IMPACT OF EMPLOYEE ENGAGEMENT ON EMPLOYEE

PERFORMANCE IN AIRTEL IN POST COVID ERA

A Mini Project Report Submitted to

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY, ANANTAPURAM

In Partial Fulfillment of the Requirements
For the Award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted BY
K. MONIKA LAKSHMI
Reg. No 21691E0082
Under the Guidance of
Dr. K. V. GEETHA DEVI, Ph.D.
Assistant Professor
DEPARTMENT OF MANAGEMENT STUDIES

MADANAPALLE INSTITUTE OF TECHNOLOGY & SCIENCE (MITS)

(UGC - AUTONOMOUS)
(Affiliated to Jawaharlal Nehru Technological University, Anantapuram)
MADANAPALLE – 517325
ANNAMAYA DISTRICT, A.P.
2021 - 2023

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 DECLARATION

I hereby declare that the project entitled “IMPACT OF EMPLOYEE ENGAGEMENT ON

EMPLOYEE PERFORMANCE IN AIRTEL IN POST COVID ERA,TIRUPATHI” is a
Bonafede work submitted to Jawaharlal Nehru Technological University Anantapur, under
the guidance and supervision of GUIDE, Dr. K. V. Geeta Devi, Ph.D., Department of
Management Studies, Madanapalle Institute of Technology & Science, Madanapalle, for the
award of MASTER OF BUSINESS ADMINISTRATION. It is a record of original work
done by me and that the project has not previously formed the basis for the award of any
degree.

Date: K. MONIKA LAKSHMI

Place: Regd.No:21691E0082

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 CERTIFICATE

This is to certify that the project report entitled “IMPACT OF EMPLOYEE ENGAGEMENT
ON EMPLOYEE PERFORMANCE IN AIRTEL IN POST COVID ERA, TIRUPATI”
submitted by K. MONIKA LAKSHMI (Reg.No.21691EOO82) under the guidance of Dr. K.
V Geeta Devi, Ph.D., Assistant professor, Department of Management studies for the award
of Master of Business Administration to Jawaharlal Nehru Technological University
Anantapur, Anantapuram, is a record of independent project work undertaken by her under
my supervision and guidance and the project has not been submitted either in partial or whole
for the award of any other degree or diploma of any university.

Guide Head of the Department

Dr. K. V. Geeta Devi, Ph.D., Dr. Sremmant Basu
Assistant Professor, Ph.D- IIT-Khargour,
Department of Management Studies Dean- Administration & International Relations
Head of the department,
Department of Management Studies.

INTERNAL EXAMINER EXTERNALEXAMINER

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 ACKNOWLEDGEMENT

I sincerely praise the efforts of Dr. SREMMANT BASU, Ph.D., Professor MBA
Department, HOD of the Management Studies, MADANAPALLE INSTITUTE OF
TECHNOLOGY AND SCIENCES, Angallu, for giving this opportunity to do the project
work. My profound thanks and deep sense of gratitude to the teachers who gave me the data
to complete this project. My heartful sincere thanks to Dr. K. V. Geeta Devi, Ph.D. faculty
for the Department of Management, Madanapalle Institute of Technology and Sciences,
Angallu for his value suggestions and guidance being instrumental in giving proper shape
structure to this project report.

Finally, I thank to one and all who help me in completion of my project work.

K. MONIKA LAKSHMI
21691E0082

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S.NO CONTENTS Page No

Title Sheet
Declaration
Certificate
Acknowledgement
Abstract
CHAPTER – 1 INTRODUCTION
1.1 Introduction
1.2 Literature Review
1.3 Statement of the problem
1.4 Conceptual Background & Hypothesis
CHAPTER – 2 RESEARCH
METHODOLOGY
2.1 Research Methodology
2.2 Sampling Method
2.3 Data Analysis techniques
CHAPTER-3 RESULTS, FINDINGS,
SUGGESTIONS & CONCLUSION
3.1 Analysis & Results
3.2 Key Findings
3.3 Suggestions
3.4 Conclusion
4 References
5 Questionnaire
LIST OF CONTENTS

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 ABSTRACT:

This study measures the significance of employee engagement and individual well-being on
organizational performance. The collected data was done through the administration of semi-
structured questionnaires and interview. The researchers gathered data from one of Airtel
telecommunication network. A total number of 15 questionnaires were administered to the
staff of the selected organization. Correlation analysis was used to test the hypotheses to
measure the specified variables. The result shows that employee engagement and individual
well-being has a significant effect on efficiency and effectiveness which has strong ability to
enhance the organization performance. It was recommended that the top management of
organizations should keep in mind employee engagement various drivers such as
empowering the employees, providing full information, support from the top management,
aligning efforts with strategy while planning to engage their employees to ensure efficiency
and improved performance in their organization.

