Summer Training Report On

“Employee Engagement at Jammu and Kashmir Bank”

Submitted in partial fulfillment of the requirements for the
award of the degree of
BACHELOR’S OF
BUSINESS ADMINISTRATION

Under the Guidance of: Submitted by:

Dr. Surekha Arya Mansi Kotwal
Roll NO.:6130500014

The Business School University of Jammu, Bhaderwah Campus

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 ACKNOWLEDGEMENT

File work is never the accomplishment of an individual rather it is an

amalgamation of the efforts, ideas and co-ordination of a number of entitled. I

would like to thank Jammu University, Bhaderwah Campus, for giving an

opportunity to work on a valuable project. I am thankful to our faculty for

motivating me to complete this project with complete focus and attention. I wish to

express my heartfelt gratitude to all the people who have played a crucial role in

the research for this project, without their active coordination this project could not

have been completed within the specific time limit.

Mansi Kotwal

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 CERTIFICATE
This is to certify that Mansi Kotwal, a student of BBA 6th Semester, has done his
Summer Training project with JAMMU AND KASHMIR BANK UDRANA
BRANCH, BHADERWAH.

“Employee Engagement at Jammu and

The project entitled
Kashmir Bank” embodies the original work done by her for the partial
fulfilment of the award of MBA degree.

I wish him all the best for her future endeavors.

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 CONTENTS

S.NO. TITLE PAGE NO.

CHAPTER 1 ∙Introduction 6-15
∙Objective of Study 16-17
∙Literature Review 18-36
37-39
∙Research Methodology

CHAPTER 2 Data analysis & Interpretation 40-52

Finding 53-54

CHAPTER 3 Conclusion 56-57

Limitation 59

Bibliography 60-63
Annexure 64-67

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CHAPTER 1

5
INTRODUCTION

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 INTRODUCTION

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
7
Connect suggests that an overwhelming number of enterprise organizations today
(74.24%) were planning to improve employee experience in 2018.

Employee engagement is a property of the relationship between an organization

and its employees. An “engaged employee” is one who is fully absorbed by and
enthusiastic about their work and so takes positive action to further the
organization’s reputation and interests.

Employee engagement is the emotional commitment the employee has to the

organization and its goals. (Forbes.com)

Employee engagement is actually the level of enthusiasm and dedication an

employee feels toward his or her job. To these engaged employees, it is far more
than a pay cheque – it is the eagerness towards their task that makes them
passionate in their work, and this passion is often reflected in their individual
outcomes.

An engaged employee cares about their work and about the performance of the
company, and they want to feel that their efforts could make a difference. It is
generally seen as an internal state of mind; physically, mentally and emotionally
that binds together the work effort, commitment and satisfaction in an employee.

A committed employee tends to go an extra mile for the company without being
asked or wanting recognition or credit for it. They often establish a common
responsibility for themselves to the roles they took up. At the same time, they do
want to feel appreciated by the company.

When a good manager recognizes a committed employee, they have to find ways
of keeping them involved. The company needs to practice more employee

8
engagement in order for the employees not to feel as though no one cares about
them and their duties.

Management needs to remember that engaged employees lead to productivity in

the workplace and this creates a higher customer satisfaction and definitely an
increase in sales and profit in the company.

The trust and communication between both employees and management are also
important as it shows the employee their abilities and how their own work has
contributed to the overall company performance. This union between the company
and the employee is a necessity as both are able to excel in performance.

Regardless of your preferred definition of employee engagement, it all goes back

to understanding your employees and providing for them. Knowing whether
employees are engaged or disengaged is only the initial step. Management can look
into how to engage employees in order to be able to cultivate a positive company
culture. Good companies also need to be able to understand what drives employees
and take action on the results in order to have the great impact on increasing
engagement.

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 COMPANY PROFILE

Introduction

History of Jammu and Kashmir Bank:

J&K Bank was founded on October 1, 1938, under letters
patent issued by then Maharaja of Jammu & Kashmir,
Maharaja Hari Singh. The Maharaja had invited eminent
investors to become the founding directors and
shareholders of the bank.
The bank commenced banking business on July 4, 1939,
and was considered the first of its nature and composition
as a state-owned bank in the country. The bank was
established as a semi-state bank with participation in
capital by state and the public under the control of state
government.
Post-independence, the two branches of the Bank out of
10 branches viz. Muzaffarabad Rawalkot and Mirpur (now
PAK) fell to the other side of the Line of Control along with
cash and other assets.
The Bank is defined as a government company as per
provisions of Indian Companies Act 2013. In 1971, the
bank acquired the status of a Scheduled bank and was
declared an ‘A’ class bank by Reserve Bank of India in
1976.
J&K Bank is the scheduled commercial and oldest private
sector bank in India.

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Major Distinctions:

 Holding a major Market share of 64% of banking

business in UT of J&K and 60% in the UT of Ladakh
as on March 31, 2021.

 Designated as RBI’s agent for carrying out banking

business for the Government of UTs of J&K and
Ladakh.

 Authorized to collect central taxes for CBDT.

 Convenor of Union Territory Level Banker’s Commit-

tee (UTLBC) in UT of J&K.

 Acting as lead bank in 12 districts of J&K.

 Unique and competitive position within UTs of J&K

and Ladakh due to its strong market presence.

 Huge account base of 1.83 Crore (Deposits & Ad-

vance on Pan India basis, with 1.75 crore accounts
(Deposit & Advances) in UTs of J&K and Ladakh,
thus reflecting dominance & vast coverage in the re-
gion with a total population of 1.25 Crore.

