a perfect blend of time, effort, commitment and investment
to craft a successful endeavor. Research indicates that by better understanding
engagement, new strategies could be developed that would increase levels of
employee engagement, thereby possibly decreasing the costly negative effects of
burnout for employees in the human services field.
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Employee engagement
BIBLIOGRAPGHY
Websites
1. http://www.timesgroup.co.uk/
2. www.provigator.com/bennett-coleman-co-ltd-the-times-group
http://www.citehr.com/#axzz16xpFpdyY
Research Papers
1. Employee Engagement Survey
2. Employee Engagement through compelling Internal Communication
Company’s Software
1. SAP
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Employee engagement
SAMPLE QUESTIONNAIRE
Feedback on Engagement Activity
1. Name:
2. Gender: M F
3. Department:
4. Contact Number:
5. Tenure in Organization:
6. Do you frequently take part in Organizational activities?
Yes No
If No then please specify the reason:
7. Have you taken part in the recent activity’s?
Yes No
If No then please specify the reason:
8. Please rate the activity’s in a scale of 1 to 5 where 5 being the highest.
1 2 3 4 5
Frequency of
attending
Class
Level of
Satisfaction
Was it worth
waiting after
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Employee engagement
office Hours
9. Did the activity improve the inter department exchange of
communication?
10. Do you have any other suggestions?
11. Would you like to see more of these activities to take place in the
organization?
50
