Employee Engagement and Empowerment
ACKNOWLEDGEMENTS
We would first like to extend our highest gratitude to Professor J.K. Jain, Human Resource Management , whose knowledge and experience has served as a continuous source of encouragement and motivation during the entire life-cycle of this project.
We would like to thank our esteemed institute, Management Development Institute, Gurgaon, for providing us the infrastructure & facilities, without which this project would have remained an unfulfilled dream. We would also like to thank the institute for inculcating in us the right spirit & values for team work.
Executive Summary
India has witnessed a revolution in the field of Human Resources; it has gone from being just a support function to being a strategic partner in the growth of businesses. It has transformed itself being merely Personnel Management – maintaining records and ensuring statutory compliances, while doing the bare minimum to keep employee satisfaction on an even keel - to being an integrated part of the corporate machinery. The HR function of 21st century India has made a transition from being ‘behind-the scenes’ support appendage to becoming the critical differentiator in business. Rapid globalization has made companies realize people are the key to growth, the only strategic resource that any enterprise truly needs. This has led to companies routinely using their innovative HR practices as their USP (Unique Selling Proposition) to keep up with the times in the wake of a rapidly changing labor landscape. "Engagement" has become the search for the Holy Grail for employers in the 21st century. An engaged workforce is good for business. Employee engagement fosters and drives discretionary behavior, eliciting employees ' highest productivity, their best ideas and their genuine commitment to the success of the organization. But organizations – particularly multinationals with heterogeneous employee populations – struggle with how to build and sustain engagement
We would first like to extend our highest gratitude to Professor J.K. Jain, Human Resource Management , whose knowledge and experience has served as a continuous source of encouragement and motivation during the entire life-cycle of this project.
We would like to thank our esteemed institute, Management Development Institute, Gurgaon, for providing us the infrastructure & facilities, without which this project would have remained an unfulfilled dream. We would also like to thank the institute for inculcating in us the right spirit & values for team work.
Executive Summary
India has witnessed a revolution in the field of Human Resources; it has gone from being just a support function to being a strategic partner in the growth of businesses. It has transformed itself being merely Personnel Management – maintaining records and ensuring statutory compliances, while doing the bare minimum to keep employee satisfaction on an even keel - to being an integrated part of the corporate machinery. The HR function of 21st century India has made a transition from being ‘behind-the scenes’ support appendage to becoming the critical differentiator in business. Rapid globalization has made companies realize people are the key to growth, the only strategic resource that any enterprise truly needs. This has led to companies routinely using their innovative HR practices as their USP (Unique Selling Proposition) to keep up with the times in the wake of a rapidly changing labor landscape. "Engagement" has become the search for the Holy Grail for employers in the 21st century. An engaged workforce is good for business. Employee engagement fosters and drives discretionary behavior, eliciting employees ' highest productivity, their best ideas and their genuine commitment to the success of the organization. But organizations – particularly multinationals with heterogeneous employee populations – struggle with how to build and sustain engagement
Bibliography: Scott Snell, George Bohlander, Human Resource Management, 3rd ed. (South-Western, 2007) N.R.Lockwood, Leveraging Employee Engagement for Competitive Advantage (Alexandria, VA: Society for Human Resource Management, 2007) J.K.Harter, F.L.Schmidt, and T.L.Hayes, “Business-Unit Level Relationship Between Employee Satisfaction, Employee Engagement and Business Outcomes: A Meta-analysis,” Journal of Applied Psychology 87, no. 2 (2002), pp. 268-279 WEBSITES: