A STUDY ON THE ENGAGEMENT OF EMPLOYEES DURING

REMOTE WORKING

Submitted in partial fulfillment of the requirements for the award of

MASTER OF BUSINESS ADMINISTRATION

by

PRATIKSHA LALL
Register No.40410123

SCHOOL OF MANAGEMENT STUDIES

SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accredited with Grade “A” by NAAC I 12B Status by UGC I Approved by AICTE
JEPPIAAR NAGAR, RAJIV GANDHI SALAI, CHENNAI - 600 119

APRIL 2022
 SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accredited with “A” grade by NAAC I 12B Status by UGC I Approved by AICTE
Jeppiaar Nagar, Rajiv Gandhi Salai, Chennai – 600 119
www.sathyabama.ac.in

SCHOOL OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of PRATIKSHA LALL
40410123 who carried out the project entitled ―A Study on the Engagement of
Employees During Remote Working” under my supervision from January 2022 to
March 2022.

Dr.TR KALAI LAKSHMI

Internal guide External Guide

Dr. BHUVANESWARI .G
Dean – School of Management Studies

Submitted for Viva voce Examination held on_____________________

Internal Examiner External Examine

 DECLARATION

I PRATIKSHA LALL (40410123) hereby declare that the Project Report entitled ―A
Study on the Engagement of Employees During Remote Working” done by me
under the guidance of DR.TR KALAI LAKSHMI is submitted in partial fulfillment of the
requirements for the award of Master of Business Administration degree.

DATE:

PLACE: PRATIKSHA LALL

 ACKNOWLEDGEMENT

I am pleased to acknowledge my sincere thanks to Board of Management of

SATHYABAMA for their kind encouragement in doing this project and for completing it
successfully. I am grateful to them.

I convey my sincere thanks to Dr. G. Bhuvaneswari, Dean - School of Management

Studies and Dr. A. Palani, Head - School of Management Studies for providing me
necessary support and details at the right time during the progressive reviews.

I would like to express my sincere and deep sense of gratitude to my Project Guide DR.TR
KALAI LAKSHMI for her valuable guidance, suggestions and constant encouragement
paved way for the successful completion of my project work.

I wish to express my thanks to all Teaching and Non-teaching staff members of the School
of Management Studies who were helpful in many ways for the completion of the project.

PRATIKSHA LALL
 TABLE OF CONTENTS

CHAPTER
TITLE PAGE NO.
NO.
ABSTRACT (i)
LIST OF TABLES (iii)
LIST OF CHARTS (iv)
LIST OF ABBREVIATIONS (v)
INTRODUCTION
1.1 .Introduction 1
1.2 .Industry Profile 1-2
1 1.3 .Statement of the problem 3
1.4 .Objectives of the study 3
1.5 .Need for the study 3-4
1.6 .Scope & Significance of the study 4
REVIEW OF LITERATURE
2
2.1 Review of Literature 5-8
RESEARCH METHODOLOGY 9

3.1 Methodology
3.2.Research Design 9
3.2.1 Descriptive research design
3.3. Sampling technique 9
3.3.1 Convenience sampling technique 9
3 3.4. Sources of data 9-10
3.5. Structure of questionnaire 10
3.6.Sample size 10
3.7.Period of the study 10
3.8.Location & targeted people for study 10
3.9 Hypothesis 11
3.10 Tools for analysis
 3.10.1 Percentage analysis
3.10.2 Hypothesis analytical tool(SPSS) 11
3.10.2.1 Chi square test 11
3.10.2.2 Correlation 11
3.10.2.3 One sample t test 11
DATA ANALYSIS AND INTERPRETATION
4.1 Percentage Analysis 12-44
4
4.2.Chi square test 45-46
4.3.Correlation 47
4.4.One sample t test 48
FINDINGS,SUGGESTIONS AND CONCLUSION
5.1.Findings of the Study 49
5.2.Suggestions 50
5
5.3 Conclusion 50
5.4.Future Scope 51
5.5 Limitations of the study 51

REFERENCES
ANNEXURE I – QUESTIONNAIRE
ANNEXURE II – RESEARCH ARTICLE
 ABSTRACT

In the wake of Covid-19 pandemic many industries shifted to remote

work culture and quite the traditional way of working at office. This study
aims at understanding the employee engagement in the virtual
workplace. The shift raises the need for developing a new employee
engagement strategy which can help even in post-pandemic era. This
research further helps in suggesting ways to smoothen the remote
working culture which could be adopted permanently in the near future.
Here Correlation, Chi square test and one sample t test are being used
as the statistical tools. The result showed that people have in a way
adjusted with the remote working culture but at the same time face the
issue of constant online preseentism and work intensification. Moreover
the study also helps us to understand the thought process of the
employees and laid down suggestions to how make employees feel
energetic and engaged towards the organization.
 LIST OF TABLE
TABLE
PARTICULARS PAGE NO.
NO.
4.1.1 Age of the respondents 12
4.1.2 Gender of the respondents 13
4.1.3 Years of job experience of the respondents 14
4.1.4 Respondents‘ company size 15
4.1.5 Job role of the respondents 16
4.1.6 Working hours of the respondents 17
4.1.7 Working shifts of the respondents 18
4.1.8 Respondents working remotely 19
Respondents being provided with work from
4.1.9 20
home facilities
Respondents perceive work from home as
4.1.10 21
progressive
Respondents perceive work from home as
4.1.11 22
challenging
4.1.12 Respondents perceive work from home as tiring 23
Respondents perceive work from home as no
4.1.13 24
change
Respondents perception towards good remote
4.1.14 25
working culture
Respondents perception towards good work life
4.1.15 26
balance
Respondents perception towards accomplishing
4.1.16 27
the task on time
Respondents perception towards assistance from
4.1.17 28
co-workers
4.1.18 Problems faced by respondents 29
Respondents aligned with the organizational
4.1.19 30
goals
 Respondents are kept well informed about the
4.1.20 organizational goals and priorities 31

Respondents perception towards their

4.1.21 32
relationship with the superiors
Respondents perception towards their
4.1.22 33
relationship with the co-workers
Respondents are aided by providing work from
4.1.23 34
home equipment
Respondents are aided by providing internet
4.1.24 35
connectivity reimbursement
Respondents are aided by providing effective
4.1.25 36
online training
4.1.26 Respondents are aided by providing virtual events 37
4.1.27 Respondents are productive due to promotion 38
Respondents response on learning and growth
4.1.28 39
opportunities
Respondents response on their views getting
4.1.29 40
heard
4.1.30 Respondents response on good compensation 41
Respondents response on quality of online
4.1.31 42
meetings
Respondents response on attending meetings
4.1.32 43
without hesitation
Respondents response on being adapted to the
4.1.33 44
new way of working
4.2.1 Chi square test 45
4.2.2 Correlation 46
4.2.3 One sample t-test 47
 LIST OF CHARTS
CHARTS NO. PARTICULARS PAGE NO.
4.1.1 Age of the respondents 12

4.1.2 Gender of the respondents 13

4.1.3 Years of job experience of the respondents 14

4.1.4 Respondents‘ company size 15

4.1.5 Job role of the respondents 16

4.1.6 Working hours of the respondents 17

4.1.7 Working shifts of the respondents 18

4.1.8 Respondents working remotely 19

Respondents being provided with work from home

4.1.9 20
facilities
Respondents perceive work from home as
4.1.10 21
progressive
Respondents perceive work from home as
4.1.11 22
challenging

4.1.12 Respondents perceive work from home as tiring 23

Respondents perceive work from home as no
4.1.13 24
change
Respondents perception towards good remote
4.1.14 25
working culture
Respondents perception towards good work life
4.1.15 26
balance
Respondents perception towards accomplishing the
4.1.16 27
task on time
Respondents perception towards assistance from
4.1.17 28
co-workers
4.1.18 Problems faced by respondents 29

4.1.19 Respondents aligned with the organizational goals 30

 Respondents are kept well informed about the
4.1.20 31
organizational goals and priorities
Respondents perception towards their relationship
4.1.21 32
with the superiors
Respondents perception towards their relationship
4.1.22 33
with the co-workers
Respondents are aided by providing work from
4.1.23 34
home equipment
Respondents are aided by providing internet
4.1.24 35
connectivity reimbursement
Respondents are aided by providing effective online
4.1.25 36
training

4.1.26 Respondents are aided by providing virtual events 37

4.1.27 Respondents are productive due to promotion 38

Respondents response on learning and growth
4.1.28 39
opportunities

4.1.29 Respondents response on their views getting heard 40

4.1.30 Respondents response on good compensation 41

4.1.31 Respondents response on quality of online meetings 42

Respondents response on attending meetings
4.1.32 43
without hesitation
Respondents response on being adapted to the new
4.1.33 44
way of working
 CHAPTER 1
INTRODUCTION

1.1. INTRODUCTION:
Employee engagement is the strength of the mental and emotional connection employees feel
toward the work they do, their teams, and their organization. Employee engagement goes
beyond activities, games, and events. Employee engagement drives performance. Engaged
employees look at the whole of the company and understand their purpose, where, and how
they fit in. This leads to better decision-making. Organizations with an engaged workforce
outperform their competition. They have a higher earning per share (EPS) and recover more
quickly after recessions and financial setbacks. Engagement is a key differentiator when it
comes to growth and innovation. To better understand the needs of your organization,
administering an employee engagement survey is a key. This is not the same as a satisfaction
survey.

