20epmb103 - Surya V - Final Report

A STUDY ON IMPACT OF EMPLOYEE ENGAGEMENT IN
JOB SATISFACTION WITH REFERENCE TO AMBAL AUTO

PRIVATE LIMITED
PROJECT REPORT
Submitted by
SURYA V
Register Number: 20EPMB103
In partial fulfillment of the
requirements for the award of the
degree of
MASTER OF BUSINESS ADMINISTRATION
In
SCHOOL OF MANAGEMENT
SRI KRISHNA COLLEGE OFENGINEERING AND

TECHNOLOGY
(An Autonomous Institution)
(Approved by AICTE and Affiliated to Anna University, Chennai)
ACCREDITED BY NAAC WITH ‘A’ GRADE
MAY / JUNE 2022

SRI KRISHNA COLLEGE OF ENGINEERING AND TECHNOLOGY
(An Autonomous Institution)
Approved by AICTE and Affiliated to Anna University, Chennai
SCHOOL OF MANAGEMENT
Project Work
May/June 2022
This is to certify that the project entitled “A STUDY ON IMPACT OF

EMPLOYEE ENGAGEMENT IN JOB SATISFACTION WITH REFERENCE
TO AMBAL AUTO PRIVATE LIMITED” is the bonafide record of project work
done by SURYA V, Register number: 20EPMB103 of Master of Business
Administration during the academic year 2021-2022.
SIGNATURE SIGNATURE
Project Guide Head of the Department
This project report is submitted for the Autonomous project Viva-Voceexamination

conducted on
INTERNAL EXAMINER EXTERNALEXAMINER

DECLARATION
I affirm that the project work titled “A study on impact of employee engagement
in job satisfaction with reference to Ambal auto private limited” being submitted
in partial fulfillment for the award of MBA degree is the original work carried out by
me. It has not formed part of any other internship work submitted for the award of
any degree or diploma, either in this or any other University.
Name of the Student: SURYA V
Register Number: 20EPMB103

ACKNOWLEDGEMENT
I express my sincere gratitude to Dr. J. Janet, Principal, Sri Krishna College of

Engineering and Technology, Coimbatore for providing the great opportunity to
carry out the work. The following words are a small part of express our gratitude to
them. This work is the outcome of their inspiration and product of plethora of their
knowledge and rich experience.
I record the deep sense of gratefulness to Prof. Dr. P. Thamaraiselvi, Head,
School of Management, Sri Krishna College of Engineering and Technology,
Coimbatore for her encouragement during this tenure.
I equally render my sincere thankfulness to my guide Mr. R. Muthukrishnan,
Assistant Professor, School of Management, Sri Krishna College of Engineering
and Technology, Coimbatore for her valuable suggestions and guidance during this
course.
During the entire period of study, the entire staff members of the School of
Management have offered ungrudging help. It is also a great pleasure to
acknowledge the unfailing help I have received from my friends.
Also, I would like to sincerely thank Mr. A. Shanmuga Sundaram, HR
manager, Ambal Auto Private Limited for providing me this opportunity and all
other staff members of the organization for immense support to complete my project.
It is matter of great pleasure to thank our parents and family members for their
constant support and co-operation in the pursuit of this Endeavour.
TABLE OF CONTENTS
CHAPTER CONTENTS PAGE

NO.
LIST OF TABLES
LIST OF FIGURES
I INTRODUCTION 2
1.1 About the Industry 2
1.2 About the Company 4
1.3 About the Project 6
II REVIEW OF LITERATURE 8
III RESEARCH METHODOLOGY 14
3.1 Objectives of the Study 14
3.1.1. Primary Objectives 14
3.1.2. Secondary Objectives 14
3.2 Scope of the Study 14
3.3 Need for the Study 14
3.4 Research Design 15
3.5 Sampling Design 16
3.5.1. Sampling Technique 16

3.5.2. Sample Units 16
3.6 Data Collection 16
3.7 Tools used for Analysis 17
3.8 Limitations of the Study 20
IV DATA ANALYSIS AND INTERPRETATION 21
4.1Percentage analysis 21
4.2 Chi Square test 63
4.3 One way ANOVA 67
4.4 Independent T - Test 77
4.5 Linear regression 81
4.6 Correlation 84
V FINDINGS, SUGGESTIONS AND 90

CONCLUSION
5.1 Findings 90
5.2 Suggestions 92
5.3 Conclusion 93
ANNEXURE – I Questionnaire 95
ANNEXURE – II References
LIST OF TABLES
TABLE NO. PARTICULARS PAGE NO.
4.1.1 Age of Respondents 21
4.1.2 Marital Status 22
4.1.3 Gender 23
4.1.4 Educational qualification 24
4.1.5 Working experience 25
4.1.6 Excited to work 26
4.1.7 Liking to came to office regularly 27
4.1.8 Thoughts and feelings given respect 28
4.1.9 Ideas are implemented in your organization 29
4.1.10 Satisfaction with appreciation/recognition by the company 30
4.1.11 Safety while working 31
4.1.12 Feeling proud to work in this company 32
4.1.13 Organization’s problem as your own 33
4.1.14 Examining safety measures 34
4.1.15 Free flow communication 35
4.1.16 Satisfaction in management relationship with the workers 36

4.1.17 Regular feedback from supervisor 37
4.1.18 Manager is Helpful 38
4.1.19 Supervisors guidance when needed 39
4.1.20 Manager Coaches to improve the performance 40
4.1.21 Managers provides proper training 41
4.1.22 Opportunities to improve employee’s skills 42
4.1.23 Recognition for Employee’s Contribution in Last 3 Months 43
4.1.24 Demonstration of Commitment to Continuous Learning and 44

Development
4.1.25 Encouraged To Learn From Mistakes 45
4.1.26 Career Opportunities at the Company 46
4.1.27 Arrangement for dealing with employee’s problem 47
4.1.28 Promotion based performance of the employee’s 48
4.1.29 The new ideas and initiatives improve the product and 49
services
4.1.30 Jobs are challenging and exciting 50
4.1.31 Acceptation of offer with high salaried job and facilities in 51

another organization
4.1.32 Satisfaction with the work environment 52
4.1.33 Job position satisfaction 53

4.1.34 Positional responsibility 54
4.1.35 Mission/purpose of job 55
4.1.36 Salary satisfaction 56
4.1.37 Opinion of the company 57
4.1.38 Training time satisfaction 58
4.1.39 Company policies protection 59
4.1.40 Work assignments are assigning fairly 60
4.1.41 I use my professional skills at my work 61
4.1.42 I work in a team environment 62
4.2.1 Gender and excitement to work 63
4.2.2 Marital Status And Recognition For Contribution In Last 3 64

Months
4.2.3 Gender And Organizational Problem As Your Own 68
4.3.1 Age and Salary Satisfaction 67
4.3.2 Age And Career Opportunity At Your Company 70
4.3.3 Age And Job Position Satisfaction 73
4.4.1 Gender And Free Flow Communication 77
4.4.2 Gender And I Work In A Team Environment 78
4.4.3 Marital Status And Promotion Based On Performance Of 80

The Employee
4.5.1 Age And Opportunities To Improve Your Skills 81
4.5.2 Age And Thoughts & Feeling Given Respect 82
4.5.3 Age And Training Time Satisfaction 83
4.6.1 Age And Regular Feedback From The Supervisor 84
4.6.2 Age And The New Ideas & Initiatives Improve Your 86
Product And Service
4.6.3 Age And Opinion Of Company 88
LIST OF FIGURES
FIGURE NO PARTICULAR PAGE
NO
1.2 Organizational chart 5
4.1.1 Age of Respondents 21
4.1.2 Marital Status 22
4.1.3 Gender 23
4.1.4 Educational qualification 24
4.1.5 Working experience 25
4.1.6 Excited to work 26
4.1.7 Liking to came to office regularly 27
4.1.8 Thoughts and feelings given respect 28
4.1.9 Ideas are implemented in your organization 29
4.1.10 Satisfaction with appreciation/recognition by the 30

company
4.1.11 Safety while working 31
4.1.12 Feeling proud to work in this company 32
4.1.13 Organization’s problem as your own 33
4.1.14 Examining safety measures 34

4.1.15 Free flow communication 35
4.1.16 Satisfaction in management relationship with the 36

workers
4.1.17 Regular feedback from supervisor 37
4.1.18 Manager is Helpful 38
4.1.19 Supervisors guidance when needed 39
4.1.20 Manager Coaches to improve the performance 40
4.1.21 Managers provides proper training 41
4.1.22 Opportunities to improve employee’s skills 42
4.1.23 Recognition for Employee’s Contribution in Last 3 43

Months
4.1.24 Demonstration of Commitment to Continuous Learning 44
and Development
4.1.25 Encouraged To Learn From Mistakes 45
4.1.26 Career Opportunities at the Company 46
4.1.27 Arrangement for dealing with employee’s problem 47
4.1.28 Promotion based performance of the employee’s 48
4.1.29 The new ideas and initiatives improve the product and 49
services
4.1.30 Jobs are challenging and exciting 50
4.1.31 Acceptation of offer with high salaried job and facilities 51

in another organization
4.1.32 Satisfaction with the work environment 52
4.1.33 Job position satisfaction 53
4.1.34 Positional responsibility 54
4.1.35 Mission/purpose of job 55
4.1.37 Salary satisfaction 56
4.1.38 Opinion of the company 57
4.1.39 Training time satisfaction 58
4.1.40 Company policies protection 59
4.1.41 Work assignments are assigning fairly 60
4.1.42 I use my professional skills at my work 61
4.1.43 I work in a team environment 62
4.6.1 Age And Regular Feedback From The Supervisor 85
4.6.2 Age And The New Ideas & Initiatives Improve Your 87
Product And Service
4.6.3 Age And Opinion Of Company 88
ABSTRACT:
In today’s scenario economic situations of the company drastically move into upstage as good
company suffers more problems one of them is relate to retain the competent employee at the
workplace. Whenever the employee engage in his/her work competently in the organization,
retention of the employee rate to be high for achieving career and organization goals. So that
Engaged employee is consists of retaining the best employee. Job satisfaction leads to highly
engaged in working environment with the people. To identify and determine the impact of
employee engagement in job satisfaction the factors which considers as job nature, priority of
superior, team spirit, relationship of colleagues, policies of the company how much contribute to
the employee engagement in the workplace. Engaged employees incline to make contributions
extra of organizational productiveness. It also helps in preserving a higher level of dedication.
Employee Engagement is the level of worker’s dedication and participation towards their
organization and its values. The organizational success depends on employee’s productiveness that
is accelerated through employee’s dedication in the direction of his corporation. The purpose of the
project titled “A study on impact of employee engagement in job satisfaction with respect to Ambal
auto private limited” is to analyze the job satisfaction with the impact of employee engagement. A
structured questionnaire was used to collect the research data.
Keywords: Job satisfaction, Employee engagement, Dedication, Competent employee
1
CHAPTER I
INTRODUCTION
1.1 ABOUT THE INDUSTRY
The services sector is not only the dominant sector in India's GDP, but has also attracted
significant foreign investment, has contributed significantly to export and has provided large-scale
employment. India's services sector covers a wide variety of activities such as trade, hotel and
restaurants, transport, storage and communication, financing, insurance, real estate, business
services, community, social and personal services, and services associated with construction. The
tertiary sector is the service sector. It includes industries such as the financial services industry,
internet technology (IT), and the healthcare and entertainment industries. Some economists include
a fourth sector – the quaternary sector in which they assign the areas of research, information
technology, education, consulting, and various other elements of what has come to be known as the
“knowledge-based economy”. The knowledge-based economy is focused on utilizing information
and communications (such as social media) to provide goods and services specifically tailored to
the needs and wants of individual customers or clients. An example of the knowledge-based
economy in action is a retailer, such as Amazon or Wal-Mart, sending you tailor-made ads for
goods or services that your previous purchases or searches indicate that you are interested in.
The tri-sector economic theory holds that the three economic sectors, in addition to delineating
different areas of economic endeavor, also reflect how economies develop over time. The most
primitive economies consist primarily of economic activities related to raw materials, agricultural
production, and fishing. As economies grow and develop, the manufacturing and marketing of
finished goods account for the largest portion of economic activity. Service industries are the last
economic sector to experience significant growth and are the hallmark of developed nations and
advanced economies.
The Primacy of the Service Sector:

The fact that the service sector is designated as the tertiary sector should not be in any way taken to
mean that it occupies third place in terms of economic importance. Over the past century, the
service
2
sector has rapidly expanded. By the turn of the 21st century, it had eclipsed the manufacturing and
retail goods sector as the largest sector of the economy in most developed nations. Whereas in the
early part of the 20th century, the United States became the dominant world economy, thanks to its
massive manufacturing industry; by the early part of the 21 st century, its worldwide economic
dominance was based on its massive service sector. In the U.S., between 1919 and 2019, the
service sector grew from accounting for less than 50% of the country’s gross domestic product
(GDP) to generating roughly 85% of the country’s GDP. The explosion of the service sector has
been made possible by the exponential increase in knowledge that has occurred over the past 50 to
70 years, the rapid growth of technology, and the development of instantaneous, worldwide
communication through internet connections and cell phones.
Increased automation, which reduces the number of people required for manufacturing processes,
is also a key element in the shift from a manufacturing-based economy to a service-based
economy. The massive expansion of government services in developed nations is another
significant contributing factor to the increasing predominance of the service sector
3
1.2 ABOUT THE COMPANY:
Ambal Auto was started in the year 1998 as a dealer for Maruti Cars in the City of Coimbatore.
Now, TWENTY FOUR YEARS OLD, it has spread its wings across the districts of Coimbatore,
Nilgiris, Erode, Tirupur, Namakkal and Karur with are 25 ARENA, 2 NEXA, 3 TRUEVALUE,
4 COMMERCIAL, 7 DRIVING SCHOOLS AND 35 WORKSHOPS. Ambal Auto is the only
ROYAL PLATINUM DEALER in Coimbatore, Nilgiris, Erode, Tirupur, Namakkal and Karur
Districts.Ambal Auto is one of the largest dealers for Maruti Suzuki in Tamilnadu. It has won
many awards and accolades from Maruti Suzuki. It is the first Platinum dealer of Maruti Suzuki in
the MSIL balanced scorecard evaluations. A trained, qualified mechanic with the expertise and
equipment to do the job correctly should be able to perform most of the maintenance on your car.
However, you should also pay attention to what's going on under the hood. The owner's manual for
your car will provide you with a maintenance schedule for your specific make and model. They can
give some advices to maintain the four wheeler vehicle like changing the oil and oil filter regularly
- The owner's manual for your car will specify exactly how often you should do this, but a good
rule of thumb is to change them every 3,000 to 4,000 miles. If you change the oil and filter
yourself, be sure to dispose of the used oil properly. Check all the fluids - This includes brake,
power steering, transmission, transaxle, and windshield washer and antifreeze fluids. Your owner's
manual will tell you how to check these. Check the air pressure level in your tires at least once a
month - Your owner's manual should specify the ideal air pressure for your particular tire. Make
sure all your lights work - This includes headlights, turn signals, brake lights and taillights. Replace
the windshield wiper blades periodically - If your wiper blades are cracked or torn, or if they begin
to streak, it's time to replace them. Inspect the engine belts -They should not have cracks or missing
segments. Check the air filter - The filter should be clean, not clogged or damaged.
4
Chart 1.2 Organizational charts
5
1.3 ABOUT THE PROJECT
Human resources are the competent asset in an organization to achieve maximum results. The role
of a manager is to attract, guide and retain the competent employee to improve organizational
performance. So that his responsibility is to create a supportive environment for the employees in
terms of the nature of the job, career aspirations, remuneration, the best rapport among all levels of
workers, company norms and standards etc. To these aspects an employee feels better satisfaction
in their job and personal life. If an employee feels more satisfaction in their job they also provide
satisfaction to the customers too. In this process of satisfaction to the worker leads to engagement
of work in an effective manner. It has been observed by the researcher that highly engaged worker
creates a value to the organization. The Employee engagement refers to as how effectively an
employee involves and commitment towards the job has stayed in the long run. Job satisfaction is
defined as it’s a positive state of employee feels about their job in terms of benefits provided by the
organization.
EMPLOYEE ENGAGEMENT VS JOB SATISFACTION:

Employee Engagement is a strategic approach in the workplace environment that to be followed by
the organization because it treated the real asset between employees and organization. An “engaged
employee” is treats as the person in the organization who enthusiastically involve in their work to
enhance the reputation of the organization. The success of an organization depends on how
employees are committed working for achieving organizational goals as well individual motives. In
contrast, job satisfaction is the term which is replaced with the term employee engagement. It is
regarded as the extent feeling about in his or her job, salary, benefits, etc. The happiest people in
the organization are commonly known as more satisfied employee. Job Satisfaction is referred as
how an organization creates a positive or negative opinion towards their job environment for
employees.
The perfect job environment satisfies the worker motives, desires or personal beliefs. It means in
which the employees most like their job. The major characteristic of job satisfaction must influence
the manager behavior, culture of organization, worker commitment, promotion of work position
etc. Job satisfaction is the system of gaining appraisal by fulfilling positive emotional state of work.
Employees are the backbone of every organization as they are vital to its spirit and
competitiveness. The higher level of employee engagement in organizations promotes the retention
of talent, promotes customer loyalty, and improvises organizational performance and value of a
stakeholder.
6
Engaged employees deliver a better outcome with a positive attitude towards the organization and
its values, which is important for its growth and development. Therefore communicating to the
employees, making them feel valued and inculcating a strong corporate culture have been
considered vital for the management of every firm and business.
7
CHAPTER 2
REVIEW OF LITERATURE
Grachev and Rakitsky, (2021) Frederick Taylor’s scientific management indicated that it is
important to scientifically study the motives that influence the human factor. Frederick Taylor’s
scientific method was created to increase productivity through employee engagement: cooperation,
harmony and combined intellectual work.
Gibson et al., (2019) Mary Parker Follett, one of the main contributors to the human relations
movement, implied that an individual achieves greater satisfaction through cooperation. Follett
believed in a “power-with” relationship philosophy in which employees and their leaders alike
share power, such as contributory decision power versus “power over” employees. Employers and
employees should work together for a common purpose. Her introduction of conflict as a tool,
though an understanding that there are three finalities in conflict, a one-sided dominating outcome,
a compromise such that neither side wins and an outcome where both sides win through integration,
is still cited in the literature. Crucial to her human element aspects was her advocacy of group
creativity and positive relationships between management and employees. This also reflects in her
work titled, “The Giving of Orders”, where she proposes that even when considering commands,
the ultimate outcome will reflect how the command is perceived by the employee; thus, each
command should be depersonalized and reflect only what is needed by the group (Damart, 2019).
This view also reflects a core of scientific management calling for a depersonalized form of
commanding where neither employee nor employer has any authority over another and the joint
effort with mutual responsibilities toward the common goal is preferable an integrated effort. Thus,
it appears that Follett blended the scientific approach of an impersonal approach to job analysis (law
of situation), although she did advocate a more egalitarian view. However, “Follett’s ideas on
management are the product of an intellectual trajectory different from that taken by practitioners
such as Fayol or Taylor”. For example, integration goes against Fayol’s principles, which
specifically cite hierarchical powers and a philosophy of unity of command–unchallenged orders
and sheer obedience. Unlike Follett, who notes that the organization is a totality made up of the sum
of its parts, and everyone is part of that totality.
8
Dent and Bozeman (2018) many have criticized Frederick Taylor for his concern about
productivity and not caring about the human element. Taylor’s scientific management was more
than to improve the business efficiency, but it was also about effectively utilizing the resources of
the business including the human resource.
Bijaya Kumar Sundaray (2017) focused on various factors which lead to employee
engagement and what should a company do to make the employees engaged. Proper attention to
engagement strategies will increase organizational effectiveness in terms of higher productivity,
profits, quality, customer satisfaction, employee retention, and increased adaptability.
Wellins and Concelman (2021) suggest that “Employee engagement is the illusive force that
motivates employees to higher levels of performance. This coveted energy is an amalgam of
“commitment, loyalty, productivity, and ownership.” they further added that it includes, “feelings
and attitudes employees have towards their jobs and their organization
Perrin’s Global Workforce Study (2019) uses the definition “employees’ willingness and
ability to help their company succeed, largely by providing discretionary effort on a sustainable
basis.” According to the study, engagement is affected by many factors which involve both
emotional and rational factors relating to work and the overall work experience.
May et al (2019) found that meaningfulness, safety, and availability were significantly related
to engagement? They also found job enrichment and role fit to be positive predictors of
meaningfulness; rewarding co-worker and supportive supervisor relations were positive predictors
of safety, while adherence to co-worker norms and selfconsciousness were negative predictors.
Overall, meaningfulness was found to have the strongest relation to different employee outcomes in
terms of engagement.
Robinson et al. (2019) define employee engagement as “a positive attitude held by the
employee towards the organization and its value. An engaged employee is aware of business
context and works with colleagues to improve performance within the job for the benefit of the
organization.
9
The organization must work to develop and nurture engagement, which requires a two-way
relationship between employer and employee.”
Wren (2020) argued that the Hawthorne studies did not really discover new things, as similar
findings were anticipated in the work of Williams, Mathewson and Taylor. All criticism aside, a
number of researchers in the organizational behavior field claim that many organizational behavior
topics revert to the Hawthorne studies. Elton May believed that “a worker is a person whose
attitudes and effectiveness are conditioned by social demands from both inside and outside the work
plant”
Wren, (2016) Lillian Gilbert’s first contribution was to examine the human element through
the time and motion study. Lillian recognized that workers need to feel included in the decision-
making, have a sense of job security and be interested in their work. Engaging employee was a
call from Lillian Gilbert; the human factor advanced the scientific management and the
misperception of this school and served as a base for other works, such as Mary Parker Follett and
Elton Mayo and others to come.
Tsukamoto, (2018) Contrary to most perceptions of Taylor’s work, he actually stressed a