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Profile of Jammu and Kashmir Bank:
Government of Jammu & Kashmir holds majority
shareholding of 68.18% in the bank as on March 31, 2021.
Bank has a network of 957 business units and 1386 ATMs
as on July 31, 2021 spread over 18 states and 4 UTs
across the country. Out of 957 BUs, 798 are operating in
the UT of J&K, 35 in UT of Ladakh and 124 are operating
outside the UTs of J&K and Ladakh.
J&K Bank occupies a unique and dominant position within
Jammu and Kashmir due to its strong market presence
and status as exclusive agent designated by the Reserve
Bank of India for carrying out banking business for the
Government of Jammu and Kashmir and its government
owned institutions and departments. The bank collects tax
revenues within the UTs of J&K and Ladakh for the central
Government on behalf of the Central Board of Direct
Taxes and Central Board of Excise and Customs, and
works with the UT Government of J&K & Ladakh in the
implementation of a number of flagship initiatives involving
employment of youth, women empowerment etc.
The bank being the major financial player in the UT of
Jammu and Kashmir holds a leading market share of
advances (64.84%), deposits (63.92%) and branches
(39.3%) of all the scheduled commercial banks operating
in the J&K UT as of March 31, 2021.
J&K Bank caters to banking requirements of various
customer segments which includes employees of
government, semi-government and autonomous bodies,
farmers, artisans, public sector organizations and
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corporate clients. The bank also offers a wide range of
retail credit products, including home, personal,
educational and automobile loans, agriculture loan, trade
credit including a number of unique financial products
tailored to the needs of the people of Jammu and Kashmir.

Experienced Board of Directors

Name Designation Total
experience
Mr. Parvez Ahmed Chairman & CEO
30 Years
Mr. Navin Kumar Choudhary, IAS Non-Independent Non-Executive Director
23 years
Mr. Yogesh Kumar Dayal RBI Nominee Director
20 Years
Mr. Abdul Majid Mir Non-Independent Non-Executive Director
39 Years
Mr. AzharUlAmin Non-Independent Non-Executive Director
32 Years
Mr. Mohammad Maqbool Rather Non-Executive Independent Director
35 years
Mr. Mohammad Ashraf Mir Non-Executive Independent Director
34 Years
Dr. Pronab Sen Non-Executive Independent Director
44 years
Mrs. Vijayalakshmi R. Iyer Non-Executive Independent Director
40 years
Dr. Sanjiv Agarwal Non-Executive Independent Director
30 Years
Mr. Sunil Chandiramani Non-Executive Independent Director
30 years
Mr. Dhaman Kumar Pandoh Non-Independent Non-Executive Director
20 Years
Mr. Rahul Bansal Non-Independent Non-Executive Director
17 Years

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 Shareholding Pattern

63.41

4.9

Promoter holding
Institutional holding
Public holding

31.69

Subsidiaries, Associates and Partnerships:

JKB Financial Services Limited (Fully owned by J & K
Bank)
 Providing Depository Services
 Offering Stock Broking Services
 Mutual fund and other financial services.

Sponsor of J&K Grameen Bank (Regional Rural Bank)

Life Insurance & Non-life Insurance Partners:

 PNB MetLife (Life Insurance)

 Bajaj Allianz (Non-life Insurance)
 IFFCO Tokyo (Non-life Insurance)

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Vision and Mission of Jammu and Kashmir
Bank:
Vision;
“Pioneering the economic and social transformation”
To become a committed partner in fostering economic and
social transformation across the country through a deep
commitment to value creation for all our stakeholders,
while continuing to build on our historic business
relationship with Jammu & Kashmir and Ladakh.
Mission;
 To acquire an enhanced business footprint across ge-
ographies and emerge as a prominent national brand
in the financial sector.
 To position the Bank as the “Most Preferred Bank” for
Customer focus, Operational Excellence and High In-
tegrity towards one and all stakeholders.
 To be the best-in-class financial intermediary, leverag-
ing our digital and physical banking channels;
 To observe customer centricity through service excel-
lence, integrity and transparency, and a comprehen-
sive range of innovative products and services re-
sponsive to customer needs.
 To be a lean, learning and efficient banking organiza-
tion focusing on prudent, sustainable, profitable
growth and value creation.
 To adopt the best standards for corporate gover-
nance, business ethics and risk management.

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 OBJECTIVES OF STUDY
OBJECTIVES

 The employees working in the company are engaged, which reflects in

their actions.

 Since they are happy, they try to give the same experience to their cus -

tomers.

 Employees are more engaged because they consistently put efforts to em -

power, motivate and engage their workforce and align them with their

goals and objectives.

 Take care of your employees and they will take care of your business.

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 Communicate with the employees and keep them updated on the progress.

LITERATURE REVIEW
LITERATURE REVIEW

Title: EMPLOYEE ENGAGEMENT IS IN EVERYDAY ACTIONS AND

BEHAVIORS

One-time initiatives don’t suffice.

No longer do organizations and leaders doubt the business case for employee en-
gagement; much evidence makes a strong case for it. Take Gallup’s 2017 State of
the American Workplace report, which includes compelling statistics competitive
advantage organizations gain when employees are engaged, such as lower absen-
teeism and turnover and higher productivity, sales, customer metrics, and prof-
itability. Companies now view employee engagement as a business imperative and
spend significant amounts of money toward improving it. In fact, statistics cite or-
ganizations spending upwards of a billion dollars annually on improving employee
engagement.

Despite the dollars and resources companies put toward increasing engagement
levels, not to mention all the literature written on the topic, Gallup reports that only
one-third of the American workforce is engaged—which means that two-thirds of

17
the workforce is not engaged or is actively disengaged. That shows that companies
have not yet figured out how to drive a culture of engagement.

Employee engagement needs HR, leaders, and employees

Employee engagement is often looked at in one of three organizational roles—HR,

leadership, or the employee—and so are the approaches to improve engagement
levels. Countless articles discuss what leaders should do to improve engagement
among their employees, substantial literature exists on what programs and initia-
tives HR can enact, and some publications discuss the employee’s role.

