PROJECT REPORT

On

Effective Execution of Employee Engagement Activities in

Corporate, Tech parks And Co-working Space

BY

AAFIYA SIDRATH

1NH18MBA01

Submitted to

DEPARTMENT OF MANAGEMENT STUDIES

NEW HORIZON COLLEGE OF ENGINEERING,

OUTER RING ROAD, MARATHALLI,

BENGALURU
In partial fulfilment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Under the guidance of

Saumi Roy

Asst. profressor

2018 - 2020
 CERTIFICATE
This is to certify that AAFIYA SIDRATH bearing USN 1NH18MBA01, is a bonafide student
of Master of Business Administration course of the Institute 2018-20, autonomous program,
affiliated to Visvesvaraya Technological University, Belgaum. The project report on
“EFFECTIVE EXECUTION OF EMPLOYEE ENGAGEMENT ACTIVITIES IN
CORPORATE, TECH PARKS AND CO-WORKING SPACE.” is prepared by her under the
guidance of Prof. Saumi Roy, in partial fulfilment of requirements for the award of the degree
of Master of Business Administration of Visvesvaraya Technological University, Belgaum
Karnataka.

Signature of Internal Guide Signature of HOD Signature of principal

Name of the Examiners with affiliation Signature with date

1. External Examiner

2. Internal Examiner
 DECLARATION

I, AAFIYA SIDRATH hereby declare that the project report on “EFFECTIVE EXECUTION
OF EMPLOYEE ENGAGEMENT ACTIVITIES IN CORPORATE, TECH PARKS AND
CO-WORKING SPACE” with reference to “ CUPSHUP ” prepared by me under the guidance
of Prof. SAUMI ROY, faculty of M.B.A Department, New Horizon College of Engineering.

I also declare that this project report is towards the partial fulfilment of the university
regulations for the award of the degree of Master of Business Administration by Visvesvaraya
Technological University, Belgaum.

I have undergone an industry project for a period of Twelve weeks. I further declare that this
report is based on the original study undertaken by me and has not been submitted for the award
of a degree/diploma from any other University / Institution.

Signature of Student
Place:
Date:
 ACKNOWLEDGEMENT

The successful completion of the project would not have been possible without
the guidance and support of many people. I express my sincere gratitude to
Sharath D, Business Development, Cupshup, Bengaluru, for allowing to do my
project at CUPSHUP

I thank the staff of CUPSHUP, Bengaluru for their support and guidance and
helping me in completion of the report.

I am thankful to my internal guide Prof Saumi Roy, for her constant support and
inspiration throughout the project and invaluable suggestions, guidance and also
for providing valuable information.

Finally, I express my gratitude towards my parents and family for their

continuous support during the study.

AAFIYA SIDRATH
1NH18MBA01
 TABLE OF CONTENTS

SL. NUMBER CONTENTS PAGE NUMBERS

1 Executive summary 1

Chapter 1- Theoretical Background of The

2 2-18
Study

3 Chapter 2- Industry Profile 19-29

4 Chapter 3- Research Methodology 30-35

5 Chapter 4- Data Analysis and Interpretation 36-48

6 Findings 49

7 Suggestions 50

8 Conclusion 51

9 Bibliography 52

10 Annexure 53-54
 Executive Summary

This report is based on two months period internship program that I have lucratively
completed at Cupshup in operations department from 31.12.2019 to 28.02.2020 as a
requirement of my MBA program in New Horizon College of Engineering Established
in 2001.

The purpose of my report is to recognize how theories and concepts can be practiced in
the aspect of marketing and operations. The data used in the report consists of both
primary and secondary data. Primary data is which I collected from my day to day study
and secondary data is from company’s website portal and handbooks.

Cupshup is a new age marketing agency on a mission to re-define the way brands
communicate with their target audience. Pioneers of Cup branding and
Corporate Activation in India, they are on a endeavour to create non -traditional
yet highly effective mediums so that our clients stay ahead of the competition.
Their unique, innovative and non-traditional yet effective mediums are helping
clients break away from the clutter and drive home the branding message thus
making an impression in the target audience mind.

Finally, the report allows focusing on theories and concepts used in CupShup to relate
with academic purposes.

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 Chapter 1
Theoretical Background of the Study

Employee engagement is a fundamental concept in the effort to understand and describe,

both qualitatively and quantitatively, the nature of the relationship between an
organization and its employees. An "engaged employee" is defined as one who is fully
absorbed by and enthusiastic about their work and so takes positive action to further the
organization's reputation and interests. An engaged employee has a positive attitude
towards the organization and its values.

In contrast, a disengaged employee may range from someone doing the bare minimum
at work (aka 'coasting'), up to an employee who is actively damaging the company's work
output and reputation.

An organization with "high" employee engagement might therefore be expected to

outperform those with "low" employee engagement.

Employee engagement first appeared as a concept in management theory in the 1990s,

becoming widespread in management practice in the 2000s, but it remains contested. It
stands in an unspecified relationship to earlier construct such as morale and job
satisfaction. Despite academic critiques, employee engagement practices are well
established in the management of human resources and of internal communications.

Employee engagement today has become synonymous with terms like 'employee
experience' and 'employee satisfaction'. The relevance is much more due to the vast
majority of new generation professionals in the workforce who have a higher propensity
to be 'distracted' and 'disengaged' at work. A recent survey by Staff Connect suggests that
an overwhelming number of enterprise organizations today (74.24%) were planning to
improve employee experience in 2018.

William Kahn provided the first formal definition of personnel engagement as "the
harnessing of organization members' selves to their work roles; in engagement, people
employ and express themselves physically, cognitively, and emotionally during role
performances.

In 1993, Schmidt et al. proposed a bridge between the pre-existing concept of 'job
satisfaction' and employee engagement with the definition: "an employee's involvement
with, commitment to, and satisfaction with work. Employee engagement is a part of
employee retention." This definition integrates the classic constructs of job satisfaction
(Smith et al., 1969), and organizational commitment (Meyer & Allen, 1991).

Defining employee engagement remains problematic. In their review of the literature in

2011, Wollard and Shuck identify four main sub-concepts within the term:

o "Needs satisfying" approach, in which engagement is the expression of one's

preferred self in task behaviors.

o "Burnout antithesis" approach, in which energy, involvement, efficacy are

presented as the opposites of established "burnout" constructs: exhaustion,
cynicism and lack of accomplishment”

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 o “Satisfaction-engagement” approach, in which engagement is a more technical
version of job satisfaction, evidenced by The Gallup Company's own Q12
engagement survey which gives an r=.91 correlation with one (job satisfaction)
measure.

o “The multidimensional” approach, in which a clear distinction is maintained

between job and organizational engagement, usually with the primary focus on
antecedents and consequents to role performance rather than organizational
identification.

Definitions of engagement vary in the weight they give to the individual vs the
organization in creating engagement. Recent practice has situated the drivers of
engagement across this spectrum, from within the psyche of the individual employee (for
example, promising recruitment services that will filter out 'disengaged' job applicants)
to focusing mainly on the actions and investments the organization makes to support
engagement.

These definitional issues are potentially severe for practitioners. With different (and often
proprietary) definitions of the object being measured, statistics from different sources are
not readily comparable. Engagement work remains open to the challenge that its basic
assumptions are, as Tom Keenoy describes them, 'normative' and 'aspirational', rather
than analytic or operational - and so risk being seen by other organizational participants
as "motherhood and apple pie" rhetoric.

Prior to Kahn's use of the term in the mid-1990s, a series of concepts relating to employee
engagement had been investigated in management theory. Employee morale, work ethic,
productivity, and motivation had been explored in a line dating back to the work of Mary
Parker Follett in the early 1920s. Survey-based World War II studies on leadership and
group morale sparked further confidence that such properties could be investigated and
measured. Later, Frederick Herzberg concluded that positive motivation is driven by
managers giving their employees developmental opportunities, activity he termed
'vertical enrichment'.

With the wide range of definitions comes a variety of potential contributors to desirable
levels of employee engagement. Some examples:

Involvement:

Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17 apparel
manufacturers, and 10 electronic instrument and imaging equipment producers. Their
purpose was to compare traditional production systems with flexible high-performance
production systems involving teams, training, and incentive pay systems. In all three
industries, the plants utilizing high-involvement practices showed superior performance.
In addition, workers in the high-involvement plants showed more positive attitudes,
including trust, organizational commitment and intrinsic enjoyment of the work. The
concept has gained popularity as various studies have demonstrated links with
productivity. It is often linked to the notion of employee voice and empowerment.

Two studies of employees in the life insurance industry examined the impact of employee
perceptions that they had the power to make decisions, sufficient knowledge and
information to do the job effectively, and rewards for high performance. Both studies
included large samples of employees (3,570 employees in 49 organizations and 4,828

3
employees in 92 organizations). In both studies, high-involvement management practices
were positively associated with employee morale, employee retention, and firm financial
performance. Watson Wyatt found that high-commitment organizations (one with loyal
and dedicated employees) out-performed those with low commitment by 47% in the 2000
study and by 200% in the 2002 study.

Commitment

Employees with the highest level of commitment perform 20% better and are 87% less
likely to leave the organization, which indicates that engagement is linked to
organizational performance. When employers are more empathetic, productivity will
naturally increase. 85% of US employees believe that their employers are not empathetic.

Productivity

In a study of professional service firms, the Hay Group found that offices with engaged
employees were up to 43% more productive. Job satisfaction is also linked to
productivity.

Person factors and individual differences

Frequently overlooked are employees' unique personalities, needs, motives and goals,
which interact with organizational factors and interventions to influence engagement
levels. On the other hand, some employees will always be more (or less) engaged and
motivated than others, as the recently operationalized construct of drive implies. Drive
is measured on the basis of 13 facets and three aspects (passion, effort, and ideation).

