A

Report on
“A STUDY ON EMPLOYEE ENGAGEMENT”
With reference to

DigiPub APEX CoVantage A.P PVT LTD, VISAKHAPATNAM

As part of Internship
In partial fulfillment for the award of the degree of
Bachelor of Business Administration (BBA)

Submitted by
N.M.V. ANAND YADAV
Regd. No: 120132607030
Under the esteemed guidance of
Mrs. BHAVANI SRI RAMYA.M
Assistant professor, SIMS
&
Mrs. GAYATRI KIDAMBI
HR Manager, APEX CoVantage

SRINIVASA INSTITUTE OF MANAGEMENT STUDIES (SIMS)

PM Palem, Visakhapatnam.
2020-2023

1
 DECLARATION

I hereby declare that the project entitled “A STUDY ON EMPLOYEE ENGAGEMENT” with
reference to “APEX CoVantage” is prepared by me under the guidance of Mrs. BHAVANI SRI
RAMYA.M, Assistant Professor, SIMS.
I also declare that this project is towards the partial fulfillment of the requirement for the degree of
Bachelor of Business Administration of Andhra University has been the result of my own efforts and
this project has not been formed a basis for the award of any other degree or any other university.

Place: Visakhapatnam

Date: Signature of the candidate

2
 CERTIFICATE OF PROJECT
GUIDE

This is to certify that the project report entitled “EMPLOYEE ENGAGEMENT” with reference
to “APEX CoVantage” has been prepared in partial fulfilment for the award of the degree of Bachelor of
Business Administration from Andhra University, Visakhapatnam and has been carried out under my
supervision and guidance and that no part of report has been submitted for the award of any other degree /
diploma.

Place: Visakhapatnam
Date: Signature of the Project Guide

Signature of Executive Director Signature of the External Examination

3
 ACKNOWLEDGEMENTS

With great pleasure, I express my deepest and heartful gratitude to SRINIVASA INSTITUTE OF
MANAGEMENT STUDIES for providing me an opportunity to take on this project. This project is a result
of the hard work & sincere effort put by many hands.

I would also like to express my deep gratitude and sincere thanks to our Executive Director Mr.
Surya Teja Mutyam for the encouragement and guidance throughout the period of this study.

I have great pleasure in expressing my profound gratitude and indebtedness to Mrs. BHAVANI
SRI RAMYA.M, Assistant Professor (SIMS) who is my project guide and who has been a constant source
of inspiration for me throughout the study of project.

My special thanks to GAYATRI KIDAMBI, HR MANAGER, APEX CoVantage,

VISAKHAPATAM for her valuable suggestions and co-operation throughout the project work.

Last but not least, my heartfelt gratitude to my family and friends for their cooperation.

Place: Visakhapatnam

Date: Signature of the candidate

4
CERTIFCATE OF INTERNSHIP

5
 INDEX

CHAPTERS PAGE NO
CHAPTER-1 7
INTRODUCTION 8-11

OBJECTIVES OF THE STUDY 12

NEED FOR THE STUDY 13

SCOPE OF THE STUDY 14

RESEARCH METHODOLOGY 15-16

LIMITATIONS OF THE STUDY 17

CHAPTER-2 18
INDUSTRY PROFILE 19-21

COMPANY PROFILE 22-27

CHAPTER-3 28

THEORETICAL FRAMEWORK 29-39

CHAPTER-4 40

DATA ANALYSIS ANDINTERPRETATION 41-56

CHAPTER-5 57

SUMMARY 58-59

FINDINGS 60-61

SUGGESTIONS 62

CONCLUSION 63-64

BIBILOGRAPHY 65

QUESTIONNAIRES 66-67

6
CHAPTER – 1

7
 INTRODUCTION

Employee Engagement is a workplace approach resulting in the right conditions for all members
of an organization to give their best each day. Employee Engagement is based on trust, integrity,
a two-way commitment and communication between an organization and its members. It is an
approach that increases the chances of business success, contributing to organizational and
individual performance, productivity and well-being.

From an employer's point of view, employee engagement is concerned with using new measures
and initiatives to increase the positive emotional attachment felt and therefore productivity and
overall business success. An engaged workforce produces better business results, does not hop
jobs and more importantly, is an ambassador of the organization at all points of time.

Engaged employees are perceived to form a part of an organization’s brand and an engaged, happy
workforce can have a knock-on effect on customer retention, recruitment of key talent and the
ability to attract new customers in a world where a company's values are crucial to the consumers.

The definitions, as seen, focus on the employer as well as the employee. Today’s millennial
workforce is more informed, connected, willing to work given learning opportunities. Personal
growth, opportunities to learn and explore is becoming a primary driver. Equity more than pay is
a driving force. Catering to the changing needs to foster engaged employees is the need of the
hour.

Employee engagement involves the following aspects:

1. The nature of the job itself.

2. Whether the employee feels mentally stimulated.
3. The trust and communication between the employees and the management.
4. The ability of an employee to see how their own work contributes to the overall
company performance.
5. The opportunity of growth within the organization.
6. The level of pride an employee has about working or being associated with the company.

8
Employee Engagement refers to the emotional attachment an employee has with the organization.
An employee is said to be highly engaged, if he is fully absorbed or encouraged to perform his
task beyond what typically is expected in his job role.

An organization is a collection of individuals who come together and work towards the realization
of a common objective. Larger the number of people working together, larger is the size of the
organization and vice-versa. However, for an organization to flourish, it is important for the
employees to operate at their full potential, which unfortunately is not the case in most of the
organizations.

Employee engagement is not an exact science. At the core of employee engagement are
some values. These values determine the why, how and what of that company. Not all employees
in an organization utilize their full potential. There may be many reasons responsible for the same.
They may not associate with the goal of the company, they may have problem with their team, the
boss or the subordinate or it may be a general problem of attitude.

An organization is a collection of a large number of individuals striving towards the

accomplishment of a common objective. Ideally, every employee must work to their full potential
to further the organization’s reputation and interests, but however this is not the case in most of
the companies.

Based on the level of commitment, the employees can be classified into the following three
categories:

Actively Disengaged Employees

This is the first category of employees, who are unhappy and resentful and spreads unhappiness in
the organization. Such employees are bad for the organization since they are always provoking
and convincing the other employees to leave their jobs and move out of the organization. However,
these employees last longer in the firm and remove the prospective employees whom they perceive
will attain higher position or move to the next job level in the near future. They do so, to get ahead
in their jobs by removing the potential candidates.

Engaged Employees
The engaged employees are those who work with full passion and are emotionally attached to the
organization. They are innovative and provide new ideas to move the organization forward. Such
employees are optimistic and spread positivity among the co-workers. They personalize the goals
and objectives and always work for the betterment of the organization.

