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CHAPTER 1: INTRODUCTION

The following report investigates about the satisfaction level of employees with
current employee engagement with the help of a survey research method .After
studying this; the whole data collected is analyzed using various tools such as SPSS
and Microsoft Excel in order to assess the level of employee engagement in JW
Marriott.
Prior to 1980s, the employers expected more loyalty for the organization and in
return of that they offered lifetime employment. Then in 1980s, the scenario begins to
change. With increased competition, there was redeployment of plants as well as the
labor. The rules of the business game changed and the philosophy of “survival of the
fittest” arrived. The era of lifetime employment in terms of loyalty ended so far.
The epoch of change comes into picture then. Employees wanted to change and
employers wanted too. And because of that productivity suffered a lot. Skilled
employees were not willing to put extra effort more slow down in productivity
happened. This situation created the need for something new, and that new was
employee engagement.
The 1st use of employee engagement occurred in 1990 Academy of management
Journal by William A. Kahn. Kahn in his article on Psychological conditions of
personal engagement and disengagement at work discovered that individual and other
sources like safety, availability impacts engagement.
After that during mid 1990s, Gallup started to refine and extend the definition of
employee engagement with the help of Q12.Q12 is a twelve copyright survey
questionnaire based on employee engagement.
In 2000, engagement gathered speed, depth and breadth. That time Google search
for the term Employee engagement offered about 50,000 results and now the same
search offers 29,600,000 results. After each minute, there is a tweet on twitter about
employee engagement.
The last decade was the historic period of surveys that gives about 1000s of
definitions of employee engagement. There were many business cases developed on
engagement especially in UK. In UK, in support of employee engagement the 2
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Prime Minister’s started Engage for Success movement that encourages as well as
created awareness among the citizens about engagement.
At the end of 2012, there were reports, cases, and research articles and papers on
engagement. The engage For Success also released a report based on evidences on
employee engagement.

In the Current Scenario, engagement is the process of leading people by enabling

them to want to do whatever is necessary to ensure the continuous high performance and
success of the business. From the employees’ perspective, engagement is their attitudinal
and emotional state developed from experiences perceived to be controlled by
management. These experiences or “drivers” determine engagement level. By managing
these drivers to be positive experiences, leaders can stimulate an intrinsic desire for
employees to consistently do their best work. Employee engagement management is an
alternative to commanding and controlling what specific work should be done, when, at
what speed and with what kind of attitude.

To manage engagement one must first define it correctly. Scarlett Surveys defines
employee engagement as an individual’s degree of positive or negative emotional
attachment to their organization, their job and their colleagues. This definition of
employee engagement has increasingly become the generally accepted global standard
for three reasons: 1) it is measurable through the deployment of a survey questionnaire
validated to measure the 15 drivers of engagement; 2) this definition provides leadership
with a cause and effect understanding they can successfully influence; and 3) this
definition will improve business performance when embraced as a responsibility of
leadership. Adopting a solid definition of employee engagement is the critical first step in
effectively managing this valuable phenomenon.

It is also important to note that employees alone do not drive engagement. The
entire organization, its managers and its employees comprise the level of engagement.
For engagement to truly “work” employees must both feel satisfied and produce quality
work. In other words, employees need to be happy and productive. Managers must
communicate and lead their employees toward the goals of the organization. Surveys
have shown that managers do not feel communication is a job responsibility, but this is
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not the case. Organizations and leaders must set forth clear visions and goals. They need
to encourage the spread of this vision throughout the company. A major challenge for HR
today is how to engage and ultimately retain employees particularly amid an economic
downturn. It is no longer sufficient to carry out daily routine processes for the functioning
of the organization. HR management today involves many of the subjective and
ambiguous concepts like employee engagement. The purists might even frown at the
scope and the vagueness of the topic like engagement.

Employee engagement is a desirable condition, has an organizational purpose, and

connotes involvement, commitment, passion, enthusiasm, focused effort, and energy, so it
has both attitudinal and behavioral components. A number of popular views of
engagement suggest that engaged employees not only contribute more but also are more
loyal and therefore less likely to voluntarily leave the organization.

An amalgamation of commitment, loyalty, productivity and ownership is also

perceived to be a way of measuring engagement. The categories of job satisfaction,
organizational commitment, psychological empowerment and job involvement form
another school of thought. Resource availability, opportunity for development and clarity
of expectations is the Gallup way of looking at employee satisfaction facets.

Engagement is above and beyond simple satisfaction with the employment,

arrangement or basic loyalty to the employer—characteristics that most companies have
measured for many years. Engagement, in contrast, is about passion and commitment—
the willingness to invest oneself and expend one’s discretionary effort to help the
employer succeed.

Satisfaction when assessed as feelings of energy, enthusiasm and positive

affective states becomes a facet of engagement. Organization commitment is an
important facet of the state of engagement as it is positive attachment to the larger
organizational and measured as a willingness to exert energy in support of the
organization, to feel proud as an organization member and have personal identification
with the organization. Job involvement is looked at as a facet of psychological state of
involvement. A feeling of empowerment connotes the inclination to action another state
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of engagement. This organization is no different and thus wanted to understand ways of

creating employee delight for its employees. The 250 odd people strong company
believed that the employee satisfaction levels needed to be taken to the next level. Taking
the employee satisfaction survey as the base, the problem areas were identified. The
project on designing an employee engagement framework was essentially formulated to
address the gaps.

1.1 The 10Cs of employee engagement

II. Connect – Connect is termed as the relationship between the employees and the
management. If this connect got fractured, then no kind of financial incentive or
perks will persuade the employee to perform the best job.
III. Career- Managers should give employees the work that they love to do and that
challengs their skill sets and ultimately lead to various growth opportunities. No
one likes to do the same job repetedly. Therefore, rotating the jobs can create
more interest and enhance the confide4nce of the employees.
IV. Clarity- Leaders must make the employees clear about their jobs. They should be
aware of their duties and responsibilities and also know about the goals,mission
and vision of the organization and also the goals that department heads have for
the division or unit.
V. Convey- leaders should properly convey and c;earify their expectations from the
employees so that they can work accordingly. The leaders should also give timely
feedback that encourages them to master important tasks facilitating goal
achievement.
VI. Congratulate- Congratulate is giving feedback to the employees in both the
cases- when their performance is low & also when they perform above the
expectations.
VII. Contribute- People want to know that how their input is affecting the revenue
growth of the organization. It can be easily viewed in hospitality industries but not
in industries like retail. So, Performance Indicators i.e. how well the company is
doing with its employees, customers and investors is important to take into
account. The employees should have a clear cut connection between their work
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and the objectives of the company. They also possess positive attitude attitude
towards their work.
VIII. Control- Employees value control over the flow and pace of their jobs and leaders
can create opportunities for employees to exercise this control. Do leaders allow
their employees to take part in setting goals for the organization & making
important decisions? Do employees have a say in organization? A feeling of being
involved in the organization creates trust and a best work culture, it also have a
positive effect on engagement & performance of the organization.
IX. Collaborate- When employees work in teams & have a good bonding with their
team members, they excel individuals & team that lacks good interpersonal
relationships. Surveys indicate that being cared about by colleagues is a strong
predictor of employee engagement.
X. Credibility- It is the duty of the leader to maintain company’s reputation and
ethical standards. They should make the employees proud of their jobs, their
performance so that they love the organization.
XI. Confidence- A leader should create confidence in the company by maintaining
the performance and ethical standards. Gaining competitive advantage also results
in engaged workforce.

