Employee Engagement and its Effects in Automobile Industry with Special Reference to Chennai, Tamil Nadu

Authors

  • S. Lakshminarayanan Assistant Professor, School of Management Studies, Surya Group of Institutions, Vikiravandi, Villupuram , Tamil Nadu, India.
  • P. Ezhilarasi Student, MBA Final Year, School of Management Studies, Surya Group of Institutions, Vikiravandi, Villupuram , Tamil Nadu, India.

DOI:

https://doi.org/10.51983/ajms-2017.6.2.1255

Keywords:

Employee Engagement, Employee Retentio Effective Communication, Career Development, Recognition

Abstract

Employee Engagement is indeed an effective tool to rejuvenate the workforce and keep them stress-free. An engaged employee is a productive resource to the organisation where he/she works. It is believed that the disengaged employee is more susceptible to stress and consequently, switchover to an organisation where he/she is actively engaged. This paper attempts to study the Employee Engagement and its effects on Employee Retention in Automobile Industry. The study – descriptive in nature – was conducted among the employees working in various Automobile Companies in and around Chennai. The sample size of 100 employees chosen based on purposive sampling technique. The Primary data was collected from those 100 employees using a structured questionnaire containing Closed-end questions pertaining to the study. The data gathered so was processed and analysed using various statistical tools such as Descriptive analysis, Correlation and Chi-Square. The study has established that there is a strong positive relationship between employee engagement and employee retention and loyalty towards the organisation. The study has also identified some factors that propel the Employee Engagement in Automobile sector – Effective Communication (between superiors and subordinates), Career Development, and Recognition.

References

Saks, M. A. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619.

Albrecht, S. L. (Ed.). (2010). Handbook of Employee Engagement: Perspectives, Issues, Research and Practice. Cheltenham: Edward Elgar Publishers.

Bates, S. (2004). Getting engaged. HR Magazine, 49(2), 44‐51.

Baumruk, R. (2004). The missing link: the role of employee engagement in business success. Work Span, 47, 48‐52.

de Mello, C., Wildermuth, e. S., & Pauken, P. D. (2008). A perfect match: decoding employee engagement – Part II: engaging jobs and individuals. Industrial and Commercial Training, 40(4), 206-210.

Frank, F. D., Finnegan, R. P., & Taylor, C. R. (2004). The race for talent: retaining and engaging workers in the 21st century. Human Resource Planning, 27(3), 12‐25.

Joshi, R. J., & Sodhi, J. S. (2011). Drivers of Employee Engagement in Indian Organizations. The Indian Journal of Industrial Relations, 47(1).

Kothari, C. R. (2004). Research Methodology: Methods and Technique. New Age International Publication.

Kress, N. (2005). Engaging your employees through the power of communication. Work Span, 48(5), 26‐36.

Little, P., & Little, B. (2006). Employee engagement: conceptual issues. Journal of Organizational Culture, Communications and Conflict, 10(1), 111-120.

Richman, A. (2006). Everyone wants an engaged workforce how can you create it? Work Span, 49, 36-39.

Shaw, K. (2005). An engagement strategy process for communicators. Strategic Communication Management, 9(3), 269.

Downloads

Published

23-07-2017

How to Cite

Lakshminarayanan, S., & Ezhilarasi, P. (2017). Employee Engagement and its Effects in Automobile Industry with Special Reference to Chennai, Tamil Nadu. Asian Journal of Managerial Science, 6(2), 21–27. https://doi.org/10.51983/ajms-2017.6.2.1255