Increasing engagement is a primary objective of organizations seeking to understand and

measure engagement. Employee engagement defined by Gallup is the percentage to
which employees are fully devoted or happy getting associated with the tasks of an office.

Drivers of engagement

Some additional points from research into drivers of engagement are presented below:

o Employee's personal resources -"it is found that the positive perceptions that
individuals hold of their own personal strength and ability allow them to be
engaged with the organization."

o Employee perceptions of job importance -"an employee's attitude toward the

job's importance and the company had the greatest impact on loyalty and
customer service than all other employee factors combined."

o Employee clarity of job expectations -"If expectations are not clear and basic
materials and equipment are not provided, negative emotions such as boredom or
resentment may result, and the employee may then become focused on surviving
more than thinking about how he can help the organization succeed."

o Career advancement / improvement opportunities -"Plant supervisors and

managers indicated that many plant improvements were being made outside the
suggestion system, where employees initiated changes in order to reap the
bonuses generated by the subsequent cost savings."

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 o Regular feedback and dialogue with superiors - "Feedback is the key to giving
employees a sense of where they’re going, but many organizations are
remarkably bad at giving it."

o Quality of working relationships with peers, superiors, and subordinates –

"...if employees' relationship with their managers is fractured, then no amount of
perks will persuade the employees to perform at top levels. Employee
engagement is a direct reflection of how employees feel about their relationship
with the boss."[24]

o Perceptions of the ethos and values of the organization – "'Inspiration and

values' is the most important of the six drivers in our Engaged Performance
model. Inspirational leadership is the ultimate perk. In its absence, [it] is unlikely
to engage employees."

o Effective internal employee communications – which convey a clear

description of "what's going on". "'

Commitment theories are rather based on creating conditions, under which the employee
will feel compelled to work for an organization, whereas engagement theories aim to
bring about a situation in which the employee by free choice has an intrinsic desire to
work in the best interests of the organization.

Recent research has focused on developing a better understanding of how variables such
as quality of work relationships and values of the organization interact, and their link to
important work outcomes. From the perspective of the employee, "outcomes" range from
strong commitment to the isolation of oneself from the organization.

In an increasingly convergent and globalized world, managers need to foster unique

strategies that keep employees engaged, motivated and dedicated to their work. Work-
life balance at the individual level has been found to predict a highly engaged and
productive workforce. An important aspect of work-life balance is how well the
individual feels they can balance both family and work. The family is a cultural force
that differs from its values, structures and roles across the globe. However, the family
can be a useful tool for global managers to foster engagement among its team.

Parental support policy is being adopted among businesses around the globe as a strategy
to create a sustainable and effective workforce. Research suggests businesses that
provide paid parental support policy realized a 70% increase in workers productivity.
Moreover, firms that provided paid parental leave gained a 91% increase in profits, by
providing parents with resources to balance both work and personal life. These findings
are supported by social exchange theory, which suggests that workers feel obliged to
return the favor to employers in the way of hard work and dedication when compensated
with additional benefits like parental support.

When using parental support as a strategy to enhance global workforce engagement,

managers must consider a work-life fit model,that accounts for the different cultural
needs of the family. Global leaders must understand that no one culture is the same and
should consider an adaptive and flexible policy to adhere to the needs of the individual
level. Companies may have diverse representation among its workforce that may not
align with the policy offered in the external political environment. In addition, as
companies expand across the globe, it is important to avoid creating a universal policy

5
that may not adhere to the cultural conditions aboard. In a study conducted by Faiza et
al. (2017), centrality and influence were two concepts used to help inform employers
about the individual cultural needs of employees. Centrality referred to the organization
understanding the social and environmental domain in which it was operating in. This is
useful because managers need to understand the external factors that could influence the
cultural needs and/or tensions experienced by the employees. Next, it was important for
organization to allow employees to influence policy so that the organization could adapt
policies to meet employee's needs. Using these two factors with a work-life fit lens,
organizations can create more a productive and dedicated workforce across the globe.

Methodological: Bad use of statistics: practitioners face a number of risks in working

with engagement data, which are typically drawn from survey evidence. These include
the risk of mistaking correlations for causation, making invalid comparisons between
similar-sounding data drawn from diverging methodologies and/or incomparable
populations, misunderstanding or misrepresented basic concepts and assumptions, and
accurately establishing margins of error in data (ensuring signal and noise are kept
distinct).

Administrative: A focus on survey administration, data gathering and analysis of results

(rather than taking action) may also damage engagement efforts. Organizations that
survey their workforce without acting on the feedback appear to negatively impact
engagement scores. The reporting and oversight requirements of engagement initiatives
represent a claim on the scarcest resources (time and money) of the organization, and
therefore requires management time to demonstrate value added. At the same time,
actions on the basis of engagement surveys are usually devolved to local management,
where any 'value add' is counted in local performance. Central administration of
'employee engagement' is therefore challenging to maintain over time.

Ethical: Were it proven possible to alter employees' attitudes and behaviors in the
manner intended, and with the expected value-adding results for the organization, a
question remains whether it would be ethical to do so. Practitioners generally
acknowledge that the old model of the psychological contract is gone [citation needed],
but attempting to program a one-way identification in its place, from employee to
organization, may be seen as morally and perhaps politically loaded.

Business improvement is a vital a part of constructing revenue, strengthening customer

relationships, and recognizing the customers or corporations which could advantage most
from what you need to provide. Business development is specifically important to
Business to Business brands, however even large and complex businesses don’t
constantly have a commercial enterprise development according to process. Instead,
leaders “know it once they see it,” concerning it in distinctive degrees to sales,
advertising, or account control. It’s authentic that enterprise improvement has
relationships with all those matters and more, however it can additionally be more than
the sum of its elements.

The concepts that force a hit enterprise development division and what they truly suggest
for a corporation. In the most effective terms, enterprise improvement may be
summarized because the ideas, tasks and activities aimed toward making a commercial
enterprise better. This consists of growing revenues, increase in terms of commercial
enterprise enlargement, and growing profitability by constructing strategic partnerships,
and making strategic enterprise decisions.

6
Most of the time, it’s now not tough to identify fee: It’s pondered within the backside
line. But there are many different forms of value which can power income, sales, and
income. They include such things as status, get entry to decision-makers, or anything else
that drives outcomes. Business development pros should search for ways to generate cost
for the corporation, clients, and partners, too.

1. Long-Term Orientation When generating cost, a few components of the business

have the choice of going for the fast win, even supposing it’s now not their only
device. Business development is special: It is handiest whilst it creates modern
concepts that enlarge – literally, “develop” – the middle motives that enterprises or
client’s accomplice with you. That commonly manner big ideas with incremental
execution.
2. Relationships to succeed in business improvement, a frontrunner wishes to be looking
for approaches to align the commercial enterprise with customers’ needs in a fee-
effective way. That manner staying related with decision-makers and taking note of
rising trends. The excellent biz dev leaders are so attuned to key relationships that
they are able to assume desires before they're fully articulated.

Business improvement is precise with its pass-disciplinary outlook, it is able to be an

important partner to sales, advertising, product improvement, and the senior leadership
team. Through an arms-on technique, it generates patron and market insights with huge
packages and indicates – even enables forge – the path to sustainable ROI. An enterprise
improvement team can start with income, advertising, or product development specialists.
The greater it’s allowed to develop into its very own, but, the extra price it will ultimately
create. When all is said and completed, the fine element that commercial enterprise
improvement does for a business enterprise is this: Connecting innovation, existing
strengths, and consumer needs right into a win-win package.

Let’s apprehend how this enterprise improvement aim may be tied to the numerous
capabilities and departments like Human resource and Operations:

What is Employee Engagement?

Employee engagement is the extent to which employees feel passionate about their jobs,
are committed to the organization, and put discretionary effort into their work.
Employee engagement is not the same as employee satisfaction employee Satisfaction only
indicates how happy or content your employees are. It does not address their level of
motivation, involvement, or emotional commitment. For some employees, being satisfied
means collecting a paycheck while doing as little work as possible.

When organizations focus on how to improve employee satisfaction, changes won’t

necessarily lead to increased performance. Oftentimes, the conditions that make employees
“satisfied” with their jobs are the same conditions that frustrate high performing
employees. Top performers embrace change, search out ways to improve, and challenge
the status quo.

Why is Employee Engagement important?

A Gallup study states that "the behaviors of highly engaged business units result in 21%
greater profitability." Also, employees appreciate a work culture that enables engagement.
This means organizations that prioritize engagement are more likely to attract and retain
talent.

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At what point does employee engagement begin?

Engagement begins at the beginning of the employee lifecycle, from the candidate
experience, the recruitment process, continuing through onboarding, career planning,
learning and development, leadership and succession, and retirement or exit from the
organization.

However, employee engagement is a two-way street. Even if organizations follow the best
practices in employee engagement, there is a specific personality that employees must
either possess or inculcate in themselves to be an excellent cultural fit for the organization.
Individuals who display optimism, hard work, and positivity are more likely to be engaged
in their work than those who don't.

Few more drivers of Engagement:

Engagement initiatives in the following areas, spanning the entire employee lifecycle, can
prevent the attrition of high-value and high-potential employees. Earlier, presentations and
other handouts did the trick in communicating with employees and trying to engage them.
This has now changed, with employees needing much more than just one-way
communication to be engaged.

1. Seamless onboarding

Employee engagement truly begins when the employee is recruited and begins the
onboarding process. However, even before being hired, a candidate gets a glimpse of the
organization's communication culture.

