EMPLOYEE ENGAGEMENT IN AN INDIAN TIN MANUFACTURING ORGANIZATION: AN INVESTIGATION

Employee engagement has become an important driver for strategy development. As competition intensified employers realized the significance of employee to sustain and grow in the knowledge economy. The driving need today is for business to continue to improve productivity in a global environment where continuous change is making it difficult to compete. This desire to do more is combined with the mandate to do so with less, and one of the only outlets left for making this happen is employees. However, given the employee contract as it has been redefined, it is not easy for employers to snap their fingers and simply get employees to do more. Thus, the employee engagement movement arrived as a way to solve this problem. There is evidence to corroborate that engaged employees do more; therefore, to get more out of less, the logic would be that managers simply need to engage their people. Everyone seems to be on the path to getting their employees engaged. An engaged employee tends to be more self-motivated, reliable and have higher levels of organizational loyalty. The most important driver of engagement is a sense of feeling valued and involved. However achieving this is no mean feat; therefore an empirical study has been undertaken to identify the focus areas to increase the levels of employee engagement. The basic purpose of the study is to find out what variables are significant to create an engaged workforce. The study is exploratory in nature and the data has been collected from a tin manufacturing organization.