Secondly, communication within the organizations should focus more on engaging

employee, individual well-being, empowering employees, rewards and recognition and
building a bond between leaders and employees as strategic objectives. Finally, organization
leaders should adopt a periodic survey with employees to develop a better understanding of
the employees' expectation trends over time. Monitoring and tracking employee engagement
strategies of an organization and its competitors can be useful when planning to implement
effective employee engagement strategies.

Keywords: Employee engagement, individual well-being, competitive advantage,

profitability, efficiency, effectiveness.

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 CHAPTER - 1
INTRODUCTION

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1.1 INTRODUCTION:
The survival of organizations in today’s highly competitive business environment is
dependent on maximizing profits from its current capabilities while recognizing and adjusting
to the fact that organization and business environment of today is dynamic. To enhance or
maintain competitive advantage, profitability, efficiency, effectiveness organization must
work hard to create a conducive work environment through employee engagement and their
well-being. Employee engagement and well-being have become a crucial concept with the
utmost attention to management in today's organization. In this current and challenging
globalized economy, business leaders need a high-performing workforce for growth and
survival. Effective management of employee engagement, employee well-being effectively,
and the organization’s objective is crucial to ensuring a sustainable and viable future for
them.

They recognize that a highly engaged workforce can increase innovation, productivity, and
bottom-line performance and thus enable employees to be committed to the organization.
More so, empowered employees are said to be in the position to make quick decisions and
respond to any changes in the environment. Thus, the process of transferring power, authority
with responsibility and accountability to the employees enables organizations to be more
flexible and responsive to lead improvements in both individual and organizational
performance. This paper explores the concept of employee empowerment and engagement
and its relationship to organizational commitment. Thus, this study investigates
understanding the link between employee engagement and employee empowerment on
organizational commitment.

1.2. LITERATURE REVIEW

Engidaw, A. E. (2021). The effect of motivation on employee engagement in public sectors:
in the case of North Wollo zone. Journal of Innovation and Entrepreneurship, 10(1)42.

Aim: This study was to examine the effect of intrinsic and extrinsic motivation on employee
engagement in public sectors. A quantitative and qualitative study survey was conducted and
explanatory survey research design used. Both primary and secondary sources of data used.
The target population was selected four city administrative office employees including all
kebeles office employees and as a sample size, 349 questionnaires were filled and collected
from these employees. The study used proportionately sampling stratified with simple
random sampling because to collect the relevant data and to give equal chance for all
employees. SPSS was used to the required test of inferential statistics; including reliability
analysis, bivariate correlation, analysis of variance (ANOVA) test, and multiple regression
analysis. The finding of the study revealed that extrinsic motivation was considered more
significant than intrinsic and there was a positive significant relationship between intrinsic
and extrinsic motivations with employee engagement. From the results, it was also concluded
that the relationship and effect of extrinsic motivation were stronger on employee
engagement as compared to intrinsic motivation.

Chandani, A., Mehta, M., Mall, A., & Khokhar, V. (2016). Employee engagement: A
review paper on factors affecting employee engagement. Indian Journal of Science and
Technology,  9(15), 1-743.

Objective: To clarify what is meant by employee engagement and why it is important

(particularly with respect to its effect on employee retention and performance), as well as to
identify factors that are critical to its effective implementation. Methods/Statistical Analysis:
Review method was used. Under the process of review around 30 academic and popular
research papers/ literature in the area of employee engagement, researchers have come up
with different factors which are mostly commonly mentioned in these research papers. The
review process aims at strengthening existing literature. After studying all the factors in each
research paper, authors have taken the findings. Findings: Various factors have been
discussed of engagements which are at macro i.e., at organizational level and micro level i.e.,
at individual level. These variations in factors may arise due to differences in individual and
job characteristics, gender diversity; ethnic diversity

Preko, A., & Adjetey, J. (2013). A study on the concept of employee loyalty and
engagement on the performance of sales executives of commercial banks in
Ghana.  International Journal of Business Research and Management (IJBRM), 4(2), 51-
6244.

This study examines inter-correlations of employee loyalty and engagement as independent

variables and how they affect the performance of sales executives employed by commercial
banks. The research further conceptualizes the hypotheses formulated to show their
individual contributions to performance. The aim to finding out if the sales executives are
really loyal to their employers since they are recruited as contract workers who do not enjoy
the same opportunities and benefits as full time workers of the banks. The study made use of

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triangulation research designs (exploratory and questionnaire). A purposive sampling method
was adopted to sample 50 sales executives (past and present workers) from Fidelity Bank,
Eco Bank and Standard Chartered Bank. The value of Cronbach’s Alpha was calculated on
employee loyalty 0.804, engagement 0.707 and employee performance 0.839 to determine
the reliability and validity level of the both independent and dependent variables by using the
SPSS, version 20. The findings revealed that there are significant linear correlations among
employee loyalty, engagement and performance. The study also showed significant positive
correlations of human relation, leadership style, job content, personal development, creativity
and their effect on employee loyalty.

