Internship Report on

EMPLOYEE ENGAGEMENT PRACTICES WITH SPECIAL REFERENCE TO

AGREENCO FIBER FOAM PVT. LTD

BY

ASHWIN SATHEESH
1NH14MBA11

Submitted to

VISVESVARAYA TECHNOLOGICAL UNIVERSITY,

BELGAUM

In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Ms. Saumi roy Raju Vargheese

Asst. Prof HR Manager

NHCE, Bangalore Agreenco Fiber Foam Pvt. Ltd

DEPARTMENT OF MBA

NEW HORIZON COLLEGE OF ENGINEERING

MARATHALLI, BANGALORE-560087

2014-16
 ACKNOWLEDGEMENT

I express my gratitude to the almighty god for his limitless blessing and gracefulness
that showered upon me while undertaking this project.

I express my sincere thanks to my internal guide Ms. Saumi Roy, Assistant

professor, MBA, New Horizon College of Engineering, who has enthusiastically imported
relevant information, and support in carrying out this report.

I express my warm gratitude to my external guide Mr. RAJU VARGHEESE, Human

Resource Manager, for providing me facilities to conduct the corporate exposure and learning
program and for his valuable guidance at Agreenco Fiber Foam, Kerala,

I express my sincere thanks to Dr. SHEELAN MISRA, Head of Department, MBA

for her great support in carrying out this project.

Finally, I thank MBA Faculty members, my Parents and all my Friends for helping and
encouraging me during the period of my project work.

ASHWIN SATHEESH
 TABLE OF CONTENT

CHAPTER NUMBER TITLE PAGE NUMBER

EXECUTIVE SUMMARY

1 INTRODUCTION 1-3

2 COPANY PROFILE AND 4-21

INDUSTRY PROFILE

3 THEORECTICAL 22-28
BACKGROUND OF THE
STUDY

4 ANALYSIS AND 29 -71

INTERPRETATION

5 FINDINGS, SUGGESTIONS 72-74

AND CONCLUSION

BIBLIOGRAPHY AND
ANNEXURE
 LIST OF TABLES

TABLE PAGE
NUMBER PARTICULARS NUMBER
Table 4.1 Table showing gender 29
Table 4.2 Table showing Health and safety scheme of the company 31
Table 4.3 Table showing recognition given by the management 33
Table 4.4 Table showing chance given to rise employee ability and 35
knowledge
Table 4.5 Table showing organizations plans to eliminate the stress 37
Table 4.6 Table showing reward and recognition activities 39
Table 4.7 Table showing work condition 41
Table 4.8 Table showing development at work 43
Table 4.9 Table showing availability of equipment 45
Table 4.10 Table showing utilization of potential to the organization 47
Table 4.11 Table showing information received to do the job 49
Table 4.12 Table showing satisfaction on the job 51
Table 4.13 Table showing opportunities to execute ideas 53
Table 4.14 Table showing management of the exit of employees in
effective and sensitive manner 55
Table 4.15 Table showing satisfaction with two way communication 57

Table 4.16 Table showing opportunity at work to learn and grow 59

Table 4.17 Table showing proper feedback system 61
Table 4.18 Table showing the sense of possession within the organization 63
Table 4.19 Table showing whether suggestions are considered
throughout the job 65
Table 4.20 Table showing physical conditions at company 67

Table 4.21 Table showing supportiveness by superiors 69

 Testing of hypothesis 71

LIST OF CHART

CHART PAGE
NUMBER PARTICULARS NUMBER
Chart 4.1 Graph showing gender 30
Chart 4.2 Graph showing Health and safety scheme 32
Chart 4.3 Graph showing recognition given by the management 34
Chart 4.4 Graph showing chance given to rise employee ability and 36
knowledge
Chart 4.5 Graph showing plans to eliminate the stress 38
Chart 4.6 Graph showing reward and recognition activities 40
Chart 4.7 Graph showing work condition 42
Chart 4.8 Graph showing development at work 44
Chart 4.9 Graph showing availability of equipment 46
Chart 4.10 Graph showing utilization of potential to the organization 48

Chart 4.11 Graph showing information received to do the job 50

Chart 4.12 Graph showing satisfaction on the job 52
Chart 4.13 Graph showing opportunities to execute ideas 54
Chart 4.14 Graph showing management of the exit of employees in
effective and sensitive manner 56
Chart 4.15 Graph showing satisfaction with two way communication 58

Chart 4.16 Graph showing opportunity at work to learn and grow 60

Chart 4.17 Graph showing proper feedback system 62
Chart 4.18 Graph showing the sense of possession within the
organization 64
Chart 4.19 Graph showing whether suggestions are considered
throughout the job 66
Chart 4.20 Graph showing physical conditions at company 68
Chart 4.21 Graph showing supportiveness by superiors 70
 EXECUTIVE SUMMARY

This project on employee engagement practices is prepared according to the study conducted in
the company Agreenco Fiber Foam, Kannur, Kerala. The duration of the study was 10 weeks,
which extended from December 9th, 2015 – February 14th, 2016.The study helped to know about
employee engagement strategies and practices Descriptive research methodology was used for
this study as it was easy to collect the information from the own environment through
convenience sampling technique. The representation of the data has been done with the help of
various kinds of graphs and charts. This project can help the business Agreenco Fiber Foam to
learn how successful their Employee engagement practices are and where they are able to
improve inorder to improve employee retention and efficiency. The main aim of the study was to
investigate the employee engagement activities implemented by the organization. It was found
that majority of employees powerfully agree that they feel secure with the health and safety
scheme of the company and they are glad with the recognition given by the company.
 CHAPTER 1

INTRODUCTION
1.1 ABOUT THE INTERNSHIP

This project record on Employee Engagement practices is carried out at Agreenco Fiber Foam.
The project focuses on the implementation of the value of employee engagement.In employee
engagement, workers involved in various commitments associate degree display of their
company and its goals. The main goal of this study is to comprehend the greater areas of
employee engagement. Employee engagement is not merely employee satisfaction, Employee
engagement is not employee satisfaction just, rather it really is one step before employee
satisfaction.

The study reflects how Employee engagement practices are helping Agreenco fiber Foam.

1.2 STATEMENT OF PROBLEM

To work towards learning what you can do to make certain that there is absolutely no disparity
among degrees of employees with regards to implementing engagement activities.

1.3 TITLE OF THE STUDY

“Employee Engagement Practices”

1.4 NEED FOR THE STUDY

Employee engagement is certainly a rising strategy among the companies. This project can help
the business Agreenco Fiber Foam to learn how successful their Employee engagement practices
are and were they are able to improve inorder to improve employee retention and efficiency.

1.5 OBJECTIVE OF THE STUDY

1. To investigate the employee engagement activities implemented by the organization

2. To find out the effect of employee engagement practices on employees working in the
organization
3. To identify how employee engagement can be improved in the organization

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1.6 SCOPE OF THE STUDY

This study emphasizes the necessity for Employee Engagement. The study will give attention to
the companies different measures to improve employee engagement. This study will reveal
emotions of the employees.

1.7 RESEARCH METHODOLOGY

The whole research will include research design, data collection and data analysis .Sampling
frame of the research will include employees of Agreenco Fiber Foam, Kannur ,Kerala. Simple
random sampling and convenience sampling method is used to understand sampling information.

1.8 SOURCES OF DATA

The data is obtained through:

 Primary source: A questionnaire is passed to the workers of Agreenco fiber foam

 Secondary source: It includes information gathered from firms annual report,
journals,research papers, magazines, on-line sources etc

1.9 SAMPLING DESIGN

The research design chosen is Descriptive Research Design.

