Journal of Positive School Psychology http://journalppw.

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2022, Vol. 6, No. 3, 7490– 7497

EMPLOYEE ENGAGEMENT IN THE STEEL INDUSTRY

Ms. Chandana Valluripalli 1

Research scholar, GSB, GITAM (Deemed to be University), Visakhapatnam, Andhra Pradesh, India,
Email: [email protected]
Dr.Srilalitha Sagi 2
Associate Professor, HOD, International Business, GSB, GITAM (Deemed to be University),
Visakhapatnam, Email: [email protected],
Dr. Krishna Kumari Bandaru3
Assistant Professor,(IIMA-FDP), GSB, GITAM (Deemed to be University), Visakhapatnam, Email:
[email protected],

ABSTRACT
Purpose – The study looks into the concept of employee engagement, identifies the most
important factors that lead to employee engagement, and looks at the level of employee
engagement in a large public enterprise in India with a focus on the city of Visakhapatnam.
Research Design/Methodology – A cross-sectional study, in which groups of people are
interacted with once or over time, is used because the study is descriptive.
Findings – The findings of this study are unique in the literature because they show a new
way to look at more possible mediators (like work-life balance, working relationships,
recognition, rewards, and so on) to better understand their effects on worker engagement.
Originality– The study looks at what causes employees to be excited about their jobs and
how engaged they are at a large public company in Visakhapatnam city.
Managerial Implications: The research findings can help organizations engage
employees in better ways leading to higher levels of productivity and profitability while
spending less time on wasteful activities and making effective use of resources.
Limitations: The present study focuses on employee engagement in public enterprises in
Visakhapatnam city. Future studies in this relevant area can focus on other geographical
sittings

Keywords – Employee engagement, work-life balance, employee productivity, and

profitability

1. Introduction 1990). In other words, an engaged employee

understands the business context and works
Employees of a company are called "human with co-workers and supervisors to improve job
resources." People are considered an performance. It is an employee's positive
organization's most valuable resource because attitude towards their employer.
they impact quality, output, and brand value.
This is because an organization's success is Employee engagement is linked to job
determined by its employees' actions. Human involvement (Brown, 1996) and flow
resource systems and policies that attract, (Czarnowsky, 2008). Job involvement is the
motivate, and retain employees are critical to a degree to which the job becomes central to the
company's long-term competitive advantage person's identity. Job involvement depends on
(Barney, J). both a person's needs and the job's ability to
meet those needs. Job involvement arises from
Employee engagement refers to an employee's the job's ability to meet needs. Jobs are linked
involvement and commitment to their company to one's self-image. Employee engagement is
(Macey, W.H., & Schneider, B., 2008). In this the way an employee harnesses themselves
sense, “engaged employees” are fully while working. It involves active emotion use.
committed to their jobs and will act in the (May et al., 2004) contend that “deep job
organization's best interests (Kahn, W.A, engagement precedes job identification”.

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7491 Journal of Positive School Psychology