9
Not Engaged Employees
This is the category in which majority of the employees in the organization fall. These are the ones
who seek directions from their superior and do only that work which has been asked for. Such
employees do put in their time, but not passion and energy into their work. They like to receive
only one instruction at a time and lacks innovativeness. These employees can hold either a negative
or positive attitude towards the organization.

Thus, an employee can fall into either of these categories depending on his emotional attachment
to the firm. The emotional attachment refers to the strong emotional bond employee shares with
the organization.

The future business performance and revenues and profitability of an organization no longer
depends on the traditional capital management, investment and portfolio management. But the
success of any organization in this constantly changing world of work depends on human capital
management. The companies that understood this fact long before are the most successful and
highly productive organizations of the currents times. Those who have just realized it are still
struggling to establish a reputation in the industry.

There is a clear link between organizational performance and employee engagement, every
organization seeking sustenance and growth in the ever-changing world of work quickly responds
to the needs of the employees along with designing and implementing a customized process to
increase the levels of employee engagement.

Employee Engagement is a long-term process and goes through various phases describing the level
of the engagement, involvement, attachment and belongingness between employee and employer.
These phases of employee engagement make a continuous cycle that each organization which is
aiming to achieve increased profitability must undertake.

What is Employee Engagement in HR?

While all departments throughout the company can and should execute various employee
engagement measures, HR departments are particularly vital for employee engagement approaches
to be successful. The impact of employee engagement on employee retention, as well as wellbeing
and productivity, is something which HR departments must keep at the forefront of their initiatives.
There are five key roles that every HR department should fulfill when it comes to improving
employee engagement.

10
Employee engagement is a human resources (HR) concept that describes the level of enthusiasm
and dedication a worker feels toward their job. Engaged employees care about their work and
about the performance of the company, and feel that their efforts make a difference. An engaged
employee is in it for more than a paycheck and may consider their well-being linked to their
performance, and thus instrumental to their company's success.

Employee engagement is a workplace method designed to improve an employee’s feelings and

emotional attachment to the company, their job duties, position within the company, their fellow
employees, and the company culture. HR departments can use employee engagement tactics to
boost wellbeing and productivity across all company levels.

Through various measures, initiatives, and approaches, employee engagement encourages all
members of a company to put their best foot forward, day in and day out. Employee engagement
in HR also helps to ensure that each and every employee is fully committed to the company’s
mission, goals, and values and that they remain encouraged and inspired to contribute the overall
success of the business. At the foundation of all employee engagement tactics is the intent to
enhance the well-being of each and every employee.

11
 OBJECTIVES OF THE STUDY

The objective of the study can be summarized as follows:

➢ To study the level of employee engagement in APEX CoVantage.

➢ Also to study the effectiveness of employee engagement practices in the company.

➢ To find out the factors influence and hinder employee engagement.

➢ To provide the feasible suggestion for the improvement of employees performance and
effective utilization of their potential.

➢ To find the problem areas and factors that affects the employees commitment towards
their job.

12
 NEED FOR THE STUDY

➢ The study is being conducted to understand about the employee engagement in APEX

CoVantage and find out the factors affecting the employee engagement towards their work.

➢ It is also done to know the total percentage of the employees who all are totally committed

to their work and are actually supporting in the completion of work more effectively and

achieving the organizational goals.

➢ The most important need of this study is to know the problem areas in employee engagement

in APEX CoVantage and refer it to the company with suitable suggestions to avoid the problem

and improve the employee engagement conditions.

13
 SCOPE OF THE STUDY

➢ Employee engagement has variety of effects on the employees performance and an

individual’s physical and mental health, productivity, absenteeism and turnover.
Employee delight has to be managed in more than one way.

➢ This means innovation and creativity. It also means a change in the gear for HR policies
and practices. The faster the organizations nurture their employees, the more successful
they will be. The challenge before HR managers today is to delight their employees and
nurture their creativity to keep them a bloom.

➢ This study helps the researcher to realize the importance of effective employee engagement.
This research study examines types and levels of employee engagement and also discusses
management ideas that can be utilized to innovate employee job commitment. It helps to
provide insights to support future research regarding strategic guidance for organizations
that are both providing and using different programs in employee engagement.

14
 RESEARCH METHODOLOGY

Research means a scientific and systematic search for pertinent information on a specific topic.
Research is careful investigation or inquiry especially through search for new facts in any branch
of knowledge. Research comprises defining and resigning problems, formulating hypothesis or
suggested solution, collecting, organizing and evaluating data, making deductions, and reaching
conclusions and at last carefully testing the conclusions to determine whether they fit the
formulated hypothesis.
The present study in an exclusive on APEX, to meet the formulated objectives. The collection of
data or information is done through various sources i.e.

• Primary data
• Secondary data

PRIMARY DATA:

Data is collected by personal discussions with senior officer-management development and training
manager and contacts with various staff members of the personnel department. The primary data is
the data collected a fresh and for the first time. The data collected during discussions with the manager
and employees of the human resource department. The major techniques that are used for the purpose
of the primary data are

Observation: By observing the working environment

▪ Questionnaire: A structured questionnaire was prepared and distributed among the employees
▪ There are even more sources for obtaining primary data i.e., mail, survey field survey, panel research etc.

Primary data is specific to the needs of the researcher now of data collection. The researcher can control
the kind of the data that is being collected. It is accurate compared to secondary data. This is not subjected
to personal bias and as such the authenticity can be trusted. The researcher exhibit ownership of the data
collected through primary research. He or she may choose to make it available publicly, patent it, or even
sell it. Primary data is usually up to data because it collects data in real-time.
Sample technique: Simple Random
Sample size: 100

15
SECONDARY DATA
The information regarding the study is also collected from various reports and journals of CFL and also
from various textbooks. The secondary data is the data which have been collected by some else and which
have already passed through the process. The secondary information was collected from:
▪ Organizational Brochure
▪ Previous records
▪ Documents
▪ Personal Manuals
Secondary data may not be authentic and reliable. A researcher may need to further verify the data
collected from the available sources. Researcher may have to deal with the irrelevant data before
finally finding the required data; some of the data is exaggerated due to the personal bias of the data
sources. Secondary data sources are sometimes outdated with no new data to replace the old ones.
Data is collected from documents, records, and flies of the company.

16
 LIMITATIONS OF THE STUDY

➢ The period of study is only for about 80days, which is a major constraint.

➢ Employee engagement takes time and we only had 80 days to observe any significant
Changes.

➢ Time constraint was the biggest limitations. The project had to be completed within 3

months and hence the sample size can’t be less.

➢ One problem that every interviewer faces is the non- willingness of respondents to fill up

the questionnaire.

17
CHAPTER – 2

18
 INDUSTRY PROFILE

ELECTRONIC PUBLISHING

Electronic publishing (also referred to as publishing, digital publishing, or online publishing)

includesthe digital publication of e-books, digital magazines, and the development of digital
libraries and catalogues. It also includes the editing of books, journals, and magazines to be posted
on a screen (computer, e-reader, tablet, or smartphone).

