A STUDY ON ORGANISATION

PERFORMANCE : THE RELATIONSHIP BETWEEN JOB ROLE

DESIGN AND EMPLOYEE ENGAGEMENT IN K2 CRANES &
COMPONENTS PVT.LTD

Submitted by
AMUTHAVALLI K

Reg No: 421223631002

Of
KARPAGA VINAYAGA
COLLEGE OF ENGINEERING & TECHNOLOGY
MADURANTHAGAM - 603 308
A PROJECT REPORT

Submitted to the
Faculty of Management Studies
In Partial Fulfillment of the Requirements for the Award of the Degree

Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY,
CHENNAI 600 025.
JULY - 2025

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 KARPAGA VINAYAGA COLLEGE OF ENGINEERING AND

TECHNOLOGY,

Department of Management Studies

BONAFIDE CERTIFICATE

This is to be certified that the project report titled “A STUDY ON ORGANISATION

PERFORMANCE: THE RELATIONSHIP BETWEEN JOB ROLE DESIGN AND
EMPLOYEE ENGAGEMENT IN K2 CRANES & COMPONENTS PVT.LTD ” is the
Bonafide work of Ms. K.AMUTHAVALLI(REG NO: 421223631002) Who carried out the
research under my supervision. Certified further that to best of knowledge the work reported
herein does not form part of any other project report or dissertation on the basis of which a
degree or award was conferred on an earlier occasion on this or any other candidate .

DR. S SHAHUL AHMEED DR. S SHAHUL AHMEED

(GUIDE) HEAD OF THE DEPARTMENT

INTERNAL EXAMINER EXTERNAL EXAMINER

Ⅱ
 DECLARATION

I Hereby Declare That The Report Entitled "A STUDY ON ORGANISATION

PERFORMANCE : THE RELATIONSHIP BETWEEN JOB ROLE DESIGN AND
EMPLOYEE ENGAGEMENT IN K2 CRANES & COMPONENTS PVT.LTD" written
and submitted to ANNA UNIVERSITY in partial fulfilment of the requirement of the award
of Master Of Business Administration under the guidance of Dr.S. Shahul Ameed,
Professor, Department Of Management Studies At Karpaga Vinayaga College Of
Engineering And Technology.

I Affirm That The Information And Data Presented In This Report Are Original And Have

Not Been Used From Any Sources. All References And Sources Of Information Used In This

Report Have Been Properly Acknowledged.

Place: K.AMUTHAVALLI

Date:

Ⅲ
 ACKNOWLEDGEMENT

With Profound Gratitude And Due Regards, I Wholeheartedly And Sincerely

Acknowledge With Thanks The Opportunity Provided To Me By Our Respectful Director,
Tmt. Meenakshi Annamalai For Allowing Me To Do This Project In Partial Fulfilment For
The Degree Of Master Of Business Administration Under Anna University, Chennai.

I Thank Our Dedicated Dr. P. Kasinatha Pandian, Principal For His Valuable
Suggestions And Timely Advice, Which Helped Me In Completing This Project On
Schedule.

I Thank Our Dedicated Dr. L. Subbaraj, DEAN For His Valuable Suggestions And
Timely Advice, Which Helped Me In Completing This Project On Schedule.

I Thank Our Dr. S. SHAHUL AMEED, Professor And Head Of The Department
For His Motivation, Guidance And Useful Tips For Completing The Project.

I Would Like To Extend My Hearty Gratitude To Dr.S.Senthil Kumar, Professor,

Mrs.R.Elavarasi , Assistant Professor, Mrs.J.Melosiya Priyadharshini, Assistant
Professor, Mrs.S.Preetha Assistant professor, Mrs.B.Bharathi Assistant Professor,
Ms.Deepa, Assistant Professor Of The Department Of Management Studies For
Instructing,Guiding And Encouraging Me In Carrying Out This Project Work.

I Would Like To Thanks To K2 CRANES For Guiding, Supporting And

Encouraging Me To Do The Project In Your Esteemed Organisation.

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 ABSTRACT

Organisational performance is influenced by a number of factors, with the accuracy and

structure of job roles playing a major role. Clearly defined roles allow staff to understand
their tasks, which can lead to increased motivation and commitment. Employee engagement
is the degree to which an employee is committed and engaged in the work. Highly engaged
workers are likely to improve performance, add more value, and be committed to the
organisation. Poorly designed roles can cause confusion and dissatisfaction among staff. The
research also takes into account whether engaged employees contribute positively to
organisational performance. This research is critical in helping to determine strategies that
improve individual and organisational effectiveness.

This study examines the relationship between employee role design and employee
engagement. The research utilizes a descriptive research design, combining quantitative data
from employee surveys with qualitative data from interviews.

A well-structured questionnaire was utilized for data collection with Simple Random
sampling technique. 85 sample of respondents are employed. The results of this research will
be helpful to organizations who desire to enhance job structures, employee satisfaction, and
superior performance results

KEY WORDS : Organisational Performance, Employee Engagement, Job role design,

Employee Satisfaction.

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 TABLE OF CONTENTS
CHAPTER CONTENTS PAGE NO
TITLE PAGE I
BONAFIDE CERTIFICATE II
ACKNOWLEDGEMENT IV
ABSTRACT V
LIST OF TABLES VII
LIST OF CHARTS IX
1.1​ INTRODUCTION 1
1.2​ OBJECTIVES OF THE STUDY 6
I 1.3​ NEED FOR THE STUDY 7
1.4​ SCOPE OF THE STUDY 8
1.5​ LIMITATIONS OF THE STUDY 9
1.6​ COMPANY PROFILE 10

II REVIEW OF LITERATURE 14
3.1 RESEARCH METHODOLOGY 19
3.2 RESEARCH DESIGN 19
III 3.3 DATA COLLECTION METHOD 19
3.4 SAMPLING METHOD 20
3.5 POPULATION SIZE 20
3.6 PERIOD OF STUDY 20
3.7 TOOLS FOR ANALYSIS 21
DATA ANALYSIS & INTERPRETATION
IV 4.1 PERCENTAGE ANALYSIS 23
4.2 CHI SQUARE ANALYSIS 43
4.3 ANOVA 44
V 5.1 FINDINGS 46
5.2 SUGGESTIONS 48
5.3 CONCLUSION 49
VI ANNEXURE I- QUESTIONNAIRE 50
BIBLIOGRAPHY 53

