A final year project on “Employee Engagement And Its Impact On Job Satisfaction” was submitted by Sakshi Maheshwari & Sakshi Thapar (from Galgotias University Greater Noida, Uttar Pradesh) to extrudesign.com.
| University: | Galgotias University Greater Noida, Uttar Pradesh. | |
| Project Title: | Employee Engagement And Its Impact On Job Satisfaction | |
| Submitted by: | Sakshi Maheshwari & Sakshi Thapar | |
| Authors: | Sakshi Maheshwari & Sakshi Thapar | |
| Supervised by: | N/A | |
| Department: | Bachelor in Business Administration | |
| Academic Year: | 2021-22 |
ABSTRACT
Employee Engagement is dying and there is an emerging disengagement among employees today. This study is to consider the impact of employee engagement and its jolt on job satisfaction in Jacquard Fabrics India Private Limited. This is a descriptive study that aims to identify the various dimensions of employee engagement within the organization. The interview schedule method of the questionnaire was collected. Percentage study, t-test, and simple linear regression were used and explain the relationships of various dimensions. The study was focused on 85 employees from various functional departments from the population of 88 employees. The convenience Sampling Method was used in this research. The paper aims to determine the entrails and dimensions of employee engagement and its impact on job satisfaction. This study answered the research questions formulated. Recommendations to the organization are reported.
Keywords: Employee Engagement, Job Satisfaction, Jacquard Fabrics
INTRODUCTION
Employee Engagement is defined as an employee’s crisis with assurance to, and satisfaction with work. Employee engagement could be a part of employee retention. (Locke, 1976) defines Job Satisfaction as a delightful or optimistic spirit resulting from the appraisal of one’s job or job experiences. With increasing diversification in the workforce and firms stepping into new markets, it’s become urgent for the organizations to stay their workforce engaged so on retain the highest talents. If the staff is engaged they have an impulse to be satisfied and motivated which successively ends up in the retention of top talents and also provides a competitive edge to the system.
Employee engagement is the state within which individuals are sensitively and rationally committed to the organization. Employee engagement is inclusive of long-term emotional involvement and is an antecedent to more temporary generalities of employee sentiment, like job satisfaction and commitment. Engaged employees come to figure out daily feeling a connection to their organization, and have a high level of enthusiasm for their work.
Employee engagement has been discussed by much research with its linkages to job satisfaction. An employee who is satisfied together with his |along with his job may not be engaged but on the contrary, an employee who is engaged and who believes in the organization’s values will in most cases be satisfied with his or her job. Employee Engagement is more of a transformational concept that incorporates autonomy, growth, impact, and connection whereas job satisfaction is transactional. Organizations that have highly engaged employees tend to possess higher productivity, satisfaction levels, and employee retention.
Job satisfaction is an attitude that’s simply how content a person is along with his or her job; whether he or she likes the work or not. Job satisfaction also can be seen within the broader context of the range of issues that affect an individual’s experience of labor, or their quality of working life. Job satisfaction is understood in terms of its relationships with other factors.
REVIEW OF LITERATURE
Sobia Ali & Yasir Aftab Farooqi (2014) conducted a probe to review the Effect of labor Overload on Job Satisfaction, the Effect of Job Satisfaction on Employee Engagement, and Employee Performance”. Data was collected with the assistance of a questionnaire, from a sample of 207 employees of the overall public Sector University of Gujranwala Division. The knowledge was analyzed using SPSS software. This study revealed that work overload is the most important concern for the organization and it also affects job satisfaction, employee engagement, and employee performance. The findings imply that to cut back on the matter of labor overload and stress various strategies may be adopted like training, job rotation, and a reward system.
Deepa E, Kuppusamy S (2014) conducted an inquiry on “The Effect of Performance Appraisal System in Organisational Commitment, Job Satisfaction, and Productivity”, This paper summarizes the conceptual foundation of the performance appraisal system and its relationship between Job Satisfaction, Organization Values, Employee Engagement and thus with Productivity. The researcher has found that the performance appraisal system helps both the workers and therefore the organization in increasing their productivity.