Let’s break it down first. “Digital” refers to electronic or computerized technology, any online
media available on electronic devices, including laptops and pads. “Publishing” as defined by
Merriam- Webster’s online dictionary, involves “bringing printed works (like magazines, books,
and catalogs) before the public usually for sale.” Put two and two together and digital publishing
gets a whole lot easier to understand. It means using online technology to digitize written or print
material and disseminateit through electronic devices.

The best digital publishers are experts at their craft, creating editorial, highly engaging content and
distributing it online to:

• Reach mobile, and global audiences

• Save money
• Track performance with detailed analytics

The e-publishing industry has grown as a result of the success of these devices, and
publishers find that publishing e-books has numerous benefits: lower investment, cheaper
production costs, low inventory storage costs, and most important of all, the ability to build
a stronger global customer base.

19
 Jeffrey A. Trachtenberg of the Wall Street Journal, commenting on the present e -publishing
industry, had this to say: "Book retailers are transforming, as many customers go online to
purchase. This move has put a lot of pressure on traditional chain stores to create revenue and
profits. Similarly, digital books continue to gain market share, and are now estimated at
8% to10% of revenue for some major publishing (houses)."

The fact is that in addition to changing the way that books are read, e-book readers will
change the way that books are published, bought and delivered. Let us take a brief look
into the e-publishing industry and the `future it holds.

Electronic publishing is increasingly popular in works of fiction. Electronic publishers are able to
respondquickly to changing market demand, because the companies do not have to order printed
books and have them delivered. E-publishing is also making a wider range of books available,
including books that customers would not find in standard book retailers, due to insufficient
demand for a traditional "print run". E-publication is enabling new authors to release books that
would be unlikely to be profitable for traditional publishers. While the term "electronic publishing"
is primarily used in the 2010s to refer to online and web-based publishers, the term has a history
of being used to describe the development of new forms of production, distribution, and user
interaction in regard to computer-based production of text and other interactive media.

Distributing content electronically as software applications ("apps") has become popular in the 2010s, due
to the rapid consumer adoption of smartphones and tablets. At first, native apps for each mobile platform
were required to reach all audiences, but in an effort toward universal device compatibility, attention has
turned to using HTML5 to create web apps that can run on any browser and function on many devices. The
benefit of electronic publishing comes from using three attributes of digital technology: XML tags to define
content, style sheets to define the look of content, and metadata (data about data) to describe the content
for search engines, thus helping users to find and locate the content (a common example of

metadata is the information about a song's songwriter, composer, genre that is electronically encoded along
with most CDs and digital audio files; this metadata makes it easier for music lovers to find the songs they
are looking for). With the use of tags, style sheets, and metadata, this enables "reflowable" content that
adapts to various reading devices (tablet, smartphone, e-reader, etc.) or electronic delivery methods.

20
Examples:
Electronic versions of traditional media
CD-ROM
E-book
Electronic journal
Online magzine
Online newspaper
Online catalog
Online brochure
Online newsletter
Online presentation
Online flyer
Online menu
Online pamphlet
PDF
New media
Blog
Collaborative software
Digital publication app
Enhanced publication
File sharing
Mobile apps
Podcast
Business models
Digital distribution
Online advertising
Open access (publishing)
Pay-per-view
Print on demand
Self-publishing
subscriptions 21
 COMPANY PROFILE

About Apex CoVantage

Apex is a leading supplier of metadata, data conversion, editorial, and content
enhancement services to publishers worldwide. By balancing leading
technology and broad industry expertise, Apex delivers exceptional content and
media solutions to its customers. Apex has been managinglarge-scale content
projects for libraries, publishers, and media companies around the world for
nearly 30 years.
+1.703.709.3000
content@apexcovant
age.com
@apex_content
linkedin.com/compa
ny/apex-covantage
facebook.com/Apex
CoVantage
Apex CoVantage 200 Presidents Plaza 198 Van Buren Street Herndon, VA USA 20170-
5338

Overview
Apex works with libraries, publishers, museums, and media and entertainment
companies across the globe to make their content function properly for today's
digital consumer. Digitization of large print or photo archives, expert pre-press
services, metadata tagging, custom workflow consulting, and more. We can help
your content live up to its fullest potential. Apex is a technology-led services
company that drives high-quality and high-value results. We balance effective
project management, leading technical systems, and exceptional industry
expertise to deliver responsive and reliable solutions to our customers. Our
customers include industry leaders like Sage Publishing, Pearson, Wolters
Kluwer, JSTOR, and Public Library of Science.

22
 Website
http://www.apexcovantage.com

Industry - E-Publishing, Book and Periodical Publishing

Company size - 1,001-5,000 employees. 777 on LinkedIn Includes members with current
employer listed asApex CoVantage, including part-time roles.

Headquarters - Miami Beach, Florida

Founded in 1988 and the company was Digitization and preservation, Composition and editorial
for publishers, Content creation,Metadata enhancement, XML workflow and content management
consulting, and Retained teams for special projects.

WHO WE ARE

Apex CoVantage is a technology-led supplier of prepress, data conversion, editorial,

and content enhancement services to publishers, libraries, and owners of large
content collections worldwide.Founded in 1988 by Shashikant and Margaret Gupta,
Apex is rooted in the ability to remove friction from processes. Our technologies and
systems leverage Human Process Engineering to provide effective, cost-efficient
solutions to our customers who own or create huge amounts of content – from
manuscripts to photos and videos and in-between. By balancing leading technology
and broad industry expertise, Apex delivers exceptional content and media solutions
to its customers. Apex has been managing large-scale content projects around the
world for nearly 30 years.

A history of innovation
Apex has imagined and created revolutionary technologies that answer critical
problems our customers have struggled to answer. Created in-house by industry
experts, our technologies drive streamlined workflows, flawless conversion, and
unrivaled project delivery results. The ability toremain flexible and adapt to change
is one of our biggest strengths, keeping some of our clients with us for upwards of
twenty years.
23
Global solutions

Headquartered outside of Washington, D.C. in the suburb of Herndon, VA, Apex operates globally
with employees throughout the US, UK and India. Our state-of-the-art headquarters in Hyderabad
exemplifies the world-class level of excellence Apex has always striven for. Our employees commonly
stay with us for five, sometimes over fifteen years because of the unique culture we’ve created, ensuring
consistency and expertise when you work with us.

Built on values
Apex’s culture is driven by a set of core values – integrity, human dignity, excellence, and creativity.
Profit is not the goal of our work, but the result of our commitment to these values proven through a
thirty-year history helping customers solve old problems in new ways. True to Apex’s values, a portion
of our profits are given back in charitable donations through the Gupta Family Foundation.