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 LIST OF TABLE

TABLE NO PARTICULARS PAGE NO

4.1.1 AGE OF RESPONDENTS 23

4.1.2 GENDER OF RESPONDENTS 24

4.1.3 EDUCATIONAL QUALIFICATION 25

4.1.4 WORKING EXPERIENCE 26

4.1.5 RESPONDENTS BASED ON IMPACTS OF EMPLOYEE 27

ENGAGEMENT ON ORGANISATIONAL
PERFORMANCE

4.1.6 RESPONDENTS BASED ON JOB DESIGN INCREASE 28

WORK PRODUCTIVITY

4.1.7 RESPONDENTS BASED ON UTILIZATION OF SKILLS 29

AND ABILITIES

4.1.8 RESPONDENTS BASED ON ROLE OF EMPLOYEE 30

ENGAGEMENT IN JOB ROLE DESIGN AND
PERFORMANCE

4.1.9 RESPONDENTS BASED ON OPPORTUNITIES FOR 31

CAREER GROWTH

4.1.10 RESPONDENTS BASED ON EMPLOYEE 32

MOTIVATION IN THE ORGANISATION

4.1.11 RESPONDENTS BASED ON IMPACTS OF JOB 33

DESIGN ON ORGANISATIONAL GOALS

4.1.12 RESPONDENTS BASED ON SATISFACTION WITH 34

RECOGNITION & REWARDS

4.1.13 RESPONDENTS BASED ON JOB ROLES IN 35

IMPROVING EFFICIENCY & REDUCING CONFLICTS

4.1.14 RESPONDENTS BASED ON AVAILABILITY OF 36

SUPPORT & RESOURCES

4.1.15 RESPONDENTS BASED ON IMPACTS OF JOB ROLE 37

DESIGN ON STRESS & ENHANCES PRODUCTIVITY

4.1.16 RESPONDENTS BASED ON WELL-STRUCTURED 38

JOB ROLES

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4.1.17 RESPONDENTS BASED ON SATISFACTION OF 39
BALANCE BETWEEN WORKLOAD & ABILITIES

4.1.18 RESPONDENTS BASED ON VARIETY OF TASKS 40

FOR ENGAGING IN JOB ROLE

4.1.19 RESPONDENTS BASED ON SATISFACTION OF 41

TEAM COMMUNICATION & COLLABORATION

4.1.20 RESPONDENTS BASED ON IMPACTS OF REDUCING 42

REPETITIVE TASKS ON ENGAGEMENT

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 LIST OF CHARTS
TABLE NO PARTICULARS PAGE NO

4.1.1 AGE OF RESPONDENTS 23

4.1.2 GENDER OF RESPONDENTS 24

4.1.3 EDUCATIONAL QUALIFICATION 25

4.1.4 WORKING EXPERIENCE 26

4.1.5 RESPONDENTS BASED ON IMPACTS OF EMPLOYEE 27

ENGAGEMENT ON ORGANISATIONAL
PERFORMANCE

4.1.6 RESPONDENTS BASED ON JOB DESIGN INCREASE 28

WORK PRODUCTIVITY

4.1.7 RESPONDENTS BASED ON UTILIZATION OF SKILLS 29

AND ABILITIES

4.1.8 RESPONDENTS BASED ON ROLE OF EMPLOYEE 30

ENGAGEMENT IN JOB ROLE DESIGN AND
PERFORMANCE

4.1.9 RESPONDENTS BASED ON OPPORTUNITIES FOR 31

CAREER GROWTH

4.1.10 RESPONDENTS BASED ON EMPLOYEE 32

MOTIVATION IN THE ORGANISATION

4.1.11 RESPONDENTS BASED ON IMPACTS OF JOB 33

DESIGN ON ORGANISATIONAL GOALS

4.1.12 RESPONDENTS BASED ON SATISFACTION WITH 34

RECOGNITION & REWARDS

4.1.13 RESPONDENTS BASED ON JOB ROLES IN 35

IMPROVING EFFICIENCY & REDUCING CONFLICTS

4.1.14 RESPONDENTS BASED ON AVAILABILITY OF 36

SUPPORT & RESOURCES

4.1.15 RESPONDENTS BASED ON IMPACTS OF JOB ROLE 37

DESIGN ON STRESS & ENHANCES PRODUCTIVITY

4.1.16 RESPONDENTS BASED ON WELL-STRUCTURED 38

JOB ROLES

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 4.1.17 RESPONDENTS BASED ON SATISFACTION OF 39
BALANCE BETWEEN WORKLOAD & ABILITIES

4.1.18 RESPONDENTS BASED ON VARIETY OF TASKS 40

FOR ENGAGING IN JOB ROLE

4.1.19 RESPONDENTS BASED ON SATISFACTION OF 41

TEAM COMMUNICATION & COLLABORATION

4.1.20 RESPONDENTS BASED ON IMPACTS OF REDUCING 42

REPETITIVE TASKS ON ENGAGEMENT

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 CHAPTER I

1.1​INTRODUCTION

In today's competitive business environment, organizational performance is largely

based on employee engagement, which is directly linked with job role design. Job role design
refers to the structuring of tasks, responsibilities, and expectations in a role to achieve
maximum employee productivity, satisfaction, and motivation. When job roles are designed
well, employees are more focused, independent, and meaningful, and this results in higher
levels of engagement. On the other hand, disengagement, frustration, and low productivity
are the consequences of poorly designed roles.

This research examines the connection between job role design and employee
engagement and how these role clarity, autonomy, variety of skills, and workload impact
contribute to motivation and commitment. Recognizing this connection allows organizations
to maximize performance through designing jobs that are consistent with employee ability
and organizational objectives. Successful job design not only enhances individual and team
performance but also contributes to a positive organizational culture, ultimately contributing
to business success in the long term.

➢​ MEANING OF JOB ROLE DESIGN :

Job design refers to the practice of defining tasks and responsibilities of employees.
Its core role is to optimize work processes to the extent of value creation and maximizing
performance. Nonetheless, it is also an aspect of creating quality jobs for employers and
employees alike. Job design may either mean creating a new job or even just adjusting the
scope of duties that a certain job holds. For example, a company may add other
responsibilities to a graphic design job that slightly transcend design-related responsibilities.
It is primarily about adding mandated duties and specifications to achieve a certain task or
project for greater value and maximum performance.

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 ➢​ MEANING OF ORGANISATION PERFORMANCE :

Organizational performance is a measure of the level at which an organization is

performing and how much of its day-to-day operations and established objectives it
accomplishes successfully. Measuring an organization's performance is equating an
organization's end results or outputs to the planned ones. This enables organizations to know
whether they are doing what they intended to do. Business owners, strategic partners, and
managers usually carry out this measurement of performance, and the process involves
seeking and implementing procedures that can enhance the performance of the company.

➢​ MEANING OF EMPLOYEE ENGAGEMENT :

An employee engagement definition is the extent to which an employee is

prepared to help their organisation achieve their goals. It is seen in how employees think
about, feel, and act, and the level of emotional involvement employees feel towards their
organisation, their work, and their team. Engaged employees will develop an emotional
connection with their work and enterprise, and will be committed to contributing to the aims
of their organisation.

➢​ THE ADVANTAGE OF A POSITIVE RELATIONSHIP BETWEEN JOB

ROLE DESIGN AND EMPLOYEE ENGAGEMENT :
●​ Greater Job Satisfaction :

A well-defined job position informs the workers what their role and responsibility
in the firm is. When workers feel that their work is meaningful, they are job-satisfied. Clearly
defined expectations avoid frustration and confusion and lead to an improved work
experience.

●​ Increased Productivity :

A clearly defined job role allows the workers to put their main strengths and skills
into focus. Clearly defined jobs conserve time on duplicate or repetitive tasks. Workers can
specialize in their own field, leading to more efficiency and performance.

