CHAPTER I

INTRODUCTION AND
DESIGN OF THE STUDY
 CHAPTER I
INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION

Employee engagement is a work environment approach, bringing about the

correct conditions for all individuals from an organisation to give their best every day.

Employee engagement depends on trust, a two-way duty and correspondence between

an organisation and its individuals. It is an approach that constructs the probabilities

of business achievement, adding to hierarchical and singular execution, profitability

and prosperity.

From anorganisation’sperspective, employee engagement is worried about

utilizing new measures and activities to expand the positive, enthusiastic connection

felt, leading to productivity resulting large business achievement. An engaged

workforce delivers better business results, does not quit jobs and more significantly, is

a diplomat of the organisation at all purposes of time. Engaged employees are seen to

shape a piece of an organisation's image and a connected with, glad workforce can

have a thump on impact on client maintenance, enlistment of key ability and the

capacity to attract new clients in this present reality where an organisation'squality are

critically depends on the clients or customers.

Reviews of Employee engagement, Job burnout and Psychological well-being

clearly reveal that majority of the studies have been focused on health sector, banking

and education sectors. Fluctuating work situation is challenging in recent Information

technology employees to provide their assignment and efforts under target

circumstances. Employee engagement, become an unavoidable and mandatory portion

of employee and organisation in this current scenario. The job nature may be differing

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while some would entertain their job with happiness, some would intend to quit their

jobs because of Job burnout.

Recently, it has been revealed that early physical sickness and psychological

disorders are due to workplace targets and depressions especially in Information

technology sector. Chronic diseases like diabetes, hypertension (commonly known as

high blood pressure), high cholesterol, arthritis and heart diseases are very common

among Information technology employees because of their Job nature and unhealthy

life styles. Some of the causes are long working hours, unhealthy food style, lack of

physical exercise, lack of rest, depression due to lack of Job security, deadline driven

job nature, etc.,

For the well-being of the employees in Information technology sector, it is

essential that the organisations should elevate their goals towards employee

engagement activities. A psychologically stable and well-being employee can put his

major involvement in work and if he loves the workplace then there is no point of

burnout.

1.1.1 EMPLOYEE ENGAGEMENT IN INFORMATION TECHNOLOGY

INDUSTRY

According to (The Economic Times, 2018)1, Dale Carnegie explains employee

engagement acts as asignificant role in an organisation's performance, only 1/4 of

respondents feel their companymarks it astop importance. As many as 26 per cent of

employees agree that their company accepts employee engagement a key priority and

supports their efforts to engage their employees and works to engage them as leaders

with 43 per cent of agreeing to some extent.

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 Dale Carnegie led an online study of 450 employees in India with half of the

leaders and half individuals in May 2018. The study further explained that 10 per cent

disagreed that their company, being successful with one or above of those three

elements of engagement. It revealed that even though engagement has been front and

center for some time, there are leaders who still in shortage the basics of what and

how to do it. 35 per cent of respondents accepted that they know the process of

engaging their employees and their company has given effective training.

As many as 54 per cent agreed that they knew the method to effectively

engage the employees and only 3 per cent confessed they don't. Around 46 per cent

strongly agreed that the company they work for, providing effective training to help

them to engage employees who report to them and 19 per cent were neutral on the

concern of effective training. Around 51 per cent leaders seen employee engagement

benefits agreed when their employees are fully-engaged, their team is more

productive, and 53 per cent agreed that their customers are well satisfied.

According to (Gallup, 2018)2, Employment statistics shows a grave problem,

that is less than one-third of India's population works full time for an employer

whereas nearly half of the population is out of the workforce. Between 15 to 29-year

age group, 50% are out of the workforce. The Indian stock markets, on the most part,

have been strong to short-term structural fluctuations brought by the government.

Most of the business leaders seem like positive about their long-term future. Of

course, the bourses are determined by stockholder gush, but business performance is

determined by metrics and may be insufficient. Earnings per share (EPS) and revenue

growth are lag indicators and outcomes depends on other performance variables.

Organic growth includes firming the importance placed on metrics that identify the

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inner realisms of the human resource and then outspreading these findings to the

contiguous stakeholders. For this, the important component is employee engagement.

Employee engagement is the sensitive and emotional relation between

management and the workforce and a key component that unquestionably affects

customers. Meta-analytic studies of the Gallup Q12 employee engagement data base

shows considerable achievements in organisational success such as productivity,

profitability, safety and retention in firms that efficiently follow this course.Many

Indian organisations including government agencies, have studied hierarchical

structures that smoother innovation, misalign incentives and reward compliance more

than outcomes.

Further, Gallup identified the experience assessment of Indian employees

widely, in both organized and non-organized labour sectors. The engaged employees

in the above sectors present higher levels of productivity, profitability, employee

loyalty, advocacy, leadership confidence, overall life satisfaction, happiness and well-

being. But the average percentages of engagement are very small. Gallup's State of

the Global Workplace report 2017 illustrates that only 13% of Indians, whether

employed in the organized sector or otherwise, are engaged at work. In the meantime,

the percentage of Indians who say their well-being is blooming, is low and the

percentage of Indians who are struggling to afford food ishigh. Indian government

needs to pay specific attention to the above percentages in its assignment to create

jobs and attract foreign investment and thus engagement is a predictor of well-being,

quality work, productivity and profitability.