Giving back through the Gupta Family Foundation

Formerly known as the Apex Foundation, the Gupta Family Foundation has
supported self-empowerment programs that assist and inspire people challenged by
poverty, disability, or discrimination to achieve self-sufficiency since 1992. The
foundation evaluates and awards grants annually with a focus on smaller, non-governmental
organizations led by individuals with deep personal commitment to their projects, ensuring the
maximum percentage of grant monies directly reaches its beneficiaries. The Gupta FamilyFoundation
is a private, nonprofit foundation.
WHOM WE WORK WITH
Apex is proud to support leading publishers, libraries and other organizations from around the world.

24
LEADERSHIP

Dr. Shashikant “Shashi” Gupta

Cofounder & Director
Dr. Gupta was the Co-Founder and CEO of Apex CoVantage, a global IT services company
with over 6,000 staff at its peak; the company started in 1988 and sold in 2021.

Margaret Gupta - Cofounder & Director

Margaret Gupta was the Co-founder and COO of Apex CoVantage, a global IT services
company, with over 6,000 staff at its peak; the company was started in 1988 and sold in 2021.
During her tenure, Ms. Gupta was responsible for growth, profitability and operational
excellence throughout the company.

Pardha Karamsetty - Chief Executive Officer

Mr. Karamsetty was appointed CEO of Apex CoVantage in 2021. He is responsible for driving
the company’s growth strategy and continued industry leadership. In his previous role, Mr.
Karamsetty significantly grew the publishing and content conversion operations and built
Apex’s high-volume production capacity in India. Working with Apex for over twenty years.

Greg Suprock
Head of Solutions Architecture
An experienced technologist with an extensive history in pre-press, XML workflow creation,
content management, and web application development, Greg Suprock is the Head of
Solutions Architecture at Apex CoVantage.

25
Raja Deiveegan
COO, Apex CoVantage India
Raja Deiveegan joined Apex CoVantage India in 2013 as General Manager
and was promoted as Chief Operating Officer in 2015.

CHIEF OFFICERS
Raja Deiveegan- Chief Operating Officer
As CEO, Mr Raja is responsible for managing overall India operations of Apex
CoVantage IndiaPvt. Ltd.

Markets Apex Serves:

• Publishing – Create new Revenue Streams by making all content Accessible,
augmenting SEO
• Government – Mandates are current - Section 508 (ADA)
• Financial and Insurance – Financial Disclosure Forms, Proxy Statements,
SAR’s, AR’s,Policies
• Libraries and Museums – Accessibility is crucial to make content
available to EveryoneCorporate
• Governance and Compliance – Make content Accessible to Internal and External
Stakeholders
•
Apex India Organization Chart

26
HOW WE WORK

Process
Apex CoVantage has mastered the perfect balance between the processing power of
the computer and the cognitive power of the human mind. We call this Human
Process Engineering. High-volume content creation and conversion projects
entrusted to Apex are completed more efficiently, accurately, and with stronger ROI
through our seamless workflows and sophisticated technology.

Technology
Apex has a history of imagining and creating innovative technologies that remove f
friction from our customer’s workflows and processes. Built for agility, every
technology is adaptable to your requirements and workflows. Apex’s sophisticated
digitization software, prepress technology, and project management tools repeatedly
beat the competition for quality, speed, and accuracy ensuring on-time and on-budget
completion rates.

People
Working with Apex means working with experienced, knowledgeable staff. A
significant amount of our employees across the US and India have completed five or
more years of service with us. Our leadership boasts over 150 years of combined
experience developing technology and workflows for high-volume content
conversion and publishing prepress projects.
Publishing Solutions
Prepress and conversion solutions for high-velocity publishing.
Apex removes friction from the publishing process to create flawless
publications to exactingstandards.

1,500 employees 1,000s of publications 30 years helping

worldwide processed annually publishers

27
CHAPTER – 3

28
 THEORITICAL FRAMEWORK

Employee Engagement is a workplace approach resulting in the right conditions for all members
of an organization to give their best each day. Employee Engagement is based on trust, integrity,
a two-way commitment and communication between an organization and its members. It is an
approach that increases the chances of business success, contributing to organizational and
individual performance, productivity and well-being.

From an employer's point of view, employee engagement is concerned with using new measures and
initiatives to increase the positive emotional attachment felt and therefore productivity and overall
business success. An engaged workforce produces better business results, does not hop jobs
and more importantly, is an ambassador of the organization at all points of time.

Engaged employees are perceived to form a part of an organization’s brand and an engaged, happy
workforce can have a knock-on effect on customer retention, recruitment of key talent and the ability
to attract new customers in a world where a company's values are crucial to the consumers.

Employee Engagement in HR
What is the Definition of Employee Engagement?

Generally speaking, employee engagement is a workplace method designed to improve an employee’s

feelings and emotional attachment to the company, their job duties, position within the company, their
fellow employees, and the company culture. HR departments can use employee engagement tactics to
boost wellbeing and productivity across all company levels.

Through various measures, initiatives, and approaches, employee engagement encourages all members of
a company to put their best foot forward, day in and day out. Employee engagement in HR also helps to
ensure that each and every employee is fully committed to the company’s mission, goals, and values and
that they remain encouraged and inspired to contribute the overall success of the business. At the
foundation of all employee engagement tactics is the intent to enhance the well-being of each and every
employee.

29
 What is Employee Engagement in HR?

While all departments throughout the company can and should execute various employee engagement
measures, HR departments are particularly vital for employee engagement approaches to be successful.
The impact of employee engagement on employee retention, as well as wellbeing and productivity, is
something which HR departments must keep at the forefront of their initiatives. There are five key roles
that every HR department should fulfill when it comes to improving employee engagement.

1. Executive Leadership: As the employee engagement champions, the HR department should take an
executive leadership role when it comes to identifying and investing in ways to improve engagement
tactics. The HR department is also responsible for ensuring transparency and understanding in regards to
the company expectations for each employee.

2. Employee Engagement: HR professionals within the company should be experts in what employee
engagement is. They are the ones who understand the importance of employee engagement in HR, what
methods best drive employee engagement, how these tactics can be measured, and what steps must be
taken to continuously improve engagement approaches.

3. Training: HR is also responsible for training, guiding, and coaching department managers in how they
can better engage their staff. As employee engagement consultants, HR needs must also lead by example
when it comes to maintaining an open dialog, regularly addressing causes deterring the success of
employee engagement approaches, pointing out and applauding progress, and looking past scores and
metrics to focus on the betterment of the employee.

4. Activities: Though employee engagement is a serious element of business success in which HR plays
an important role, it’s also their duty to fulfill the role of engagement humorist by bringing enthusiasm,
excitement, and inspiration to the process. By introducing, implementing, and organizing employment
engagement activities, HR can foster a stimulating workplace that values the individual contributions of
each employee and recognizes productive collaboration.