Frempong, L. N., Agbenyo, W., & Darko, P. A. (2018). The impact of job satisfaction on
employees’ loyalty and commitment: a comparative study among some selected sectors in
Ghana.  European Journal of Business and Management, 10(12), 95-10545.

Job satisfaction is one of the vital needs of a most employees in well-structured organization
and vital to all corporate management. It is believed that the prospect business will depend on
the level of employees’ satisfactions. The Aim of the study is to find whether job satisfaction
has impact on the employees’ loyalty and commitment. The study used descriptive and
exploratory research design. The study population was the entire employees in the selected
sectors in Ghana. A total of (150) employee from the mining, financial and manufacturing
industries were sampled. Multiple regression analysis was used to predict the unknown value
of a variable from the known value of variable also called predictors.

1.3. STATEMENT OF THE PROBLEM

In recent years, employee’s comfort on the job has been recognized as an important factor
for measuring their productivity. Employee engagement affects quality of service in
organization with consequent effect on customer satisfaction. Therefore, many firms strive to
create high engagement amongst their employee’s. Engaged employee’s demonstrate
attributes such as Performance, trust, commitment in the organization. when employees are
satisfied and engaged with their work, they are more creative, innovative and offer advances
that allow companies to evolve positively over time with changes in market conditions.

It means organization’s that desire to improve their performance must be concerned about
internal issues related to employee engagement being an important ingredient to employee
productivity, there is limited empirical research that has been conducted on the subject matter

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in relation to Airtel, in Tirupati. In order to create an environment for employee engagement,
it is vitally important to be aware of the determinant factors.

Employee engagement and employee performance are most important factors in the
organization. These attitudes are affected by many variable factors such as training, reward
system, recognition, creativity, communication, adaptability, job satisfaction, belongingness
in the organization. Practically employee face problem of work load, stress which directly
affects engagement of employee. So, the problem statement of this research is formulated as
follows:

To study the “Impact of Employee Engagement on Employee Performance mediated by

Employee Loyalty”.

OBJECTIVES OF THE STUDY

1) To study the impact of employee engagement on performance.

2) To explore the correlation among employee engagement and employee performance.

NEED FOR THE STUDY

The actual need of the study was to find out the factors that determine employee engagement
and their individual contribution on employee performance.

The review of literature reveals that very few studies have been conducted on employee
engagement in AIRTEL.

AIRTEL have relevant employee engagement problems.

1. The present study identifies employee engagement in AIRTEL which provides clue for
the employee performance i.e., contribution to bottom line business success i.e., sales.
2. To identify and understand disengagement reasons in AIRTEL.
3. To study employee perception on organization’s capacity to manage employee
engagement that is closely related to its ability to achieve high performance levels and
superior business results.
4. To identify Employee Loyalty contribution towards Employee Performance.

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SCOPE OF THE STUDY

The study has a limited scope. It is only conducted for AIRTEL employees, the study is one
of the immersing functions of HR managers i.e., employee engagement and employee
performance.

In the survey an attempt has been made to analyze the employee performance resulted from
employee engagement of AIRTEL, Tirupati.

To understand the level of engagement of employees and disengagement areas.

Employee engagement and employee loyalty and performance has been analyzed on the basis
of following factors: - Job satisfaction, career development opportunities, culture, working
environment, job security, salary & monetary benefits, employee participation in
management, superior and sub-ordinate relationship, year of joined to know loyalty, total
rewards received to know performance recognition.

1.4. CONCEPTUAL BACKGROUND & HYPOTHESIS

Employee Engagement

Satisfaction among employees is desirable, but satisfied employees may not necessarily
display vigor in their work. Employees committed to their organizations may not always have
an in-depth commitment to their job. Satisfaction and loyalty are related to performance, but
engagement appears overall to be a better predictor of employee performance. Over the years,
the definition of employee engagement has evolved and is defined as it relates to the context
in which it is used; hence, it is yet to be accrued any universal. According to Ellis &
Sorenson, employee engagement is described within the context of a relationship between an
employee and his employer; it relates to the ability of and opportunity given to an employee
to willingly participate in the decision-making process and activities while also taking
affirmative steps to further the organization’s prestige and interests. Engagement of
employees with the organization is how employees feel about their senior executives, the
trust that the employees have in the values policies, fairness and the confidence in

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organizational leadership. The concept of employee engagement originates from two
concepts organization citizenship behavior (OCB) and employee Commitment .