Employee engagement is related to but distinct in their work. To be fully engaged in their work,
from organisational commitment and employees must work in teams, learn
citizenship behaviour. (Robinson et al., 2004) continuously, and adapt. Employees who make
define organisational commitment as a person's decisions have a professional and personal
attitude and attachment to their organisation, stake in the company's success. Employees who
while engagement is the degree of attention and are actively involved in different parts of the
involvement in their role. Individual employee department and want to see the referred succeed
cooperation and assistance to co-workers and lead to more productivity. For the
the organisation is known as organisational organization's growth and sustainability. But it
citizenship. However, employee engagement also helps employees learn new skills and
focuses on the employee's emotional become more prepared for future
attachment to their job (Ibid). Job satisfaction responsibilities. Participation will also boost
was renamed employee engagement by some worker morale. They know their input is vital to
authors (Schmidt et al., 2002). the company as they participate in decision-
making.
1.1 Employee engagement factors
Commitment
As shown above, different researchers'
consultants define employee engagement A person's commitment to an organisation. It
differently. These definitions do reveal some demonstrates a person's devotion to their
common elements of employee engagement. company. Employees who are committed to
Employee engagement appears to be driven by their jobs and the organisation are the most
involvement and commitment. People want to loyal. But commitment is a two-way street. The
be part of something meaningful, and most employee expects the organisation to be
employees want to be part of that (Towers- committed to them by meeting their needs.
global report, 2007-2008). Thus, many organisations have realised the
value of commitment in increasing productivity
Global studies have identified three essential and decreasing turnover.
components of employee engagement:
emotional attachment, involvement, and 1.2 Employee engagement's value
commitment.
Employee engagement is critical in today's
Emotional bonding competitive world. Globalisation, changing
social demographics, and rising service
An emotional attachment to the job and the expectations are driving the need for employee
organisation. Employees' engagement can be engagement and involvement across all
improved by inspiring, empowering, and functional areas. A dedicated employee
confident emotions. Public and private sector engagement survey or a more general employee
organisations can foster these emotions as part survey is now used by many progressive
of their employee engagement strategy. This is organisations to measure employee
achieved by improving employee-manager and engagement.
co-worker relations.
Many studies show that happy employees are
Employees fear for their own safety and the more productive and profitable. Employee
future of their company during economic engagement has recently gained popularity,
downturns, according to research. Their attracting the attention of many businesses,
emotional bond is weakening. Employee including schools. Having a clear focus on the
engagement is boosted by dynamic drivers like job allows employees to do better work, spend
pride recognition, which encourage personal less time on unimportant tasks, and use
work development and positive manager- resources more efficiently. That frees up funds
employee relationships. for new improvements.
Involvement ● Employee engagement is linked to
Employee engagement requires involvement. employee retention.
Employees who are engaged think about their ● Employees stay with companies for
jobs as if very involved. It means they are reasons like career advancement, strong
trustworthy, loyal to the company, and engaged leadership, and meaningful work.

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Ms. Chandana Valluripalli,et. al. 7492

● Employee engagement improves satisfaction, inspiration, and pride in one's work

customer satisfaction, product quality, and and one's organisation. Pay, benefits, and
innovation. rewards are rational factors. The study shows
● Higher engagement leads to faster that meaningful work experiences can increase
revenue growth. engagement. This study identified strong
● Several studies show that highly leadership, accountability, autonomy, control
engaged employees benefit the company. over one's environment, and development
● Engaged employees stay with the opportunities.
company and contribute to its profitability.
● Engaged employees are passionate 4.Kristen Ralph, (2009) found that seven
about the organization's strategies and goals. workplace elements contribute to employee
engagement. Latitude and responsibility, social
It increases employee trust in the organisation, atmosphere, knowledge access, leadership,
it fosters loyalty in a competitive environment, challenging or varied work, safety, trust and
it fosters a high-energy work environment, thus support and respect.
increasing productivity; it enhances brand
image and contributes greatly to business 5.Swaminathan, (2010) Job satisfaction,
growth. motivation, and effectiveness were found in one
study. He concluded that a productive, loyal,
Literature review and committed workforce requires employee
engagement.
But employee engagement is a new concept.
Employee engagement theories date from the 6.Sucheta Rawal (2010) In her research on
1990s. W. Kahn, C. Maslach, J.K. Harter, D.R. employee engagement in India, discovered that
Mey, A.M. Saks, R.j.Vance, M.Czarnowsky, recognition, respect, and opportunities for
W.Macey, C.Schufeli, and others were early growth are essential elements of employee
contributors to the literature. engagement. After basic needs are met,
employees want to be recognised for their hard
1.Kahn W. (1990) defined employee work, respected as individuals, and given
engagement. Engaged employees employ and opportunities to grow. Engaged employees are
express themselves physically, cognitively, and a must.
emotionally during role performances. The
physical aspect of employee engagement refers 3. Research design
to the energy expended to perform tasks.
Psychological engagement, on the other hand, Identifying a problem is the first step. To
refers to mental focus on the job while examine the extent to which employee
performing a role in until early 2001, the only engagement and involvement can draw the
literature on employee engagement was by attention of academician consultants and
Kahn (Maslach et al., 2001). Individuals' practising managers for enriching the existing
involvement, satisfaction, and enthusiasm for literature and developing new theories for
work (Harter et al. 2002). These firms promote better results, the study concludes with
employee engagement to boost productivity suggested solutions. An extensive literature
and profits. review identified the most appropriate drivers
that influence employee engagement and
2.Saks, (2006) Employee engagement is involvement levels to make appropriate
defined as “a distinct and unique construct suggestions for the steel plant under study.
consisting of cognitive, emotional, and
behavioural components associated with 3.1Need for this study
individual role performance”. According to the Employee engagement has recently gained
study, engaged employees are “mentally and importance and has been researched by
emotionally invested in their work earned by consulting firms. Academic research on
contributing to their employer's success.” employee engagement is lacking in many
3.Towers Perrin, (2003) A global study quarters. The study found that academics have
classified core components of engagement into done very little research on employee
emotional and rational factors. The study found engagement and involvement. The current
that emotional factors are linked to job study was undertaken to fill a research gap on

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7493 Journal of Positive School Psychology

employee engagement in industrial enterprises teamwork/collaboration empowerment,

and steel plants in particular. As a large public recognition rewards, opportunities for learning
enterprise in India, Visakhapatnam Steel Plant at work, trust and respect, health, safety, and
(hereinafter referred to as ‘the steel plant'), the welfare job satisfaction, and leadership quality.
present study's primary purpose is to explore
the concept of employee engagement, identify 3.4 Sample design
the most important drivers of engagement, and VSP currently employs around 18,000 people
assess employee engagement levels. in various functional areas such as production
maintenance, finance, pharma, marketing,
3.2 Objectives human resource management, etc. Because
there are multiple characters and levels of
The main goal is to research employee employees, it is desirable to classify them. For
engagement levels and the factors that this study, employees are classified as
influence employee engagement and executive, supervisory, or worker.
involvement in the steel plant. For increased The executive cadre includes policymakers and
productivity, organisational performance, and strategists. Managers and Deputy Managers are
profitability, this study suggests additional included in the Executive Director category.
employee engagement and participation The supervisory cadre includes assistant
measures. For the steel industry and steel plant managers, junior managers, junior officers, and
understudy in particular, this diagnostic study charge men who directly supervise employees
will be useful in all functional areas. The rest of the
The study's objectives are as follows: employees are workers.

1. To examine the relationship between Because employees at the steel plant have
respondents' age, education, and steel plant various titles and characteristics, nearly 2.5
employee engagement. percent of the total workforce was chosen as a
sample for this study, which equals 450 former
2. To assess the impact of various engagement supervisors and employees. Regardless of the
drivers on steel plant employee engagement. number of employees in each category, only a
fixed number of respondents are chosen from
3. To Use Ad hoc Tukey analysis to compare each cadre. This method is used in this study to
levels of employee engagement among avoid a character's views dominating other
executives, supervisors, and workers at the steel reviews based on numbers. Aside from a trendy
plant. questionnaire, personal interviews were
4. To Determine the most important influencing conducted with top and middle management at
factors on employee engagement in this steel the steel plant.
plant. 3.5 Research and statistical tools
5. To Make appropriate suggestions to improve A questionnaire was used to collect data. The
employee engagement. survey is based on 15 factors that make
3.3 Questionnaire creation employees happy at work. They were chosen
after a thorough literature review and
A detailed questionnaire is given to executives, comparison to previous employee engagement
supervisors, and employees. As one of the best models like CIPD and Robinson.
and most practical approaches for eliciting
respondents' opinions, the questionnaire has It was used to analyse data. The SPSS statistical
been carefully prepared. package was used. The 5-point Likert scale was
used to assess executive, supervisory, and
To assess the magnitude and spread of worker engagement. The scores for each driver
employee engagement and involvement in the were used to determine employee engagement
steel plant, up to 15 drivers have been identified at three levels. Factor analysis is used to remove
from various research studies and other redundancy or duplication from a set of
published information. These drivers include correlated variables. For example, the validity
job involvement, farmer working relations, and reliability of each driver's factor have been

