Employee engagement in Cochin port trust

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A STUDY ON EMPLOYEE ENGAGEMENT AT

COCHIN PORT TRUST, COCHIN

A PROJECT REPORT

Submitted by

RAHEENA.N

In partial fulfillment of the requirements

For the award of the

POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM)

DC SCHOOL OF MANAGEMENT & TECHNOLOGY

MEDIA SCHOOL

THIRUVANANTHAPURAM – 695 585 JUNE 2009

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Certificate from the organization

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ABSTRACT

Employee engagement is the level of commitment and involvement an

employee has towards their organization and its values. An engaged employee

is aware of business context, and works with colleagues to improve

performance within the job for the benefit of the organization. It is a positive

attitude held by the employees towards the organization and its values. This

descriptive study on the basic of Gallup 12 point questionnaire and the IES

survey, 2003.Q12 survey will help to identifies strong feeling of employee

engagement and compare the eight important element of employee engagement

like training, performance appraisal communication, equal opportunity and fair

treatment, pay and benefits, health and safety, co-operation and job satisfaction,

which developed on the basic of IES survey 2003. This study was conduct in

the Cochin Port Trust, Kerala (2009).

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ACKNOWLEDGMENT

The study would not be complete without acknowledging my sincere

gratitude to all persons who have helped me in the conduct of the study and the

preparation of the dissertation.

I express my sincere gratitude to Mr. Mahesh Mohan, faculty of

DCSMAT, Trivandrum for his advice and guidance during my work.

I express my deep sense of gratitude to faculty guide Mr. Anand Scotlin,

who has been offering me valuable expertise and guidance throughout the

progress of this dissertation work.

I express my sincere gratitude to Mr. C. UnniKrishnan Nair, Deputy

Secretary, Cochin Port Trust for giving me an opportunity to do this dissertation

work and also for giving valuable guidance in carrying out this dissertation

work successfully.

I express my profound thanks to Mrs. Deeratmaja, Welfare Inspector

Cochin port trust for her constructive criticism and valuable guidance

throughout this dissertation work.

I thank all the employees of Cochin port trust for their valuable help

which was essential for successful completion of this dissertation.

I express my gratitude to my parents and friends without whose co-

operation and consistent encouragement, the accomplishment of this

dissertation would not have been possible.

Finally, I thank the God Almighty Whose abundant grace and blessing

that led me through this entire journey.

Rahneena.N

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TABLE OF CONTENTS

CHAPTER NO. TITLE PAGE NO.

1 INTRODUCTION 9-28

1.1 Industry profile 10

1.2 company profile 16

1.3 Literature survey 26

2 EMPLOYEE ENGAGMENT 29-52

2.1 Introduction 30

2.2 Involvement factors related to CPT 38

3 RESEARCH DESIGN 53-56

4 DATA ANALYSIS AND INTERPRETATION 57-76

5 FINDINGS, SUGGESTIONS AND CONCLUSION 77-80

BIBLIOGRAPHY 81

APPENDICES I 82-83

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LIST OF TABLES

SL No TITLE Page No

1. Traffic handled at major ports-1 14

2 Traffic handled at major ports-2 15

3.1 Class wise distribution of post 25

3.2 Merit scholarships of port employee’s children. 44

4 Risk amount plus the savings accumulated as rates in

different class level.

49

5 port-wise dangerous occurrences fatal and non-fatal injuries during 2007

51

6 In service training program, 2008-2009 51

7 onsite training program in 2008-09 52

8 Research design 55

9.1 correlation between employee involvement and training

and development program

58

9.2 chi-square value 59

10.1 correlation between employee involvement and

communication

60

10.2 Chi-square value 61

11.1 correlation between employee involvement and ‘equal

opportunity and fair treatment’

61


12.1 correlation between the employee involvement and co-

operation

63


13.1 correlation between employee involvement and job

satisfaction

64


14.1

correlation between employee involvement and

performance appraisal

66

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15.1 correlation between employee involvement and benefits

given to the cochin port trust

67


16.1 correlation between employee involvement and “health and

safety measures”

69


17 class wise frequency 70

17.2 class wise employee involvement level 71

18.1 Age 72

18.2 rating of age and involvement level 73

19.1 Gender 73

19.2 Gender wise involvement level 74

20.1 Department frequency 75

20.2 Depatment wise employee involvement level 76

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LIST OF FIGURES

SL No TITLE Page No 1 India and intermediate sea ports 13

2 Port layout 17

3 Organizational chart 21

4 Ten important elements that influence employee’ perception

33

5 Class wise employee involvement level 71

6 Rating of age and involvement level 72

7 Gender 74

8 Depatmnet wise employee’s frequency 75

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CHAPTER -1

INTRODUCTION

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1.1 INDUSTRY PROFILE

1.1.1 GLOBAL SENARIO

A port provides facility for receiving ships and transferring cargo and from

them. They are usually situated at h the edge of an ocean or sea, river or lake.

Ports often have cargo or handling equipments such as cranes and fort lifts for

use in loading or unloading ships, which may be provided by private interests or

public bodies. Harbour pilots burgs, and tug boats are often used to safety

maneuver large ships in tight quarters as they approach and leave the docks. The

ports that handle international traffic will have customer’s facilities.

The term “port” and seaport are used for ports that handle ocean going vessels,

and “river port” is used for facilities that handle river traffic. Some ports on a

lake, river or canal have access to a sea or ocean; they are sometimes have

“inland ports”. A fishing port is a type of port or harbour facility particularly

suitable for landing distributing fish .A “dry port” a term some time used to

describe a yard used to place containers or conventional public cargo, usually

connected to a sea port by rail or road.

The presence of deep water in channels or berths, the provision of protection

from the wind, waves and storm surges and access to intermeddle transportation

such as trains or trucks are critical to the functioning bat seaports and river

ports.

Cargo containers allow for efficient transport and distribution by eliminating the

need for smaller packages to be loaded individually at each transportation point,

and allowing the shipping unit to be sealed for its entire journey. Standard

containers can just as easily be loaded on a ship, train, truck or plane, greatly

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simplifying intermeddle transfers. Cargo often arrives by train and truck to be

consolidated at a port and loaded on to a large containership for international

transport. At the destination port, it is distributed by ground transport once

again. Port and shipping containers are a vital part of modern just in time

inventory management strategies.

Port sometimes fall out of use Ryes, East Sussex, England was an important

port in the Middle Ages, but the coastline changed and it is now two miles from

the sea.

Also in London, on the River Thames, and Manchester, on the Manchester

ships canal, were once important international ports, but are no longer so.

The world’s busiest port is contested by several ports around the world, as

there is as yet no standardized means of evaluating port performance and traffic.

The most keenly fought over this for the past decade was between the port of

Rotterdam and the port of Singapore, with both ports claiming the busiest port

tile.

1.1.2. INDIAN SCENARIO

Indian ports are not behind in effecting a metamorphosis in their attitude

and approach. India is today among the top17 maritime nations in the world.

India has a long coastline spanning 7517kilometres forming one of the biggest

Peninsulas in the world. The ministry of shipping has laid great emphasis on the

productivity aspect and benchmarking of quality ports and most importantly in

making the ports cost effective.

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Almost all the major ports acquired ISO-9000 certification. The major

ports are now in the process of revising their standards in compliance with the

ISO09002-2000 standards.

Indian ports are the major players in the shipping industry. They play a

prominent role in the import and export of materials via the sea route from and

to various destinations around the globe. The classification of Indian ports into

major, minor and intermediate has an administrative significance. India is

serviced by 12 major ports and 185 notified minor and intermediate port. At

present this ports are handle about 75%of maritime cargo of the country. The

ports come under the Ministry of Shipping, Govt. of India. The following are

the Major ports in India:

Mumbai Port Trust, Mumbai

Jawaharlal Nehru Port Trust, Mumbai

Kolkata Nehru Port Trust, Kolkata

Cochin Port Trust, Cochin

Chennai Port Trust, Chennai

Visakhapatnam Port Trust, Visakhapatnam

New Mangalore Port Trust, Mangalore

Tuticorin port Trust, Tuticorin

Mormugao Port Trust, Mormugao

Kandla Port Trust, Kandla.