Factors Influencing Employee Engagement

Many researchers have diagnosed the field of employee engagement to determine the factors
that will increase employee engagement in the organization. The employees are willing and
enthusiastic to work where they find meaning. The workplace is the prime spot where
employer and employee can come closer together for the benefit of both, the employee feels a
sense of community, comfortable space for themselves and find opportunities to contribute to
the growth of the organization. Armstrong, Shakespeare-Finch & Shochet proposed a new
model of engagement like the Maslow's need hierarchy has also been developed by the
researchers where the lowest level is the basic need like pay and benefits; higher needs follow
once the employee is satisfied to spot opportunities, the possibility of promotion and
leadership and the final level of this hierarchy is aligning personal values with the values of
the firm and discovering a common objective and a sense of connection. There must be more
opportunities to grow and a robust employee-employer relationship for initiating employee
engagement . According to Sofian there must be five essential factors to create a highly
engaged workforce as described in the diagram below.

Employee Engagement and Organization Performance

Organizations today are inclining towards employee engagement which is beginning to gain
popularity worldwide; the constantly arising dilemma is construed around investing the
benefits of employee engagement which is surrounded by elements of employee satisfaction,
motivation, and other productivity and financial goals. Studies show a significant relationship
employee engagement and well-being and organizational performance. The themes that have
been highlighted include but not limited to; customer loyalty, productivity, employee
retention, safety, profitability, customer satisfaction, employee satisfaction, retention and
absenteeism

The Concept of Performance

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There is no generally acceptable definition of performance and as such, the term performance
has been defined differently by various scholars. In traditional terms, performance has been
used to describe concepts such as efficiency, effectiveness, improvement, growth and
success; these terms have been used interchangeably by researchers such. In the same vain
Brett noted that the definitions of successful performance and the variables used to measure
performance vary widely. Organizational performance can be defined as the extent to which
an organization has met its objectives

HYPOTHESIS

In the confirmation of each of the objectives mentioned before, the following hypothesis are
proposed.

H1: There is significant impact of employee engagement on performance.

H0: There is no significant impact of employee engagement on performance.

LIMITATIONS

 The study is based upon small sample size of 109, so we cannot draw inferences about
all employees of AIRTEL from this sample size.
 The study is based on employee’s side only. It does not explore the pros and cons on the
side of employers.
 The study has been done mainly for academic purpose and duration of the data
collection period is a major constraint.

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 CHAPTER – 2

RESEARCH METHODOLOGY

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2.1.RESEARCH METHODOLOGY

The procedure using, which researchers go about their work of describing, explaining and
predicting phenomena, is called Methodology. Methods compromise the procedures used for
generating, collecting and evaluating data. Methods are the ways of obtaining information
useful for assessing explanations.

RESEARCH DESIGN

Research design is the specification of the method and procedure for acquiring the
information needed to solve the problem. The research design followed for this research
study is explanatory research design where we find a solution to an existing problem. The
problem of the study is to find out “The impact of employee engagement, employee loyalty
on employee performance”.

SAMPLE DESIGN

 Sample element: employees

 Sample size: 109
 Sample media or tool: Questionnaire

SOURCES OF DATA - The researcher adopted primary source for the data collection.
Primary data consists of 15 set of questions for survey made up of 2 Dimensions such as
employee performance and employee engagement.

SAMPLE SELECTION - The data has been collected from the employees of low to high
level from AIRTEL company in Tirupati.

DATA COLLECTION - After collecting data, analysis on employee performance,

employee engagement levels and relation among them.

DESCRIPTION OF STATISTICAL TOOLS - Reliability test, Exploratory factor analysis,

Multiple Regression and co-efficient of correlation.

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SAMPLING METHOD- Using census method

It is also called as a Complete Enumeration Survey Method where in each item in the
universe is selected for the data collection.

The universe might constitute a place, a group of people or any specific locality which is the
complete set of items and which are of interest in any situation.

The census method is the most commonly used by the government about the national
population, housing census, agriculture census, etc., where the vast knowledge about these
fields is required whenever the entire population is studied to collect the detailed data about
every unit.

2.3.DATA ANALYSIS TECHNIQUES

The present analysis depends on primary data collected using census sampling technique in
Tirupati branch of AIRTEL.

The Likert 5-point scale used for data collection.

5.1 DESCRIPTION OF DEMOGRAPHIC DATA

The demographic data collected included Age, Gender, Education qualification. The scope
was limited to one company and one branch.

Profile of the respondents (N=109) s

Table 1: Demographic profile

Frequency Percentage Cumulative

Percentage
Age
20-30 51 46.8 46.8
30-40 48 44.0 90.8
40-50 6 5.5 96.3
50-60 4 3.7 100.0
Total 109 100.0
Gender
Male 74 32.1 32.1
Female 35 67.9 100.0

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 Total 109 100.0
Educational
Qualification
Degree 47 43.1 43.1
Graduation 29 26.6 69.7
Intermediate 19 17.4 87.2
Post-graduation 14 12.8 100.0
Total 109 100.0

Interpretation:

The sample of AIRTEL employee in Tirupati consisted of Age group 20-30 are
51(46.8%),30-40 are 48(44.0), 40-50 are 6(5.5%),50-60 are 4(3.7%).