Gallup's detailed research about millennials in the workplace is more relevant

than ever and forecasted that by 2021, more than 64% of India's workforce will be

between in the age of 20 and 35. The State of the Global Workplace report indicates

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that this sector of the workforce market shows noticeable lack of interest. Although

older generations are almost equally disengaged,13% of millennials are engaged, as

are 14% of those born between 1965 and 1979 (Gen Xers) and 15% of those born

between 1946 and 1964 (baby boomers), the absolute number of millennials in the

workforce makes capitalizing in engagement especially significant. Considering

millennials' requirements as contributing members of the workforce will be vibrant.

1.1.2 BURNOUT IN INFORMATION TECHNOLOGY INDUSTRY

From a report of Forbes.com(Laurence Bradford, 2018)3, A question of how

common is employees burnout, is surveyed among tech employees by Blind, an

workplace application for tech employees. This application is used by 40,000

Microsoft employees, 25,000 from Amazon, 10,000 from Google, 7,000 from Uber,

6,000 from Facebook, and thousands from other tech companies expecting a wide

representation in their survey results. The question of “Are you currently suffering

from job burnout?” has an answer of Yes/No. and the result is more than half of the

respondents replied “Yes” (57.16%), 70 percentage of the employees say “Yes” from

the company Credit Karma which is the highest and the lowest was Netflix with 39%

“Yes”. This indicates somehow tech employees have Job burnout.

According to (TeamBlind, 2018)4, Fig 1.1 shows the result of survey that have

been done among 30 tech companies around the world. From 30 companies, 25 of

them had a burnout rate of 50% or higher. Only 5 companies had an employee

burnout rate below 50%. In addition, 16 out of the 30 companies had an employee

burnout rate that was higher than the survey average of 57.16%. Netflix had the

minimum number of employees with burnout and companies like Credit Karma,

Twitch and Nvidia noted down the highest.

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 The causes of Job burnout surveyed by (Kronos, 2017)5, found that three top-

cited issues for Job burnout revealed 41% of unfair compensation, 32% of

unreasonable workload and 27% of overtime work. Other common aspects comprised

poor management, undesirable workplace culture and employees sense of disengaged

from the company policy in their roles.

Figure:1. 1Company wise burnout percentage

Credit Karma 70.73

Twitch 68.75
Nvidia 65.38
Expedia 65
Oath 63.93
Oracle 63.25
Intuit 62.75
Snapchat 60.4
Lyft 60.16
Cisco 59.7
Amazon 59.53
Intel 58.45
eBay 58.04
Airbnb 57.94
Microsoft 57.61
Apple 57.46 Yes
Tableau 56.9
Yahoo 56.67
Vmware 55.93
Linkedin 55.38
Pinterest 53.85
Google 53.83
Saleforce 53.25
Adobe 50.77
Booking.com 50
Uber 49.52
Facebook 48.97
Twitter 43.9
Paypal 41.82
Netflix 38.89

0 10 20 30 40 50 60 70 80

Source :(TeamBlind, 2018)

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 Burnout has severe consequences around the world on both the micro and

macro levels. Around $125 tob$190 billion costs annually spending for Healthcare

due to workplace stress.

Figure:1. 2 Sources of Dissatisfaction among IT Employees

Source: (TINYpulse, 2014)

(TINYpulse, 2014)6, analysed responses over aone-year period from, around

5,000 employees in 500 organisations across the globe who use the TINYpulse

employee engagement survey. The respondents includesoftware developers, engineers

and others involved in the expertise infrastructure of their company. The survey

consists of questions asking them about their experience on the work, then compared

their answers with those from anextensive variety of roles, such as finance and

marketing. Questions ranged from overall happiness at work to specific areas like

company values.

The identified key reasons for the dissatisfaction were unhappy work

experience (Fig.1.2), feeling trapped, less valued, cope with company and relationship

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with coworkers. Only 19 per centof the employees had given a positive response for

the question, how happy they were on the job. In case of Non-IT employees, half of

the percentage say their career pathway and promotion are very clear to them. But for

IT employees, 36 per cent employees don’t find any opportunity for professional

growth because they don’t feel any support from the management or they have no

options and finally feeling trapped.

Nearly 17 per cent of IT employees feel strongly valued at work. 28 per cent

of IT employees are aware of their company’s mission, vision and cultural values.

Regarding relationship with coworkers, 47 per cent of IT employees agree that they

have strong relationships with their co-workers. In Non-IT industries this percentage

hikes to 56 per cent. These barriers are holding IT employees rear from performing

their best work. This is not only bad news for the IT industry but also hurts everyone

whose work depends on their innovation. Paying attention is very important, if the

business benefits from having newer and better technologies.

1.1.3 PSYCHOLOGICAL WELL-BEING IN INFORMATION TECHNOLOGY

INDUSTRIES
According to (Craig Dalrymple, 2018)7, as per the digital healthcare experts

(Forth), work is the utmost common reason of stress after money. The Health and

Safety Executive also stated that 5,26,000 workers suffered from work-related stress,

depression or anxiety in 2016/17 and 12.5 million working days were vanished due to

the above reasons. Therefore, its vitally significant for employers to recognise the

necessity for support networks within their organisation and begin giving importance

to the psychological health of their employees. There is no secret that the IT sector is

a very fast-paced industry and we are always motivated to offer the newest and best

solution for our clients. Despite of how employees deal with pressure is diverse from

person to person but their well-being is a key point for employers to recognise.