systemic framework of training workers with the necessary skills to perform their work duties, but
supervisors could and should also create an experience of employee engagement through more
meaningful work and purpose. One of Frederick Taylor’s followers, Lillian Gilbert (first lady of
management), highlighted the importance of the human element in the scientific management
movement.
Thiagarajan B & Renugadevi V (2018), had done the research title on “An empirical
investigation on Employee Engagement Practices in Indian BPO Industries” the objective of this
paper is to introduce engagement programme and factors which related to employee engagement
in BPO industries in India. The author investigated with sample size of 126 respondents of
structured interview basis. In this study, he focuses on the factors like career development,
motivation and performance appraisal to concentrate these factors in the organization must lead to
employee engagement.
10
Sakari Taipale, Kirsikka Selander, Timo Anttila, Jouko Nätti (2019), conducted a research
titled on “Work engagement in eight European countries: The role of job demands, autonomy, and
social support” the major intention of this paper was to determine the new approaches in work
engagement and to develop new theories about job demand, autonomy and social support for the
achievement of cross national knowledge. He found that there is a lacking of cross national
approach to work engagement.
Rehman Muhammad Safdar & Waheed Ajmal (2020), research conducted on “An Empirical
Study of Impact of Job Satisfaction on job Performance in the Public Sector Organizations”. The
aim of this study was to know the relationship of job satisfaction, job retention and job
performance through descriptive correlational study with 568 samples of employees of public
sector organisations. He has explained about the relationship of large effect on job performance
and job satisfaction.
Mamta, Sharma R. Baldev (2020), research title on “Study of Employee Engagement and its
Predictors in an Indian Public Sector Undertaking” This paper explores an assessment of
employee engagement in public sector managers of India. He has identified that organisational
commitment is the factor of employee engagement. In this study he found that three variables
greatly affect employee engagement those are salary, job description and objectivity. The results
of this study revealed that the organisation achieves a moderate effect on employee engagement.
Sharma Baldev R et al (2018), studied the title on “Determinants of Employee Engagement in a

Private Sector Organization: An Exploratory Study” by using the SPSS package for analysis with
a structured questionnaire of 80 items and the study consists of 51 sales executives of a
manufacturing organization located in the National Capital Region. The purpose of the study was
to determine the level of employee engagement with the sample unit of sales executives of a
private sector organization.
Fachrunnisa Olivia et al (2019) conducted research on the Role of Workplace Spirituality and
Employee Engagement to enhance Job Satisfaction and Performance. The aim of the study
explains the role of engagement between superior and subordinate to increase job satisfaction and
performance. He recommended that work place spirituality and employee engagement should
create job satisfaction then it leads to employee performance.
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Schreurs. et al (2018) conducted research on a study to explore the relation between Pay-Level
Satisfaction and Employee Outcomes: The moderate Effect of Employee-Involvement Climate.
This study analyzed the climate of employee engagement as effect of pay, job satisfaction and
turnover intentions. This study said that with the increase of pay can lead to high job commitment
and job satisfaction.
Henryhand J. Carla (2018) had done the research on a study The Effect of Employee
Recognition and Employee Engagement on Job Satisfaction and Intent to leave in the Public
Sector. This study focused on the impact of job satisfaction towards the effectiveness of employee
engagement and recognition. This study revealed that to retain the employee can possible only
through recognition and commitment of the employee.
Biswas Soumendu & Bhatnagar Jyotsna (2019) studied on the title of on the Mediator Analysis
of Employee Engagement: Role of Perceived Organizational Support, P-O Fit, Organizational
Commitment and Job Satisfaction. This paper explained the role of employee engagement towards
job satisfaction and commitment of organization. This study explores that employee engagement
can give creativity in work environment.
Deepa & Kuppusamy (2018) studied research on the Impact of Performance Appraisal System
on Job Satisfaction, Employee Engagement, Organizational Citizenship Behaviour and
Productivity. This paper is purely conceptual model it explains the relationship of Job Satisfaction,
Organization Culture, Organization Citizenship Behavior, and Employee Engagement and thus
leads to performance. The results said that if performance appraisal uses not only employees but
also organization to increase productivity. Hence employee once satisfied with the job they
involve in the work so that set goals are achieved automatically organization commitment and
citizenship would increase more.
Sobia Ali & Yasir Aftab Farooqi (2019) research done on the Effect of Work Overload on Job
Satisfaction, Effect of Job Satisfaction on Employee Engagement and Employee Performance” the
aim of this paper was to identify the work load and job satisfaction effect and determine the effect
of job satisfaction and employee engagement and performance. This study said that work load is
the influencing factor for the organisation and it affects job satisfaction, employee engagement
and employee performance. He found that peaceful workload and stress are the strategies which
consist of training, job rotation. He also recommended that with the use of advanced technology
can decrease the work load of employee.
12
Koontz, (1961); Novicevic et al., (2021) The development of management thoughts continue with
Elton Mayo’s work and the Hawthorne experiments that are well-known in the field of
management and social research. The Hawthorne experiments/studies exposed that management
must center on interpersonal relations.
Wright, Cropanzano & Meyer (2019) From the perspective of human resources it makes sense
to deal with the employees of their organization to focus on situational or state-like variables and
from the perspective of selection, it makes sense to focus on more trait-like or stable variables.
Researchers recommended that states or moods are more essential than stable traits for
considering absenteeism, job satisfaction, and pro-social behavior. They also suggested that to
increases job satisfaction, organizations would be considerate to manage employee moods. For
selection perspective, it is advisable to select psychologically healthy individuals because they
have the temperament to be engaged, energized, or satisfied i.e. to focus on stable traits.
Schachter, (2020) Taylor’s approach stressed that to accomplish this, adequate feedback was
required so that the employee understood what was expected of him another example is
meaningful workplaces. The American Society for Training and Development, using data from
776 human resource executives, defined employee engagement as employees both mentally and
emotionally invested in their organization’s success which further promotes the creation of
meaningful work environments (Shuck and Wollard, 2009).
13
CHAPTER 3
RESEARCH METHODOLOGY
The viable "how" of any piece of investigate is alluded to as investigate method. It's almost how
an analyst plans a consider in a precise way to create precise and dependable comes about that
address the study’s about objectives and targets. To put it another way, the strategy chapter ought to
clarify the plan choices by illustrating that the techniques and methods chosen are the most
excellent fit for the investigate objectives and destinations and will deliver substantial and reliable
comes about. A great inquire about approach yields experimentally strong come about, though an
awful technique yield none. Investigate plan, examining procedure, examining procedure,
information collection and information examination are all components of inquire about technique.
3.1 OBJECTIVES OF THE STUDY
3.1.1 PRIMARY OBJECTIVES

A study on impact of employee engagement in job satisfaction with reference to Ambal autos
3.1.2 SECONDARY OBJECTIVES
 To investigate the factor determining employee engagement.

 To analyze the employee’s job satisfaction on Employee engagement.
3.2 SCOPE OF THE STUDY:

The study is about employee engagement at Ambal autos private limited. Detailed study on
employee engagement and job satisfaction are analyzed during this research. This study helps to
know the feedback of employees on job satisfaction and employee engagement conducted in the
company. Analysis of employee mindset towards the job. To know about the employee work life
balance. Suggestion for their improvement in the job. Understanding the engagement in the job.
Effectiveness of employee engagement
3.3 NEED FOR THE STUDY:

The need for the study includes all the aspects of employee engagement. It mainly focuses
on the job satisfaction, staff feedback, factors influencing the employee engagement, whether the
engagement in employee are effective in the company or not.
14
 EMPLOYEE ENGAGEMENT IMPROVES COMPANY CULTURE. Engaging your
employees either by giving them a challenge or more responsibilities means you’re also seeking
ways to uplift your organization’s productivity.
 IT ENHANCES PRODUCTIVITY. Job satisfaction gives employees the motivation and energy
to go the extra mile with their job performance.
 JOB FULFILLMENT. Employees do not just aim to be financially secure, but they also want to
feel in control of their role.
 REDUCTION IN EMPLOYEES TURNOVER. A positively engaged employee is a loyal
employee. Engaging employees is necessary for sustaining top talents in your organization
3.4 RESEARCH DESIGN
A researcher's research design is the framework for the methods and approaches he or she will use.
Researchers can focus on research methodologies that are appropriate for the selected topic and set
up their studies for success thanks to the design. To choose which model to use for a study, a
researcher needs have a thorough awareness of the many types of research design. The design of
the study, like research itself, can be divided into quantitative and qualitative categories.
Qualitative research uses quantitative computations to find links between acquired data and
observations. Qualitative research methods are used by researchers to determine "why" a specific
theory exists as well as "what" respondents have to say about it. Quantitative research is used in
situations when statistical findings are required to gather practical information. Quantitative
research methodologies are required for any organization's progress.
There are various types of research designs such as descriptive, predictive, prescriptive,
exploratory, observational, experimental, causal, correlation, historical, field research, survey,
sequential and many more. In this type of research, descriptive research design is used as it is about
the mindset of employees on employee engagement and job satisfaction.
Descriptive research design is a type of study that aims to collect data in order to describe a
phenomenon, situation, or population in a systematic way. It mostly assists in answering the what,
when, where, and how questions about the research challenge, rather than the why. Quantitative
data is primarily used, while qualitative data is occasionally employed for descriptive purposes.
15
3.5 SAMPLING DESIGN
3.5.1 SAMPLING TECHNIQUE:

Convenience sampling is defined as a method adopted by researchers where they collect market
research data from a conveniently available pool of respondents. It is the most commonly used
sampling technique as it’s incredibly prompt, uncomplicated, and economical. In many cases,
members are readily approachable to be a part of the sample.
SAMPLING PROCESS:
CONVENIENCE SAMPLING:
There are 150 employee’s even though I get responses from the 130 employee’s so that I’m
selecting convenient population units provides convenience A chunk is the portion of the
population under investigation that is chosen based on convenience rather than probability or
judgments. Out of 150 employees, I had responses from the 130 employee and consider it as
convenience sampling for this project.
3.5.2 SAMPLE UNITS:

There are 130 responses are collected in the organization from the 150 employee’s.
3.6 DATA COLLECTION:

The process of gathering information from all relevant sources in order to identify a solution to the
study challenge is known as data collection. It aids in the evaluation of the problem's outcome.
"Data" is the primary source of data collection methods. Data is divided into two categories:
primary data and secondary data.
PRIMARY DATA:
The primary data was obtained for the first time, and it is unique. A well-structured questionnaire
was developed for the goal of collecting primary data, and data was obtained from the respondents.
The questionnaire consists of demographic profile and five-point Likert scale was used for
measuring the employee engagement and job satisfaction. Observation, interviews, questionnaires,
and interview schedules are some of the methods for gathering primary data.
16
SECONDARY DATA:
Secondary data is information that has already been acquired by someone else but has been made
available for others to use. They were probably previously primary data, but when they are
exploited by a third party, they become secondary. It includes publications such as magazines,
newspapers, books, and journals, as well as data that were either published or unpublished.
TOOLS USED FOR ANALYSIS
The tools that are used for analysis are
Percentage analysis,
Chi - square test,
ANOVA,
T - Test,
Regression,
Correlation.
PERCENTAGE ANALYSIS:
Percentage Analysis is used to construct a contingency table from the frequency distribution and
visualize the data for better understanding. Percentage is a special type of ratio used to compare
two or more data sets and to describe relationships. Percentage can also be used to compare two or
more data sources' difference terms and distributions. It is one of the most often used statistical
instruments. The formula for working out percentages is as follows:
Percentage analysis formula = (Value 1/Value 2) * 100%
17
CHI - SQUARE TEST:
The chi square test is a statistical test used to compare observed results with expected results. This
test helps to better understand and interpret the relationship between two categorical variables. The
formula for the chi – square statistic used in chi – square test is:
Where c – degrees of freedom, O – observed value and E – expected value.
The variables chosen are used to frame hypotheses. Based on the alpha-value that is specified for
analysis, the null hypothesis is either accepted or rejected. The null hypothesis is rejected and the
alternate hypothesis is accepted if the calculated value (p value) of the chi square test is less than
the alpha value, but the null hypothesis is accepted if the calculated value (p value) is equal to or
greater than the alpha value.
ANOVA:
Analysis of Variance (ANOVA) is a statistical formula used to compare variances across the means
of different groups. There are two types of ANOVA. They are one way ANOVA and two way
ANOVA. One way or two way refers to the number of independent variables used in the test.
ANOVA is also known as F-statistic. The purpose of ANOVA is to test if there is any significance
between the means of two or more groups. The formula for calculating ANOVA is:
F = MSB / MSW
Where F = F-statistic or ANOVA coefficient, MSB = Mean sum of squares between groups, MSE
= Mean sum of squares within groups.
18
T - TEST:
A t-test is a type of inferential statistic used to determine if there is a significant difference between
the means of two groups, which may be related in certain features. It is mostly used when the data
sets, like the data set recorded as the outcome from flipping a coin 100 times, would follow a
normal distribution and may have unknown variances. A t-test is used as a hypothesis testing tool,
which allows testing of an assumption applicable to a population.
REGRESSSION:
Regression analysis is a set of statistical methods used for estimation of relationships between a
dependent variable and one or more independent variables. It can be utilized to assess the strength
of the relationship between variables. Regression analysis includes several variations such as linear,
multiple linear and non-linear. The most common models are simple linear and multiple linear. The
formula for regression analysis depends on the type of regression analysis that is taken. The linear
regression formula is:
Y = mx + b
Where Y = dependent variable, m = slope of regression equation, x = independentvariable, b =

constant of the equation.
LINEAR REGRESSION:
Linear regression analysis is used to forecast the value of one variable depending on another
variable's value. The variable to be predicted is known as the dependent variable. The independent
variable is the variable used to predict the value of the other variable. This type of analysis
calculates the coefficients of a linear equation using one or more independent variables that best
predict the value of the dependent variable. Linear regression employs a straight line or surface to
minimize the differences between predicted and actual output values.
CORRELATION:
Correlation analysis in research is a statistical method used to measure the strength of the linear
relationship between two variables and compute their association. In simple words, correlation
analysis calculates the level of change in one variable due to the change in the other. A high
correlation points to a strong relationship between the two variables, while a low correlation means
that the variables are weakly related.
19
Researchers use correlationanalysis to analyze quantitative data collected through research methods
like surveys and live polls. They try to identify the relationship, patterns, significant connections,
and trends between two variables or datasets. There is a positive correlation between two variables
when an increase in one variable leads to the increase in the other. On the other hand, a negative
correlation means that when one variable increases, the other decreases and vice-versa. The types of
correlation are positive correlation, negative correlation and weak/zero correlation. Correlation
coefficient is used to find how strong a relationship is between data. They return a value that is
between -1 and +1. The formula for Pearson correlation coefficient is:
Where n = quantity, Σx = Total of first variable value, Σy = Total of second variable value, Σxy =
Sum of Product of first and second value, Σx2 = Sum of the squares of the first value, Σy2 = Sum of
the squares of second value.
LIMITATIONS OF THE STUDY
The limitations of the study are,
 The research is limited to 16 weeks.
 There were difficulties in gathering data from lower management people due totheir busy
work schedules.
 Information collected from employees might be biased.
 The research was limited to a single car servicing company.
20
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
4.1 PERCENTAGE ANALYSIS:
Table 4.1.1: Age of Respondents

Age of the respondents Frequency Percent
20-30 years 64 49.2
31-40 years 43 33.1
41-50 years 14 10.8
50-60 years 5 3.8
ABOVE 60 years 4 3.1
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 49.2% of the
respondents belong to the age category 20-30 years, 33.1 % of the respondents belong to the age
category of 31-40, 10.8% of the respondents belong to the age category of 41-50, 3.8% of the
respondents belong to the age category of 50-60 and 3.1% of the respondents belong to the age
category of above 60. The results show the employee’s demography of age from the responses
collected in the company.
Chart 4.1.1 Chart Showing Distribution of Respondents Based On Age Category

21
Table 4.1.2: Marital status of Respondents
Marital status Frequency Percent

Married 69 53.1
Unmarried 61 46.9
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 53.1% are married
and 46.9% are unmarried. It is clear that there are many number unmarried employee’s are present
in the company.
Chart 4.1.2 Chart Showing Distribution of Respondents Based On Marital

Status
22
Table 4.1.3: Gender of Respondents
Gender Frequency Percent

Male 88 67.7
Female 42 32.3
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 67.7% are Male and
32.3% are Female. The results show the employee’s demography of gender from the responses
collected in the company
Chart 4.1.3 Chart Showing Distribution of Respondents Based on Gender
23
Table 4.1.4: Educational Qualification of Respondents
Components Frequency Percent

SSLC 12 9.2
HSC 9 6.9
Diploma 38 29.2
Under Graduate 62 47.7
Post Graduate 9 6.9
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 9.2% have studied
up to 10th, 6.9% have studied up to 12th, 29.2% have studied diploma, 47.7% are under graduates
and 6.9% are post graduates. The results show the employee’s demography of educational
qualification from the responses collected in the company. It is seen that most of the respondents
have completed their under graduation.
Chart 4.1.4 Chart Showing Distribution of Respondents Based On Educational

Qualification
24
Table 4.1.5: Working Experience Of The Respondents

0-1 YEAR 42 32.3
2-3 YEARS 37 28.5
4-5 YEARS 27 20.8
6-9 YEARS 10 7.7
ABOVE 9 YEARS 14 10.8
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 32.3% have working
experience for 0-1 years, 28.5% have 2-3 years, 20.8%have 4-5 years, 7.7% have 6-9 years, and
10.8% have above 9 years experience. It is seen that most of the respondents are 0-1 years
experienced.
Chart 4.1.5 Chart Showing Distribution of Respondents Based On working

experience
25
Table 4.1.6: Excited To Come To Work

Yes 112 86.2
Maybe 18 13.8
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 86.2% feel excited
to work, 13.8% feel no excitement in their work. It is said that most of the respondents are feeling
excited to work.
Chart 4.1.6 Excited to come to work
26
Table 4.1.7: Liking to come to office regularly

Yes 127 97.7
No 3 2.3
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 97.7% of
respondents say yes for coming to office regularly, 2.3% of respondents say no for coming to
office regularly. It is said that employees feel coming to office regularly.
Chart 4.1.7 Liking to come to office regularly
27
4.1.8: Thoughts and Feelings Given Respect

Strongly disagree 1 .8
Disagree 2 1.5
Neutral 15 11.5
Agree 61 46.9
Strongly agree 51 39.2
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 39.2% of the
respondents thoughts and feelings are given respect, 46.9% agreed, 11.5% are neutral in response,
1.5% disagreed, 0.8% strongly disagree. It is said that the respondent’s feelings are given respect.
Chart 4.1.8 Thoughts and Feelings Given Respect
28
Table 4.1.9: Ideas are implemented in the organization

Yes 100 76.9
No 6 4.6
Sometimes 24 18.5
Total 130 100.0
INTERPRETATION:
respondents said that their ideas are implemented, 4.6% say their ideas are not implemented,
18.5% said sometimes. It is said that respondent’s ideas are implemented and respected.
Chart 4.1.9 Ideas are implemented in the organization
29
Table 4.1.10: Satisfaction with appreciation/recognition by the company

Dissatisfied 3 2.3
Neutral 18 13.8
Satisfied 54 41.5
Highly satisfied 55 42.3
Total 130 100.0
INTERPRETATION:
respondents have highly satisfied with the recognition and appreciation by the company, 41.5% are
satisfied, 13.8% gave neutral, 2.3% dissatisfied in getting recognition from the company. It is said
that there is high level of satisfaction in getting recognition
Chart 4.1.10 Satisfaction with appreciation/recognition by the company
30
Table 4.1.11: Safety while working

Yes 127 97.7
No 3 2.3
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 97.7% od
respondents are feeling safety while working, 2.3% of respondents are not feelings safety. It is said
that there is safety while working.
Chart 4.1.11 Safety while working
31
Table 4.1.12 Feeling proud to work in this company

Yes 128 98.5
No 2 1.5
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 98.5%
of respondents are feeling proud to work in this company, 1.5% doesn’t agree. It is
said that employee’s feeling proud to work in this company.
Chart 4.1.12 Feeling proud to work in this company
32
Table 4.1.13 Organization’s problem as your own

Yes 95 73.1
No 7 5.4
Sometimes 28 21.5
Total 130 100.0
INTERPRETATION:
of respondents think organization’s problem as their own, 5.4% say no, 21.5% say
sometimes. It is said that they consider the organization’s problem as their own.
Chart 4.1.13 Organization’s problem as your own
33
Table 4.1.14 Examining safety measures

Strongly disagree 3 2.3
Disagree 3 2.3
Neutral 10 7.7
Agree 63 48.5
Total 130 100.0
INTERPRETATION:
strongly agree, 48.5% agree, 7.7% remain neutral, 2.3% disagree, 2.3% strongly
disagree. It is said that there are high level of safety measures.
Chart 4.1.14 Examining safety measures
34
Table 4.1.15 free flow communication

Disagree 4 3.1
Neutral 18 13.8
Agree 50 38.5
Total 130 100.0
INTERPRETATION:
of respondents strongly agree, 38.5% agree, 13.8% remain neutral, 3.1% are
disagreeing, 2.3% strongly disagreed. It is said that there is free flow
communication.
Chart 4.1.15 free flow communication
35
Table 4.1.16 Satisfaction in management relationship with the workers

Highly dissatisfied 2 1.5
Dissatisfied 2 1.5
Neutral 13 10.0
Satisfied 45 34.6
Total 130 100.0
INTERPRETATION:
of respondents are highly satisfied, 34.6% are satisfied, 10% are remain neutral,
1.5% dissatisfied, 1.5% highly satisfied. It is said that there is satisfaction in
management relationship with the workers.
Chart 4.1.16 Satisfaction in management relationship with the workers
36
Table 4.1.17: Regular feedback from supervisor

