A R DIGITECH

International Journal Of Engineering, Education And Technology (ARDIJEET)

www.ardigitech.in ISSN 2320-883X, VOLUME 03 ISSUE 03, 01/07/2015

A STUDY ON EMPLOYEE ENGAGEMENT PRACTICES & ITS EFFECT

ON EMPLOYEE PERFORMANCE WITH SPECIAL REFERENCE TO
AXIS BANK IN AHMEDNAGAR
Dr. Subhash Wadekar*1,Prof. Anand Kopare*2
*1(M.com, M. Phil, MBA, PhD, Associate Professor & HOD, Dept. of Commerce, M.S.G. College, Malegaon Camp, Dist.
Nashik. BOS Member in Insurance & Transport, Member-Faculty of Commerce, Member-32 (5) (a) Savitribai Phule Pune
University)
*2(MBA(Marketing, HR) Assistant Professor,
Matoshri College of Management & RC, Dhanore, Yeola.
Research Scholar, Savitribai Phule Pune University)
wadekarsubhash1@gmail.com*1, anandkopare28@gmail.com*2
employee engagement for a banks existence. It also

Abstract
The employee engagement practices in Bank

includes what factor should consider for employees

get increased as bank tends to work with world

engagement in Banks.

workforce. Banks are on hunt for employees who are

Key words

efficient & highly passionate about respective work.

Employee Engagement, banks commitments,

This study based on the need for a these employees

employee involvement, motivation.

and how their productivity can improve.

HR

Manager also faces many challenges to improve

1. INTRODUCTION

Employee engagement is a workplace approach

management approaches in fashionable management-

designed to ensure that employees are committed to

speak. Is it just the latest management fad? We

their organizations goals & values, motivated to

believe that while it does have clear overlaps with

contribute to organizational success and are able at

analytical

the same time to enhance their own sense of well-

organizational

being. There difference between attitude, behavior

involvement & job satisfaction.

antecedents

such

citizenship

as

commitment,

behavior,

job

and outcomes in terms of engagement. An employee

might feel pride and loyalty (attitude); be a great
advocate of their bank to clients, or go the extra mile
to finish a piece of work (behavior). Outcomes may

Meere (2005) describe three levels of involvement

i.e.
a)

Engaged:- those Employee work with

include lower accident rates, higher productivity.

Passion and feel a profound connection the

Engaged organizations have staff and authentic

their organization.

values, with clear evidence of trust and fairness

and move the organization forward.

They drive innovation

based on mutual respect, where two way promises

b) Not Engaged:- Employees who attained and

and commitments- between employers and staff-are

involve at work are but time serving and put

understood and are fulfilled. Employee engagement

no passion or energy into their work.

something

new

or

simply

its

long

standing

A R DIGITECH
International Journal Of Engineering, Education And Technology (ARDIJEET)
www.ardigitech.in ISSN 2320-883X, VOLUME 03 ISSUE 03, 01/07/2015
c)

Disengage:- Employee who is unhappy at

researchers to build on. There is slice

work act out their unhappiness at work.

opportunity for the HRD field to take a

According to

leading

Meere (2005), these Employees undermine

engagement & to do so; the concept is

the work of their engaged colleagues on a

needed to be extract.

daily basis.

2.

Problem Definition :-

in

fostering

3.

Need of employee engagement :-

a)

Positive emotion:

employee

Engagement as a Positive, fulfillment, work-related

Banks are more concern about Employee

engagement and HRD professionals are
frequently ask to act in the development of
employee engagement strategies. The gap in
knowledge between Banks and employee
who are wok in it & the ability for
professionals to respond effectively increase
conflict for HRD scholars, researchers &
employ them.

role

state of mind (schaufeli at al., 2002, p.74; Schaufeli

and bakker, 2004, p.295). With this state of mind,
employees more often experience positive emotions,
such as happiness, joy & enthusiasm. Happy people
may be more open to opportunities at work, more
helpful to others, exert more confidence and
generally more optimistic (crapanzano and Wright,
2001, cited in Bakker and Demerouti, 2008)