Paradip Port Trust, Paradip

Ennore Pvt.Ltd, Ennore

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Major port in India:

Fig: (1)

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Traffic details: Table (1)

See the excel sheet

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TRAFFIC HANDLED AT MAJOR PORTS (DURING APRIL TO MARCH, 2009* VIS-A-VIS APRIL TO MARCH, 2008)

Table : (2)(*) TENTATIVE (IN ' 000TONNES)

PORTS APRIL TO MARCH % VARIATION AGAINST

TARGET TRAFFIC TARGET 2008-09 2009* 1 2 3 4 KOLKATA Kolkata Dock System 12280 12428 1.21 Haldia Dock Complex 48000 41623 -13.29 TOTAL: KOLKATA 60280 54051 -10.33 PARADIP 55000 46412 -15.61 VISAKHAPATNAM 65000 63908 -1.68 ENNORE 10550 11500 9.00 CHENNAI 64000 57491 -10.17 TUTICORIN 24060 22011 -8.52 COCHIN 18960 15228 -19.68 NEW MANGALORE 40340 36691 -9.05 MORMUGAO 40600 41681 2.66 MUMBAI 61030 51876 -15.00 JNPT 63500 57281 -9.79 KANDLA 72770 72225 -0.75 TOTAL: 576090 530355 -7.94

Source: Indian port association

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1.2 COMPANY PROFILE

1.2.1. History:

Cochin is the center for maritime trade and fishing for centuries created

by nature in AD 1341, visited by international travelers and administered by

colonial conquerors through the centuries which follow and developed by Sir.

Robert Bristow during the period 1920-1940. In this century against far too

many odds and despite the cynicism of far too many people Cochin Port today

is indeed the “Queen of the Arabian Sea”.

The Cochin Port Trust newly launched E-Thuramukham, a

comprehensive Enterprise Resource Planning (ERP) implementation program

becoming the first Indian port. The project is based on SAP platform and will be

customized by Tata Consultancy Services.

1.2.2. Formation:

The port was formally thrown open to vessels up to 30’draft in the year 1931.

Cochin port was declared as a major port 1st August, 1936 and came under the

administration of Govt. of India and the port was vested in a Board of trustees

under a central legislation, viz. the Major Port Trust Act, 1963 on 29th

February, 1964.

1.2.3. Location

Port of cochin is located on the Willingdon Island at Latitude 9(degree) 58’

North and Longitude 76(degree) 14’ east on the South –West coast of India

about 930 KM south of Mumbai and 320 KM North of Kanyakumari.

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1.2.4. Port layout:

fig: (2)

The navigational channel system (approach channels)of cochin port

comprise of an outer approach channel and two inner channels leading to

Ernakulum side and Mattancherry side of the Willingdon Island on which the

land based port facilities are located as shown in figure above.

1.2.5. Hinterland

With its strategic location on the South – West coast of India and at a

commanding position at the cross roads of the East – West Ocean trade, the

port is a natural gateway to the vast industrial and agricultural produce markets

of the South – West India. The hinterland of the port includes the whole of the

Kerala state and parts of the Tamil Nadu and Karnataka states. A study carried

out on the traffic flow in the hinterland of the port indicates that about 97% of

the total volume of the traffic is accounted for by Kerala state. The hinterland of

Cochin port has further spread over to different areas with the growth of

containerization in the country and establishment of inland Container Depots

different load canters in India. Cochin with its proximity to the international sea

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route between Europe and the Far East and Australia can attract large number of

container lines offering immense sailing opportunities.

1.2.6.Mission

The Mission of the Cochin Port Trust is to provide dependable, cost-effective

Port services through modern and efficient infrastructure coupled with high

quality, customer friendly services. The Port shall manage its assets and

resources for optimal economic use to the Nation and the community. The

Port shall strive to be the main catalyst for the economic development of the

region, with a strong commitment to environmentally sound policies and

safe practices. The Board of Trustees, the employees and all stakeholders of the

Port shall work as a team in an open, positive, collaborative and cooperative

manner. In pursuit of this Mission, the Port Trust shall be guided by the

principles of integrity, ethical behavior, professional excellence, service to the

community and respect for every individual.

1.2.7. Vision

The vision of the Cochin Port is to serve the country as

A public service provider

An economic development facilitator

A Business enterprise

An environmental conservator

1.2.8. Goals

Strengthening our competitive position

Maximizing space and infrastructure utilization

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1.2.9. Objectives

o To provide adequate service to trade and commerce so as to support

the promotion of international trade, particularly of export trade, and

to catalyze the techno-economic development of its hinterland by

providing an important infrastructural facility.

o To equip itself with modern techniques and mechanical innovations as

well as technical expertise, so as to provide comprehensive,

qualitatively efficient service to the trade.

o To ensure efficient handling of cargo at minimum unit cost and to

facilitate quick turn round of ship.

o To streamline procedure formalities and to co-ordinate the operations

of other official agencies connected with export and import trade, with

the objective of aiding quick flow of work.

o To optimize utilization of human and material resources with due

regard to safety, quality of output and efficiency.

o To facilitate effective and meaningful participation of all the interests

concerned in the port’s work.

o To afford to its workers and staff facilities which take care of their

medical, educational, recreational and other welfare needs.

o To optimize the return on investments and to maintain economy in

expenditure in all spheres of the port’s work.

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1.2.10. Administration

The Port is governed by The Cochin Port Trust which is an autonomous body

under The Major Port Trusts Act 1963. The Central Government constitutes a

Board of Trustees, responsible for management of the port. The Government of

India may from time to time nominate the Trustees in the Board representing

various interests. The Major Port Trusts Act, 1963, makes provision for the

constitution of the Cochin Port Trust to vest the administration, control and

management of the port.

1.2.11. Ownership pattern

Cochin port is an autonomous body under the Government of India and it’s

managed by the board of Trustees constructed by Govt. of India. The chairman

of the Board is act as Chief executive officers.

The Board of Trusties consists of:

1. .Chairman

2. Dy. Chairman appointed by the govt of India and member

representing

3. Ministry of shipping

4. Govt of Kerala

5. Department of customs

6. Coast guard

7. Defence service

8. Indian railway

9. BPCL cochin refinery

10. Cochin SEZ, Govt. of India

11. Mercantile Marine department

12. Kerala chamber of commerce & industry

13. Cochin Steamer Agent Association

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The board has strength of 19 members. Out of which 4 represents other

interests and 2 represents labour trustees.

1.2.13. Organizational Chart

Fig: 3

1.2.13. Departments and its functions

There are seven main departments and two sub departments in Cochin

Port. The seven departments include General department, Accounts

department, Traffic department, Medical department, Marine department,

Civil engineering department, Mechanical engineering. Cochin fisheries

harbour comes under civil engineering department and stores department

comes under Mechanical engineering.

Chairman

Deputy Chairman

General administration department

Accounts department

Traffic department

Medical department

Marine department

Civil engineering department

Mechanical engineering

Cochin fisheries harbour

Stores division

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1. Administration department

Co-ordinate the various activities of other departments of Cochin

port trust such as appointment, training and promotion and

personnel matters.

Convening of the board of trustees and sub-committee

Preparation of agenda for the meeting and follow up actions

Decision taken up

Public relation work

Implementation of official language ACT

Preventive vigilance

2. Central account department

To give financial advice on varies matters of the administration of

the port.

Custody and accounting of receipts’ and expenditure from the port

fund.

Compilation of budget estimates of financial statements.

Pre audit and checking of bills as an instrument of control

Financial and budgetary control.

Payment of salary pension and other dues to the employees.

Accounting of expenditure on works.

Issue of bills towards cost of service rendered by the port and

recovery of amounts due.

Costing of service and operations to facilitate to cost control

Fixing and revision of tariffs.

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3. Civil engineering department

Maintenance and development of the general conservancy of

the port from the civil engineering point of view.

Implementation of new scheme in consultation with the other

department for providing port facilities to cope with the needs

of trade.

Civil construction work and maintenance of the port structures

Sanitation of port area and water supply.

Preparation of estimates of new work and award of contact for

the new contraction work.

Land leasing.

4. Mechanical Engineering department

It is responsible for procurement, maintenance and operation of

all cargo handling equipments and procurement and

maintenance of flotilla required by the port.

Procurement and distribution of electricity

5. Traffic department

Allotment of berth

Deployment of equipment such as shore cranes, mobile cranes

etc

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Deployment of labour gangs for loading and unloading

operations.