30
5. Measurement: Lastly, the HR department must play the role of gatekeeper for employment engagement.
Regular surveys, department check-ins, and other means of measurement, help HR pros develop and
implement specific action plans that can be frequently discussed and addressed with team managers.
Instead of focusing solely on data, analytics, benchmark goals, and ranking numbers, the HR department
must place strict emphasis on the specific dialog and methods that positively influence employee
engagement.

Understanding Employee Engagement

Employee engagement can be critical to a company's success, given its clear links to job satisfaction and
employee morale. Communication is a critical part of creating and maintaining employee engagement.
Engaged employees are more likely to be productive and higher performing. They also often display a
greater commitment to a company's values and goals.

Employers can encourage employee engagement in many ways, including communicating expectations
clearly, offering rewards and promotions for excellent work, keeping employees informed about the
company's performance, and providing regular feedback. Other strategies include making efforts to make
employees feel valued and respected, and feeling that their ideas are being heard and understood. Engaged
employees believe that their work is meaningful, believe that they are appreciated and backed by their
supervisors and that they have been entrusted with the success of their company.

Employee engagement has been a considered part of management theory since the 1990s and became
widely adopted in the 2000s. While it has its detractors, mostly based on how difficult it can be to measure,
employee engagement has been found to have direct links to a company's profitability and financial health.

Employee engagement is a human resources (HR) concept that describes the level of enthusiasm and
dedication a worker feels toward their job. Engaged employees care about their work and about the
performance of the company, and feel that their efforts make a difference.
Example of Employee Engagement
Tesla, Inc. (TSLA), alarmed by the high number of injuries at its Fremont car assembly plant, used more
transparent communication as an employee engagement strategy to improve safety. To do this, the electric
car maker’s co-founder and CEO Elon Musk, told employees that he wanted every injury reported to him,
without exception, so he could understand what was needed to prevent similar accidents from reoccurring
in the future.

Musk even performs the same task on the production line with workers who have been injured to see
where safety improvements can be made. As a result of this employee engagement initiative, the number
of incidents that harmed workers reduced by more than 50% in 2019 compared to 2018, according to a
company blog post.
Engaged employees often develop an emotional connection to their job and company, and will be focused on
working toward their organization's goals. While companies may define employee engagement according to their
own needs, the basic characteristics of an engaged employee are:

➢ They know what their role is, what their job entails, and they want to do it.

➢ They are loyal to their employer and productive.

➢ They are motivated to work toward the success of their organization and know what success looks like
(and how to work toward it).

➢ They are connected rationally and emotionally connected to their organization and motivated to perform
at a high level.

➢ They are intellectually and emotionally connected to their organization, as measured by three primary
behaviors according to outsourcing company Aon Hewitt: Say (an employee consistently speaks
positively about their employer to co-workers, customers, and job candidates); Stay (an employee has a
strong desire to remain with an organization despite having other opportunities); Strive (when an
employee makes an extra effort to contribute to their organization's success).

KEY TAKEAWAYS
• Employee engagement describes the level of enthusiasm and dedication a worker feels toward their job.
• Employee engagement can be critical to a company's success, given its links to job satisfaction and
employee morale.
• Engaged employees are more likely to be productive and higher performing.
• Employers can foster employee engagement through effective communication, offering rewards, and
discussing career advancement.
3 types of employee engagement based on the levels of engagement:

A great way to analyse engagement among employees is by focusing on the attitudes and performance levels of
the employees when it comes to engagement and dedication. The 3 types of engagement based on this are

1) Actively engaged employees

These are employees who are passionate about their role, what they do on a day-to-day basis and are entirely
dedicated to the goals of your business. Actively engaged employees spread positivity in the workplace, serve
as advocates for your brand and rarely allow distractions to interrupt their work. They also serve as encouraging
forces during times of distress or negativity.
These types of employees are the biggest asset for a company. So, meet their consistency with rewards,
appreciation and new goals at regular intervals. Make sure to always keep them informed.

2) Not engaged

Unfortunately, employees who are not engaged can make up a large part of a company’s workforce. They
typically only complete the tasks at hand, usually one at a time, and do not take a proactive approach to do any
more than required. They rarely show emotion, whether happy or unhappy, are generally disengaged and may
not show interest in anything else going on in the company.
As an employer, you might need to invest a bit of extra time and effort in getting to know these employees,
finding ways to inspire them, motivate them and make them feel special. Help them see beyond each task and
encourage them to push their potential not just for the growth of the company, but for their personal growth as
well.

3) Actively disengaged employees

These are the most unhappy set of employees in your company. Actively disengaged employees can encourage
unhappiness, spread negative news and inspire others to abandon their jobs and tasks. They underperform and
can resent those who perform better than them while struggling to find the desire to do better or more.
It can be tough to deal with, or even identify, actively disengaged employees as most stay in a company for
many years without being noticed. You should attempt to overcome negativity as soon as you notice it before it
proves harmful to your work culture and company.
 3 types of employee engagement based on the desired end result

Another way to classify types of employee engagement is in terms of the desired end result. This framework looks
at the way employees feel while at work. It takes a more holistic approach to employee engagement by looking
into their psyche. The framework classifies these into cognitive, emotional and physical engagement.
Let’s look more closely.

1) Cognitive engagement

This is when an employee is fully and keenly aware of the company’s values, goals and mission. They also are
completely aligned with them and channel all their efforts into completing each task to meet the goal of their
manager and company.An employee’s confidence levels and creativity play key roles in making them engage
with their work at a cognitive level.

2) Emotional engagement

Emotional engagement refers to an emotional connection that an employee has with their work, their team, their
manager or the company. It is how mentally attached the employee is to the organisation and how much of their
personal feelings and emotions they bring into their professional life. A happy, trusted and secure employee will
be able to easily emotionally attach themselves to their work.

3) Physical engagement

This can be both physical and mental energy and can be seen in the types of activities that the employee takes
part in, who they interact with and how much energy they invest in their work. Physical effort requires an
employee to take an active interest and personal initiative when it comes to their job and this comes when they
feel fully secure in their role and with the expectations set for them.
The bottom line

More than 50% of employees around the world are said to be ‘engaged’ when it comes to their work, with the
UK sitting on the top 10 list of countries with the highest employee engagement. Analysts often attribute these
high levels to excellent feedback loops offered by companies, as communication is a vital component to employee
engagement — staff want to feel like their voices are heard and that their opinion matters.
Organizations that prioritize the mental health, happiness, satisfaction and growth of employees are the ones who
are more likely to see long-term success and productivity from your team. Use these employee engagement
frameworks outlined in this article to understand how engaged your employees are and what more you can do to
make them feel an integral part of the organization.
 EMPLOYEE ENGAGEMENT STRATEGIES FOR BETTER WORK PLACE

ENVIRONMENT

Through various measures, initiatives, and approaches, employee engagement encourages all members of a
company to put their best foot forward, day in and day out. Employee engagement in HR also helps to ensure that
each and every employee is fully committed to the company’s mission, goals, and values and that they remain
encouraged and inspired to contribute the overall success of the business. At the foundation of all employee
engagement tactics is the intent to enhance the well-being of each and every employee.
CHAPTER – 4
 DATA ANALYSIS AND INTERPRETATION

1Q. GENDER OF THE EMPLOYEES.