An engaged workforce doesn’t arise from a single organizational role; rather, it’s a
blend of all three. Engagement is a choice that manifests in the individual acts, atti-
tudes, behaviors, and practices that occur in an organization every day. It arises
from the combination of HR, leadership, and employees choosing engagement and
showing up in ways that demonstrate their choice to engage. Engagement is not
about expensive programs, grandiose gestures, or one-time events. In fact, it is an
everyday occurrence that HR, leaders, and employees control, influence, and pro-
mote.

Title: Employee Engagement: A Roadmap for Creating Profits, Optimizing

Performance, and Increasing Loyalty

Federman defines employee engagement as the degree to which a person commits

to an organization and the impact that commitment has on how profoundly he per-
forms and his length of tenure. The book covers a broad spectrum of employee en-
gagement factors including measurement, rewards, hiring, talent management, and
onboarding. Return-on-investment, turnover, and productivity considerations in
light of today’s struggling economy emphasize the need for employee engagement

18
in the workplace. Federman establishes a case for employee engagement in the be-
ginning of the book by proving how it affects the bottom line: 71 percent of com-
panies with high levels of engagement boast above-average financials.

One’s MPV (my personal value) is another topic especially relevant to today’s
ethics debate in the workplace. Federman charges employees to take ownership of
their own engagement, rather than seeing themselves as victims of a demanding
boss or dysfunctional organization. He lists personal engagement competencies
that can be developed, and several tools are also available for readers to use, such
as employee engagement survey ideas and interview activities.

Title: Emerging Challenges in Employee Engagement.

In a recent online survey by cloud-based social talent management solutions

provider SilkRoad, 781 HR professionals revealed their companies’ employee en-
gagement practices. The survey tested for:

• The number of companies with explicit employee engagement programs

• The organizational impact of low engagement

• The ways professionals involve the C-suite in engagement

• HR professionals’ employee engagement “pain points” and concerns

• Which generations in the workplace are perceived as being more engaged

• The methods companies use to measure employee engagement.

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“One of the most significant findings we uncovered is that a majority (54 percent)
of employers still don’t offer formal engagement programs,” says Chris Lennon,
director of product management at SilkRoad. “While 73 percent report participat-
ing in engagement programs on some level, only 38 percent are offering formal
programs. This is problematic for a number of reasons, but top among them is the
fact that informal programs lack clear goals and accountability.” Despite a lack of
formal programs, 70 percent of respondents say their C-suite is committed to en-
gagement, which reveals a glaring disconnect. Additionally, employers view the
increasingly diverse and remote workforce as a barrier to employee engagement,
with generational differences reported as a top challenge. Respondents rated the
engagement of each generation on a five-point scale, with Millennia’s being least
engaged at 3.23, followed by Baby Boomers (3.62) and Generation X (3.72). The
call to action for training and development professionals is to correlate training
programs with company goals because when employees see this connection, they
are more inclined to be engaged, Lennon explains. “Training and development
practitioners need to become brokers of knowledge by providing tools and re-
sources that give employees an opportunity to engage,” Lennon adds. “This hits on
a couple of key points in the survey for engaging Millennia’s and remote workers
—two high-risk audiences for disengagement.”

Title: EMPLOYEE ENGAGEMENT: How to Avoid a Tremendous Leader -

ship Mistake.

When you see low employee engagement scores, what is your first reaction? I
spoke with a company executive who was upset with his engagement scores. “The
numbers are horrible,” he said. “Can you help us with some team building?”

20
I replied, “Probably not.” He looked at me with a combination of shock and
amusement. He wasn’t used to consultants telling him they didn’t want his money.
“Okay, tell me why not?” It’s not that I wasn’t willing to help; of course, I would.
But when morale stinks, employee engagement scores are down the drain and your
people are upset, team building isn’t the solution. In fact, it’s a tremendous mistake
that will almost always make things worse. Start With Why Low employee en-
gagement scores are the symptom of a problem, not the problem itself. Leaders
who are winning well focus on playing the game, not gaming the score. That
means that they don’t try to manipulate the score with team building, pizza or in-
centives; they stay focused on the critical behaviors that drive performance and re-
sults. Employee engagement is no exception. Focus on the score and you’re lost.
Instead, play the game: focus on the behaviors that create the score. When I asked
the executive why his people were upset, he wasn’t sure. As we dug deeper, we
discovered that there were significant breakdowns of clarity and commitment.
There were problems communicating major organizational changes, one mid-level
manager had become territorial and was needlessly frustrating other departments,
and frontline leaders were driving talent away by scaring people into performance.
Fix the Real Problem Don’t try to motivate your way out of a mess. Fix the mess.
For this executive, that meant apologizing for the communication problems, get-
ting the right information out to everyone, listening to and addressing the concerns
his people had about the new process, and taking aside the territorial manager for
some one-on-one coaching and accountability. Then he invested in leadership de-
velopment for his frontline leaders and we worked with the mid-level managers to
reinforce the frontline leaders’ new focus on results and relationships. Don’t use
team building in response to problems or low morale. Fix the communication prob-
lems. Improve the process issue that prevents people from doing their job. Icing on
the Employee Engagement Cake Team building is often loathed and panned by
21
employees and managers alike because it can seem like a waste of time: a well-in-
tentioned, but completely ineffectual response to a problem that takes real work to
solve. Done properly, real team building is the icing on a good cake. It takes a solid
foundation and makes it something truly special. Imagine trying to spread frosting
on a cake that is only half-cooked. You would have a nasty, goopy mess that ends
up in the trash. You can’t frost a half-baked cake and you can’t use motivation or
team building in place of fundamentals.

Title: Gamification: A Tool to Boost Employee Engagement.