1.10 LITERATURE REVIEW

In 2006 Sachs claimed reimbursement individual organization is by their side participants. In
many words, employees will prefer their own interaction, to regulate labeling and respond to
property they receive from their organization. / Delivery more fully consider their own roles and
work into a greater number of physical and mental function, emotional, physical resources is the
second level of a very deep personal technology to refute joint action organizations, such as the
former Kahn's work (1990 )put forward. Therefore, the staff unit further on the surface is about
property and conditions of their engagement in their organizations ended Yes.
2003 Towers Perrin, also involved in constructing technology is never complete, it relies on a
rich emotional experience of pregnancy and muse. Since the forced labor remuneration and

2
blessings are charming and retain people, it has been their fellow practitioners to participate in a
role in the lower part of their work. Weather Institute is directly involved in the firm's leadership,
responsibility, autonomy, management had a person in some way troposphere and occasions
expansion; there is no necessity for these alternatives.
2006 Robinson, employee engagement will be realized, and with the confidence of local reaction
comparable connections and vanity are impressed by two directors of the environment, so as to
obtain better quality organization of behavior, and the relationship between the size of
subordinates better health concepts. 2005 West claimed that, after personally feel positive
emotions, they are ready to assume an associate passing further versatile, broad-minded
approach, and may feel more discipline, more effective response to a small square and measures
to protect themselves point.
1.11 LIMITATIONS OF THE STUDY
1. The study will be focusing just on workers of Agreenco fiberFoam,Kannur, Kerala
2. The reply of the respondents may be biased

3. Some of the respondents possibly be unwilling to exhibit their opinion

4. The marked answers in questionnaires by respondents could be socially incorrect regardless of

their actual feelings.

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 CHAPTER 2
INDUSTRY PROFILE AND COMPANY PROFILE
 INDUSTRY PROFILE

2.1 ORIGIN AND DEVELOPMENT OF THE INDUSTRY

Birth of rubber coir industry is very interesting and fun. Prior to 1960, people hardly novel,
high useful products very little idea. In those days, the world famous German car manufacturer
Volkswagen, with horsehair cushion as filling material for their car seats.

Due to its increased car production hundred to three hundred cars per day, is clearly
necessary raw materials. This requires the specification of rubber and suitable alternatives will be
suitable for their various alternatives like trying fibers, jute fibers were found to be decidedly the
best. This is the beginning rubber coir industry. Rubberized coir in the global market has
important applications in the automotive industry. On the domestic front, the initial rubber coir
manufacturing growth is very slow. Especially lead mattress, due to lack of general awareness of
organized marketing efforts.

When a healthy sterile softened material is introduced in all sectors are dissatisfied with
the product tools. People think this is a dirty, dirty cheap and crude products means that
customers of low-income market segment. Given its soft touch polyurethane form is used as a
luxury product, customers have preferred the upper section of the market. This situation is
gradually changing and 1970s, due to the rapid growth of industry products to the consuming
public accounts found to achieve its unique features and aspects of cost advantage more and
more people to accept and exit

2.2 GROWTH AND PRESENT STATUS OF THE INDUSTRY

From the manufacturer in the early 1960s a small number of this product has been in the
early 1970s, a number of market recognition. Dr. Ferher and DOA from a part of the plant, some
companies began manufacturing their own machinery. Over the next three decades, more than
100 production has entered the field of rubber. Complete up to 1965, there are nine factories in
the domestic manufacture of rubber products coir. In 1970 the industry behind its performance as
producers failed to make good quality items. But in 1980, the industry recovered again with the
support of the Board of coir and other organizations. 60,000 mattresses have been generated
based on existing industry statistics now, as of March 2001 the annual growth is still expected to

4
rise in the years to come. Today rubber coir products are increasingly being used by many
industries, especially the transport industry as rail and buses, the packaging industry
(pharmaceuticals, heavy machinery and electronics), hospitals, theaters.

2.3 EMERGENCE OF RUBBERIZED COIR MATTRESS IN INDIA

Prior to 1960, Indian citizens hardly novel, any idea of high practical products. M/s. Dr.
Otto and Dr. Ferher Angleitner (DOA) with modern machinery manufacturing rubber products
coir. Their plants are still working. Nearly 40-year history of India rubber coir industry. It is
clear 1964 nm / sec Bharath Motor Company established a manufacturing unit. The company
was born in India during 1960, respectively,Relax-on, Calcutta, Bengal

 Kurl-on, Bangalore, Karnataka

 Duroflex, Alapuzha, Kerala

 Agreenco Fibre Foam, Kannur, Kerala

 Restoflex, Bangalore, Karnataka

Even though 1960’s have witnessed only a handful of mattress units, now there are more than
100 brands in the market including small and big companies. Most of the mattress manufacturing
units and its headquarters are located in Kerala. In Kerala, 75% of the mattress companies are
located in Kannur. The Kerala Market got its feet moving in 60’s but got into top gear during
90’s. The present mattress companies having unit in Kannur are Sulfex, Rubco, Kurl on,
Duroflex, Kohinoor, Agreenco Fibre products etc.

2.4 MARKET POTENTIAL OF RUBBERIZED COIR

Rubberized coir products as mattresses, pillows, cushions and carpets are in great demand
as it has many advantages compared to natural rubber latex and poly urethane foam. Marketing
of rubberized coir products is being through a network of dealers and distributors. The market for
rubberized coir products can be divided into three segment- domestic market,
industrial/institutional market and export market.

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 1. Domestic Market:

Domestic market is generally for mattresses, pillows, and cushions. These products are
mainly marketed to the house through dealers.

2. Industrial or Institutional Market:

Major sectors in industrial segments are automobile units like car manufacturers and state
transport corporation for seat and truck, cushion requirements, A/C manufacturers for air filter
and utilities like hospitals, auditoriums, theaters, railways and defense.

3. Export Market:

Export market for rubberized coir product is concentrated in countries like Nepal, UAE,
Germany, Greece, Italy and France and so on. Export of rubberized coir products in 1970s and
1980s was very negligible. But in 1990s export as increased tremendously.

2.5 MERITS CLAIMED BY MANUFACTURERS

1. Since natural rubber is used for the production, it is advantage against artificial ill effects.

2. It is washable as it is non-absorbent and water proof.

3. It is cool which allows ventilation and comfortable in all seasons by its proper structure.

4. It is long lasting and prevents spoilage and mishandling as it has three dimensional
constructions.

5. Its flexibility ensures to change any shape, thickness, size and design. The cost of
rubberized coir mattresses is less when compared to other type of mattresses.

6. Coir gives necessary strength and durability

7. Rubber latex adds cushioning effects.

8. It is free from all insects, since it is produced by high temperature.

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2.6 PROBLEMS OF RUBBERIZED COIR SECTORS

The main problems of coir sectors are follows:

1. None professionalized management system in the co-operative sector.

2. Reluctance to adopt mechanization and modern techniques.

3. Shortage of husk.

4. Excessive dependence on government assistance.

5. Unhygienic surrounding and conditions in working area.

6. Failure of work’s co-operatives.

7. Emergence of middleman.

2.7 HISTORY OF ORIGIN

Kerala ranks first among coconut and rubber growing state in the country. Curries coir
and latex abundantly available are leading to the growth of rubberized coir manufacturing
industry. The tremendous growth of rubberized coir manufacturing industry leads to the
development of agriculture and small scale industrial units and the living condition of people in
the sector are improved.

Agreenco Fibre Foam (P) Ltd is a major player in the rubberized coir industry. They were
pioneers of this type of industries in India. The promoter of Fibre Foam (P) Ltd. Was Leela
group of hotels. Initially the company produced mattresses under the brand name “Fibre Foam”
and then rehabilitated towards “Temptation”. Fibre Foam (P) Ltd. Has taken over by Agreenco in
2003 and then the company was renamed as Agreenco Fibre Foam (P) Ltd. Agreenco Fibre
Foam (p) Ltd. Is an important joint venture project of Agreenco with an NRI group.

The primary focus of Agreenco is to enhance the social and economic status of the
farmers engaged in rubber, coconut and horticulture plantation activities. Agreenco is also
committed to motivating individuals and groups professionally involved with agriculture and
agro processing activities to adopt efficient modern approaches.

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2.8 GROWTH AND DEVELOPMENT OF THE ORGANIZATION

Rubberized coir was introduced to Europe and come to India four decades ago, from a
handful manufactures during early 60’s.This product get recognition in early 70’s. Apart from
Dr. Ferher and Dr. Otto Angliether plants, some enterprise started trading machines
indigenously. In the three decades over 100 manufactures have entered in the rubberized coir
field. In fact up to 1965 there were nine factories in the country making rubber and coconut; the
major raw materials are won abundantly. In 70’s this industry lagged its performance as the
producers failed to make good quality items. But in 80’s the industries again recovered with
support of the coir board and other organization.