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 ●​ Enhanced Motivation :

Workers are more stimulated when work matches their ability, interest, and career
goals. A fulfilling job with the opportunity to advance induces intrinsic motivation. Praise
and encouragement within a formalized position strengthen employees' efforts and increase
morale.

●​ Improved Work-Life Balance :

Realistic job design prevents overloads that lead to stress and burnout. Clearly
defined job roles allow employees to create work-life boundaries. Flexible job roles that
facilitate work-life balance lead to overall well-being and job satisfaction. Employees with
manageable workloads are able to work more effectively and remain motivated without
getting overwhelmed.

●​ More Committed to the Firm :

Employees in well-structured jobs become organizational members and feel

belongingness. If employees are respected and committed to their jobs, they are unlikely to
seek opportunities elsewhere. Positive workplace, created by good job design, ensures
long-term loyalty. Employees who are aware of their contribution towards company success
are committed to the company's success.

●​ Less Stress and Conflict :

Ambiguous roles create confusion and work tension. A well-delineated role

informs workers about their responsibilities and reduce work clashes. Well-crafted roles
prevent duplicated tasks and incompatible work objectives for personnel. Clearly outlined job
expectations enhance accountability, decreasing role-confusion stress.

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 ➢​ IMPORTANCE OF JOB ROLE DESIGN IN ORGANISATION
PERFORMANCE:
●​ Clarity of Responsibilities

When work roles are well defined, employees understand what is required of
them.This decreases confusion, misinterpretation, and duplicate responsibilities.Employees
can focus more on their work, which leads to better performance.It also assists the managers
in tracking performance and giving appropriate feedback.Clear roles foster responsibility
since everybody knows what their responsibilities are.

●​ Increased Efficiency

Effective job design maximizes the accomplishment of the right task by the right
individual.It avoids time spent on redundant or unnecessary work.Staff are more productive
when tasks are suited to their ability and talent.This leads to faster task completion and higher
quality final products.Effective roles simplify processes and lower operating expenses.It
allows organizations to produce more, but with equally accessible funds.Workers are calmer
and sharper when tasks lie within their scope.In the long term, increased efficiency enhances
overall organizational performance.

●​ Employee Motivation and Engagement

Well-structured jobs are likely to be diverse, autonomous, and developmental.This

makes the work more interesting and less monotonous.Employees feel trusted and valued
when they have control over their tasks.Employees who are productive and creative are often
motivated.It becomes more effective when employees see the impact of their efforts.It results
in an improved job environment and increased morale.When workers are motivated, they are
less likely to miss work or underperform.Job satisfaction is also a key to retaining skilled
employees.

●​ Talent Utilization

Effective job description maximizes the capabilities and potential of each

employee.Employees are placed in a situation where they can flourish and contribute
positively.

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 ➢​ IMPORTANCE OF EMPLOYEE ENGAGEMENT IN ORGANISATION
PERFORMANCE:
●​ Increased Productivity

Motivated staff are concerned about their work and wish the company to prosper.They
are more energetic, concentrated, and committed to completing things quickly.They will most
likely surpass expectations without being under constant supervision.They are good time
managers and self-starters in solving problems..

●​ Improved Quality of Work

Staff members who are engaged are interested in the quality of their work.They pay
attention to details and wish to deliver the best results.This leads to fewer errors, greater
precision, and more satisfied customers.They are more likely to standardize and simplify
processes.If employees are motivated, quality will naturally be their top concern.

●​ Higher Retention

Workers who are involved are satisfied with their work and the work environment.They
feel valued, supported, and acknowledged for their contributions.This reduces the chances of
them switching to other positions.Reduced turnovers mean lower costs for hiring and training
new personnel.It also assists in maintaining organizational knowledge and experience

●​ Improved Teamwork

Employees who are motivated communicate and work together better.They believe
and trust their peers, which improves team working.This facilitates work and makes it easier
to solve problems.They are better able to assist one another and divide tasks.Good team
dynamics minimize internal conflict and foster harmony.Effective collaboration provides an
environment of learning and transferring best practices.It facilitates the development of
feelings of belongingness and joint commitment.Collectively, these items assist the
organization and the team to function optimally.

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 1.2 OBJECTIVE OF THE STUDY

➢​ PRIMARY OBJECTIVE :

1.To study organisational performance : the relationship between Job Role Design and
Employee Engagement.

➢​ SECONDARY OBJECTIVE :

1. To analyze the influence of employee engagement on organisational performance.

2. To identify key job design factors that enhance employee engagement.

3. To provide recommendations for optimizing job roles to improve engagement and

performance.

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 1.3 NEED OF THE STUDY

●​ This research is necessary because it aims to close the gap that exists between
theoretical job role design models and empirical workers' involvement in modern
organizations.
●​ Through the understanding of the interaction between job design and the level of
workers' involvement, organizational decisions for restructuring, workers' motivation
programs, and talent management practices can be informed.
●​ The research findings of this study will assist HR professionals, managers, and
organizational executives to create better job positions, increase levels of employee
engagement, and ultimately organizational performance.
●​ The study will further contribute to existing academic literature using practical
observations and empirical findings regarding this critical nexus.
●​ Hence, this research is not only useful for organizational effectiveness but also for
increasing the overall work life of employees.

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 1.4 SCOPE OF THE STUDY

●​ The present study aims to explore the relationship between job role design and
employee engagement and the combined effect of the two factors on organizational
performance.
●​ The research will engage employees from different departments and organizational
levels to quantify diverse views on role design and motivation. The research will also
examine how job design improvements can result in greater motivation, productivity,
job satisfaction, and organizational effectiveness overall.
●​ The findings of this research will be valuable to human resource professionals, team
managers, managers, and organizational planners who seek to improve employees'
performance and engagement.
●​ It will give realistic insights, which can be employed to reengineer the job positions to
get the commitment of employees, lower turnover, and improve business outcomes.

8
 1.5 LIMITATION OF THE STUDY

●​ Some employees may be resistant to answering questions or taking part in interviews

or surveys because of their busy schedule, lack of interest.
●​ The accuracy of the data depends on the perspectives and introspection of the
workers.
●​ Coordinate with HR and department managers, postpone the survey process, affect
the execution of project.

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 1.6 COMPANY PROFILE

K2 CRANES & COMPONENTS PRIVATE LIMITED

HISTORY:

K2 Cranes, a part of Karthigeya Group was established in Chennai in 2008. It started as

a small operation in a 5,000 sq ft rented space and has grown to become the largest EOT
(Electric Overhead Traveling) crane builder in South India. K2 Cranes now manufactures a
wide range of cranes and crane components, serving various industries in India and abroad.
The 3300+ K2 Cranes Pan INDIA presence and exports to USA, Australia, Middle East,
Africa, Norway, Sri Lanka, is a testimonial to our commitment and dedication in the field of
cranes and components.

Key milestone:

●​ 2008: K2 Cranes was incorporated in Chennai.

●​ 2013: Launched K2 Hoist after two years of research and development.
●​ 2017: Launched K2 Brand My-Hoist.
●​ 2019: Established a unique crane components facility.
●​ 2020: Became the largest crane builder in India.