Employee engagement is linked to leading organizational outcomes. Gamification

is a fast growing trend in boosting employee engagement which uses a digital envi-
ronment to make employees accomplish their objectives and mission. Enterprises
are initiating to unveil the value which games could enumerate in the organization
to improve performance by motivating employees. It is the procedure of applying
game mechanics and game design technique to different business processes to
boost employee engagement, enhance productivity and lift performance. On im-
proving their performance the employees play a game whereby they are offered
points, rewards and status which impacts their behavior in a positive manner. It
breaks down complicated tasks into manageable tasks that the brain grasps over
time, beyond stress and lethargy. In the HR association companies are using gami-
fication to boost employee engagement which is related to performance, retention
and positive business outcomes. Gamified approach is enforced in HR to attract,
train, engage and retain employees. It is all about provoking one's intrinsic motiva-
tion. Gamification can incorporate a dynamic boost to arbitrate the employees to
learn more. The establishment of games in the workplace make work more pleas-

22
ing and interesting, thus boosting employee engagement and motivation. This pa-
per desires to contribute to the conceptual understanding of gamification and also
there is an extensive analysis of few organizations across sectors exercising gamifi-
cation initiatives as an element to engage the employees of the organization

Title: Smashing the barriers to employee engagement.

There's a disconnect when it comes to what business leaders say about employee
engagement and what the employees themselves say they are experiencing.
Consider the following: On one hand, according to the Society for Human
Resource Management, executives from around the world say that enhancing
employee engagement is one of their top five global business strategies: "Not only
does engagement have the potential to significantly affect employee retention,
productivity, and loyalty, it is also a key link to customer satisfaction, company
reputation, and overall stakeholder value." On the other hand, Gallup reports that
just 33% of employees in the United States are engaged in their job and more than
half have their eyes open for a new job. In the accounting arena, retaining qualified
talent continues to be a top issue for CPA firms, according to the 2017 PCPS CPA
Firm Top Issues Survey. So what does it take to break through the barriers and
improve employee engagement in firms? And how do we do it sooner rather than
later, as most firms don't have the current skilled talent or future leaders they need?
1/6 "The one thing leaders cannot do is nothing," Gallup said in its 2017 State of
the American Workplace survey report. "They cannot wait for trends to pass them
by, and they cannot wait for Millennials to get older and start behaving like Baby
Boomers." This article addresses barriers in three key areas and identifies specific
actions, ranging from simple to complex, that leaders can take to improve
23
engagement. It also explores real-life examples from firms that have implemented
some of these ideas and the results they experienced. Most firm leaders likely have
heard or read these ideas; however, many are not implementing them fast enough
— or at all. Transformation occurs in firms that move from knowing what to do to
actually doing what will drive employee engagement. New ideas and new ways of
working can transform how business is conducted, serve clients better, and
improve processes and methodologies. Firms that embrace these ideas and do what
it takes to deploy them are filled with engaged, excited, and productive team
members. Consider the following actions to take now in the areas of flexibility,
feedback, and purpose to create an atmosphere for employees to feel engaged and
actively contribute to firm success. GIVE EMPLOYEES MORE CONTROL
OVER WHERE AND WHEN THEY WORK When team members have clear
goals and measures for what they are expected to produce, they typically achieve
them more easily when they can choose when and where they work as much as
possible. Part of setting expectations is also being clear when certain times and
locations for work are required, such as inventory at a client's site on a Saturday
morning or on the last day of the month. Giving team members control over when
and where they work means shifting leadership's view of "time and place." Wilkin
& Guttenplan PC, a midsized accounting and consulting firm based in New Jersey,
offers flexible programs such as alternative-hour options, the ability to work from
home on occasion or permanently, and simply the ability to take care of
commitments outside of work. The goal is to allow team members to be fully
productive when they are working. "We are proud of the strides we have made in
creating a truly flexible work environment that supports our employees, while
delivering on our commitment to exceptional client value," said Ed Guttenplan,
CPA, CGMA, managing shareholder of Wilkin & Guttenplan. "It's not always
easy, but we're committed to everyone having a life outside of work. It requires
24
responsiveness, planning, and communication — which makes us all better
managers and employees. And it enables us to emphasize client services is what
drives our business, so if you're meeting your client expectations (and other
nonbillable goals), the rest is up to you to manage. It's a change of mindset — and
it's worth it." The effort has paid off with Wilkin & Guttenplan listed on the NJBIZ
Best Places to Work in New Jersey list for the past seven years, including in the
No. 1 spot in the medium firm category for 2018.

ESTABLISH EFFECTIVE FEEDBACK

Many people (especially Millennials and members of Generation Z) prefer feed-

back to be immediate and in a variety of media. Feedback has the most impact
when it is provided as close to the performance as possible, and it should include
both positive reinforcement of desired behaviors and suggestions of ways to im-
prove. Enhanced staff development and true engagement are possible when firms
invest in training and coaching to help partners, managers, and supervisors gain the
skills and confidence to provide feedback faster. Delivering feedback is not easy. It
can be even more challenging if people aren't open to receiving it. That is why
New York-based accounting and consulting firm Mazars USA incorporated an en-
tire module on receiving feedback into its six-session feedback learning series for
partners and senior managers. The firm now includes the module as part of its lead-
ership programs for managers and seniors, too, promoting a culture of open com-
munication and collaboration. "The tone starts at the top, and if we want our people
to be open and receptive to feedback, leaders must embrace and be open to receiv-
ing feedback, too," said James Blake, CPA, the COO at Mazars USA. "We hire
bright, smart staff who are used to having a voice, providing 3/6 suggestions for
new ideas, and sharing their views for how to get better. That means we have to

25
learn to really listen to their feedback and, as much as possible, implement their
feedback, too — just like we expect them to do."