According to statistics, the industry has produced about 6,000 mattresses growth as of
March 2001 is still expected to go up in the coming year. Today rubber coir products in many
industries are increasingly used especially as railway, automotive, packaging industry
(pharmaceuticals, heavy machinery, electronics, etc.), hospitals, theaters and auditoriums in the
transportation industry.

Total world fiber production is 250,000 tones. The coir industry is particularly important
in some parts of the developing world. India, mainly Kalalabang coastal areas, producing 60% of
the world's total white coir fiber supply. Sri Lanka produces 3.27% of total world production of
brown fiber. Spent around the world each year doing coir than 50% in the country of origin,
mainly in India.

Kalalabang expect all the other countries mentioned above had a brown coir fiber, 95%
of which is consumed by the rubber coir industry. In the past few decades, brown coconut sector
registered tremendous growth. Coir Board has developed a separate yellow fiber Development
Committee, the industry encouraged. As the financial assistant small apartment, palm fiber
industry has achieved significant growth.Tamilnadu is ranked the highest brown fibre production
exceeding 150000 m2 all over India. The growth prospect of this industry is very high due to the
existence of favourable market. There is a growing need for good quality sand diversified
products and considerable difference in prices compared to latex foam.

Development of end users like hospitals, public utilities, factories, automobiles etc and
the rapid of its application highlight the demand potential of rubberized coir foams. Household
8
consumption demand is directly related to standard of living and population explosion. The easy
availability and as a remedial measure for back pain problem the demand for rubberized coir
products increased. Use of rubberized coir foam in hospital and health centers is also growing in
recent years. There is a good potential in the export market for all kinds of rubberized coir
products. With the exact type of product modernism and manufactures, this business can
compete very well in the global market.

The Agreenco Fibre Foam (P) Ltd. Was established in 1965. The company produces
sleeping accessories such as mattresses, cushions and pillows. DOA of Austria supplied the
manufacturing technology. There were different models of Fibre Foam mattresses and pillows. In
1993, the company launched the brand name “Temptation”.

In 2003, the Fibre Foam (P) Ltd. Has taken over by Agreenco and an NRI group, and thus
formed a new company named the Agreenco Fibre Foam (P) Ltd. Agreenco holds 60% of equity
and NRI group holds 40%. In 2003 itself the company launched a extravagance pillows
specifically soft pillow pointing the upper class.

2.9 PRESENT STATUS OF THE ORGANIZATION

The primary focus of Agreenco is to enhance the social and economic state of the farmers
who are engaged in rubber, coconut, horticulture and plantation activities. Agreenco is
committed in motivating individuals with agriculture and agro processing activities to adopt
efficient needs of opportunity. The major projects under Agreenco are:

2.10 MANUFACTURING PROJECTS

 Agreen Hasho-Pineapple processing unit, which is an Indo- US, joint unit.

 Agreenco Fibre Foam, Kannur.

 Indian Standard Natural Rubber (ISNR), Palakkad. Raw materials produced here are
mainly used for manufacturing tiers.

 Agreenco latex

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2.11 NON- MANUFACTURING PROJECTS

 Agreenco Videsh —International business

 Advantage SSI (Small Scale Industries)

 Agreenco Jsius — Bio Compost manure

Rubberized coir industry provides several sleeping accessories for the proper
functioning of sleeping in a common man. A man spends on an average of, one third of his life in
bed for relaxation and rejuvenating his day to day activities. The existing sleeping accessories
are:

a) Cotton

b) P U foam

c) Rubberized foam

d) Rubberized coir and

e) Spring

2.12 RUBBERIZED COIR INDUSTRY

Rubberized coir industry includes all the manufacturing of rubberized coir mattresses,
pillows, and other rubberized coir products. It is necessary to understand the rubberized industry
as a whole. This report mainly concentrates on the study of rubberized coir mattresses. Before
going into details let us has a glance at the major types of mattresses.

2.13 MAJOR TYPES OF MATTRESSES

The word `mattress’ came from the French word “MATERAS” in AD 1300. There are four
types of mattresses available in Indian market. They are:

A. Cotton mattresses

B. Rubberized coir mattresses

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 C. Spring mattresses

D. Foam mattresses

2.13.1 COTTON MATTRESSES

Cotton mattresses are made up of cotton. They come mainly from small scale industrial
units. Earlier it was difficult to find out a branded cotton mattresses. But now the branded items
are coming to the market.

2.13.2 RUBBERIZED COIR MATTRESSES

Rubberized coir mattresses are made up of coir that is coconut fibre. Rubberized coir
mattresses market is highly competitive. After nearly a ten-its introduction, the Indian
government realized rubber coir mattress health and hygiene products. They realize brown
rubber mattress "Fortune waste", by government circulars and problems in hospitals and clinics
use rubber coir mattress.

Now the industry is in growing stage. Competition is increasing day by day. This
segment is having more than 74% of the market share in the mattress industry. This industry has
greater market potential with an annual sales turnover of more than 800crores.
2.13.3 SPRING MATTRESSES

Spring mattresses are made up of foam of rubber or coir, which is mounded over the
spring. It has only a small share of mattress industry. The major player of this segment are spring
well and recon. Spring well is the leader n this segment.

2.13.4 FOAM MATTRESSES

The main raw material used in foam mattresses are foam with density of 30 kg/m3. The
major players in this segment are U- foam, Euro foam, MM foam and sleep well. Sleep well is an
emerging players in the rubberized coir mattress industry.

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 COMPANY PROFILE

The company in focus for the study is `The Agreenco Fibre Foam (p) Ltd’. It is a major
player in the rubberized coir industry. It is necessary to have an in depth idea about the company-
its origin, growth, market, its 12ealize12zed12 structure, competition, product profile, etc before
entering into the core part of the study.

During 1960s along with other major players fibre foam (p) Ltd came into existence in
1965. The Kerala Agro Co-operative Ltd was established in 2002. Aimed at ingoing into the
mattres industry Agreenco took over Fibre foam (p) Ltd, and now the old Fibre foam is known as
Agreenco Fibre foam (p) Ltd.

2.14 AGREENCO

. The primary focus of Agreenco is to enhance the social and economic status of the
farmers engaged in rubber, coconut and horticulture plantation activities. Agreenco is also
committed to motivating individuals and groups professionally involved with agriculture and
agro processing activities to adopt efficient modern approaches.

2.15 VISION

“Agreenco Fiber Foam targets to generate long-lasting worth for customers across the world”

2.16 MISSION

 To provide maximum satisfaction to customers through quality and customer service

 To continuously through technological innovation and new product upgrades fusion, and
at a lower cost to produce the best quality
 Maintain and enhance shareholder value

2.17 QUALITY POLICY

Quality policy of Agreenco fiber foam products are manufactured according to national
and international standards, and create access them according to the demands of consumers.

12
 Agreenco efforts to improve efforts to improve quality through regular ongoing basis,
products and services on its. A well-defined quality management system is implemented. The
program is constantly revised in order to improve its effectiveness and updated to meet changing
needs.

2.18 THE MAJOR PROJECTS OF AGREENCO

2.18.1 Manufacturing projects

 Agreen Hasho – Pineapple processing unit, which is an Indo-US, joint unit.

 Agreenco Fibre Form, Kannur.

 Indian Standards Natural Rubber (ISNR), Palakkad. Raw materials produced here are
mainly used for manufacturing tyres.

 Agreenker latex.

2.18.2 Non-manufacturing projects

 Agreenco Videsh-International business

 Advantage SSI ( Small Scale Industries)

 Agreenco Jsivs-Bio compost manure

2.19 LOCATION

Location plays an important role in the success or failure of a factory. It is very important
for the smooth functioning of the 13ealize13zed13.