FROM USER TO LEADER:

We are delighted to have developed a broad range of cranes for usage in a spectrum of
industries, including automobiles, windmills, railway, marine, aerospace, paper, FMCG,
pharmaceuticals, heavy engineering, infrastructure, and appliances. Our commitment to
creating, manufacturing and installing items that exceed our customer’s expectations
motivates us to constantly invest in improving our solutions.

CUTTING-EDGE MANUFACTURING TECHNIQUES:

Our world-class facility,located 50 kilometres south of chennai airport, covers three

acres and has a built-up area of 60,000 sqare feet. We have the capacity to produce one cranes
each day and can handle cranes weighing up to 300 tons.our recent installation of CNC
equipment for manufacturing end carriages and crane component assures that each product is
precise and high-quality.

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OUR TEAM:

Our team of more than 300 skilled experts brings a wealth of experience, knowledge,
and expertise to assure customer satisfaction.when you choose K2 as your lifting partner, you
will receive rapid and efficient post-sales servicing, delivering a flawless experience from
start to finish.Manufacturing facility near Chengalpattu at our state-of-the-art manufacturing
facility at Chennai, products are manufactured to global standards. Factory equipped with
latest machine tools and necessary infrastructure to manufacture cranes from 1 Ton to 100
Ton capacity .Higher capacity EOT cranes can be manufactured on special request.

ASSOCIATION:

●​ 75 years of designing & manufacturer of cranes and hoists.

●​ One of the world’s largest hoist manufacturing and suppliers.
●​ K2 crane is an exclusive distributor for the street products in India.
●​ K2 crane has global presence.

POLICY:

●​ Energizing our people.

●​ Creating a positive culture that rewards innovation.
●​ Appreciation of initiatives.
●​ Encouragement to increase intelligent risk taking.

WHY US:

●​ Highly effiecient and energetic team

●​ Safe and ethical business policies
●​ Minimal design and development cycle
●​ Lowest cost of ownership
●​ High quality on time services

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VISION:
●​ To become the world’s most reliable Crane manufacturer with consistent quality.
●​ Efficient and Quick Service Company.
●​ Innovate and integrate the latest technology into our products.

MISSION:
●​ To built No.1 facility in India.
●​ Implementing new Techniques and Advanced machine implementation.
●​ To provide Quality, Timely delivery & customer satisfaction.
●​ Focus on top line & Bottom line and global market.

➢​ PRODUCTS:

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 ​

13
 CHAPTER II

REVIEW OF LITERATURE

●​ Job Crafting (Wrzesniewski & Dutton, 2001) Job crafting refers to the proactive
behaviors employees engage in to mold their job roles, tasks, and interactions to better
fit their strengths and interests. This self-initiated modification can lead to increased
job satisfaction, engagement, and performance. Encouraging job crafting can thus be
a strategic approach to enhance employee engagement and organizational outcomes.

●​ Crawford,(2010). Linking job demands and resources to employee engagement

and burnout.A mean analytic test . This study extend the Job Demands-Resources
(JD-R) model by exploring how various job demands and resources affect employee
engagement and burnout. Using meta-analysis, they distinguish between challenging
job demands (e.g., workload, responsibility) that enhance engagement and hindering
job demands (e.g., role conflict, bureaucracy) that create burnout. The research
indicates that job resources (e.g., autonomy, social support) are centrally involved in
the development of engagement while preventing burnout. The research emphasizes
the intricate interplay between job demands, resources, and employee well-being.

●​ Christian,Garza,(2011). Work engagement: A quantitative review and test of its

relations with task and contextual performance.This research perform a
meta-analysis of work engagement and its link to task performance and contextual
performance. They conceptualize work engagement as a positive, fulfilling state of
work with vigor, dedication, and absorption. They discover that engagement is a valid
predictor of task and contextual performance, superior to the more conventional job
attitudes of job satisfaction. The research emphasizes the significance of job and
personal resources in developing engagement, validating its role to enable employee
effectiveness and organizational success.

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●​ Zareen, & Razzaq,(2013). Job design and employee performance: The
moderating role of employee psychological perception.This research examine the
effects of job design on employee performance, with particular focus on employees'
psychological perceptions as the moderator. The research indicates that employees'
job characteristics, with high autonomy, variety of skills, and task importance, have
positive effects on employees' performance. The magnitude of this effect varies with
the psychological perceptions of the employees. Where employees perceive that their
jobs are meaningful and engaging, their performance is enhanced; otherwise, job
performance is de-enhanced through negative perceptions. The study stresses the need
for psychological considerations during job design for improving workplace
productivity and effectiveness.

●​ Siddiqi, M. A. (2015). The impact of employee engagement on customer

satisfaction in the service sector. This study explores how engaged employees
impact customer satisfaction.Employees who shape their roles through job crafting
perform better.Job role engagement directly affects service quality and client
outcomes.It confirms the external impact of internal job design practices.The research
supports role flexibility as a driver of engagement.This article shows how job crafting
and employee engagement in service roles directly enhance customer satisfaction,
linking role design with external performance indicators.

●​ Daniels,Watson, (2017). Job design, employment practices and well-being. A

systematic review of studies.The author’s conduct a systematic review of
intervention studies analyzing the associations among job design components,
employment practices, and the well-being of workers. The study includes the impact
of work environment interventions—e.g., flexible work arrangements, job
enrichment, workload change, and social support—on workers' health, stress, and job
satisfaction, both beneficial and detrimental. The findings report that well-structured
jobs and supportive employment policies lead to enhanced well-being, reduced
burnout, and general improved job performance. The research emphasizes the
necessity of evidence-based interventions in constructing healthier and more
productive workplaces

15
●​ Bakker,& Demerouti, (2017). Job demands–resources theory: Taking stock and
looking forward. This research conduct a systematic review of the Job
Demands–Resources (JD-R) Theory, tracing its history, its main findings, and
research directions for the future. JD-R theory describes how variables related to work
affect employee well-being and performance. It makes a distinction between: Job
Demands (e.g., workload, emotional pressure), which can lead to stress and burnout.

The research brings to the forefront the impact of balancing demands and resources
on worker outcomes, calling for the need for job design to maximize well-being and
productivity. Future research recommendations are to incorporate personal resources
(e.g., self-efficacy) and investigate JD-R applications across various work
environments.

●​ Fernandes,(2018). The influence of organizational culture and job design on job

commitment and human resource performance. This study examine organizational
culture and job design as determinants of employee commitment and human resource
performance. The research findings indicate that good organizational culture in the
form of shared values, established norms, and a collaborative work environment
strengthens the commitment of employees. Likewise, good job design in the form of
autonomy, variety of tasks, and clear role expectations strengthens the motivation and
performance of employees. The present research highlights the key roles of
organizational culture and job design in shaping the commitment of employees, which
in turn leads to improved human resource performance and organizational success.

●​ Guan, X., & Frenkel, S. (2018). How HR practice, work engagement and job
crafting influence employee performance. The study examines how HR practices
promote job crafting among employees.Job crafting improves engagement, which
leads to better job performance.Job design is central in translating HR support into
performance outcomes.It emphasizes proactive employee behavior as a mediator.The
paper strengthens the case for strategic job role structuring.