GENDER NO OF RESPONDENTS PERCENTAGE%

Male 30 60
Female 20 40
TOTAL 50 100

Gender

40% Male
Female
60%

INTERPRETATION:

The above pie chart Represents the data received from respondents of the above question is the gender of
the respondents in that 30 respondents are male and 20 respondents are female. The male respondents are
60% and female respondents are 40%. Most of the respondents are male.
2Q. AGE OF THE EMPLOYEE.

AGE NO OF RESPONDENTS PERCENTAGE%

18-22 10 20
23-27 25 50
28-32 5 10
33-37 5 10
38-44 5 10
TOTAL 50 100

Age

10%
20% 18-22
10%
23-27

10% 28-32
33-37
38-44
50%

INTERPRETATION:

Above table shows that 20% of respondents are between 18-22 age, 50% of respondents are between
23-27 age, 10% of respondents are between 28-32 age, 10% of respondents are between 33-37 age
and 10% respondents of are between 38-42 age from the age of the employees. Most of the employees
are between the age of 23-27 which is 50%.
3Q. MARITAL STATUS.

MARITAL NO OF RESPONDENTS PERCENTAGE%

Married 20 40
Unmarried 30 60
Total 50 100

Marital

40%
married
unmarried
60%

INTERPRETATION:

Above table shows that 40% of the employees were married category and 60% of employees were
unmarried.
4Q. EDUCATION QUALIFICATION OF THE EMPLOYEES.

EDUCATION NO OF RESPONDENTS PERCENTAGE %

QUALIFICATION
Graduate 20 40
Post graduate 5 10
Diploma 25 50
Other 0 0
TOTAL 50 100

Qualification

0%
graduate
40% post graduate
50%
diploma
other

10%

INTERPRETATION:

Above table shows that 40% of employee’s qualification are graduate, 10% employee’s qualification are
post graduate and 50% employee’s qualification are diploma in their qualification. Most of the
employees were completed their diploma with 50%.
5Q. EXPECTATION OF EMPLOYEES AT WORK.

SATISTACTION LEVEL NO. OF RESPONDENTS PERCENTAGE

Strongly satisfied 20 40
Satisfied 15 30
Slightly satisfied 10 20
Dissatisfied 5 10
Strongly dissatisfied 0 0
TOTAL 50 100

Expectation

10% 0%

20% 40% strongly satisfied

satisfied
slightly satisfied
dissatisfied
30%
strongly dissatisfied

INTERPRETATION:

Above table shows that 40% employees were strongly satisfied, 30% employees were satisfied, 20% of
employees were slightly dissatisfied and 10% of employees were strongly dissatisfied from expectation
of employees at work.
6Q. OPPORTUNITY TO DO WORK BEST EVERYDAY.

SATISFACTION LEVEL NO. OF RESPONDENTS PERCENTAGE%

Strongly satisfied 30 60
Satisfied 15 30
Slightly satisfied 5 10
Dissatisfied 0 0
Strongly dissatisfied 0 0
TOTAL 50 100

Opportunity

10%0%
strongly satisfied
satisfied
30% slightly satisfied
60% dissatisfied
strongly dissatisfied

INTERPRETATION:

Above table shows that 60% employees are strongly satisfied, 30% employees are satisfied and 10% of
employees were slightly dissatisfied from opportunity to do the work best every day. Most of the
employees were strongly satisfied with the opportunity given to them to do the work the best with 60%.
7Q. RECEIVED RECOGNITION PRAISE FOR DOING GOOD WORK.

SATISFACTION LEVEL NO. OF RESPONDENTS PERCENTAGE%

Strongly satisfied 35 70
Satisfied 10 20
Slightly satisfied 5 10
Dissatisfied 0 0
Strongly dissatisfied 0 0
TOTAL 50 100

recognition praise

10%0%
strongly satisfied

20% satisfied
slightly satisfied
dissatisfied
70%
strongly dissatisfied

INTERPRETATION:

Above table shows that 70% of employees are strongly satisfied, 20% employees are satisfied
and 10% of employees were slightly satisfied from received recognition praise for doing
good work. The dissatisfied and strongly dissatisfied is with 0%.
8Q. ENCOURAGES THE EMPLOYEE DEVELOPMENT.

SATISFACTION LEVEL NO. OF RESPONDENTS PERCENTAGE %

Strongly satisfied 30 60
Satisfied 15 30
Slightly satisfied 5 10
Dissatisfied 0 0
Strongly dissatisfied 0 0
TOTAL 50 100

encourages of employee development

10%0%
1st qtr
2nd Qtr
30% 3rd Qtr
60% 4th Qtr
5th Qtr

INTERPRETATION:

Above table shows that 60% of employees are strongly satisfied, 30% employees are satisfied
and 10% employees are slightly dissatisfied from encourage the employee development.
9Q. YOU HAVE A BEST FRIEND AT WORK.

BEST FRIEND NO. OF RESPONDENTS PERCENTAGE%

Yes 40 80
No 10 20
TOTAL 50 0

best friend at work

20%

yes
no

80%

INTERPRETATION:

Above table shows that 80% employees are says yes and 20% employees are says no from you
have a best friend at work.
10Q. EMPLOYEES COMMITED TO DOING QUALITY WORK.

SATISFACTION LEVEL NO. OF RESPONDENTS PERCENTAGE%

Strongly satisfied 20 40
Satisfied 15 30
Slightly satisfied 10 20
Dissatisfied 5 10
Strongly dissatisfied 0 0
TOTAL 50 100

Quality work

10%0%
strongly satisfied

20% 40% satisfied

slightly satisfied
dissatisfied
strongly dissatisfied
30%

INTERPRETATION:

Above table shows that 40% of employees are strongly satisfied, 30% employees are satisfied,
20% of employees are slightly dissatisfied and 10% employees are dissatisfied from employees
committed to doing quality work.
11Q. AT WORK DO YOUR OPINIONS SEEMS TO COUNT.

SATISFACTION LEVEL NO. OF RESPONDENTS PERCENTAGE%

Strongly satisfied 20 40
Satisfied 15 30
Slightly satisfied 10 20
Dissatisfied 5 10
Strongly dissatisfied 0 0
TOTAL 50 100

percentage

10%0%
strongly satisfied

20% 40% satisfied

slightly satisfied
dissatisfied
strongly dissatisfied
30%

INTERPRETATION:

Above table shows that 40% of employees are strongly satisfied, 30% employees are satisfied, 20% of
employees are slightly dissatisfied and 10% employees are dissatisfied from at work do your opinions
seem to count.
12Q. SOMEONE AT WORK WHO ENCOURAGES YOUR DEVELOPMENT.