The company’s manufacturing unit is located in Kannur, the Malabar coastal loan of
Kerala, the city of looms. It is situated at Valapattanam, nearby Valapattanam River which was a
hub of coir rope manufacturing during 1960s. This may be a major reason for the selection of
this location, i.e. the raw material availability. Kannur is known for the making of normal rubber,
which is one of the important raw materials in the manufacturing of rubberized coir mattresses.
Valapattanam is known industrial area and so skilled, semi-skilled and unskilled labour forces
are available.
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 Kannur is the area where most of the mattresses manufacturers are situated. The locations
advantages especially raw material availability may be a major reason for the concentration of
rubberized coir mattresses in Kannur District. During 1960s, the raw materials were abundant
here. But now-a-days, the factories are purchasing coir rope, the major ingredient of rubberized
coir mattress from Pollachi of Tamil Nadu, Karnataka, and Kasargode.

The location is advantageous with the transportation and communication facilities. There
is no scarcity of labour force also.

2.20 ORIGIN AND GROWTH

Fiber foam (P) Ltd, established in 1965, Dr. Otto Austria Angleitner (DOA) technical
cooperation and the manufacture of rubber coir mattresses, pillows and cushions. Fiber foam
starts to pull yard Group of Hotels. The company produces sleep accessories such as mattresses,
cushions and pillows.

Initially the company produced mattresses under the brand name “Fibre Foam” and then
changed to `Temptation’ in 1997as an umbrella brand. Fibre Foam (P) Ltd has taken over by
Agreenco in 2003 and then the company was renamed as Agreenco Fibre Foam (P) Ltd.

The company has a very high growth rate for the progressive development of the scope of
exclusive luxury hotel mattress, and generate honeymoon brand, which is layered with coconut
fiber and natural latex foam mattresses.

The company launched Dallyons in 2003. Agreenco Fibre Foam jointly formed a new
company, i.e., Agreenco Fibre Foam (P) Ltd. Agreenco holding 60% and NRI holding 40% of
the share capital. In 2003 they launched luxury pillows namely `SOFT PILLOW’ aiming the
upper class.

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 2.21MARKET

In Indian market there are 15 different geographical segments made by the company.
There are

 400 direct and indirect dealers

 191 employees

 120 million/year turnover

In Kerala market there are 3 geographical segmentations

 Thiruvananthapuram region

 Ernakulam region

 Kozhikode region

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 PRODUCT OFFERED

Product quality and consumer companies is always realization primacy. The company has
thereby enhancing extra comfort and a perfect mattress through imports India's first computer-
controlled final mechanical mattress, while ensuring that the number of planned endless much
improvement, sufficiently in advance, of their manufacturing process. Today, the company has
been pleased with the product and its specifications and in accordance with Indian standards
"ISI" mark bureau manufactured by ISO certified master. The company won the ISI certification,
its products. The company also cited the NSIC.

Currently, 15 different models lure Agreenco fiber foam being sold under the brand
name. Currently, e-commerce in India has the widest range of mattress mattress industry joy.
High-quality range of the company grossed contour hugging fit air bed luxury hotel. Company
for individual households as well as hospitals, institutions, government departments, schools,
railways and defense agencies on the client's target market is the low / middle class residents of
the premium and its various products and services.

Claim your business because of one of the recognized workplaces serious quality
mattress operations in India and European countries. In 1994, the company was awarded the
prestigious European Quality Award for eighth in Paris by the International Press and the Trade
Leaders Club, Madrid means instituted.

The company in the southern and central India, which makes the company's products -
mattresses, pillows and cushions- access to almost all major cities in almost all board-based
distribution network. From Agreenco fiber foam, a series of contour, hugging mattresses,
temptations from the coating flexibility and extend the life of normal coir fibers. 100% cotton or
cotton satin fabric covering.

The Company has similarly industrialized a special brand of pillow SOFT softest of the
range for the top end of the market.

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 2.22 PRODUCTS OFFERED

 Mattresses

 Cushions

 Pillows

 Dallyons

 Bolsters

2.22.1 Mattresses:

There are several mattress brands under the umbrella brand name “Temptation”. Those
are:

a. Supreme: - These are the exact relax air bed. Supreme Court causing additional soft
sleeping surface. Mattress comfortable and flexible natural rubber, coconut block
polyurethane foam core layer. Priced economy, the Supreme Court has been the market
leader in the past three decades. Useful thickness is 102 mm (4 ")

b. Supreme choice: - This is the mattress of medium range. It is a unique mixture of natural
rubber and coconut block furthest additional soft goods sleep vending machine provides a
wealth of backing and comfort of sleep. Supreme choice comes complete with a heavy
beaded work exclusive housing.Emperor: - It is one of the premium mattresses available.
This mattress offers excellent value for money, to provide restful night’s sleep. Available
thickness is 3”, 4”.

c. Dark Prince: - Dark Prince is a luxury model mattress is exactly abstracted and
engineered for people who demand an extra degree of fitness along with sleeping ease
completed in comfortable quilted ended. Available thickness is 4”.

d. Grace and Breeze: - Grace is specially designed to provide ethnic ambience in the
bedroom. The tremendously different role of multi suppressing coats is matched in this
mattress to safeguard substantial levels of comfort and support. This exquisite mattress

17
 has magnificent sleeping surface that compromises a heavenly night nap. Available
thickness is 5”.

e. Regal: - Regal is the low cost mattress introduced to provide the wants of little income
group individuals and to also check the competition form 18ealize18zed local
manufactures. The company is providing under ISO 2000 certification and bears ISI
mark.

f. Commander: - It is a stronger mattress, Commander is exactly conceptualized and design

for people who demand an extra degree of firmness. It comes in luxurious quilted core.

g. Classic: - It is a luxury category mattress 5” thickness and an extra degree of fitness come
with quilted cover. Classic is the combination of Emperor and Commander.

h. Deluxe: - Crafted along the lines of supreme, it finished in distinctively printed cottons-
stain fabric.

i. Slumber: - Economy model, the density of Slumber is very less.

2.22.2 Pillows:

a. Pillow Deluxe: - 8mm foam sheet bare pillows.

b. Pillow Standard: - 8mm fibre foam sheet on top, it has an outer decorated cover.

c. Siesta: - It is a rubberized coir trimming covered with 10mm foam sheet and has a long
outer cover.

d. Soft Pillows: - It is a luxury model pillow, in that using 100% latex foam covered with
high quality cotton fibre and it is available in white colour.

2.22.3 Cushions:

a. Cushion Standard: - It has quilted out piece at the top.

b. Deluxe: - Rubberized coir cushion with decorative outer cover.

18
 c. Supreme: - Rubberized coir cushion with 13 mm PU foam sheet having decorative outer
cover.

d. Folding car cushion

e. Folding car cushion deluxe

2.22.4 Bolsters:

A bolster is a long narrow pillow or cushion filled with cotton, down, or fibre. It is a type
of pillow using in Diwan. It is in cylindrical shape.

2.22.5 Dallyons:

It is thin mattresses which can be used on the base, it is cool to carry. It is available in
half inch thickness. Both plane and quilted surface are available. It can be rolled and used — as
ordinary mat.

2.23 COMPETITORS

The main competitors of Agreenco Fiber Foam are:

Duroflex: They are one of the leading manufacturer of rubberized coir products.they are giving
a tight competition for Agreenco as both are engaged in producing almost the same products and
almost in same markets.

Sulfex: The are one of the major players of mattress. The company is also engaged in plywood’s
and constructions. They create a competitive market for Agreenco.

19
2.24 SWOT ANALYSIS

 STRENGTH

 High quality domestic goods

 AGREENCO FIBRE FOAM provide good quality system

 Cooperative body

 Committed employees

 Mass support

 WEAKNESS

 Working capital shortage

 Less advertisement

 OPPORTUNITIES

 By innovating the product we can also enter into world market.

 By giving more franchising the company can increase its market share and also helps
the availability of products.

 The company can also concentrate in traditional rubberized products.

 Cheap labour easily available in the neighboring states

 THREAT

 Increasing rate of rubberized coir products.

 Rules and regulation regarding the business.

20
2.25 FUTURE GROWTH AND PROSPECT

Agreenco Fiber Foam were expecting a bright upcoming days to arise as further global
buyers were turning their attention to Indian market. Buyers from various foreign countries
especially from Europe are more attracted to Indian mattress. Thus the growth and all round
development of these industries has a direct bearing of our ability to make our growth process
more socially inclusive.