Preeti Thakur (2014) conducted an inquiry on “A research paper on the effect of employee engagement on Job Satisfaction in the IT sector” seeks to seek out the effect of engagement of employees and therefore the study has been administered to 120 officers still because of the clerks of the IT sector. The researcher has found that among the previous work motivation may well be improved through increasing job authority and accountability. It had been also found that at the clerical level, rewards and sanctions are significantly related to job involvement. It had been concluded that there’s a positive relationship between Employee Engagement and Job Satisfaction.
Hotner Tampubolon (2016) conducted an inquiry on “The relationship between Employee Engagement, Job Motivation, and Job Satisfaction towards the worker Performance” and found that the worker Engagement positively and significantly influenced employee performance. The study aims to research the effect of employee engagement, job motivation, and job satisfaction on employee performance in the Ministry of Export and Import Department, the Indonesian Ministry of Trade. The information was collected from 90 persons who add the department.
Umamaheswari R and Swarnalatha C (2015) conducted research “Impact of labor Engagement on Work Satisfaction: A study on teaching Faculties”. The researcher conducted a literature search on work engagement and interviews with 220 college faculties. The information was analyzed using SPSS 21 software and therefore the findings of the research offer valid input regarding the development of job satisfaction of faculty faculties. This study is vital to beat the matter of labor engagement which affects the duty Satisfaction with the efficient implementation of strategies just like the training, job rotation, and reward system.
Ahmed, Raheem, and Jamal (2003) researched “Job Satisfaction among School Teachers“ and therefore the purpose of this study is to research the duty satisfaction of 236 teachers in senior secondary schools. The result showed that female teachers are more satisfied than male teachers and government school teachers have greater job satisfaction than school teachers.
OBJECTIVES OF THE STUDY
- To analyze employee engagement and its impact on job satisfaction.
- To determine the relationship between employee engagement and job satisfaction.
NEED OF THE STUDY
The need of the study is to analyze the various dimensions of Employee Engagement and its Impact on the Job Satisfaction of employees working in Jacquard Fabrics India Private Limited.
SCOPE OF THE STUDY
This study is aimed at understanding the Employee Engagement practices at Jacquard Fabrics. This study was confined to the employees of Jacquard Fabrics. This study tries to address the relationship between employee engagement and job satisfaction in Jacquard Fabrics.
RESEARCH METHODOLOGY
RESEARCH DESIGN
The type of research design used in the project was Descriptive research because it helps to describe the particular situation prevailing in the company.
METHOD OF DATA COLLECTION
There are two types of data collection. They are
PRIMARY DATA
Primary data refers to the pure and the fresh data which are collected for the first time.
The primary data are collected from the Interview Schedule for this study.
SECONDARY DATA
Secondary data refers to the data which are already been collected by some researchers in the past and is available in published or unpublished form.
The secondary data for this study has been obtained from international journals and company websites.
SAMPLE UNIT
The sample unit for the study is the employees of Jacquard Fabrics India Private Limited.
SAMPLE SIZE
The sample size of the study is 85.
TOOLS FOR DATA ANALYSIS
The tools used for Data Analysis in this study are Percentage Analysis, t-Test, and Simple Linear Regression.
SAMPLING METHOD
Convenient Sampling, a type of Non-probability sampling technique is being used in this research because the data collection relies on members who are conveniently available to participate in the study.
DATA ANALYSIS
Table: 1 Demographic Profile of the Respondents
This chapter deals with the descriptive and statistical analysis of the primary data collected from the employees. The hypotheses drawn by the researcher are confirmed with the support of statistical tools and results are inferred.
Percentage analysis is a simple statistical instrument that is widely used in the analysis and interpretation of primary data. It deals with the number of Respondents replying to a questionnaire in percentage attained from the total population nominated for the study. It is one of the simple forms of analysis that helps the researcher to realize the outcome of the research.