CREATE A COMPELLING PURPOSE

Go beyond a typical vision and values exercise to develop an inspiring purpose for
why your firm exists. A firm vision becomes a rallying point for all team members
to find their unique contribution, enabling them to be engaged more meaningfully.
Through an ongoing visioning process that includes regularly meeting to advance
its goals, Los Angeles-based Green Hasson Janks LLP has increased its market
presence in key industries and specialty service areas, such as entertainment and
media, and food and beverage. It has also developed a growing advisory and con-
sulting practice. Focus in these markets and other vision initiatives fulfills Green
Hasson Janks's #bemore philosophy and the firm's commitment to helping team
members be the best they can be. "Our vision is more than a destination [where]
our firm is headed," said Tom Barry, CPA, the firm's managing partner. "Our vi-
sion provides a road map for our people to see how they can most meaningfully
contribute to the firm's success and therefore experience success themselves."
Overcome these common barriers by taking actions to develop a compelling vision
all team members feel engaged in fulfilling (see the chart "Creating a Compelling
Vision").

TAKE ACTION TODAY

The time to make change is now. It doesn't have to be perfect, but it must be swift.
Pick one barrier and an action to overcome it. Applying these employee engage-
ment strategies will create a team of happy, productive team members who drive

26
increased efficiencies and profits, expanded service opportunities, and growth.
Who wouldn't be engaged and working toward that future?

Title: Team work engagement: A model of emergence.

Research has shown that work engagement, both at the individual and team levels,
is relevant to understand employee performance and well-being. Nonetheless, there
is no theoretical model that explains the development of work engagement in
teams that takes into consideration what is already known about team dynamics
and processes. This study addresses this gap in the literature, presenting a model
for the emergence of team work engagement. The model proposes team inputs,
outputs, and mediators as predictors of team work engagement and highlights their
recursive influences over time. This conceptual work provides a starting point for
further research on team work engagement, allowing for distinguishing individual
and team constructs. Practitioner points The degree of energy and enthusiasm of
teams depends on the way they interact., The affective and motivational dynamics
of teams have consequences for their performance and well-being., The emergence
of team work engagement is better understood within the literature of teamwork.

Title: Raise Your Team's Employee Engagement Score: A Manager's Guide.

Most companies spend a lot of time and money to make sure workers are fully
committed to helping the organization succeed. But employee engagement has
hardly changed in the past 15 years. The solution is giving supervisors the right

27
tools to motivate the workforce. This book describes specific actions to help them
maximize their team's effort. Here are a few examples:

Rate supervisors. Hold managers accountable for desired behaviors and outcomes
by periodically giving them their own engagement survey scores.

Encourage supervisors to focus on top performers. The best opportunity to increase

productivity is to coach top workers to perform even better.

Ask supervisors to conduct periodic stay interviews with their teams. Train them to
do this so they can create motivation-boosting plans that work.

Monitor employee turnover and inter-company transfers. Tell managers from day
one that your policy is to meet with team members who are leaving to learn the
reasons why.

Raising engagement isn't a short-term project. The long-term solution is helping

managers learn and apply practices that boost motivation and commitment.

Title: Managers Are Vital to Employee Engagement.

The role of managers in employee engagement. In honor of ASTD’s 70th anniver-

sary year, I decided to peruse previous issues of T+D to examine the topic of en-
gagement and management development. I found articles in the late 1950s that
specifically highlighted the role that managers play in the success of an organiza-
tion. I also found articles that focused on employee satisfaction as part of employee
performance reviews. But, as you well know, things are different today. The focus
is on the manager’s role in employee engagement and the difference between en-

28
gagement and satisfaction. The role of the manager in employee engagement has
become vital in today’s business world where the need for increased productivity is
greater than ever. As Julie Nielsen and Tracy Maylett wrote in an April 2012 T+D
article, “Three broad categories combine to define engagement: satisfaction, moti-
vation, and effectiveness. While each of these factors are important on their own,
only when all three are present simultaneously does true engagement occur.” Peter
Psichogios, in the feature article on page 34, defines engagement as “everyone in
the organization doing the right thing, the right way, at the right time—even when
no one is watching. Engaged employees who are enabled to create exceptional ser-
vice experiences will give organizations a real and sustainable competitive advan-
tage. If you can create that type of culture, it is difficult, if not impossible, for com-
petitors to replicate.” His article examines “the everyday activities that take place
where, as a leader, you have an opportunity to enhance engagement, maintain en-
gagement, or create disengagement.” Although managers play a key role in giving
their employees the tools and processes to be effective in their jobs and making
employees feel respected and valued by soliciting feedback, meeting one-on-one,
and recognizing employees for good work, motivation is personal. It varies from
individual to individual. Instead of workplace trainers focusing management devel-
opment solely on project management and strategy implementation, management
training today encompasses the role that managers play in engaging employees, de-
veloping employees, analyzing skill sets, and retaining high potentials. Today,
training at the manager level is all about workforce development—providing man-
agers with the essential tools, resources, and content to help them engage their staff
—and increased productivity. Can managers in your organization look to you for
the help they need in establishing a culture where employees bring their hearts and
minds to their jobs every day.

29
Title: Employee Engagement Effectiveness.

Answering four questions will help you evaluate your employee engagement strat-
egy.

Imagine if managing employee engagement at your organization were as simple as

controlling the temperature in your office. When engagement levels start to cool,
simply adjust a dial to heat things back up.

Unfortunately for most organizations, employee engagement levels are far less evi-
dent than the climate of an office, and which specific "dials" to turn to affect it are
even more uncertain. Who's feeling uninspired and who's feeling the love? What
levers should you pull to engage each team or location? Can you provide the same
solution to the entire workforce at once? How do you know if it's working?

What it is

It's time to take a hard look at the real effectiveness of your engagement initiatives.
Learning's Role in Employee Engagement, a research report published by the As-
sociation for Talent Development, indicates that "measuring engagement is impor-
tant to enable organizations to manage their engagement programs systematically."

Why it works

With the right tools, people operation pros can begin to take a more scientific ap-
proach to employee engagement, including more effective measurement, monitor-
ing, and sustainable improvement, just like the temperature in your office.