Banks need to HRD

professionals who have well research,

b) Good health :

productive & important approach analysis,

Engagement positively influences an employees

creating, building, maintaining employee

health, which mean that the health condition of

engagement & practitioner are looking to

engaged employees allow them to perform better than

scholar & researchers for methods that are

non-engaged employees. In a study conducted by

build whole bank. To successful respond to

Hakanen et al. (2006), they found evidence that work

both problems and obtain a consistent

engagement is positively related to self rated health

definition that provides a clear interpretation

and work ability.

of the concept, a historical understanding of

the

construct

surrounding

employee

c)

Ability to mobilize resources:-

engagement is prudent way to begin

Engaged employee are more productive, could be

developing a common understanding and

that engaged employees are also more successful in

language. Looking back at how the theory

mobilizing their job resources, as they have a better

has involved would help identify past and

working environment and more pleasant colleagues

present status as well as provide depth of

to work with (Bakker and Demerouti, 2007) and they

understanding, context & insight. This

are better at creating their own resources with

historical perspective will help develop

(Bakker and Demerouti, 2008)

informed strategies of practice as well as

provide a solid foundation for future

d) Transfer of engagement:-

A R DIGITECH
International Journal Of Engineering, Education And Technology (ARDIJEET)
www.ardigitech.in ISSN 2320-883X, VOLUME 03 ISSUE 03, 01/07/2015
Organizational performance is the result of the

team directly impact the performance and

combined efforts of the individual employees with

retention of employees.

(Bakker and Demerouti, 2008). Therefore, it is

d) Peer Culture:- effective peer relationships

possible to assume that the transfer of engagement

leads

from one employee to another employee will increase

employees

company performance. Some researcher found

performance.

evidence of emotional transferability, the results of

e)

this research show that:

highly
and

engaged,
drives

productive
organization

Personal Influence:- employees feel that

they can strive to seek better ways of doing
things, to innovative new ideas and that their

A positive mood of the leader is transferred

efforts (by the successful or not) will be

to the employees, resulting in less effort

needed to complete the task and more

recognized.
f)

coordination (Sy et.al,2005)

to

Nature of career:- providing employees

meaningful

A team members positive mood spreads

and provide them with a variety of

among other team members and results in

opportunities to grow and develop and lead

more cooperation and better performance

(Barsade, 2001)

career paths, that will inspire

to their goals.
g) Nature of the job:- providing employees
with jobs that are designed to challenge

4.

Research Objective:a)

them; that are good fit with employees

To study of employee engagement

practices in AXIS bank.

skills, qualifications, experience.

h) Development

b) To analyze the need of employee

providing

employees not only with formal learning

engagement.
c)

opportunities:-

programmes but also with the opportunity to

To study the factor affecting employee

practice their newly acquired skills &

engagement.

knowledge on the job under the watchful

eye and also the opportunity to learn from

5.

Factors influencing employee engagement:-

A) Following factors define Ruyle, Eichinger & DE

others outside formal learning programs.

i)

Meuse (2009)
a)

sincere

Strategic Alignment: - employee work is in

it is going to get there.

believe in, trust and follow senior leaders.

Immediate

Manager

Working

timely

manner

and

employee
incremental

improvements.
j)

b) Trust in senior leadership:- Employee

and

contributions

line with where the business is going & how

c)

Employee recognition:- recognizing in a

Pay fairness:- motivate employees by

implementing

equitable

pay

linked

to

performance and also to the type of the

company ( i. g. industry leader/ follower)

Relationship:- the quality of management

A R DIGITECH
International Journal Of Engineering, Education And Technology (ARDIJEET)
www.ardigitech.in ISSN 2320-883X, VOLUME 03 ISSUE 03, 01/07/2015
6.