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Ms. Chandana Valluripalli,et. al. 7494

determined using statistical tools like 5. Steel plant employees are pleased with
Cronbach's Alpha and KMO. The results will their jobs, learning opportunities, leadership,
show the steel plant's progress. Further research and work-life balance. They dislike the working
examines the relationship between employee environment, empowerment, relationships, and
engagement and income, experience, and rewards. The company should investigate why
marital status. It has also been used to compare employees are dissatisfied, how they can
executive, supervisor, and worker improve their performance, and what they want
concentration. It's called a variance analysis to see happen as a result.
(ANOVA). A Tukey HSD analysis was also 6. Individual driver domain analysis
performed to determine the differences' identifies areas for improvement in this steel
direction. All 15 drivers had significant plant. Employees are generally pleased with
ANOVA results. their jobs and the support they receive. The
employees are happy with their jobs, and we
Results and discussions support the methods provided for effective and
There are positive effects on employee efficient job performance. Positive work
engagement from 15 dimensions including job environment, role satisfaction and role
nature, workplace culture, trust and respect, perception were the driver's major factors. It
collaboration and teamwork. However, this helps to increase employee engagement. A
study is important because it connects the two. positive work environment requires superior
support.
To better understand how work-life balance, 7. The mean-based analysis of the driver
relationships, recognition, and rewards affect of supervision and support shows a positive
employee engagement, more research is relationship between the supervisor and the
needed. This study did so by pointing the way employees. So far, this steel plant has provided
for future research. a communication-friendly environment despite
being in the public sector, the positive response
The study's key findings are:
to areas like probability and access to reach the
1. The study found that 48% of steel plant boss shows that a proactive environment has
employees are very engaged, 28% are partially been established. Supervisor motivation,
engaged, and 24% are not. If you dig deeper coaching, and support are identified as
into the data, you'll find that 2/3 of executives, important factors for employee engagement.
2/3 of supervisors, and 1/6 of employees are These are considered necessary for an
"highly engaged." A fifth of executives, a employee's job performance. All of these
fourth of supervisors, and a third of employees aspects relate to employee supervision.
are "partially engaged." 8. In terms of work-life balance, which is
2. It's interesting to learn that disengaged a key driver of employee engagement, the
employees make up up to 24% of the total responses are positive. This driver's major
workforce. This means nearly a quarter of the factors were identified as work home interface,
steel plant's employees are not working hard, home support, spouse support, and
which is unacceptable. The study found that organisational support. This driver's correlation
15% of executives, 11% of supervisors, and analysis shows both positive and negative
45.5 % of employees dislike their jobs. It's not correlations. As a public sector organisation,
good for workers. The organisation must fix the steel plant must provide more non-statutory
around 50% of unengaged workers as a matter welfare measures to create a healthy work-life
of urgency. Also, comparing percentages balance and increase employee engagement.
reveals a wide range of jobs at the steel plant. 9. The low scores of work allocation areas
3. Three cadres of respondents said they are found to be concerning. Positive work
were engaged at work, and 15 percent said they environment, positive work relations, and
were disengaged. The best score was for superior positive relations are identified as
teamwork. These drivers appear to be well- factors. The police stop correlation analysis
liked by respondents. shows employee awareness of the department's
4. The study also found that the working activities.
environment received the lowest score. Then 10. Employee development and
came worker empowerment, recognition, and engagement may be directly proportional to
rewards. opportunities for growth and development. This