It is normally used for inferring the results in quantitative terms. In this study, percentage analysis was used to measure the percentage of the demographic profile of those employees who participated in the study on various aspects of service quality dimensions.
| Count | Column N % | ||
| Age | 18-25 | 28 | 32.90% |
| 25-35 | 37 | 43.50% | |
| 35-45 | 16 | 18.80% | |
| 45> | 4 | 4.70% | |
| Designation | Accounts | 1 | 1.20% |
| Accounts Manager | 1 | 1.20% | |
| Administrative & HR | 1 | 1.20% | |
| Canteen Labour | 3 | 3.50% | |
| Canteen LAbour | 1 | 1.20% | |
| Designing | 3 | 3.50% | |
| Electrical | 2 | 2.40% | |
| Factory Manager | 1 | 1.20% | |
| General Manager | 1 | 1.20% | |
| Inspection | 1 | 1.20% | |
| Knitting Labour | 9 | 10.60% | |
| Loading | 4 | 4.70% | |
| Maintenance | 1 | 1.20% | |
| Manager | 1 | 1.20% | |
| Marketing Manager | 1 | 1.20% | |
| Planning | 1 | 1.20% | |
| PLP | 11 | 12.90% | |
| PLP Incharge | 1 | 1.20% | |
| Purchase | 3 | 3.50% | |
| Sales Assistant | 1 | 1.20% | |
| Sales Executive | 1 | 1.20% | |
| Sales Manager | 1 | 1.20% | |
| Shipping Incharge | 1 | 1.20% | |
| Stores Incharge | 1 | 1.20% | |
| System Admin | 2 | 2.40% | |
| Tape | 5 | 5.90% | |
| Tape Incharge | 1 | 1.20% | |
| Warping Labour | 1 | 1.20% | |
| Warping Labour | 11 | 12.90% | |
| Weaving:Labour | 1 | 1.20% | |
| Weaving Incharge | 1 | 1.20% | |
| Weaving Labour | 10 | 11.80% | |
| Weaving LAbour | 1 | 1.20% | |
| Gender | Male | 64 | 75.30% |
| Female | 21 | 24.70% | |
| Education | SSLC | 21 | 24.70% |
| HSC | 10 | 11.80% | |
| Diploma | 5 | 5.90% | |
| Others | 49 | 57.60% | |
| Marital Status | Married | 51 | 60.00% |
| Unmarried | 34 | 40.00% | |
| Area of Residence | Urban | 1 | 1.20% |
| Semi-Urban | 29 | 34.10% | |
| Rural | 55 | 64.70% | |
| Job experience in years, Experience in Jacquard Fabrics | 1,1 | 12 | 14.10% |
| 10,2 | 2 | 2.40% | |
| 10,6 | 1 | 1.20% | |
| 12,3 | 1 | 1.20% | |
| 13,10 | 1 | 1.20% | |
| 13,13 | 1 | 1.20% | |
| 14,8 | 1 | 1.20% | |
| 15,7 | 2 | 2.40% | |
| 16,2 | 1 | 1.20% | |
| 16,8 | 1 | 1.20% | |
| 18,6 | 1 | 1.20% | |
| 2,2 | 13 | 15.30% | |
| 2,3 | 1 | 1.20% | |
| 20,11 | 1 | 1.20% | |
| 20,4 | 1 | 1.20% | |
| 23,12 | 1 | 1.20% | |
| 23,5 | 1 | 1.20% | |
| 23,6 | 1 | 1.20% | |
| 24,1 | 1 | 1.20% | |
| 25,12 | 1 | 1.20% | |
| 3,3 | 13 | 15.30% | |
| 30,11 | 1 | 1.20% | |
| 35,10 | 1 | 1.20% | |
| 4,3 | 1 | 1.20% | |
| 4,4 | 5 | 5.90% | |
| 5,1 | 1 | 1.20% | |
| 5,2 | 1 | 1.20% | |
| 5,3 | 1 | 1.20% | |
| 5,5 | 3 | 3.50% | |
| 5,5, | 1 | 1.20% | |
| 6,1 | 1 | 1.20% | |
| 6,4 | 1 | 1.20% | |
| 6,6 | 3 | 3.50% | |
| 7,7 | 2 | 2.40% | |
| 8,5 | 2 | 2.40% | |
| 8,8 | 1 | 1.20% | |
| 9,1 | 1 | 1.20% | |
| 9,3 | 1 | 1.20% | |
| Nature of Job | Permanent | 0 | 0.00% |
| Temporary | 85 | 100.00% | |
| Salary | 10000< | 2 | 2.40% |
| 10001-20000 | 70 | 82.40% | |
| 20001-30000 | 8 | 9.40% | |
| 30001> | 5 | 5.90% |
Table 1 shows a clear understanding of the demographic profile of the respondents studied. It encloses the descriptive statistics of Age, Designation, Gender, Education, Marital Status, Area of Residence, Job Experience in Years, Nature of Job, and Salary. The profile reveals that 43.5% of the respondents are between the age group of 25 years – 35 years. The study found that 12.9% of the respondents are under PLP and warping labor. The profile reveals that 75.3% of the respondents are Male. The above table shows that 57.6% of the respondents belong to the other category. The above table shows that 60% of the respondents are married. The study found that 64.7% of the respondents are rural. The above table shows that 100% of the respondents are Temporary workers. The above table shows that 82.4% of the respondents are between 10001- 20000.
