Internship Report on An Analysis of Employee Engagement by PRATHIBHA M P USN: 4GM13MBA36 Submitted to VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI In partial fulfillment of the requirements for the Award of the Degree of MASTER OF BUSINESS ADMINISTRATION Under the guidance of INTERNAL GUIDE EXTERNAL GUIDE Mr. Madhusudana V S Mr. Dhananjaya K H Asst. Prof., Dept. of MBA Manager HR GM Institute of Technology Infiniti Retail Ltd Davangere Bengaluru Department of MBA GM Institute of Technology Post
1. Kahn William H, (1990) did one of the most dominant studies of engagement in his research work ‘Psychological conditions of personal engagement and disengagement at work.’ Kahn explained theoretically that, “people’s attachment and detachment to their role is different. The terms used by him to renovate engagement are ‘personal engagement’ and ‘personal disengagement’, which refer to the “characters of people bring in or leave out themselves during job performances. Terms developed by Kahn mention
firm that provides Assurance, Tax, Regulatory and Advisory services to dynamic organizations. It has an employee base of over 40,000 personnel worldwide, with 2000 personnel based in India. In Grant Thornton, the People & Culture function is responsible for the human resources policies and practices. It encompasses a number of HR verticals such as recruitment, hiring, on-boarding, employee engagement, performance management, payroll etc. The Management Consulting industry is rapidly expanding in India
the importance in enhancing employee engagement, in that those who are employed at small organizations are motivated by knowing that their contributions make a difference, as well as maintaining work-life balance. Although these things are important at large corporations as well, Dutton (2015) justifies those at large corporations are more dedicated to placing a higher position as measured by pay raise or advancements. Moreover, these differing ways of employee engagement between those of large and
1. Introduction Workplace spirituality and employee engagement have been topics of interest for both academicians and practitioners for the past two decades. This increased attention has been a result of many factors such as emerging ethical concerns, enlightened leadership theories, emphasis on the higher order needs of the employee, employees’ quest for meaningful work, an attitudinal shift toward wholeness and empowerment etc. Workplace spirituality though initially seen as a passing fad is
returns. Equally important, certain determination of business scale is directly influenced by shareholders and owners. Employee performance and financial achievement can be aspects of discussions of essential of CSR for shareholders and owners in organizations. Employee performance One of the crucial reasons for instituting CSR activities is an improvement of employees’ performance. Employee is one of the major indicators
incorporating new knowledge and doing things more quickly and efficiently (Chuai et al., 2008). From this perspective, talent management has also been associated with a shift from the department-specific focus of HRM activities to an organization-wide engagement at all levels in terms of recruiting, retaining, and developing talent. The HR department, line managers, and senior management team of an organization are all engaged in talent management processes. Talent management is also considered to be a
Publix is currently the largest employee- owned company and most profitable grocer in the United States (Solomon, B). Presently, celebrating eighty-five years of success (Publix.com) that is attributed to its “people” first philosophy. By creating an environment of “ Where Shopping is a Pleasure”, Publix was able to differentiate itself from its competition. Whereas, other grocers focused on low prices, Mr. Jenkins concentrated on providing excellent customer satisfaction and value. The organization’s
360 degrere appraisal is aimed at improving employee performance by identifying their strengths and weaknesses. The employees receive feedback from their peers, superiors or subordinates in anonymous form. The feedback forms consists of questions that are measured on a rating scale and sometimes ask
to promote and foster a healthy line-manager direct report relationship where parties take responsibility for their actions. The line manager should be the first port of call for any employee. This department is split into 3 different functions IR Officer, Employee Relations Consultant and Admin Assistant: Employee Relations. Describe the Human Capital Value Chain components within your organisation. To do this consult your textbook, identify the essentials of each of these functions, and report