1.2 Need for employee engagement

In a research conducted by Make Their Day Research Firm and Badgeville, June 13 2013
it was discovered that the employees are more encouraged by the virtual rewards and
recognition rather than financial incentives. According to them, the most meaningful
recognition they have received had no dollar value.
The things that motivated the employee’s are-

a. The type of praise they are getting (being recognized as an individual over a team,
praise from managers and peers).
b. The work environment (fun loving working environment).
c. And the various opportunities for growth that they are getting.
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1.3 Importance of employee engagement-

For the past few years now, workers lucky enough to have a job hunkered down
to ride out the economic storm. They did more with less and often had to accept salary
freezes, time off without pay, or cutbacks in hours in exchange for continued
employment. Uncertain about how long the recession would last and not willing to be a
victim of “last one in, first one out,” they also stopped looking for that next great job at a
competitor down the street. As a result, employee retention rates soared and not
surprisingly, employee engagement suffered.

Moreover, employee engagement increases performance (P), productivity (P) and

profitability($) in organizations.

Therefore, EE = P+ P+ $

The general ideal goal of every organization to have 100% motivated and engaged
employee but the actual scenario is 20-60-20 i.e.
 20% of employees are ‘noxious’ or actively disengaged.
 60% are retained or ‘self satisfied’, they haven’t received a good reason to leave
yet.
 20% of employees are actively engaged or ‘busy bee’ of the organization, they love
working in the organization and because of them the organizations earns profit.

1.4 Activities of employee engagement-

Every company does some activities so as to engage the employees because to gain
competitive advantage a company must possess an engaged workforce having a creative
thinking doing extraordinary efforts. Marriott also does some engagement activities to
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enhance their level of employee engagement. The activities undertaken by Marriott are-
AAW (Associate appreciation week), Trainings, Departmental meetings, Open door
policy, Internal transfers/ Promotions, Expresso with GM, Associate meet, Associate/
Executive/ Manager of the month, Standing Ovation, Chak de GSS, Thank you Cards,
High Notes, Exit Interviews, Family Day.

If you ask an ex-marriott the one thing he remembers about Marriott- I’m sure that
the answer will be AAW. JW Marriott Chandigarh celebrates Associate Appreciation
Week. A Marriott Global initiative to celebrate for and with the employees.JW Marriott
Chandigarh celebrated Associate Appreciation Week in May 2013. The initiative was an
outreach week long program that Marriott celebrates every year and marks the
anniversary of its founding, by setting aside a week to express appreciation to their
family of associates who play an essential role in building enduring relationships
externally and internally.

a) Internal Transfers and promotions- Marriott provides opportunities to its employees to

grow while you work in the organization only. After successful completion of 1 year
in the organization, the employee is free to apply at in any of the Marriott. Whenever
a vacancy is out , it is displayed on the notice board of HR under the section- Post
Vacancy Advice and is also exhibited in the daily rehearsels.

b) Expresso with GM- As the name indicates express, it is a kind of forum in which all
the employees sit with the GM and share all their (good and bad) experiences, and
also discuss any problem that they are facing. It is an open forum for all the associates
in which the heads of the departments are not allowed to attend that. The GM of
JWMC( Mr. Deepak Manocha) strongly feels its importance and he knows that there
are some things which cannot be shared in front of the department heads. These
meetings are held once in every two months.
c) Associate Meet- This meet is held once in a month in which the GM of JWMC
discusses the balance score card, the overall guest satisfaction score and all the
positives and negatives of the company with the employees. In short, we can say he
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does the performance management of the company for the following month i.e. what
were our targets for the month and what have we achieved.

d) Associate/ Executive/manager of the month- These reward are given in the associate
meet only. The breakup is 4+3+1 i.e. 4 associates of the month, 3 executives of the
month and 1 manager of the month. This is just a way to give to give recognition to
the employees for the extra hard work that they do or any extra ordinary work that
they do. This gives them a motivation to work more and inspires other employees to
work more to achieve those rewards. Along with the certificate, a gift voucher is also
given to the winners.

e) Standing Ovation- This is also a type of reward to the employees and more or less
similar to the above. In this the heads of every department have to write a story about
any extraordinary work that any of the employee does (instead of just nominating as
in above). And then that employee will be rewarded in the associate meet.

f) Chak De GSS- GSS- guest satisfaction survey- it is a type of feedback form given to
the guests when they leave. The scores of this survey are calculated every month and
are discussed in the associate meet. Chak de GSS indicates to raise the scores of guest
satisfaction. And in the feedback form the guests have to write the name of the
employee whom they think was the best and accordingly the points are given to the
employee. Theses points are calculated and gifts are given during the redemption of
the points.

g) Thank you cards- these are given by the department heads to their employees for
thanking them for all the work they do and they also mention what they like the most
about the employee. These are given during AAW mostly.

h) High Notes- It’s just a substitute to thank you cards given by one employee to
another. Wherever you find any employee going an extra mile for the guest, or doing
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any extra work that is beyond his/her job responsibilities, a high note is given to the
respected employee stating the name of the giver ,to whom it’s given and the reason
for giving.

i) Exit interviews- These interviews are taken when the employee leaves the
organization. This helps in knowing what are the loopholes in the organization that
led him/her to leave the job and then the company can work on that loopholes so that
it can improve on that area and the second employee doesn’t face the same problem.

j) Family day- It is celebrated once in a year. On this day, every employee can bring
his/her family to the organization and tell them the work they do, the place where
they work. There are refreshments served for the family members and the day is
celebrated with a great joy. The family also can meet the GM. In short, it’s a fun filled
day.

k) Employee Relations Line- Marriott’s guarantee of fair treatment/Open door process

that gives its employees access to management has always been a cornerstone of the
company care and fair treatment offered to all employees. The process is designed to
allow the employees to share an issue or concern affecting them or their work
environment. Whenever possible, employees can talk to their manager or department
head first. If the matter is not resolved, they can bring the issue to attention of human
resource department or general manager. If still not resolved or they don’t feel
comfortable speaking up in person, they can call the employee relations line (ERL)
toll free, any time, and at no cost.

1.4.1 Employee Engagement surveys-

Employee engagement surveys are being done in almost every company to assess
their level of employee engagement and how they can improve their level. With the help
of this survey, the company can know about its loopholes (in what area of employee
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satisfaction more work is required.) Marriott also conducts its own Associate engagement
Survey. Associate. It is conducted across all Marriotts globally .The Marriott International
gives a certain set of questions that has to be filled by the employees of all the hotels
under Marriott International. It is a 3 day event. In JWMC, for all the 3 days there were
st nd rd
different themes (1 day- Punjabi theme, 2 day- Hawaii theme, and 3 day-sports
theme) and all the HR people have to dress up accordingly for the respective theme. An
X-box was also setup for the employees and refreshments were also there on all the 3
days.

1.5 Purpose of the Study

The purpose of the study is to find out the level of employee engagement in JW
Marriott and how effective is it
 To analyze the views of the workers of the JW Marriott in terms of how much
they are happy working there in the organization.
 To analyze the views of the management.
 To determine effectiveness of employee engagement in an organization
especially in a hospitality industry.
 Find out the role of employee engagement i.e. how it helps to fill the gap
between the management and the worker.
 To find the actual relationship between the management and the workers

1.7 Context of the Study

Industry Overview

Hospitality industry comprising a hotel & catering Industries is one of the fastest
growing industries in the world. In the global contest to the sector has witnessed booming
growth in the past decades or two especially after the opening of the economy. Besides
India with its reach historical past & varied geographical locations like hill stations &
beaches has always been a very attractive tourist destination. Efforts by the Government
to promote India as a prime tourist destination in the world as paying dividends & there
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has been a definite increase in the volume of the international tourists visiting the
country. More encouraging has been the steady growth in the number of Indians
travelling within the country both for the pleasure & business as fall out of the increasing
levels of income & education. All these have augured well for the hotel industry which
has grown tremendously both in terms of capacity & service.

Hotel caters to different categories of client & therefore the industry offers
services varying from the super deluxe category to budget category. The hotel industry
includes leisure & travel industries as well as food & catering business. The industry is
still evolving in our country & has a huge employment potential. Intact, supply of trained
manpower in this sector is far below the demand. In UK food retailing & wholesaling
employs nearly 9 lakhs people working over 1 lakh location.

Few prospective jobs are that of Chefs. Restaurant Manager, Captain & Stewards.
Banquets, Housekeeping, Sales & Marketing, Front Office, Guest Relations, General
Managers, Head of the departments, Finance & Accounts, Travel related services,
Hostess, Maintenance & Engineering. Event Manager etc.

Company Overview

JW Marriott is part of Marriott International’s luxury portfolio and consists of

exceptional properties in gateway cities and distinctive resort locations around the
world. These elegant hotels and resorts cater to today’s sophisticated, self-assured
travelers, offering them the quiet luxury they seek in a warmly authentic, relaxed
atmosphere lacking in pretense. JW Marriott properties artfully provide highly
crafted, anticipatory experiences that are reflective of their locale so that their guests
have the time to focus on what is most important to them. Currently, there are 52 JW
Marriott hotels in 22 countries; by 2014 the portfolio will encompass 76 properties in
28 countries.
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JW Marriott Chandigarh is the luxury address in Chandigarh, the city beautiful.

Excluding elegance and craftsmanship, the hotel is centrally located within close
proximity to the airport and the railway station, in addition to the Business District-
sector 17 and the Information Technology Park. Chandigarh, being a gateway city,
provides access to key tourist destinations of North India.
Conceptualized around the five elements of nature, the hotel is elegance
personified. The grand entrance makes for a spectacular welcome with beautifully
crafted water bodies and flaming torches. With the simple use of natural materials like
travertine and timeless sycamore wood, the interiors of the hotel exhibit welcoming
warmth, use of natural materials, resonates with the urban planning of renowned
Swiss architect Le Corbusier who designed Chandigarh.
The hotel spells understand luxury, offering 164 spacious rooms, including 4
suites and 1 presidential suite elegantly designed in a unique open layout. In keeping
with tradition, the culinary experience at the JW Marriott Chandigarh is an
extravagance of flavours and finest delicacies. The food is authentic, true to the local
culture and crafted to suit the refined palate. Multiple dining options include Saffron
(fine dining Indian Cuisine), The Café @ JW (Global Cuisine), Oregano Restaurant &
Bar (Italian Cuisine), Chandigarh Baking Co. ( Deli & Patisserie), The Lounge,
Whiskey 111- Bar.
The Grand Ballroom has a majestic ceiling height of over 6 metres, adorned with
crystal chandeliers. The available area of 16500 sq. feet includes indoor and outdoor
space for meetings and banqueting facilities making it an ideal choice to host elegant
weddings, social events, meetings and conferences. Other facilities include Business
centre, a full service executive lounge and the award winning Quan Spa, an oasis of
relaxation and rejuvenation.
So whether travelling to Chandigarh on business or leisure JW Marriott Chandigarh is
always a luxury destination.
.
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CHAPTER- 2: REVIEW OF LITERATURE


As the economy is growing, organizations having an active employee engagement
programs will thrive. The era is now for HR and talent management professionals
to do more effort for helping everyone to achieve highest level of satisfaction and
motivation. Enhancing the level of employee engagement to re-engage workers is
st
supposed to be the 1 step in this retention process to ensure survival of the fittest
i.e. only the best and brightest attain success in the organization. The paper by
(Cataldo, 2011) also discusses about the attributes of different employee
engagement levels. It was basically based on the Gallup’s survey of Employee
Engagement i.e. the Q12 questionnaire. According to the Gallup organization, the
cost for keeping actively disengaged workers over a five-year period was
approximately $300 billion in lost productivity and employee performance. Then
it describes about 4 steps of improving employee engagement taking the example
of south west airlines. In conclusion, This white paper:

a) Outlines the characteristics of engaged employees

b) Identifies the traits that engaged, disengaged and actively disengaged
c) employees demonstrate
d) Explores the costs of poor employee engagement to organizations
e) Provides suggestions to human resource and talent management professionals
f) on how to gauge employee engagement in their organizations
g) Offers employee engagement trends and steps to improve employee
h) engagement that HR and talent management professionals can take


The interconnectedness of structures in 1965; and the growing weight of evidence
since that time suggest that productivity challenges are unlikely to be solved by
fixing a single factor in isolation. People play the critical role in positioning all
other factors for maximum effect. The examples in this white
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paper illustrate some of the pressing and critical issues that manufacturers must
address. Extremely complex problems can be addressed if employees have the
will, capabilities and cooperative mindset required. Making unmanageable change
depends to a large extent on employee engagement–being willing to go the extra
mile to solve problems that others would prefer to avoid.

This doesn’t only apply to tertiary quailed engineers and specialists. It applies to all
workers. Australia has high wage rates, but also has more educated process workers than
some competitors. Productivity gains can be discovered by aligned and engaged workers
throughout an organization. Employee involvement and commitment can turn the
disadvantage of high wages on its head. (Levitt, 2012), has highlighted that there is much
within individual companies’ control for making game-changing productivity
improvements.

There are no easy answers, but companies can achieve huge profits by continually
ensuring that they have the right people, processes, resources and technology. Measuring
and improving employee engagement is a vital facilitator of supporting the relentless
quest for making ongoing improvements and looking for ways to outperform competitors.
Knowing what employees really think makes it possible to provide them with the targeted
support and resources they need to deal with the unheard-of levels of threat and
opportunity facing manufacturers in the current economic environment. Research tells us
that employee engagement and alignment makes the difference between success and
failure in a business, especially during tough times. This white paper provides
perceptivity on how employee engagement can help your organization build sustainable
high performance in the manufacturing industry. It includes four short case studies on
how employee engagement helped boost productivity in four key areas:

a) people

b) processes

c) resources, and

d) technology
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
(Garman, 2013) proposed in their article that all the employees are our brand
ambassadors whether the front or back office. Great managers help employees understand
how every role in the organization connects to the customer. The moment when an
employee creates an emotional connection with a customer has profound implications for
a company's productivity and profitability. Employees who know how to make the most
of these moments can engage customers -- and engaged customers spend more, visit more
often, resist competitive overtures, promote the company's brand to others, and forgive
the occasional service blunder. Companies that know how to prepare employees to
engage customers can drive real growth.
When it comes to boosting customer engagement, the back office matters as
much as the front line. Engaged employees, whether on the front lines or several layers
removed, are well-qualified to serve as a company's brand ambassadors. When
employees interact with your existing or potential customers, they give meaning and
dimension to your company's brand promise. The best employee brand ambassadors
don't stop at the end of the workday. They extol the virtues and values of their
company's brand even when they are off the clock -- in conversations with friends,
family, and neighbors and on social media.
Yet Gallup's recent research with more than 3,000 randomly selected workers
shows that only 41% of employees felt that they know what their company stands for
and what makes its brand different from its competitors. When examining the data by
job role, 60% of executives strongly agreed that they know what their company stands
for and what makes its brand(s) different from its competitors, compared with 46% of
managers. But only slightly more than one-third (37%) of "other" employees (non-
executives and non-managers) strongly agreed that they understand their company's
brand promise and brand differentiation, yet these workers are the most likely to
interact with customers every day. When workers are engaged but not aligned with
their organization's brand, it limits their power to create an engaging customer
experience that will actually drive EPS. Great companies understand that employee
engagement itself is not a destination -- it is a platform to even higher performance,
greater productivity, and increased revenue. Fully engaged customers represent a 23%
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premium in terms of share of wallet, profitability, revenue, and relationship growth

over average customers.