Table 2: Employee Engagement
| Strongly Disagree | Disagree | Neutral | Agree | Strongly Agree | Mean | Std deviation | |
| I have the tools and resources I need to do my job well | 3 3.5% | 3 3.5% | 21 24.7% | 57 67.1% | 1 1.2% | 3.59 | .74 |
| Most days, I see positive results because of my work | 1 1.2% | 8 9.4% | 23 27.1% | 47 55.3% | 6 7.1% | 3.58 | .81 |
| My work is valued by this organization | 0 0.0% | 2 2.4% | 35 41.2% | 43 50.6% | 5 5.9% | 3.60 | .64 |
| The amount of work I am expected to do is reasonable | 0 0.0% | 2 2.4% | 31 36.5% | 44 51.8% | 8 9.4% | 3.68 | .68 |
| My co-workers and I openly talk about what needs to be done to be more effective | 0 0.0% | 7 8.2% | 31 36.5% | 43 50.6% | 4 4.7% | 3.52 | .72 |
| My Supervisor helps me understand how my work is important to the organization | 0 0.0% | 4 4.7% | 34 40.0% | 42 49.4% | 5 5.9% | 3.56 | .68 |
| My Supervisor is approachable and easy to work to | 0 0.0% | 4 4.7% | 36 42.4% | 44 51.8% | 1 1.2% | 3.49 | .61 |
| My Supervisor creates a motivating and emerging workplace | 0 0.0% | 3 3.5% | 28 32.9% | 49 57.6% | 5 5.9% | 3.66 | .65 |
The above Table 2 shows that 67.1% of the respondents agree with tools and resources, 55.3% of the respondents agree with positive results, 50.6% of the respondents agree with work valued by the organization, 51.8% of the respondents are neutral with the amount of work expected, 50.6% of the respondents agree with openly talk about what needs to be done to be more effective, 49.4% of the respondents agree with supervisor helps to understand and how work is important to the organization, 51.8% of the respondents agree with the supervisor is approachable, 57.6% of the respondents agree with supervisor creates a motivating and emerging workplace.
Table 3: Job Satisfaction
| Strongly Disagree | Disagree | Neutral | Agree | Strongly Agree | Mean | Std deviation | |
| I have fairly paid for the work I do | 0 0.0% | 2 2.4% | 25 29.4% | 54 63.5% | 4 4.7% | 3.71 | .59 |
| I am satisfied with the work environment | 0 0.0% | 3 3.5% | 24 28.2% | 47 55.3% | 11 12.9% | 3.78 | .71 |
| My talent and skills are used at work | 0 0.0% | 7 8.2% | 27 31.8% | 46 54.1% | 5 5.9% | 3.58 | .73 |
| I am satisfied with the level of security given by the company | 0 0.0% | 3 3.5% | 36 42.4% | 45 52.9% | 1 1.2% | 3.52 | .59 |
| I feel close to the people at work | 0 0.0% | 3 3.5% | 36 42.4% | 42 49.4% | 4 4.7% | 3.55 | .65 |
| I have received enough recognition for the work carried by me | 0 0.0% | 5 5.9% | 40 47.1% | 37 43.5% | 3 3.5% | 3.45 | .66 |
| I feel good about working at this company | 0 0.0% | 6 7.1% | 20 23.5% | 54 63.5% | 5 5.9% | 3.68 | .69 |
The above Table 3 shows that 63.5% of the respondents agree with fairly paid for the work, 55.3% of the respondents agree with satisfied with the work environment, 54.1% of the respondents are agree with talent and skills are used at work, 52.9% of the respondents agree with satisfied with the level of security given by the company, 49.4% of the respondents are agree with close to the people at work, 47.1% of the respondents are neutral with received recognition for the work, 63.5% of the respondents agrees with feel good about working at the company.