Disagree 3 2.3
Neutral 18 13.8
Agree 61 46.9
Total 130 100.0
INTERPRETATION:
of respondents strongly agree that they receive regular feedback from supervisor,
46.9% agree that they receive feedback, 13.8% choose neutral, 2.3% disagreed, 0.8%
strongly disagree that they didn’t get feedback from supervisor. It is said that
feedback from supervisor are good in the company.
Chart 4.1.17 Regular feedback from supervisor

Table 4.1.18: Manager is Helpful

Yes 129 99.2
No 1 .8
Total 130 100.0
INTERPRETATION:
of the respondents say that their managers are helpful, 0.8% say they are not helpful.
It is said that the managers are helpful in this company.
Chart 4.1.18 Managers are Helpful
38
Table 4.1.19: Supervisors guidance when needed

Yes 89 68.5
No 5 3.8
Sometimes 36 27.7
Total 130 100.0
INTERPRETATION:
of respondents that they get guidance from their supervisor when they needed, 3.8%
say they are not getting guidance from their supervisor, 27.7% say that they are
getting guidance sometimes. It is said that that there is guidance from the supervisor.
Chart 4.1.19 Supervisors guidance when needed
39
Table 4.1.20: Manager Coaches to improve the performance

Disagree 6 4.6
Neutral 21 16.2
Agree 58 44.6
Total 130 100.0
INTERPRETATION:
of respondents strongly agree that the manager coaches to improve the performance,
44.6% agreed, 16.2% said neutral, 4.6% disagree it. It is said that manager coaches
to improve the performance.
Chart 4.1.20 Manager Coaches to improve the performance
40
Table 4.1.21 Managers provides proper training

Yes 110 84.6
No 3 2.3
Sometimes 17 13.1
Total 130 100.0
INTERPRETATION:
of respondents say that the managers provide proper training, 2.3% said no, 13.1%
say sometimes. It is said that the manager provides proper training.
Chart 4.1.21 Managers provides proper training
41
Table 4.1.22: Opportunities to improve employee’s skills

Disagree 3 2.3
Neutral 14 10.8
Agree 64 49.2
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents,
36.9% strongly agree that they have opportunities to improve their skills, 49.2%
agree that they have opportunities, 10.8% gave neutral, 2.3% disagreed, 0.8%
strongly disagree that they didn’t have opportunities to improve their skills. It is said
that most of the respondents have opportunities to improve their skills.
Chart 4.1.22 Opportunities to improve employee’s skills
42
Table 4.1.23: Recognition for Employee’s Contribution in Last 3 Months

Yes 105 80.8
No 25 19.2
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 80.8% say that they
are received recognition in last 3months, 19.2% have not received recognition. It is said that the
respondents are receiving recognition.
Chart 4.1.23 Recognition for Employee’s Contribution in Last 3 Months
43
Table 4.1.24: Demonstration of Commitment to Continuous Learning and
Development

Yes 77 59.2
No 7 5.4
Sometimes 46 35.4
Total 130 100.0
INTERPRETATION:
say they have continuous learning and development, 5.4% of respondents thinks they
doesn’t have continuous learning and development. It is said that there are lot of
continuous learning and development.
Chart 4.1.24 Demonstration of Commitment to Continuous Learning and

Development
44
4.1.25: Encouraged To Learn From Mistakes

Always 75 57.7
Often 28 21.5
Not at all 5 3.8
Rarely 22 16.9
Total 130 100.0
INTERPRETATION:
respondents say they learn from their mistakes, 21.5% say often, 3.8% say not at all, 16.9% rarely.
It is said that respondents are encouraged to learn from their mistakes.
Chart 4.1.25 Encouraged To Learn From Mistakes
45
Table 4.1.26: Career Opportunities at Your Company

Disagree 2 1.5
Neutral 24 18.5
Agree 59 45.4
Total 130 100.0
INTERPRETATION:
respondents have career opportunities at this company, 45.4% agreed, 18.5% say neutral, 1.5% say
disagree,3.1% strongly disagree about the career opportunities. It is said that there is career
opportunities in this company.
Chart 4.1.26 Career Opportunities at Your Company
46
Table 4.1.27: Arrangement for dealing with employee’s problem

Yes 112 86.2
No 12 9.2
Not aware 6 4.6
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 86.2% of respondents
have said that there are arrangements for dealing with employee problems, 9.2% of respondents said
there are no arrangements for employee problem, 4.6% of respondents are not aware of it. It is said
that there is arrangements for dealing with employee problem.
Chart 4.1.27 Arrangement for dealing with employee’s problem
47
Table 4.1.28: Promotion based performance of the employee

Disagree 3 2.3
Neutral 22 16.9
Agree 58 44.6
Total 130 100.0
INTERPRETATION:
strongly agrees that the promotion are based on performance of employee,44.6% of respondents
agreed, 16.9% are neutral,2.3% disagreed, 3.8% strongly disagreed. It is said that the promotions are
given based on performance of employee’s.
Chart 4.1.28 Promotion based performance of the employee’s
48
Table 4.1.29: The new ideas and initiatives improve the product and services

Disagree 3 2.3
Neutral 10 7.7
Agree 72 55.4
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 30% of respondent’s
new ideas improved their product and service, 55.4% of respondents agreed, 7.7% are neutral, 2.3%
disagreed, 4.6% of respondents are strongly disagree. It is said that the employee’s new ideas and
initiatives improving the product and service.
Chart 4.1.29 The new ideas and initiatives improve the product and services
49
Table 4.1.30: Jobs are challenging and exciting

Yes 103 79.2
No 8 6.2
Sometimes 19 14.6
Total 130 100.0
INTERPRETATION:
say that job are challenging and exciting, 6.2% say job are not challenging enough, 14.6% say
sometimes the jobs are challenging. It is said that the jobs are challenging and exciting.
Chart 4.1.30 Jobs are challenging and exciting
50
Table 4.1.31 Acceptation of offer with high salaried job and facilities in another
organization

Yes 70 53.8
No 27 20.8
Depends 33 25.4
Total 130 100.0
INTERPRETATION:
say they will leave the company for the better salary, 20.8% said they wont leave this company,
25.4% say depends. It is said that many employee’s will leave this company for the better salary
offered.
Chart 4.1.31 Acceptation of offer with high salaried job and facilities in another
organization
51
Table 4.1.32 Satisfaction with the work environment

Dissatisfied 2 1.5
Neutral 15 11.5
Satisfied 54 41.5
Total 130 100.0
INTERPRETATION:
are highly satisfied, 41.5% are satisfied, 11.5% are neutral, 1.5% are dissatisfied. It is said that
satisfaction in the work environment are good.
Chart 4.1.32 Satisfaction with the work environment
52
Table 4.1.33 Job position satisfaction

Highly dissatisfied 1 .8
Dissatisfied 5 3.8
Neutral 15 11.5
Satisfied 50 38.5
Total 130 100.0
INTERPRETATION:
are highly satisfied in their job position satisfaction, 38.5% are satisfied, 11.5% are neutral, 3.8% are
dissatisfied, 0.8% are highly dissatisfied. It is said that the job position satisfaction is high.
Chart 4.1.33 Job position satisfaction
53
Table 4.1.34: Positional responsibility

Disagree 7 5.4
Neutral 17 13.1
Agree 56 43.1
Total 130 100.0
INTERPRETATION:
strongly agree, 43.1% agreed, 13.1% neutral, 5.4% are disagreed, 0.8% are strongly disagreed. It is
said that the positional responsibility is high and good.
Chart 4.1.34 Positional responsibility
54
Table 4.1.35 Mission/purpose of job

Yes 126 96.9
No 4 3.1
Total 130 100.0
INTERPRETATION:
respondents understand the mission of the company and need them to feel that their job is
important and 3.1% of them did not feel like that.
Chart 4.1.35 Mission/purpose of job
55
Table 4.1.36: Salary satisfaction

Highly dissatisfied 1 .8
Dissatisfied 9 6.9
Satisfied 65 50.0
Total 130 100.0
INTERPRETATION:
respondents are highly satisfied, 50% are satisfied, 6.9% are dissatisfied, 0.8% are highly
dissatisfied. It is said that the salary satisfaction is high.
Chart 4.1.36 Salary satisfaction
56
Table 4.1.37: Opinion of the company

Dissatisfied 1 .8
Neutral 13 10.0
Satisfied 56 43.1
Total 130 100.0
INTERPRETATION:
respondents are highly satisfied about the company, 43.1% are satisfied, 10% are neutral, 0.8% are
dissatisfied. It is said that there is high opinion of company among the employee’s.
Chart 4.1.37 Opinion of the company
57
Table 4.1.38: Training time satisfaction

Disagree 3 2.3
Neutral 17 13.1
Agree 61 46.9
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 36.9% are strongly
agree, 46.9% say agree, 13.15% say neutral, 2.3% say disagree, 0.8% strongly disagree.
Chart 4.1.38 Training time satisfaction
58
Table 4.1.39: Company policies protection

Yes 118 90.8
No 5 3.8
Not at all 7 5.4
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 90.8% say yes to
protection in policies, 3.8% say no, 5.4% they don’t know about it. It is said that there is high level
of company policies protection.
Chart 4.1.39 Company policies protection
59
Table 4.1.40 Work assignments are assigning fairly

Disagree 4 3.1
Neutral 20 15.4
Agree 53 40.8
Total 130 100.0
INTERPRETATION:
The total number of respondents of the survey is 130. Out of 130 respondents, 40% of respondents
strongly agree, 40.8% were agreed, 15.4% were remain neutral, 3.1% disagree’s, 0.8% strongly
disagree. It is said that the work assignment are assigned fairly.
Chart 4.1.40 Work assignments are assigning fairly
60
Table 4.1.41 I use my professional skills at my work

Disagree 2 1.5
Neutral 19 14.6
Agree 54 41.5
Total 130 100.0
INTERPRETATION:
respondents straongly agree that they use professional skills at work, 41.5% were agree to that,
14.6% remain neutral, 1.5% disagree’s, 0.8% stromgly disagree. It is said that the employee’s use
their professional skills at work.
Chart 4.1.41 I use my professional skills at my work
61
Table 4.1.42 I work in a team environment

Disagree 5 3.8
Neutral 10 7.7
Agree 49 37.7
Total 130 100.0
INTERPRETATION:
respondents strongly agree, 37.7% agree, 7.7% remain neutral, 3.8% disagree. It is said that there
is team environment.
Chart 4.1.42 I work in a team environment.
62
4.2 CHI SQUARE TESTS:
4.2.1 GENDER AND EXCITEMENT TO WORK
Null Hypothesis: There is no significant association between the gender of the respondents and
level of excitement to work.
Alternate Hypothesis: There is significant association between the gender of the respondents
and level of excitement to work.
Case Processing Summary

Cases
Valid Missing Total
N Perce N Perce N Percent
nt nt
Gender * Excited to 130 100.0% 0 .0% 130 100.0%
work
Gender * Excited to work Cross tabulation

Count
Excited to work Total
Yes Maybe
Gender Male 77 11 88
Female 35 7 42
Total 112 18 130
63
Value df Asymp. Exact Sig. Exact Sig.
Sig. (2- (2-sided) (1-sided)
sided)
Pearson Chi- .414a 1 .520

Square
Continuity .138 1 .710
Correctionb
Likelihood .403 1 .525
Ratio
Fisher's Exact .590 .348
Test
Linear-by- .411 1 .522
Linear
Association
N of Valid 130
Cases
INTERPRETATION:
The significance value of the Pearson’s Chi Square is 0.520 which is greater than 0.05. Therefore,
Null Hypothesis is accepted and Alternative hypothesis is rejected.
There is no significant association between the gender of the respondents and level of excitement
to work.
4.2.2 MARITAL STATUS AND RECOGNITION FOR CONTRIBUTION IN

LAST 3 MONTHS
Null hypothesis: There is no significant association between the marital status of the
respondents and level recognition for contribution in last 3 months.
Alternate hypothesis: There is significant association between the marital status of the
respondents and level recognition for contribution in last 3 months.
64
Table 4.2.2 Marital Status And Recognition For Contribution In Last 3 Months
Cases
Valid Missing Total
N Perce N Perce N Percent
nt nt
Marital status * 130 100.0% 0 .0% 130 100.0%
Recognition for your
contributions in last 3
months
Marital status * Recognition for your contributions in last 3 months Cross tabulation
Count
Recognition for your contributions in last 3 Total
months
Yes No
Marital Married 59 10 69
status Unmarried 46 15 61
Total 105 25 130
65
Chi-Square Tests
Value df Asymp. Sig. Exact Sig. Exact Sig. (1-sided)
(2-sided) (2-sided)
Pearson Chi-Square 2.125a 1 .145
Continuity Correctionb 1.525 1 .217
Likelihood Ratio 2.128 1 .145
Fisher's Exact Test .182 .108
Linear-by-Linear 2.109 1 .146
Association
N of Valid Cases 130
a. 0 cells (.0%) have expected count less than 5. The minimum expected count is 11.73.
b. Computed only for a 2x2 table
Interpretation
INTERPRETATION:
There is no significant association between the marital status of the respondents and level
recognition for contribution in last 3 months.
4.2.3 GENDER AND ORGANIZATIONAL PROBLEM AS YOUR OWN

Null hypothesis: There is no significant association between the gender of the respondents and
the level of organizational problem as your own
Alternate hypothesis: There is significant association between the gender of the respondents
and the level of organizational problem as your own
Table 4.2.3 Gender and Organizational Problem As Your Own
Cases
Valid Missing Total
N Percent N Percent N Percent
Gender * Organization’s 130 100.0% 0 .0% 130 100.0%
problem as your own
66
Gender * Organization’s problem as your own Crosstabulation
Count
Organization’s problem as your own Total
Yes No Sometimes
Gender Male 61 6 21 88
Female 34 1 7 42
Total 95 7 28 130
Chi-Square Tests
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 2.250a 2 .325
Likelihood Ratio 2.434 2 .296
Linear-by-Linear Association 1.470 1 .225
N of Valid Cases 130
a. 2 cells (33.3%) have expected count less than 5. The minimum expected count is 2.26.
INTERPRETATION:
There is no significant association between the gender of the respondents and level of organization
problem as your own.
4.3 ONE WAY ANOVA:
4.3.1 AGE AND SALARY SATISFACTION

Null Hypothesis (H0): There is no significant mean difference between the age of the respondents
and the level of salary satisfaction
Alternate Hypothesis (H1): There is significant mean difference between the age of the
respondents and the level of salary satisfaction
67
Table 4.3.1 Age and Salary Satisfaction
Descriptive
Salary satisfaction
N Mean Std. Std. 95% Confidence Minimum Maximum
Deviation Error Interval for Mean
Lower Upper
Bound Bound
20-30 64 4.16 .946 .118 3.92 4.39 1 5
years
31-40 43 4.49 .631 .096 4.29 4.68 2 5
years
41-50 14 4.21 .802 .214 3.75 4.68 2 5
years
50-60 5 4.20 .447 .200 3.64 4.76 4 5
years
ABOVE 4 3.75 1.258 .629 1.75 5.75 2 5
60 years
Total 130 4.26 .840 .074 4.12 4.41 1 5
ANOVA
Salary satisfaction
Sum of Squares df Mean Square F Sig.
Between Groups 4.019 4 1.005 1.442 .224
Within Groups 87.089 125 .697
Total 91.108 129
68
Multiple Comparisons
Post Hoc Tests
Salary satisfaction
Tukey HSD
(I) Age (J) Age Mean Std. Sig. 95% Confidence Interval
Difference Error Lower Upper
(I-J) Bound Bound
20-30 years 31-40 years -.332 .165 .264 -.79 .12
41-50 years -.058 .246 .999 -.74 .62
50-60 years -.044 .388 1.000 -1.12 1.03
ABOVE 60 .406 .430 .879 -.78 1.60
years
31-40 years 20-30 years .332 .165 .264 -.12 .79
41-50 years .274 .257 .823 -.44 .99
50-60 years .288 .394 .949 -.80 1.38
ABOVE 60 .738 .436 .442 -.47 1.95
years
41-50 years 20-30 years .058 .246 .999 -.62 .74
31-40 years -.274 .257 .823 -.99 .44
50-60 years .014 .435 1.000 -1.19 1.22
ABOVE 60 .464 .473 .863 -.85 1.77
years
50-60 years 20-30 years .044 .388 1.000 -1.03 1.12
31-40 years -.288 .394 .949 -1.38 .80
41-50 years -.014 .435 1.000 -1.22 1.19
ABOVE 60 .450 .560 .929 -1.10 2.00
years
ABOVE 60 20-30 years -.406 .430 .879 -1.60 .78
years 31-40 years -.738 .436 .442 -1.95 .47
41-50 years -.464 .473 .863 -1.77 .85
50-60 years -.450 .560 .929 -2.00 1.10
69
Salary satisfaction
Tukey HSDa,b
Age N Subset for alpha = 0.05
1
20-30 years 64 4.16
50-60 years 5 4.20
41-50 years 14 4.21
31-40 years 43 4.49
Sig. .340
Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 8.924.
b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type I error levels
are not guaranteed.
INTERPRETATION:
The significance value is 0.224 which is greater than 0.05. Therefore, Null Hypothesis is accepted
and Alternative hypothesis is rejected
Therefore, there is significant mean difference between the age of the respondents and level of
salary satisfaction.
4.3.2 AGE AND CAREER OPPORTUNITY AT YOUR COMPANY:
Null Hypothesis (H0): There is no significant mean difference between the age of the
respondents and the level of career opportunity at your company.
70
Descriptives
Career opportunities at your company
Lower Upper
Bound Bound
20-30 64 3.88 .984 .123 3.63 4.12 1 5
years
31-40 43 4.12 .905 .138 3.84 4.39 1 5
years
41-50 14 4.14 .770 .206 3.70 4.59 3 5
years
50-60 5 3.80 .447 .200 3.24 4.36 3 4
years
ABOVE 4 4.75 .500 .250 3.95 5.55 4 5
60 years
Total 130 4.01 .919 .081 3.85 4.17 1 5
ANOVA
Between Groups 4.309 4 1.077 1.286 .279
Total 108.992 129
71
Tukey HSD
(I) Age (J) Age Mean Std. Sig. 95% Confidence
Difference Error Interval
(I-J) Lower Upper
Bound Bound
20-30 years 31-40 years -.241 .180 .669 -.74 .26
41-50 years -.268 .270 .858 -1.02 .48
50-60 years .075 .425 1.000 -1.10 1.25
ABOVE 60 -.875 .472 .347 -2.18 .43
years
31-40 years 20-30 years .241 .180 .669 -.26 .74
41-50 years -.027 .282 1.000 -.81 .75
50-60 years .316 .432 .949 -.88 1.51
ABOVE 60 -.634 .478 .676 -1.96 .69
years
41-50 years 20-30 years .268 .270 .858 -.48 1.02
31-40 years .027 .282 1.000 -.75 .81
50-60 years .343 .477 .952 -.98 1.66
ABOVE 60 -.607 .519 .768 -2.04 .83
years
50-60 years 20-30 years -.075 .425 1.000 -1.25 1.10
31-40 years -.316 .432 .949 -1.51 .88
41-50 years -.343 .477 .952 -1.66 .98
ABOVE 60 -.950 .614 .534 -2.65 .75
years
ABOVE 60 20-30 years .875 .472 .347 -.43 2.18
years 31-40 years .634 .478 .676 -.69 1.96
41-50 years .607 .519 .768 -.83 2.04
50-60 years .950 .614 .534 -.75 2.65
72
Tukey HSDa,b
1
50-60 years 5 3.80
20-30 years 64 3.88
31-40 years 43 4.12
41-50 years 14 4.14
Sig. .189

are not guaranteed.
INTERPRETATION:
Therefore, there is significant mean difference between the negative influence by age of the
respondents and level of career opportunities at your company
4.3.3 AGE AND JOB POSITION SATISFACTION:
Null Hypothesis (H0): There is no significant mean difference between the age of the
73
Descriptives
Job position satisfaction
Lower Upper
Bound Bound
20-30 64 4.17 .883 .110 3.95 4.39 1 5
years
31-40 43 4.44 .796 .121 4.20 4.69 2 5
years
41-50 14 4.07 .730 .195 3.65 4.49 3 5
years
50-60 5 3.60 1.342 .600 1.93 5.27 2 5
years
ABOVE 4 4.50 .577 .289 3.58 5.42 4 5
60 years
Total 130 4.24 .861 .076 4.09 4.39 1 5
ANOVA
Between Groups 4.765 4 1.191 1.639 .169
Total 95.608 129
74
Tukey HSD
(I) Age (J) Age Mean Std. Sig. 95% Confidence
Difference Error Interval
(I-J) Lower Upper
Bound Bound
20-30 years 31-40 years -.270 .168 .496 -.74 .20
41-50 years .100 .252 .995 -.60 .80
50-60 years .572 .396 .600 -.52 1.67
ABOVE 60 -.328 .439 .945 -1.54 .89
years
31-40 years 20-30 years .270 .168 .496 -.20 .74
41-50 years .370 .262 .621 -.36 1.10
50-60 years .842 .403 .231 -.27 1.96
ABOVE 60 -.058 .446 1.000 -1.29 1.18
years
41-50 years 20-30 years -.100 .252 .995 -.80 .60
31-40 years -.370 .262 .621 -1.10 .36
50-60 years .471 .444 .826 -.76 1.70
ABOVE 60 -.429 .483 .901 -1.77 .91
years
50-60 years 20-30 years -.572 .396 .600 -1.67 .52
31-40 years -.842 .403 .231 -1.96 .27
41-50 years -.471 .444 .826 -1.70 .76
ABOVE 60 -.900 .572 .517 -2.48 .68
years
ABOVE 60 20-30 years .328 .439 .945 -.89 1.54
years 31-40 years .058 .446 1.000 -1.18 1.29
41-50 years .429 .483 .901 -.91 1.77
50-60 years .900 .572 .517 -.68 2.48
75
Tukey HSDa,b
1
50-60 years 5 3.60
41-50 years 14 4.07
20-30 years 64 4.17
31-40 years 43 4.44
Sig. .176

are not guaranteed.
INTERPRETATION:
Therefore, there is significant mean difference between the negative influence by age of the
respondents and level of job position satisfaction
76
4.4 INDEPENDENT T-TEST:
4.4.1 GENDER AND FREE FLOW COMMUNICATION
Null Hypothesis (H0): There is no significant mean difference between the gender of the
respondents and level of free flow communication
Alternate Hypothesis (H1): There is significant mean difference between the gender of the
respondents and level of free flow communication
Group Statistics
Gender N Mean Std. Deviation Std. Error
Mean
Free flow communication Male 88 4.10 .959 .102
Female 42 4.26 .885 .137
Table 4.4.1 Gender and Free Flow Communication