SATISFACTION LEVEL NO. OF RESPONDENTS PERCENTAGE

HR Manager 28 56%
Team leader 15 30%
Co- worker 7 14%
TOTAL 50 100

SATISFACTION LEVEL

14%
1st Qtr
TEAM LEADER
30% 56%
CO- WORKER

INTERPRETATION:

Above table shows that 60% of employees are strongly satisfied, 30% employees
are satisfied and 10% of employees are slightly dissatisfied from someone at work
who encourages your development.
13Q. YOUR SUPERVISOR, OR SOMEONE AT WORK, SEEMS TO CARE ABOUT YOU
AS A PERSON.

SATISFACTION LEVEL NO. OF RESPONDENTS PERCENTAGE%

HR Manager 15 30%
Team leader 10 20%
Co- worker 25 50%
TOTAL 50 100%

Satisfaction level

30% HR manager
50% team leader
co- worker
20%

INTERPRETATION:

Above table shows that 50% of employees are strongly satisfied, 30% employees are satisfied,
10% of employees are slightly dissatisfied and 10% employees are dissatisfied a from your
supervisor, or someone at work, Seems to care about you as a person.
14Q. THE MISSION / PURPOSE OF YOUR COMPANY MAKE YOU FEEL YOUR JOB
IS IMPORTANT.

SATISFACTION LEVEL NO. OF RESPONDENTS PERCENTAGE%

Strongly satisfied 30 60
Satisfied 15 30
Slightly satisfied 5 10
Dissatisfied 0 0
Strongly satisfied 0 0
TOTAL 50 100

percentage

10%0%
strongly satisfied
satisfied
30% slightly satisfied
60% dissatisfied
strongly dissatisfied

INTERPRETATION:

Above table shows that 60% of employees are strongly satisfied 30% employees are satisfied and
10% of employees are slightly dissatisfied from the mission / purpose of your company make
you feel your job is important.
15Q. EMPLOYEES HAD OPPORTUNITIES AT WORK TO LEARN AND GROW.

SATISFACTION LEVEL NO. OF RESPONDENTS PERCENTAGE%

Strongly satisfied 35 70
Satisfied 10 20
Slightly satisfied 5 10
Dissatisfied 0 0
Strongly dissatisfied 0 0
TOTAL 50 100

learn and grow

10%0%
strongly satisfied

20% satisfied
slightly satisfied
dissatisfied
70% stronglydissatisfied

INTERPRETATION:

Above table shows that 70% employees are strongly satisfied, 20% employees are satisfied and
10% of employees are slightly dissatisfied from employee had opportunities at work to learn and
grow.
16Q. EXTENT TO WHICH YOU ARE ENGAGED IN YOUR JOB
MAKES YOU.

SATISFACTION LEVEL NO. OF RESPONDENTS PERCENTAGE%

Strongly satisfied 30 60
Satisfied 10 20
Slightly satisfied 5 10
Dissatisfied 5 10
Strongly dissatisfied 0 0
TOTAL 50 100

engaged in your job

10%0%
strongly satisfied
10%
satisfied
slightly satisfied
20% 60% dissatisfied
strongly dissatisfied

INTERPRETATION:

Above table shows that 60% employees are strongly satisfied, 20% employees are satisfied, 10%
of employees are slightly dissatisfied and 10% employees are dissatisfied from extent to which
you are engaged in your job makes you.
CHAPTER - 5
 SUMMARY

The study was conducted on Employee Engagement in APEX COVANTAGE. The Employee
Engagement over a given period and using the information gathered to plan for the employee's future
with the organization. This periodical, impartial feedback is used to judge employee effectiveness
as well as provide necessary development to improve the employee's contributions to the
organization' goals.

APEX has grown in India in the last two decades at a considerable rate. These sector
consistently creates job opportunities for highly qualified people. E- publishing companies are
either directly or indirectly contributing largely towards raising the standard of publishing
playsa vital role in the industry as well as in the national economy. To be successful, relentless
contribution and dedication of the organizations human resource management is very much
needed. To compete in the international as well as in local markets in adverse situation the HR
managers work has become much more difficult in today’s ever changing business
environment. Developing plans in a dynamic situationdemands critical analysis of the situation
and strictly adhering to the core
principle of the organization.

In this report, I have tried my level best to identify employee engagement procedures used
by APEX what and how they engage and develop their employees. In this report, apply my
acquired knowledge from HR course and try to comply withthe techniques procedure and systems
followed by the company.

I opted for this topic named “EMPLOYEE ENGAGEMENT” because employee engagement procedure
have taken a dramatic change in the industry. Employee Engagement is a workplace approach resulting in
the right conditions for all members of an organization to give their best each day. Employee Engagement
is based on trust, integrity, a two-way commitment and communication between an organization and its
members. It is an approach that increases the chances of business success, contributing to organizational
and individual performance, productivity and well-being.
Engaged employees are perceived to form a part of an organization’s brand and an engaged, happy
workforce can have a knock-on effect on customer retention, recruitment of key talent and the ability to
attract new customers in a world where a company's values are crucial to the consumers.

An organization is a collection of individuals who come together and work towards the realization of a
common objective. Larger the number of people working together, larger is the size of the organization and
vice-versa. However, for an organization to flourish, it is important for the employees to operate at their
full potential, which unfortunately is not the case in most of the organizations.

Employee engagement is not an exact science. At the core of employee engagement are some values. These
values determine the why, how and what of that company. Not all employees in an organization utilize their
full potential. There may be many reasons responsible for the same. They may not associate with the goal
of the company, they may have problem with their team, the boss or the subordinate or it may be a general
problem of attitude.

Employee engagement is a human resources (HR) concept that describes the level of enthusiasm and
dedication a worker feels toward their job. Engaged employees care about their work and about the
performance of the company, and feel that their efforts make a difference. An engaged employee is in it for
more than a paycheck and may consider their well-being linked to their performance, and thus instrumental
to their company's success.

Employee engagement is a workplace method designed to improve an employee’s feelings and emotional
attachment to the company, their job duties, position within the company, their fellow employees, and the
company culture. HR departments can use employee engagement tactics to boost wellbeing and
productivity across all company levels.
 FINDINGS

1) The above pie chart Represents the data received from respondents of the above question is the gender
of the respondents in that 30 respondents are male and 20 respondents are female. The male
respondents are 60% and female respondents are 40%. Most of the respondents are male.

2) Above table shows that 20% of respondents are between 18-22 age, 50% of respondents are between
23-27 age, 10% of respondents are between 28-32 age, 10% of respondents are between 33-37 age
and 10% respondents of are between 38-42 age from the age of the employees. Most of the employees
are between the age of 23-27 which is 50%.

3) Above table shows that 40% of the employees were married category and 60% of employees were
unmarried.