Hypothesis for t-Test
Null Hypothesis (Ho): There is no significant difference between Gender and Employee Engagement.
Alternate Hypothesis (H1): There is a significant difference between Gender and Employee Engagement.
If Sig. (P) is less than 0.05 then Accept Alternate Hypothesis If Sig (P) is above 0.05 then failed to reject Null Hypothesis.
Table 4: t-Test for Employee Engagement and Gender
| Gender | Employee Engagement | |||||
| Mean | Standard Deviation | Count | t | df | Sig. | |
| Male | 3.67 | .67 | 64 | .922 | 38.341 | .362 |
| Female | 3.52 | .59 | 21 |
The above t-Test Table reveals that the perception of employees towards Employee Engagement is that there is no significant difference between Gender and Employee Engagement since the significance value is above 0.05.
Table 5: t-Test for Job Satisfaction and Gender
| Gender | Job Satisfaction | |||||
| Mean | Standard Deviation | Count | t | df | Sig. | |
| Male | 3.62 | .50 | 64 | .382 | 83 | .540 |
| Female | 3.57 | .56 | 21 |
The above t-Test Table reveals that the perception of employees towards Job Satisfaction is that there is no significant difference between Gender and Job Satisfaction since the significance value is above 0.05.
Table 6: Simple Linear Regression
| Coefficients | ||||||
| Model | Unstandardized Coefficient | Unstandardized Coefficient | Standardized Coefficients | |||
| B | Std. Error | Beta | t | sig. | Hypothesis | |
| Emp | .574 | .057 | .739 | 9.991 | .000 | Yes |
| (Constant) | 1.523 | .212 | 7.180 | .000 |
Here the coefficient of X1 is 1.523 representing the partial effect of Employee engagement on job satisfaction, holding others constant. The estimated positive sign implies that such an effect is positive that job satisfaction would increase by 1.523 if they are more engaged towards their
work and this coefficient value are not significant at the 5% level since there is a relationship between Employee Engagement and Job satisfaction.
FINDINGS, SUGGESTIONS, AND CONCLUSION
FINDINGS
PERCENTAGE ANALYSIS
- It is found that 43.5% of the respondents are between the age group of 25 years – 35 years.
- It is found that 12.9% of the respondents are under PLP and warping labor.
- It is found that 75.3% of the respondents are Male.
- It is found that 57.6% of the respondents belong to other categories in Education.
- It is found that 60% of the respondents are married.
- It is found that 64.7% of the respondents are from rural.
- It is found that 100% of the respondents are Temporary workers.
- It is found that 82.4% of the respondents are between 10001-20000.
- It is found that 67.1% of the respondents agree with tools and resources.
- It is found that 55.3% of the respondents agree with positive results.
- It is found that 0.6% of the respondents agree with work valued by the organization.
- It is found that 51.8% of the respondents are neutral about the amount of work expected.
- It is found that 50.6% of the respondents agree with openly talking about what needs to be done to be more effective.
- It is found that 49.4% of the respondents agree with a supervisor helps to understand how work is important to the organization.
- It is found that 51.8% of the respondents agree with the supervisor is approachable.
- It is found that 57.6% of the respondents agree with a supervisor creates a motivating and emerging workplace.
- It is found that 63.5% of the respondents agree with being fairly paid for the work.