16
●​ Rana, S., & Sharma, R. (2019). Employer branding: A predictor of employee
engagement. This study links employer branding to employee engagement in
banks.Clear roles, growth opportunities, and positive perception drive
engagement.Job role design features such as development and autonomy are
emphasized.Engaged employees show stronger organizational commitment and
output.The findings underline design's role in shaping engagement levels.

●​ Abdulgalimov, A., Kashapov, N., & Makarova, E. (2020). The role of employee
voice in increasing organizational engagement. The paper focuses on the concept of
employee voice.A job design that encourages input increases engagement and
trust.When employees feel heard, they are more committed and
productive.Voice-enabled roles enhance participation and job satisfaction.This links
empowerment with engagement and performance outcomes.The study emphasizes
that allowing employees to express themselves within their roles fosters a sense of
ownership, which increases engagement and organizational effectiveness.

●​ Kaur & Randhawa, (2020). Employee engagement and its predictors: Literature
review and a proposed model. This present an elaborate literature review on
employee engagement and its primary predictors. They point out various predictors of
engagement such as leadership, job design, organizational culture, work-life balance,
and psychological empowerment. The research comes up with a conceptual model
illustrating the way the predictors map onto employee engagement, which further
appears as enhanced job performance, organizational commitment, and workplace
productivity

●​ Baruah, M., Devnath, A., & Ghosh, R. (2023). Evolution of employee

engagement: A bibliometric review and research agenda. This study presents a
bibliometric analysis of employee engagement literature.It identifies job role design
as a recurring factor influencing engagementThe authors suggest it contributes

17
 directly to organizational performance.They call for more targeted research on
design-engagement-performance links.This makes the study valuable for theory
building and HR strategy.

●​ Medina-Garrido, Biedma-Ferrer, & Ramos-Rodríguez,(2023). Influence of

work-family balance policies on job performance: The mediating role of
employee well being.Thisresearch evaluates how work-family policies impact
performance.Flexible job design enhances employee well-being and
engagement.Engaged employees perform better, linking support and design to
outcomes.It highlights psychological safety and balance as key elements.This
supports job design as a tool for engagement and productivity.

●​ Deepalakshmi,Tiwari (2024). Employee engagement and organizational

performance: A human resource perspective . This study describe employee
engagement and organizational performance from a human resource management
point of view. The study illustrates how involved, motivated, and emotionally
engaged employees result in enhanced productivity, innovation, and business
performance. It also specifies HR practices such as training, appreciation, and
work-life balance initiatives that help develop engagement. The study illustrates that
organizations giving top priority to employee engagement result in enhanced
retention, job satisfaction, and better performance.

●​ Akgul, De Winne, (2025). The association between job design and organisational
performance: the role of workforce engagement and burnout. This study explain
how job design influences organizational performance, with emphasis on the
mediating roles of workforce engagement and burnout. The study shows that good job
design, with aspects of autonomy, task variety, and meaningful work, enhances
employee engagement, leading to improved performance. Bad job design, conversely,
can result in burnout, which negatively impacts organizational performance.

18
 CHAPTER - III

3.1 RESEARCH METHODOLOGY:

Research as an organized systematic data based, critical, objective, undertaken with the
purpose of finding solution to it. Research methodology is way to systematically solve the
problem. It is a plan of action for a research project and explains in detail how data are
collected and analyzed.

3.2 RESEARCH DESIGN:

A research design is purely and simply the frame work for the study that guides the
collection and analysis of the data. It is a blue print that is following in completing a study.
There are two types of research design

Explanatory

Descriptive

➢​ Descriptive:

A descriptive study is taken up when the researcher is interest in knowing the

proportion of employees in a given population who have behaved in particulars names,
making projections of a certain thing. Descriptive research design is explaining the root cause
of the problem is already known.

The research design in case of this study is descriptive research design.

3.3 DATA COLLECTION METHOD:

This refers to the sources to be tapped for relevant information that have decided to
fulfill the objectives of the study.

●​ Primary data
●​ Secondary data

19
 ➢​ Primary data:

The data collection made in this study is done through collection of data through a
questionnaire. Primary data sources are being considered as the questionnaire was directly
collected from the employees and they responded with their desired answers for the set of
questions given to them.

➢​ Secondary data:

The secondary data was collected from the books, journals, home, magazines,
periodicals and websites of the K2 CRANES & COMPONENTS PVT.LTD.

3.4 SAMPLING METHOD:

Sampling methods are techniques used to select a subset of individuals or units from a
larger population for the purpose of conducting research.

➢​ Probability sampling

It is a scientific technique of drawing samples from the population according to

some loss of changes which unit in the universe (or) population has some definite pre
assigned probability being selected in the people.

In these project simple random Sampling methods was adopted. This means every
member of the population has an equal chance of being selected.

3.5 Population size:

The total population size for the study, derived from the employees, was 170.

Sample size:

The sample size for the study undertaken by the researcher was 85.

3.6 Period of Study:

It has been analysed and studied for a period of 3 months.

20
 ➢​ Scales:

A scale is s tool or mechanism by which individuals are distinguished as to how they

differ from one another of the variables of interest to the study. In this project Likert scale and
Nominal scale are used.

3.7 TOOLS FOR ANALYSIS

➢​ PERCENTAGE ANALYSIS:

A percentage frequency distribution is a display of data that specifies the

percentage of observations that exist for each data point or grouping of data points. It is a
particularly useful method of expressing the relative frequency of survey responses and other
data. Many times, percentage frequency distributions are displayed as tables or as bar graphs
or pie charts. The process of creating a percentage frequency distribution involves first
identified the total number of observations to be represented; then counting the total number
of observations within each data point or grouping of data points; and then dividing the
number of observations within each data point or grouping of data points.In percentage
analysis ,I used the vertical charts .

Percentage=No.of.Respondents / Total no. of. Respondents *100

➢​ CHI – SQUARE ANALYSIS:

Chi square is an important test amongst the several tests of significance. It is

used in the context of sampling analysis for comparing a variance to a theoretical variance. A
chi-square test is a statistical test used to compare observed results with expected results. The
purpose of this test is to determine if a difference between observed data and expected data is
due to chance, or if it is due to a relationship between the variables you are studying.

➢​ Uses of chi – square:

●​ To test independence of attributes
●​ To test homogeneity
●​ To test goodness of fit.

21
CHI-SQUARE FORMULA:

ANOVA analysis:

Analysis of variance (ANOVA) is used when comparing the mean scores of more
than two groups. One-way analysis of variance involves one independent variable (referred to
as factor) which has a number of different levels (groups or conditions). The dependent
variable is a continuous variable.

Analysis of variance compares the variability in scores between the different groups
and the variability within each group. An F ratio is calculated; a large F ratio indicates that
there is more variability between the groups (cause by the independent variable) than there is
within each group.