2.26 FINANCIAL STATEMENT

(The company did not reveal the financial statement as it was confidential)

21
 CHAPTER 3
THEORETICAL BACKGROUND OF THE STUDY
3.1 HUMAN RESOURCE
Persons representing the work force of a firm constitute human resource. Human capital
is sometimes used synonymously with human resources, though human capital classically
denotes to a further slender read (i.e., the data the people embody and economic growth).

3.2 ORIGIN
Pioneering social scientist John R. Commons made use of the term human resource in his
1893 book the distribution of wealth however didn't additional ride it. The term human resource
was afterwards in use throughout the 1910s and Twenties as was the notion that staff may well
be seen as a sort of capital quality. Among students the primary use of human resources in
its stylish type was in a actual 1958 report by social scientist E. Wight Bakke. The term began to
become a lot of developed within the nineteenth century thanks to misunderstandings between
the employers and workers.

3.4 TERM IN PRACTICE

From the company objective, workers are historically viewed as assets to the enterprise,
whose price is increased by added learning and progress, mentioned as human resource
development.
However, with respect to the degree of the individual in a very labor market changes
associated with the response, then to be understood:

• Skills and qualifications: as the industry shifted from manual control of occupational many
societies will thus many uncanny staff requirements. If the market is "tight" (ie not enough staff
for the jobs), employers should reward money, community investment, competition for workers.

• Geography: But so much from individual job? Space jaunt work should be in line with
remuneration, and {also} transport and infrastructure realm also affects the United Nations
agencies to apply a grip.

• Generational differences: a completely different age classes of employees have certain

characteristics, as an example, their behavior and their expectations of the organization.

22
3.5 WHAT EMPLOYEE ENGAGEMENT MEANS?

Employee engagement could be a property of the link between a corporation and

its staff. An organization with ‘high’ worker engagement would possibly so be expected
to outgo those with ‘low’ worker engagement, all else being equal. Analysis has checked out the
involvement, commitment and productivity of staff. Organizations have typically had a
spotlight on the way to generate engagement, instead of seeking objective ways that to live it.
Care should so be taken once viewing a number of the statistics conferred around engagement.

3.6 ASPECTS OF WORKER ENGAGEMENT

Three basic aspects of the online world with the participation of workers Research is: -

 Staff and their outstanding personal and psychological systems experience

 Employers and their ability to carry out the promotion conditions employee engagement.
 Interaction between staff at all levels in any way.

3.7 CATEGORIES OF EMPLOYEE PARTICIPATION

According to Gallup Consulting has,different types of people: -

Engaged: In "engaged" workers builders. They need to grasp expect his or her role, enabling
them to meet and exceed them. They are naturally interested by their companies and their place
in it. They In the system of high-level performances. They need to use their abilities andOn the
basis of the intensity of the work day. Their passionate work, they drive innovation and promote
their organizations.

Not engaged: not engaged workers tend to focus on tasks, than they expected to complete the
objectives and results. they need was told, carefully trying to do what they will come out and say
they need to complete. They focus on the completion of an associate degree task vs. Achieving
results. UN Workers Party measuring mechanism often feel they do not contribute more
measures are being neglected, their potential is not the answer.

23
3.8 IMPORTANCE OF ENGAGEMENT

Participation is essential to train managers only detachment or estrangement is central to

workers' lack of commitment and motivation problems. Meaningless usually involves cold and
detached from those works. In this case, the People's Square of the measures considered to be
self-employed to participate from their disparate resources to replace its analysis of these
variables added to turnover, customer satisfaction unloved - loyalty, security, and to a lesser
standard extent, productivity and profits.

Ability of an organization to manage employee participation are closely related achieve a

high level of performance and excellent performance capability. A number of asdvantages of
hiring engaged workers are:

 Workers and enterprises engaged persevered, in the enterprise and their care products
and services to promote accurate, and contributes to the bottom line of commercial
success.
 They can usually perform better, the square measure of a great power.
 There may be an important link between employee engagement and profitability.
 They are the kind of care associated with emotional reference companies. This will
affect their company's purchasing angle, thereby increasing customer satisfaction and
service levels.
 Improve trust within the organization employees
 One way to create loyalty in a competitive environment
 Provide high-energy work environment
 Improve business growth
 Making effective ambassador employees complete

A worker may be systematically engaged in extremely honored distal expectations.

Geographical point of worker participation analysis (Hart, Heermute Heinrich Waerdema
Schmidt and Hayes, 2002) have repeatedly asked whether the workers need to have the
opportunity to try to do what they're doing What is one of the best everyday'.whereas, 5
workers had a real strong with this statement. These work units for this view has a higher
grade much higher performance.

24
 Therefore, the participation of workers, and employees of any organization aimed at retaining
valuable important. In the Watson Wyatt consulting firm has proven that there is a participation
of employees, nursing internal customer loyalty and profits between the contact Assoc. As
companies expand and become interested in a lot of technology in a very virtual operating
environment, there should be a greater connection and interaction with the staff, and identity
associate professor of corporate structure available to them.

3.9 FACTORS RESULTING IN WORKER ENGAGEMENT

Studies have shown that there are some important factors that cause worker engagement:

 Career Development - Opportunities private developers

High levels of employee engagement offer the opportunity to improve talents,
information. Once the company to arrange for their career and investment methods of
staff In this way they invest in their personal to them.
 Career Development - Effective management personnel
Career development impact of workers' participation and retention of the most important
excellent staff and personal development opportunities.
 Leadership- clear company values
Employees should feel that the core values of their corporate booth area units Clear and
crisp.
 Leadership - Company standards of ethical conduct
A company's ethical standards also led to personal involvement.
 Authorization
Employees want to have an impact on their work options to look at. Leaders produce
high-involvement workplaces knowledge, difficult to set up, which employee’s area Unit
from the time of the orthodox and input inspire dissent, innovative organization forward.
 Image
How many employees AR ready approved products and services, their Companies to
provide customers depends on their perception of the standard These products and
services. High levels of employee participation AR inextricably joined High level of
customer participation.

25
  Equality of opportunity and treatment truthfully
Employee engagement levels will be high, if their boss (superior) give equal
Growth and progress to all or any of the workers opportunities.
 Performance Assessment
Associate Degree fair employee performance analysis is the key criterion determining
employee engagement levels. Then apply for associate degree performance evaluation
method (which is clear and unbiased), can have a high level of employee participation in
businesses.
 Compensation and side
The company should have a proper system of remuneration to workers intend AR
Work in the organization. Thereby to adjust the degree of their involvement, the worker
should also be given constraint edges and compensation.
 Job Satisfaction
Happy employees will only become engaged workers. Therefore, it's scary
Essential to give a firm idea on its workers to match his responsibility
Career goal is to be able to establish that he got pleasure from work, he would eventually
be glad with his work.
 Communication
Companies should follow an open policy. There should be all up and utilization and
acceptable communication channel downstream communication organization.
 Co-operation
If the whole organization works along by serving to one another i.e. all the staff as
well because the supervisors co-ordinate well than the staff are going to be engaged.

3.10 EMPLOYEE ENGAGEMENT STRATEGY

1) Start the first day: Most companies do have clear way for new talent acquisitions.
However, they lack the way of worker turnover. Effective mentoring programs square
measure achievement and to set up a primary building block for the first day of new
employees. Managers should achievement through effective collection of talent potential new
employees with caution. Recent employment should be thin and that is the company's
mission, vision, values, policies and procedures of the department, like the specific direction

26
of the work and accountability, objectives and immediate priorities of his / her work
obligations, so that said major thus changing the direction of the workers belong to him / her
to develop realistic expectations and job cuts may be forthcoming in the role conflict. Once
the call is established recruitment, managers must ensure that the role of human resources
work, once put into care worker assistant in a very uncertain position, play remain in the
organization, all social efforts to control the talent they need.
2) From the top: worker participation through the establishment of a clear mission, vision
and values need to commit to leadership. Unless the highest believe it, have it, it has been
through the management and workers to improve their leadership and worker participation
can never exceed mere "corporate speak" or "60 minutes of things." Worker participation,
does not want lip service dedicated heart and key management action-oriented service. It
needs to "lead by example by being."