Employees are the greatest asset of the organization and these days the only
employees can create competitive advantage for the company. The paper says that the key
drives of engagement are workers, employees and managers or entire organization.
Communication plays a significant role in employee engagement.According to
(Reddering, 2009), a well communicated employee is an engaged employee. Employee
engagement is not a new word that has come from nowhere but it was there from years
before. Employee engagement encourages productive and dedicated team members
which ultimately enhances the productivity of the organization. According to Gallup,
there are 3 levels of employee engagement – actively disengaged, not engaged and
actively engaged. The paper also discusses about the various elements of empowerment
and 360 solutions is enhancing their employee engagement levels.


Employee engagement is problematic. The results from the survey show this
beyond any doubt. When employees are engaged, they demonstrate higher levels of
performance and commitment, and improved work relationships. When they are
disengaged, productivity suffers and relationships between employees can become
dysfunctional. Whether engaged or disengaged, employees generally stay with their
organizations, having either a positive or negative impact. Increasing engagement is a
multifaceted challenge, but there are a number of common themes. One, provide people
with greater control over how they do their work. Two, give employees opportunities to
use their skills. Three, build better communication and relationships between
management and staff. These themes remain constant; they are identified by engaged and
disengaged employees, males and females, and all generations. Driving engagement
requires adjusting our work environments and processes. This is the realm and
responsibility of leadership, and it is leaders who bear the initial burden. More than eight
out of 10 respondents indicate that senior leaders and managers are the ones to increase
engagement. From initially matching a person’s skills to the job requirements, to
 P a g e | 17

communicating clear expectations, to recognizing a job well done, leadership begins and
sustains employee engagement. Yet there is also reason for hope in these results. With
increased communication, less micromanaging, and greater responsibilities for
employees, employee engagement makes leaps forward. Organizations with training on
how to increase engagement show much improvement compared with those with no
training, even when that training is infrequent. It does not have to take much to get started
and realize some benefits of increased engagement.

As per the author, (Bakker, 2011) , Top Tips for Driving Engagement

1. Build positive work relationships.

2. Ensure a good fit between people’s skills and their job requirements.

3. Provide regular feedback on performance.

4. Give opportunities to learn new skills.

5. Give employees greater control over their work: stop micromanaging.

6. Celebrate progress and recognize employees’ accomplishments.

7. Share information: communicate the direction and strategy of the

organization.

8. Give employees the opportunity to share their ideas.

 Employee engagement is a concept with multiple definitions, arguably no form of

direct measure, and a puzzling crossover with other longer standing concepts. As said
above, the paper includes various definitions of employee engagement by Kahn, Gallup,
Kieron Shaw, Dell and International Survey Research. So, there are no limits to the
definition of employee engagement and to measure it every organization has different
tools such as Surveys (engagement Survey, Attitude Survey), Q12 questionnaire(by
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Gallup), 12 attitude statements(by Development Dimensions International).According to

(Colin Dicke, 2007) HR leaders need to be very concerned about employee engagement
that can make their organization productive and healthy.


The definition of engagement has been studied in order to better understand how it
compares to related concepts of employee satisfaction, employee attitudes, and affective
organizational commitment. From this point, the value-profit chain has been expanded to
suggest a means by which engagement can bring forth positive effect for the firm with
special attention paid to the potential for complex relationships between engagement and
firm-level financial performance to egress. Lastly, evidence supporting and taking away
from the argument that engagement exhibits a positive causal influence on firm
performance has been evaluated by (Holwerda, 2006). Does this bring us any closer to
determining what practical benefit engagement holds for corporations today? Is employee
engagement really just old wine in new bottles? The answer to the latter question is yes in
some cases. The concept of employee engagement, especially in a practical sense, adopts
heavily from better defined, more mature ideas and measures of employee attitudes,
satisfaction, and commitment. However, when the significant and growing body of
reported evidence of the positive effects of engagement is taken into account (e.g., Bates,
2004) along with the fact that “all things being equal, organizations with happy and
committed employees outperform those with 39 less happy and less committed
employees” (Carrig & Wright, 2006: 31), the potential for practical significance in terms
of financial performance begins to grow. Cross-sectional designs, however, reveal
consistent positive correlations between engagement and positive proximal outcomes,
which, according to theory put forth by Heskett & colleagues and later, by Carrig &
Wright, suggest significant potential for an engaged workforce to drive business success.
Despite this, the role of engagement in directly causing increased business performance
remains unproven even in the face of claims that increases on a scale measuring
engagement levels will lead to specific monetary increases in revenuesAt the very least,
the study finds no evidence that positive employee relations comes at the expense of
financial performance. Firms can have both. (2003: 987) Thus, when
 P a g e | 19

engagement is considered at its most basic level—as a mechanism to achieve the goal of
the most positive work environment possible—it appears that old wine may still serve its
purpose, even if it is in new bottles.


Employees who are engaged during a change management initiative are likely to
have increased “buy-in” and better performance. Considerable research concerning
change management strategies lists employee engagement as a primary function for
successfully implementing a change management initiative. The key functions associated
with successful change management also share a strong relationship with employee
engagement. Communication is most common of these functions followed by
collaboration, information flow, trust, and effective problem solving. If an organization is
proficient in the functions required for successful change management, they are proficient
in functions strongly associated with employee engagement. Contrary to the statements of
change management consultants there are no ‘silver bullet’ strategies that apply to all
firms. (Dicke, CAHRS, 2007) in his research has determined that there are different types
of change, so as an organization begins the process of developing a change management
strategy it is important that they adjust accordingly. Organizational commitment is a
closely related concept to employee engagement but holds a longer history; therefore
research on its relationship with change management can provide valuable insight.
Successful change management strategies seem to be customized according to the unique
qualities and competitive environment of an organization and may incorporate different
components of other successful strategies. Finally, the largest barrier to employee
engagement during change seems to be an organizational culture lacking experience with
or support for the primary functions required for engagement and change management.
 P a g e | 20


(Alan M. Saks, 2006) purpose of this study was to test a model of the antecedents
and consequences of job and organization engagements based existing models of
engagement and SET. This study provides one of the first empirical tests of the
antecedents and consequences of employee engagement and makes a number of
contributions to this new and emerging area. First, this study approached engagement as
role specific with respect to one's job and organization. In fact, the results demonstrate
that job and organization engagements are related but distinct constructs. Participants'
scores were significantly higher for job engagement compared to organization
engagement. Second, this study found that a number of factors predict job and
organization engagement. While POS predicted job and organization engagement, job
characteristics predicted job engagement and procedural justice predicted organization
engagement. Third, the results of this study indicate that job and organization
engagement are related to employees' attitudes, intentions, and behaviors. In particular,
job and organization engagements predicted job satisfaction, organizational commitment,
intention to quit, and OCBO while only organization engagement predicted OCBI.
Finally, the results of this study suggest that employee engagement can be understood in
terms of SET. That is, employees who perceive higher organizational support are more
likely to reciprocate with greater levels of engagement in their job and in the
organization; employees who are provided with jobs that are high on the job
characteristics are more likely to reciprocate with greater job engagement; and employees
who have higher perceptions of procedural justice are more likely to reciprocate with
greater organization engagement. Engaged employees are also more likely to have a high-
quality relationship with their employer leading them to also have more positive attitudes,
intentions, and behaviors.