A remote workforce is physically less connected to a company‘s central hub of activity, which
means people may miss out on communal gatherings like team lunches, celebrating colleagues‘
birthdays, water-cooler conversations, and other informal moments that make a group of
individuals feels like a team. It‘s an absence that‘s felt across the organization. In a recent
study, we found that 85% of workers want to feel closer to their remote colleagues. But the
effects of detachment aren‘t limited to interoffice relationships—employee engagement takes a
hit too.

Gallup describes engaged employees as those who feel ―involved in, enthusiastic about, and
committed to their work and workplace,‖ part of which comes from their belief in the
transparency of their company and colleagues. Unfortunately, many organizations‘ leaders
aren‘t doing enough to make employees feel informed: 55% of business owners believe
they‘re ―very transparent,‖ but only 18% of their employees agree. When employees lack clarity
and context, they feel out of the loop, which ultimately leads to disengagement, so much so that
they might not even voice their opinions. These communication gaps can hurt productivity and
morale in the long run. Without proper feedback from managers, employees are twice as likely
to say they‘ll quit because they feel like they‘ve been taken for granted. Failure to work
inclusively with a remote team can also hurt a business‘s bottom line.

1.2. INDUSTRY PROFILE:

Now, well into the pandemic, the limitations and the benefits of remote work are clearer.
Although many people are returning to the workplace as economies reopen—the majority could
not work remotely at all—executives have indicated in surveys that hybrid models of remote
work for some employees are here to stay.

1
95% of businesses in the Indian market are planning to continue with WFH for at least
the next two years as per a study by ManageEngine of Zoho Corporation. This is
reflective of the current mindset of companies around the world. According to research
conducted by Stanford University, 20% of full workdays will be constituted by remote
working as compared to just 5% before the pandemic. Some reasons for this shift
include - adoption of AI and other technological innovations supplementing and enabling
remote working; an open minded approach to WFH; better results and experiences
associated with it; Increased investments in human and physical resources and fear of
contagion risks.

The Stanford study highlights the various advantages of the new working model. Some
of them being, increased benefits for employees, particularly for those with higher
income(s). There has also been a 5% productivity hike in the economy despite the
Covid crisis by the virtue of WFH. According to statistics, barely one-fifth of this increase
in productivity would be seen in the conventional commuting setup.

The depression stemming from the ‗Great Resignation‘, as the year 2021 is being called
nowadays, is nothing short of the economic one in 1929. Lucidspark, a Utah-based
virtual whiteboard app conducted a survey in September of 2020 with 75% out of 1,000
respondents choosing collaboration as the most negatively affected parameter by
remote working. According to The U.S. Department of Labor‘s estimates, millions of
employees resigned in 2021 while 2020 saw an annual quit rate of 25.5%. Lack of
collaboration coupled with isolation is severely affecting firms as people continue to
resign while management continues to struggle with talent retention.

With 91% of Indian firms affirming a progressively increasing confidence in Artificial

Intelligence and 89 % reportedly showing improved performance from using it; the IT
industry has become seminal in the functioning of businesses globally.According to
Manage Engine Study with companies realizing the potential of AI and ML,almost 97%
of the companies have increased their consumption of cloud computing solutions .
Altogether speaking, 89% of the respondents of the survey reported an increase in
security and access challenges caused by WFH policy. The threat posed by shadow IT,
data fraud, and digital vulnerability ranked among the top concerns of about 89% of
firms under such a setup, where they have no say or control over the software(s) used
by employees on their devices. On the other hand, the pandemic saw an
increment(around 96%) in business analytics and the use of AI for improved operations,
insight .

Companies who managed to equip their workforce for remote working have not only
managed to survive and prospered against all odds in the pandemic economy. In a

2
2020 Gartner survey in the US,82% of the respondent organizational leaders were
creating a strategy to facilitate WFH for employees for a certain period while 47%
planned to allow remote working on a full-time basis.

INDIAN COMPANIES WITH WORK FROM HOME POLICY

1. Hike
2. TATA Consultancy Services
3. Infosys
4. Unacademy
5. Razorpay
6. IBM India
7. OYO

1.3. STATEMENT OF THE PROBLEM

Work from home seems to be a new work model as the pandemic has extended to what
all of us have not imagined about. Many companies have set up remote work culture in
a very short time. Since the style of working has now moved from office to home,
employee engagement has also been influenced due to this situation. Hence it becomes
very crucial to learn about the impact of new way of working on the employee
engagement as it has a lot to do with the growth and image of an organization.

1.4. OBJECTIVES OF THE STUDY

This project is designed mainly to learn the employee engagement while working from home.

1.4.1 Primary objective:

1. To study the employee engagement through working from home.

1.4.2. Secondary objectives:

1. To observe the effectiveness of the communication between the employee and
the manager.

2. To observe the social connectedness among the employees while remote

working.

3. To determine the career growth while remote working.

3
1.5. NEED FOR STUDY
Although it has been 2 years since the corona virus has been declared as a pandemic
the remote work culture seems to have taken a new normal working style. Now many
companies have started seeing work from home as a long term thing. On the other hand
employee engagement through remote work culture is little challenging. Hence it
becomes important to understand the perception of the people and to provide better
suggestions to the problems that remote work culture comes with.

1.6. SCOPE & SIGNIFICANCE OF THE STUDY

The scope of the study is to understand the employee engagement through remote work culture
and how far people have adapted to the new way of working. The study helps in bringing out the
opinion of the respondents on their relationships with their managers and co-workers. The study
further identifies work life balance while working from home and brings about the problem that
the respondents constantly face while working from home.

4
 CHAPTER 2
REVIEW OF LITERATURE

2.1. INTRODUCTION

In this Chapter, the researcher has made an attempt to study and understand the concepts of
employee engagement in remote work culture. This attempt includes, understanding the basic
concepts of employee engagement, analyzing research studies made by earlier researchers in
respect of employee engagement in remote work culture, for this, the researcher has used
various books, research Journals and websites. The detailed list is further elaborated in the
Bibliography. Through this Literature Survey researcher wants to find out which are the
important parameters of Employee engagement while working from home.

 Vijesh Chaudhary et al (2021) This research seeks to examine and statistically assess
factors that can impact the employee engagement level. The results showed that proper
virtual tools, contact by the organization leaders, mental health checkup and virtual
training increases the employee engagement.
 Laxmiprada Pattnaik , Lalatendu Kesari Jena (2021) This study helps to explore the
inter-linkages of mindfulness, remote engagement and employee morale as a solution to
new normal, during the pandemic.
 Toyin Ajibade Adisa et al (2021) This study explores how remote working inhibits
employee engagement. The study revealed that the sudden transition from in-person to
online modes of working during the pandemic brought about work intensification, online
presenteeism, employment insecurity, and poor adaptation to new ways of working from
 Nisha Channana , Sangeeta (2020) This paper determines various employee
engagement practices that various companies are taking up during the pandemic in
order to make employees engaged towards their job. The study highlights online
trainings, team meetups, appreciation sessions, etc. as various practices in order to
ensure employee engagement.
 Vic Benuyenah, Bharti Pandya (2020) This study seeks to examine employee
happiness in the UAE. The authors have proposed a simple data collection approach at
the organizational level. The aim of the study is to correlate individualized account of