Independent Samples Test
Levene's
Test for
Equality of
Variances t-test for Equality of Means
95%
Confidence
Interval of
Sig. Std. the
(2- Mean Error Difference
F Sig. t df tailed) Difference Difference Lower Upper
Free flow Equal .010 .922 - 128 .365 -.160 .176 -.507 .188
communication variances .909
assumed
Equal - 86.986 .352 -.160 .171 -.499 .179
variances .936
not assumed
77
INTERPRETATION:
and Alternative hypothesis is rejected.
Therefore, there is no significant mean difference between the gender of the respondents and level
of free flow communication.
4.4.2 GENDER AND I WORK IN A TEAM ENVIRONMENT
Null Hypothesis (H0): There is no significant mean difference between the gender of the
respondents and I work in a team environment.
Alternate Hypothesis (H1): There is significant mean difference between the gender of the
respondents and I work in a team environment.
Group Statistics
Gender N Mean Std. Deviation Std. Error
Mean
I work in a team Male 88 4.40 .751 .080
environment. Female 42 4.26 .857 .132
78
Table 4.4.2 Gender and I Work In A Team Environment
Levene's t-test for Equality of Means
Test for
Equality
of
Variance
s
F Sig t df Sig. Mean Std. 95%
. (2- Differenc Error Confidence
tailed e Differenc Interval of
) e the
Difference
Lowe Uppe
r r
I work in a Equal .83 .36 .92 128 .359 .136 .148 -.156 .428
team variance 0 4 1
environmen s
t. assume
d
Equal .87 72.00 .383 .136 .155 -.172 .444
variance 9 4
s not
assume
d
INTERPRETATION:
Therefore, there is no significant mean difference between the gender of the respondents and I
work in a team environment.
79
4.4.3 MARITAL STATUS AND PROMOTION BASED ON PERFORMANCE
OF THE EMPLOYEE
Group Statistics
Marital N Mean Std. Std. Error
status Deviation Mean
Promotion based Married 69 4.00 1.043 .126
performance of the Unmarried 61 3.98 .885 .113
employee
Table 4.4.3 Marital Status and Promotion Based On Performance Of The

Employee
Levene's t-test for Equality of Means
Test for
Equality
of
Variances
F Sig t df Sig. Mean Std. 95%
. (2- Differen Error Confidence
tailed ce Differen Interval of
) ce the
Difference
Lowe Uppe
r r
Promotion Equal 1.29 .25 .09 128 .924 .016 .171 -.322 .354
based varianc 6 7 6
performan es
ce of the assume
employee d
Equal .09 127.79 .923 .016 .169 -.318 .351
varianc 7 4
es not
assume
d
80
INTERPRETATION:
Therefore, there is no significant mean difference between the marital status of the respondents and
promotions based performance of the employees.
.
4.5 LINEAR REGRESSION:
4.5.1 AGE AND OPPORTUNITIES TO IMPROVE YOUR SKILLS

Null Hypothesis (H0): There is no significant relationship between the age of the respondents
and level of opportunities to improve your skills.
Alternate Hypothesis (H1): There is significant relationship between the age of the
respondents and level of opportunities to improve your skills.
Table 4.5.1 Age and Opportunities To Improve Your Skills

Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .094a .009 .001 .778
a. Predictors: (Constant), Age
ANOVAb
Model Sum of df Mean F Sig.
Squares Square
1 Regression .696 1 .696 1.149 .286a
Residual 77.497 128 .605
Total 78.192 129
b. Dependent Variable: Opportunities to improve your skills
81
Coefficients
Model Un standardized Standardized t Sig. 95.0% Confidence
Coefficients Coefficients Interval for B
B Std. Beta Lower Upper
Error Bound Bound
1 (Constant) 4.031 .165 24.402 .000 3.704 4.358
Age .103 .096 .094 1.072 .286 -.087 .292
a. Dependent Variable: Opportunities to improve your skills
INTERPRETATION:
The R value is 0.094.
R Square value is 0.009which is 0.9%.
The R significant value is 0.286.
y = a + bx (y = 4.031+ (0.103x) which is y = 4.031+ 0.103x
There is no significant relationship between the age of the respondents and level of opportunities to
improve your skills.
4.5.2 AGE AND THOUGHTS & FEELING GIVEN RESPECT:

and thoughts & feeling given respect.
respondents and thoughts & feeling given respect.
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .018a .000 -.007 .773
INTERPRETATION:
The significance value is 0.841 which is greater than 0.05. Therefore, Null Hypothesis is accepted and
Alternative hypothesis is rejected.
There is significant relationship between the age of the respondents and thoughts & feelings given
respect.
82
Model Sum of Squares df Mean Square F Sig.
1 Regression .024 1 .024 .040 .841a
Residual 76.507 128 .598
Total 76.531 129
Coefficientsa
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 4.248 .140 30.438 .000
Age -.014 .068 -.018 -.201 .841
4.5.3 AGE AND TRAINING TIME SATISFACTION
and training time satisfaction.
respondents and training time satisfaction.
Model Summary
Model R R Square Adjusted R Square Std. Error of the
Estimate
1 .071a .005 -.003 .800
83
Sum of df Mean Square F Sig.
Model Squares
1 Regression .412 1 .412 .644 .424a
Residual 81.865 128 .640
Total 82.277 129
b. Dependent Variable: Training time satisfaction.
Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.
Coefficients
B Std. Error Beta
1 (Constant) 4.270 .144 29.584 .000
Age -.057 .071 -.071 -.803 .424
a. Dependent Variable: Training time satisfaction
INTERPRETATION:
There is significant relationship between the age of the respondents and training time satisfaction.
4.6 CORRELATION:
4.6.1 AGE AND REGULAR FEEDBACK FROM THE SUPERVISOR

Null Hypothesis (H0): There is no significant mean difference between age of the respondents
and regular feedback from the supervisor
Alternate Hypothesis (H1): There is significant mean difference between age of the
respondents and regular feedback from the supervisor
84
Table 4.6.1 Age and regular feedback from the supervisor
Correlations
Age Regular feedback
from supervisor
Age Pearson Correlation 1 -.026
Sig. (2-tailed) .768
N 130 130
Regular feedback from Pearson Correlation -.026 1
supervisor Sig. (2-tailed) .768
N 130 130
Chart 4.6.1 and regular feedback from the supervisor
INTERPRETATION:
There is no significant mean difference between age of the respondents and regular feedback from
the supervisor
Pearson Correlation Values between the variables is -0.026. There exists a weak negative
correlation between the variables.
85
4.6.2 AGE AND THE NEW IDEAS & INITIATIVES IMPROVE YOUR
PRODUCT AND SERVICE
Null Hypothesis (H0): There is no significant mean difference between ages of the
respondents and the new ideas & initiatives improve your product and service.
respondents and the new ideas & initiatives improve your product and service.
Table 4.6.2 Age and The New Ideas & Initiatives Improve Your Product And
Service
Age The new ideas

and initiatives
improve your
product and
services
Age Pearson Correlation 1 .075
N 130 130
The new ideas and Pearson Correlation .075 1
initiatives improve your Sig. (2-tailed) .397

