Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

An Analytical Study on Employee’s Engagement and its Relationship with Job Outcomes:A Case of Tata Consultancy Services (TCS)


Affiliations
1 Aravali College of Engineering & Management, Faridabad, India
2 YMCA University of Science and Technology, Faridabad, India
     

   Subscribe/Renew Journal


Employee engagement works an engine which drives the employee to achieve productivity at optimized level. Employee engagement has gained its vital importance from last 15 years or so as many business severe face the tough competition and economic meltdown; stress on basis of mentally and physically is an important aspect of human resource so to gain the next level edge on competition and level of productivity; this must be properly taken into consideration. It is emerging as a new hot topic for young research fellows to find out the ways for better and efficient human resource management and on the same time to analyse the reviewed literature and add something substantial in this regard. For the current study, 159 IT professionals from Tata Consultancy Services (TCS, Gurgaon) were analysed with an objective to analyse the various employee engagement factors and their influence on the job outcomes (Satisfaction with Job, Commitment, Quitting intentions) and on employee engagement (Organization and job) as well . For the data analysis, the descriptive test with multiple regression analysis is undertaken in the study. The results of the study states that rewards and recognition, career advancement, co- workers relationships majorly affect and influence the level of job outcomes.

Keywords

Employee Engagement, Organization Success, Job Satisfaction, Recreational Activities, Co-Workers.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Avery D.R, McKay P.F and Wilson D.C. Engaging the aging workforce: The relationship between perceived age similarity, satisfaction with co-worker and employee Engagement. Journal of Applied Psychology. 2007; 25(9): 1542-1556.
  • Bakar R.A. Understanding factors influencing employee engagement: A study of the financial sector in Malaysia (unpublished doctoral thesis). School of management, RMIT University. Available from: URL: http://researchbank.rmit.edu.au/view/rmit:160447/Abu_Bakar.pdf /2013.
  • Bates S. Getting engaged: Half of your workforce may be just going through the motions. HR Magazine. 2004; 49: 44-51.
  • Castellano WG. A new framework of employee engagement, EPE white paper; Rudgers School of Management and Labor Relations. Available from: URL: http://docplayer.net/23884308A-new-framework-of-employee-engagement.html/30/01/2015.
  • Ellis C M and A Sorensen. Assessing Employee Engagement: The Key to Improving Productivity. 2007; 15(1): 1-15.
  • Fernandez C P. Employee engagement. Journal of Public Health Management and Practice. Available from: URL: www.galegroup.com/30/06/2008.
  • Gagne M and Deci E.L. Self-determination theory and work motivation. Journal of Personality. 2005; 26: 331-362.
  • Gallup Organization. Employee Engagement: The Engagement side of the Human sigma Equation. Available from: URL: www.gallup.com/13/08/2010.
  • Hallberg U.E. and W.B. Schaufeli. Same but different? Can work engagement be discriminated from job involvement and organizational commitment? European Psychologist. 2006; 11: 119-127.
  • Harter JK, Schmidt FL and Hayes TL. Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology. 2002; 87: 268−279.
  • Hewitt Associates L. Research Brief: employee engagement higher at double digit growth companies. Available from: URL: www.hewitt.com/25/03/2013.
  • Hooper N. Companies where people want to work. Weekend Australian Financial Rev. 2006; 1: 17-19.
  • International Survey Research. Engaged Employee Drives the Bottom Line. Research Summary, Chicago, Illinois. 2003; 1: 1035.
  • Kangure FM, Wario G and Odhiambo R. Relationship between job characteristics and employee engagement among state corporations in Kenya. Journal of Innovative Research and Studies. 2014; 13 (5): 327-350.
  • Leiter MP, and Maslach C. Burnout. In H. S. Friedman (Ed.), Encyclopedia of mental health, Vol. 1, New York: Academic Press. 1998.
  • Lewicka D. Creating Innovative Attitudes in an Organization – Comparative Analysis of Tools Applied in IBM Poland and ZPAS Group. Journal of Asia Pacific Business Innovation and Technology Management. 2011; 1: 1-12.
  • Macey WH and Schneider B. The meaning of employee engagement. Industrial and Organizational Psychology. 2008 ;(1): 3−30.
  • Macey W H, SchneiderB, Barbera K M, and Young S A. Employee engagement: Tools for analysis, practice, and competitive advantage. Malden, WA: Wiley-Blackwell. Available from: URL: http://onlinelibrary.wiley.com/doi/10.1002/9781444306538.fmatt er/pdf/14/10/2009.
  • Markos S and Sridevi MS. Employee Engagement: The Key to Improving Performance. International Journal of Business and Management. 2010; 5(12): 89-97.
  • Markos S and Sridevi M. Employee Engagement: The Key to Improving Performance. International Journal of Business and Management. 2010;5: 89-96.
  • May DR, Gilson R L and Harter L M. The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology. 2004; 77: 11−37.
  • Melcrum Publishing. Employee engagement: How to build a high-performance workforce. An independent Melcrum Research Report Executive Summary. Available from: URL: http://www.melcrum.com/offer/ee/landing/9/01/2009.
  • Men LR. Employee engagement in relation to employeeorganization relationship and internal reputation: effects of leadership and communication. Public Relations Journal. 2015; 9(2):11-22.
  • Pandita D and Bedarkar M. A study on drivers of engagement impacting employee performance. Procedia Social and Behavioral Sciences. 2014; 133: 106-115.
  • Raveesh A, Mona C and Suryakant D. The Innovative Technique at Thomson. American Journal of Economics and Business Administration. 2010; 2: 189-193.
  • Richman A. Everyone wants an engaged workforce how can you create it? Work span. 2006; 49: 36−39.
  • Roberts JV. Employee engagement and commitment: A guide to understanding, measuring and increasing engagement in your organization. US: SHRM Foundation. Available from: URL: http://studylib.net/doc/7731468/employee-engagement-and-commitment-a-guide-to-understanding/2006.
  • Robinson DPerryman S and Hayda S. The Drivers of Employee Engagement, Institute for Employment Studies, Brighton, and Report 408.Available from: URL: http://www.employmentstudies.co.uk/system/files/resources/files/408.pdf/2011.
  • Rothbard N P. Enriching or depleting? The dynamics of engagement in work and family roles. Administrative Science Quarterly. 2001; 46: 655−684.
  • Saks AM. Antecedents and consequences of employee engagement. J. Managerial Psychol. 2006; 21: 600-619.
  • Schaufeli W B, Salanova M, Gonzalez-Roma V and Bakker A B. The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies. 2002; 3: 71−92.
  • Schaufeli W and Salanova M. Work engagement: An emerging psychological concept and its implications for organizations. In managing social and ethical issues in organizations, edited by S W Gilliland and DD Steiner. Information Age Publishing, Greenwich. 2007; 5th Ed: pp. 135−177.
  • Schaufeli WB, A B Bakker and M Salanova. The measurement of work engagement with a short questionnaire: A cross-national study. Educational Psychological Measur. 2006; 66: 701-716.
  • Xanthopoulou D, A B Bakker, E Demerouti and W B Schaufeli. Reciprocal relationships between job resources, personal resources and work engagement. J. Vocational Behav. 2009; 74: 235-244.