5
 happiness with organizational productivity and fed into the overall national statistics on
gross national product and public well-being.
 Dr. Shachi Yadav Anshuman Dubey et al (2020) The purpose of the paper is to
understand the influence of virtual workplace on employee engagement. The result
showed that engagement of an employee at a virtual workplace is a difficult task.
 Bryce C. et al (2020) This study examines the historic dynamics and strategic priorities
that have undermined the NHS‘s attempts to navigate the troubled times. The authors
mentioned that an overreliance on perceived efficiency benefits of ‗lean production‘ and
‗just in time‘ continuity planning superseded strategic redundancy and slack in the
system.
 Barbara Z. Larson et al (2020) This study helps in providing guidance to manage the
remote workers. They revealed that remote work becomes more efficient and satisfying
when managers set expectations for the frequency, means, and ideal timing of
communication for their teams.
 Talina Mishra and Lalatendu Kesari Jena (2020) This study aims at integrating the
concept of lean in the world of virtual leadership by continuously engaging employees
and building efficient teams to increase the effectiveness of digital workplaces. The
findings of the study revealed that lean leadership can serve as a great way to boost
employee morale and enrich their experience in times of global crisis. Employees can
effectively contribute to the organization with the help of virtual lean teams and tools.
 Julyan Adhitamaa , Setyo Riyanto (2020) This study is based on the influence of work
environment on employee engagement and employee performance. The results showed
that engagement and performance can be influenced by social union.
 Farheen Fathima Shaik, Upam Pushpak Makhecha (2019) This study examines the
drivers of employee engagement in global virtual teams. This study uses the Job
Demands-Resources theory of employee engagement to derive the drivers of employee
engagement in global virtual teams. The authors conceptualized five drivers of employee
engagement, namely, cultural intelligence, communication (formal and informal),
technology, trust and individual maturity.
 Timothy D. Golden , Ravi S Gajendran (2019) The study aims at unpacking the role of
a telecommuter‘s job in their performance. Findings of the study reveals that for
telecommuters who held complex jobs, for those in jobs involving low levels of

6
 interdependence and for those in jobs with low levels of social support, the extent of
telecommuting had a positive association with job performance.
 Setyo Riyanto, Eny Ariyanto et al (2019) This study examines the work life balance
and its influence on employee engagement Y generation in courier service industry. The
result revealed that it is important for the courier companies to continuously measure the
employee workload for optimized the utilization of staffs.
 Setyo Riyanto (2019) This study examines the effect of work environment on flexible
working hours, employee engagement and employee motivation. The results show that
there is an influence of work life balance and flexible working hours on employee
engagement. According to the results, employee motivation has the effect of mediating
between work environment and flexible working hours on employee engagement.
 Vic Benuyenah, Bistra Boukareva (2018) This study illustrates the changing trends in
the field of HR. The paper focuses on professional experience of the authors in teaching
and developing HR curriculam as well as literature illustrations from work-based
learning. The result of the study revealed that To achieve relevancy, HR curriculam
need to focus more on professional work-based skills that are pertinent to the
contemporary workplace and re-structure exam formats to be in line with skills required
in the HR profession.
 Simon Albrecht et al (2018) The purpose of this paper is to identify the significance of
association between organizationally focused resources, organizational engagement
climate, and engagement. The findings of the study revealed that confirmatory factor
analysis (CFA) and structural equation modeling (SEM) analyzes good fit to the data.
 (Jason C. Gawke , Marjan J. Gorgievski , Arnold B. Bakker , 2017) This study seeks
to examine employee intrapreneurship and employee engagement. The result revealed
evidences for a positive gain cycle of employee intrapreneurial behavior, personal
resources, and work engagement. The practical implication of this study is that
intervening to increase either one of these constructs can be expected to lead to mutual
gains in the others.
 Schrita Osborne , Mohamad S. Hammoud (2017) The study examines the effective
employee engagement in the workplace. Three themes emerged from the research:
rewards and recognition, empowering employees, and building a bond between leaders
and employees. If business leaders incorporate these three themes into their leadership
practice, they could create growth potential for the organization.

7
 Felstead, A. , Henseke, G. (2017) This study examines the growth of remote working
and its consequences for effort, well-being and work-life balance. The study further
revealed that remote working is associated with higher organizational commitment, job
satisfaction and job-related well-being; these benefits come at the cost of work
intensification and a greater inability to switch off
 Collins, A et al (2016) This paper identifies the social support in the workplace between
teleworkers, office based colleagues and supervisors. The study found out differences
between office-based and permanent teleworking staff in terms of social support. In
contrast social support was more important for office-based workers, who valued co-
worker relationships with other office-based staff.
 Dharma Raju Bathini & George Kandathil (2015) This study identifies the discourse
on work from home in global and Indian contexts. The result showed that framing of
work from home as an employee benefit creates normative pressures on employees to
intensify their work. The result also revealed that current discourse, which portrays work
from home as an employer cost and simultaneously an employee benefit, can steepen
the normative pressures on employees, creating undesirable outcomes.
 Nicholas Bloom et al (2015) This study highlights the operation of work from home.
This paper highlights the benefits of learning and selection effects when adopting
modern management practices like WFH. The result suggests a promising future for
working from home.
 Thushel Jayaweera (2015) This study examines the relationship between work
environmental factors and job performance with work motivation and the extent to which
this relationship is mediated by work motivation. The results point to the importance of
working conditions and work motivation in explaining job performance of hotel workers in
the framework of work environmental conditions and job performance.

8
 CHAPTER 3
RESEARCH METHODOLOGY

3.1. METHODOLOGY:

Research methodology is mainly needed for the purpose of framing the research
process and the designs and tools that are to be used for the project purpose. Research
methodology helps to find the employee engagement through remote work culture. This
time research methodology is framed for the purpose of finding the level of
Engagement of employees while working from home.

3.2. RESEARCH DESIGN:

3.2.1 Descriptive Research Design

Descriptive research is a study designed to depict the participants in an accurate way.
More simply put, descriptive research is all about describing people who take part in the
study.

3.3. SAMPLING TECHNIQUE:

3.3.1 Convenience sampling method

A convenience sample is one of the main types of non-probability sampling methods. A
convenience sample is made up of people who are easy to reach.

3.4. SOURCES OF DATA:

Data collection is the term used to describe a process of preparing and collecting data.

 Primary data- It is a term for data collected at a sources. This type of information
is obtained directly from first hand sources by means of surveys, observations
and experimentation and not subjected to any processing or manipulation. For
this study questionnaire were given to 130 respondents.

 Secondary data- Secondary data refers to data collected by someone rather than
the primary user. For this study, secondary data were collected from websites
and online journals, published reports and review of literature from published
articles.

9
3.5. STRUCTURE OF QUESTIONNAIRE:

Questionnaire was divided into two sections. First part was designed to know
the general information about customers and the second part contained the
respondents’ opinions about employee engagement during remote
working. In this study the questionnaire includes:
 Multiple choice question
 Likert scaling question

3.6. SAMPLE SIZE:

3.6.1 Convenience sampling method

The sample size taken for this study is 130.

3.7. PERIOD OF STUDY:

The duration of study is from January to March which is a three month of study.

3.8. LOCATION & TARGETED PEOPLE OF STUDY:

The study was conducted at Chennai for the people who are currently working from
home.

3.9. HYPOTHESIS:

3.10. TOOLS FOR ANALYSIS:

3.10.1.Percentage analysis
Research questions are always answered with a descriptive statistic: generally either
percentage or mean. Percentage is appropriate when it is important to know how many
of the participants gave a particular answer. Generally, percentage is reported when the
responses have discrete categories.

10
3.10.2. HYPOTHESIS ANALYTICAL TOOLS (SPSS)

3.10.2.1 Chi square test

A chi square test (χ2) statistic is a test that measures how a model compares to actual
observed data. The data used in calculating a chi-square statistic must be random, raw,
mutually exclusive, drawn from independent variables, and drawn from a large enough sample.

3.10.2.2 Correlation
Correlation is a statistical measure that expresses the extent to which two variables are
linearly related (meaning they change together at a constant rate). It is a common tool
for describing simple relationships without making a statement about cause and effect.

3.10.2.3 One sample t test

The one sample t-test is a statistical hypothesis test used to determine whether an
unknown population mean is different from a specific value.

11
 CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

4.1. PERCENTAGE ANALYSIS

Table 4.1.1: Age of the respondents

S.NO AGE NO.OF RESPONDENTS PERCENTAGE
1 18-25 82 63.1%
2 26-33 17 13.1%
3 34-41 15 11.5%
4 41 & above 16 12.3%
TOTAL 130 100%

Source: Primary data.