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 According to (Forbes.com, 2018)8, Lynn Hamilton, Chief Commercial Officer

at online therapy company Talkspace, reveals that approximately, one in five people

have been diagnosed mental health condition and these statistics track parallel in the

workplace. The massive majority of people either don’t seek treatment and are

misdiagnosed or don’t get the adequate treatment they need. Business psychologist

and psychotherapist Douglas Labier, Ph.D., has devoted decades for studying the

relation between employee’s work and their Emotional/mental health and working

closely with those affected. Dr. Labier raised up a question that why it is important for

organisations to care about employee’s mental health?and answered, growing a

vegetable garden and then asking why it is important to provide water and adequate

sunlight. An organisation has the objective of a profitable, productive and sustainable

business and the well-being of employees is essential to that. organisations can take

various steps to decrease the effect of burnout on their employees.

Generate a workplace where employees sense listened to, empowered and

appreciated on a regular basis. Labier suggests that this instigates with organisation

culture. "Eliminate toxic, arrogant, and narcissistic bosses, Encourage collaboration,

provision for learning and development, a fair reward system, transparency,

promotion of diversity, etc.”Accentuate wellness activities that emphasis on both

physical and mental health. Gym and Yoga memberships, healthcare plans, healthy

food provided on site can be initiated to prepare employees for their well-being.

Meditation Apps and classes for employees can be provided by the organisations to

create a mental reset.Flexible working environment can be generated by allowing

employees to choose their own hours, work from home when needed and takeoff

regularly. Employers should make sure that people have time off, breaks from work,

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and emotional support on the job. Burnout results from working or struggling for too

long and with too much of spending energy and effort.

It is identified that the information technology sector is a well-known

developing sector with an increased growth rate compared to other sectors of industry.

The employees in this sector should be managed proficiently and successfully to

maintain the elevated growth rate from the economic point of view. Employee

engagement is always a benefit for the organisation in today’s corporateenvironment,

which is competitively equal. But in India, the significance of employee engagement

is diverse due to multiplereasons, according to thedeterminants of employee

engagement in each organisation, Job engagement and organisational engagement and

theirconsequences over Job burnout and psychological well-being. In view of these,

the present study leads to concentrating on the determinants of employee engagement

and its consequences on job burnout and psychological well-being in the information

technology sector.

1.2 STATEMENT OF THE PROBLEM

The development of the IT business has been an incredible achievement when

estimated against standard pointers, for example, development in sales, age of

employment and exports, and particularly when diverged from the exhibition of other

sector industries in Tamil Nadu. The difficulties for HR experts in IT area are various,

directly from support of productivity and guaranteeing profitability to enriching

talented employees, engaging them in proper manner and lastly holding them in the

organisation itself. For supporting difficulties in the dynamic and focused IT part, it is

necessary to have engaged employees. According to the employee engagement report

by Blessing White Global consulting firm, less than 1 out of 3 workers around the

world (31%) are engaged. Almost 1 of every 5 (17%) are really disengaged.

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Engagement levels change by region from 37% in India to 17% in China. Despite the

unpleasant and fall of the economic decline, throughout the world the engagement

remained stable when looking at mid-2008 and mid-2010. Yet more employees are

searching for new open doors outside their organisations than they were in 2008,

recommending that 2011 will be a difficult year for maintenance. Employees overall,

view opportunities to put on their talents, career development and training as the top

drivers of employment satisfaction. Concerning engagement, their requirements differ

impressively, representing their conditions like region, age, work, and engagement

level(Blessing white, 2011)9.

(Raja, J. D., & Bhasin, S. K., 2014)10 identified IT/ITES, the fast emerging

sector which gives more employment opportunity to youngsters and more revenue

among other industries in India. Nevertheless, the degree of employment in IT is

growing with good remuneration, there is a necessity to investigate about the young

employees. These employees are drawn towards the recentand new work settings with

smart higher salary packages, extravagant lifestyle and other reward packages. Call

centers mandate a lifestyle of deprived sleep due to working in shifts; unhealthy and

ill-timed food habits, cravings like drug or caffeine; poor interpersonal relationships

within the family and the society. Altogether lead employees with psychological

health disorders like anxiety, stress and depression. It has been brought out that

Information technology employees and call center employees experience all the major

domains of health associatedissues like physical, mental and social as a result of their

nature of job.(Vyas.M, 2012)11conversed about the health problems of IT

professionals like eye problems, posture, computer related health problems like heart

problem, obesity or overweight, depression, stress, lack of social responsibilities,

Obsessive Compulsive Disorder (OCD), stubbornness and mood swings.

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 The working environment of IT/ITES industries has more effects on mental

health of employees. IT/ITES employees have the problem of Job burnout and stress

disorders, the investigation shows that nearly 30-40 per cent of patients accessing

psychiatrists are IT/ITES employees(Charan, S., 2007)12. IT/ITES employees being

affected byphysical symptoms such as headaches, restlessness, usage ofalcohol and

tobacco, experiencing irritability, bad temper and mood swings. IT/ITES employees

also reported that spending time with their family is less and they have less social life

as their work is task oriented and lead to the reasons for physical and mental illness

(Krishnaveni, R. & Deepa, R., 2011)13.

Lack of studies identified by the researcher, linking employee engagement, Job

burnout and psychological well-being in IT sector industry. Only one or two studies

elaborated employee engagement into Job engagement and organisational

engagement. Based on the above reasons, literature reviews and findings of various

reports, the researcher set an effort to provide a detailed understanding in this

study,analysed determinants of employee engagement, Job engagement,

organisational engagement, job burnout and psychological well-being.

1.3 OBJECTIVES OF THE STUDY

The following objectives were outlined in the present study:

1. To understand the concept of Employee engagement, Job burnout and

Psychological well-being in the field of Information technology companies in

Tamil Nadu

2. To analyse the demographic variables of the respondents in IT companies and

to assess the level of Employee engagement

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 3. To analyse the significant difference between the demographic variables and

the determinants of Employee engagement, Job engagement, organisational

engagement, Job burnout and Psychological well-being.