N 130 130
product and services
86
Chart 4.6.2 Age and The New Ideas & Initiatives Improve Your Product And
Service
INTERPRETATION:
There is no significant mean difference between age of the respondents and the new ideas &
initiatives improve your product and service.
Pearson Correlation Values between the variables is 0.075. There exists a weak negative
87
4.6.3 AGE AND OPINION OF COMPANY
Null Hypothesis (H0): There is no significant mean difference between ages of the
respondents and opinion of company.
respondents and opinion of company.
Table 4.6.3 Age and Opinion Of Company
Correlations
Age Opinion of the
company
Age Pearson Correlation 1 -.015
N 130 130
Opinion of the company Pearson Correlation -.015 1
N 130 130
Chart 4.6.3 Age and Opinion Of Company
88
INTERPRETATION:
There is no significant mean difference between ages of the respondents and the new ideas &
initiatives improve your product and service.
Pearson Correlation Values between the variables is -0.015. There exists a strong positive
89
CHAPTER 5
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS:
 From 130 respondents, 67.7% are Male respondents and 32.3% are Female respondents.
Therefore, Male respondents are more in number compared to female respondents.
 The total number of respondents of the survey is 130. Out of 130 respondents, 49.2% of the
respondents belong to the age category 20-30 years, 33.1 % of the respondents belong to
the age category of 31-40, 10.8% of the respondents belong to the age category of 41-50,
3.8% of the respondents belong to the age category of 50-60 and 3.1% of the respondents
belong to the age category of above 60.
 53.1% of the respondents are married and 46.9% of the respondents are unmarried.
Therefore there is high number of married people than unmarried people.
 Out of 130 respondents, 9.2% have studied up to 10th, 6.9% have studied up to 12th, 29.2%
have studied diploma, 47.7% are under graduates and 6.9% are post graduates. The results
show the employee’s demography of educational qualification from the responses collected
in the company. It is seen that most of the respondents have completed their under
graduation.
 32.3% have working experience for 0-1 years, 28.5% have 2-3 years, 20.8%have 4-5 years,
7.7% have 6-9 years, and 10.8% have above 9 years experience. It is seen that most of the
respondents are 0-1 years experienced.
 86.2% feel excited to work, 13.8% feel no excitement in their work. It is said that most of
the respondents are feeling excited to work.
 The total number of respondents of the survey is 130. 36.2% of respondents strongly agree
that they receive regular feedback from supervisor, 46.9% agree that they receive feedback,
13.8% choose neutral, 2.3% disagreed, 0.8% strongly disagree that they didn’t get feedback
from supervisor. It is said that feedback from supervisor are good in the company
 97.7% of respondents say yes for coming to office regularly. It is said that employees feel
coming to office regularly
 36.9% strongly agree that they have opportunities to improve their skills. It is said that most
of the respondents have opportunities to improve their skills.
 Out of 130 respondents, 80.8% say that they are received recognition in last 3 months. It is
said that the respondents are receiving recognition.
 59.2% say they have continuous learning and development. It is said that there are lot of
continuous learning and development.
90
 Out of 130 respondents, 99.2% of the respondents say that their managers are helpful at
their company.
 68.5% of respondents that they get guidance from their supervisor when they needed in the
company. It is said that that there is guidance from the supervisor.
 86.2% of respondents have said that there are arrangements for dealing with employee
problems. It is said that there is arrangements for dealing with employee problem.
 97.7% of respondents are feeling safety while working. It is said that there is safety while
working in the company.
 Out of 130 respondents, 79.2% of respondents say that job are challenging and exciting in
the company.
 34.6% of respondents strongly agree that the manager coaches to improve the performance
of the employee in the company. It is said that manager coaches to improve the
performance.
 Managers provide proper training to the employee for their high productivity of about
84.6% in their company.
 45.4% of respondents are highly satisfied in their job position satisfaction, 38.5% are
satisfied, 11.5% are neutral, 3.8% are dissatisfied, 0.8% are highly dissatisfied. It is said
that the job position satisfaction is high.
 45.4% of respondents are highly satisfied in their job position satisfaction, 38.5% are
satisfied, 11.5% are neutral, 3.8% are dissatisfied, 0.8% are highly dissatisfied. It is said
that the job position satisfaction is high.
 96.9% of respondents understand their mission of job, 3.1% of them doesn’t understand the
mission. It is said that there is lot of understanding in mission of job.
 90.8% say yes to protection in policies, 3.8% say no, 5.4% they don’t know about it. It is
said that there is high level of company policies protection.
 40% of respondents strongly agree, 40.8% were agreed, 15.4% were remaining neutral,
3.1% disagrees, 0.8% strongly disagree. It is said that the work assignment are assigned
fairly.
91
5.2 SUGGESTIONS
 The feedback collected regularly from the employee’s should be solved quickly to improve
the trust of the employee’s
 The relationship of the employee’s and employers should be maintained smoothly with
proper communication.
 Employee encouragement in learning from their mistakes will be successful factor that the
company should adopt.
 Career opportunity in the organization should be known to the every employee to their
career growth and company growth.
 Every employee’s ideas should be consider for new policy that the organization going to
adopt for their betterment of the company.
 Every achievement by the employee’s should be appreciated / recognized by the company
to gain the employee trust.
 Promotion should be given to the employee’s by analyzing the employee’s past
performance and also their capability to work on.
 Training should be more practical to gain the knowledge according to the job that the
employee going to work in the company.
 Every employee’s should know their positional responsibility to know more about their job
and career growth in this organization.
 The employees should focus on specifics to increase the conscientiousness in the
workplace.
 The organization can strive to motivate their employees with the reward substitution so that
they will be willing to exhibit altruistic behaviors
 Allow the employees to see the good they are doing in the organization that will enhance
their altruistic behaviors
 The organization can take efforts to make the employees to know their workmates, keep the
fun through games and recognize efforts. So, through these ways the sportsmanship in the
workplace can be improved to promote the healthy competition.
 If employees increase altruism, courtesy, sportsmanship, conscientiousness in the
organization there will be strong ambassadors for the organization. These factors will lead
to improve the Employee Engagement level and job satisfaction.
 The organization can take the measures to provide them opportunity to develop their skills.
This will increase the sense of personal personality for others.
92
5.3 CONCLUSION
Employee engagement at work could be a driving force of employee job satisfaction thus a lead to
better organizational performance in term of reaching the aimed goals. The more employee
engagement is applicable the high job satisfaction and performance of organization is guaranteed.
The present study is an attempt to evaluate the critical relationship between these factors and hence
it was proved that employee engagement is high positively depending on job satisfaction.
The main objective of this project is to understand employee engagement factors that can help
increase or willingness of the employee to be innovative at work. Though there are many studies
on employee engagement, this study has highlighted useful information with regards to innovation
in Automobile service industry through employee engagement. The unexpected outcome of
employees being more engaged by training and development opportunities, than reward and
compensation will indicate to management that money is not necessarily influencing their
employees to give more of their discretionary effort.
The Ambal autos private limited have the great employees engagement system one of the
representative are exceptionally are cheerful to work in this organization, it keeps great
communication between its colleagues, administration and also between the superior and its
subordinators. The employee’s engagement study carried out in Automobiles industries Pvt. Ltd
was successful in achieving specific objective with their employee’s co-operation.
93
ANNEXURE – I
QUESTIONNAIRE
A STUDY ON IMPACT OF EMPLOYEE ENGAGEMENT IN JOB

SATISFACTION WITH REFERENCE TO AMBAL AUTOS PRIVATE
LIMITED
I, Surya V, 2nd year MBA student of Sri Krishna College of Engineering and Technology have
prepared the questionnaire to understand and analyze the responses for the project research "A
study on impact of employee engagement in job satisfaction with reference to Ambal autos private
limited”. Researcher assures you that the opinion or response collected shall be highly confidential
and the research outcomes will be used only for the academic purposes.
1. Name: ____________________
2. Email ID: _____________________________
3. Contact Number: ____________________________
4. Age:
a) 20-30 years
b) 31-40 years
c) 41-50 years
d) 50-60 years
e) ABOVE 60 years
5. Marital status:
a) Married
b) Unmarried
6. Gender:
a) Male
b) Female
c) Prefer not to say
7. Educational qualification:
a) HSC
b) SSLC
c) Diploma
d) Under Graduate
e) Post Graduate
8. Designation: ____________________________
9. How long are you working in AMBAL AUTOS PVT LTD?

a) 0-1 YEARS
b) 2-3 YEARS
c) 4-5 YEARS
d) 6-9 YEARS
e) ABOVE 9 YEARS
94
10. Do you feel excited about coming to work?
a) Yes
b) No
c) Maybe
11. You feel like coming to office regularly?

a) Yes
b) No
12. Do you agree that your thoughts and feelings given due respect at your work place?
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
13. Do you feel that your ideas are implemented in your organization?
a) Yes
b) Sometimes
c) No
14. Have you satisfied with the way your participation appreciated/recognized by company?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly Dissatisfied
15. Do you feel safe while working?

a) Yes
b) No
16. Do you feel proud to work for Ambal autos private limited?
a) Yes
b) No
17. Do you think the organization’s problem as your own?

a) Yes
b) No
c) Sometimes
18. Safety measures are well maintained and periodically analyzed

b) Disagree
c) Neutral
d) Agree
e) Strongly agree
95
19. There is a free flow communication throughout the workplace
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
20. Are you satisfied with the management maintaining good relationship with the workers?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
21. Do you agree that you get Feedback regularly from your supervisor for improving your
performance?
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
22. Do you feel that your managers are helpful?

a) Yes
b) No
23. Do you feel that your supervisors guide you when you needed?
a) Yes
b) Sometimes
c) No
24. You feel your manager regularly coaches you on improving your performance
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
25. Do you feel your managers provide you proper training according to your job?
a) Yes
b) Sometimes
c) No
26. Do you agree that you are getting sufficient opportunities to improve your skills?
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
96
27. Are you receiving any recognition for your contributions in last 3 months?
a) Yes
b) No
28. Does your manager demonstrate a personal commitment to your continuous learning and
development?
a) Yes
b) Sometimes
c) No
29. Do you get encouragement to learn from your mistakes?

a) Always
b) Often
c) Rarely
d) Not at all
30. You are aware of the career opportunities that are available to you at your company
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
31. Do you feel that there is sufficient arrangement in an organization for dealing with employee’s
problem?
a) Yes
b) No
c) Not aware
32. Promotion are given according to performance of the employee

b) Disagree
c) Neutral
d) Agree
e) Strongly agree
33. The new ideas and initiatives improve your product and services
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
34. Do you feel that your jobs are challenging and exciting?
a) Yes
b) Sometimes
c) No
35. If you are offered high salaried job and facilities in another organization, will you accept it?
a) Yes
b) No
c) Depends
97
36. Are you satisfied with the work environment?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
37. Does your current job position satisfy you?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
38. You can always understand your positional responsibility

b) Disagree
c) Neutral
d) Agree
e) Strongly agree
39. Does the mission/purpose of your company make you feel that your job is important?
a) Yes
b) No
40. Are you satisfied with the salary that you receive
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
41. Your overall level of satisfaction on the company as an employee?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
42. Felt satisfaction towards during the time of training?

b) Disagree
c) Neutral
d) Agree
e) Strongly agree
43. Do you feel that the company policies really protect your interest?
a) Yes
b) No
c) Not at all
98
44. Work assignments are assigning fairly
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
45. I use my professional skills at my work

b) Disagree
c) Neutral
d) Agree
e) Strongly agree
46. I work in a team environment

b) Disagree
c) Neutral
d) Agree
e) Strongly agree
99
ANNEXURE – II
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A STUDY ON IMPACT OF EMPLOYEE ENGAGEMENT IN

JOB SATISFACTION WITH REFERENCE TO AMBAL AUTO

Register Number: 20EPMB103

In partial fulfillment of the

requirements for the award of the

MASTER OF BUSINESS ADMINISTRATION

SRI KRISHNA COLLEGE OFENGINEERING AND

ACCREDITED BY NAAC WITH ‘A’ GRADE

MAY / JUNE 2022

(An Autonomous Institution)

Approved by AICTE and Affiliated to Anna University, Chennai

This is to certify that the project entitled “A STUDY ON IMPACT OF

This project report is submitted for the Autonomous project Viva-Voceexamination

INTERNAL EXAMINER EXTERNALEXAMINER

any degree or diploma, either in this or any other University.

Name of the Student: SURYA V

Register Number: 20EPMB103

I express my sincere gratitude to Dr. J. Janet, Principal, Sri Krishna College of

CHAPTER CONTENTS PAGE

1.1 About the Industry 2

1.2 About the Company 4

1.3 About the Project 6

III RESEARCH METHODOLOGY 14

3.1 Objectives of the Study 14

3.1.1. Primary Objectives 14

3.1.2. Secondary Objectives 14

3.2 Scope of the Study 14

3.3 Need for the Study 14

3.4 Research Design 15

3.5 Sampling Design 16

3.5.1. Sampling Technique 16

3.6 Data Collection 16

3.7 Tools used for Analysis 17

3.8 Limitations of the Study 20

IV DATA ANALYSIS AND INTERPRETATION 21

4.2 Chi Square test 63

4.3 One way ANOVA 67

4.4 Independent T - Test 77

4.5 Linear regression 81

V FINDINGS, SUGGESTIONS AND 90

TABLE NO. PARTICULARS PAGE NO.

4.1.1 Age of Respondents 21

4.1.2 Marital Status 22

4.1.4 Educational qualification 24

4.1.5 Working experience 25

4.1.6 Excited to work 26

4.1.7 Liking to came to office regularly 27

4.1.8 Thoughts and feelings given respect 28

4.1.9 Ideas are implemented in your organization 29

4.1.10 Satisfaction with appreciation/recognition by the company 30

4.1.11 Safety while working 31

4.1.12 Feeling proud to work in this company 32

4.1.13 Organization’s problem as your own 33

4.1.14 Examining safety measures 34

4.1.15 Free flow communication 35

4.1.16 Satisfaction in management relationship with the workers 36

4.1.18 Manager is Helpful 38

4.1.19 Supervisors guidance when needed 39

4.1.20 Manager Coaches to improve the performance 40