(Carnegie, 2011) enjoined that in this era everything can be copied like cost
structure, products, strategies and technologies but what gives any company competitive
edge in the market is people – the workforce of the company and it also gives a better
ROI and therefore better profitability. Rather saying employee, it’s an engaged employee
is the need of the hour. In his research he found that, according to the employees the 2
 P a g e | 21

factors that drives engagement is how your supervisor treats you and the respect and
recognition that you get in the company. Then the author discusses about various findings
i.e. among the 1,500 employees, only 29% are fully engaged and 26% are disengaged.
Almost half (45%) are partially engaged, Gender, ethnicity and work status (full/part
time) do not emerge as critical variables of employee engagement. As the recruiting costs
are increasing at a very high rate i.e. 1.5 times annual salary so as the need to retain an
employee in the organization. Long-term employee engagement starts with good
communication between employer and employees as well as among co-workers, fostering
a positive working environment.
 P a g e | 22

CHAPTER- 3: RESEARCH METHODOLOGY AND PROCEDURE

Field work has been conducted by using Survey Research Method and by
which the opinion and thoughts of workers and management have been recorded.
Survey research conducted for the report is limited.

3.1 Research Objectives

i) Identifying factors involved in building a great place to work .

ii) Understanding the importance of employee engagement in hotel industry and how
it affects employee retention, satisfaction and motivation.

3.2 Unit of Analysis and Survey Area

The study was focused on the employees of

JW Marriott Chandigarh only. The sample consisted of entry-level employees,
supervisors, and managers from the four areas of hotel operations: rooms (e.g., front
office, housekeeping, reservations, and engineering), food and beverage (e.g., restaurants,
room service, and convention and catering), sales and marketing, and administration
(e.g., human resources and accounting).
 P a g e | 23

3.2 Research Design

To achieve the objective two methods of research design has been used-
1. Descriptive research - It includes survey and enquiries of the data. The major
purpose was the complete description of the problem.
2. Exploratory research- This research method has been used to analyze the relation
between the workers and the management.

3.4 Data collection

For data collection, following methods were used:


Primary Data :
 Questionnaire (One to One conversation while filling the Questionnaire).


Secondary Data :
 Internet

 Books

 Published journals and reports

 Research Paper and articles

3.5 Instrument Used

A questionnaire was used to collect data

necessary to meet the purpose and objectives of the study. The questionnaire had eight
sections. It included questions about respondents‟ engagement at work. A 5-pointer from
1(strongly agree) to 5(strongly disagree) measured three dimensions of employee
engagement including vigor, dedication, and absorption. And for exploratory research-
Magazines, Newspapers, Journals, Reports, Research and White papers.
 P a g e | 24

3.6 Sampling Design

The sample size for the above study was a total of 50 from the whole
Chandigarh Area. The respondents of a sample are selected using
convenience sampling.

3.7 Data Analysis Tool


SPSS

Microsoft Excel
 P a g e | 25

CHAPTER 4: DATA ANALYSIS AND INTERPRETATION

4.1 Employee Analysis

Valid Cumulative
Frequency Percent Percent Percent

Valid Strongly agree 23 46.0 46.0 46.0

Agree 25 50.0 50.0 96.0
Neither agree nor 2 4.0 4.0 100.0
disagree
Total 50 100.0 100.0

Table 1: I receive useful and constructive feedback from my supervisors

Figure 1: I receive useful and constructive feedback from my supervisors

Analysis- According to the Table 4.1,

approximately 96% of the employees receives valuable feedback from the employees in which 46% find it
very useful that helps in their development in the organization. And 4% may or may not find it valuable or
that can give any profit to them.
 P a g e | 26

Valid Cumulative
Frequency Percent Percent Percent

Valid Strongly agree 26 52.0 52.0 52.0

Agree 22 44.0 44.0 96.0

Neither agree nor 2 4.0 4.0 100.0

disagree
Total 50 100.0 100.0

Table 2: My manager treats all his /her employees fairly

Figure 2: My manager treats all his /her employees fairly

Analysis- It can be clearly indicated from the above table (4.2) that 26 out of 50
employees feel that there is no discrimination being done in terms of caste, religion etc.
and they can are treated equally in the organization, 22 employees agree and 2 employees
don’t want to share this or they might have not faced any situation like this before in
which their supervisor have to choose amongst employees.
 P a g e | 27

Valid Cumulative
Frequency Percent Percent Percent

Valid Strongly 39 78.0 78.0 78.0

Agree

Agree 11 22.0 22.0 100.0

Total 50 100.0 100.0

Table 3: The organization respects its employees

Figure 3: The organization respects its employees

Analysis -As is portrayed from the graph,

none of the employees disagrees from the statement that they are being respected in the
organization. Therefore, it can be said that the organization respects all its employees
whether and the employees are happy to work there and they feel respected and
recognized in the organization.
 P a g e | 28

Valid Cumulative
Frequency Percent Percent Percent

Valid Strongly Agree 20 40.0 40.0 40.0

Agree 22 44.0 44.0 84.0

Neither agree nor 2 4.0 4.0 88.0

disagree
Disagree 6 12.0 12.0 100.0
Total 50 100.0 100.0

Table 4 The organization values the contribution I make

Figure 4: The organization values the contribution I make

Analysis- As is depicted by the graph, 6%

employees feel that they not being valued in the organization that is not good for the
betterment of the organization and this may be the reason of high retention rate in the
organization. And cumulatively, 84% employees thinks that their contribution is being
valued.
 P a g e | 29

Valid Cumulative
Frequency Percent Percent Percent

Valid Strongly Agree 24 48.0 48.0 48.0

Agree 19 38.0 38.0 86.0
Neither agree nor 5 10.0 10.0 96.0
disagree
Disagree 2 4.0 4.0 100.0
Total 50 100.0 100.0

Table 5 : I am paid fairly for the work I do

Figure 5: I am paid fairly for the work I do

Analysis- Only 2 employees out of 50 thinks

that they are underpaid and this may be because of several reasons- their friends might be
getting more pay for the same work or high expectations etc. But around 50% are highly
satisfied with their pays and approx 40% are satisfied. Because in Marriott gives a lot of
perks to its employees also i.e. 6 offs a month, 50% discount if you dine in the hotel, 25%
discount in the room rent etc. So this undermines the effect of lesser pay.
 P a g e | 30

Valid Cumulative
Frequency Percent Percent Percent

Valid Strongly agree 20 40.0 40.0 40.0

Agree 27 54.0 54.0 94.0

Neither agree nor 3 6.0 6.0 100.0

disagree
Total 50 100.0 100.0

Table 6 : Senior management is genuinely interested in employee opinions and ideas

Figure 6: Senior management is genuinely interested in employee opinions and ideas

Analysis- It’s a thing to be proud of that none

of the employee thinks that they are not listened in the organization. No doubt there are
6% of the employees that are neutral on this statement and the reason behind this is-a)
non attending departmental meetings, b) doesn’t find departmental and associate meets
valuable so don’t want to speak or give opinions in that meetings.
 P a g e | 31

Valid Cumulative
Frequency Percent Percent Percent

Valid Strongly 24 48.0 48.0 48.0

agree
Agree 26 52.0 52.0 100.0
Total 50 100.0 100.0

Table 7: My benefit plans are comparable to those offered by other organizations

Figure 7: My benefit plans are comparable to those offered by other organizations

Analysis- It can be clearly said from the

results that each and every employee in the organization is happy with their benefit plans.
The benefit plans provided by Marriott are easy to understand and employees find them
very useful for eg- Provident Fund, Insurance ( you, your spouse and 2 children are
insured under ESIC). This helps in increasing the engagement level in the organization.
 P a g e | 32

Valid Cumulative
Frequency Percent Percent Percent

Valid Strongly agree 18 36.0 36.0 36.0

Agree 25 50.0 50.0 86.0
Neither agree nor 7 14.0 14.0 100.0
disagree
Total 50 100.0 100.0

Table 8 : I feel physically safe in my work environment

Figure 8: I feel physically safe in my work environment

Analysis-36% of the employees strongly

agree that they are safe in the organization and the work culture is also safe and protected
and 50% agrees whereas 14 % of the employees are neutral on the statement. And this
14% consists of the employees who doesn’t work on high conditions(like heat or cold),
they are mostly front office employees.
 P a g e | 33

Valid Cumulative
Frequency Percent Percent Percent

Valid Strongly 19 38.0 38.0 38.0

agree

Agree 31 62.0 62.0 100.0

Total 50 100.0 100.0

Table 9: The organization provided as much training as i needed

Figure 9: The organization provided as much training as I needed

Analysis-Training in Marriott is considered as

part and parcel for the organization Regular trainings are provided in Marriott say it be 15
minutes training, 45 minutes training, In the Beginning Training, Perfect pitch, Fine
Tuning, Symphony of service etc. and it is compulsory for every employee to attend
every training once in a month so that none of the employee is left behind who has not
received training and he/she can better perform his/her job.
 P a g e | 34

Valid Cumulative
Frequency Percent Percent Percent

Valid Strongly agree 20 40.0 40.0 40.0

Agree 27 54.0 54.0 94.0

neither agree nor 2 4.0 4.0 98.0

disagree
11.00 1 2.0 2.0 100.0
Total 50 100.0 100.0

Table 10 : I am willing to give extra effort to help my company succeed

Figure 10: I am willing to give extra effort to help my company succeed

Analysis-As is indicated by the results, that

40% and 54% of the employees strongly agree and agree with the statement that if the
company requires them for extra effort,they are ready to help the company respectively.
This shows that the employees are very dedicated towards their work and are happy to be
in that organization .Extra effort indicates extra time for work and less time for family,
they are even agree to that that. Therefore employees are the strength of Marriott.
 P a g e | 35

Mean
3
2.5
2
1.5
1
0.5
0 Mean

Figure 11: Rating of the work facilities

Analysis- As can be seen from the above Bar

Chart, The 5 Most prominent work facilities that affect work satisfaction are –
Technology, Work shifts, Work Culture, Promotions, and Work Pressure. This can be said
that Employee satisfaction can be easily managed by managing these facilities.

Valid Cumulative
Frequency Percent Percent Percent

Valid 1 21 31.3 42.0 42.0

2 28 41.8 56.0 98.0
3 1 1.5 2.0 100.0
Total 50 74.6 100.0
Missing System 17 25.4
Total 67 100.0

Table 11: Are you satisfied with your organization

Analysis- As can be seen from the table 4.12,

98% of the employees agree that they are satisfied working in the organization. This
 P a g e | 36

indicates that the employee engagement level for the organization is very good.Only 2%
of the people need to be worked upon.

4.2 Factor Analysis: It is used in case of large number of variables.

How will you rate the management on these facilities?

Kaiser-Meyer-Olkin Measure of Sampling .601

Adequacy.

Bartlett's Test of Approx. Chi-Square 353.527

Sphericity
df 91
Sig. .000
Table 12 : KMO and Barlett's Test

In order to validate the relevance of using this

statistical method, statistical tests are used: Bartlett specificity test and measure of
sampling adequacy of Kaiser Meyer Olkin(KMO).. It is considered that if KMO is
between 0.9 and 1 factorial model results will be excellent, will be good if they are
between 0.8 and 0.9; acceptable, between 0.7 and 0.8; regular, between 0.6 and 0.7, and
the lower limit of acceptance, but acceptable, they are between 0.5 and 0.6, and
unacceptable when less than 0.5. As is rephrased from the table, the value of KMO is
0.601 so it is acceptable.

Moreover, The Bartlett test of specificity of

the hypothesis that the correlation matrix is an identity matrix. For the factor analysis to
work we need this test to be significant (i.e. to have a significant value less than .05). As
we can see from the table the significant value is .000 hence the Bartlett’s test is highly
significant and therefore factor analysis is appropriate.
 P a g e | 37

Total Variance Explained

Compone Initial Eigenvalues Extraction Sums of Squared Loadings
nt
Total % of Cumulative Total % of Cumulative
Variance % Variance %

1 3.721 26.578 26.578 3.721 26.578 26.578

2 2.775 19.819 46.397 2.775 19.819 46.397
3 1.502 10.730 57.128 1.502 10.730 57.128
4 1.202 8.587 65.715 1.202 8.587 65.715
5 1.045 7.467 73.182 1.045 7.467 73.182
6 .924 6.599 79.781
7 .738 5.270 85.051
8 .590 4.213 89.264
9 .534 3.812 93.077
10 .383 2.737 95.814
11 .305 2.179 97.993
12 .139 .994 98.987
13 .097 .693 99.681
14 .045 .319 100.000
Extraction Method: Principal Component Analysis.
Table 13: Total variance

From the above table we see that initially SPSS identifies 14 components within
the data set. The first few factors explains relatively large amount of variance whereas
rest of the factors explain small amount of variance. It has been taken out the components
that as Eigen value greater than 1 are extracted, which leaves 5 factors with us and the
cumulative variance is 73.182.
 P a g e | 38

Communalities
Initial Extracti
on

How will you rate the 1.000 .938

management for
providing these work
facilities- Cleanliness

How will you rate the 1.000 .623

management for
providing these work
facilities- Cafeteria

How will you rate the 1.000 .632

management for
providing these work
facilities-
Technology

How will you rate the 1.000 .767

management for
providing these work
facilities- Work shifts

How will you rate the 1.000 .927

management for
providing these work
facilities- Leadership
Skills

How will you rate the 1.000 .671

management for
providing these work
facilities- Medical
Facilities

How will you rate the 1.000 .649

 P a g e | 39

management for
providing these work
facilities- Receational
facilities

How will you rate the 1.000 .500

management for
providing these work
facilities- Timely
wages

How will you rate the 1.000 .829

management for
providing these work
facilities- Work
culture

How will you rate the 1.000 .845

management for
providing these work
facilities- Promotions

How will you rate the 1.000 .863

management for
providing these work
facilities- Work
pressure

How will you rate the 1.000 .778

management for
providing these work
facilities- Inter
personal relationships

How will you rate the 1.000 .415

management for
providing these work
 P a g e | 40

facilities- Employee
relations line

How will you rate the 1.000 .809

management for
providing these work
facilities- Resolving
problems

Extraction Method: Principal Component

Analysis.