AGE OF THE RESPONDENTS

70.00%
63.10%
60.00%

50.00%

40.00%

30.00% PERCENTAGE

20.00%
13.10% 11.50% 12.30%
10.00%

0.00%
18-25 26-33 34-41 41 & above

Chart 4.1.1: Age of the respondents

Interpretation
From the above table it is interpreted that the number of respondents from 18-25 age group are 63.1%, 26-
33 age group are 13.1%, and 34-41 age group are 11.5% and 41 & above age group constitute 12.3% of the
total.

Inference
Majority (63.1 %) of the respondents are age between 18 to 25 years.

12
Table 4.1.2: Gender of the respondents

S.NO GENDER NO. OF RESPONDENTS PERCENTAGE

1. Male 73 56.2%

2. Female 57 43.8%

TOTAL 130 100.00

Source: Primary data.

GENDER OF THE RESPONDENTS

60.00% 56.20%

50.00%
43.80%
40.00%

30.00%
PERCENTAGE
20.00%

10.00%

0.00%
Male Female

Chart 4.1.2: Gender of the respondents

Interpretation
From the above table it is interpreted that the number of male respondent is 56.20% and female
respondent is 43.8%.

Inference
Majority (56.20%) of the respondents are male.

13
Table 4.1.3: Years of job experience of the respondents

S.NO YEARS OF NO. OF RESPONDENTS PERCENTAGE

EXPERIENCE
1 0-1 years 36 27.7%
2 1-2 years 39 30%
3 2-3 years 25 19.2%
4 4+ years 30 23.1%
TOTAL 130 100%

Source: Primary data

YEARS OF JOB EXPERIENCE OF

RESPONDENTS
35.00%
30%
30.00% 27.70%
25.00% 23.10%
19.20%
20.00%
15.00% PERCENTAGE

10.00%
5.00%
0.00%
0-1 years 1-2 years 2-3 years 4+ years

Chart 4.1.3: Years of job experience of the respondents

Interpretation
From the above table it is interpreted 30% of the respondents have an experience of 1-2 years ,
27.70% of the respondents have 0-1 years of experience , 23.1% of the respondents have more
than 4 years of experience and 19.2% of the respondents have 2-3 years of experience.

Inference
Majority (30%) of the respondents have 1-2 years of experience.

14
Table 4.1.4: Size of the company

S.NO SIZE OF COMPANY NO.OF RESPONDENTS PERCENTAGE

1 Small 52 42%
2 Medium 29 22.3%
3 Large 49 37.7%
TOTAL 130 100

Source: Primary data.

SIZE OF THE COMPANY

45% 42%
40% 37.70%

35%
30%
25% 22.30%
20% PERCENTAGE
15%
10%
5%
0%
Small Medium Large

Charts 4.1.4: Size of the company

Interpretation:
From the above table it is interpreted that 42% of the respondents work at a small size company ,
22.30% of the respondents work at medium size companies and 37.70% of the respondents work
at large size companies.

Inference
Majority (42%) of the respondents work at small size companies.

15
Table 4.1.5: Job role of the respondents

S.NO JOB ROLE NO. OF PERCENTAGE

RESPONDENTS
1 Junior level 30 23.1%
2 Medium level 56 43.1%
3 Senior level 44 33.8%
TOTAL 130 100

Source: Primary data

JOB ROLE OF THE RESPONDENTS

50.00%
45.00% 43.10%
40.00%
33.80%
35.00%
30.00%
25.00% 23.10%
PERCENTAGE
20.00%
15.00%
10.00%
5.00%
0.00%
Junior level Medium level Senior level

Charts 4.1.5: Job role of the respondents

Interpretation
From the above table it is evident that 23.10% of the respondents perform junior level job role ,
43.10% of the respondents perform medium level job role and 33.80% of the respondents perform
senior level job role.

Inference
Majority (43.10%) of the respondents perform medium level job role.

16
Table 4.1.6: Working hours of the respondents

S.NO WORKING HOURS NO. OF RESPONDENTS PERCENTAGE

1 5-7 hours a day 49 37.7%
2 8-10 hours a day 60 46.2%
3 11-13 hours a day 14 10.8%
4 13+ hours a day 7 5.4%

TOTAL 130 100%

Source: Primary data

WORKING HOURS OF THE

RESPONDENTS
50.00% 46.20%

40.00% 37.70%

30.00%

20.00% PERCENTAGE
10.80%
10.00% 5.40%

0.00%
5-7 hours a 8-10 hours a 11-13 hours a More than 13
day day day hours a day

Charts 4.1.6: Job role of the respondents

Interpretation
From the above table it is evident that 37.70% of the respondents work 5-7 hours a day, 46.20% of
the respondents work for 8-10 hours a day , 10.80% of the respondents work for 11-13 hours a
day and 5.40% of the respondents work for more than 13 hours a day.

Inference
Majority (46.20%) of the respondents work for 8-10 hours a day.

17
Table 4.1.7: Working shifts of the respondents

S.NO SHIFTS NO. OF RESPONDENTS PERCENTAGE

1 Morning shift 88 67.7%
2 Afternoon shift 22 16.9%
3 Night shift 20 15.4%
TOTAL 130 100%

Source: Primary data

WORKING SHIFTS OF THE

RESPONDENTS
80.00%
67.70%
70.00%
60.00%
50.00%
40.00%
PERCENTAGE
30.00%
20.00% 16.90% 15.40%
10.00%
0.00%
Morning shift Afternoon shift Night shift

Charts 4.1.7: Working shifts of the respondents

Interpretation
From the above table it is evident that 67.70% of the respondents work in morning shift, 16.90% of
the respondents work in the afternoon shift and 15.4% of the respondents work in the night shift.

Inference
Majority (67.70%) of the respondents work in the morning shift.

18
Table 4.1.8: Respondents working remotely

S.NO REMOTE WORKING NO. OF RESPONDENTS PERCENTAGE

1 Permanently 43 33.1%
2 Since covid 19 87 66.7%
TOTAL 130 100

Source: Primary data

RESPONDENTS REMOTE WORKING

80.00%
70.00% 66.70%

60.00%
50.00%
40.00% 33.10% PERCENTAGE
30.00%
20.00%
10.00%
0.00%
Permanently Since covid 19

Chart 4.1.8: Respondents working remotely

Interpretation
From the above table it is clear that 33.10% of the respondents are permanently working from
home and 66.70% of the respondents are working from home since Covid19 pandemic.

Inference
Majority (66.70%) of the respondents are working from home since Covid19 pandemic.

19
Table 4.1.9: Respondents being provided with work from home facilities

S.NO FACILITIES NO. OF PERCENTAGE

PROVIDED RESPONDENTS
1 Only to freshers 35 26.9%
2 Only to senior officers 36 27.7%
3 On request only 44 33.8%
4 Does not provide at all 15 11.5%
TOTAL 130 100

Source: Primary data

RESPONDENTS BEING PROVIDED

WITH WFH FACILITIES
40.00%
33.80%
35.00%
27.70%
30.00% 26.90%
25.00%
20.00%
15.00% 11.50%
PERCENTAGE
10.00%
5.00%
0.00%
Only to Only to On request Does not
freshers senior only provide at all
officers

Chart 4.1.9: Respondents being provided with work from home facilities

Interpretation
From the above table it is evident that 26.90% of the respondents companies provide work from
home facilities to the freshers alone, 27.70% of the respondents companies provide the facilities
only to senior officers, 33.80% of the respondents companies provide it on request only and
11.50% of the respondents companies do not provide at all.

Inference
Majority (33.80%) of the respondents companies provide the work from home equipments on
request only.

20
Table 4.1.10: Respondents perceive work from home as progressive

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 54 41.54%
2 Agree 24 18.46%
3 Neutral 38 29.23%
4 Disagree 12 9.23%
5 Strongly disagree 2 1.53%
TOTAL 130 100%
Source: Primary data

RESPONDENTS PERCIEVE WFH AS

PROGRESSIVE
45.00% 41.54%
40.00%
35.00%
29.23%
30.00%
25.00%
18.46%
20.00%
PERCENTAGE
15.00%
9.23%
10.00%
5.00% 1.53%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.10: Respondents being provided with work from home facilities

Interpretation
From the above table it is evident that 41.54% of the respondents strongly agree that work from
home is progressive, 18.46% of the respondents agree that the work from home is progressive ,
29.23% of the respondents are neutral about it while 9.23% of the respondents disagree with it
and 1.53% of the respondents strongly disagree with it.