Abstract Views: 283

PDF Views: 0




  • An Analytical Study on Employee’s Engagement and its Relationship with Job Outcomes:A Case of Tata Consultancy Services (TCS)

Abstract Views: 283  |  PDF Views: 0

Authors

Munish
Aravali College of Engineering & Management, Faridabad, India
Rachna Agarwal
YMCA University of Science and Technology, Faridabad, India

Abstract


Employee engagement works an engine which drives the employee to achieve productivity at optimized level. Employee engagement has gained its vital importance from last 15 years or so as many business severe face the tough competition and economic meltdown; stress on basis of mentally and physically is an important aspect of human resource so to gain the next level edge on competition and level of productivity; this must be properly taken into consideration. It is emerging as a new hot topic for young research fellows to find out the ways for better and efficient human resource management and on the same time to analyse the reviewed literature and add something substantial in this regard. For the current study, 159 IT professionals from Tata Consultancy Services (TCS, Gurgaon) were analysed with an objective to analyse the various employee engagement factors and their influence on the job outcomes (Satisfaction with Job, Commitment, Quitting intentions) and on employee engagement (Organization and job) as well . For the data analysis, the descriptive test with multiple regression analysis is undertaken in the study. The results of the study states that rewards and recognition, career advancement, co- workers relationships majorly affect and influence the level of job outcomes.

Keywords


Employee Engagement, Organization Success, Job Satisfaction, Recreational Activities, Co-Workers.

References