Transit management and supervision of the cargo handling.

Cargo accounting and receipt and delivery

Allotment of the ware house and open stacking yards and

monitoring their utilizations.

Container freight station operation such as stuffing, destuffing,

movement of boxes and receipt and their deliveries.

Container terminal documentation, receipt and delivery of

containers.

6. Marine department

It is mainly conserved with the marine conservancy of the

port. The piloting of the vessels in and out of the port,

Hydro graphic survey, dredging operations, fire services,

licensing of harbour crafts, single station including the

operations and maintenance of the tanker terminals and of

electronic equipment like VHF, etc. are the responsibilities

of the marine department.

Pollution control

All harbour flotilla like tugs, launches, dredgers, etc are

operating by the department.

7. Medical department

This department provide medical facilities for the officers and

staff of the port trust as well as their families.

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Self-contained dispensary functioning at the port workshop

and 6 first aid boxes located at different operational areas of

the port trust.

8. Civil project and fisheries harbour

Execution of civil projects and contract dredging

Maintenance of fishing harbour.

9. Controller of stores department

Purchase and storage and issue of materials

Disposal of condemned and surplus items.

1.2.14. Class wise distribution of post

Following table represent the class wise employee’s distribution of the

Cochin Port Trust;

Table: (3.1)

Dept Class1 Class2 Class3 Class4 Total

Administration 13 14 154 49 230 Accounts 11 10 190 11 222 Traffic 18 36 541 387 982 Medical 16 3 155 113 287 Marine 52 25 501 245 823 Civil engineering

13 49 282 136 480

CFH 3 2 34 14 53 Mechanical 18 68 916 165 1167 Stores 2 5 41 14 62

Total 146

212

2814

1134

4306

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1.3. LITERATURE SURVEY

EMPLOYEE ENGAGEMENT: NEW PERSEPECTIVES

Employee engagement constitutes the core competence of a successful

organization. It is linked to important organizational issues such as employee

retention, productivity and satisfaction. Engagement can be creatively integrated

and woven into an organizations HR policy by creating an environment that

includes challenges aspects of the work, supportive team members and effective

training strategies that are consistent with the performance management

techniques. These characteristics can help managers shape the workplace into

an employee-friendly outfit. In a call monitoring sets clear performance

standards and objective feedback facilitates the creation of a winning culture.

A company must take initiatives to refine and redefine certain human

resource management practices that contribute towards enhancing employee

satisfaction and motivate workers to better and appreciate customer allegiance

and shareholder value. At the individual employee level, the individual

employee level, the measurement of employee engagement can be assessed by

ascertaining whether people are willing to bring their positive value system and

setting individual goals at the workplace.

Research bears testimony to the fact that those employees who find their

work to be challenging tend to possess a high degree of engagement at the

workplace. In such a challenging environment, employees have a clear

understanding of their role and perceive the assignment as an opportunity for

self-expression, and their chance to satisfy their value system, which is based on

their faith. The essence of management objectives, as enunciated by the

management guru, Peter Drucker, can help managers to set the goals and also to

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provide the necessary support and resources. He also provide the employee a

chance to execute the job well, so that it can further the employees career

progression. Personalized attention to an employee’s carrier development is

bound to have a positive impact on employee engagement.

Factors like empowerment, recognition, respect, self-development,

creativity, achievement, advancement, economic security (or wealth), and

enjoying co-worker relationships effect employee engagement significantly.

Committed and engaged workers deliver business value to the organization

and thus create an emotional engagement with the customers, which spin off

into a loyal client base for the company. Such employees tend to create a

positive multiplier effect on their peers and as a result the workplace becomes

genuinely productive and highly ethical. The tenure of such employees is

nullified to a great extent. In essence, the deep satisfaction of a robust personal

value system at the work place will automatically lead to a healthy employee

engagement system for an organization this, in turn will lead to an increase in

the ‘discretionary effort’ on the part of the employee for the cause of the

organization- PVL RAJU*

EMPLOYEE ENGAGEMENT; NEW CORPORATE PERSPECTIVE

Product and process alone cannot help organizations sustain loyal

customers. They also need highly motivated, dedicated and involved

employees who are very passionate about their work and organization; in

short, they need engaged employees.’ But nurturing engaged employees

requires a lot of effort and skill on the part of HR managers and calls for a

different HR philosophy in the organization. This article provides some

perspective measures as to how HR managers can help their employees

become engaged with their work and organization. – Andrew Dutta**

HRM REVIEW the ICFAI University Press, *consulting editor. ** Page no.11-17

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EMPLOYEE ENGAGEMENT: AN EMERGING PARADIGM

‘Employee Engagement’ is the new buzzword. A business success is directly

linked to the commitment of the employees. Organizations that constantly keep

themselves aware of their employees’ needs with the help of employee

satisfaction surveys will have a competitive advantage over those who don’t. In

a nutshell, successful companies are those that recognize opportunities to foster

employee engagement.-K Sangeetha*

ENGAGING THE WORKFORCE: EMPLOYEE VALUE PROPOSITION

AND CULTURAL BUILDING

A successful organization is built with its employees’ contribution -- a

contribution that will not be effective unless its employees are engaged in

strategic decision-making and other initiatives. Employee Engagement ensures

the successful execution of any business strategy. Engaged employees are the

competitive advantage of an organization and play the most important role in

the implementation of their organization’s business initiatives._ Palak

Mahendru and Swati Sharma.**

HRM REVIEW the ICFAI University Press, *page no.19 ** Page no.26

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CHAPTER -2

EMPLOYEE ENGAGMENT

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2.1. Introduction

There is a difference between working for survival and working for pleasure – It’s my job, I

should have a sense of belongingness and should enjoy each and every moment of it...

Employee engagement is defined as “the extent to which people enjoy and

believe in what they do, and feel valued of doing it. It is the degree of

commitment towards the job, which an employee performs, and till how long

the employee remains with the organization as a result of this commitment.”

Engagement is a state where employees are not only intellectually committed to

the job but are also emotionally attached to it.

2.1.1. Aspects of Employee Engagement

Three basic aspects of employee engagement according to the global studies

are:-

The employees and their own unique psychological makeup and

experience

The employers and their ability to create the conditions that

promote employee engagement

Interaction between employees at all levels.

Thus it is largely the organization’s responsibility to create an environment and

culture conducive to this partnership, and a win-win equation.

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2.1.2. Categories of Employee Engagement

According to the Gallup the Consulting organization there are there are different

types of people:-

Engaged--"Engaged" employees are builders. They want to know the desired

expectations for their role so they can meet and exceed them. They're naturally

curious about their company and their place in it. They perform at consistently

high levels. They want to use their talents and strengths at work every day. They

work with passion and they drive innovation and move their organization

forward.

Not Engaged---Not-engaged employees tend to concentrate on tasks rather than

the goals and outcomes they are expected to accomplish. They want to be told

what to do just so they can do it and say they have finished. They focus on

accomplishing tasks vs. achieving an outcome. Employees who are not-engaged

tend to feel their contributions are being overlooked, and their potential is not

being tapped. They often feel this way because they don't have productive

relationships with their managers or with their co-workers.

Actively Disengaged--The "actively disengaged" employees are the "cave

dwellers." They're "Consistently against Virtually Everything." They're not just

unhappy at work; they're busy acting out their unhappiness .They sow seeds of

negativity at every opportunity. Every day, actively disengaged workers

undermine what their engaged co-workers accomplish. As workers increasingly

rely on each other to generate products and services, the problems and tensions

that are fostered by actively disengaged workers can cause great damage to an

organization's functioning.

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2.1.3. Importance of Engagement An organization’s capacity to manage employee engagement is closely related

to its ability to achieve high performance levels and superior business results.

Some of the advantages of Engaged employees are;

Engaged employees will stay with the company, be an advocate of

the company and its products and services, and contribute to

bottom line business success.

They will normally perform better and are more motivated.

There is a significant link between employee engagement and

profitability.