Table 14 : Communalities

The above table gives the factor before the extraction. The Principal component
analysis is based on the assumption that initially all the variances are common and then
the factors are extracted. After extraction some factors are discarded and so the
information is lost therefore the amount of variance can be explained by component
obtained after extraction.

a
Component Matrix
Component
1 2 3 4 5
How will you rate the .956 .075 .115 .008 .078
management for
providing these work
facilities- Cleanliness

How will you rate the .765 .170 -.088 -.032 .024
management for
providing these work
facilities- Cafeteria

How will you rate the -.074 .429 .662 .035 .066
management for
providing these work
 P a g e | 41

facilities-
Technology

How will you rate the -.103 .801 -.128 -.266 -.163
management for
providing these work
facilities- Work shifts

How will you rate the .951 .080 .123 .008 -.026
management for
providing these work
facilities- Leadership
Skills

How will you rate the .040 .068 .815 -.018 -.010
management for
providing these work
facilities- Medical
Facilities

How will you rate the .469 -.242 -.063 .599 -.091
management for
providing these work
facilities- Receational
facilities

How will you rate the .263 .433 -.364 -.007 .333
management for
providing these work
facilities- Timely
wages

How will you rate the -.159 .765 -.016 .462 .068
management for
providing these work
facilities- Work
culture
 P a g e | 42

How will you rate the .030 -.030 .010 -.258 .881
management for
providing these work
facilities- Promotions

How will you rate the .013 .781 .004 -.444 -.234
management for
providing these work
facilities- Work
pressure

How will you rate the -.234 .636 .020 .533 .183
management for
providing these work
facilities- Inter
personal relationships

How will you rate the .399 .236 -.429 -.008 -.124
management for
providing these work
facilities- Employee
relations line

How will you rate the .879 .001 .161 -.090 -.051
management for
providing these work
facilities- Resolving
problems

Extraction Method: Principal Component Analysis.

a. 5 components extracted.
Table 15: Component Matrix
 P a g e | 43

This table gives the component matrix after extraction in which 14 factors has
been reduced to 5 major components that includes all the factors within it. This shows the
loading of each variable onto each factor.

4.3 Correlations

Bivariate Correlation tests whether the relationship between two variables is

linear (as one variable increases, the other also increases or as one variable increases, the
other variable decreases).
Pearson Correlation- This type of bivariate correlation test requires that the
variables both have a scale level of measurement (there is a rank order for the values and
the distance in between the values can be determined).

Table 16 : Correlation is significant at the 0.01 level (2-tailed).

Correlations
How will you
rate the
management
Are you for providing
satisfied these work
working in facilities-
this Timely
organization? wages

Are you satisfied Pearson 1 **

.388
working in this Correlation
organization?
Sig. (2-tailed) .005
N 50 50
 P a g e | 44

How will you rate the Pearson ** 1

.388
management for Correlation
providing these work
Sig. (2-tailed) .005
facilities- Timely
N 50 50
wages

In this case, the Pearson’s value is describing the correlation between the
satisfaction and work culture. As is seen from the above table, the value is 0.130,
this indicates that there is a weak relationship between your two variables. This
means that changes in one variable are not correlated with changes in the second
variable.

Table 17: Correlations

How will
you rate the
management
Are you for providing
satisfied these work
working in facilities-
this Resolving
organization? problems

Are you satisfied Pearson 1 **

.470
working in this Correlation
organization? Sig. (2-tailed) .001

N 50 50
**
How will you rate the Pearson .470 1
management for Correlation
providing these work
Sig. (2-tailed) .001
facilities- Resolving
N 50 50
problems
 P a g e | 45

Table 17: Correlations

How will
you rate the
management
Are you for providing
satisfied these work
working in facilities-
this Resolving
organization? problems

Are you satisfied Pearson 1 **

.470
working in this Correlation
organization? Sig. (2-tailed) .001

N 50 50
How will you rate the Pearson ** 1
.470
management for Correlation
providing these work
Sig. (2-tailed) .001
facilities- Resolving
N 50 50
problems

**. Correlation is significant at the 0.01 level (2-tailed).

The Pearson correlation value is 0.470 i.e. very close to 0.5. So, it indicates that
there is a strong relationship between satisfaction and how quickly the organization
solves any problem.
 P a g e | 46

I receive
Are you useful and
satisfied constructive
working in feedback
this from my
organization? supervisors

Are you satisfied working in Pearson 1 .239

this organization? Correlation
Sig. (2-tailed) .094
N 50 50

I receive useful and Pearson .239 1

constructive feedback from my Correlation
supervisors Sig. (2-tailed) .094
N 50 50

Table 18

As can be seen from the above table, receiving feedback is not a major component for
satisfaction according to the employees.

Are you
satisfied
working in The organization
this respects all its
organization? employees?

Are you satisfied Pearson 1 .219

working in this Correlation
organization? Sig. (2-tailed) .127
N 50 50
 P a g e | 47

The organization Pearson .219 1

respects all its Correlation
employees? Sig. (2-tailed) .127
N 50 50

Table 19

No doubt respect and recognition do play an important role in the organization. But as the
Pearson’s value is very less( 0.219), it indicates a weak correlation among the two
variables.

4.4 Cross tabulation

Are you satisfied working in the organization? * What is your gender?
Crosstabulation

What is your
gender?

1 2 Total
Are you satisfied 1 15 9 24
working in the 2 18 7 25
organization?
Total 33 16 49
 P a g e | 48

Asymp. Sig. Exact Sig. (2- Exact Sig.

Value df (2-sided) sided) (1-sided)

Pearson Chi-Square a 1 .478

.503
b .163 1 .686
Continuity Correction
Likelihood Ratio .503 1 .478
Fisher's Exact Test .551 .343
Linear-by-Linear .492 1 .483
Association
N of Valid Cases 49

Table 19: Chi- Square Test

Figure 12: Bar graph depicting the satisfaction level among different genders in the
organization
 P a g e | 49

CHAPTER 5: SUMMARY OF FINDINGS

The Overall Satisfaction Score for the JWMC

is 94% according to the management. Therefore, it can be said that about 94% of the
employees of JWMC are actively engaged and only 6% are less engaged and 6% is quite
a low score that can be easily worked upon. If 94% employees are happy to work there,
then what’s the problem that only a subset of employees is facing?

The positive facets of JWMC are

i. They give proper respect and recognition to the employees( as there

was 100% positive response for that, referring to question no.- 5)
ii. Good amount of training is imparted to the employees( referring to
question no.- 9)
iii. The employees are happy with the benefits plan they are getting for
example :- PF, ESIC etc. ( referring to question no.- 7)

One problem that I noticed in the organization

is the way the supervisors treat their employees. It’s not always the problem but in 3 out
of 10 cases the supervisors gets hotheaded and something bad happens between the
employee and the supervisor that spoils their relationship.