Modeling Employee Engagement:A) Driver of employee engagement :-

Business
Value
Process

Inform

Tactics

(Source:- Moorcroft 2006)

Moorcroft (2006) notes that the old model was
focused on developing methods by which to inform
employees, of organization news and objectives.
Moocroft (2006) reports that the changes to employee
communications are beginning to show solid results,
with employee alignment and engagement scores
improving. Interestingly, the communication budget
has actually been reduced at the same time,
illustrating that a more focused and through strategy
can result in better value for money.
(Source:- Robinson et al (2004))
C) Hierarchy of engagement:The approach to employee engagement, discuss by
Robin son et al (2004), stresses the important of
feeling valued an involved as a key driver of
engagement. Within this umbrella of feeling valued
and involved there are a number of factors that are
influence on the extent to which the employee will

Increasing
Engageme

feel valued and involved and hence engaged. Robin

et al (2004) state that this can be a useful pointer to
organizations towards those aspects of, working life

(Source:- Penna2007)

that require serious if engagement levels are to be

maintained or improved.

Penna (2007) presents a hierarchical model of

engagement factors which illustrates the impact each

B) RBCs model of employee communication

level will have on the attraction, engagement and

retention of talent. They propose a model with

Outcome

meaning at work at the apex, which they maintain

A R DIGITECH
International Journal Of Engineering, Education And Technology (ARDIJEET)
www.ardigitech.in ISSN 2320-883X, VOLUME 03 ISSUE 03, 01/07/2015
is borne out by the research carried out into meaning

ensure that everyone on the team feels a

at work. In this context, Penna (2007) defines

sense of belonging include not holding

meaning at work at the situation where a job brings

meeting from which certain staffers are

fulfillment for the employee, through the employee

routinely excluded and regularly soliciting

being valued, appreciated, having a sense of

ideas from everyone on the team, not just

belonging and congruence with the organization and

the select few stars

feel like they are making a contribution. In this

b) Enjoyment:-

for

many

employees,

model, as the of these engagement factors, the

engagement means having a little fun ways

organization becomes more engaging to its existing

for employees to interact will go a long way

staff.

in engaging employees. Whether this means

having an occasional birthday or holiday

7.

Measuring employee engagement:-

celebration in the office, or a more formal

For measuring employee engagement, banks are

annual

requiring to take an opinion of the employee in

something to look forward to other than the

various way. This is an official and unofficial

(lets face it, occasionally monotonous)

meetings, workers group, managers interview and

daily grind.

finally

performance appraisal (CUNA,2008) as a

c)

retreat,

employees

will

have

Alignment:- its important for leaders to

employee engagement we need to as ask a some

acknowledge that their teams efforts are

questions like what the employees expected in their

supporting a grater mission or purpose at

work and whether their opinion seem to count in

work. Let employees know how their work

workplace ( Crain Communication, 2009) when any

is aligned with organizations mission.

employee measure their employees his / her opinion

d) Recognition:- another key components of

that time they feel more valued and respect. To

engagement is employee engagement. Most

understand insight stimuli of employee and what

employees want to be recognized by their

factors should influence employees performance,

managers for their hard work. Leaders who

satisfaction, loyalty & Motivation thats done in

fail to implement reward system do their

employee engagement (Infosurvey, 2009;Neilly)

employees and their companies a disservice.

Whether its a sizable annual reward or

8.

Significance of EMPLOYEE engagement :-

some smaller form of recognition, such as

a)

Belonging:- one way that leaders can ensure

simple note of thanks, managers should not

employees are engaged is to ensure that they

underestimate

are thinking, I belong here. An employee

acknowledging employees success.

who feels as though he/she is part of his/her

workplaces

community

and

has

e)

Advancement:-

the

importance

offering

plenty

of

of

an

opportunities for employees to build their

emotional connection to her organization

skills should be a priority for leaders looking

will be more engaged at work. Ways to

to increase engagement. After all, talented

A R DIGITECH
International Journal Of Engineering, Education And Technology (ARDIJEET)
www.ardigitech.in ISSN 2320-883X, VOLUME 03 ISSUE 03, 01/07/2015
employees

do

not

want

to

stagnate

professionally- they want to develop their

skills, advance and thrive. Companies can

company funds.
9.