4) Above table shows that 40% of employee’s qualification are graduate, 10% employee’s qualification
are post graduate and 50% employee’s qualification are diploma in their qualification. Most of the
employees were completed their diploma with 50%.

5) Above table shows that 40% employees were strongly satisfied, 30% employees were satisfied, 20%
of employees were slightly dissatisfied and 10% of employees were strongly dissatisfied from
expectation of employees at work.

6) Above table shows that 60% employees are strongly satisfied, 30% employees are satisfied and 10%
of employees were slightly dissatisfied from opportunity to do the work best every day. Most of the
employees were strongly satisfied with the opportunity given to them to do the work the best with
60%.

7) Above table shows that 70% of employees are strongly satisfied, 20% employees are satisfied
and 10% of employees were slightly satisfied from received recognition praise for doing
good work. The dissatisfied and strongly dissatisfied is with 0%.
8) Above table shows that 60% employees are strongly satisfied, 20% employees are satisfied, 10%
of employees are slightly dissatisfied and 10% employees are dissatisfied from extent to which
you are engaged in your job makes you.

9) Above table shows that 70% employees are strongly satisfied, 20% employees are satisfied and
10% of employees are slightly dissatisfied from employee had opportunities at work to learn and
grow.

10) Above table shows that 50% of employees are strongly satisfied, 30% employees are satisfied,
10% of employees are slightly dissatisfied and 10% employees are dissatisfied a from your
supervisor, or someone at work, Seems to care about you as a person.

11) Above table shows that 60% of employees are strongly satisfied 30% employees are satisfied and
10% of employees are slightly dissatisfied from the mission / purpose of your company make
you feel your job is important.

12) Above table shows that 60% of employees are strongly satisfied, 30% employees are satisfied
and 10% employees are slightly dissatisfied from encourage the employee development.

13) Above table shows that 60% of employees are strongly satisfied, 30% employees are satisfied
and 10% of employees are slightly dissatisfied from someone at work who encourages your
development.
 SUGGESTIONS

The suggestions are drawn from the analysis and observations. Few suggestions are given
asunder:

1) The line manager should explain clearly areas of improvement and suggest to them how to improve
inthose areas and review the improvement of Employee Engagement in employees regularly.

2) In order to create the awareness of employee engagement among the employee’s awareness program
should conduct and explain the purpose, Process and regularity of employee achievements in every
year to the new employees.

3) Organization should take feedback on the employee engagement system from all the employees.

4) From analysis we concluded that the period of in house training is very short that is
of only 3 days, which is not sufficient to get complete knowledge on different
domains. Hence the training period should extend up to 7 days.

5) As there is an active participation of employees in decision making but rarely the

suggestions given by them are drawn in action. Hence the confidence of employees
getsdemotivated.
 CONCLUSION

A Comprehensive study on the Employee Engagement in the APEX CoVantage

This paper presented a literature review of e- publishing trends of India. It is observed that slowly
publishing industries developing in India but still it is in first phase of development. More challenges and
issues are there for e- publishers of India. Government also comes up with new copyright rules for securing
and encouraging e- publishers for e-publishing. It is observed that e- publishing is future of publishing
industries. It is concluded most e-publishers prefer e-books for publication. e-publishers also trying their
best for more outputs.

Digital publishing has gained much ground over the last decade, driven by several factors, most notably,
the merger of the Internet and education which benefits from the synergies of both. This merger has
revolutionized the teaching and learning landscape. The instructors benefit from a wealth of online
resources to supplement their teaching. The students, on the other hand, can personalize their learning,
using these resources to build on their knowledge and skills.

With the workforce becoming increasingly dispersed, online media has emerged as the platform of choice
to deliver continuous learning, allowing employees to undertake the training at their convenience and at
their own place. This also holds good for the academic community. In fact, several reputed universities
have now begun to offer online courses leveraging digital publishing assets such as e-text, e-books, and
other electronic documents. In a way, digital publishing has democratized education enabling access to
courses offered by these universities which till recently were open to only a privileged few.

Thus Employee engagement is the emotional attachments or feelings of employees towards the
organizational vision. It is the measure to analyse the needs and satisfied level of employees inside the
organization. In current scenario, employee engagement concept is one of the significant mandatory
measure in the HR policies of each and every organization, further it will give positive outcomes to the
organization.
In this company the engagement level of employee is good. 78% of the employees are well engaged with
their job nature; work environment and with organization. Thus the need for employee engagement in this
organization was found. This study focused on various dimensions of employee engagement like personal
factors, organizational factors & Environmental factors.

The Organizational factor influences more in this organization towards employees. If the organization
follows all the above dimensions 100% of employee engagement will be achieved soon. Thus employee
engagement is the driving and important factor in the organization.
 BIBLOGRAPHY

1. The Truth About Employee Engagement: A Fable About Addressing the Three Root Causes
of Job Misery by Patrick M. Lencioni

2. The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever by Michael
Bungay Stanier

3. Employee Engagement: A Little Book of Big Ideas

4. Employee Engagement: A Practical Introduction: 19 (HR Fundamentals, 19) by Emma

Bridger (2018)

5. The Employee Experience Advantage: How to Win the War for Talent by Giving Employees
the Workspaces they Want, the Tools they Need, and a Culture They Can Celebrate by Jacob
Morgan (2017)

6. Employee Engagement For Dummies by Bob Kelleher (2013)

WEBSITE:

1) www.employeeengagement.com

2) www.humanresource.com

3) www.apex.com
 QUESTIONNAIRES

1Q. GENDER OF THE EMPLOYEE ?

2Q. AGE OF THE EMPLOYEE ?

3Q. MARITAL STATUS ?

4Q. EDUCATION QUALIFICATION OF THE EMPLOYEE?

5Q. EXPECTATIONS OF EMPLOYEES AT WORK?

6Q. OPPORTUNITY TO DO WORK BEST EVERYDAY?

7Q. RECEIVED RECOGNITION PRAISE FOR DOING GOOD WORK?

8Q. ENCOURAGES THE EMPLOYEE DEVELOPMENT?

9Q. YOU HAVE A BEST FRIEND AT WORK?

10Q. EMPLOYEES COMMITED TO DOING QUALITY WORK?

11Q. AT WORK DO YOUR OPINIONS SEEMS TO COUNT?

12Q. SOMEONE AT WORK WHO ENCOURAGES YOUR DEVELOPMENT?

13Q. YOUR SUPERVISOR, OR SOMEONE AT WORK, SEEMS TO CARE ABOUT YOU

AS A PERSON?

14Q. THE MISSION / PURPOSE OF YOUR COMPANY MAKE YOU FEEL YOUR JOB
IS IMPORTANT?
15Q. EMPLOYEESHAD OPPOURTUNITIES AT WORK TO LEARN AND GROW?

16Q. EXTENT TO WHICH YOU ARE ENGAGED IN YOUR JOB MAKES YOU?