30
Guidelines

There are four questions you need to consider when evaluating your employee en-
gagement strategy.

Do you measure the right things at the right frequency? If you don't monitor the
temperature of the room effectively, any effort to improve it will be shaky at best.
Your organization probably has an employee engagement measurement tool in
place already—whether it's an annual engagement survey, a homemade survey so-
lution, or extrapolating data gleaned from exit interviews. But are you asking ques-
tions that help paint a complete picture of engagement at your company? Are you
pulsing employees frequently enough to gather insights in real time?

Ideally, the questions you're asking tie directly back to employee engagement, in a
form succinct enough for employees to handle easily on a monthly or quarterly
schedule. Annual surveys with 50 to 100 questions can burn out respondents, and
when response levels get low, the quality of your feedback data suffers. You'll also
need to survey employees in a timely manner. Regardless of how slowly you think
your organization changes, once a year is not often enough.

Make it easy to pulse employees with a short survey of focused questions that get
to the heart of engagement at your company, and gather engagement data on a
more frequent basis. In most cases, quarterly or even monthly pulsing leads to the
strongest data.

Do you get actionable insights? Engagement data should lead to action. Annual en-
gagement surveys from consulting firms frequently produce very long, detailed re-
ports with pages of analysis. Company leaders and team managers often struggle to

31
decide where to focus their efforts among the pages and pages of reports and
analyses.

On the other hand, homegrown solutions often offer no actionable recommenda-

tions. The burden of extracting insight from the data lies entirely in the hands of
your HR team. But your people pros were hired for their HR expertise, not their
desire to crunch numbers, so asking them to analyze do-it-yourself survey results
wastes valuable resources that you could be using to take action.

Because not all people are motivated by the same things, the most effective en-
gagement analysis dives deep into employee demographics, including location,
manager, job level, tenure, and gender. The analysis becomes more complex as
you combine several of these demographic attributes to uncover employee seg-
ments that are highly engaged or at risk. But without sufficiently granular analysis,
your reports will produce superficial insights that address just one or two general
workplace issues. This approach disregards unique team dynamics and makes it
more difficult to address each part of the organization's unique challenges effec-
tively.

To get insights that can make a difference, ensure that you're gathering data in real
time, and then slicing and dicing results by individual groups.

Do insights go to the right people?

Even the best insights become useless if the right people—those who can truly af-
fect employee engagement in a timely matter—don't have access to them. Far too
often, engagement initiatives are viewed as an HR project, disregarding the impact
of executives, functional leaders, and individual managers. Though managing em-

32
ployee engagement isn't usually part of their job description, these people often
have the greatest direct influence on your organization's engagement levels.

Once you're able to uncover actionable insights from your data, it's imperative to
get them into the hands of your managers, where the engagement rubber meets the
road. Unlike HR-directed protocols that can take months to roll out across the or-
ganization, managers can take action immediately and personally monitor the suc-
cess of each initiative.

An effective engagement strategy doesn't keep engagement data hidden within the
HR and executive teams. Instead, it grants managers access to their teams' unique
data, and empowers them to take action.

Can your people react to insights in real time? When it comes to employee engage-
ment, a late response to a problem is almost as bad as no response at all. Is the data
you're using to take action an accurate reading of the "temperature" today? Do the
insights from your data make it clear which dials need to be adjusted? With annual
surveys, chances are it's been months since you measured and months until you'll
measure again. If the problem has been brewing for a year, most of the damage
will have been done by the time managers see a report.

Engagement data should give your organization an up-to-date picture of your orga-
nization on a year-round basis, rather than a single snapshot from some specific
time in the past. What are the events and outcomes with the greatest impact on en-
gagement right now? Access to engagement insight anytime, on demand, empow-
ers leaders and managers to make data-driven decisions year-round. Employees
who see their leaders respond quickly to feedback know that their voices are being
heard.

33
Results

Sustaining employee engagement is possible only when organizations have insight

into engagement levels on a consistent, frequent basis, and when the people who
can affect engagement are empowered to do so. Once you have a clear understand-
ing of the effectiveness (or ineffectiveness) of your engagement strategy, you can
put your organization in a position to make the adjustments that will increase em-
ployee engagement in a sustainable way.

Busting The Engagement Myth: Employee Engagement Isn't Really That Low

What is the most common misinformation about employee engagement?

The most egregious claim is that more than two-thirds of workers are not engaged.
The headline of a commonly cited 2014 Forbes contributed article is "70% of
Workers Aren't Engaged -What About the Managers?" (That figure comes from a
2013 Gallup report, which an earlier contributed Forbes piece dismissed as inaccu-
rate.) The headline suggests that something is inherently wrong with workers, man-
agers, companies, HR practices or some combination of them all. It grabs your at-
tention, but is it accurate? No. The text belies the headline, suggesting that far
more than 30 percent of employees are engaged. The rest of the piece, however,

34
puts aside the topic of which numbers are more accurate and focuses on other is-
sues.

Perhaps the most powerful evidence to bust the 70 percent disengagement claim
was presented earlier this year at a conference of the Society for Industrial and Or-
ganizational Psychology, where specialists from separate firms shared five remark-
ably consistent engagement scores. They all showed that between 61 percent and
72 percent of workers are engaged, despite their different definitions and data col-
lection methods.

What trends in the survey industry are affecting organizations' practices?

The industry tends to over report flagging engagement and the resulting damage it
causes -which creates a bias toward inaction. Leaders who see organizational
scores of 60 percent engagement will not make many changes if they believe the
bogus claim that the base line among U.S. employees is 30 percent; they'll think
they're already way ahead.

This myth also focuses on what organizations lack instead of leveraging what they
have. You can't harness engagement if you think it's not there. Once you know that
your fuel tank is much more full, you can address problems such as ineffective
change management, poor cross-departmental cooperation and misalignment of
culture to strategy.