3) Two-way communication: Workers are not sets of pots you talk to your thoughts, rather
than giving them a chance to have a voice touched on their work and life problems. What is
expected of them clear and consistent communication paves the way, in the hands of the way.
You folks are all involved and shows the relevant input. By making them may feel a sense of
belonging in order to realize this increase in their engagement with the workers involved in
the decision to share power together.

4) Give a satisfactory opportunities for development and progress: In order to make the
workers by giving them the opportunity to be able to establish the best way to choose their
own to do their work freely produce the desired effect of extra work autonomy, encouraging
free thinking. Adoption of the outcome, rather than trying to manage the results obtained by
all process management.

5) Ensure that workers have to try and have them take their work every question:
Manager-square measure is expected to create positive workers like all physical or material
resources, money and knowledge resources to effectively do their job.

6) Applies to workers training: to help update their employees by giving suitable training to
improve their skills and data. Usually it is understood that once the workers about their
recognition of a lot of work, they will have the confidence of having the view, and to

27
increase their capacity from successive build their self-efficacy and commitment to
immediate manager is not sufficient supervision.

7) Has a robust feedback system: companies should have developed the management and
workers to participate in the amount they need to display a command performance
management system. To carry out regular surveys help to understand the level of
participation of employees, creating factor in workers. Once finalized the investigation, it is
best to work out an internal drive with all organizations, the list of things to lose weight,
special factors in two or three regions.

8) Incentives play areas: Managers should be calculated for each financial and non-financial
advantages for workers who have a lot of work to show their participation. Many
management theory suggests that once workers get a lot of rewards, recognition and praise,
they have played a lot of effort to the tendency of their work.

28
 CHAPTER 4
ANALYSIS AND INTERPRETATION
Gender

Table number: 4.1

Response Percentage Number of respondents

Male 82 82

Female 18 18

Total 100 100

Source: Questionnaire

Analysis: From the above table, out of the 100 respondents 82 were male and 18 of the
respondents were female.

29
Chart number: 4.1

The following chart number 4.1 is about the percentage of male and female respondents

Gender

18%

male
female

82%

Interpretation: 82% of the respondents are male and the rest 18% is female..

30
 1. Do you feel secure with Health and safety scheme of company?

Table number:4.2

Response Percentage Number of respondent

powerfully agree 32 32

Agree 39 39

Disagree 16 16

powerfully disagree 13 13

Total 100 100

Source: Questionnaire

Analysis: From the table 4.2,out of 100 respondents 32 of them powerfully agreed that they do
feel secure, and 39 responded as agree, 16 responded as disagree.13 of them powerfully
disagreed as they do not feel secure.

31
Chart number: 4.2

The following chart 4.2 is about weather employees feel about with Health and safety scheme of
company

Do you feel secure with Health and safety scheme of company?

13%

32%

16% powerfully agree

agree
disagree
powerfully disagree

39%

Interpretation: 39% powerfully agree that they feel secure with the health and safety scheme of
the company were as 13% powerfully disagrees.

32
 2. What is your suggestion regarding recognition given by the management?

Table number:4.3

Response Percentage Number of respondent

Extremely glad 26 26

Glad 31 31

Neither glad nor disgruntled 12 12

Disgruntled 18 18

Extremely disgruntled 13 13

Total 100 100

Source: Questionnaire

Analysis: From the table 4.2, out of 100 respondents 26 of them responded as extremely glad, 31
as glad, 12 as neither glad nor disgruntled, 18 as Disgruntled and 13 as Extremely disgruntled.

33
Chart number: 4.3

The following chart 4.3 is about the recognition given by the management.

Whiat is your suggestion about recognition given by the management?

13%

26%

extremely glad
18% glad
Neither glad nor disgruntled
disgruntled
extremmely disgruntled

12%
31%

Interpretation: 31% of them are satisfied with the recognition given by the management and
13% is extremely disgruntled.

34
 3. Do you agree that frequent chance has been given to rising your ability and job
knowledge?

Table number: 4.4

Response Percentage Number of respondents

Extremely agree 31 31

Agree 28 28

Neither agree nor disagree 9 9

Disagree 16 16

Extremely Disagree 16 16

Total 100 100

Source : Questionnaire

Analysis: From table 4.4, out of 100 respondents 31 of them responded as extremely agree, 28 as
agree, 9 as neither agree nor disagree, 16 as disagree and 16 as extremely disagree.

35
Chart number: 4.4

The following chart 4.4 is about the frequent chance has been given to employees for improving
skill and job knowledge

Do you agree that frequent chance has been given to rising your ability
and job knowledge?

16%

31%

extremely agree
16%

agree

9% Neither agree nor

disagree

28%
disagree

extremely disagree

Interpretation: 31% extremely agree with the chance given to them for improving skill and job
knowledge were as 9% neither agree nor disagree .

36
 4. Are you happy with the organization plans to eliminate the stress?

Table number: 4.5

Response Percentage Number of respondents

Extremely glad 29 29

Glad 31 31

Neither glad nor disgruntled 12 12

Disgruntled 18 18

Extremely disgruntled 10 10

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.5, out of 100 respondents 29 of the responded as extremely
glad, 31 as glad. 12 responded as neither glad nor disgruntled, 18 as disgruntled, 10 as Extremely
disgruntled.

37
Chart number: 4.5

The following chart 4.5 is about the strain relief program conducted in the organization

Are you happy with the organization plans to eliminate the

stress?

10%

extremely glad
29%

18%

glad

Neither glad nor

12%
disgruntled

31%
disgruntled

extremely
disgruntled

Interpretation: 31% of respondents were glad with the strain relief program conducted in the
organization.

38
 5. Does the company have adequate rewards and recognition activities?

Table number: 4.6

Response Percentage Number of respondents

Powerfully agree 21 21

Agree 28 28

Disagree 29 29

Powerfully disagree 22 22

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.6, 21 responded as powerfully agree, 28 as agree, 29 as
disagree and 22 as powerfully disagree.

39
Chart number: 4.6

The following chart 4.6 is about the adequate rewards and recognition activities

Does the company have adequate rewards and recognition

activities

22% 21%

powerfully agree
Agree
Disagree
powerfully disagree

28%
29%

Interpretation: 29% of the respondents disagreed with the reward and recognition
activities and 21% powerfully agrees with the recognition given by the management.

40
 6. Are you satisfied with your work condition?

Table number: 4.7

Response Percentage number of respondents

Yes 68 68

No 32 32

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.7, 68 responded as yes and 32 as no.

41
Chart number: 4.7

The following chart 4.7 is about the satisfaction of work condition.

Are you satisfied with your work condition?

32%

yes
no

68%

Interpretation: 68% of respondents are satisfied with the work condition were as there are 32%
of respondent who are not satisfied with the work conditions.

42
 7. What is your suggestion regarding the development on your work?

Table number: 4.8

Response Percentage Number of respondents

Extremely glad 23 23

Glad 29 29

Neither glad nor disgruntled 11 11

Disgruntled 37 37

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.8, 23 responded as extremely glad, 29 as glad, 11 as Neither
glad nor disgruntled, 37 as disgruntled

43
Chart number: 4.8

The following chart 4.8 is about the development at work

What is your suggestion regarding the development on your

work?

23%

extremely glad
37%

glad

Neither glad nor

disgruntled
disgruntled

29%

11%

Interpretation: 37% of the respondents were disgruntled with the development. were as 29% of
the respondent were glad with the development.

44
 8. You have the equipment to do your job?

Table number: 4.9

Response Percentage Number of respondents

Yes 91 91

No 9 9

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.9, out of 100 respondents 91 responded as yes and 9 as no

45
Chart number: 4.9

The following chart 4.8 is about the material and equipment at work

You have the equipment to do your job?

9%

Yes
No

91%

Interpretation: 91% of the employees feels that they are provided with equipment’s needed to
do their work. And 9% of the employees responded as no.

46
 9. Do you agree that you are utilizing your potential as full to the current organization?