Employee engagement training in AXIS bank

overall

organizational

efficiency and effectiveness

offer advancement opportunities to in-house

training, to college-level courses that the

Improve

Create the employee effective identity

for the bank

11. Employee engagement approaches for new

employees:This factors/ procedure has been begin when on
recruitment place like:-

Training is provided in :-

A strong induction and orientation

Classroom training.

AXIS learning center

Right person at right place

E-learning module

360o training (technical, soft skill, &

program

various way by which personality get

Classroom training :

Conduct by in-house training

Product related training

KYC

Industrial norms

Corporate modules

Business etiquettes

Behavioral modules

employee

Investment & Services

Employee engagement not only based on

Credit cards

requirement but also based on various strategies

Fixed deposit

like:-

Tie up with IFBI

Leadership development program

Time management

Career development program

Presentation

Various posts achievement program.

Various target achievement schemes.

Team building importance and its

developed)

Regular updates regarding products,

services, soft skill etc.

Certification program for employee

achievement

12. Employee engagement approaches for all

activity

10. Merits of employee engagement:

Create a sense of loyalty

Award & Reward schemes

Attract more people like existing

Communication skill program

employee

13. Employee engagement programs in AXIS

Employee engagement builds passion

bank

and commitment towards bank

For engaging employee into the bank, banks

Lower attrition rate

initiatively played various strategies like

Provide productivity in work place

Employees familys free cost medical

A R DIGITECH
International Journal Of Engineering, Education And Technology (ARDIJEET)
www.ardigitech.in ISSN 2320-883X, VOLUME 03 ISSUE 03, 01/07/2015

Treating employee as a core member of

objective

bank by giving day off on their

engagement not only one time process but also

anniversary

continuous process of learning, improvement,

Celebrate the Birthday in bank

action, assessment, correction if any. Employee

Monthly target achievement celebration

engagement is a initiative coined to identify

in five star hotel

employee engagement with work and trust in the

Star of the day/ week/month awards

bank leading to action plans for forming truly

Employees

family

invitation

and

goal.

Hence;

employee

by

engaged work forced that create a internal value

organizing food festivals or various

employee stability, employee development and

competition like painting competition

success.

for employees child,

Festival celebration in bank

Art of leaving workshop

1. N. R. Aravamudha talent Management A

Create a culture of fun & spark a work

critical imperative for organization, HRM

place

Review, feb 2010 pg 36-50

Promote & recognize for individual

2. Prabhi G & Roja Rani Tegala Employee

performance as well team performance

engagement A mantra for HR managers

15. Reference

review, Aug 2009 pg 48-54

14. Conclusion:If AXIS banks expect more productive result s

3. Priyanka Rawal Engaged Employee :

for employee at their respective work place so

carrying high degree of organization pride HRM

bank must give them freedom to make their work

review, July 2009 pg 41-45

exists and an environment having an engaged

4.http://en.wikipedia.org/wiki/Employee_engage

work life. With includes his responsibilities at

ment

home and a desire to excel in their career ,

5.http://retention.naukarihub.com/increase-

employees often get distracted from their work

employee-engagement.html

which need to be taken care of bank. For taken

6. www.siems.edu/employee_engagement

care of employees banks must give them

freedom from where they can make perfect
equilibrium in between work , fun. This study
emphasis

on

employee

communication

in

between bank to employees and employees to

bank on the success of business. The banks
should realize the value of employees because
they are having realistic contribution in banks
success. Banks and employee have a equal
relation in between each other to satisfy their