Marriott has a very good practice for tackling

these problems i.e. Commitment to correct form. If any employee does any misconduct
for the first time during his job, he’s given a just a warning. But if he/she repeats the same
thing, the manager suspends the employee from the work and then he/she is liable to fill
the commitment to correct form in HR department stating the misconduct and the reason.
Finally, the head of the HR department counsels the employee and leaves the employee
on warning for the last time.
 P a g e | 50

5.1 Conclusions

Objectives Conclusions
 
To analyze the views of the The employee engagement level
workers of the JW Marriott in of the organization is 94% as per
terms of how much they are happy the management. So, it can be
working there in the organization. concluded that 94% of the
workforce is happy working there.

As per the question no.13, 98% of
the employees are satisfied with
the organization.
 are being
Departmental meetings
held on daily basis to discuss the
main agenda of the day. For
proper communication, there are
notice boards, Daily Rehearsals
etc.

 
To analyze the views of the Management wants the employees
management. to participate and put fort their
views, more innovative ideas
which can help in enhancing the
productivity of the organization.

 
To determine effectiveness of Workers are satisfied with the
employee engagement in an working of organization however
organization especially in a there are few factors like resolving
hospitality industry. problems, leadership skills and
cafeteria issues in which
organization needs to put more
efforts.
 P a g e | 51

 
Find out the role of employee Management was successful in
engagement i.e. how it helps to fill bridging the gap this is one of the
the gap between the management major conclusion of the survey.
and the worker.

 
To find the actual relationship Workers need the concern of
between the management and the management in the issues related to
workers. incentives and tools and leadership.

Regarding the culture, workers are
satisfied with the work culture of
the organization.

Workers are less satisfied with the
time taken by them to resolve the
issues as compared to the trade
unions.

5.2 Recommendations

1. The sample should be somewhere around 100-150.so that it can represent the
whole universe (population) of employees.
2. It is recommended to use longitudinal designs and other methods to reduce such
biases to further validate the relationships found in this study; such longitudinal
studies would allow a stronger causal inference to be established.
3. Any further research might include additional dimensions in determining the
direct and moderating effects of psychological climate in influencing employee
engagement. In addition, investigating the relative contribution in determining
employee engagement among different psychological climate dimensions is also
recommended.
4. To diminish SDRB, the researcher emphasized guaranteed anonymity of
individual responses throughout the survey. Nonetheless, the influence of SDRB
on the result of the study cannot be completely ruled out. Thus, it is recommended
that future research in this area be conducted using multiple sources or other,
 P a g e | 52

more accurate quantitative or qualitative data like archival data from

organizational records.

5.3 Limitations of the study

Although this research was carefully prepared, I am still aware of its limitations and
shortcomings -

1. The population of the experimental group is small, only fifty employees and might not
represent the majority of the employees of the organization.
2. It is unavoidable that in this study, certain degree of subjectivity can be found.
3. The first limitation involved in this study is cross-sectional design of the study. As data
for this study were collected from individual respondents at a single point in time, the
Casual relationship between the variables is prone to biases.
4. The other limitation involves the limited measure of psychological climate. Psychological
climate is a multidimensional construct with many different dimensions because it
includes individual employees‟ perceptions of virtually every aspect of their work
environment. The validity of appropriate dimensions for a study varies according to types
and characteristics of job, role, work group, and/or organization . Accordingly, the present
study selected four dimensions of psychological climate from hospitality literature to
reflect the hospitality work and organization with the maximum validity. However, the
four dimensions used in this study may not sufficiently assess employee perceptions of
their work environment in the hotel setting.

5. The primary limitation involved in this study may be the use of self-report questionnaires.
In spite of its usefulness in measuring respondents‟ subjective state of

mind, disposition, or attitude), relying on self-report information may lead to social

desirability response bias (SDRB) in statistical analysis, suggesting that the data and
relationships found in this study might have been confounded by individuals‟ tendency to
over report what they think will be “socially desirable”.
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Bibliography

 Alan M. Saks, E. 2. (2006). Antecedents and consequences of employee

engagement. Journal of Managerial Psychology, 600-619.

 Bakker, S. (2011). Psychometrics. Retrieved from Psychometric canada ltd.

website: http://www.psychometrics.com/docs/engagement_study.pdf

 Carnegie, D. (2011). Retrieved from

https://est05.esalestrack.com/eSalesTrack/Content/Content.ashx?file=cd7b5626-
fc22-4400-913d-0b522e07ec3c.pdf

 Cataldo, P. (2011). UNC, Kennan Flagler Business School. Retrieved from UNC
website: http://www.kenan-flagler.unc.edu/executive-
development/about/~/media/E93A57C2D74F4E578A8B1012E70A56FD.ashx

 Colin Dicke, J. H.-M. (2007, May 22-23). Cahrs Corporation. Retrieved from
CAHRS:
http://www.uq.edu.au/vietnampdss//docs/July2011/EmployeeEngagementFinal.pd f

 Dicke, C. (2007). CAHRS. Retrieved from

https://est05.esalestrack.com/eSalesTrack/Content/Content.ashx?file=8a9f2c20-
ed9b-4cee-b720-dd72801cdd26.pdf

 Dicke, C. (2007). EMPLOYEE ENGAGEMENT & CHANGE MANAGEMENT.

Retrieved from www.esalestrack.com:
https://est05.esalestrack.com/eSalesTrack/Content/Content.ashx?file=8a9f2c20-
ed9b-4cee-b720-dd72801cdd26.pdf

 Garman, S. S. (2013). Getting the Most Out of the Employee-Customer

Encounter. Gallup Business Journal, 2.
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 Holwerda, J. (2006). CAHRS. Retrieved from

https://est05.esalestrack.com/eSalesTrack/Content/Content.ashx?file=02603280-
63cf-49e9-92bf-295d0736a67f.pdf

 Levitt, H. (2012, July). Insync surveys. Retrieved from Insync Sights:

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ent_in_manufacturing.pdf

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http://www.northstar360.com/whitepapers/employee-engagement-whitepaper.pdf
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Annexure

QUESTIONNAIRE

1. I receive useful & constructive feedback from my supervisors?

a) Strongly Agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

2. My manager treats all his /her employees fairly?

a) Strongly Agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

3. The organization respects its employees?

a) Strongly Agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

4. The organization values the contribution I make?

a) Strongly Agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
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5. I am paid fairly for the work I do?

a) Strongly Agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

6. Senior management is genuinely interested in employee opinions & ideas?

a) Strongly Agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

7. My benefit plans are comparable to those offered by other organizations?

a) Strongly Agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

8. I feel physically safe in my work environment?

a) Strongly Agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

9. The organization provides me as much training as I need?

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a) Strongly Agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

10. I am willing to give extra effort to help my company succeed?

a) Strongly Agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

11. How will you rate the management for providing these work facilities- (“1” Being
the Best and “5” being the Least)

1) Cleanliness 1 2 3 4 5
2) Cafeteria

3) Technology

4) Work Shifts
5) Leadership
6) Medical Facilities
7) Recreational facilities
8) Timely wages
9) Work Culture
10) Promotions
11) Work Pressure
12) Interpersonal Relationships
13) Employee Relations Line
14) Resolving Problems
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12. Are you Satisfied Working in the organization?

a) Strongly Agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

13. What is your Gender?

1. Male
2. Female