The sample of AIRTEL employee in Tirupati consisted of 35(32.1%) female and 74(67.9%)
male respondents(N=109).

The sample of AIRTEL employee in Tirupati have educational qualification of Degree

47(43.1%), Graduation 29(26.6%), intermediate 19(17.4%), post-graduation 14(12.8%).

5.2 DESCRIPTION OF THE FACTORS UNDER STUDY

This study includes 2 dimensions consisting of 17 factor

Table 2: Motivation
Activities in AIRTEL has been motivated me to Frequency Percent
work towards AIRTEL goals-Motivation
Strongly agree 53 48.6
Agree 34 31.2
Neutral 20 18.3
Disagree 1 .9
Strongly disagree 1 .9
Total 109 100.0

Interpretation:
An unmotivated employee is likely to put little effort into work tasks, produce work of lower
quality, avoid the workplace, and even exit his or her job if given the opportunity to do so.
On the other hand, motivated employees are likely to willingly take on tasks. From this

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question 48.6% and 31.2% agreed while .9% disagreed as percentage is low it is assumed that
activities in AIRTEL have been motivated them to work towards AIRTEL goals.

Table 3: Health & safety

I feel my basic Health & safety is taken care with Frequency Percent
in AIRTEL-
Health & safety
Strongly agree 36 33.0
Agree 50 45.9
Neutral 19 17.4
Disagree 3 2.8
Strongly disagree 1 .9
Total 109 100.0
Interpretation:
Working hours and health and safety amongst other factors were found to be precursors to
employee engagement. From this question 33% and 45% agreed with the fact that in AIRTEL
basic Health & safety is taken care while on the other hand 2.8% disagreed as the percentage
is low, so it is assumed most of the employees are Engaged.
Table 4: Compensation
Incentive pays of AIRTEL, influence my Frequency Percent
productivity and commitment to
AIRTEL -
Compensation
Strongly agree 31 28.4
Agree 51 46.8
Neutral 24 22.0
Disagree 2 1.8
Strongly disagree 1 .9
Total 109 100.0

Interpretation:
An organization should have proper salary systems in place so as to motivate the employees
to work in the firm. So as to enhance the engagement level the employee has to be provided
with specific compensation &benefits. From this question 28% and 46% agreed with the fact

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that in AIRTEL Incentive pays influences their productivity and commitment while 1.8%
disagreed as the percentage is low, so it is assumed most of the employees are Engaged.
Table 5: Job satisfaction
I feel satisfied with my Job & spend extra efforts in Frequency Percent
completing tasks -
Job satisfaction
Strongly agree 39 35.8
Agree 45 41.3
Neutral 19 17.4
Disagree 4 3.7
Strongly disagree 2 1.8
Total 109 100.0
Interpretation:1
Satisfaction is the stepping stone to engagement; therefore, it is important for an organization
to match the goals of the job to the individual goals of the employee so that he can feel
satisfied about his job. Employees with higher levels of self-efficacy are more likely to be
engaged when it comes to work as it leads to a higher temperament to spend extra efforts and
energy completing tasks. From this question 35.8% and 41.3% agreed that in AIRTEL they
spent extra efforts in completing task while 3.7% disagreed as the percentage is low, so it is
assumed most of the employees are Engaged.
Table 6: Fair Treatment
I have been given equal Frequency Percent
opportunities and fair treatment
with in AIRTEL – Fair
treatment
Strongly agree 34 31.2
Agree 48 44.0
Neutral 24 22.0
Disagree 2 1.8
Strongly disagree 1 .9
Total 109 100.0

Interpretation:
The employee’s engagement tends to be higher when the boss or superior provides them with
equal opportunity for advancement and growth for all employees. Here in this question

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31.2% and 44% agreed with the fact and 1.8% and.9% opposed the opinion. As the
percentage is low, so it is assumed most of the employees are Engagement.

Total 12: Creativity

I have implemented my own ideas and approaches Frequency Percent
in the workplace - Creativity

Strongly agree 36 33.0

Agree 50 45.9
Neutral 20 18.3
Disagree 1 .9
Strongly disagree 2 1.8
Total 109 100.0
Interpretation:
A company’s ability to be creative and innovative is one of the most vital competencies since
it reflects the company’s ability to generate future earnings. From this question 33% and
45.9% agreed while 1.8% disagreed as they have implemented their own ideas and
approaches in the workplace.
Table 13: Communication
Supervisor informs my performance level and about various changes in Frequency Percent
workplace - Communication

Strongly agree 49 45.0

Agree 44 40.4
Neutral 14 12.8
Strongly disagree 2 1.8
Total 109 100.0

Interpretation:
Long-term engagement starts with good communication between employer and employees as
well as among co-workers. From this question 45% and 40.4% agreed that in AIRTEL
supervisors inform their performance level and about various changes in workplace while

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1.8% strongly disagreed as percentage is low, so it was found that employee’s understanding
of the strategies, programs and systems.