Table number: 4.10

Response Percentage Number of respondents

Extremely Agree 19 19

Agree 32 32

Neither Agree Nor Disagree 12 12

Disagree 25 25

Extremely Disagree 12 12

Total 100 100

Source: Questionnaire

Analysis: From table 4.10, out of 100 respondents 19 responded as extremely agree, 32 as agree,
12 as neither agree nor disagree, 25 responded as disagree and 12 as extremely disagree

47
Chart number: 4.10

The following chart 4.10 is about utilizing your potential as a full to the current organization

Do you agree that you are utilizing your potential as full to the current
organization?

12%
19%

extremely agree
Agree
25% Neither agree nor disagree
Disagree
extremely disagree

32%

12%

Interpretation: 32% of employees agrees that they are utilizing their full potential for the
organization.

48
 10. Do you receive information needed for your job?

Table number: 4.11

Response Percentage Number of respondents

Extremely Agree 26 26

Agree 30 30

Neither Agree Nor Disagree 7 7

Disagree 19 19

Extremely Disagree 18 18

Total 100 100

Source : Questionnaire

Analysis: From above table 4.11, out of 100 respondents 26 responded as extremely agree, 30
as agree, 7 as neither agree nor disagree, 19 responded as disagree and 18 as extremely disagree

49
Chart number: 4.11

The following chart 4.11 is about the information they receive to do their job well

Do you receive information needed for your job?

18%
26%

extremely agree
agree
Neither agree nor disagree
19%
Disagree
extremely disagree

7% 30%

Interpretation: 30% of the employees agrees that, they receive information to do their job well.

50
 11. What is your opinion regarding satisfaction on this job?

Table number: 4.12

Response Percentage Number of respondents

Extremely glad 23 23

Glad 30 30

neither glad nor disgruntled 12 12

Disgruntled 19 19

Extremely disgruntled 16 16

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.12, out of 100 respondents 23 responded as Extremely glad, 30
as glad, 12 as neither glad nor disgruntled, 19 responded as Disgruntled and 16 as Extremely
disgruntled

51
Chart number: 4.12

The following chart 4.12 is about the satisfaction on the job

In overall what is your opinion regarding satisfaction on this

job?

16%
23% extremely glad

glad

neither glad or
19% disgruntled
disgruntled

extremely disgruntled
30%
12%

Interpretation: 30% of the employees were glad with the satisfaction from the job.

52
 12. Do you get opportunity to execute your ideas?

Table number: 4.13

Response Percentage Number of Respondents

Yes 51 51

No 49 49

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.13, 51 responded as yes and 49 as no.

53
Chart number: 4.13

The following chart 4.13 is about the opportunity to execute ideas.

Do you get opportunity to excecute your ideas?

49% yes
51% no

Interpretation: 51% of the employees responded as Yes, as they get opportunity to execute
ideas were as 49% responded as No, as they feel they don’t get opportunity to execute ideas.

54
 13. Will the organization manage the exit of employees in an effective and sensitive manner?

Table number: 4.14

Response Percentage Number of respondents

Extremely agree 11 11

Agree 23 23

Neither agree nor disagree 14 14

Disagree 29 29

Extremely disagree 23 23

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.14, out of 100 respondents 11 responded as extremely agree,
23 as agree, 14 as neither agree nor disagree, 29 responded as disagree and 23 as extremely
disagree

55
Chart number: 4.14

The following chart 4.14 is about managing the exit of employees in an effective and sensitive
manner

Does the organization manage the exit of employees in an

effective and sensitive manner

11%

23% extremely agree

23%
agree

Neither agree nor

disagree
29%
14%
disagree

extremely
disagree

Interpretation: 29% of the employees disagrees that organization manages the exit of
employees in an effective and sensitive manner.

56
 14. Whether satisfied with two way communication at the organization?

Table number: 4.15

Response Percentage number of respondents

yes 67 67

no 33 33

total 100 100

Source: Questionnaire

Analysis: From the above table 4.15, out of 100 respondents 11 responded as highly agree, 23 as
agree, 14 as neither agree nor disagree, 29 responded as disagree and 23 as highly disagree

57
Chart number: 4.15

The following chart 4.15 is about the two way communication at the organization

Whether satisfied with two way communication at the

organization?

33%

yes
no

67%

Interpretation: 67% of the employees responded Yes as they have a two way communication in
the organization. and the rest 33% responded as No.

58
 15. Did you have an opportunity at work to learn and grow?

Table number: 4.16

Response Percentage Number of respondents

Extremely agree 7 7

Agree 25 25

Neither agree nor disagree 17 17

Disagree 26 26

Extremely disagree 25 25

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.16, out of 100 respondents 11 responded as extremely agree,
23 as agree, 14 as neither agree nor disagree, 29 responded as disagree and 23 as extremely
disagree

59
Chart number: 4.16

The following chart 4.16 is about the opportunity at work to learn and grow

Did you have an opportunity at work to learn and grow?

7%

25%

25% extremely agree

Agree
Neither agree nor disagree
Disagree
extremely disagree

26%
17%

Interpretation: 26% of the employees disagrees that they don’t have opportunity and 7%
extremely agrees.

60
 16. Having proper feedback system?

Table number: 4.17

Response Percentage Number of respondents

Extremely agree 8 8

Agree 23 23

Neither agree nor disagree 11 11

Disagree 28 28

Extremely disagree 30 30

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.17, out of 100 respondents 8 responded as Extremely agree, 23
as agree, 11 as neither agree nor disagree, 28 responded as disagree and 30 as Extremely disagree

61
Chart number: 4.17

The following chart 4.17 is about the feedback system

Having proper feedback system?

8%

30%
extremely agree
23%
Agree
Neither agree nor disagree
Disagree
extremely disagree
11%

28%

Interpretation: 28% of the employees disagrees that they do not have a feedback system

62
 17. Whether having a sense of possession within the organization?

Table number: 4.18

Response Percentage Number of respondents

Yes 62 62

No
38 38

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.18, out of 100 respondents 62 responded as yes and 38
responded as no.

63
Chart number: 4.18

The following chart 4.18 is about the sense of possession within the organization

Whether having a sense of possession within the organization?

38%

Yes
No

62%

Interpretation: 62% responded as yes as they have a sense of possession and the rest 38%
responded as no.

64
 18. Whether or not your suggestions are considered throughout your job?

Table number: 4.19

Response Percentage Number of respondents

Often 32 32

Rarely 36 36

Sometimes 32 32

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.19, out of 100 respondents 32 responded as often, 36 as rarely
and 32 as sometimes

65
chart number: 4.19

The following chart 4.19 about whether employee suggestions are considered throughout job

Whether or not your suggestions are considered throughout your

job?

32% 32%

often
Rarely
sometimes

36%

Interpretation: 36% of the employees responded as rarely there suggestions will be considered
during your job.

66
 19. Physical conditions are sensible at Agreenco

Table number: 4.20

Response Percentage Number of respondents

Powerfully agree 28 28

Agree 34 34

Disagree 22 22

Powerfully disagree 16 16

Total 100 100

Source: Questionnaire

Analysis: From the above table 4.20, out of 100 respondents 28 responded as powerfully agree,
34 as agree, 22 as disagree, 16 as powerfully disagree.

67
Chart number: 4.20

The following chart 4.20 about physical conditions are good at agreenco

Physical conditions are sensible at Agreenco

16%

28%

powerfully agree
Agree
22% Disagree
powerfully disagree

34%

Interpretation: 34% agrees and 16% powerfully disagrees with the physical conditions at
Agreenco.

68
 20. Do you agree with the supportiveness by superiors?

Table number: 4.21

Response Percentage Number of respondents

Extremely Agree 21 21

Agree 32 32

Neither Agree Nor Disagree 11 11

Disagree 19 19

Extremely Disagree 17 17

Total 100 100

Source: Questionnaire

Analysis : From table 4.21, out of 100 respondents 21 responded as extremely agree, 32 as
agree, 11 as neither agree nor disagree, 19 as disagree, 17 as extremely disagree.

69
Chart number: 4.21

The following chart 4.21 is about the supportiveness by superiors

Do you agree with the supportiveness by superiors?