4. To analyse the significant relationship between the determinants of Employee

engagement and the components of Job engagement, organisational

engagement, Job burnout and Psychological well-being

5. To determine the influences of the determinants of employee engagement

towards Job engagement and organisation engagement, Job burnout and

Psychological well-being.

6. To offer possible suggestions to the Information technology companies in

Tamil Nadu regarding Employee engagement, Job burnout and Psychological

well-being of IT employees.

1.4 SCOPE OF THE STUDY

The study is confined to the Information technology sector employees from

selected Information Technology parks in Tamil Nadu identified from Tamilnadu

Industrial Development Corporation Ltd. Tamilnadu was one of the first states in the

Indian Union to frame a comprehensive IT policy. In early 1997, the State

Government released an Industry -specific Policy for the IT industry to accomplish

the goals brought out in the Ninth five-year plan and to emphasise attention on the IT

industry as an engine of growth in the State. The Government of Tamilnadu released a

new IT policy in 2002 empowered towards leveraging IT to head upaffluence in the

State and to turn Tamilnadu in to a Knowledge-empowered State.Information

technology & Information technology enabled services exports from Tamil Nadu have

increased to US$ 15.6 billion in 2017-18 with a growth rate of 8.55 per cent per

year(Indian Brand Equity Foundation, 2018)14. The Government of Tamil Nadu has

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endorsed several proactive procedures to enable IT and ITES companies to do

business in the State with utmost comfort and felicity.

Primary data was collected from the employees working in selected IT parks

of Tamilnadu. The period of study is from 2016 to 2019 and the region of data

collection is confined to the selected IT parks which is notified by Tamilnadu

Industrial Development Corporation (TIDCO).

Based on the identification, selection and statement of problem, the

importance of this research is constructed on the significant components of employee

engagement such as job characteristics, perceived organisational support, perceived

supervisor support, rewards and recognition and training and development. These

determinants will be linked to the concept of job engagement and organisational

engagement with their components like absorption, vigour, dedication, cognitive

organisational engagement, emotional organisational engagement and behavioural

organisation engagement.Finally, the above components will be relatedto job burnout

and psychological well-being with their variables like emotional exhaustion, personal

efficacy, cynicism, autonomy, environmental mastery, positive relations, purpose in

life and self-acceptance.The study will reveal to know the determinants of employee

engagement and their interrelationships to their characteristics of job engagement and

organisation engagement and finally its consequences over job burnout and

psychological well-being among Information technology employees in Tamil Nadu.

This study focuses over IT employees who is employed in lower, middle and upper

middle level of the employment position, since they are more in need of employee

engagement and to reveal their perception of Job burnout and Psychological well-

being.

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1.5 RESEARCH METHODOLOGY

In this chapter the researcher explains the approach, design and process of the

study, sampling framework, sampling techniques, methods and tool of data collection,

preliminary study, pilot study and statistical tools.

1.5.1 RESEARCH DESIGN

Descriptive and analytical research designs were adopted in this study. The

data collected from the respondents were used to describe the state of employee

engagement, Job burnout and Psychological well-being of information technology

employees from Tamil Nadu. Descriptive research design is carried out to describe

the demographic variables of the employees in IT companies. Analytical research

design is the use of facts or information collected or already available and analyse the

above, to make critical evaluation of data. Here the analytical research design is

proceed using data collected from respondents by critically analyzing the

determinants of employee engagement on Job burnout and Psychological well-being

to obtain more meaningful result.

1.5.2 DESIGN OF THE SAMPLE

Complete recording of data from the population is census. Conducting a

census survey in most of the occasions is practically not feasible with time

constraints, the same thing applies to research also. So samples have to be determined

in such a manner that the result obtained through samples should accurately depict the

result when survey conducted. Design of sample includes decision relating to

sampling area, determining sample size and sampling technique for the determination

of data collection from respondents.

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1.5.3 SAMPLING FRAMEWORK

The population for the study constitutes the entire IT sector employees

working in IT parks of Tamil Nadu. The sampling area of the study is the IT parks in

Tamil Nadu with reference to Tamilnadu Industrial Development Corporation

Ltd.(TIDCO, 2017)15. Tidel Park (Chennai), International Tech park, Mahindra world

city and ELCOSEZ ITparks( Chennai, Coimbatore, Madurai, Trichy, Salem) were

selected as sampling area of this study.

1.5.4 SAMPLE SIZE

The details of the sample selected for the study is given in the Table

1.3.Sample size is decided based on (Robert V. Krejcie & Daryle W. Morgan,

1970)16,which is used to calculate a suitable sample size from a population.

i) The sample size estimated manually was:

The formula to calculate the sample is
N
n = -----------------
1+N (e)2
1,50,790
= -------------------------
1+ 1,50,790 (0.05)2

= 399

Where
N – Size of Total population
n – Size of the sample
e – Error term, which is 5% (i.e. at 95% confidence interval)

ii) The sample size using Raosoft calculator is 384

It was found that the minimum requirement for sample size should be 399 and

384 using Raosoftcalculator, but to increase the accuracy of the study, researcher has

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opted for the sample size of 594 employees. From the given list of IT parks, using

proportionate simple random sampling technique, a total sample of 594 employees

were considered as the respondents of this study.

Table:1. 1 Sample Size: Estimated

Manually Estimated sample size

Sample size found using
(Robert V. Krejcie & Daryle W. Samples taken
Raosoft calculator
Morgan’s formula)

399 384 594

1.5.5 SAMPLING METHOD

The proportionate simple random sampling was implemented for the study.