Table 14: Training

AIRTEL provides training that positively affects Frequency Percent
my performance - Training

Strongly agree 36 33.0

Agree 51 46.8
Neutral 19 17.4
Disagree 1 .9
Strongly disagree 2 1.8
Total 109 100.0
Interpretation:
The training programs not simply target to develop the familiarity of employees on job
responsibilities, but it also helps to encourage employees to develop more job commitment.
From this question 33% and 46.8% agreed while 1.8% disagreed as the percentage is low it is
assumed that in AIRTEL provides training that positively affects their performance.

Table 15: Training 2

AIRTEL train to enable us to adopt any current and Frequency Percent
future uncertainties - Training

Strongly agree 41 37.6

Agree 48 44.0
Neutral 18 16.5
Disagree 1 .9
Strongly disagree 1 .9
Total 109 100.0

Interpretation:
From this question 37.6% and 44% while .9% disagreed as percentage is low it is assumed
that most of the employee in AIRTEL train to enable to adopt any current and future
uncertainties.
Table 16: Reward

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 AIRTEL reward strategy inspires me towards Frequency Percent
excellent performance - Reward

Strongly agree 50 45.9

Agree 39 35.8
Neutral 17 15.6
Disagree 2 1.8
Strongly disagree 1 .9
Total 109 100.0

Interpretation:
Employers are looking for superior strategies to motivate the employee to perform at
optimum. Reward system is one of such strategies, it attracts and retains top performing
employee. From this question 45.9%and 35.8% agree with the fact AIRTEL reward strategy
inspires them towards excellent performance while 1.8% disagreed as the percentage is low,
so it is assumed AIRTEL ensure that their training programmes improve the performance of
their employees.
Table 17: Recognition/Praise
AIRTEL regularly awards recognition/praise to top Frequency Percent
performer’s - Recognition/Praise

Strongly agree 39 35.8

Agree 52 47.7
Neutral 16 14.7
Disagree 1 .9
Strongly disagree 1 .9
Total 109 100.0

Interpretation:
Workplaces that excelled in this question that top performers got recognition. From this
question, 35.8% and 47.7% agreed with the fact that they got Kudos for their performances.

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On the other hand, only 14.7% and .9% of people opposed the opinion. As the percentage is
low, so it is assumed most of the employees are regularly praised for their work.
Table 18: Adaptability
I remain calm and composed when faced difficult Frequency Percent
circumstances or demanding work load -
Adaptability

Strongly agree 42 38.5

Agree 52 47.7
Neutral 12 11.0
Disagree 2 1.8
Strongly disagree 1 .9
Total 109 100.0
Interpretation:

Important factor affecting Employee performance is adaptability, if employees adapt easily to

a new workplace and/or new job requirements and needs, as well as to irregular situations,
there may be a positive effect on their performances. From this question 38.5% and 47.7%
agreed while .9% disagreed as the percentage is low it is assumed that most of employee’s
remain calm and composed when faced difficult circumstances or demanding work load

5.3 Descriptive Statistics

Table 19: Descriptive Statistics for all Factors

Items N Mean Std. Deviation

Motivation 109 1.74 .854

Health_safety 109 1.93 .836
Compensation 109 2.00 .816
Jobsatisfaction 109 1.94 .921
Fair treatment 109 1.97 .833
Leadership 109 1.90 .781
Working environment 109 1.81 .822
Job satisfaction 109 1.82 .772
Communication 109 1.73 .824
Training EP 1 109 1.92 .840
Training EP 2 109 1.83 .799

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 Reward 109 1.76 .849
Recognition/Praise 109 1.83 .776
Adaptability 109 1.79 .783
Descriptive statistics:
Descriptive statistics for Employee Engagement reveal an overall mean score of
1.9174(SD=.61597). This shows positive impact of EE amongst Employee’s. Compensation
had the highest mean value, indicating that the Incentive pays of AIRTEL, Influence
employee productivity and commitment to BSNL.

For Employee Performance an overall mean score of 1.8283(SD=.61469). This shows

positive outcome of Employee performance amongst Employee’s. Creativity and training had
the highest mean value indicating that the Employees have implemented their own ideas and
approaches in the workplace, and also training provided by BSNL positively affecting EP

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 CHAPTER - 3

RESULTS, FINDINGS & CONCLUSION

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3.1.HYPOTHESIS TEST RESULTS

Multiple Regression for

H1: There is significant impact of Employee Engagement on Employee Performance.

H0: There is no significant impact of Employee Engagement on Employee

Performance.