Inference
Majority (41.54%) of the respondents strongly agree that the work from home is progressive.

21
Table 4.1.11: Respondents perceive work from home as challenging

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 33 25.38%
2 Agree 68 52.31%
3 Neutral 25 19.23%
4 Disagree 4 3.08%
TOTAL 130 100%

Source: Primary data

RESPONDENTS PERCIEVE WORK

FROM HOME AS CHALLENGING
60.00%
52.31%
50.00%
40.00%
30.00% 25.38%
19.23% PERCENTAGE
20.00%
10.00% 3.08%
0.00%
Strongly Agree Neutral Disagree
agree

Chart 4.1.11: Respondents perceive work from home as challenging

Interpretation
From the above table it is evident that 25.38% of the respondents strongly agree that work from
home is challenging, 52.31% of the respondents agree that the work from home is challenging ,
19.23% of the respondents are neutral about it while 3.08% of the respondents disagree with it .

Inference
Majority (52.31%) of the respondents perceive work from home as challenging.

22
Table 4.1.12: Respondents perceive work from home as tiring

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 52 40%
2 Agree 38 29.23%
3 Neutral 29 22.30%
4 Disagree 7 5.38%
5 Strongly disagree 4 3.08%
TOTAL 130 100%

Source: Primary data

RESPONDENTS PERCIEVE WORK

FROM AS TIRING
45% 40%
40%
35% 29.23%
30%
25% 22.30%
20%
PERCENTAGE
15%
10% 5.38%
5% 3.08%
0%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.12: Respondents perceive work from home as tiring

Interpretation
From the above table it is evident that 40% of the respondents strongly agree that work from home
is tiring, 29.23% of the respondents agree that the work from home is tiring, 22.30% of the
respondents are neutral about it while 5.38% of the respondents disagree with it and 3.08% of the
respondents strongly disagree with it.

Inference
Majority (40%) of the respondents strongly agree that work from home is tiring.

23
Table 4.1.13: Respondents perceive work from home as no change

S.NO RESPONSE NO.OF RESPONDENTS PERCENTAGE

1 Strongly agree 32 24.62%
2 Agree 22 16.92%
3 Neutral 38 29.23%
4 Disagree 30 23.07%
5 Strongly disagree 8 6.15%
TOTAL 130 100%

Source: Primary data

RESPONDENTS PERCIEVE WORK

FROM HOME AS NO CHANGE
35.00%
29.23%
30.00%
24.62%
25.00% 23.07%
20.00% 16.92%
15.00% PERCENTAGE
10.00% 6.15%
5.00%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.13: Respondents perceive work from home as no change

Interpretation
From the above table it is evident that 24.62% of the respondents strongly agree that there is no
change while working from home, 16.92% of the respondents agree that there is no change while
working from home , 29.23% of the respondents are neutral about it , 23.07% of the respondents
disagree and 6.15% of the respondents strongly disagree with it.

Inference
Majority (29.23%) of the respondents are neutral about work from home bringing no change as an
experience.

24
Table 4.1.14: Respondents perception towards good remote working culture

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 55 42.30%
2 Agree 35 26.92%
3 Neutral 27 20.76%
4 Disagree 10 7.69%
5 Strongly disagree 3 2.30%
TOTAL 130 100

Source: Primary data

RESPONDENTS PERCEPTION
TOWARDS GOOD WORK CULTURE
45.00% 42.30%
40.00%
35.00%
30.00% 26.92%
25.00% 20.76%
20.00%
PERCENTAGE
15.00%
10.00% 7.69%
5.00% 2.30%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.14: Respondents perception towards good remote working culture

Interpretation
From the above table it is evident that 42.30% of the respondents strongly agree that their
companies provide good remote work culture, 26.92% of the respondents agree that their
companies provide good remote work culture, 20.76% of the respondents are neutral , 7.69% of
the respondents disagree while 2.30% of the respondents strongly disagree that their companies
provide good remote work culture.

Inference
Majority (42.30%) of the respondents strongly agree that their companies provide good remote
work culture.

25
Table 4.1.15: Respondents perception towards good work life balance

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 23 17.69%
2 Agree 43 33.08%
3 Neutral 34 26.15%
4 Disagree 27 20.76%
5 Strongly disagree 3 2.30%
TOTAL 130 100

Source: Primary data

35.00% 33.08%
30.00%
26.15%
25.00%
20.76%
20.00% 17.69%

15.00% PERCENTAGE
10.00%
5.00% 2.30%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.15: Respondents perception towards good work life balance

Interpretation
From the above table it is evident that 17.69% of the respondents strongly agree that they have a
good work life balance, 33.08% of the respondents agree that they have a good work life balance,
26.15% of the respondents are neutral about it while 20.76% of the respondents disagree with it
and 2.30% of the respondents strongly disagree with it.

Inference
Majority (33.08%) of the respondents strongly agree that they are enthusiastic about the job
because of good work life balance.

26
Table 4.1.16: Respondents perception towards accomplishing the task on time

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 32 24.62%
2 Agree 58 44.62%
3 Neutral 35 26.92%
4 Disagree 4 3.08%
5 Strongly disagree 1 0.78%
TOTAL 130 100

Source: Primary data

RESPONDENTS PERCEPTION
TOWARDS ACCOMPLISHING THE
TASK ON TIME
50.00% 44.62%
40.00%
30.00% 24.62% 26.92%

20.00% PERCENTAGE
10.00% 3.08% 0.78%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.16: Respondents perception towards accomplishing the task on time

Interpretation
From the above table it is evident that 24.62% of the respondents strongly agree that they are able
to accomplish their task on time, 44.62% of the respondents agree that they are able to
accomplish the task on time , 26.92% of the respondents are neutral about it , 3.08% of the
respondents disagree with it and 0.78% of the respondents strongly disagree with it.

Inference
Majority (44.62%) of the respondents agree that they are enthusiastic towards their job as they are
able to accomplish the task on time.

27
Table 4.1.17: Respondents perception towards assistance from co-workers

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 43 33.08%
2 Agree 49 37.69%
3 Neutral 29 22.30%
4 Disagree 8 6.15%
5 Strongly disagree 1 0.78%
TOTAL 130 100
Source: Primary data

RESPONDENTS PERCEPTION
TOWARDS ASSISTANCE FROM
COWORKERS
40.00% 37.69%
33.08%
30.00%
22.30%
20.00%
PERCENTAGE
10.00% 6.15%
0.78%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.17: Respondents perception towards assistance from co-workers

Interpretation
From the above table it is evident that 33.08% of the respondents strongly agree that they are able
to get proper assistance from their coworkers, 37.69% of the respondents agree that they are able
to get proper assistance from their coworkers, 22.30% of the respondents are neutral about it,
6.15% of the respondents disagree with it and 0.78% of the respondents strongly disagree with it.

Inference
Majority (37.69%) of the respondents agree that they are able to get proper assistance from their
coworkers.

28
Table 4.1.18: Problems faced by respondents

S.NO PROBLEM NO. OF RESPONDENTS PERCENTAGE

1 Constant online presentism 63 48.5%
2 Work intensification 55 42.3%
3 Distraction by family 42 32.3%
4 Limited regular break 43 33.1%
TOTAL 130 100

Source: Primary data

PROBLEMS FACED BY RESPONDENTS

60.00%
48.50%
50.00%
42.30%
40.00% 32.30% 33.10%
30.00%
20.00%
10.00%
PERCENTAGE
0.00%

Chart 4.1.18: Problems faced by respondents

Interpretation
From the above table it is evident that 48.50% of the respondents face the problem of constant
online presentism while working from home, 42.30% of the respondents face the problem of work
intensification, 32.30% of the respondents face the problem of getting distracted by their family
while working from home and 33.10% of the respondents face the problem of limited regular
break.

Inference
Majority (48.50%) of the respondents face the problem of constant online presentism while
working from home.