According to (C.R.Kothari & Gaurav Garg, 2015)17, each element was assigned an

equal probability for the selection of each element has the possibility of being selected

and will be selected randomly based on population size in each study area. For

example, considering a population of 300; area A has 100 populations, area B has 100

population and area C has 100 populations. Assuming that 30 samples are to be

drawn, then from each area, 10 samples will be drawn. Proportionate Simple random

sampling technique adopted for the study is illustrated below:

Table:1. 2 Details of Sample distribution for the study

S. Samples
IT Parks Total Population
No taken

1 Tidel Park, Taramani, Chennai 12500 49

2 International Tech Park, Taramani, Chennai 22500 90
3 Mahindra World City, MWC, Chennai 39500 155
ELCOSEZs IT parks ( Chennai, Coimbatore,
4 76290 300
Madurai, Trichy, Salem)
Total 150790 594
Source: Respective IT parks &Government of Tamil Nadu – Policy note of
Information Technology Department, 201818

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1.5.6 SOURCES OF DATA

Data collection is a standout amongst the most essential stages in carrying on a

research. For the study, both primary and secondary data were used.

Primary data:
Primary data are those which are collected for the first time and are original in

character. In this study, primary data were collected from information technology

employees of IT parks, Tamil Nadu through structured questionnaire. Questions in

relation to objectives of the study are proposed to the samples and their opinion were

obtained using structured questionnaire.

Secondary data:

The secondary data are those which has been collected earlier. The secondary

data are collected from Journal articles, government reports, Policy note of

Information technology department, conference proceedings, magazines and

newspapers to analyse the perception of information technology employees in Tamil

Nadu.

1.5.7 DATA COLLECTION TOOL

A questionnaire was employed to collect the data from the sample units. The

questionnaire included various types of questions to cover up the research problem.

Close ended questions with alternative scaling techniques were adopted. The

questionnaire had been partitioned into different categories addressing the various

issues of the research problem. Opinions from subject experts were solicited, in this

process so that there was a weeding out of unwanted items and modify the items to

the requirement of the study.

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PART – I:It consists of demographic profile of the information technology employees

such as age, gender, marital status, educational qualifications, work experience,

Annual income, level of employment and distance to workplace.

PART – II: It includes the questions containing the determinants of employee

engagement, Job engagement and organisation engagement. A five point Likert scale

with anchors ranging from ‘5 = strongly agree’ to ‘1= strongly disagree’ for each item

was used to mark the response of therespondents.

PART – III: It consists of questions on Job burnout. A five point Likert scaleranging

from ‘5 = strongly agree’ to ‘1= strongly disagree’ for each item was used to mark the

response of therespondents.

PART – IV: This section consists of questions on Psychological well-being. A five

point Likert scale ranging from ‘5 = strongly agree’ to ‘1= strongly disagree’ for each

item was used to mark the response of the respondents.

1.6 HYPOTHESES OF THE STUDY

Based on the objectives framed in the study and literature review, the

following hypotheses were formulated:

1. There is no significant difference between the opinions of the respondents on

the determinants of employee engagement with respect to demographic

factors.

2. There is no significant difference between the opinions of the respondents on

Job engagement with respect to demographic factors.

3. There is no significant difference between the opinion of the respondents on

organisational engagement with respect to demographic factors.

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4. There is no significant difference between the opinion of the respondents on

Job burnout with respect to demographic factors.

5. There is no significant difference between the opinion of the respondents on

Psychological well-being with respect to demographic factors.

6. There is no significant association between Job engagement,organisational

engagement, Job burnout and Psychological well-being with respect to

Gender.

7. There is no significant association between Job engagement and Psychological

well-being.

8. There is no significant relationship among the determinants of Employee

engagement.

9. There is no significant relationship between the determinants of employee

engagement and the components of Job engagement.

10. There is no significant relationship between the determinants of employee

engagement and the components of organisational engagement.

11. There is no relationship between the determinants of employee engagement

and the components of Job Burnout of employees working in Information

technology.

12. There is no relationship between the determinants of employee engagement

and the components of Psychological well-being of employees working in

Information technology.

13. There is no significant influence of the determinants of employee engagement

in Job engagement.

14. There is no significant influence of the determinants of employee engagement

inorganisational engagement.

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 15. There is no significant influence of Job engagement and organisational

engagement on Job burnout.

16. There is no significant influence of Job engagement and organisational

engagement on Psychological well-being.

17. There is no significant influence of the determinants of employee engagement

on Job Burnout.

18. There is no significant influence of the determinants of employee engagement

on Psychological well-being.

1.7 PERIOD OF THE STUDY

The data and information were collected from the Information technology

employees of IT parks of Tamil Nadu during the year 2018-19.

1.8 PRE-TEST

Pre-test is a trial test to identify appropriate data collection method and data

collection instruments. For the purpose of study, pre-testing was carried out with the

help of research supervisor, eight subject experts and from 30 respondents to

scrutinize the questionnaire. During pre-testing two variables were further identified

from Psychological well-being and added to the questionnaire namely positive

relations and purpose in life.

1.9 PILOT STUDY

Pilot study is a miniature form of the thesis, where a small number of samples

are considered. Approximately 10% of the actual sample size or 50 samples should be

taken to confirm that the researcher is in right path with respect to data collection

instrument,method and research methodology. Therefore 60 respondents were

considered for the pilot study. During the pilot study, the Items related to

21
 determinants of employee engagement were decreased from 40 to 25 and the items

related to Psychological well-being were increased from 25 to 30.

