“A STUDY ON EMPLOYEE MOTIVATION AT

BHRAMARAH ORGANICS PVT LTD”

Submitted to

MAHATMA GANDHI UNIVERSITY, KOTTAYAM

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

BACHELOR OF BUSINESS ADMINISTRATION

Submitted by
AKSHAY M.S

REG NO: 220021081421

Under the guidance of

Mrs. DIVYA SIBIN

DEPARTMENT OF MANAGEMENT
BHARATA MATA COLLEGE OF COMMERCE AND ARTS, ALUVA

2022– 2025
“A STUDY ON TRAINING AND DEVELOPMENT OF
EMPLOYEES IN FIT”
Submitted to

MAHATMA GANDHI UNIVERSITY, KOTTAYAM

In partial fulfilment of the requirements for the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION

Submitted by
AKSHAY M.S

REG NO: 220021081421

Under the guidance of

Mrs. DIVYA SIBIN

DEPARTMENT OF MANAGEMENT
BHARATA MATA COLLEGE OF COMMERCE AND ARTS, ALUVA

2022-2025
BHARATA COLLEGE OF COMMERCE AND ARTS, CHOONDI,
ALUVA

DEPARTMENT OF MANAGEMENT

CERTIFICATE

This is to certify that the study report entitled, “A STUDY ON EMPLOYEE

MOTIVATION AT BHRAMARAH ORGANICS COMPANY” is an
authentic record of work done by Mr. Akshay m.s, in partial fulfilment of
the requirement for the Bachelor of Business Administration under the
guidance of Mrs.Divya Sibin. This work has not been submitted for the
award of any degree or title of recognition earlier.

Mrs. RAJAMOHAN S. Mrs. DIVYA SIBIN

HOD Project Guide

External Examiner :
 DECLARATION

I hereby declare that this Project titled “A STUDY ON EMPLOYEE MOTIVATION

AT BHRAMARAH ORGANICS COMPANY ” is a bonafide work done by me under

the guidance & supervision of Mrs. Divya sibin Department of Management,

Bharata Mata College of Commerce & Arts, Aluva in partial fulfilment of the
requirement of degree in Bachelor of Business Management

Place: Aluva AKSHAY M.S

Date:
 ACKNOWLEDGEMENT

Apart from the effort of myself, the success of the project depends largely on
the encouragement and guidance of many others. I take this opportunity to
express my gratitude to the people who have been instrument in the successful
completion of this project.

I would like to express a deep sense of gratitude to principal Prof. Dr. Siby
Mathew and our Head of department Mrs. Rajamohan s for their cordial
support as they gave the permission to use all required equipment and the
necessary material to complete the project.

I would like to extend my sincere gratitude to Mrs. Divya Sibin for her guidance
and supervision as well as for providing necessary information regarding the
project and also for the support in completing the project.

Finally I also extend my heartiest thanks to my parents, friends and all well-
wishers for being with me and extending encouragement throughout the
project.

Akshay M.S
 TABLE OF CONTENTS

CHAPTER TITLE PAGENO

INTRODUCTION
I

LITERATURE REVIEW
II

INDUSTRY PROFILE
III

COMPANY PROFILE
IV

RESEARCH METHODOLOGY
V

DATA INTERPRETATION
VI
AND ANALYSIS

FINDINGS, SUGGESTIONS
VII
AND CONCLUSION
SL. NO CHAPTERS PAGE NO
l INTRODUCTION

1.1 introduction
1.2 problem definition
1.3 objectives of the study
1.4 Scope of the study
1.5 Limitations of the study
ll LITERATURE REVIEW
lll INDUSTRY PROFILE

3.1 Brief history of the industry

3.2 Industrial performance global, national and regional
3.3 Prospectus and challenges in the industry
lV COMPANY PROFILE

4.1 brief history of the organisation and current growth of directors,

organisational chart
4.2 Mission vision statement and quality policy followed
4.3 Business poses of the organisation- product profile
4.4 Strategies- business, pricing, management
4.5 SWOT analysis of the company
V RESEARCH METHODOLGY

5.1 Statement of the problem

5.2 Researchers design
5.3 Sample design
5.4 Population
5.5 Sampling technique
5.6 Sample size
5.7 Data collection design
5.8 Data sources
5.9 Tata collection tools
5.10 Data analysis tools
Vl DATA INTERPRETATION & ANALYSIS
Vll FINDINGS, SUGGESTION & CONCLUSION
ANNEXURE
Questionnaire
 CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION

Employee engagement is a concept in human resource that refers to the degree to which
employees are invested in, Motivated by and passionate about the work they do and the
company for which they work.
Employee engagement is often misunderstood as employees satisfaction, and while the
two ideas are related – satisfied employees are more likely to be engaged; Engagement is
a strong indicator of satisfaction – One does not guarantee or replace the other. Think of
it this way; satisfied employees are happy at work and engaged employees are happy
doing the work. Engagement is symptomatic of an employee’s motivation, and is not
based solely on their financial compensation. An engaged employee is motivated by and
committed to the company’s mission. These employees feel valued within the company
and see value in the work they do – they understand the organisation’s goals and believe
their role contributes to its success.