22
 CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

4.1 Percentage Analysis

Table No : 4.1

Age of respondents

Frequency Percent Valid Percent Cumulative percent

Valid 18-25 25 29 29 29
26-35 32 38 38 67
36-45 22 26 26 93
45 and above 6 7 7 100
Total 85 100 100
Chart No : 4.1 Age of respondents

INFERENCE

From the above table and chart interpret that 38% of respondents are belong to the age of
26-35, 29% of respondents are belong the age of 18-25, 26% of respondents are belong to the
age of 36-45 and 7% of respondents are 46 and above.

23
 Table No : 4.2

Gender of respondents

Frequency Percent Valid Percent Cumulative percent

Valid Male 71 84 84 84
Female 14 16 16 100
Total 85 100 100

Chart No : 4.2 Gender of respondents

INFERENCE

From the above table and chart interpret that 84% of respondents are male and 16% of
respondents are female.

24
 Table No : 4.3

Educational Qualification

Frequency percent Valid percent Cumulative percent

Valid High school 55 65 65 65

Diploma 10 12 12 77
Bachelor’s degree 14 16 16 93
Master’s degree 6 7 7 100
Total 85 100 100

Chart No : 4.3 Educational Qualification

INFERENCE

From the above table and chart interpret that 65% of respondents are belongs to High
school,16% of respondents are belongs to Bachelor’s degree,12% of respondents are belongs
Diploma and 7% of respondents are belongs to Master degree.

25
 Table No : 4.4

Working Experience

Frequency Percent Valid Percent Cumulative percent

Valid Less than 1 year 21 25 25 25

1-3 years 26 31 31 56
4-6 years 18 21 21 77
More than 6 years 20 23 23 100
Total 85 100 100

Chart No : 4.4 Working Experience

INFERENCE

From the above table and chart explained that 31% respondents are belongs to1-3 years
experience,25% of respondents are belongs to Less than 1 year,23% respondents are belong
to more than 6 years and 21% of respondents are belongs to 4-6 years.

26
 Table No : 4.5

Respondents based on Impacts of employee engagement on organisational performance

Frequency Percent Valid Percent Cumulative Percent

Valid Strongly agree 44 52 52 52
Agree 25 29 29 81
Average 6 7 7 88
Disagree 5 6 6 94
Strongly disagree 5 6 6 100
Total 85 100 100
Chart No : 4.5 Respondents based on Impacts of employee engagement on
organisational performance

INFERENCE

The above Table and chart interpret that 52% of respondents are said strongly agree, 29% of
respondents are said agree, 7% of the respondents are said averagely agree, 6% of the
respondents are said disagree and 6% of the respondents are said strongly disagree with the
impacts of employee engagement on organisational performance.

27
 Table No : 4.6

Respondents based on Job design increase work productivity

Frequency Percent Valid Percent Cumulative Percent

Valid Yes 75 88 88 88
No 10 12 12 100
Total 85 100 100

Chart No : 4.6 Respondents based on Job design increase work productivity

INFERENCE

The above table and chart interpret that 88% of the respondents are belongs to that Job design
increases work productivity and 11.8% of the respondents are belongs to no.

28
 Table No : 4.7

Respondents based on Utilization of skills and abilities

Frequency Percent Valid Percent Cumulative Percent

Valid Very low 0 0 0 0
Low 9 25 25 25
Medium 22 11 11 36
High 32 38 38 74
Very high 22 26 26 100
Total 85 100 100

Chart No : 4.7 Respondents based on Utilization of skills and abilities

INFERENCE

The above table and chart interpret that 38% of the respondents are said high, and 26% of the
respondents are said very high,25% of the respondents are said low, 11% of the respondents
are said medium utilization of skill and abilities.

29
 Table No : 4.8

Respondents based on Role of employee engagement in job role design and performance

Frequency Percent Valid Percent Cumulative Percent

Valid Strongly agree 29 34 34 34
Agree 27 32 32 66
Average 16 19 19 85
Disagree 7 8 8 93
Strongly disagree 6 7 7 100
Total 85 100 100
Chart No : 4.8 Respondents based on Role of employee engagement in job role design
and performance

INFERENCE

The above table and chart interpret that 34% of the respondents are strongly agree and 32%
of the respondents are agree, 19% of the respondents are averagely agree with this statement,
8% of the respondents are said disagree and 7% of the respondents are strongly disagree with
their role of employee engagement in job role design and performance.

30
 Table No : 4.9

Respondents based on the organisation provides opportunities for career growth

Frequency Percent Valid Percent Cumulative Percent

Valid Strongly agree 17 20 20 20
Agree 41 48 48 68
Average 16 19 19 87
Disagree 6 7 7 94
Strongly disagree 5 6 6 100
Total 85 100 100

Chart No : 4.9 Respondents based on the organisation provides opportunities for career
growth

INFERENCE

The above Table and chart interpret that 48% of the respondents are said agree and 20% of
the respondents are strongly agree, 19% of the respondents are averagely agree, 7% of the
respondents are said disagree and 6% of the respondents are strongly disagree with their
organisation provides opportunities for career growth.

31
 Table No : 4.10

Respondents based on employee motivation in the organisation

Frequency Percent Valid Percent Cumulative Percent

Valid Strongly agree 23 27 27 27
Agree 28 33 33 60
Average 23 27 27 87
Disagree 6 7 7 94
Strongly disagree 5 6 6 100
Total 85 100 100

Chart No : 4.10 Respondents based on employee motivation in the organisation

INFERENCE

The above table and chart interpret that 33% of the respondents are said agree and 27% of the
respondents are said strongly agree 27% of the respondents are said averagely agree 7% of
the respondents are said disagree and 6% of the respondents are strongly disagree with
employee motivation in an organisation.

32
 Table No : 4.11

Respondents based on Impact of job design on organisational goals

Frequency Percent Valid Percent Cumulative Percent

Valid Yes 73 86 86 86
No 12 14 14 100
Total 85 100 100

Chart No : 4.11 Respondents based on Impacts of job design on organisational goals

INFERENCE

The above table and chart interpret that 86% of the respondents said Yes,14% of the
respondents are said to No.

33
 Table No : 4.12

Respondents based on the Satisfaction with recognition & rewards

Frequency Percent Valid Percent Cumulative Percent

Valid Strongly agree 20 24 24 24
Agree 36 42 42 66
Average 17 20 20 86
Disagree 7 8 8 94
Strongly disagree 5 6 6 100
Total 85 100 100

Chart No : 4.12 Respondents based on the Satisfaction with recognition & rewards

INFERENCE

The above table and chart interpret that 42% of the respondents are said agree and 24% of the
respondents are said strongly agree, 20% of the respondents are averagely agree, 8% of the
respondents are disagree and 6% of the respondents are said strongly disagree with their
Satisfaction with recognition & rewards.

34
 Table No : 4.13

Respondents based on Job roles in improving efficiency & reducing conflicts

Frequency Percent Valid Percent Cumulative Percent

Valid Yes 75 88 88 88
No 10 12 12 100
Total 85 100 100

Chart No : 4.13 Respondents based on Job roles in improving efficiency & reducing
conflicts

INFERENCE:

The above table and chart interpret that 88% of the respondents are said Yes and 12% of the
respondents are said No.