They form an emotional connection with the company. This

impacts their attitude towards the company’s clients, and thereby

improves customer satisfaction and service levels

It builds passion, commitment and alignment with the

organization’s strategies and goals

Increases employees’ trust in the organization

Creates a sense of loyalty in a competitive environment

Provides a high-energy working environment

Boosts business growth

Makes the employees effective brand ambassadors for the

company

2.1.4. Factors Leading to Employee Engagement- Studies have shown that there are some critical factors which lead to Employee

engagement.IES Survey, 2003 found ten important elements that influence

employees’ perception about feeling valued and involved.

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Fig: 4

Ten Important Elements that influence Employee’ Perception

Source: IES Survey, 2003

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1. Career, Development and training

Organizations with high levels of engagement provide employees with

opportunities to their abilities, learn new skills, acquire new knowledge and

realise their potential. When companies plan for the career paths of their

employees and invest in them in this way their people invest in them. Career

development influences engagement for employees and retaining the most

talented employees and providing opportunities for personal development.

2. Immediate management

3. Performance and appraisal

Fair evaluation of an employee’s performance is an important criterion for

determining the level of employee engagement. The company which follows an

appropriate performance appraisal technique (which is transparent and not

biased) will have high levels of employee engagement. Successful organizations

show respect for each employee’s qualities and contribution – regardless of

their job level

4. Communication

The company should follow the open door policy. There should be both

upward and downward communication with the use of appropriate

communication channels in the organization. If the employee is given a say in

the decision making and has the right to be heard by his boss than the

engagement levels are likely to be high.

5. Equal Opportunities and Fair Treatment

The employee engagement levels would be high if their bosses (superiors)

provide equal opportunities for growth and advancement to all the employees.

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6. Pay and Benefits

The company should have a proper pay system so that the employees are

motivated to work in the organization. In order to boost his engagement levels

the employees should also be provided with certain benefits and compensations.

7. Health and Safety

Research indicates that the engagement levels are low if the employee does not

feel secure while working. Therefore every organization should adopt

appropriate methods and systems for the health and safety of their employees.

8. Co-operation

If the entire organization works together by helping each other i.e. all the

employees as well as the supervisors co-ordinate well than the employees will

be engaged.

9. Family Friendliness

A person’s family life influences his wok life. When an employee realizes that

the organization is considering his family’s benefits also, he will have an

emotional attachment with the organization which leads to engagement

10. Job Satisfaction

Only a satisfied employee can become an engaged employee. Therefore it is

very essential for an organization to see to it that the job given to the employee

matches his career goals which will make him enjoy his work and he would

ultimately be satisfied with his job.

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2.1.5. Factors to develop employee engagement in an organization:

The effectiveness of the employee engagement depends upon the degree

to which the employee is the part of the decision-making process and his/her are

incorporated in the final plan. It generates self responsibility among the

employees. This sense of self –responsibility instills the sense of ownership in

the employee’s mind and they will feel that they actually own the job and

accountable for each and every decision they take. This will result in the

commitment and pride for success of not only the organization but also of the

employee himself/herself.

Engagement is not a one-time process or a short-term initiative; it is an on-

going and steady process, which requires following initiatives to be taken by the

organization to build high level of employee engagement.

1. Informing employee about the change: Employee should be well

informed about the change and the need for it.

2. Inviting employee’s suggestions: Organization should invite employees

to come forward and give their suggestions. It should be noted that the

employees understand the job more than anybody else because they

actually perform it and so they would be able to give better suggestions

than a third party or external consultant.

3. Incorporating valuable suggestions: Giving a final shape to employee’s

valuable suggestions would result in a sense of belongingness and pride

in the employees. It would also result in the effective implementation of

the decision, because the employee who has to implement it actually

believes in it as this suggestion has been given by him/her only.

37 | P a g e

4. Listening to the problems: The top management should always be

willing to listen to the employees’ problem that they are facing in the

implementation of the decisions.

5. Supporting at every stage of the implementation process: Managers

should support employees in the implementation of the change process

and should help them in overcoming the difficulties of the change.

The steps mentioned above are actually very simple, but we generally forget

them in our day-to-day activities. These simple things when practiced can

actually boost up the employee’s morale, give him/her a sense of belonging in

an increase in his/her productivity, and ultimately augment the employee’s

long-term associate with the organization.

38 | P a g e

2.2. Involvement factors related to Cochin port trust

2.2.1. Employee Welfare benefits of Cochin port trust

Following are the welfare schemes of Cochin port trust given to their

employees,

1. canteens

There are 12 canteens functioning in Cochin port trust and all of them are run

by welfare clubs of employees. They have been given utensils, rent free

accommodation, furniture, water &electricity by management.

Workshop canteen

Container terminal canteen

Ernakulum wharf canteen

Hospital canteen

Civil section canteen (Ernakulum wharf)

E.D.C. canteen

Marine canteen(Baggage jetty)

C.A.D. canteen

Mattancherry Wharf canteen

CFS canteen

Officers canteen

A sum of Rs.1.39 lakh per month is given to the Welfare Club as

subsidy for running the canteen under the Factories Act at the

workshop.

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2. Shelters, rest rooms and lunch rooms are provided in all work sites /

sections. Drinking water, Latrines and washing facilities are also

provided

3. First aid facilities

First Aiders are being posted at the following places with necessary first

aid boxes –mattancherry wharf, BTP, Marine complex, CFS and Ernakulum

Wharf. Three Ambulance Vans are provided at the Port Hospital / Fire

Station.

4. Medical facilities

1. A general hospital with 150 beds is functioning in the port. The

hospital is equipped with modern amenities like air-

conditioned analytical laboratory, X/ray facilities ultraviolet

rays, E.C.G. facilities, intra-red rays, air-conditional operation

theatre, labour room, pulmonary resuscitator etc., Specialists in

Surgical E.N.T., Ophthalmic, Paediatric and dental etc., are also

visited to the port hospital weekly for special treatment.

Irrespective of age, department sons of the employees/

pensioners are eligible for medical facilities as per Govt. of

India, Dept. of Health O.M.No.4-24/96-C&P/CGHS (P) dated

17-9-99.

2. A well equipped dispensary is working in the workshop from

8.30 hours to 11.30 hours with a doctor, a nurse,2

compounders, a dresser and a nursing orderly. As the

dispensary is very near to the workshop Jetty, the emergency

cases from the vessels are also treated here.

3. In –patient and out-patient treatment are provided for all

employees and members of their family members.

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4. The in-patient who is an employee or employee’s family

member who met with accident while on duty and those who

get admitted in the port hospital, is eligible for diet for Rs.6 /-

per day.

5. For treatment of chronic illness, employees and family

members are referred to specialized hospitals and cost of

treatment is borne by the Port.

6. Ambulance Van: Ambulance Van is provided free of charge to

transport sick and injured Port employees from Offices/

Worksites of the Port Trust/Residence requiring immediate

attention. This facility is also extended for taking patients i.e.

Port employees and their dependants, from port Hospital to any

Private Hospital within the limits of Kerala state for better

treatment in acute emergency cases.

7. Hospital facilities are also provided to the retired employees

and their spouses.

8. Contract/casual workers are also being provided outpatient

treatment in port hospital free of charge.

5. family planning programme

Family planning operations and follow up attention is undertaken at the

port Hospital free of charge. In addition to the above, special casual leave;

Cash Awards etc are given to the port employees/their spouses who undergo

family planning operations according to the Govt. of India rules from time to

time.

Family planning allowance: An employee undergoing the sterilization

operation after having not more than two surviving children is eligible for a

special increment in the form of personal pay. The rate of personal pay

41 | P a g e

would be equal to the amount of next increment due at the time of grant of the

concession.

6. Recreational & cultural facilities:

a. Library facilities:-

A reading rooms and library have been provided at the

workshop. Hon, Librarians have been appointed for looking

after the Library. Newspapers and periodicals have also been

provided at 19 different rest rooms at different sites for the

workmen.

b. Clubs:-

The following clubes are functioning for the benefit of

employees and family members;

i. A staff club is functioning at the North End of the

Island. Building on nominal rent and a recurring

grant of Rs.10, 000/- per annum is given to the club.

The club is provided with facilities like library,

colour television, billiards table etc.

ii. A Recreation club is functioning at the South End of

Island in the Residential Quarters area. Building with

necessary furniture is provided by management. A

recurring grant of Rs.10, 000/- per annum is given to

this club. The club is provided with facilities like

library, indoor games, colour television etc.

iii. A ladies club is functioning at South End in the

Residential quarter’s area. Rent free building and

annual grant of Rs. 3,000/- is given to the club by

management. The club is provided with facilities like

library, indoor games, colour Television etc.