Employee Engagement- Independent variable

Employee Performance- Dependent variable

Table 24: Model summary

Model Summaryb
Mo R R Adjusted Std. Error Change Statistics
del Squar R Square of the R Square F df1 df2 Sig. F
e Estimate Change Chang Change
e
1 .814 a
.662 .646 .36582 .662 40.38 5 103 .000
5
a. Predictors: (Constant), Fair treatmentEE, CompensationEE, Health_safetyEE, MotivationEE, Jobsatisfaction
EE
b. Dependent Variable: Employee Performance

Table 25: Anova

ANOVAa
Model Sum of df Mean F Sig.

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 Squares Square
1 Regression 27.023 5 5.405 40.385 .000b
Residual 13.784 103 .134

Total 40.807 108

a. Dependent Variable: Employee Performance

b. Predictors: (Constant), Fair treatmentEE, CompensationEE, Health_safetyEE, MotivationEE,
Jobsatisfaction EE

Table 26: Coefficients

Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.
Coefficients
B Std. Error Beta
1 (Constant) .246 .119 2.071 .041

MotivationEE .116 .051 .161 2.268 .025

Health_safetyEE .133 .052 .181 2.556 .012
CompensationEE .199 .048 .264 4.111 .000
Jobsatisfaction EE .106 .049 .158 2.160 .033
Fair treatmentEE .264 .050 .358 5.234 .000
a. Dependent Variable: Employee Performance

Table 27: Multiple Regression considered values

Hypothesis Variables of EE Beta R2 F t-value P- Hypothesis

coefficient value supported
H1 MotivationEE .116 .662 40.38 2.268 .025
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Health_SafetyEE .133 2.556 .012 Accepted
CompensationEE .199 4.111 .000
JobsatisfactionE .106 2.160 .033
E
Fair treatmentEE .264 5.234 .000

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The dependent variable EP was regressed on predicting variables of EE (MotivationEE,
Health_safetyEE, CompensationEE, JobsatisfactionEE, FairTreatmentEE) to test hypothesis
H1. EE significantly predicted EP, F= 40.385, p ˂ 0.05, which indicates that the EE can play
a significant role in shaping EP as beta values are positive clearly depicts direct positive
impact of the EE on EP. Moreover, the R2 = .662 depicts that the model explaining 66.2% of
the variance in EP.

3.2.KEY FINDINGS

The present research provided very good insight in the area of Employee Engagement,
Employee loyalty- the most frequently articulated buzz phases in HR world. BSNL, being a
public sector undertaking in telecommunication industry can attract a good talent full into the
company. For a telecommunication company, how’s business largely depends on knowledge
workers normally look for Engaged Employees for better performance. However, despite
having a good brand value, somewhat, it was found that the company Employees are not
happy with the leadership style in BSNL.

The present study explored the following findings:

 Among the 48.6% of employees agreed positively that in AIRTEL Employees are
motivated to work on AIRTEL goals as a part of Engagement.
 The respondents of 45.9% of employees agreed positively that in AIRTEL
Employees health & safety are concerned in AIRTEL.
 The selected respondents of 46.8% of employees agreed positively that in AIRTEL
Most of the employees agreed with satisfied compensation in AIRTEL.
 The respondents is selected 41.3% of employees agreed positively that in AIRTEL as
they are satisfied with their job and complete task with extra efforts.
 Among the all respondents, 46.8% of employees agreed positively that Employees
agreed that they have been given opportunities and most of the employees are neutral
about leadership style in AIRTEL.

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  The Whole respondents of 44% of employees agreed positively that in AIRTEL
Employees take their own decision.
 The 46.8% of employees agreed positively that in AIRTEL Employees agreed that
they have good working environment.
 The responses 47.7% of employees agreed positively that in AIRTEL Employees felt
satisfied with job as it fulfills their needs and demands.
 Among the respondents 45.9% of employees agreed positively that in AIRTEL
Employees are regularly awarded and 47.7% of employees agreed positively that in
AIRTEL recognized for doing good work. The study indicates that employee’s
agreement towards organization reward and recognition practice and the aspect of
performance appraisal helps them to set and achieve meaningful goals.
 The selected respondents 45% of employees agreed positively that in AIRTEL
Policies, Goals and strategies are clearly communicated with the employees.
 All the respondents among 46.8% of employees agreed positively that in AIRTEL
Managers at organization provide proper training to the employees. Employees feel
competent and abled to handle the job. Employer providing training to his employees
at the same time concerned with feedback employees received from managers.
 Employees have a clear understanding of their career. Employees receive the
constructive feedback from the managers.

From Hypothesis testing-

 From Hypothesis 1 it was found that employee engagement has significant impact on
employee performance means the work place health and safety are considered.
Employees receive increment in salary after performance appraisal. Employees were
found highly satisfied with the overall compensation at the organization. Employees
have a clear understanding of their career opportunities and all the employees are
treated equally in every aspect. Employees receive the constructive Motivation from
the managers. All the factors of Employee engagement are affecting the employee
performance in the positive way at the AIRTEL, Tirupati.

3.3.SUGGESTIONS

 The manager should be more helpful and sympathetic towards the problems faced by

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 the workers at the workstation.
 There should be a proper feedback system from supervisor to improving employee
performance.
 There should be a proper recognition system to all employee for their Contributions
and attractive incentive wage scheme should be implement to engage employees
 Employee should be provided training and development opportunities to improve
employee skills
 Employee thoughts and feelings should be given due respect at work place so that
employee can provide innovative ideas
 Manager should be demonstrating a personal commitment toward employee learning
and development
 Employee should be encouraged to learn new things There should be a proper job fit
between employee and his/her job so that employee can enjoy their work
 There should be career support unities development for employee so that all employee
can be engaged.
 There should be motivation programme time to time.

3.4.CONCLUSION

Every telecom industry wants to be ahead in this competitive market and for the same
industry needs to have well-engaged employees. The engagement of employees depends on
the different aspects (MOTIVATION, T&D and JOB SATISFACTION,
RECOGNITION/PRAISE etc.,) as studied in this research. There is no doubt that well-
engaged employees are a valuable asset to the company and thereby the growth chances of
the telecom industry increase simultaneously. With this effect, every telecom industry should
understand the importance of engaged and Loyal employees and they should implement the
different policies for effective employee engagement in the telecom industry. With the help
of this study, I found that there is a significant impact of Employee Engagement on Employee
Performance. The underlying factors of Employee Engagement in this study are Motivation,
Health & Safety, Compensation, Job satisfaction, Fair treatment. And also found out that
there is no significant impact of Leadership factor of Loyalty on Employee Performance

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while other Factors like Personal Development, Working Environment, Job satisfaction,
Belongingness have significant impact on Performance in AIRTEL.

References:

1. Amabile, T. (1993). Motivational synergy: Toward new conceptualizations of intrinsic

and extrinsic motivation in the workplace. Human Resource Management Review, 3(3),
10–13.

2.Palaniammal, G. (2013). Motivating factors of employees are instigated to improve

organization productivity. Indian Stream Research Journal, 3(7), 1–4.

3.Khan, I. A. (2011). Compensation management: A strategic conduit towards achieving

employee retention and Job Satisfaction in banking Sector of Pakistan. International
Journal of Human Resource Studies, 1, 89.

4.Habte, M. (January 2016, N/D). A comparative study of the impact of intrinsic and
extrinsic rewards on employee’s motivation between public and private commercial banks
in Ethiopia (unpublished master’s thesis) Addis Ababa University College of Business and
Economics Department of Public Administration and Development Management

5.Else B, Pascale M, BlancL, Wilmar SB. An online positive psychology intervention to

promote positive emotions, self-efficacy and engagement at work. Career Development
International.2013; 18(2):173–95. 22.

6.Derek AR, David WC. McKay Patrick F. Engaging the aging workforce: The
relationship between perceived age similarity, satisfaction with co-workers, and employee
engagement. Journal of Applied Psychology. 2007; 92(6):1542–56.

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7.Dow S, TomM, MarkR, Mel S. The Impact of reward programs on employee
engagement. World at Work. 2010 Jun. 18.

8.Alan SM. Antecedents and consequences of employee engagement. Journal of

Managerial Psychology. 2006; 21(7):600–19. 19.

9.Vishal G, Sushil K. Impact of performance appraisal justice on employee engagement: a

study of Indian professionals. Employee Relations. 2013; 35(1):61–78.

10)Benefits https://ijcrt.org/papers/IJCRT2106172.pdf 

Questionnaire:

1) Name:
2) Age:

a) 20-30
b) 30-40
c) 40-50
d) 50-60

3) Gender:

a) Male
b) Female

4) Educational Qualification

a) Degree
b) Graduation
c) Intermediate
d) Post- Graduate

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5) Activities in Airtel in Post COVID Era has been motivated me to work towards
AIRTEL goals Motivation

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

6) I feel satisfaction my basic Health & safety is taken care with in AIRTEL Health &
Safety in post covid Era

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

7) Incentives pays of AIRTEL in post COVID Era, influence my productivity and

commitment to AIRTL Compensation

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

8) I feel satisfied with my job & spend extra efforts in completing tasks – Job
completion

a) Strongly Agree

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 b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

9) In have been implemented my own ideas and approaches in the workplace

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

10) Supervisor informs my performance level and about various changes in workplace

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

11) AIRTEL provides training that positively affects my performance in post COVID Era

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

12) AIRTEL train to enable us to adopt any current and future uncertainties in post
COVID Era

a) Strongly Agree

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 b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

13) In post COVID Era AIRTEL reward strategy inspires me towards excellent
performance

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

14) AIRTEL regularly awards recognition/praise to top performers in post COVID Era

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

15) I remain calm and composed when faced difficult circumstances or demanding work
load

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

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