1.10 RELIABILITY

Reliability in research is the overall consistency of a measure. The consistency of

the datacollection instruments are tested statistically using Cronbach’s Alpha test.

When the Cronbach’s Alpha value lies between 0.70-0.79, the data collecting

instrument can be accepted. If the Cronbach’s Alpha value lies between 0.80 – 0.89,

the data collecting instrument is considered good. If the Cronbach’s Alpha value is

above 0.90, the data collecting instrument is considered excellent (Stephanie, 2017).

In this study there are five constructs whose reliability score is illustrated below:

Table:1. 3 Reliability Statistics- Determinants of Employee engagement

Determinants of Employee engagement
Reliability Statistics N=60
Cronbach’s Alpha No. of items
0.938 25
Cronbach's
Item
Items Alpha if Item
No.
Deleted
1 I am happy with my job role .936
2 I feel involved in my assigned job .935
3 I feel good with the nature of my job .934
4 I feel wholehearted with my job role .935
5 I get committed in my work because of my job nature .935
6 I feel good with the working environment .936
7 I get good materials and equipment .935
8 I get positive care by colleagues .935
9 I get all provisions of safety from my organisation .939
10 I find other facilities like pantry, rest rooms with neat and tidy nature .936
11 My supervisor treats me friendly .935

22
 12 My supervisor handles my work related issues satisfactorily .935
13 My supervisor acknowledges good performances .936
14 I can trust what my Supervisor tells me .934
15 My supervisor is supportive if I have a problem .934
16 Do you feel that your organisation welcomes new ideas from you? .936
17 Does your organisation encourage and support your new ideas? .935
18 Have you ever though of an idea that helped your organisation and saved
.937
huge money?
19 Were you ever been recognized for the ideas that get implemented? .938
20 Have you ever been praised by valuable gifts for your work? .937
21 Your company reflects training as a part of organisational strategy .936
22 Enough practice is given for you during the training session .936
23 The training session given in your company is useful .938
24 Employees are given appraisal in order to inspire them to attend training .936
25 Training is must for productivity and performance .939

Table 1.3 indicates that the Cronbach’s Alpha reliability statistics score is

0.938 that is above 0.9, which reveals the overall reliability of the scale for

Determinants of employee engagement is excellent.

Table:1. 4 Reliability Statistics- Job engagement

Job Engagement

Reliability Statistics N=60

Cronbach’s Alpha No. of items

0.945 15

Item Cronbach's Alpha

Items
No. if Item Deleted

1 I am very much involved and immersed in my work .940

2 I feel happy when I work vigourously .940

23
 3 When I work, I forget everything around me .942

4 It is difficult to disconnect myself from job .940

5 I get carried away when I am working .943

6 I am excited about my job .939

7 I feel my work happily and find meaning in my own job .939

8 My job inspires me .939

9 I am full of pride of the work I do .941

10 My job is challenging enough .942

11 At my job, I feel strong and vigourous .940

12 When I wake up in the morning , I love to go work .945

13 At my work, I feel overflowing with energy .943

14 I can work for very long hours .945

15 At my job, I am emotionally resilient .941

Table 1.4 indicates that the Cronbach’s Alpha reliability statistics score is

0.945 that is above 0.9, which reveals the overall reliability of the scale for Job

Engagement is Excellent.

Table:1. 5 Reliability Statistics- Organisational engagement

Organisational Engagement

Reliability Statistics N=60

Cronbach’s Alpha No. of items

0.749 15

Cronbach's
Item
Items Alpha if Item
No.
Deleted
1 I am interested in what happens at Organisation name .716
2 I am really focused when I am working. .719

24
 3 I give my job responsibility, a lot of attention .731
4 I am proud to involve in the progress of my team /organisation .763
5 I am interested in the activities within my organisation .786
6 Working at my company has a great deal of personal meaning to me. .704
7 I care about the future of organisation’s name .707
8 I feel a strong sense of belonging to my job .715
9 I am feeling emotionally attached to my organisation .764
10 I feel that I am working towards the positive outcome of my
organisation .764

11 I put extra energy into helping achieve organisation’s goals .701

12 I am willing to put in extra effort without being asked .691
13 I really push myself to work beyond what is expected of me. .704
14 I feel positively working harder for my team and organisation .764
15 I am willing to put more effort for the development of my organisation .759

Table 1.5 indicates that the Cronbach’s Alpha reliability statistics score is

0.749 that is above 0.7, which reveals the overall reliability of the scale for

Organisational Engagement is acceptable.

Table:1. 6 Reliability Statistics- Job Burnout

Job Burnout
Reliability StatisticsN=60
Cronbach’s Alpha No. of items
0.787 15
Cronbach's
Item
Items Alpha if Item
No.
Deleted
1 I feel emotionally drained from my work .763
2 I feel tired to face another day .776
3 I feel burned out at the end of the day .769
4 I am frustrated with my parts of job .757

25
5 I have negative thoughts about my job .757
6 I can effectively solve problems .805
7 I feel that I can effectively contribute to my organisation .819
8 I feel confident and I am effective .808
9 I feel that there is more work to do than I practically have the ability to
.782
do
10 I feel that I am achieving less than I should .777
11 I feel that I become less enthusiastic .764
12 I feel lack of faith about my contribution to work .757
13 I feel like detached from my job and work environment .752
14 I feel under an disagreeable level of burden to succeed .753
15 I feel that I am in the wrong organisation or the wrong job .757

Table 1.6 indicates that the Cronbach’s Alpha reliability statistics score is

0.787 that is above 0.7, which reveals the overall reliability of the scale for Job

Burnout is acceptable.