35
 Table No : 4.14

Respondents based on Availability of support & resources to perform effectively

Frequency Percent Valid Percent Cumulative Percent

Valid Strongly agree 18 21 21 21
Agree 37 44 44 65
Average 15 18 18 83
Disagree 7 8 8 91
Strongly disagree 8 9 9 100
Total 85 100 100

Chart No : 4.14 Respondents based on Availability of support & resources to perform

effectively

INFERENCE

The above table and chart interpret that 44% of the respondents are said agree and 21% of the
respondents are said strongly agree, 18% of the respondents are said averagely agree, 9% of
the respondents are said strongly disagree and 8% of the respondents are said disagree their
Availability of support & resources to perform effectively .

36
 Table No : 4.15

Respondents based on Impacts of job role design on stress & enhances productivity

Frequency Percent Valid Percent Cumulative Percent

Valid Yes 70 82 82 82
No 15 18 18 100
Total 85 100 100

Chart No : 4.15 Respondents based on Impacts of job role design on stress & enhances
productivity

INFERENCE:

The above table and chart interpret that 82% of the respondents are said Yes and 18% of the
respondents are said No.

37
 Table No : 4.16

Respondents based on Well-structured job roles

Frequency Percent Valid Percent Cumulative Percent

Valid Strongly agree 20 24 24 24
Agree 31 36 36 60
Average 23 27 27 87
Disagree 6 7 7 94
Strongly disagree 5 6 6 100
Total 85 100 100

Chart No : 4.16 Respondents based on Well-structured job roles

INFERENCE
The above table and chart interpret that 36% of the respondents are said agree and 27% of the
respondents are said averagely agree, 24% of the respondents are strongly agree with this
statement, 7% of the respondents are said disagree and 6% of the respondents are said
strongly disagree Well structured job roles.

38
 Table No : 4.17

Respondents based on Satisfaction of workload & abilities

Frequency Percent Valid Percent Cumulative percent

Valid Strongly agree 25 29 29 29
Agree 32 38 38 67
Average 17 20 20 87
Disagree 7 8 8 95
Strongly disagree 4 5 5 100
Total 85 100 100

Chart No : 4.17 Respondents based on Satisfaction of workload & abilities

INFERENCE

The above table and chart interpret that 38% of the respondents are said agree and 29% of the
respondents are said strongly agree, 20% of the respondents are said averagely agree, 8% of
the respondents are said disagree and 5% of the respondents are said strongly disagree with
their Satisfaction of workload & abilities.

39
 Table No : 4.18

Respondents based on Variety of tasks for engaging in job roles

Frequency Percent Valid Percent Cumulative Percent

Valid Strongly agree 23 27 27 27
Agree 36 42 42 69
Average 15 18 18 87
Disagree 6 7 7 94
Strongly disagree 5 6 6 100
Total 85 100 100

Chart No : 4.18 Respondents based on Variety of tasks for engaging in job roles

INFERENCE

The above table and chart interpret that 42% of the respondents are said agree and 27% of the
respondents are said strongly agree, 18% of the respondents are said averagely agree , 7% of
the respondents are said disagree and 6% of the respondents are said strongly disagree with
their Variety of tasks for engaging in job roles.

40
 Table No : 4.19

Respondents based on Satisfaction of team communication & collaboration

Frequency Percent Valid Percent Cumulative Percent

Valid Strongly agree 24 28 28 28
Agree 34 40 40 68
Average 17 20 20 88
Disagree 5 6 6 94
Strongly disagree 5 6 6 100
Total 85 100 100

Chart No : 4.19 Respondents based on Satisfaction of team communication &

collaboration

INFERENCE

The above table and chart interpret that 40% of the respondents are said agree and 28% of the
respondents are said strongly agree, 20% of the respondents are said averagely agree, 6% of
the respondents are said disagree and 6% of the respondents are strongly disagree with their
Satisfaction of team communication & collaboration.

41
 Table No : 4.20

Respondents based on Impacts of reducing repetitive tasks on engagement and

performance

Frequency Percent Valid Percent Cumulative Percent

Valid Strongly agree 38 45 45 45
Agree 25 29 29 74
Average 11 13 13 87
Disagree 7 8 8 95
Strongly disagree 4 5 5 100
Total 85 100 100

Chart No : 4.20 Respondents based on Impacts of reducing repetitive tasks on

engagement and performance

INFERENCE

The above table and chart interpret that 45% of the respondents are said strongly agree and
29% of the respondents are said agree, 13% of the respondents are averagely agree, 8% of the
respondents are said disagree and 5% of the respondents are said strongly disagree with their
Impacts of reducing repetitive tasks on engagement and performance.

42
4.2 CHI-SQUARE ANALYSIS : FINDING RELATIONSHIP BETWEEN
IMPACTS OF EMPLOYEE ENGAGEMENT AND ORGANISATION
PERFORMANCE BY CHI - SQUARE ANALYSIS.

➢​ SETTING HYPOTHESIS:
●​ Null Hypothesis (H0): There is no relationship between employee engagement and
organisation performance.
●​ Alternate Hypothesis(H1): There is a relationship between employee engagement
and organisation performance.

CHI-SQUARE TESTS

Asymptotic Significance
Value df (2-tailed)

Pearson chi-Square 179.874a 16 .000

Likelihood Ratio 140.103 16 .000

Linear-by-Linear 70.504 1 .000

Association

N of Valid Cases 85

20 cells (80.0%) have expected count less than 5. The minimum expected count is,
35.

INFERENCE:

Since, the result is significant, because the p-value is lesser than the level of significance
(0.05%). So, we have to reject the null hypothesis (H0) and accept the alternative hypothesis
(H1). There is significant relationship between Employee Engagement and Organisation
Performance.

43
 4.3 ANOVA Analysis:

➢​ Hypothesis Formulation:
●​ Null Hypothesis (H0): There is no significant difference in employee motivation
based on the impact of reducing repetitive tasks.
●​ Alternate Hypothesis (H1): There is a significant difference in employee motivation
based on the impact of reducing repetitive tasks.

Descriptive
Employee motivation in an organisation
95% Confidence Interval
for Mean
Std. Std. Lower Upper
N Mean Deviation Error Bound Bound Minimu Maximum
m
Strongly agree 38 1.3947 .49536 .08036 1.2319 1.5576 1.00 2.00
Agree 25 2.4800 .50990 .10198 2.2695 2,6905 2.00 3.00
Average 11 3.0000 .00000 .00000 3.0000 3.0000 3.00 3.00
Disagree 7 4.1429 .37796 .14286 3.7933 4.4924 4.00 5.00
Strongly 4 5.0000 .00000 .00000 5.0000 5.0000 5.00 5.00
disagree
Total 85 2.3176 1.12559 .12209 2.0749 2.5604 1.00 5.00

ANOVA
Employee motivation in an organisation
Sum of Squares df Mean Square F Sig.
Between Groups 90.247 4 22.562 111.581 .000
Within Groups 16.176 80 .202
106.424 84

44
Results:

●​ The F-value (111.581) is the ratio of the variance between the groups to the variance
within the groups. A higher F-value indicates a greater difference between groups.
●​ The p-value (Sig. = 0.000) is less than the significance level of 0.05, indicating that
the differences between the groups are statistically significant.