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7495 Journal of Positive School Psychology

indicates employee satisfaction with the steel company's rewards and recognition. Employee
plant's career growth and development systems. career development, organisational career
Career development systems and career policy development, and reward and motivation are
were identified. The driver shows the high the drivers. Employees are highly motivated
correlation between various items used to when publicly recognised for their
assess employee perceptions of career achievements. Engagement. As part of this, the
advancement and employee engagement. This steel plant may organise special events to
driver can help the steel plant improve career honour outstanding performers.
development and employee engagement. 16. The driver of workplace learning
11. Job involvement has a strong link to opportunities has a high average mean score
employee engagement. While holding and positive responses from all cadres.
departmental meetings to review progress, Organisational training effort, training,
measure progress toward goals, and provide opportunity organisations, knowledge
Technical Support network access are non- orientation, and training facility are factored.
committal responses, our employee On the other hand, the correlation analysis for
participation, meetings former employee, this driver reveals some negative responses
autonomy knowledge support, and training regarding the training department and its
support are not. As shown above, the steel plant importance to employees.
needed to focus on these areas. 17. The driver of health, safety, and
12. Good teamwork and collaboration welfare has also received an excellent mean
among employees found the driver of working score from all characters. Employee
relations. The driver is now reduced to three maintenance, safety measures, safety assurance
components: supportive work environment, systems, and safety management comprise the
gender positive environment, and superior driver. The correlation analysis shows a
equitability treatment. The correlation analysis positive correlation between the driver's items.
shows that the organisation has helped foster 18. The weighted average score shows that
healthy relationships. The nature of working respondents are generally happy with their jobs.
relations between employees and supervisors is Job security and fair work assignment make
critical to any organization's work environment. workers happier. They feel more at ease when
It is suggested that the steel plant pay special they know their goals and responsibilities. Also
attention to this area and improve job satisfaction. This indicates a pleasant
organisational working links. workplace. Work satisfaction, commitment to
13. The driver of teamwork collaboration the organisation, and pride in work were
has the highest mean score. Work-ready, identified. In the correlation analysis, work
training, and work efficacy are the components achievement and job satisfaction are linked.
identified as drivers by factor analysis. A closer 19. Trust and respect are average.
look at the correlation analysis shows that the Employees are clearly trusted and respected
organisation has successfully built employee fairly. The findings show that senior managers
confidence by implementing competent provide effective leadership that promotes a
systems. productive work environment. Employee,
14. Aligning personal beliefs with organisational, citizenship, and corporate
organisational goals and the importance of loyalty are the three components. The retained
employees' tasks to the department have item strongly correlates with work value
average mean scores. We've broken it down perception.
into four parts: positive work environment, 20. The driver of leadership quality is
decision making, employee economy and communication, commerce, and influence.
organisational leadership. The driver has a Employee engagement is influenced by
strong influence on employee engagement, as involvement and support. It's a plus.
shown by the correlation analysis. The above
study shows the organisation should take Suggestions
action. Delegating power increases employees' 1. In particular, the study found that
sense of empowerment. workers' engagement must be improved. Also,
15. The motivator of rewards, Average as the steel plant gains the prestigious
score for the driver's various items. Show that NAVARATNA status, the steel plant
the majority of employees are happy with the

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Ms. Chandana Valluripalli,et. al. 7496

authorities should make every effort to improve Conclusion:

employee engagement levels across all
categories. Making employees engaged in any organisation
2. Most steel plant employees are is not an easy task. It is the role of the HR
unhappy with their workplace, empowerment, manager to retain the talent in the organisation.
relationships, and reward systems. As a result, It is becoming a nightmare for HR managers to
the steel plant should improve its employee control talent flight from organisation to
engagement environment. organisation. At the Visakhapatnam steel plant,
3. In order to be happy at work, the HR department has to make positive efforts
employees must enjoy their jobs, be able to to retain talent by providing work-life balance,
manage their workloads and see a future in their working relations, pay by performance, health
careers. and safety facilities etc. and involve employees
4. Delegating power may empower in the decision-making process.
workers at this steel mill. In order to improve
the assignment, the steel plant must recognise References
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