Table:1. 7 Reliability Statistics- Psychological Well-being

Psychological Well-being
Reliability Statistics N=60
Cronbach’s Alpha No. of items
0.755 30
Cronbach's
Item
Items Alpha if Item
No.
Deleted
1 I am not afraid to voice my ideas, even though when they are in
opposition to the opinions of most people .753

2 My decisions are not usually encouraged by what everyone else is

doing .768

3 I feel like worrying about what other people think of me .747

4 I feel like I am influenced by people with strong opinions .760
5 I have assurance in my opinions even if they are opposite to others
opinions .756

6 I feel I am in charge of the situation in which I work .746

26
7 I do not fit well with the community around me .735
8 I am good at managing many responsibilities of my daily life .744
9 I have difficulty in arranging my life in a way that is satisfying to
me .789

10 I very much feel overwhelmed by my responsibilities .768

11 I am not interested in activities that will develop my growth .741
12 I do not like being in new situations that want me to change my old
familiar ways .740

13 I believe that life has been a continuous process of learning, growth

and change .734

14 I feel that I failed trying to make big improvements in my life .750

15 I feel it is important to have new experience that challenge myself .743
16 My colleagues see me as loving and affectionate .742
17 Maintaining close relationships is always difficult for me .752
18 I like to have personal and mutual conversations with other people .749
19 People always describe me as a giving person and share my time
with others .751

20 I feel that I have not experienced trusting relationships with others .750
21 I do not plan thinking about the future .749
22 I have a meaning and purpose in life .732
23 My daily activities seems important to me .739
24 I enjoy making plans for the future working to make them a reality .740
25 I do not have a good sense to accomplish something in life .737
26 I feel confidence and positive about myself .736
27 I like most aspects of my personality .745
28 Mostly I feel disappointed about my achievements in life .738
29 My attitude about my self is not as positive as people feel about
themselves .747

30 When I compare myself to friends and situations, it makes me feel

.750
good about who I am

27
 Table1.7 indicates that the Cronbach’s Alpha reliability statistics score is

0.755 that is above 0.7, which reveals the overall reliability of the scale for

Psychological Well-being is acceptable.

1.11 STATISTICAL TOOLS AND TECHNIQUES

Tools refer to the application of software that were used to execute various

statistical techniques. Techniques refers to the type of statistical methods used to

determine meaningful result.

Table:1. 8 Tools and Techniques used for the study

Tools Techniques

SPSS • Descriptive Statistics

• Mean Ranking Analysis
• ANOVA
• Independent Sample T test
• Chi-Square test
• Correspondence Analysis
• Pearson Correlation Analysis
• Multiple Regression Analysis

1.11.1 Descriptive Statistics

Descriptive statistics are the descriptive coefficients that recapitulate given

records set, which can be either a representation of the whole or a sample of a

population. Descriptive statistics are split down into measures of central tendency and

measures of variability (spread). Measures of central tendency include the mean,

median and mode while measures of variability include the standard deviation,

variance, the minimum and maximum variables and the kurtosis and skewness.

28
1.11.2 Mean ranking analysis

Mean ranking analysis is used to calculate and compare the mean score of the

respondents and to find the position of rank of the variables.

1.11.3 Analysis of Variance (ANOVA)

Analysis of Variance (ANOVA) is a statistical method used to test differences

between two or more means. It may seem odd that the technique is called "Analysis of

Variance" rather than "Analysis of Means." As you will see, the name is appropriate

because inferences about means are made by analyzing variance. ANOVA is used to

test general rather than specific differences among means (David M. Lane)19. The null

hypothesis for an ANOVA is that there is no significant difference among the groups.

1.11.4 Independent sample T test

The independent samples t test compares the means of two independent

groups in order to d4ermine whether there is statistical evidence that the associate

population means are significantly different. The independent sample t test is a

parametric test.

1.11.5 Chi-Square test

The chi-squared test is calculated by evaluating the cell frequencies that

invlolve the expected frequencies in those types of cases when there is no association

between the variables. In this test, the null hypothesis is assumed as there not being an

association between the two varibales that are observed in the study.

1.11.6 Correspondence Analysis

Correspondence analysis is a descriptive or exploratory technique designed to

analyze simple two-way and multi-way tables containing some measures of

correspondence between the rows and columns.

29
 In this study, the means of Job engagement, Organisational engagement, job

burnout and Psychological well-being were used and the level of respondents

regarding this varibales are calculated as low, medium and high. Further the

correspondnence between the levels of Job engagement, organizational engagement,

job burnout and psychological well-being are analysed and interpreted.

1.11.7 Pearson’s Correlation Analysis

Correlation is a method of investigating the relationship between two

quantitative variables. Pearson’s correlation co-efficient is a measure of the power of

the association between the two variables. If the relationship between the variables is

not linear, the correlation coefficient (r) does not sufficiently represent the strength of

the relationship between the variables.

Given the population correlation coefficient ‘ρ ’and a pair of random variables

(X,Y), the formula for ‘ρ’ is,

Cov (X,Y) E[(X-µx) (Y-µy)]

ρ X,Y = ---------------- = ----------------------
σ xσ y σ x σy

Where Cov is the covariance, σx is the standard deviation of X, σy is the

standard deviation of Y, µx is the mean of X, µy is the mean of Y and E is the

expectation.