Once hired, the onboarding process gives employees an idea of whether they want to
continue in the organization for the long term. One way to ensure employee engagement
during onboarding is to give employees enough time to master their job before they hit
the floor. This means that when they do, they will be ready to take on the job with
confidence and build a lasting career in the organization.

2. Positive work culture

Work culture is a broad term, but specific factors contribute to keeping employees
engaged.

Transparency: Engaged employees care about the organization. Employees tend to care
when organizations:

o Share company goals and values with employees.

o Tell employees exactly what is expected of them and how to achieve it.

o Give them regular updates about the progress of the company and where it stands
in the global marketplace.

o Communicate how employees’ effort benefits the organization and contributes to

the bigger picture.

All these steps create a sense of belonging and naturally encourage employees to do more
to drive better results.

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Openness: An open work culture is essential to make employees feel respected and cared
for. In an open work culture, employees should be able to:

o Receive important communication regularly through a unified channel from the

organization, their managers, and colleagues.

o Freely communicate with their managers about any task/issue.

o Provide anonymous feedback about issues they are having with their managers.

o Report workplace misconduct anonymously.

Autonomy: Micro-management is rarely well-received by employees. They need a

certain degree of independence to be productive. An organization can ensure employees
have this autonomy by answering these questions:

o Do employees have the freedom to decide how they go about their daily tasks?

o Do they have the freedom to plan their career path in the organization?

o Are they included in making critical decisions that may affect them directly?

Respectful Treatment: Employees rate respectful treatment and empathy as high as

compensation when it comes to job satisfaction and engagement. When treated with the
same level of respect as a company’s most loyal customers, employees will be more
invested in achieving business outcomes.

3. Access to productivity and time management tools

A slew of unplanned activities, meetings, and workplace distractions can reduce the
overall productive time in a day for an employee. Time management is an inherent skill,
but in a dynamic work environment, even the most efficient employees need time
management tools. Supporting time management can directly result in improved
productivity.

Tools that enable employee engagement include time management and collaboration
tools such as Slack, Wunderlist, and Trello to break down and time deadline-oriented
tasks. Even with frequent interruptions, to some extent, these tools can improve employee
output.

4. Learning and development opportunities

Organizations that provide structured learning and development opportunities to their

employees notice higher levels of engagement. This visible interest in employee growth
elicits a feeling of reciprocation from employees – they are more likely to be interested
in the organization’s growth.

In a generation that is on the go, this learning is mainly delivered through learning
experience platforms via m-learning (mobile learning) and micro learning. Additionally,
gamifying the learning process can get even less engaged employees to participate and
open up greater opportunities for themselves.

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5. Effective leadership and succession planning

Employees are more likely to demonstrate the traits of engagement when they are made
aware of the growth opportunities that lie in store for them. Closely tied to learning and
development, leadership and succession planning is a key driver of engagement,
especially among the millennial and younger workforce. In this area, HR teams and
leaders of the organizations work together to identify key positions to be filled and the
available talent to fill these positions.

Applying technology to an organization’s succession planning strategy can make it a

more streamlined process. Machine learning-powered analytics solutions such as Acidify
can help identify potential talent, link them with the skills and qualifications required for
a specific leadership position, and enable HR to tailor learning and development plans
for that talent. This level of personalization can significantly improve engagement levels.

6. Workplace wellness initiatives

Stress is a more common problem in the workplace than is visible. Combined with the
physical inactivity of most office jobs, a cocktail of health issues emerges that can easily
be attributed to the workplace. Workplace wellness initiatives can go a long way in
showing employees that employer’s care.

Organizations are now investing in wearable technologies to help employees stay fit.
These include fitness bands and smart footwear. Some of these wearables are even
equipped to monitor blood pressure and general health. Given the sensitive nature of this
data, HR teams need to adhere to strict compliance rules when receiving and using this
data. Also, employees need to be able to opt out of workplace wellness programs if they
are uncomfortable sharing their health data with their employers.

7. Flexibility

In a study conducted in 2014, 13% of those surveyed said they had quit a job due to lack
of flexibility. In 2018, this number was 31%. The arrival of the gig economy and the
increasing demand for workplace flexibility has made it one of the most critical drivers
of employee engagement. Any organization that allows employees to enjoy a certain
amount of flexibility in where they work is more likely to experience higher levels of
engagement. There are two reasons for this:

o Organizations show that they trust employees to do their job no matter where they
are.

o Employees tend to perform better without the stress of commuting and when they
are in their own comfortable space.

Collaboration tools like Slack and Skype enable seamless conversations not only within
organizations but also across remote teams. With the advent of unified HCM platforms,
all the benefits that are offered to in-house employees can be provided to mobile workers
as well.

8. Rewards and recognition

Employees appreciate meaningful recognition for their work. Regular feedback and
checking in on employees are positive drivers of engagement. This feedback should be

10
designed to communicate how the employees’ efforts are helping the organization.

Through employee recognition platforms, leaders can shout out to a specific employee
or group of employees to recognize their achievements. These platforms allow for instant
recognition among peers and senior leaders – delivering said recognition and rewards
when they are due, not months later, during the performance appraisal. These platforms
even allow employees to choose their own rewards, when eligible.

Companies are also resorting to social media to boost engagement by publicly

recognizing their employees. This can be a great way to engage them in becoming brand
ambassadors for the organization by demonstrating their own recognition and
achievements to the world.

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How Is Employee Engagement Measured?

Employee engagement is measured in two parts. First, the data is collected through
various channels. Then, this data is analyzed against key metrics that quantify the
engagement levels of the whole organization.

The following tools and methodologies can be used to measure employee engagement:

1. Pulse surveys

While surveys are the most common way of measuring employee engagement, they
should be supplemented with measurable data that can be verified independently.
Consider a survey question that asks, "Do you think that having X number of meetings
in a day hampers your productivity?" This survey should be supplemented with data on
how many meetings occur per day, the amount of time employees spend unfocused
before and after the meeting, and what their productive output for the day is. This data,
along with the survey responses, can then be used to identify what the actual effect of
having a certain number of meetings every day is.

Experts now recommend ditching annual surveys and administering pulse surveys
instead. Pulse surveys offer insights frequently into the state of engagement in an
organization. This means there will be fewer instances of overhauling employee
engagement strategy and more cases of merely tweaking it.

However, frequent surveys can cause feedback fatigue if employees have to take time
out often to answer them. To prevent this fatigue, pulse surveys can now be
administered through AI-powered chat bots. As they can be answered instantly and
even on the go, these surveys are more likely to yield honest responses from
employees.

2. Sentiment analysis

Sentiment analysis, a method of extracting information from subjective data, can help
identify the general sentiment found in the language employees use in their online
conversations. By combing through email and chat data, sentiment analysis tools enable
the identification of toxic workplace behaviors in a single team, for example, or across
teams. All the data collected is kept anonymous. Sentiment analysis can provide real
insights into whether employees honestly answer surveys.

3. Employee net promoter score (eNPS)

Employee net promoter score is a metric used to measure employee loyalty by asking
how willing employees are to promote the organization as a place to work. For eNPS to
be a valid measure of employee engagement, it must:

o Be administered at regular intervals – monthly or quarterly.

o Collect anonymous responses.

o Be combined with data received from surveys and other sources.

4. One-on-one meetings (monthly)

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No technology can replace the human touch of one-on-one meetings. Employees feel
heard when they are given the opportunity to have a real conversation to express their
thoughts. Anonymous feedback can help voice the broader issues. For more specific,
personal issues, one-on-one meetings are an excellent way for managers to identify the
general mood of employees.

5. Stay/Exit interviews

Sometimes it is difficult to get employees to stay in a company. But conducting an exit

interview can give HR teams a valuable trove of information, which they can use to
enhance the engagement levels of existing employees. These interviews often reveal
how important it is to continuously engage with employees to prevent such instances,
starting from the onboarding process and setting the tone in that crucial 90-day period
to define a culture that even new employees can feel engaged in.

Once data is obtained from these methods, employee engagement analytics can come to
your aid to offer actionable insights. Analytics platforms empowered with predictive
technologies can provide insights that can help develop robust employee engagement
strategies or simply modify existing strategies to meet engagement goals, improve
engagement, and even sustain engagement.

Employee Engagement activities that work

Help your employees get to know each other better people emotionally invest in other
people, not companies, so creating a strong bond between team members is critical.
You might organize a lunch with people from different departments, or stage a happy
hour in the office.

Anything that encourages people to mingle. The more bonding you encourage your
employees to practice, the more natural collaborative work will come.

Start a mentorship program:

Sometimes the most rewarding work is helping others. Give your employees the
opportunity to help others grow by starting a mentorship program.

Focus on collaboration:

Cross functional collaboration is essential to innovation, but it isn’t something that

often happens on its own. One way to encourage it is to hold a training session on why
collaboration is important and how to make it happen. It also makes sense to invest in
technology that supports it.

Encourage health and wellness:

It’s tough to go all in at work when you aren’t feeling well. Anything that supports the
physical and mental well-being of your team can help contribute to engagement. You
might provide funds for gym memberships, bring in a massage therapist, give
employees a mental health day, or organize a walking group during lunch.

Be clear about responsibilities and goals:

This might not seem like an engagement activity, but it really is. One of the top reasons

13
that employees leave their company is that they don’t understand how their work fits
into goals and objectives of the organization. Try holding a company-wide meeting that
goes over how each department will help achieve the company's end goals.

Redecorate

Some types of businesses require a fairly ridged work space layout, but others don’t. If
you can, let your employees have a say in how the space is arranged and decorated. Let
it reflect your team’s personality. Also, try refreshing the seating arrangements every so
often. This will allow employees to engage with different people in the company.