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iv. A women’s club is functioning in the North end. Free

accommodation and annual grant in aid of Rs.20,

000/- are given to this club by the management. The

club provided with facilities like library, indoor

games, colour Television etc.

v. Port trust officers club is functioning at the south End

(Near port training institute) of W/ island. Free

accommodation and annual grant in aid of Rs.10,

000/- is given to this club by the management. The

club is provided with facilities like library, indoor

games, colour television etc.

All the clubs are maintain libraries and grants are

given by the port for purchase of books for the

libraries. Colour television sets have also been

provided to the clubs.

c. Sports & Games

A sports control board is functioning in the port and port is

promoting sports activities. The important efforts are the

following;

1. Employees are sponsored for participating in the sports

and games competition conducted at the District, state

and national level.

2. Teams of outstanding sportsmen in athletic, Football,

Volleyball take part in tournaments organized outside

the port.

3. The selected players are given refreshments during

practice period.

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4. Employees are sponsored for all India Major Port

Athletic Meet and various other Tournaments.

5. Employees are granted special casual leave/ duty off if

they meet with accidents during the play and for the

time spent to participate in outside sports events.

6. Children’s Day Celebrations and sports for the children

of employee of port are conducted very year in a

befitting manner under the auspices of Sports Control

Board and the selected team takes part in the all India

Major Ports Children Sports.

7. Various other encouragements like financial benefits to

outstanding sports employees, coaching programs to

children of employees etc are also being organised.

d. Entertainment

Arts and cultural Clubs are functioning in the port. The port

patronises these clubs by giving suitable grant when they

organize special programme or participate in outside

competitions.

7. Educational facilities

a) Children’s educational allowance and reimbursement of Tuition

fees are granted to children of port employees up to Higher

Secondary Classes.

b) Free accommodation has been provided and maintained by the

port for Nursery school (Sisu Vihar). The school is given free

water and electricity. Island for which an annual grant of

Rs.2, 000 /- is given from the welfare fund.

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c) Sir Robert Bristow Primary & Secondary school.

Land, building and other facilities have been provided free of

cost to the Kerala state government for running the primary and

secondary schools.

d) Kendriya Vidyalaya is functioning at the South End of w/ Island.

Accommodation and furniture have been provided by the port,

50%of the seats in standard I are allotted to the children of port

employees.

e) Scholarships: the port is also awarding the following merit

scholarships every year to the meritorious children of port

employees. Table (3.2)

Sl.No Course Amount Quantity Duration Annual

Expenditure

1 Technical 300.00 10 3 to 4

yrs

9,000.00

2 Professional(B.Teh

&MBBS)

1,000.00 20 5 87,000.00

3 Higher secondary 250.00 50 2 25,000.00

4 Degree course 500.00 20 3 30,000.00

5 Post graduation course 600.00 10 2 12,000.00

total 1,63,000.00

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f) Workers education: workers teachers are sent for training at port

expenses. Unit level classes are organized during working time

the management is also providing periodical training to

employees through reputed training institute/ faculties.

8. Transport facilities

The crew of the floating crafts and workers in the shift are provided

with free transport facilities.

9. Transport Reimbursement

Transport reimbursement is provided at the rate of Rs.180/- to class

III & IV employees and Rs.300/- for Class I & II officers.

10. Washing allowance

Washing allowance is provided at the rate of Rs.50 &Rs.150/- to class

III & IV, class I & II respectively.

11. Leave Travel Concession

Leave Travel Concession is provided to all employees as per

Cochin port trust regulations.

12. House Building Advance

House building advance is provided to all employees. The maximum

limit of house building advance is 50 months basic pay subject to a

maximum of Rs.7.5 lakhs

13. Personal computer advance

Personal computer advance at an interest rate of 11.5% is granted to

all employees subject to a ceiling of Rs.50, 000/-

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14. Work – related Allowances

The rates of work-related allowances, namely Actonnage Allowance,

Night Weightage Allowance, Length Allowances and Cold Move

Allowance are granted subject to the work of employees.

15. Mess allowance

At a rate of Rs.10/- is provided as mess allowance.

16. Outstation allowance

Equal to an amount of 33 1/3% of the basic pay is provided as

outstation allowance from the date of departure to the date return to hometown.

17. Co-operative Establishments

a) Cochin port employees, co-operative society No.855, W/Islang is

running a Bank end of W/ island affording loan facilities to the

port employees. Rent free accommodation is given by the port.

Necessary financial assistance, loans etc. are given to the

employees when they are in need. Recovery of loans is arranged

from the salary of the employees. The society is running a Death-

Cum- Retirement Benefit Scheme for the employees.

b) Sir Robert Bristow memorial Benefit Fund: this is a voluntary

organization of the port employees registered under the Charitable

Societies Act. The Fund is running a Death-Cum –Retirement

Scheme by which the member employees are benefited. Collection

of subscription to the fund is arranged through pay roll deductions.

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18. Shopping facilities

A branch of kendriya Bhandar is also functioning in the W/island shopping

center has been provided where rooms have been let out by the port for running

Grocery, Stationary and vegetable shops, bakery, flourmill, cycle shop,

barbershop etc.

19. Uniforms

Uniforms/working dress and protective equipments are provided to the

operational, industrial and Hospital staff and class IV staff of the officers.

20. Ex-gratia payments:-

In additional to medical facilities, Ex-gratia payments are also usually

made:-

a) When a worker or his family member is directed by the port

Hospitals or any other far-off place;

b) When treatment of a nature not available in port hospital or local

government hospitals, is done in local private hospitals;

c) When any treatment involves a sizeable expenditure which is not

re-imbursable;

d) When the workman is on EOL for a long time on account of

illness;

e) To give relief to those who suffer from natural calamities like

storm, fire etc.

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21. Funeral Expenses

Funeral expenses are being paid by the management to the bereaved

family of the deceased employee. A sum of Rs. 3500/- is being paid in the

case of normal death and Rs.7500/- for accidental death.

22. Compassionate appointment:

In the event of employees dying in harness or medically invalidated,

their next of kins are registered for employment assistance and provided

employment depending upon their qualification and availability of vacancies

subject to other conditions of the scheme.

23. Family security fund:

A family security fund has been constituted in the port w.e.f. 15-8-1981.

The employees constitute at the rate of Rs.10/- per month the employee will

get an amount of Rs.5000/- at the time of retirement. In the case of death, the

nominee of the employee will get an amount of Rs.15, 000/-

24. Group Insurance Scheme:

The saving linked Insurance Scheme was introduced in the port trust

from March 1987. The employees of the port depending upon their present

classification are allowed to join one of the following groups on payment of

the prescribed monthly contribution shown against each. The contribution

well cover the risk for the period of their service for which 35% of the

contribution will be set apart. 65% of the contribution will form part of their

savings which will be refunded to them on retirement, with accrued

interest/profits. An employee joining a lower class on promotion to higher

class is allowed to opt the higher group applicable from the next annual

49 | P a g e

renewal date. Monthly premium /contribution is recovered from the salary and

paid by the Port Trust. Payments by the L.I.C on maturity or in the event of

death are made through the Port Trust.

Group Risk Monthly deductions

Class I Rs. 75,000/- Rs.79.69

Class II Rs. 60,000/- Rs.63.75

Class III Rs. 45,000/- Rs.47.81

Class IV Rs.30,000/- Rs.31.88

In the event of unfortunate death of an employee, his family will be

entitled to get the whole risk amount plus the savings accumulated as rates

given above against the class of employee as applicable(table-4).

2.2.2. SAFETY AND SECURITY MEASURES

The safety officer of the port and Asst. Director, Dock safety regularly

visit operational area and ensure safe operations.

During the year 2007, 11 safety training programs have been carried out

for a total of 269 employees including 18 officials of Cochin port trust.

Personal protective equipments: safety shoes, safety helmets nose masks

and glouse were supplied to all the workers and they have been advised to

wear these safety articles while they are working.

This safety equipments provided the casual /and contract workers.

DGFASLI has visited once, that is from 23-04-07 to 24-04-07 during the

last 3 years.

