Please use this identifier to cite or link to this item:
http://hdl.handle.net/10603/300955
Title: | Assessment of Employee Engagement Practices in the Service Sector A study in Mangaluru city of Karnataka |
Researcher: | Shailashri V. T. |
Guide(s): | Sureka Shenoy, M.Com, Ph.D., and P. S. Aithal, Ph.D., Post Doc. |
Keywords: | Social Sciences,Economics and Business,Management |
University: | Srinivas University |
Completed Date: | 2018 |
Abstract: | INTRODUCTION newlineThe challenge today is not about retaining talented people, but fully engaging them, capturing their minds and hearts at every stage of their career. Employee engagement has become apparent as a crucial driver of business success in today s competitive environment. Further, employee engagement could be the deciding factor for organizational success. Not only the engagement has the potential to significantly affect employee retention, productivity and loyalty, it is also a link to customer satisfaction, company reputation and overall brand image of the company. Thus, to gain a competitive edge, organizations are turning to human resources practices and practitioners to set the agenda for commitment and employee engagement. newlineEmployee engagement is defined as the extent to which employees are committed to something or someone in their organization, how hard they are working and how long they stay as a result of that commitment. Research has indicated that the connection between an employee s job and organizational strategy, including understanding how important the job is to the firm s success, is the most prominent driver of employee engagement. newlineA company with quothighquot employee engagement might be expected to outperform and reach excellence than those with quotlowquot employee engagement, all other things being equal. Therefore, the employee engagement is an organizational approach, which results in the right conditions for all employees of an organization to give their best every day, committed to the organization s values, goals and objectives, motivated to contribute to organizational mission, along with increased sense of their own well-being. Employee engagement is also based on mutual trust, integrity, and mutual commitment from an organization and the employees and to bring transparency in the organization. It is a modern approach the organizations adopt which intends to increase the chances of contributing to organizational and individual performance, business success productivity and well-being of |
Pagination: | A4 |
URI: | http://hdl.handle.net/10603/300955 |
Appears in Departments: | Department of Management and Commerce |
Files in This Item:
File | Description | Size | Format | |
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certtificate.pdf | Attached File | 5.33 MB | Adobe PDF | View/Open |
chapter 1.pdf | 746.39 kB | Adobe PDF | View/Open | |
chapter 2.pdf | 1.01 MB | Adobe PDF | View/Open | |
chapter 3.pdf | 353.74 kB | Adobe PDF | View/Open | |
chapter 4.pdf | 735.96 kB | Adobe PDF | View/Open | |
chapter 5.pdf | 4.31 MB | Adobe PDF | View/Open | |
chapter 6.pdf | 1.04 MB | Adobe PDF | View/Open | |
chapter 7.pdf | 204.4 kB | Adobe PDF | View/Open | |
list of fig.pdf | 282.8 kB | Adobe PDF | View/Open | |
list of tables .pdf | 454.45 kB | Adobe PDF | View/Open | |
priliminary pages.pdf | 485.86 kB | Adobe PDF | View/Open | |
publication.pdf | 653.43 kB | Adobe PDF | View/Open | |
references .pdf | 463.3 kB | Adobe PDF | View/Open | |
title.pdf | 71.65 kB | Adobe PDF | View/Open |
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