29
Table 4.1.19: Respondents aligned with the organizational goals

S.NO RESPONSES NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 54 41.5%
2 Agree 48 36.9%
3 Neutral 26 20%
4 Disagree 2 1.5%
TOTAL 130 100%

Source: Primary data

RESPONDENTS ALIGNED WITH THE

ORGANIZATIONAL GOALS
45.00% 41.50%
40.00% 36.90%
35.00%
30.00%
25.00% 20%
20.00%
PERCENTAGE
15.00%
10.00%
5.00% 1.50%
0.00%
Strongly Agree Neutral Disagree
agree

Chart 4.1.19: Respondents aligned with the organizational goals

Interpretation
From the above table it is clear that 41.50% of the respondents strongly agree that they are
aligned with the organizational goals, 36.90% of the respondents agree that they are aligned with
the organizational goals while 20% of them are neutral and 1.50% of the respondents disagree
with it.

Inference
Majority (41.50%) of the respondents strongly agree that they are aligned with the organizational
goals.

30
Table 4.1.20: Respondents are kept well informed about the organizational goals and
priorities

S.NO RESPONSES NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 43 33.1%
2 Agree 43 33.1%
3 Neutral 37 28.5%
4 Disagree 7 5.4%
TOTAL 130 100%

Source: Primary data

RESPONDENTS ARE KEPT WELL

INFORMED
33.10% 33.10%
35.00%
30.00% 28.50%

25.00%
20.00%
15.00% PERCENTAGE
10.00%
5.40%
5.00%
0.00%
Strongly Agree Neutral Disagree
agree

Chart 4.1.20: Respondents are kept well informed about the organizational goals and
priorities

Interpretation
From the above table it is clear that 33.10% of the respondents strongly agree that their
organization keep them well informed about the goals and priorities,33.10% of them agree as well
while 28.50% of them are neutral about it and 5.40% of them disagree with it.

Inference
Majority (33.10%) of the respondents strongly agree that their organization keep them well
informed about the organizational goals and priorities.

31
Table 4.1.21: Respondents perception towards their relationship with the superiors

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 34 26.2%
2 Agree 49 37.7%
3 Neutral 42 32..3%
4 Disagree 3 2.3%
5 Strongly disagree 2 1.5%
TOTAL 130 100%

Source: Primary data

PERCENTAGE vs. RESPONSE

40.00% 37.70%

35.00% 32.30%

30.00%
26.20%
25.00%
PERCENTAGE

Strongly agree
20.00%
Agree
15.00% Neutral
Disagree
10.00%
Strongly disagree
5.00% 2.30% 1.50%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree
RESPONSE

Chart 4.1.21: Respondents perception towards their relationship with the superiors

Interpretation
From the above table , it is clear that 26.2% of the respondents strongly agree that they are well
supported by their superiors , 37.7% of the respondents agree , 32.3% of the respondents are
neutral while 2.3% of the respondents disagree with it and 1.5% of the respondents strongly
disagree that they are well supported by their superiors.

Inference
Majority (37.7%) of the respondents agree that they are well supported by their superiors.

32
Table 4.1.22: Respondents perception towards their relationship with the coworkers

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 48 36.9%
2 Agree 38 29.2%
3 Neutral 33 25.4%
4 Disagree 11 8.5%
TOTAL 130 100%

Source: Primary data

RESPONDENTS PERCEPTION
TOWARDS THEIR RELATONSHIP WITH
COWORKERS
40.00% 36.90%
29.20%
30.00% 25.40%

20.00%
8.50% PERCENTAGE
10.00%

0.00%
Strongly Agree Neutral Disagree
agree

Chart 4.1.22: Respondents perception towards their relationship with the coworkers

Interpretation
From the above table it is clear that 36.90% of the respondents strongly agree that they are well
supported by their coworkers, 29.20% of the respondents agree with it while 25.40% of the
respondents are neutral and 8.50% of the respondents disagree that they are well supported by
their coworkers.

Inference
Majority (36.90%) of the respondents strongly agree that they are well supported by their
coworkers.

33
Table 4.1.23: Respondents are aided by providing work from home equipment

S.NO RESPONSE NO. OF PERCENTAGE

RESPONDENTS
1 Strongly agree 52 40%
2 Agree 32 24.62%
3 Neutral 20 15.38%
4 Disagree 22 16.92%
5 Strongly disagree 4 3.07%
TOTAL 130 100%

Source: Primary data

RESPONDENTS RECIEVE AID ROM

THEIR ORGANIZATION
45%
40% 40%
35%
30%
25% 24.62%
20% 16.92%
15.38% PERCENTAGE
15%
10%
5% 3.07%
0%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.23: Respondents are aided by providing work from home equipment

Interpretation
From the above table it is evident that 40% of the respondents strongly agree that their
organization help them by providing necessary work from home equipements , 24.62% of the
respondents agree with it , 15.38% of the respondents are neutral about it , 16.92% of the
respondents disagree with it and 3.07% of the respondents strongly disagree with organization
being helping them by providing necessary work from home equipment.

Inference
Majority (40%) of the respondents strongly agree that their organization help them by providing
necessary work from home equipment.

34
Table 4.1.24: Respondents are aided by providing internet connectivity reimbursement

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 19 14.62%
2 Agree 44 33.84%
3 Neutral 35 26.92%
4 Disagree 24 18.46%
5 Strongly disagree 8 6.15%
TOTAL 130 100%

Source: Primary data

RESPONDENTS RECIEVING INTERNET

CONNECTIVITY REIMBURSEMENT
40.00%
33.84%
35.00%
30.00% 26.92%
25.00%
20.00% 18.46%
14.62%
15.00% PERCENTAGE
10.00% 6.15%
5.00%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.24: Respondents are aided by providing internet connectivity reimbursement

Interpretation
From the above table it is clear that 14.62% of the respondents strongly agree that their
organization help them by providing internet connectivity reimbursement, 33.84% of them agree
with it, 26.92% of them are neutral about it , 18.46% of the respondents disagree with it and 6.15%
of the respondents strongly disagree with it.

Inference
Majority (33.84%) of the respondents agree that their organization help them by providing internet
connectivity reimbursement.

35
Table 4.1.25: Respondents are aided by providing effective online training

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 28 21.53%
2 Agree 46 35.38%
3 Neutral 50 38.46%
4 Disagree 3 2.307%
5 Strongly disagree 3 2.307%
TOTAL 130 100%

Source: Primary data

RESPONDENTS ARE AIDED BY

ONLINE TRAINING
45.00%
38.46%
40.00% 35.38%
35.00%
30.00%
25.00% 21.53%
20.00%
PERCENTAGE
15.00%
10.00%
5.00% 2.31% 2.31%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.25: Respondents are aided by providing effective online training

Interpretation
From the above table it is evident that 21.53% of the respondents strongly agree that their
organization help them by providing effective online training , 35.38% of the respondents agree
that they are aided with effective online training , 38.46% of them are neutral about it while 2.31%
of the respondents disagree and 2.31% of the respondents strongly disagree with it.

Inference
Majority (38.46%) of the respondents are neutral about them being aided with effective online
training from the organization.

36
Table 4.1.26: Respondents are aided by providing virtual events

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 45 34.61%
2 Agree 39 30%
3 Neutral 28 21.54%
4 Disagree 16 12.30%
5 Strongly disagree 2 1.54%
TOTAL 130 100%

Source: Primary data

RESPONDENTS RESPONSE ON
VIRTUAL EVENTS
40.00% 34.61%
35.00% 30%
30.00%
25.00% 21.54%
20.00%
15.00% 12.30% PERCENTAGE
10.00%
5.00% 1.54%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.26: Respondents are aided by providing virtual events

Interpretation
From the above table it is clear that 34.61% of the respondents strongly agree that their
organization help them by conducting virtual events , 30% of them agree with it , 21.54% of them
are neutral about it while 12.30% of them disagree with it and 1.54% of the respondents strongly
disagree with it,

Inference
Majority (34.61%) of the respondents strongly agree that their organization help them by
conducting virtual events.

37
Table 4.1.27: Respondents are productive due to promotion

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 46 35.38%
2 Agree 46 35.38%
3 Neutral 23 17.69%
4 Disagree 13 10%
5 Strongly disagree 2 1.53%
TOTAL 130 100%

Source: Primary data

RESPONDENTS RESPONSE ON
REGULAR PROMOTION
40.00%
35.38% 35.38%
35.00%
30.00%
25.00%
20.00% 17.69%
15.00% PERCENTAGE
10%
10.00%
5.00% 1.53%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.27: Respondents are productive due to promotion

Interpretation
From the above table it is clear that 35.38% of the respondents strongly agree and agree equally ,
17.69% of the respondents are neutral about it while 10% of them disagree with it and 1.53% of
the respondents strongly disagree that they are productive at home as at the office due to regular
promotion.