INFERENCE:

(F (4,80) = 111.581, p < 0.000) Since the p-value is less than 0.05, we reject the null
hypothesis (H0) and accept the alternative hypothesis (H1). There is a significant difference
in the level of employee motivation based on their perception of reducing repetitive tasks at
K2 Cranes & components pvt.ltd. Employees who strongly agree that reducing repetitive
tasks improves their motivation compared to those who disagree or strongly disagree they are
motivated by incentives and appreciation tend to have a higher perceived impact on their
performance compared to those who disagree or strongly disagree.

45
 CHAPTER - V

5.1 FINDINGS

●​ (37.6%) of respondents between the Age of 26-35.

●​ (83.5%) of respondents are Male.
●​ (64.7%) of respondents are High school.
●​ (30.6%) of respondents are 1-3 Years of experience.
●​ (51.8%) of the respondents think that Employee engagement positively impacts the
organisation performance.
●​ (88.2%) of the respondents accepts that Job design increases work productivity.
●​ (37.6%) of the respondents are highly accept the job role allows to utilise skills and
abilities.
●​ (34.1%) of the respondents strongly agree that role of employee engagement increase
organisation performance.
●​ (48.2%) of the respondents are agree the organisation provides opportunities for
career growth.
●​ (32.9%) of the respondents are feel motivated to give best effort in an organisation.
●​ (85.9%) of the respondents are accept that Job design help in achieving organisation
goals.
●​ (42.4%) of the respondents agree that employee's are satisfied with recognition and
rewards in organisation.
●​ (88.2%) of the respondents think job roles improve efficiency & reduce conflicts.
●​ (43.5%) of the respondents agree that employee's received support & resources to
perform effectively.
●​ (82.4%) of the respondents accept that clear job role design reduces stress & enhance
productivity.
●​ (36.5%) of the employee's agree that their job role is well structured.

46
●​ (37.6%) of the respondents agree with that the satisfaction of balance between
workload & abilities.
●​ (42.4%) of the respondents are agree that Job provide a variety of tasks to keep
engaged.
●​ (40%) of the respondents are satisfied with the level of communication &
collaboration with the team.
●​ (44.7%) of the respondents are thinking that reducing repetitive task in job would
enhance employee engagement & performance.

47
 5.2 SUGGESTIONS

●​ Job role design plays a crucial role in enhancing employee engagement and
organizational effectiveness. Well-structured roles ensure clarity, reduce ambiguity,
and promote job satisfaction.
●​ The organisation should align job roles more clearly with strategic objectives to
improve organisation goals.
●​ Based on the results, suggests that minimizing repetitive tasks can play a key role in
enhancing motivation within an organisation.
●​ Management should take immediate measures for clear role design, mentorship
programs, and internal promotions to maintain engagement and motivation.
●​ It is recommended to enhance resource availability, strengthen communication, and
provide continuous support to the employees.
●​ The K2 Cranes & components pvt.ltd should prioritize continuous improvement in
role design by collecting employee feedback, encouraging participative
decision-making, and providing necessary resources and support.

48
 5.3 CONCLUSION

This research focuses on the connection between job role design and employee
involvement in organizational performance determination. There are several factors that
influence organizational performance, but job structure and precision are very important.
Defined roles help employees understand what they have to do, hence motivating them
and committing them to work.This study investigates the effect of role clarity, skills
diversity, and workload on commitment and motivation.This study contributes to the
identification of critical job design factors that enhance employee engagement.Finally,I
conclude that when job roles are clearly defined, aligned with individual skills, and
provide space for development and effective communication, employees become more
engaged, motivated, and committed. Subsequently, engaged employees are essential to
increased productivity, innovation, and overall organizational performance.

49
 CHAPTER - VI

QUESTIONNAIRE :

1. Age :

☐ 18-25 ☐ 26-35 ☐ 36-45 ☐ 46 and above

2. Gender :

☐ Male ☐ Female

3. Education:

☐ High School ☐ Diploma ☐ Bachelor's Degree ☐ Master's Degree or higher

4. Working Experience :

☐ Less than 1 year ☐ 1-3 years ☐ 4-6 years ☐ More than 6 years

5. Do you think employee engagement positively impacts the organization’s performance?

☐ Strongly agree ☐ Agree ☐ Average ☐ Disagree ☐ Strongly disagree

6. Do you believe your job design allows you to work efficiently and productively?

a. Yes b. No

7. To what extent does your job role allow you to use your skills and abilities effectively?

☐ very Low ☐ Low ☐ Medium ☐ High ☐ Very High

8. The employee engagement plays a role in bridging job role design and organizational
performance?

☐ Strongly agree ☐ Agree ☐ Average ☐ Disagree ☐ Strongly disagree

50
9. Does the job provides opportunities for career growth and skill development?

☐ Strongly agree ☐ Agree ☐ Average ☐ Disagree ☐ Strongly disagree

10. Do you feel motivated to give your best effort at work in an organisation?

☐ Strongly agree ☐ Agree ☐ Average ☐ Disagree ☐ Strongly disagree

11. Does your job design help in achieving organizational goals?

☐ Yes ☐ No

12. Do you satisfied with the recognition and rewards you receive for your work?

☐ Strongly agree ☐ Agree ☐ Average ☐ Disagree ☐ Strongly disagree

13. Do you think job roles improve efficiency and reduce workplace conflicts?

☐ Yes ☐ No

14. Have you received adequate support and resources to perform your job effectively?

☐ Strongly agree ☐ Agree ☐ Average ☐ Disagree ☐ Strongly disagree

15. Does clear job role design reduces workplace stress and enhances productivity?

☐ Yes ☐ No

16.Do you feel that your job role is well structured ?

☐ Strongly agree ☐ Agree ☐ Average ☐ Disagree ☐ Strongly disagree

17.How satisfied are you with the balance between your work load and your abilities ?

☐ Strongly agree ☐ Agree ☐ Average ☐ Disagree ☐ Strongly disagree

51
18. Does your job provide a variety of tasks to keep you engaged ?

☐ Strongly agree ☐ Agree ☐ Average ☐ Disagree ☐ Strongly disagree

19. How satisfied are you with the level of communication and collaboration within your
team ?

☐ Strongly agree ☐ Agree ☐ Average ☐ Disagree ☐ Strongly disagree

20. Do you think that reducing repetitive task in your job would enhance your engagement
and performance ?

☐ Strongly agree ☐ Agree ☐ Average ☐ Disagree ☐ Strongly disagree

52
 BIBLIOGRAPHY

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●​ Torraco, R. J. (2005). Work design theory: A review and critique with implications
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relationship between employee satisfaction, employee engagement, and business
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●​ Oldham, G. R., & Hackman, J. R. (2010). Not what it was and not what it will be:
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 ➢​WEBSITE

https://en.wikipedia.org

https://www.researchgate.net

https://K2cranes.com

https://www.karthigeya.com

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