Encourage networking

In today’s connected world, having a large network of colleagues and peers is of high
value. Encourage your employees to grow their networks by reimbursing them for
professional subscriptions to sites like LinkedIn or networks like the National
Association of Professional Women.

Serve the community

Giving back is especially important to the millennial generation. You might organize an
event that provides funds for a charity, build a house with Habitat for Humanity, or
allow employees to take paid time off to volunteer.

Give your employees visibility

Update your employees on key information about the company, such as challenges the
executive team is facing. Employees value and respect being included in the "inside
circle".

Celebrate accomplishments:

People on your team do remarkable things and contribute great ideas all the time. Make
sure to broadcast these achievements to the entire organization.

Ask for employee engagement ideas:

This one’s a no-brainer. If you want to know what activities will help your team stay
engaged, why not ask them for ideas?

Prime Benefits of Employee Engagement:

The benefits of keeping your employees engaged are immense. Here's why you need to
incorporate this into your work culture.

The Benefits of Employee Engagement:

14
1. Increased Productivity

There’s no doubt that engaged workers are the best performers. They are creative and
put in discretionary effort every time they do something. They work hard and scale the
extra mile to fulfill their responsibilities. Higher productivity directly results in a
positive business outcome.

2. Higher Retention

A 2017 report by Gallup shows that 51% of workers are planning to leave their current
jobs. This is due to a lack culture of recognition in the workplace. Always remember,
employees rarely leave a company when they feel appreciated for their work.

3. Rise in Profitability

Due to increased productivity and efficiency, the profitability of a company hikes up. A
study by Wyatt Watson shows that companies with engaged employees produce 26%
higher revenue per employee. Increase in engagement results in an overall increase in
the company’s performance.

4. Decrease in Absenteeism

When people don’t come to work, it impacts productivity and performance.

Absenteeism can delay projects, damage customer satisfaction, and workplace
relationships. But passionate and enthusiastic employees rarely want to miss their work.

15
They enjoy their work and get the work done in the most efficient manner.

5. Enhanced Customer Satisfaction

There are lots of case studies that prove that engaged employees affect a company’s
bottom line. There is a direct relationship between employees and customers. When
employees are happy, they treat customers well which results in happy customers. And
happy customers are the key to higher revenue and profit generation.

6. Improves Employee Satisfaction

Employee satisfaction is very important for any organization to thrive. When your
employees realize how important their work is they feel good. Further, appreciating
them every time they do great work lifts their morale. Satisfied employees then
resonate with the same good feeling when they interact with customers. Thus,
positively affecting your customer experience as well.

Key Drivers of Employee Engagement for a High Performing Workforce

The increase in job opportunities also increases the chance for employees to switch
jobs. Skilled and experienced employees don't mind switching jobs if their efforts go
unnoticed.

1. Decentralized Power Structure

One of the main drivers of employee engagement is a decentralized power structure.

When you pass on some executive powers to your high performing employees they feel
obliged. It fills them with a sense of responsibility and makes them accountable. This
way it also becomes easy for them to apply new innovative ideas.

2. Freedom of Opinions

Employees who feel free to share their opinions and ideas are more productive. You
should encourage your employees to express their views more often. Also, conducting
regular one on one meetings with your workers is a great way to hear them out.

Remember, knowing your workforce will help you drive employee engagement the
right way. And for this, you can also run some quick pulse surveys as well.

3. Involvement in Important Tasks

You should also involve employees in the decision making processes. Employees feel
valued when you involve them in the important courses of action. As a result, they
work harder for the company's growth.

4. Cooperative Workers

Communication is the key. Companies whose employees are well connected are far
more successful than others. Lack of communication leads to misunderstandings and
deadlines being pushed.

To get to know your employees, communicating outside the office is as necessary as

inside. Going out with your employees for enjoying some light moments is a great idea.
Such activities also create new avenues for brainstorming ideas and build better

16
employee experience.

5. Acknowledging Employees

Employees get the utmost satisfaction when they know their worth.

They feel a sense of gratification knowing their work has been beneficial. Therefore,
you should make it a point to appreciate your employees and their work. So, no matter
the amount of contribution, always recognize your employees.

Unrecognized contribution hampers both the enthusiasm and passion to work for an
organization. Even a simple ‘Thank you’ goes a long way when trying to encourage
and motivate your employees.

6. Growth & Development

An employee aspires to learn and grow at his or her workplace. It is a quintessential

element that every job seeker looks forward to while joining an organization. But
failing to provide the scope for growth and development leads to dissatisfaction.

Hence, as a manager, you must always encourage healthy competition within the
workplace. As well as, reward the best performers in order to motivate the others.

7. Change the Tediousness of Work

All work and no play makes Jack a dull boy.

Making your employees work continuously will exhaust them. Here, the issue of
employee burnout is real and you must not overlook it. An employees’ work-life
balance is as important as your company’s growth.

When your employees feel enthusiastic about their work they will give their best.
Hence, you should always try to create a positive work environment. Having such an
environment will boost the emotional commitment the employees have towards their
work. The same time, you should encourage healthy competition within the employees
to keep up their morale.

The Conclusion

Employee engagement is a two-way process. It is all about how you treat and interact
with your employees. And only the manager can bridge the gap between employee
engagement and disengagement.

There’s no doubt that it’s a tough job. But there are many ways to achieve this.

Measures like employee perks, rewards, and recognition, etc. are good. These measures
help you keep your employees motivated and satisfied.

Having an employee engagement platform can be a great move too. Such a platform
helps the employer achieve three key points –

• Retaining skilled and experienced employees.

• Engaging the current workforce for better efficiency.

17
• Attracting the best talents to work for the organization.

So, it's very important for employers to understand the drivers of employee engagement
and apply them accordingly. Because having an engaged workforce is crucial for
ensuring good growth and better stability.

18
 Chapter 2
INDUSTRY PROFILE

Overview

In the business of advertising, one seldom gets a second chance to make the first
impression. And, that is why one must choose a medium which not only creates a mark
on the consumer’s mind but also engages them to make a deeper impression. About
CupShup: We are an advertising startup-up on a mission to redefine the way brands
communicate with their target audience. And, how do we do it? Please read on... Paper
Cups Branding For us Indians, Tea is a language in itself. In fact, science may never
come up with a communication system better than a tea break. At CupShup, we
specialize in advertising over paper tea cups. Tea touches the life of every Indian every
day and we aim to make use of this opportunity by branding the teacups with exciting
artwork and messages which converts the tea breaks into discussion joints. Our
innovative advertising medium is helping brands break the monotony of traditional
advertising options and providing exposure time of 5-7 minutes, something that is
unheard in the advertising industry. We have a network of over 2000+ Corporates,
1000+ colleges, 10,000+ Tea Shops and 4 airlines across the country. Corporate
Activations CupShup has a network of more than 1000 corporate across the country
and we help brands engage with employees through interesting experiential marketing
activities. We have a clientele of more than 200 and historically, we have completed
campaigns for Amazon, Google, Unilever, Paytm, HotStar, Uber, Swiggy, Zomato,
Ola, Dunzo, Byju's, BookmyShow, Kotak Securities, SBI, Viacom, Coke, ICICI
Prudential, OYO Rooms, and many more.

Objective: To gift corporate employees with a souvenir! One which would be useful to
them but also aid in total brand recall. Also to make them aware of various products
and the various ongoing offers for their use, through corporate activation.

Vision: To provide our clientele with ‘different-tea-initiated innovation ‘CupShup’

pioneers in Paper Cup Branding.

Mission: To redefine the way brands communicate with their target audience.

19
Website

http://www.CupShup.co.in

Phone

8655004071 Phone number is 8655004071

Industry

Marketing & Advertising

Company size

51-200 employees

Headquarters

Mumbai, Maharashtra

Type

Privately Held

Founded

2014

Specialties

Media, Creative advertising, Brand Recall, btl, activations, digital services, creative
services, media buying, cup branding, brand awareness, corporate events, and corporate
activations.

Paper Cups Branding

Cupshup help brands reach their target audience in an exciting new way.
CupShup aims to convert the tea stalls of the country into discussion joints by
advertising on the paper tea cups.

This medium is clutter free, provides 5-7 minutes of exposure time and triggers
discussion over tea breaks which makes a deeper impression in customer’s mind. While
advertising over TV, radio leaves an option to change the channel for customer,
advertising over paper tea cups is bound to make an impression in customer’s mind.

20
SWOT Analysis of Cupshup

Strengths Weakness

 Good service  Limited number of colaterals

 Quality advertisements  Hard to make loyal customers

 Free exposure to brands and offers  Lack of reputation

 Buying with lower costs  Lack of experience

 Best location

Opportunities Threats

 The number of start-ups growth  Existing competitors

every year
 Upcoming competiors
 Change in government
procurement

We have a strong distribution network of 1500 Corporates, 500+ Colleges and 5000+
Tea Stalls and all the major airlines across the country. Our unique model is helping
brands in gaining access to cubicles and classroom of offices and colleges respectively.

21
Our location enabled Mobile App captures live tracking of cups getting distributed at
various touch points.This data is monitored live on our map based WebApp. However,
with increased rails-to-trails projects, there are many more paths away from resort areas
that are creating excellent new marketing opportunities. Regardless of what you decide
to offer, you’ll be amazed at how much money can be made in this relatively easy
business.

Each day, you’ll take a fee for short-term rentals, offering the possibility of instant
repeat business or a large number of daily rentals. And, because most advertisements
are cash transactions, you’ll have instant money.

Goals and strategies of the company

Cupshup wants to become the company that can make customer feel satisfaction and
have enough brand exposure for customer by increasing loyalty more.

Our strategies are:

• To find financial capital for supporting this plan

• To increasing our corporates from 1000-10000 within two year

• Build network with other start-ups and companies

• Add more companies and increase services.