Inference
Majorities (35.38%) of the respondents equally agree and strongly agree that they are as
productive at home as at the office because the organization ensures regular promotion.

38
Table 4.1.28: Respondents response on learning and growth opportunities

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 22 19.23%
2 Agree 56 43.07%
3 Neutral 48 36.92%
4 Disagree 3 2.307%
5 Strongly disagree 1 0.77%
TOTAL 130 100%

Source: Primary data

RESPONDENTS RESPONSE ON
LEARNING AND GROWTH
OPPORTUNITY

50.00% 43.07%
40.00% 36.92%
30.00%
19.23%
20.00%
PERCENTAGE
10.00% 2.31% 0.77%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.28: Respondents response on learning and growth opportunities

Interpretation
From the above table it is evident that 19.23% of the respondents strongly agree that they are
productive at home because the organization provides them the platform to learn and grow,
43.07% of them agree with it, 36.92% of them are neutral about it, 2.31% of them disagree with it ,
0.77% of them strongly disagree that they get platform to learn and grow effectively.

Inference
Majority (43.07%) agree that they are productive at home as at the office because their
organization provides them the platform to learn and grow effectively.

39
Table 4.1.29: Respondents response on their views getting heard

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 27 20.76%
2 Agree 58 44.62%
3 Neutral 38 29.23%
4 Disagree 6 4.62%
5 Strongly disagree 1 0.76%
TOTAL 130 100%

Source: Primary data

RESPONDENTS RESPONSE ON THEIR

VIEWS GETTING HEARD
50.00% 44.62%

40.00%
29.23%
30.00%
20.76%
20.00% PERCENTAGE

10.00% 4.62%
0.76%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.29: Respondents response on their views getting heard

Interpretation
From the above table it is clear that 20.76% of the respondents strongly agree that their views are
heard, 44.62% of the respondents agree with it , 29.23% of them are neutral about it while 4.62%
of them disagree with it and 0.76% of them strongly disagree with it.

Inference
Majority (44.62%) of the respondents agree that they are productive at home as the office as due
to their views being heard.

40
Table 4.1.30: Respondents response on good compensation

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 36 27.69%
2 Agree 39 30%
3 Neutral 39 30%
4 Disagree 12 9.23%
5 Strongly disagree 4 3.07%
TOTAL 130 100%

Source: Primary data

RESPONDENTS RESPONSE ON
COMPENSATION
35.00%
30% 30%
30.00% 27.69%
25.00%
20.00%
15.00% PERCENTAGE
9.23%
10.00%
5.00% 3.07%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.30: Respondents response on good compensation

Interpretation
From the above table it is clear that 27.69% of the respondents strongly agree that they are
productive at home as they get good compensation, 30% of them agree with it and 30% of them
are neutral, 9.23% of them disagree with it while 3.07% of them strongly disagree with it.

Inference
Majorities (30%) of the respondents equally agree and are neutral about them being productive at
home due to good compensation.

41
Table 4.1.31: Respondents response on quality of online meetings

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Highly satisfied 29 22.3%
2 Satisfied 61 46.9%
3 Neutral 36 27.7%
4 Dissatisfied 3 2.3%
5 Highly dissatisfied 1 0.8%
TOTAL 130 100%

Source: Primary data

RESPONDENTS RESPONSE ON ONLINE

MEETINGS
50.00% 46.90%
40.00%
30.00% 27.70%
22.30%
20.00%
10.00% 2.30% 0.80% PERCENTAGE
0.00%

Chart 4.1.31: Respondents response on quality of online meetings

Interpretation
From the above table it is clear that 22.30% of the respondents are highly satisfied with the quality
of online meetings , 46.90% of the respondents are satisfied with it , 27.70% of them are neutral
about it , 2.30% of the respondents are dissatisfied with it and 0.80% of the respondents are highly
dissatisfied with the quality of online meeting.

Inference
Majority (46.90%) of the respondents are satisfied with the quality of online meetings.

42
Table 4.1.32: Respondents response on attending meetings without hesitation

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 34 26.2%
2 Agree 41 31.5%
3 Neutral 28 21.5%
4 Disagree 12 9.2%
5 Strongly disagree 15 11.5%
TOTAL 130 100%
Source: Primary data

RESPONDENTS RESPONSE ON
ATTENDING THE MEETINGS WITHOUT
HESITATION
35.00% 31.50%
30.00% 26.20%
25.00% 21.50%
20.00%
15.00% 11.50%
9.20% PERCENTAGE
10.00%
5.00%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.32: Respondents response on attending meetings without hesitation

Interpretation
From the above table it is clear that 26.20% of the respondents strongly agree that they do not
hesitate attending all the meetings, 31.50% of them agree with it, 21.50% of the respondents are
neutral while 9.20% of the respondents disagree with it and 11.50% of the respondents strongly
disagree with it.

Inference
Majority (31.50%) of the respondents agree that they are able to attend all the meeting without any
hesitation.

43
Table 4.1.33: Respondents response on being adapted to the new way of working

S.NO RESPONSE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 34 26.2%
2 Agree 32 24.6%
3 Neutral 39 30%
4 Disagree 11 8.5%
5 Strongly disagree 14 10.8%
TOTAL 130 100%

Source: Primary data

RESPONDENTS RESPONSE ON BEING

ADAPTED TO THE NEW WAY OF
WORKING
35.00%
30%
30.00%
26.20% 24.60%
25.00%
20.00%
15.00%
8.50% 10.80% PERCENTAGE
10.00%
5.00%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Chart 4.1.33: Respondents response on being adapted to the new way of working

Interpretation
From the above table it is clear that 26.20% of the respondents strongly agree that they are well
adapted to the new way of working, 24.60% of the respondents agree with it , 30% of the
respondents are neutral about it while 8.50% of the respondents disagree with it and 10.80% of
the respondents strongly disagree with it.

Inference
Majority (30%) of the respondents are neutral about getting adapted to the new way of working.

44
Table 4.2.1: Chi Square test

NULL HYPOTHESIS: There is no significant difference between employees job role and
employees work intensification while working remotely
ALTERNATE HYPOTHESIS: There is a significant difference between employees job role and
employees work intensification while working remotely

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

ROLE * WORK 130 97.7% 3 2.3% 133 100.0%

ROLE * WORK Crosstabulation

WORK

1 2 3 4 Total

ROLE 1 Count 16 5 8 0 29

Expected Count 14.3 7.8 6.5 .4 29.0

2 Count 28 16 11 2 57

Expected Count 28.1 15.3 12.7 .9 57.0

3 Count 20 14 10 0 44

Expected Count 21.7 11.8 9.8 .7 44.0

Total Count 64 35 29 2 130

Expected Count 64.0 35.0 29.0 2.0 130.0

Chi-Square Tests

Asymptotic
Significance (2-
Value df sided)
a
Pearson Chi-Square 4.923 6 .554
Likelihood Ratio 5.768 6 .450
Linear-by-Linear Association .048 1 .826
N of Valid Cases 130

a. 3 cells (25.0%) have expected count less than 5. The minimum

expected count is .45.

Source of data: computed data

45
Interpretation
Here Pearson chi square value is 4.923 and the p value appears in the same row as 0.554 which
is greater than 0.05 hence the alternate hypothesis is rejected and null hypothesis is accepted i.e.,
there is no significant difference between employee job role and work intensification problem faced
by the employees.

Inference
There is no significant difference between the job role of the employees and the work
intensification problem faced by the employees while working remotely.

46
Table 4.2.2: Correlation

Correlations

COMPANY PRODUCTIVITY

COMPANY Pearson Correlation 1 .009

Sig. (2-tailed) .918

N 130 130
PRODUCTIVITY Pearson Correlation .009 1

Sig. (2-tailed) .918

N 130 130

Source: Computed data

Interpretation
The size of the company and employees perception towards being productive as they get the
platform to learn and grow effectively over remote workplace is partially positively correlated. This
means that as the size of the company increases, the opportunity to learn and grow also
enhances.

Inference

The size of the company and employees perception towards being productive as they get the
platform to learn and grow effectively over remote workplace is partially positively correlated.

47
Table 4.2.3: One sample t-test

NULL HYPOTHESIS: The year of job experience of the employees mean and employees‘
adaptation to the new way of working mean equals the specified mean value.
ALTERNATE HYPOTHESIS: The year of job experience of the employees mean and adaptation
to the new way of working mean are different from the specified mean value.