What should HR leaders look for when evaluating engagement data?

Are your vendors or survey professionals manipulating the data? Ask how they re-
port the percentage of people who "agree or strongly agree" with statements such
as "I am proud to work for my company" and "I would recommend my organiza-

35
tion as a great place to work." Do their criteria for being engaged require strong
agreement with more than one statement? If so, that would account for lower
scores. Using such concurrent agreement measures is not exactly false, but it is
misleading -and self-serving, like a boy crying wolf who just happens to sell wolf
repellent.

Navigating engagement can be one of the trickiest aspects of leadership. But the
only way to truth is to separate myth from fact. Start getting clarity on employee
engagement by examining your own efforts, then learn more about key trends.
Happy myth busting.

36
 RESEARCH
METHODOLOGY
RESEARCH METHODOLOGY

Research is an art of scientific investigation. Research comprises defining and

redefining problems, formulating hypothesis or suggested solutions, collecting,
organizing and evaluating data, making deduction and reaching conclusions and at
last carefully testing the conclusion to determine whether they formulating
hypothesis.
Methodology: The Study is about the EMPLOYEE ENGAGEMENT Need
Analysis in an Organization. It deals with the title of the study, need of the study,
objectives & Scope of study.
Title of the Study:The study is titled as “Employee Engagement at
Jammu and Kashmir Bank” at International Women Polytechnic
.
.

37
Data sources: QUESTIONNAIRE
Data is collected from primary and secondary sources.
Collection of the data is of primary importance the research process. Data which is
collected for the purpose of research helps in proper analysis which is helpful to
conduct research effectively. The data source, which is very important in the
collection of data, is primary data and secondary data.
Both primary and secondary data are taken into consideration for the study of
training need analysis.
Primary Data: This consists of original information gathered for specific purpose.
The normal procedure is to interview the people individually and/ or in a group, to
get the required data.
Secondary Data: This consists of the information that already exists somewhere,
either in some Annual Records or Magazines etc, having been collected for other
purpose. Here the researcher has both primary as well as secondary data.

Survey Approach:
The questionnaire was administered through direct contact with respondents.
1. Sample Size & Sampling Technique:
The study covers a sample of employees currently working with Jammu and
Kashmir bank in Bhaderwah.
The Respondents were selected on a Sample Random basis from the following
categories of the student,
a) Males
b) Females
Statistical Tool: Simple percentage
Sample Size: The sampling size was 50 employees 5 officers.

38
Questionnaire Design: A structured questionnaire was designed consisting of
close-ended questions and the meeting the respondents personally to get their
responses.

CHAPTER 2

39
DATA ANALYSIS AND
INTERPRETAION

40
In this pie chart I have included 50 employees. Some question and its analysis are
below:-

Male
Female

Inference
This pie chart shows the number of male and female respondents for the
questionnaire from the organization.
Male respondents: 13
Female respondents: 37

41
 1. Does Fun at work happen regularly?

Strongly Disagree - 9
Disagree - 5
Slightly Disagree - 13
Agree - 17
Strongly agree - 6

Interpretation
Purpose: Main purpose of asking this question was to see that fun at work activity
happens regularly in the team or not.

Conclusion: Most of the believe that it happens regularly in the team.

42
 2. Do I get Feedback regularly from my supervisor for improving my perfor-
mance?

Strongly Disagree - 6
Disagree - 13
Slightly Disagree - 10
Agree - 16
Strongly agree - 5

Interpretation
Purpose: The purpose of asking this question was to see whether the supervisor is
providing feedback to the employees regarding his performance or not.

Conclusion: Approximately half of the people strongly agree with this statement
however there are few who disagree with this statement.

43
 3. Do I feel like coming to office regularly?

Strongly Disagree - 2
Disagree - 4
Slightly Disagree - 3
Agree - 18
Strongly agree - 23

Interpretation
Purpose: Purpose of asking this question was to see that how many people are
interested in doing their work.

Conclusion: Most of the Employees want to come to office regularly except few
employees.

44
 4. Do I get sufficient opportunities to improve my skills?

Strongly Disagree - 4
Disagree - 8
Slightly Disagree - 10
Agree - 16
Strongly agree - 12

Interpretation
Purpose: Purpose of asking this question was to see that how many employees
think that they are given equal opportunities to improve their skills.

Conclusion: There is no employee who disagrees with this statement. There are
few employees who slightly disagree with this statement.

45
Most of the employees think that they get equal opportunities.

5. Do I receive any recognition for my contributions in last 3 months?

Strongly Disagree - 0
Disagree - 3
Slightly Disagree - 6
Agree - 19
Strongly agree - 22

Interpretation

Purpose: The purpose to ask this question was to see that how many employees
think that rewards and recognition is given to them for their work.

Conclusion: Half of the employees think that they get rewards and recognition and
half of the employees disagrees, strongly disagree and slightly disagree with this
statement.

46
 6. Are my thoughts and feelings given due respect at work place?

Strongly Disagree - 1
Disagree - 3
Slightly Disagree - 4
Agree - 16
Strongly agree - 26

Interpretation

Purpose: Purpose of asking this question was to see that the thoughts of employees
are given respect or not

Conclusion: Employees feel that there thoughts are given respect and there
thoughts are given values.

47
 7. Does my manager demonstrate a personal commitment to my continuous
learning and development?

Strongly Disagree - 3
Disagree - 6
Slightly Disagree - 10
Agree - 14
Strongly agree - 17

Interpretation

Purpose: Purpose of asking this question was to see that how much commitment is
shown by the supervisor for the development of the employee.

Conclusion: More than half of the employees think that the manager shows
commitment towards there development.

48
 8. Do I get encouraged to learn from my mistakes?

Strongly Disagree - 0
Disagree - 2
Slightly Disagree - 4
Agree - 20
Strongly agree - 26

Interpretation

Purpose: Purpose was to see that do the employees get the opportunity to learn
from there mistake.