Actions are:

• Focus on promotion strategies and build network with other sectors like
showrooms, shops and other related aspects.

• Develop policies or contract with employee and customer. This policies or contract
can help us to deal with uncontrollable within the company.

• Provide good service, quality freebies and accessories.

Human Resource management:

Human resource management (HRM or HR) is the strategic approach to the effective
management of people in a company or organization such that they help their business
gain a competitive advantage. It is designed to maximize employee performance in
service of an employer's strategic objectives.

Human resource management is primarily concerned with the management of people

within organizations, focusing on policies and systems.HR departments are responsible
for overseeing employee-benefits design, employee recruitment, training and
development, performance appraisal, and reward management, such as managing pay
and benefit systems.HR also concerns itself with organizational change and industrial
relations, or the balancing of organizational practices with requirements arising from
collective bargaining and governmental laws.

The overall purpose of human resources (HR) is to ensure that the organization is able
to achieve success through people.HR professionals manage the human capital of an
organization and focus on implementing policies and processes. They can specialize in

22
finding, recruiting, training, and developing employees, as well as maintaining
employee relations or benefits. Training and development professionals ensure that
employees are trained and have continuous development. This is done through training
programs, performance evaluations, and reward programs.

Employee relations deals with the concerns of employees when policies are broken,
such as cases involving harassment or discrimination. Managing employee benefits
includes developing compensation structures, parental leave programs, discounts, and
other benefits for employees. On the other side of the field are HR generalists or
business partners. These HR professionals could work in all areas or be labor relations
representatives working with unionized employees.

HR is a product of the human relations movement of the early 20th Century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce.[citation needed] It was initially dominated by
transactional work, such as payroll and benefits administration, but due to
globalization, company consolidation, technological advances, and further research, HR
as of 2015 focuses on strategic initiatives like mergers and acquisitions, talent
management, succession planning, industrial and labor relations, and diversity and
inclusion.

In the current global work environment, most companies focus on lowering employee
turnover and on retaining the talent and knowledge held by their workforce. New hiring
not only entails a high cost but also increases the risk of a new employee not being able
to adequately replace the position of the previous employee. HR departments strive to
offer benefits that will appeal to workers, thus reducing the risk of losing employee
commitment and psychological ownership.

Technology has a significant impact on HR practices. Utilizing technology makes

information more accessible within organizations, eliminates time doing administrative
tasks, allows businesses to function globally, and cuts costs. Information technology
has improved HR practices in the following areas:

E-recruiting

Recruiting has mostly been influenced by information technology. In the past,

recruiters relied on printing in publications and word of mouth to fill open positions.
HR professionals were not able to post a job in more than one location and did not have
access to millions of people, causing the lead time of new hires to be drawn out and
tiresome. With the use of e-recruiting tools, HR professionals can post jobs and track
applicants for thousands of jobs in various locations all in one place.

Interview feedback, background checks and drug tests, and onboarding can all be
viewed online. This helps HR professionals keep track of all of their open jobs and
applicants in a way that is faster and easier than before. E-recruiting also helps
eliminate limitations of geographic location. Jobs can be posted and seen by anyone
with internet access. In addition to recruiting portals, HR professionals often have
social media presence through websites such as LinkedIn, allowing them to attract
employees through the internet. On social media, they can help build the company's
brand by posting company news and photos of company events.

23
Human Resources Information Systems

HR professionals generally handle large amounts of paperwork on a daily basis,

ranging from department transfer requests to confidential employee tax forms. Forms
must be on file for a considerable period of time. The use of Human Resources
Information Systems (HRIS) has made it possible for companies to store and retrieve
files in an electronic format for people within the organization to access when needed,
thereby eliminating the need for physical files and freeing up space within the office.
HRIS also allows for information to be accessed in a timelier manner; files can be
accessible within seconds. Having all of the information in one place also allows for
professionals to analyze data quickly and across multiple locations because the
information is in a centralized location.

Training

Technology allows HR professionals to train new staff members in a more efficient

manner. This gives employees the ability to access onboarding and training programs
from virtually anywhere. This eliminates the need for trainers to meet new hires face-
to-face when completing necessary paperwork for new employees. Training in virtual
classrooms makes it possible for HR professionals to train a large number of employees
quickly and to assess their progress through computerized testing programs.[33] Some
employers choose to incorporate an instructor with virtual training so that new hires are
receiving training considered vital to the role. Employees have greater control over
their own learning and development; they can engage in training at a time and place of
their choosing, which can help them manage their work-life balance. Managers are able
to track the training through the internet, which can help to reduce redundancy in
training and training costs.

MARKETING MANAGEMENT

Marketing management is the management of the crucial and creative task of delivering
consumer satisfaction on thereby earning profits through customers demand. Marketing
professionals and specialist use many tactics to retain their customers. These activities
compare different concepts, the most important one being the marketing for marketing
mix 4p & 7p. It is essential to balance both 4p &7p of the marketing mix. The concepts
of 4p’s has been long used for the industry while the latter has imaged as successful
proposition for the services industry.

 Price.

 Place.

 Promotion.

 Product.

PRICE: Pricing must be competitive and entitle profit. The pricing strategy can
comprise discounts, offers. More than minting money tourism industry concentrates
towards providing good quality of services with reasonable rates to its customers. Then
the customers feel worthiness in paying for the services in tourism industry.

PRODUCT: It provides value to a consumer but does not have to be tangible at the
same price. Basically, it involved introducing new products. Tourism industry provide

24
number of services like Transportation, Hotel accommodation, Restaurants, Activities,
Excursions, Conference venues, Themed events, Gala dinners, Logistics, Meetings,
Incentive schemes etc.

PROMOTION: It includes the various way of communicating to the customers of what

the company has to offer. It’s about communicating about the benefits of using a
particular product or service rather than just talking about its features. Tourism industry
provides more attention towards the promotional activities of their product as it is
necessary to survive in this competitive world. They gift to the customers by giving
offers at special occasions.

PLACE: It refers to the place where the customers can buy the product and how the
product reaches out to the place. This is done through different channels, like internet,
wholesale and retailers. The Tourism industry is available to its customers at a
reasonable distance in the most of developing and developed cities. Their outlet is
opened in most of the developing and developed cities.

Consumer Behavior

The Consumer Behavior is the observational activity conducted to study the behavior of
the consumers in the marketplace from the time they enter the market and initiate the
buying decision till the final purchase is made. In other words, consumer behavior is
the study of how the consumers, make purchase decisions and what are the underlying
factors that influence such decisions. The marketers believe that by understanding what
compels an individual to buy a particular product or service over the other, it is easy to
identify which product are in need and which have become obsolete and accordingly
the marketing strategies could be designed.

Factors Influencing Consumer Behavior

The marketers try to understand the actions of the consumers in the marketplace and the
underlying motives for such actions. These motives are the factors that influence the
consumer behavior. These are:

Psychological Factors: The human psychology plays a crucial role in designing the
consumer’s preferences and likes or dislikes for a particular product and services. Some
of the important psychological factors are:

o Motivation.

o Perception.

o Learning.

o Attitudes and Beliefs.

Social Factors: The human beings live in a complex social environment wherein they
are surrounded by several people who have different buying behaviors. Since the man
is a social animal who likes to be acceptable by all tries to imitate the behaviors that are
socially acceptable. Hence, the social factors influence the buying behavior of an
individual to a great extent. Some of the social factors are:

25
  Family.

 Reference Groups.

 Roles and status.

Cultural Factors: It is believed that an individual learns the set of values, perceptions,
behaviors, and preferences at a very early stage of his childhood from the people
especially, the family and the other key institutions which were around during his
developmental stage. Thus, the behavioral patterns are developed from the culture where
he or she is brought up. Several cultural factors are:

 Culture.

 Subculture.

 Social.

 Class.

Personal Factors: There are several factors personal to the individuals that influence their
buying decisions.
Economic Factors: The last but not the least is the economic factors which have a significant
influence on the buying decision of an individual.

Promotional techniques to be used in Chupshup:

There are five techniques that can be used for promoting tourism,
 Advertising
 Personal selling
 Sales promotions
 Merchandising
 Public relation

Advertising:

Advertising is any paid form of non-personal presentation and promotion of ideas, goods, or
services by an identified sponsor. The three key words in this definition are “paid”, “no
personal” and “identified sponsor.” Paid-hospitality and travel organizations always shave to
pay for advertising, either in money or in some form of barter (e.g., free meals from a
restaurant in exchange for a radio ad). Non personal - neither the sponsors nor their
representatives are physically present to give the message to customers.

Personal Selling:

Personal selling involves oral conversations. These are, either by telephone or face-to- face,
between sales persons and prospective customers. This sort selling may be used by a non-
profit-making museum as well as by a conference manager of a large hotel.

26
Sales promotion:

Sales promotions are approaches where customers are given a short-term incentive to make
an immediate purchase. Sales promotion campaign adds value to the product because the
incentives does not normally accompany the product. Like advertising, the sponsors are
clearly identified and the communication in not personal. Example includes discount
coupons, contest, samples and premiums.

Merchandising:

Merchandising or point-of-purchase “advertising” includes materials used in-house to

stimulate sales. These include menus, wine lists, signs, posters, displays, and other point-of-
sale promotional items (in-room materials).

Public relations:

Public relation includes all the activities that a hospitality and travel organization engaged in
to maintain or improve its relationship with other organizations and individuals. Publicity is
one public relations technique that involves nonpaid communication of information about an
organization’s service.