- It is found that 55.3% of the respondents agree with satisfaction with the work environment.
- It is found that 54.1% of the respondents agree with talent and skills are used at work.
- It is found that 52.9% of the respondents agree with satisfaction with the level of security given by the company.
- It is found that 49.4% of the respondents agree with close to the people at work.
- It is found that 47.1% of the respondents are neutral with received recognition for the work.
- It is found that 63.5% of the respondents agree with feeling good about working at the company.
t-Test
- It is inferred that the perception of employees towards Employee Engagement is that there is no significant difference between Gender and Employee Engagement since the significance value is above 0.05.
- It is inferred that the perception of employees towards Job Satisfaction is that there is no significant difference between Gender and Job Satisfaction since the significance value is above 0.05.
SIMPLE LINEAR REGRESSION
- It is found that Job Satisfaction was influenced by Employee Engagement. Here Employees are more engaged in their work and they are satisfied with the work.
RECOMMENDATIONS
This study attempts to provide some useful insight into determining the components and dimensions of employee engagement and investigate its effect on job satisfaction. Based on the literature reviews, the researchers highlighted as well as discuss the important elements contributing to employee job satisfaction at the workplace and improved employee job performance.
Today’s work environment has evolved considerably. The process by which we expect engagement to happen needs to be fully understood so that managers can have strategies or manage other context issues to enable full employee engagement.
Correct employee engagement strategies drive and improve employee job performance supervisor providing feedback and guidance, helping employees on what is expected of them, having a clear understanding of where the employee supervised is heading, and acknowledging employee improvement in their work are important qualities. Engaged employees through freely sharing of ideas, feelings, hopes, difficulties faced at the workplace, listening to difficulties of employees, and reacting constructively to employee needs are among the constructive ways that can enhance employee satisfaction. A workplace that makes employees proud to work there and gives the feeling of like working there is important in creating employee work satisfaction. This will also encourage employees to recommend others to work there. Employee participation, work immensely, difficulty to detach from their job, and happiness working for the company are good signs of job satisfaction.
CONCLUSION
The study on employee engagement and its impact on job satisfaction reveals that the employees are satisfied with the work. It is also proved that employee engagement plays a very crucial role to achieve higher job satisfaction among the employees. Job satisfaction is divided into intrinsic and extrinsic satisfaction. This study showed a positive relationship between employee engagement and job satisfaction. Thus by providing employee engagement opportunities, a company will improve employee job satisfaction. Engaged employees lead to higher job satisfaction.
REFERENCES
- Deepa. E, Kuppusamy.S (2014), “The Effect of Performance Appraisal System in Organisational Commitment, Job Satisfaction, and Productivity”, Indian Journal of Applied Research, Vol. 4 (2), pp 4-6.
- Thakur P, (2014), “The Effect of Employee Engagement on Job Satisfaction in IT Sector “Journal of Business Management & Social Sciences Research (JBM&SSR) Volume 3, No.5.
- Ali Sobia, Farooqi Aftab Yasir (2014), “Effect of Work Overload on Job Satisfaction, Effect of Job Satisfaction on Employee Engagement and Employee Performance (A Case of Public Sector University of Gujranwala Division)”, International Journal of Multidisciplinary Sciences and Engineering, Vol. 5 (8), pp 23-20.
- Hotner Tampubolon (2016), “The relationship between Employee Engagement, Job Motivation, and Job Satisfaction towards the Employee Performance”, Corporate Ownership & Control / Volume 13, Issue 2, Winter 2016, Continued – 2.
- Umamaheswari R and Swarnalatha C (2015), “Impact of work Engagement on Work Satisfaction: A study on Higher Education Faculties”, IJARIIE-ISSN (O)-2395-4396, Vol-1 Issue- 5 2015.
- Ahmad Nobi, Raheem Abdal and Jamal Sajid, Job Satisfaction among School Teachers, The Educational review, Vol no.7.
Credit: This final year project on “Employee Engagement And Its Impact On Job Satisfaction” was completed by Sakshi Maheshwari & Sakshi Thapar III BBA, School of Business from Galgotias University Greater Noida, Uttar Pradesh.
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