Conclusion: Most of employees think that they get opportunities to learn from
there mistakes.

49
 9. Do I enjoy my work?

Strongly Disagree - 0
Disagree - 2
Slightly Disagree - 4
Agree - 20
Strongly agree - 26

Interpretation

Purpose: Purpose was to see that employees enjoy there work or not.

Conclusion: Most of the employees enjoy there work.

50
 10. Am I aware of the career opportunities that are available to me at my com-
pany?

Strongly Disagree - 0
Disagree - 5
Slightly Disagree - 9
Agree - 13
Strongly agree - 23

Interpretation

Purpose: Purpose was to see the awareness of the employees about there career
opportunities.

Conclusion: Most of the Employees are aware of the career opportunities.

51
FINDINGS

52
FINDINGS

 Employees are highly motivated while working in the organization.

 Employees among themselves share a healthy bond with each other.

 Employees are aware of what is expected from them at work.

 Employees feel that they have opportunities to learn and grow in this organiza-
tion.

 Employees were recognized for their quality work and accomplishments.

 Employees can take decisions in their work.

 Organization supports their employees to pursue further education and profes-

sional growth programs.

 Employees believe that they have career growth opportunities in the company.

 Overall employees of the organization feel good.

53
CHAPTER 3

54
CONCLUSION

55
 Conclusion

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

positive attitude held by the employees towards the organization and its values. It

is rapidly gaining popularity, use and importance in the workplace and impacts

Organizations in many ways.

Employee engagement emphasizes the importance of employee communication on

the success of a business. An organization should thus recognize employees, more

than any other variable, as powerful contributors to a company's competitive

position. Therefore, employee engagement should be a continuous process of

learning, improvement, measurement and action.

We would hence conclude that raising and maintaining employee engagement lies

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

commitment and investment to craft a successful endeavor.

56
LIMITATION OF THE
STUDY

57
LIMITATION OF THE STUDY

 Time Span: - Employee Engagement is a very vast process in any organisa-

tion. A time span of 2 months to understand a process is difficult.

 Many employees are not interested to attend this kind of programme in a regu-
lar basis.

 Few employees avoid giving feedback.

58
BIBLIOGRAPHY

59
 BIBLIOGRAPHY

Introduction: https://en.wikipedia.org/wiki/Employee_engagement

About Company:
https://www.iwpindiaonline.com

Literature Review:

Title: EMPLOYEE ENGAGEMENT IS IN EVERYDAY ACTIONS AND

BEHAVIORS.
Authors: NARDI, KRISTINA [email protected]
Source: TD: Talent Development. May2019, Vol. 73 Issue 5.

Title: Employee Engagement: A Roadmap for Creating Profits, Optimizing

Performance, and Increasing Loyalty.
Authors: Pace, Ann
Source: T+D. Nov2009, Vol. 63 Issue 11, p73-73. 1/3p.

Title: Emerging Challenges in Employee Engagement.

Authors: Pace, Ann [email protected]

60
Source: T+D. Jun2013, Vol. 67 Issue 6, p16-16. 1p.
Title: EMPLOYEE ENGAGEMENT: How to Avoid a Tremendous
Leadership Mistake.
Authors: Dye, David1
Source: Professional Safety. Dec2018, Vol. 63 Issue 12, p21-21. 1p.

Title: Gamification: A Tool to Boost Employee Engagement.

Authors: Singh,Shruti1 [email protected]
Prasad, Rekha2 [email protected]
Source: Jaipuria International Journal of Management Research. Jan/Jun2018,
Vol. 4 Issue 1.

61
Title: Smashing the barriers to employee engagement.
Authors: Loerzel, Tamera1
Source: Journal of Accountancy. Jan2019, Vol. 227 Issue 1,

Title: Team work engagement: A model of emergence.

Authors: Costa,Patrícia,Passos,Ana
Bakker, Arnold B.
Source: Journal of Occupational & Organizational Psychology. Jun2014, Vol. 87
Issue 2

Title: RAISE YOUR TEAM'S EMPLOYEE ENGAGEMENT SCORE: A

MANAGER'S GUIDE.
Authors: Finnegan, Richard P.
Source: HR Magazine. Feb2018, Vol. 63 Issue 1.

Title: Managers Are Vital to Employee Engagement.

Authors: Ketter, Paula (AUTHOR) [email protected]
Source: T+D. Jun2013, Vol. 67 Issue 6

Title: Employee Engagement Effectiveness.

Authors: BARNETT, JIM
Source: TD: Talent Development. Nov2015, Vol. 69 Issue 11
Title: BUSTING THE ENGAGEMENT MYTH: Employee engagement isn't
really that low.

62
Authors: Alonso, Alexander
Source: HR Magazine. Sep/Oct2018, Vol. 63 Issue 6

63
 QUESTIONNAIRE

QUESTIONNAIRE

The information collected is exclusively for academic purpose and will be kept
confidential. Thanks in advance for your cooperation.

64
PERSONAL INFORMATION
Name : _______________________________________ (Optional)
Gender: Male Female

1 Does Fun at work happen regularly?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree

2 Do I get Feedback regularly from my supervisor for improving my perfor-

mance?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree

3 Do I feel like coming to office regularly?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree

4 Do I get sufficient opportunities to improve my skills?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree

65
 D. Agree
E. Strongly Agree

5 Do I receive any recognition for my contributions in last 3 months?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree

6 Are my thoughts and feelings given due respect at work place?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree

7 Does my manager demonstrate a personal commitment to my continuous

learning and development?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree

8 Do I get encouraged to learn from my mistakes?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
66
 D. Agree
E. Strongly Agree

9 Do I enjoy my work?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree

10 Am I aware of the career opportunities that are available to me at my com-

pany?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree

67