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Committee meeting on a regular intervals i.e., once in three months,

during last one year 4 safety committee meeting were held. Major

suggestions made by the committee are as followers;

1. To ensure the road safety for which CISF personals are

deputed for implementation

2. Pollution control while handling cargoes mainly break bulk

cargoes

3. Providing medical facility and medical examination to the

dockworkers periodically monitoring the same.

4. Cleanliness in the dock area

5. Providing better amenities to the dockworkers in the dock

area.

6. Reviewing the number of accident and cause of accidents.

7. All these recommendations have been implemented.

The following safety audits have been conducted

1. In 1998 DGFASLI had conducted a safety audit and submitted

their 26 recommendations. All the recommendations have been

implemented.

2. As part of ISO 9001:2000, safety procedures in the departmental

quality manual are audited by the ISO auditors on a regular basis

for the compliance. this includes daily inspection of sites and

maintain records of these inspections etc which are being carried

out.

When any occasional health problem is noticed, the medical officer

analyse the problem and the root cause is found out and remedial action

taken. The containers stuffed with hazardous cargo are kept separately in

a place earmarked for the same to avoid health hazards.

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Table:5

Sl. No. Ports FATAL TOTAL Dangerous Occurrences

1. Mumbai 03 42 05

2. J.N. Port 00 11 03

3. Kandla 03 08 02

4. Mormugao 01 08 00

5. Kolkata 03 28 00

6. Paradip 01 10 01

7. Visakhapatnam 01 06 01

8. Chennai 8 * 18* 06

9. Cochin 00 13 04

10. New Mangalore 01 05 00

11. Tuticorin 02 09 00

Total 23* 158* 22

2.2.3. Training and career development programs of Cochin Port Trust:

The following training programs were conducted as part of the management

developed programs.

In service Training Programme, 2008-2009 Table:6 Sl. No

Title of the Programme

Institution No. of Participants

Class-I

Class-II

Class-III

Class-IV

Date

1 Computer Training on fundamental & MS Office

Cochin Port Trust/ M/s LCC, Cochin

433 1 20 347 65 Nov 2007 onwards

2 MRTP Act Cochin Port Trust

36 0 0 36 0 5th Nov 2008

Port-wise Dangerous Occurrences Fatal and Non-Fatal Injuries during 2007

P=Provisional * Including 2 fatal & 3 reportable accidents of Ennore Port. Sources: www.dgfasli.nic.in

52 | P a g e

Onsite Training Programme in 2008-09 Table: 7 Sl.no

Title of the program Institution No. of

participants

Class-I

Class-II

Class-

III

Class-IV

Duration

Date

1 Arbitration Proactive for

Speedy and Cost Effective Dispute

Resolution

Indian Institute of Technical Arbitration,

Chennai.

26 10 13 3 0 One day

4th march 2008

2 Implementation of Web based system

CPGRAMS, DMIS, RTI, Portal etc.

Ministry of Shipping

RT&H, New Delhi.

13 3 2 8 0 One day

4th April 2008

3 Port Operations & Productivity

Improvements Techniques

M/S Maritime

Academy, Chennai.

18 0 3 15 0 3 days

24th to 26th June 2008

4 Business

Communicative Skill

M/S SB Global,

Chennai.

20 0 4 16 0 60 hrs

9th June to 23rd July 2008

5 Port Planning &

Development

M/S Maritime Academy, Chennai.

21 0 12 9 0 3 days

26th to 28th march 2008

6 Tax Planning

Seminar

HSBC, Investment Securities,

Cochin.

51 0 5 46 0 2hrs 21st Jan 2009

7 Port Operations & Productivity

Improvements Techniques

M/S Maritime Academy, Chennai.

17 7 7 3 0 3 days

25th to 27th Feb 2009

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CHAPTER 3

RESEARCH DESIGN

54 | P a g e

TITLE OF THE STUDY

“A Study on Employee Engagement at Cochin Port Trust, Cochin”

OBJECTIVES OF THE STUDY 1. To identity the important elements which influence the employee

engagement in Cochin Port Trust, Cochin.

2. To identify the relation between following elements and the employee’s in Cochin port trust.

Training, development and carrier

Communication

Equal opportunities and fair treatment

Pay and benefits

Job satisfaction

Performance and appraisal

Health and safety

Co-operation

VARIABLES UNDER STUDY Dependent variable: - Job involvement of the employees in Cochin Port Trust Independent variables:-

1. Role of training

2. Role of communication

3. Role of work place environment (equal opportunities and fair treatment)

4. Role of pay and benefits

5. Role of performance appraisal system

6. Role of health and safety measures

7. Role of co-operation 8.Role of job satisfaction

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RESEARCH DESIGN The research survey done is descriptive in nature. Sampling Design Quota Sampling

Population Total employees of cochin port trust(4306)

Sample unit

Employees of the all (seven main department and two sub department) departments including four classes of cochin port trust.

Sample size Out of the 4306 employees in the organization a sample of 150 respondents were selected for study.

Data collection

The data was collected from the respondents using a standardized questionnaire and interview method. The non-directive interview method was also adopted where we encouraged the respondent to talk about their complete feelings. Discussions were also conducted with the employees.

Table :(8) STATISTICAL TOOLS TO BE USED

Statistical tools are statistical techniques used for data analysis and to

arrive at certain conclusions.

The tools used for this project is

Karl Pearson’s correlation coefficient

Chi-square test

Comparison of means

Software used to do Two of SPSS 11.5 for Windows

SCOPE OF STUDY The scope of study was limited to 150 employees of Cochin Port Trust.

It is covered the variable such as training and development, performance

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appraisal, communication, equal opportunity and fair treatment, pay and benefit,

health and safety, co-operation and job satisfaction.

LIMITATIONS OF STUDY

Few of the limitations of the study are

Time and cost constraints

The study was confined to limited numbers

The personal prejudice of the respondent is likely to influence his remark

on questions

However care has been taken to avoid calculation errors and data entry

errors in every stage

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CHAPTER-4

DATA ANALYSIS AND INTERPRETATION

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DATA ANALYSIS AND INTERPRETATION

This chapter includes the analysis and interpretation of the data collected from

the organization in order to test the correlation of various details. The data

collected through questionnaire was coded, tabulated and subjected to analysis

using the SPSS. The study was conducted with general objective to identify any

relation between the certain factors like Training, Communication, Equal

opportunities and fair treatment, Pay and benefits, Job satisfaction Performance

and appraisal, Health and safety and Co-operation in employee’s involvement in

Cochin Port trust.

In this survey all variables are not normally distribution and the distribution is

skewed. So the significance can be check by using Non -parametric chi-square

test. The reliability of the survey questionnaire was .7715.

1. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND

TRAINING AND DEVELOPMENT PROGRAM

Table: 9(1) Correlations

affecting the

employee

involvement

Training,

development and

career

affecting the

employee

involvement

Pearson correlation 1 .500(**)

Sig.(2-tailed) . .000

N 150 150

Training,

development and

career

Pearson correlation .500(**) 1

Sig.(2-tailed) .000 .

N 150 150

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

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Inferences:

The above table shows the simple bivariate correlation between employee

involvement and Training. The correlation analysis shows that the variable

training has a moderate positive correlation of (r = .500) at a significance level

of .01.

Ho: No significance between employee involvement and “carrier,

training and development”.

Ha: there is significance between involvement and “carrier,

training and development”.

Table: 9(2)

Test Statistics

Inferences: This table shows that, chi-square values of employee involvement

and training and development program. Table value of chi-square at degree of

freedom 3 and significance level .01 is 11.3449. And at the degree of freedom

for 5 are 15.0863. Both values are less than the table values (163.973 and

104.560). So we do not accept the null hypothesis. Hence we accept the

alternative hypothesis. So the correlation is significant.

affecting the

employee

involvement

Training,

developmen

t and career

Chi-Square 163.973 104.560

Df 3 5

Asymp. Sig. .000 .000

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COMMUNICATION

Table:10 (1) Correlations

affecting the

employee

involvement

communication

affecting the

employee

involvement



N 150 150

communication Pearson correlation .333(**) 1


N 150 150


Inferences:

The above table shows the simple bivariate correlation between communication

and employee involvement of Cochin port trust. This correlation analysis shows

that the variable of communication has a weak positive correlation of (r = .333)

this variables.