Engaged employees use discretionary effort, which means they voluntarily do more than
what’s expected of their role. These are individuals who want to help take the company
further; they produce quality work and are eager to perform better. They’ll be the ones
who volunteered to show new hires around the office, stay late to finish a project and
help out at corporate events over the weekend.
A successful employee engagement strategy is built on communication and trust between
employees and employers. To foster employee engagement, leadership should model the
organisation’s core values, take pride in the company, encourage professional
development and support each individual’s goals.

In a society were being a career “ life” is increasingly less common, engaging your
employees from the start is key to retaining the top talent you worked hard to attract.
Because no matter how good of a work ethic and overall fit a person is to your company,
their engagement levels will decrease significantly if you don’t have a plan to support their
interest and needs throughout their career. Only 36 percentage of U.S. employees are
classified as engaged at work which is a major issue for employers. Still, executives and
leadership teams often wonder why employees engagement is important. The following
outcomes prove its positive impact on your business;
1. Engaged employees are more productive
According to a-meta analysis by Gallup, companies with higher levels of employee
engagement so 21% increase in productivity. The reason? Engaged employees “bought
into what the organisation is about and are trying to make a difference”, Gallup’s chief
scientist of employee engagement and well-being jim Harter, said in the report “This is
why they are usually the most productive workers”.

2. Engaged employees lead to higher profits

Not only can prioritizing employee engagement save you money, each can actually be
more lucrative. Invest in your employees, and you’ll see it pay off in dividends. On the
flip side, disengaged employees cost companies money. Employees disengagement cost
us the U.S. economy between $483 to $605 billion annually in lost productivity. When
it comes down to dollars and cents, engage employees are more valuable.

3. Engaged employees stick around longer

Engaged employees are 87% a less likely to leave their current employer. That’s great
news, but it gets even better. While more than half of disengaged employees would
consider leaving their job for another offer, that number drops to just 25% among
engaged employees. Once you’ ve gone through the process of hiring a great employee,
the last thing you want to do is start from scratch because they left for greener
pastures. Engagement is the best way to make sure that doesn’t happen.

Studies have shown that there are some critical factors which lead to employee
engagement. They include, providing opportunities for personal development, making
the employees feel valued and involved, clarifying company’s values, fair evaluation of
employee’s performance, Proper pay system, providing them with certain benefits and
compensations, satisfaction in term of his job profile and career goals, allowing both,
upward and downward communication, Co-operation and consideration for his/her
family’s benefit. This critical factors emotionally attach the employees to the
organisation and thereby leading to engagement.
1.2 PROBLEM DEFINITION

Symon sneak, the author of “start with why”. Describes employee engagement in the
simplest of terms: “when people are financially invested they want a return, when people
are emotionally invested they want to contribute.”
Employee engagement is defined as employee’s emotional investment in their work - in
terms of the passion they put into their work and the motivation they feel to do their job
well.

Employee engagement is defined as the emotional investment employees make in their

organisation. It is the passion, involvement, and motivation they bring to work, which they
used to guide their work. Engaged employees identify with the goals of the organisation
and align their own goals with the organization goals.

The focus on employee engagement is on the rise globally. And it is not an issue relegated
only to the HR team of an organisation. It is a business concern that requires serious
consideration. In this piece, we discussed what employee engagement means, why it is
crucial to the bottom line of an organisation, effective technology - enabled employee
engagement, and examples of employee engagement in action.

1.3 OBJECTIVES OF THE STUDY

• To identify and diagnose the factors for employee engagement.

• To examining the impact of communication on individuals productivity.
• Identying the importance of employee participation in decision making.
• Identifying suitable measures to improve the employees engagement.

1.4 SCOPE OF THE STUDY

• By focusing on employee engagement, you can ensure employees stick around longer.
This keeps employee retention high and minimise employees turnover costs.
• This will help to reduce the attrition and to engage the productivity and profit.
• It will examine and focus on how to make the employee more engaged and
committed towards the organisational growth.
 • Customer service and client success as crucial pieces to any successful business. After
all, most business relay on growing and maintaining consumers.

1.5 LIMITATIONS OF THE STUDY

• Data collection process is more time consuming.

• Employees may not feel encouraged to provide accurate, honest awareness.
• Some questions were left unanswered or ignored by the employees.
 CHAPTER 2
LITERATURE REVIEW
EMPLOYEE ENGAGEMENT

Employee engagement is a workplace approach resulting in the right conditions for all members
of an organisation to give off their best each day, committed to their organisations goals and
values, motivated to contribute to organisational success, with an enhanced sense of their own
well-being.

Employee engagement is based on trust, integrity, two-way commitment and communication

between an organisation and its members. It is an approach that increases the chances of
business success, contributing to organisational and individual performance, productivity and
well-being. It can be measured. It varies from poor to great. It can be nurtured dramatically
increased; it can be lost and thrown away.

Engaged workers look at the whole of the company and understand their purpose. They
understand Burke and how they fit in. This is called alignment. Allignment leads to better
decision making, which drives growth and innovation. Organisations with an engaged workforce
outperform their competition. They have higher earnings per share (EPS). They recover more
quickly after recessions and financial setbacks. They experience a reduction in absenteeism, less
stress and less burnout. These companies have more FP leadership and better customers
satisfaction.