Operation Management at Cupshup:

Operations management is the administration of business practices to create the highest level
of efficiency possible within an organization. It is concerned with converting materials and
labor into goods and services as efficiently as possible to maximize the profit of an
organization. Operations management teams attempt to balance costs with revenue to achieve
the highest net operating profit possible.

Operations management involves utilizing resources from staff, materials, equipment, and
technology. Operations managers acquire, develop, and deliver goods to clients based on
client needs and the abilities of the company.

Operations management handles various strategic issues, including determining the size of
manufacturing plants and project management methods and implementing the structure of
information technology networks. Other operational issues include the management of
inventory levels, including work-in-process levels and raw materials acquisition, quality
control, materials handling, and maintenance policies.

Operations management entails studying the use of raw materials and ensuring minimal waste
occurs. Operations managers utilize numerous formulas, such as the economic order quantity
formula to determine when and how large of an inventory order to process and how much
inventory to hold on hand.

A critical function of operations management relates to the management of inventory through

the supply chain. To be an effective operations management professional, one must be able to
understand the processes that are essential to what a company does and get them to flow and
work together seamlessly. The coordination involved in setting up business processes in an
efficient way requires a solid understanding of logistics.

27
An operations management professional understands local and global trends, customer
demand and the available resources for production. Operations management approaches the
acquisition of materials and the use of labor in a timely, cost-effective manner to deliver
customer expectations. Inventory levels are monitored to ensure excessive quantities are on
hand. Operations management is responsible for finding vendors that supply the appropriate
goods at reasonable prices and have the ability to deliver the product when needed.

Another large facet of operations management involves the delivery of goods to customers. This
includes ensuring products are delivered within the agreed time commitment. Operations management
also typically follows up with customers to ensure the products meet quality and functionality needs.
Finally, operations management takes the feedback received and distributes the relevant information
to each department to use in process improvement.

Operations managers are involved in coordinating and developing new processes while reevaluating
current structures. Organization and productivity are two key drivers of being an operations manager,
and the work often requires versatility and innovation.

Business Process Management (BPM)

BPM is something every operations manager should have a good hang of. Chances are, you’ve heard
the term before – and no, it’s not just another buzzword.

Business process management is the methodology of constantly analyzing, improving and automating
processes. It’s not something you do just once, though you need to be on a constant lookout for
potential improvements.

Putting that into practice, you should have a general idea of what the BPM lifecycle consists of. i.e,
the exact steps you need to take to work on any given process.

The steps are…

Design – Every company has processes. Not all of them, however, are really outlined. More often
than not, they’re implicit. The “design” part means identifying a process and figuring out where it
starts, what it consists of, and where it ends. To learn more about business process design, check out
our guide.

Modeling – Once you’ve identified a process, you need to put it down on paper. Without something to
look at, the analysis part can be quite hard. Usually, you’d go for a workflow diagram if the process is
simple, or one of the many business process mapping techniques, if it’s not. To learn more about
business process modeling, check out our guide.

Analysis – Now that you have a workflow diagram ready, you can start analyzing it. Are there any
steps within the process that don’t really add value? Are there any ways to remove them? Are there
any steps you could just automate using software? To learn more about business process analysis,
check out our guide.

Monitoring – You can’t improve a process without knowing how well it’s performing as-is. Plus, you
should also be able to figure out whether the changes you’re making have a positive impact or not. So,
gather the benchmark data for the process as-is and compare it to the data you get post-improvements.

Improving or Automating – Use the insights you’ve identified in the “analysis” step to make changes
to the process. You can either improve it by working with the process steps or automate certain steps
using software or hardware. To learn more about business process improvement or automation, check
out our guides

28
Cupshup Strongly Believes Using Software to Super-Charge Operations Management
 Your employees won’t always follow the best practice with the process
 You’ll need to map business processes & store them manually
 You’ll have to keep continuously track process metrics
 Users are now deciding to buy software themselves. Old BPM was bought by your IT
department, who didn’t generally care about user experience – as long as it was made by a
large/boring company.
 Cloud tools are now free to try by anyone, anytime. With Old BPM you had to call sales
and wait for 50 questions just to look at it and finally decide it sucks.
 People want to share workflows with clients. With Old BPM you were stuck with trying to
automate internal processes only. Your clients would be very scared and run a mile from it.
 People expect to integrate cloud tools without IT. With Old BPM you had get engineers to
write code to make a simple integration. That’s now become a drag-and-drop service.
 People expect to work on phones. This means giant, clunky flowcharts in Old BPM are dead
– because they don’t fit on your phone’s screen – and only define “the perfect process”.
 People are tired of flowcharts. Old BPM was all about the high priest telling you how a
process can/will be done, and you would obey. Now – modern workers and teams are paid to
collaborate.
 People expect all the benefits of the cloud. Old BPM was never cloud-born and was never
designed for the cloud. And that creates a massive bunch of missed opportunities.
 Companies of all sizes need process management – and never had it. Since Old BPM was
so expensive and complicated, only large companies could afford it. The rest of us were left
out.
 People are excited about AI – but confused about where to begin. With Old BPM you have
zero chance of using AI without an army of engineers.

29
 Chapter 3

Research Methodology

1. “Four Emerging Perspectives of Employee Engagement: An

Integrative Literature Review”:
B Shuck - Human Resource Development Review, 2011

The concept of employee engagement has garnered attention in both practitioner and
academic communities and several approaches for understanding engagement have
developed. Whereas many authors have taken their own approach to understanding employee
engagement, others have offered reinterpretations of the concept wrapped in well-researched
and documented organizational variables. Fortunately, distinct streams of literature have
emerged but are widely disparate, surfacing intermittently in the fields of psychology,
sociology, management, human resource development (HRD), human resource management,
and health care.

2. “Employee Engagement and HRD”:

B Shuck, K Wollard - Human resource development review, 2010

The term employee engagement has gained considerable popularity in the past 20 years yet it
remains inconsistently defined and conceptualized. Although much has been written on the
subject, little rigorous academic research has been done. This gap has resulted in a disjointed
approach to understanding and developing strategies around employee engagement within
organizations. This article explores the development of employee engagement through a
historical lens using an integrated literature review to define and situate the concept within
the HRD field by systematically reviewing and organizing literature across various
disciplines and fields of study. Seminal works on the topic were identified and reviewed to
gain an understanding of the topic’s development. A working definition is proposed and
implications for theory, scholarship, and organizational practice are discussed.

3. “Driving Employee Engagement: The Expanded Role of Internal

Communications”:

K Mishra, L Boynton, A Mishra - International Journal of …, 2014

Increasingly, organizations and their public relations professionals are recognizing the
importance of strengthening internal communication with employees. Internal
communication is important for building a culture of transparency between management
and employees, and it can engage employees in the organization’s priorities. This
exploratory study uses findings from interviews with public relations executives to
explore the growing role that internal communication plays in employee engagement.
Executives employ a variety of communication methods, including face-to-face
communication, to communicate with employees. The executives’ chosen communication
strategies aim to build trust and engagement with employees.

30
 4. “Leadership and Employee Engagement: Proposing Research Agendas
through a Review of Literature”:
M Carasco-Saul, W Kim, T Kim - … Development Review, 2015

Leadership is one of the most studied topics in the organization sciences, and employee
engagement one of the more recent. However, the relationship between leadership and
employee engagement has not been widely investigated. As many organizations invest
significant resources in retaining, developing, and engaging employees, human resource
development (HRD) professionals are tasked to develop and partner with leaders to
deliver those strategies effectively. Thus, a comprehensive understanding on the
relationship and mechanism between leadership and engagement is essential to HRD
professionals informing leaders on how best to cultivate positive results in followers.

5. “Employee Engagement and the Employee Experience”:

P Turner - Employee Engagement in Contemporary …, 2020

An engaged employee achieves above average levels of productivity and contributes

significantly to team effectiveness; an engaged team is a source of unit or departmental
efficiency; but an engaged workforce is a potential source of organization wide
competitiveness and strategic advantage. Engaged employees are enthusiastic about their
work, are committed to the organization’s mission and vision, and willing to go above and
beyond their assigned duties in delivering it. Their collective output can have a
disproportionate impact on the achievement of objectives, the strategies to do so and
effective stewardship and policy in their delivery. The perceived benefits of the impact of
employee engagement explain why it has been such a compelling issue over the past thirty
years. But employee engagement is taking place in a contemporary environment that is
being transformed at an exponential rate. Such a demanding context reinforces the need
for organization’s to seek new models or strategies including those for engaging the
workforce.

6. “Exploring the Relationship between Exclusive Talent Management,

Perceived Organizational Justice and Employee Engagement”:
EP O'Connor, M Crowley-Henry - Journal of Business Ethics, 2019

This conceptual paper explores the relationship between an organization’s exclusive talent
management (TM) practices, employees’ perceptions of the fairness of exclusive TM
practices, and the corresponding impact on employee engagement. We propose that in
organizations pursuing exclusive TM programs, employee perceptions of organizational
justice of the exclusive TM practices may affect their employee engagement, which may
influence both organizational and employee outcomes. Building on extant research, we
present a conceptual framework depicting the relationship between exclusive TM
practices, organizational justice and employee engagement, with social exchange theory
and equity theory as the framework’s foundation. The propositions in the framework are
each supported by the respective literature.

31
 7. “Understanding the Value of Creativity in Employee Engagement”

Pooja Sharma (July - 2012)

In the present media scene where it's hard to shape purchasers’ disposition and goals and
move them to next degree of purchasing process, sponsors think that it’s considerably
more troublesome and testing to get through the messiness of contending ad. The
publicizing industry has encountered dynamic changes in the course of the most recent
quite a few years. The changes have been acceptable as far as Technology progression,
Medium and more strategies to draw in customers and on Creativity.
This examination speaks to how imagination affected publicizing, additionally
understanding the estimation of imagination in promoting through the survey of different
writings. The significance of inventiveness factor in promoting has wide acknowledgment
by numerous scientists, expert, yet there is a miss of genuine and orderly research to
characterize publicizing imagination and how it identifies with advertisement adequacy.