Ho: No significance between employee involvement and

“communication”.

Ha: There is significance between involvement and “communication”

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Table:10(2) Test Statistics

affecting the

employee

involvement

communic

ation

Chi-Square 163.973 96.347

df 3 3

Asymp. Sig. .000 .000

Inferences: since the calculated chi-square value (96.347) is greater than the

table value (11.34) at the degree of freedom 3 and significance level .01.hence

we can reject the null hypothesis and accept the alternative hypothesis. There is

a significant relation between employee involvement and communication of the

company.


‘EQUAL OPPORTUNITY AND FAIR TREATMENT’ Table:11 (1)

Correlations

affecting the

employee

involvement

equal opportunity

and fair treatment

affecting the

employee

involvement



N 150 150

equal opportunity

and fair treatment



N 150 150


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Inferences:


involvement and equal opportunity and fair treatment. The correlation analysis

shows that this variable has a strongly positive correlation (r =.628).

Ho: No significance between employee involvement and “equal

opportunity and fair treatment”.

Ha: there is significance between involvement and “equal opportunity

and fair treatment”

Table:11 (2) Test Statistics

affecting the

employee

involvement

equal

opportunity

and fair

treatment

Chi-Square 163.973 165.520

df 3 5

Asymp.

Sig. .000 .000

Inferences: since the calculated value (165.52) is greater than the critical value

(15.08) of the table at the degree of freedom 3 and significance level .01.hence


a significant association between employee involvement and equal opportunity

and fair treatment.

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4. CORRELATION BETWEEN THE EMPLOYEE INVOLVEMENT

AND CO-OPERATION

Table:12 (1) Correlations

affecting the

employee

involvement

co-operation

affecting the

employee

involvement



N 150 150

co-operation Pearson correlation .505(**) 1


N 150 150


Inferences:


involvement and co-operation. The correlation analysis shows that the variable

co-operation has a moderate positive correlation of (r =.505) at a significance

level of .01. This shows that there is positive relationship between the employee

involvement and co-operation.

Ho: No significance between employee involvement and “Co-operation”

Ha: there is significance between involvement and “co-operation”

64 | P a g e


affecting the

employee

involvement co-operation

Chi-Square 163.973 115.067

Df 3 3

Asymp. Sig. .000 .000




a significant relation between employee involvement and co-operation.

5. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND JOB

SATISFACTION


affecting the

employee

involvement

job satisfaction

affecting the

employee

involvement



N 150 150

job satisfaction Pearson correlation .571(**) 1


N 150 150


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Inferences:

The above table shows the simple bivariate correlation between job involvement

and job satisfaction of employees. The correlation analysis shows that the job

satisfaction has a somewhat strong positive correlation of (r = .571) at a

significance level of .01. This shows that employee involvement positively

correlated to job satisfaction.

Ho: No significance between employee involvement and “job

satisfaction”

Ha: there is significance between involvement and “job satisfaction”


affecting the

employee

involvement

Performance

Appraisal

Chi-Square 163.973 98.160

Df 3 3

Asymp. Sig. .000 .000




a significant relation between employee involvement and job satisfaction.

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PERFORMANCE APPRAISAL


affecting the

employee

involvement

Performance

Appraisal

affecting the

employee

involvement



N 150 150

Performance

Appraisal



N 150 150


Inferences:

The above table shows the simple bivariate correlation between performance

appraisal and employee involvement. The correlation analysis shows that the

performance appraisal has a strong positive correlation of (r = .583) employee

involvement.

Ho: No significance between employee involvement and “performance

appraisal”.

Ha: there is significance between involvement and “performance

appraisal”.

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Table: 14(2) Test Statistics

affecting the

employee

involvement

Performance

Appraisal

Chi-Square 163.973 99.333

Df 3 4

Asymp. Sig. .000 .000

Inferences: since the chi-square value (99.333) is greater than the critical value

of table (13.27) at degree of freedom 4 and significance level .01. Hence, reject

the null hypothesis and accept the alternative hypothesis. This shows that, there

is a significant association between employee involvement and performance

appraisal system.


BENEFITS GIVEN TO THE COCHIN PORT TRUST Table:15(1)

Correlations

affecting the

employee

involvement Pay and benefits

affecting the

employee

involvement



N 150 150

Pay and benefits Pearson correlation .498(**) 1

Sig.(2-tailed) .000 .498(**)

N 150 150


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Inferences:


involvement and pay and benefits of Cochin port employees. The correlation

analysis shows that this has a weak positive correlation (r = .498). This shows

that employee involvement positively correlated which the benefits to given to

the employees.

Ho: No significance between employee involvement and “pay and

benefit”

Ha: there is significance between involvement and “pay and benefit”.

Table: 15(2) Test Statistics

Inferences:

Since the calculated chi-square value (96.067) is greater than the table value

(13.27) at the degree of freedom 3 and significance level .01.hence we can

reject the null hypothesis and accept the alternative hypothesis. There is a

significant relation between employee involvement and pay and benefits of the

company.

affecting the

employee

involvement

pay and

benefits:

Chi-Square 163.973 96.067

Df 3 4

Asymp. Sig. .000 .000

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“HEALTH AND SAFETY MEASURES”

Table:16(1) Correlations

affecting the

employee

involvement

Health and safety

measures

affecting the

employee

involvement



N 150 149

Health and safety

measures



N 149 149


Inferences:

The above table shows the simple bivariate correlation between employee’s

involvement and health and safety measures. The correlation analysis shows

that this variables has a weak positive correlation of (r = .379).

Ho: No significance between employee involvement and “health and

safety”

Ha: there is significance between involvement and “health and safety”

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Table:16(2) Test Statistics

affecting the

employee

involvement

Health and

safety

measures.

Chi-Square 163.973 104.342

Df 3 3

Asymp.

Sig. .000 .000

Inferences:

Since the calculated chi-square value (104.342) is greater than the table value

(13.27) at the degree of freedom 3 and significance level .01.hence we can

reject the null hypothesis and accept the alternative hypothesis. There is a

significant relation between employee involvement and health and safety

measures of the company.

9. CLASS WISE EMPLOYEE INVOLVEMENT LEVEL

Table:17(1)

Frequency Percent

Valid Class I 8 5.3

Class II 18 12.0

Class

III 94 62.7

Class

IV 30 20.0

Total 150 100.0

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Fig:5

Table:17 (2)

Affecting the employee involvement

Class Mean N

Std.

Deviation

Class I 3.7500 8 .46291

Class II 3.8889 18 .47140

Class

III 3.6915 94 .63967

Class

IV 3.7333 30 .44978

Total 3.7267 150 .57809

Inferences: table (1) and fig :( 5) shows that the frequency of the class level of

employees. And table (2) shows that the mean and SD of classes and employee

involvement. Among this four classes, class I employees are shows the high

rate of involvement. And compare to other classes, class III shows the low level

of involvement.

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10. RATING OF AGE AND INVOLVEMENT LEVEL

Table: 18(1) Age group

Frequenc

y Percent

Valid 20-30 10 6.7

30-40 28 18.7

40-50 58 38.7

Above

50 54 36.0

Total 150 100.0

Fig: 6

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Table:18(2)


Age

group Mean N

Std.

Deviation

20-30 3.9000 10 .56765

30-40 3.6786 28 .61183

40-50 3.6207 58 .58722

above 50 3.8333 54 .54079

Total 3.7267 150 .57809

Inferences: table (1) and fig :( 6) shows that the frequency of age group. And

table (2) shows that the mean and SD of age group and employee involvement.

Among the four age group 20-30(mean value 3.9000 and SD of .56765) and

above 50 age groups (mean value 3.8333 and SD of .54079) are shows the high

rate of involvement .compare to other group’s 40-50 age group shows the less

involvement.

11. GENDER

Table:19(1)

Gender

Frequency Percent

Valid male 110 73.3

female 40 26.7

Total 150 100.0

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Fig: 7

Table:19(2)


Gender Mean N

Std.

Deviation

Male 3.7909 110 .52629

female 3.5500 40 .67748

Total 3.7267 150 .57809

Inferences: table (1) and fig (7) shows that the percentage analysis of gender.