If the Pearson correlation coefficient value is 1, then there is an increasing

linear relationship and if the value is -1, there is a decreasing linear relationship. The

closer the value of coefficient is to -1 or 1, the stronger the relationship between the

variables. The Pearson correlation co-efficient is used in this study to examine the

relationship between the determinants of employee engagement, components of Job

engagement, Organizational engagement, Job burnout and Psychological well-being.

30
1.11.8 Regression analysis

Regression analysis is used to examine the overall strength of the relationship

or association in detail. Bivariate regression analysis is a technique, which utilizes the

evidence about the relationship among an independent variable or predictor variable

and a dependent variable or principle variable and combines it with the algebraic

formula for a straight line. An assumption of a straight-line relationship between the

dependent and independent variable should be assumed in this analysis. The formula

for a straight line is,

Y = a+bx+ci

Y = Dependent variable

a = the intercept (point in which straight line intersects)

b = the slope

X = the independent variable used to predict Y

Ci = error of the prediction

From the regression analysis, we check the relationship between the

independent variable X and the dependent variable Y, computing the values of ‘a’ and

‘b’, a test of statistical significance to be carried out. The calculated a and b are

sample estimation of the true population parameters α and β. The t-test is carried out

to find if the computed intercept and slope are significantly different from zero. ‘a’ is

referred as a constant and ‘b’ is related with independent variable. Multiple regression

analysis is used when there is one dependent variable and multiple independent

variables.

‘R’ square figure of the regression analysis shows the percentage of variation

in one variable that is accounted for another variable. The standard error of the

estimation is a measure of the accurateness of the prediction of the regression

31
equation from the ANOVA table. The ‘F’ ratio is the result of relating the account of

explained variance to the unexplained variance.

From the co-efficient table, we can clarify the regression coefficient, which is

an indicator of the importance of independent variable in predicting a dependent

variable. Once the statistical significance of the regression co-efficient is determined,

the relationship with the variables is identified.

1.12 LIMITATIONS OF THE STUDY

Only the Information technology employees from selected IT parks in Tamil

Nadu with reference to Tamil Nadu Industrial Corporation Ltd. (TIDCO) were

considered for the study.

The present study covers the means and the ways which applicable only in

information technology sector

Occasionally the employees work under stress and they were hesitant in

responding to the surveys as they felt the opinion would replicate against

them.

1.13 OPERATIONAL DEFINITIONS

Employee engagement: Emotional connection an employee feels toward his

or her employment organisation, which tends to influence his or her

behaviours and level of effort in work related activities. The more engagement

an employee has with his or her company, the more effort they put forth.

Employee engagement also involves the nature of the job itself - if the

employee feels mentally stimulated; the trust and communication between

employees and management; the ability of an employee to see how their own

work contributes to the overall company performance; the opportunity for

32
 growth within the organisation; and the level of pride an employee has about

working or being associated with the company. (Business dictionary)20

Job engagement: Level of employee commitment and dedication to his job

role. (Saks A.M, 2006)21

Organisational engagement: Levelof employee commitment and loyalty to

their organisation. (Saks A.M, 2006)22

Job burnout: Feeling of physical and emotional exhaustion, due to stress

from working with people under difficult or demanding conditions. Burnout is

followed by signs such as chronic fatigue, quickness to anger and suspicion,

and susceptibility to colds, headaches, and fevers. (Business Dictionary)23

Psychological well-being:Psychological well-being refers to inter- and intra-

individual levels of positive functioning that can include one’s relatedness

with others and self-referent attitudes that include one’s sense of mastery and

personal growth. Subjective well-being reflects the dimensions of affect

judgments of life satisfaction. (Richard Burns, 2016)24

1.14 CHAPTERIZATION OF THE THESIS

The study has been designed into the following five chapters.

Chapter I - Introduction and design of the study

This chapter explains the basis and context to the study, includingan outline of

the topic. This chapter gives a brief introduction about the Employee engagement, Job

burnout and Psychological well-being in Information technology sector, followed by

thestatement of the problem, scope of the study, objectives of the study, hypotheses of

the study, limitations of the study, research methodology and the definitions of the

terminology used in this study.

33
Chapter II - Review of Literature

In this chapter, review of literature about the research work done on various

facets of the theme is taken based on published material in the form of research

documents, papers submitted in different conferences, several articles on the topics

and other writings available. This chapter provides a wide-ranging review of literature

on which the study was constructed and helps to reveal the gaps in the present study

zone in the Indian and global literature.

Chapter III - Study Concept

This chapter consists of the detailed study of the determinants of employee

engagement, job burnout and psychological well-being faced by the employees of

information technology companies. This chapter further explains about job

characteristics, perceived organisationalsupport, perceived supervisor support,

rewards and recognition, training and development in information technology

industry, employees nature about absorption, dedication and vigour, employees

perception over organisational engagement of cognitive, emotional and behavioural

type, employees view about emotional exhaustion, personal efficacy and cynicism,

employees understanding about autonomy, environmental mastery, personal growth,

positive relations, purpose in life and self-acceptance.

Chapter IV - Data Analysis and Interpretation

In this chapter, a comprehensive analysis of the data collected was preceded

along with interpretation on multiplefeatures of the study. The analysis and

interpretation carried out onthe determinants of the employee engagement, Job

engagement and Organisational engagement based on the demographic profile of

employees in IT companies. Also, the analyses were carried out relating the

determinants of employee engagement, Job burnout and Psychological wellbeing.

34
Chapter V - Summary of findings, discussions, suggestions and conclusion

This chapter contains the end part of the research, which consists of findings,

discussions, suggestions, conclusion and scope for further research of the study. It is

based on the interpretations and readings made from the analysis of collected data.

35