RESEARCH

Generally, research is understood to follow a certain structure process. Though steps order
may survey depending on the subject matters and researcher, the following steps are
usually part of most formal research both basic and applied.

TYPES OF RESEARCH

1. Pure research.

Pure research is undertaken for the sake of knowledge without any intension to
apply it in practice. It is also known as basic or fundamental research. It helps
to find the critical factors in practice problems. It develops many alternative
solutions and thus enables us to choose the best solution.

2. Applied research.

It is conducted when decision must be made about a specific real-life problem.

It is those problem oriented and action directed. It can contribute new facts. It
offers an opportunity to test the validity of existing theory.

3. Quantitative research.

It is necessary to get initial insight into the problems for the purpose of
formulating them for more precise investigation and also called as formulate
research.

4. Qualitative research.

Quantitative research is defined as a systematic investigation of phenomena by

gathering quantifiable data and performing statistical, mathematical, or
computational techniques. Quantitative research collects information from
existing and potential customers using sampling methods and sending out
online surveys, online polls, questionnaires, etc., the results of which can be
depicted in the form of numerical. After careful understanding of these
numbers to predict the future of a product or service and make changes
accordingly.

32
5. Exploratory research.

It is necessary to get initial insight into the problems for the purpose of
formulating them for more precise investigation and also called as formulate
research.

6. Descriptive research

It is a research which requires knowledge and understanding of the problem’s

nature exists. It provides description of the characteristics. It requires answers
for who, what, when, where, and how. Provides accuracy of information.

7. Diagnostic research.

Diagnosis is central to medical practice. It refers to knowing (“gnosis”) about

the health of a client. Typically, diagnostic research focuses on estimating the
sensitivity and specificity of individual diagnostic tests, their predictive values,
and other parameters of interest (such as likelihood ratios, ROC curves, and
test reliability). Accuracy measures are then used to generate posttest
probabilities, given a set of pretest probabilities.

8. Evaluation research.

It can be defined as a type of study that uses standard social research methods
for evaluative purposes as a specific research methodology and as an
assessment process that employs special techniques unique to the evaluation of
social programs.

9. Action research.

It is a research initiated to solve an immediate problem or a reflective process

of progressive problem solving led by individuals working with others in
teams or as a part of community of practice to improve the way they adders’
issues and solve problems.

33
The research that has been used in this study is of descriptive type. Descriptive research is a
research which requires knowledge and understanding of the problem’s nature exists. It
provides description of the characteristics. It requires answers for who, what, when, where,
and how. Provides accuracy of information.

Here the use of descriptive research is with the use of a questionnaire which has all the 10
relevant questions needed for the complete understanding of the study. Here we used a
sample size of 10 which includes adults with a working professional as well as adults who
are pursuing their higher education in MBA domain. Hence, the sample size of 10 had the
appropriate specimens needed for the study.

Primary data is information collected through original or first-hand research. For example,
surveys and focus group discussions. On the other hand, secondary data is information
which has been collected in the past by someone else.

This study has lots of information involved, however the primary data is used for the
questionnaire and survey which was collected with business professionals as well as
students pursuing higher education in the domain of marketing and operations. The rest of
the information covered as per the other chapters are from the secondary information
which comes from research papers, online content via google, Wikipedia, LinkedIn,
company website, etc.

34
 Objective

Having experienced as an intern working under Cupshup many practical

applications of the MBA concepts were put in action and apart from this
there were few major objectives that were included. Some of them are as
follows:

 Understanding what engagement activities would attract employees.

 Improve the relationship between employees and the employer.
-The relationship between the employees and the employer is crucial
for the efficient running of the organization and its sustainability.
 Encourage and improve the health and productivity of the workforce.
-Employee engagement activities such as games and other physical
activities aim at improving the health of the employees.
 Prevent work absences and leaves.
-Engaged employees are often energetic and motivated.
 Employee engagement can be used to retain the existing employees
while attracting new talents.

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 Chapter 4

Data Analysis and Interpretation

The analysis is based on the Engagement Activities provided by Cupshup for different
Corporates, Tech Parks and Co-working, which helps to understand the need of proper
Employee Engagement activities in the Human Resource Department of the organization.
The research is descriptive in nature and the data collected was from both Primary and
Secondary sources.

Primary Data:
The primary data was collected using interview technique via questionnaire and observation.
Secondary Data:
The secondary data was collected through the websites, books etc.

Tools used:
The analysis of the data was done using excel and word in order to interpret the respondent’s
views on the Employee Engagement activities provided at the organization.

Analysis on Responses.

1. Which Employee engagement event did you attend?

Table: 4.1

Options No. of Respondents

Fun Friday 10
Food Fest 8
Yoga/Zumba 6
Fun Fair 14
Team Building 17

Analysis:

The sample size was “55”, which included employees from different organisations. As the
table depicts- employees who opted Fun Friday-10, Food Fest-8, Yoga/Zumba-6, Fun fair-
14, Team Building- 17.

36
Interpretation:

The respondents feel Team building activity was the most effective employee engagement
activity. As the Questionnaire was forwarded to different corporate HR, Admin at Tech parks
and Co-working spaces, the employees have voted “Team Building” highest and then
followed by Fun Fair, Fun Friday. This gave us a picture of implementing these activities in
further planning of other Employee Engagement Activities.

2. Where do you like the activities to be conducted?

Table: 4.2

Options No. of Respondents

Cafeteria 13
Within the company Premises 13
Outside the company Premises 29

Analysis:

The sample size was –“55”, the intention of this question is to understand where the activity
should be conducted, as the table conveys, outside the company premises – 29, within the
company premises- 13, Cafeteria – 13.

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Interpretation:

The Respondents, feel conducting Employee Engagement Activities outside the company is
more likely appreciated, as it helps in refreshment of mind and creates a positive atmosphere.
Cafeteria and Within the company premises, were equally opted, as few people who are
workaholic feel, the energy being generated during enjoying the activity should be utilized
towards getting more output of work.

3. How entertaining was the event?

Table: 4.3

Options No. of Respondents

1 0
2 0
3 9
4 22
5 24

Analysis:

The respondent size was -55, This question was asked in order to rate our entertaining factor
of company, and it turned out really positive, as the highest rating is given for –“5”, then
followed by “4” and “3”.

38
Interpretation:

The response for this question were taken in linear scale, as I wanted to know the rating for
entertainment. As the graph conveys 5, so most of them liked our employment activities.
Employee Engagement activities are effective in nature only if they are highly entertaining.

4. Does your Company organize employee engagement activities?

Table: 4.4

Options No. of Respondents

Yes 52
No 2

Analysis:

The total respondents were 54, out which 52 have answered “yes”, remaining 2 as “no”,
which conveys that employee engagement activities are organized by most of the company.

39
Interpretation:

All the respondents felt, it is necessary to include Engagement activities at the company, as it
helps in maintaining good atmosphere to work. Along with that 2 respondents who replied
no, are from blue collar belt, for whom these activities were never provided.

5. How often Employee Engagement Activities are conducted at your organization

Table: 4.5

Options No. of Respondents

Weekly once 24
Once in 2 weeks 19
Monthly once 12

Analysis:

This question was included in the survey to understand, how regularly the employee
engagement activities are being conducted in their organization.
Most of organization are conducting on weekly bases-24, few once in 2 weeks – 19, few
monthly once-12.

Interpretation:

As we know, in present era work pressure has increased in all the work areas, this calls for a
need of providing Employee Engagement activities for the Employees of all level. In the
Human Resource department, providing Employee engagement is counted on highest
priority. Henceforth many Companies and organizations are organizing many employee
engagement activities very often.

6. Which was the best team building activity that you liked?

40
Table: 4.6

Options No. of Respondents

Balloon game 10
Heads up game 8
Ring toss 12
Hula Hoop 11
Sports 13

Analysis:

Team building activities are one of most essential engagement activities that help all the
employees to work towards one common goal of the team. Sports were opted the highest-13
Then followed by rest.

Interpretation:

The main motive of our company, was make sure we provide the best Engagement events for
our clients. As the table convey we had these list of events opted most of time out of which
the highest rated was sports, under which we had football event and mini golf etc., which
created enthusiasm in the mindset of the employees. This also conveys that no matter what
the event is, projecting the event in a employee friendly way would help creating effective
employee engagement events.

7. How effective do you believe team building skills/activities are?

Table: 4.7

Options No. of Respondents

Very Affective 20
Affective 28

41
 Neutral 7
In-effective 0

Analysis:

Employees who are already part of team building activity, were asked how effective are team
building activity are, most of the employees feel its affective-28, few feel it’s very affective-
20, few employees are not so much involved and feel its neutral-7.

Interpretation:

Team building is very essential in any corporate, as any desired output is obtained only when
all the employees work towards one common goal, in order to make employees compatible
each other team building activities were involved and majority of employees felt it was
affective in nature.

8. Would you like to collaborate us with other companies?

Table: 4.8

Options No. of Respondents

Yes 47
No 8

Analysis:

The sample size is “55”, the number who have agreed to “yes”- 47, followed by employees
who are not agreeing “no”-8.

42
Interpretation:

As we were a marketing agency, in order to understand whether we could build connections

in corporate this Question was included, in order understand how effective is our services,
would they help in creating and establishing new clients for us. As the response is “yes”,
most of them helped in getting many new clients for our firm.