And table (2) shows that the mean and SD of gender difference and employee

involvement. On the basic of study we find out male shows the high rate of

involvement (mean value 3.79 and SD of .52629)and compare to male, female

shows the less involvement rate(mean value3.55 and SD of .677).

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12. DEPATMENT WISE EMPLOYEE INVOLVEMENT LEVEL Table: 20(1)

Fig: 8

Frequenc

y Percent

Valid administrat

ion dept 23 15.3

accounts

dept 10 6.7

traffic dept 24 16.0

medical

dept 21 14.0

marine

dept 15 10.0

civil dept 25 16.7

mechanical

dept 32 21.3

Total 150 100.0

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Table: 20(2)


Department Mean N

Std.

Deviation

administration

dept 3.8261 23 .38755

accounts dept 3.9000 10 .31623

traffic dept 3.7500 24 .60792

medical dept 3.4762 21 .81358

marine dept 4.0000 15 .37796

civil dept 3.6000 25 .64550

mechanical dept 3.7188 32 .52267

Total 3.7267 150 .57809

Inferences: table (1) and fig :( 8) shows that the frequency and percentage

analysis of departments in Cochin port trust. And table (2) shows that the mean

and SD of age group and employee involvement. Among these departments,

Accounts and marine departments are shows the high rate of involvement.

Compare to other departments, civil department shows the less involvement

rate.

On the basic of survey, correlation between employee involvement and

variables like training, communication, co-operation, job satisfaction, equal

opportunity of work place, pay and benefit system, health and safety measures

and performance appraisal are positive relation and also variables are slight

variation. On the basic of correlation analysis, we explained that the companies

working environment (equal opportunity and fair treatment) performance

appraisal and job satisfaction are more related the employee involvement. And

on other hand, employees are not more satisfied the companies health measures,

benefits system and communication between employees.

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CHAPTER-5

FINDINGS, SUGGESTIONS AND CONCLUSION

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5.1 FINDINGS

Overall, the results from the studies indicate that,

1. Moderate positive correlation and significance between employee

involvement and training programs of the company.

2. weak positive correlation and significance between employee

involvement and communication

3. strong positive correlation and significance between employee

involvement and work place environment (Equal treatment and fair

treatment)

4. moderate positive correlation and significance between employee

involvement and co-operation of employees


involvement and Job satisfaction of employees


involvement and Performance appraisal system of the company

7. Weak positive correlation and significance between employee

involvement and pay and benefits of the company

8. Weak positive correlation and significance between employee involvement

and health and safety measures of the company

9. Class I employees are more involved in their work and class III shows the

low level of involvement.

10. We find the 20-30 and above 50 age groups are shows the high rate of work

involvement compares to others.

11. Male employees are more involved than the female employees.

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12. Accounts and marine department shows the high rate of involvement and

civil department shows the low rate, compare to other departments.

5.2 SUGGESTIONS

1. Workload of the employee can be reduced by providing latest

equipments, Conduct the awareness programs of health and safety

measures. Hence it will increase the commitment of employees towards

their work.

2. In order to increase the commitment level of employee’s, adequate

recognition and appreciation should be given for the successful

completion of designated works.

3. Direction and guidance should be given at right time so as to increase the

performance of employees. That will help to increase the employee’s

involvement level.

4. An appraisal system based on continuous evaluation relating to various

aspects of the work and that will convey to employee.

5. Internal communication among the employees should be increased, by

conducting certain programs among the inter-departments, will help the

employee to get more involvement to the company.

6. In order to ensure that right person is being promoted to the right post the

company should review its present promotion policy.

7. To make better payment the present pay structure should be reviewed.

8. The mission, vision and policy of the organization should be clearly

defined to each and every employee recruited in.

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5.3 CONCLUSION

Employee Engagement is the buzz word term for employee communication. It

is a positive attitude held by the employees towards the organization and its

values. It is rapidly gaining popularity, use and importance in the workplace and

impacts organizations in many ways.

Cochin Port Trust is a central government organisation, which is a safe working

place for numerous employees. Cochin Port Trust is an autonomous body under

Govt. of India. Port Trust aims at cost-effective Port services through modern

and efficient infrastructure coupled with high quality,

customer friendly services. Success of this organization is directly linked to the

commitment of the employees. The organization should thus recognize

employees, more than any other variable, as powerful contributors to a

company's competitive position. Therefore employee engagement should be a

continuous process of learning, improvement, measurement and action.

Hence it can be conclude that raising and maintaining employee engagement

lies in the hands of an organization and requires a perfect blend of time, effort,

commitment and investment to craft a successful endeavor.

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BIBLIOGRAPHY

Accident Trend in Docks:www.dgfasli.nic.in:2009-05-06

Operational details: www.indianportassociation.com 2009-06-10

www.cochinport.com

www.mapsofindia.com

Sharma .J K .Business Statistics. Pearson Education; second edition.

Richard I Levin & David S Rubin. Statistics for management, Prentice -

Hall India Publication; 7th edition.

Administrative Report Of Cochin Port Trust -2008

Employee Schedules of Cochin port trust-2009

Report Of Employee Benefits And Welfare Measures In Cochin Port

Trust-2008

Draft policy for marine sector (ports, shipping and IWT),ministry of

shipping government of India August,2004

Louis R. Forbringer, PhD, Overview of the Gallup Organization’s Q-12

Survey, 2002. O.E. Solutions, Inc

Dilys Robinson Employee engagement, IESopinion,www.employment-

studies.co.uk

Nitin Vazirani. Employee Engagement SIES College of Management

Studies Working Paper Series ,Working Paper 05/07, SIES College of

Management Studies

PVL Raju, consulting editor: HRM REVIEW, the ICFAI University

Press: Vol-VI: Issue-IV: April 2006. A Employee Engagement New

Corporate Perspectives: Andrew Dutta, K Sangeetha, palak Mahendru

and Swati Sharma, K mallikarjunan: page no.11-48

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National policy on safety, health and environment at work place,

Government of India Ministry of Labor and Employment

www.Citihr.com, Cite Man Network Management Reality

www.ies.com, institute for management studies, publication by IES

authors.

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ANNEXURE I

QUESTIONNAIRE SURVEY OF EMPLOYEE ENGAGEMENT

GENERAL INFORMATION: To be used only for the purpose of analysis Age group: 20 – 30 Years 30 – 40 Years 40 – 50 Years Above 50 Years Gender: Male Female Edu Qualifi: Below SSLC SSLC Pre-Degree Degree PG Technical

Designation: …………………………. Working since (Month & Year): ……………………………… Department …………………………. Class: I II III IV

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

Strongly Disagree

(1)

Disagree (2)

Neither Agree nor Disagree

(3)

Agree

(4)

Strongly Agree

(5)

1. Do you know what is expected of you at work? (1) (2) (3) (4) (5)

2. Do you have the materials and equipment you (1) (2) (3) (4) (5)

need to do your work right?

3. At work, do you have the opportunity to do what (1) (2) (3) (4) (5)

you do best every day?

4. In the last seven days, have you received (1) (2) (3) (4) (5)

recognition or praise for doing good work?

5. Does your supervisor, or someone at work, (1) (2) (3) (4) (5)

seem to care about you as a person?

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6. Is there someone at work who encourages your (1) (2) (3) (4) (5)

development?

7. At work, do your opinions seem to count? (1) (2) (3) (4) (5)

8. Does the mission/purpose of your company (1) (2) (3) (4) (5)

make you feel your job is important?

9. Are your associates (fellow employees) (1) (2) (3) (4) (5)

committed to doing quality work?

10. Do you have a best friend at work? (1) (2) (3) (4) (5)

11. In the last six months, has someone at work (1) (2) (3) (4) (5)

talked to you about your progress?

12. In the last year, have you had opportunities at (1) (2) (3) (4) (5)

work to learn and grow?

13. Are the pay and benefits in your organization (1) (2) (3) (4) (5)

comparable to similar companies?

14. Are job promotions in this organization fair (1) (2) (3) (4) (5)

and objective?

15. Are organization policies clearly communicated (1) (2) (3) (4) (5)

in the organization?

16. Do you see yourself continuing to work for this (1) (2) (3) (4) (5)

organization two years from now?

Strongly Disagree

(1)

Disagree

(2)

Neither Agree nor Disagree

(3)

Agree

(4)

Strongly Agree

(5)

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Documents

Employee engagement in Cochin port trust