17%
21%

extremely agree
Agree
Neither agree nor disagree
19%
Disagree
extremely disagree

32%
11%

Interpretation: 32% of employees agree to supportiveness of superiors were as 11% neither

agree nor disagrees.

70
 H0: there is no significant difference between employees engagement practice effectiveness with
respect to overall satisfaction
H1: there is significant difference between employees engagement practice effectiveness with
respect to overall satisfaction
TESTING OF HYPOTHESIS
ANOVA
Sum of Squares Df Mean Square F Sig.
Between
6.387 4 1.597 .978 .424
Groups
Effective communication
Within Groups 155.173 95 1.633
Total 161.560 99
Between
1.742 4 .436 .396 .811
Groups
Efficient productivity
Within Groups 104.368 95 1.099
Total 106.110 99
Between
.403 4 .101 .397 .810
Groups
Quality improvement
Within Groups 24.107 95 .254
Total 24.510 99
Between
5.509 4 1.377 .953 .437
Groups
Ability to innovate
Within Groups 137.241 95 1.445
Total 142.750 99
Between
5.633 4 1.408 .924 .453
Stronge executive Groups
relationship Within Groups 144.727 95 1.523
Total 150.360 99

RESULT: The above said hypothesis was tested by using analysis (Anova). The above table
shows the significant value of all the values are greater than 0.05,therefore null hypothesis(HO)is
accepted.

71
 CHAPTER 4
FINDINGS, SUGGESTIONS AND CONCLUSION

`
FINDINGS

 39% of employees powerfully agree and 13% powerfully disagree that they feel secure
with the health and safety scheme of the company.
 31% of the employees are glad and 12% of employees are neither glad nor disgruntled
with the recognition given by management.
 31% of employees extremely agree with the chance given to them for rising ability and
job knowledge and 9% neither agrees nor disagree.
 31% of respondents were glad with the strain relief program conducted in the
organization and 10% are disgruntled
 68% of respondents are satisfied and 32% are not satisfied with the work condition.
 30% of the employees agree and 7%neither agree nor disagrees that, they get information
to do their job well.
 30% of the employees were glad and 12% neither glad nor disgruntled with the job.
 26% of the employees disagrees that they don’t have opportunity at work to learn and
grow and 7% extremely agree.
 28% of the employees disagrees and 8% higly agree that they have a proper feedback
system.

72
 SUGGESTIONS
 Even though majority of the respondent do feel secure, some percent of the employees
doesn’t feel secure, which the company as to consider and to improve.
 The company has to ensure cent percent employee recognition to make them involved in
what they do for the company to achieve max engaged employees.
 The company should organize more seminars, workshops and awareness programs on
their own work and to improve its efficiency.
 Organization should improve its ease stress and psychological programs to enable them
to concentrate and work more involved.
 Organization should make the work environment better.
 The organization should ensure that the employees are well informed about the duties and
responsibilities of the organization.
 The company should employ the workers in the field were they are interested and
talented.
 In the study it was identified that most of the employees doesn’t have opportunity to
develop their carrier, which the company have to greatly take care of.
 The organization should develop a proper feedback system to track their own operations
and executions.

73
 CONCLUSION
This project started with the exploration of employee engagement with the corporate
exposure at Agreenco Fiber Foam. Employee engagement may be a link between the
company and its staff of. And "high" employee involvement organization will likely
make significantly better than those expected "low" employee involvement, the same as
all other conditions. The primary factors for the achievement of Employee engagement
are unveiled in this study. Consideration of the suggestions from the study will certainly
be a helping hand for the organization in order to create much better engaged employees.
The analysis of this study could aid the firm to evaluate its current employee engagement
practices. Ultimately the company’s survival and development directly and indirectly are
held up by the management of employee engagement, that is efficiency and involvement
which in turm directs the mission of the company to reach its vision successfully.

74
 BIBLIOGRAPHY

BOOKS
1. Macey W.H and Schneider B. The Meaning of Employee Engagement, Industrial and
Organizational Psychology, (2008), 3-30.
2. Yousuf, S. M. Anwar. Evaluating the Quality of Working Life: Industrial Relations
Labour Management, Organisational Development, Deep and Deep publications
Pvt.Ltd,17-33(2001)
ARTICLE
1. Cohen G., and Higgins N. J. Employee Engagement: The secret of highly performing
organizations. Journal of Applied Human Capital Management, Vol 1 Number 2007.
2. Macey W.H and Schneider B. The Meaning of Employee Engagement. Industrial and
Organizational Psychology, 1 3-30. (2008),

WEBSITE

www.hrzone.com
www.citehr.com
 ANNEXURE

Name:
Gender:
Experience at this concern:

1. Does one feel secure with Health and safety theme of company?
[ ] Powerfully Agree
[ ] Agree
[ ] Disagree
[ ] powerfully Disagree

2. What’s your suggestion regarding recognition given by the management?

[ ] Extremely glad
[ ] glad
[ ] Neither glad nor disgruntled
[ ] disgruntled
[ ] extremely disgruntled

3. Does one agree that frequent probability has been given to rising your ability and
Job knowledge?
[ ] Extremely Agree
[ ] Agree
[ ] Neither Agree Nor Disagree
[ ] DisAgree
[ ] Extremely Disagree

4. Are you happy with the organization plans to eliminate the stress?
[ ] Extremely Glad
[ ] \Glad
[ ] Neither Glad Nor Disgruntled
[ ] Disgruntled
[ ] Extremely Disgruntled
5. Will the corporate have adequate rewards and recognition activities
[ ] powerfully Agree
[ ] Agree
[ ] Disagree
[ ] powerfully Disagree

6. Are you satisfied with your work condition?

[ ] Yes
[ ] No

7. What’s your suggestion regarding the event on your work?

[ ] Extremely glad
[ ] glad
[ ] neither glad Nor disgruntled
[ ] disgruntled

8. You have the equipment to do your job?

[ ] Yes
[ ] No

9. Do you that you are utilizing your potential as a full to the current organization?
[ ] Extremely Agree
[ ] Agree
[ ] Neither Agree Nor Disagree
[ ] Disagree
[ ] Extremely Agree

10. Do you receive information needed for your job?

[ ] Extremely Agree
[ ] Agree
[ ] Neither Agree Nor Disagree
[ ] Disagree
[ ] Extremely Disagree
11. In overall what's your opinion regarding satisfaction on this job?
[ ] Extremely glad
[ ] glad
[ ] Neither glad Nor disgruntled
[ ] disgruntled
[ ] extremely disgruntled

12. Do you get chance to execute your ideas?

[ ] Yes
[ ] No

13. Will the organization manage the exit of workers in an efficient and sensitive manner
[ ] Extremely Agree
[ ] Agree
[ ] Neither Agree Nor Disagree
[ ] Disagree
[ ] Extremely Disagree

14. Whether satisfied with two way communication at the organization?

[ ] Yes
[ ] No

15. Did you have an opportunity at work to learn and grow?

[ ] Extremely Agree
[ ] Agree
[ ] Neither Agree Nor Disagree
[ ] Disagree
[ ] Extremely Disagree
16. Having correct feedback system?
[ ] Extremely Agree
[ ] Agree
[ ] Neither Agree Nor Disagree
[ ] Disagree
[ ] Extremely Agree

17. Whether having a sense of possession within the organization

[ ] Yes
[ ] No

18. Whether or not your suggestions are considered throughout your job?
[ ] often
[ ] Rarely
[ ] sometimes

19. Physical conditions are sensible at Agreenco?

[ ] Powerfully Agree
[ ] Agree
[ ] Disagree
[ ] powerfully Disagree

20. Do you agree with the supportiveness by superiors?

[ ] Extremely Agree
[ ] Agree
[ ] Neither Agree
[ ] Disagree
[ ] Extremely Disagree
21. Which of the following employee engagement practices have shown its effectiveness?

OPINION STRONGLY AGREE NEUTRAL STRONGLY DISAGREE

AGREE DISAGREE

Effective
communication

Efficient
productivity

Quality
improvement

Ability to
innovate

Strong
executive
leadership

22. What is your overall satisfaction of employee engagement practices?

[ ] Strongly agree

[ ] Agree

[ ] Neutral

[ ] Strongly disagree

[ ] Disagree