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

YEARS 130 2.37 1.122 .098

ADAPTATION 130 2.55 1.277 .112

One-Sample Test

Test Value = 0

95% Confidence Interval of the

Difference

t df Sig. (2-tailed) Mean Difference Lower Upper

YEARS 24.085 129 .000 2.369 2.17 2.56

ADAPTATION 22.741 129 .000 2.546 2.32 2.77

Source: Computed data

Interpretation

Since 0.00<0.05, hence we reject the null hypothesis and accept the alternate hypothesis, i.e.;
there is a difference in the means of years of job experience of the employees and the mean of
adaptability to remote working culture from the specified mean value.

Inference
The means of year of job experience and the adaptability to remote working are different from the
specified mean value.

48
 CHAPTER 5

1.1 FINDINGS
 Majority (63.1 %) of the respondents are age between 18 to 25 years.
 Majority (56.20%) of the respondents are male.
 Majority (30%) of the respondents have 1-2 years of experience.
 Majority (42%) of the respondents work at small size companies.
 Majority (43.10%) of the respondents perform medium level job role.
 Majority (46.20%) of the respondents work for 8-10 hours a day.
 Majority (67.70%) of the respondents work in the morning shift.
 Majority (66.70%) of the respondents are working from home since Covid19 pandemic.
 Majority (33.80%) of the respondents companies provide the work from home equipments
on request only.
 Majority (41.54%) of the respondents strongly agree that the work from home is
progressive.
 Majority (52.31%) of the respondents perceive work from home as challenging.
 Majority (40%) of the respondents strongly agree that work from home is tiring.
 Majority (29.23%) of the respondents are neutral about work from home bringing no
change as an experience.
 Majority (42.30%) of the respondents strongly agree that their companies provide good
remote work culture.
 Majority (33.08%) of the respondents strongly agree that they are enthusiastic about the
job because of good work life balance.
 Majority (44.62%) of the respondents agree that they are enthusiastic towards their job as
they are able to accomplish the task on time.
 Majority (37.69%) of the respondents agree that they are able to get proper assistance
from their coworkers.
 Majority (48.50%) of the respondents face the problem of constant online preseentism
while working from home.
 Majority (41.50%) of the respondents strongly agree that they are aligned with the
organizational goals.
 Majority (33.10%) of the respondents strongly agree that their organization keep them
well informed about the organizational goals and priorities.
 Majority (37.7%) of the respondents agree that they are well supported by their superiors.
 Majority (36.90%) of the respondents strongly agree that they are well supported by their
coworkers.

49
  Majority (40%) of the respondents strongly agree that their organization help them by
providing necessary work from home equipment.
 Majority (33.84%) of the respondents agree that their organization help them by providing
internet connectivity reimbursement.
 Majority (38.46%) of the respondents are neutral about them being aided with effective
online training from the organization.
 Majority (34.61%) of the respondents strongly agree that their organization help them by
conducting virtual events.
 Majorities (35.38%) of the respondents equally agree and strongly agree that they are as
productive at home as at the office because the organization ensures regular promotion.
 Majority (43.07%) agree that they are productive at home as at the office because their
organization provides them the platform to learn and grow effectively.
 Majority (44.62%) of the respondents agree that they are productive at home as the office
as due to their views being heard.
 Majorities (30%) of the respondents equally agree and are neutral about them being
productive at home due to good compensation.
 Majority (46.90%) of the respondents are satisfied with the quality of online meetings.
 Majority (31.50%) of the respondents agree that they are able to attend all the meeting
without any hesitation.
 Majority (30%) of the respondents are neutral about getting adapted to the new way of
working.

5.2 SUGGESTION

 Organization must work on to reduce work intensification.

 Hybrid model is the most suggested work model.
 A strict work time has to be regulated so that the employees could ensure a better work life
balance.
 The organization must conduct fun events regularly so as to ensure better connectivity
among workers.

5.3 CONCLUSION
The engagement of employees at remote workplace is a difficult task. The communication
between employee-employer and employee-employee has restricted non work related interaction.
Now the communication is limited to work related interactions alone. Remote work model is
definitely a future work model but for the young people who have started their career amidst
pandemic are finding it comfortable but is damaging in the long run.

50
5.4 FUTURE SCOPE
 In the future the researcher could research on different generation people.
 Also, the research could span as larger as possible in order to get prominent results.
 The future research can also be done on a specific industry as well.

5.5 LIMITATIONS
 This study was conducted among 130 respondents.
 This study was conducted on the context of pandemic; the result might get changed
sometimes later if the work from home becomes a permanent work model.
 Majority of the respondents fall under the age group of 18-25. Hence the result is more
favorable to this group.

51
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53
 ANNEXURE

QUESTIONNAIRE

A STUDY ON ENGAGEMENT OF EMPLOYEES DURING

REMOTE WORKING

1. NAME *

2. AGE *

Mark only one oval.

18-25
26-33
34-41
41 and above

3. GENDER *

Mark only one oval.

Male

Female

54
4. EXPERIENCE AT WORK *

Mark only one oval.

0-1 Year

1-2 Years

2-3 Years

4+ Years

5. SIZE OF THE COMPANY *

Mark only one oval.

Small (less than 50 employees) Medium

( less than 250 employees)

Large (500 and above)

6. JOB ROLE *

Mark only one oval.

Senior level

Mid-level

Junior level

7. HOW MANY HOURS OF A DAY DO YOU WORK FROM HOME? *

Mark only one oval.

5-7 hours

8-10 hours of a day

11-13 hours of a day

More than 13 hours of a day

55
8. WHICH SHIFT DO YOU MOSTLY WORK IN? *

Mark only one oval.

Morning shift

Afternoon shift

Night shift

9. ARE YOU WORKING REMOTELY? *

Mark only one oval.

Permanently

Since Covid19

10. DOES YOUR COMPANY PROVIDE WORK FROM HOME EQUIPMENTS? *

Mark only one oval.

Only to freshers

Only to senior officer On

request only

Does not provide at all

11. HOW DO YOU FEEL ABOUT WORKING FROM HOME? *

Mark only one oval per row.

Strongly agree Agree Neutral Disagree Strongly disagree

Progressive

Challenging

Tiring

No change
12. I AM ENTHUSIASTIC ABOUT MY JOB BECAUSE OF *

Mark only one oval per row. Strongly

Agree Neutral Disagree
Strongly disagree
agree

Good remote working culture

Good work life balance

Accomplishing the task on time

Proper assistance from co--

workers

13. THE PROBLEM I FACE THE MOST WHILE WORKING FROM HOME IS/ARE *

Check all that apply.

Constant online preseentism

Work intensification Distraction
by family
Limited regular break

14. I AM ALIGNED WITH THE ORGANIZATION'S VALUES. *

Mark only one oval.

Strongly agree

Agree

Neutral

Disagree

Strongly disagree
15. THE ORGANIZATION KEEPS ME WELL INFORMED ABOUT THE GOALS AND PRIORITIES
WHEN WORKING FROM HOME. *

Mark only one oval.

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

16. THE SUPERIORS MAKE ME FEEL SUPPORTED WHEN WORKING FROM HOME. *

Mark only one oval.

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

17. I AM WELL SUPPORTED BY MY CO-WORKERS WHEN WORKING FROM HOME *

Mark only one oval.

Strongly agree

Agree

Neutral

Disagree

Strongly disagree
18. MY ORGANIZATION HELPS US *

Mark only one oval per row. Strongly

Agree Neutral Disagree
Strongly disagree
agree

By providing necessary equipments to

work from home

By providing internet connectivity

reimbursement

By providing effective online training

By providing virtual events

19. I AM AS PRODUCTIVE AT HOME AS I AM AT THE OFFICE BECAUSE *

Mark only one oval per row.

Strongly Strongly
Agree Neutral Disagree
agree
Disagree

My organization ensures regular

promotion

Provides platform to learn and grow

effectively

My views are heard

My organization provides good

compensation
20. HOW SATISFIED ARE YOU WITH THE QUALITY OF ONLINE MEETINGS? *

Mark only one oval.

Highly satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatsfied

21. I AM ABLE TO ATTEND ALL THE MEETINGS WITHOUT ANY HESITATION. *

Mark only one oval.

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

22. I AM WELL ADAPTED TO THE NEW WAY OF WORKING. *

Mark only one oval.

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree
23. GIVE YOUR SUGGESTION TO PROVIDE A BETTER REMOTE WORKING CULTURE.
*

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