9. Do you prefer these activities by your own company or by a third party for events?

Table: 4.9

Options No. of Respondents

Yes 23
No 5
Both 27

Analysis:

The sample size is “55”, the count of employees who replied “yes”-23, the count of
employees who replied “no”-5, then followed by “both”-27. This question was included in
survey to understand how many would recommend us.

43
Interpretation:

As an advertising agency, we have forced on meeting the demands and desire of our clients
as our first preference, this helps in maintaining long term relationship with them.in order to
understand whether the company is creative in organizing Employee engagement activities
for the employees, we asked this question. As the majority is both, which conveys employees
are fine with the organization collaborating with third part event management companies.

10. How often do you want such activities to be conducted?

Table: 4.10

Options No. of Respondents

Weekly once 21
Once in 2 Weeks 16
Monthly Once 18

Analysis:

This question was included in survey to determine the mindset of employees, that when they
want to conduct employee engagement activities at their premises, sample size is –“55”,
weekly once was opted by-“21” employees, once in 2 weeks was opted by – “16”, Monthly
once was opted by –“18”.

44
Interpretation:

This Question was included to understand the employee mindset of how often employee
engagement activities should be included in their curriculum of work. As the majority of
them communicated that weekly once was

11. How much satisfied are you with your current work-life balance?

Table: 4.11

Options No. of Respondents

Very Satisfied 11
Satisfied 26
Neutral 18
Dissatisfied 0
Very Dissatisfied 0

Analysis:

The sample size- “55”, the survey conveys the satisfaction level of employees with their work
life. All the employees were sastified-“26”, followed by few who were extremely happy with
their work life-“11”, few remained neutral-“18”.

45
Interpretation:
Most of Respondents we countered were settled with job, hence they felt they are satisfied
with work life as the amenities provided to them were covering their stress and maintaining
their stress level at office. They obviously want more improvements at their work life, they
are moving towards it, and they added that Employee Engagement Activities helped them a
lot in reaching to this success level in your professional life.

12. Does these activities help in work life balance?

Table: 4.12

Options No. of Respondents

Yes 39
No 1
Some times 15

Analysis:

Employee engagement activities really help in work life balance. Almost “39” employees
feel engagement activities play a vital role in work life balance, “15” employees believe
employee engagement may play a vital role or might not be as well.”1” conveys no.

46
Interpretation:

Respondents feels Employee Engagement activities help a lot in maintaining work life
balance, as these help in eradicating stress from work atmosphere.

13. Does the activity help the employees learn something new?

Table: 4.13

Options No. of Respondents

Yes 53

No 2

Analysis:

This question is included to understand the outcomes from employee engagement

activity. “53” employees convey “yes” and remaining “2” convey “no” and sample size
being “55”.

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Interpretation:

Learning is never ending process, every employee engagement activity included in

corporate curriculum helps in learning and improvising skill set that help in work life
balance, and as well as managing stress.

14. Does conducting employee engagement activities motivate the employees in active
participation? (Overall aspect).

Table: 4.14

Options No. of Respondents

Yes 53

No 2

Analysis:

This question conveys the understanding of overall growth of employee with active
participation in employee engagement activities. “53” have responded to “yes”, “2” have
responded to “no”.

48
 Interpretation:

Employee engagement activities help in various ways in Companies, tech parks and co-
working space. They helping in creating positive atmosphere for working and this in
directly helps in motivating employees. 53 responses were for “yes”, this shows that
most of them feel engagement activities should be part of the curriculum of work.

15. Is it allowed to distribute free samples, goodies, and merchandise at your

organization?

Table: 4.15

Options No. Of Respondents

Yes 52

No 3

Analysis:

This question is completely related to company acceptance of samples etc. “52”have

replied “yes”, “3” have replied “no”, The complete sample size being “55”.

49
Interpretation:

As we always tend to accept useful things which are given for free, in the same way,
employees like utilization of such things in their daily routine. 52 responses were for
“yes”.

50
 Findings

 Majority of the respondents, think and believe that the Employee

Engagement process adopted by the organization is reliable and is
able to meet the company’s objectives as well as client objectives.
 Company can enhance its brand image by accepting all kind of
Companies so that it can increase the number of corporates as well.
 Instead of being specific with new companies they can accept the
older ones as well so that people will be convinced easily to give
permission and this increases the number of employees for
engagement.
 All the respondents think that utilization of employee engagement
and brand promotion has made the work atmosphere positive and
effective in work life.
 Respondents are even compatible with new techniques utilized by us
in promoting brand and also they find it more attractive and
effective in nature.
 Cupshup as a company can include higher segment companies as
well, because there are many potential customers who want some
brad awareness and employee engagement activities such as KTM,
Royal Enfield, etc. in order to be part of the premium segments.
 For making sure the customers are attracted and have an appeal we
need to ensure that they have good activity teams and coordinators
which match the strength of corporates, tech parks residents’ welfare
association, etc.

51
 Suggestions
 Employees are much more than their accomplishments at work. Take
every opportunity to celebrate your people and their accomplishments
outside of work. This will enhance to create a positive environment.
 Ditch the boss mentality. Employees don't want to be bossed around
they want to be advised, coached, and nurtured. A manager should
implement this in the work life, as this helps in connecting with
employees in and out.
 Each of your employees has unique strengths that can help you as a
manager. When you ask your team for help or feedback, you are
acknowledging their strengths and showing your appreciation. Ask
them to proofread your big executive presentation or help you find
areas to cut expenses. See what they think of your latest team bonding
idea. Or ask them for advice on how to tackle your next strategy
planning meeting.
 Employees can bring their whole, authentic selves to work, they tend
to feel more engaged. Ask them about their personal lives and uncover
what drives them. This helps in encouraging individual thinking
capabilities.
 This is one of important suggestion work schedule that gives
employees ample free time to spend with family and friends. Let them
know you value their work and respect their personal time as well.
Making an effort to show you care can go a long way toward making
employees feel valued and appreciated.
 Socializing outside of work is an effective way to increase employee
engagement at work. Team-building can lead to stronger working
relationships, effective communication, and increased job satisfaction.
Think company holiday parties, summer happy hours, or team lunches.
Make it a priority to spend quality time with employees out of the
office. It will help relationships blossom and will bring your workplace
together.

52
 CONCLUSION

On the whole, this internship was a useful experience. I have gained new
knowledge, skills and met many new people. I achieved several of my learning
goals. I got insight into professional practice. I learned the different facets of
working within a startup. I experienced that financing, as in many organizations,
is an important factor for the progress of projects.

Related to my study I learned more about the operations and marketing strategies
of Cupshup and the threats they face. There is still a lot to discover and to
improve. The methods used at the moment are still not standardized and a
consistent method is in development. I have seen that local people can contribute
to the company, for example with their investments. Furthermore, I experienced
that it is of importance that the education is objective and that you have to be
aware of the view of other people.

Business education is not one sided, but it is a way of sharing knowledge, ideas
and opinions. The internship was also good to find out what my strengths and
weaknesses are. This helped me to define what skills and knowledge I have to
improve in the coming time. It would be better that the knowledge level of the
language is sufficient to contribute fully to projects.

After my masters I think that I could start my working career. However, I could
perform certain tasks in research better if I practice/know more the research
methodologies applied in competitor companies. It would also be better if I can
present and express myself more confidently. At last this internship has given me
new insights and motivation to pursue a career in marketing and operations
domain.

53
 BIBILOGRAPHY

 Andrews, K.R. 1971. The Concept of Corporate Strategy.

Homewood, IL: Dow Jones-Irwin. Ansoff, H.I. 1965. Corporate

Strategy. New York: McGraw Hill.

 APICS and IBF 2012. “2012 Sales and Operations Planning Insights and
Innovations. Exploring Real- World S&OP Practices in Supply Chain and
Operations Management”, www.apics.org.

 Arden, T.G., and S.E. Edwards. 2009.Best Practice Guide for Customer Service
Managers: An Activity- based Workbook for Leaders of Teams That Strive for
Service Excellence. Longbridge Deverill, Wiltshire: Customer 1st International.

 Bowersox, D.J., and M.B. Cooper. 1992. Strategic Marketing Channel

Management. New York: McGraw Hill.

 Baker, M.J. 1987. The Marketing Book. London: Heinemann. ...

 http://cupshup.co.in/ (website of wicked ride)

54
 Annexure
Which Employee engagement event did you attend?
o Fun Friday
o Food Fest
o Yoga/Zumba
o Fun Fair
o Team Building
Where do you like the activities to be conducted?
o Cafeteria
o Within the company premises
o Outside the company premises
How entertaining was the event?
o 1
o 2
o 3
o 4
o 5
Does your company organize employee engagement activities?
o Yes
o No
How often Employee Engagement Activities are conducted at your organization
o Weekly once
o Once in 2 weeks
o Monthly once
Which was the best team building activity that you liked?
o Balloon game
o Heads up game
o Ring toss
o Hula hoop
o Sports
How effective do you believe team building skills/activities are?
o Very Affective
o Affective
o Neutral
o Ineffective
Would you like to collaborate us with other companies?
o Yes
o No
Do you prefer these activities by your own company or by a third party for events?
o Yes
o No
o Both
How often do you want such activities to be conducted?
o Weekly once
o Once in 2 weeks
o Monthly once

55
How much satisfied are you with your current work-life balance?
o Very satisfied
o Satisfied
o Neutral
o Dissatisfied
o Very dissatisfied
Does these activities help in work life balance?
o Yes
o No
o Sometimes
Does the activity help the employees learn something new?
o Yes
o No
Does conducting employee engagement activities motivate the employees in active
participation? (Overall aspect)
o Yes
o No
Is it allowed to distribute free samples, goodies, and merchandise at your organisation?
o Yes
o No

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