LEVELS OF EMPLOYEE ENGAGEMENT

Employee engagement reflects how employees feel about their company. How they feel about
work and different from person to person.

• Highly engaged
They are innovative, passionate, and have a deep connection with what they do. There
are problem solver who also motivate others. Highly engaged employees intent to stay
for the long term.

• Moderately engaged
Although they spend a good day at work they are unlikely to ask for new
responsibilities. They usually underperform. There are opportunities for improvement
in their engagement.
 • Somewhat disengaged
This set of employees are not connected to their work and lack motivation. There are
high chances that they are looking for other jobs.

• Disengaged
They actively doubt the mission and often make their dissatisfaction clear. It is
important to take appropriate measures to tackle disengaged employees. Otherwise,
they will impact the productivity of all the employees around them.

HISTORY OF EMPLOYEE ENGAGEMENT

A lot of HR practises have been around for decades. But the same cannot be said for employee
engagement. But while employee engagement may not have been around for decades like
performance management, it is no less important in the field of HR. In fact, employee
engagement can be considered one of the more accessible aspects of HR since it is not only
involves organisation and managers, but also mainly focus on employee well being and morale.

Employee engagement made its appearance around the 1990s. In fact, the every first use of the
time employee engagement can be traced back to a paper, “ Psychological condition of
Personal Engagement and Disengagement at work” in the Academy of Management Journal by
William A. khan in the year 1990. The paper explored the premise that, “ people can use varying
degrees of their selves[sic] , physically, cognitively and emotionally in work role performance,
which has implications for both their works and experience”.

Prior to that, while personal management was a widely accepted practise, nobody really gave
much thought to employee engagement. Until khan’s mention of the term employee
engagement, employees and the work they did was only considered in the context of how
involved they were with their job and how motivated they were with respect to their job. In
fact, even though employee engagement made its debut in 1990, it wasn’t well until the early
2000s that academia in general took note of it. A number of research papers were published on
the topic of employee engagement from the early 2000s onwards and continued to be
published even now speak literal volumes about employees engagements popularity as a
concept.
MEANING AND DEFINITION

Globally, the emphasis on employee engagement is increasing. But it is not limited to the HR
Department of organisation this is a trend that impacts organisation as a whole and deserves
careful attention.

Employee engagement is the emotional investment that workers make in their businesses. The
work they do is guided by the enthusasium, engagement, and drive they bring to the job.
Engaged workers fear a sense of oneness with the company’s objective and align their
individual goals with those of the organisation.

Here is another good definition of employee engagement as per Gartner: “Employee

engagement is the extent to which employees win passionate about their jobs, are committed
to the organisation, and put discretionary effort into their work.”

Dr William Khan, a professor and organisational psychologist, first formally introduced the
concept of employee engagement in 1990. He said that individuals physically, intellectually, and
emotionally interested in their job. Employees may also be disaffected or actively disengaged.

TYPES OF EMPLOYEE ENGAGEMET

DR. Robert Talbot, building upon the work of Alexander Astin in the 1980s, developed a
tripartite model of engagement, including these elements:

i Affective engagement (Emotional connection)

ii Cognitive engagement (Knowledge and belief -based connection)

iii Behavioural engagement (Intentions and actions demonstrating connection)

Emotional Engagement

When we talk about employees being ’ passionate’ about their work, this is what we mean.
Emotionally engaged workers care about the values and objectives of their organisation. Doing
their jobs well makes emotionally engaged employees feel satisfied overjoyed. They relish
challenges and invest emotional energy in organisational success (or failure).
There is, of course, a downside to emotional engagement- when times are tough, it can
negativity impact your workers. Nevertheless this type of engagement builds loyalty, improves
performance and result in good PR, since employees talk excitedly and post TV about their
employer.

Congnitive engagement

However, it’s not all about inspiring deep and positive feelings. The second element of
employee engagement is more functional employees must understand and agree with the aims
and objectives of their company. They must be invested in pursuing those objectives and
understand steps to be taken to achieve those ends.

This doesn’t mean that everyone must memorise the machine statement or be able to court
the findings of the annual report at will. Cognitive engagement is more about knowing where
the company or brand fits within the marketplace ecosystem. This enables employees to work
in sync with corporate plans, while protecting the brand.

Cognitive engagement is also about each employee understanding their individual role, their
job responsibility, how it relates to others in their team and department, and how it contributes
to the corporate mission and business outcomes.

Physical engagement

The last aspect of employee engagement can be understood in two senses. Firstly, it’s the
physical presence of employees (or hours committed if they work from home). Secondly it’s the
health and energy levels of employees when they are present.

In high-turnover organisations, signs of low physical engagement and actively disengaged

employees may include a high number of sick days and unexplained absences , unwilling to
work overtime, over a downturn in productivity. The responsibility for low physical engagement
also always lies with employer. Where workplaces are exploitative, without active appreciation
or reward structures, physical engagement suffers.
IMPORTANCE OF EMPLOYEE ENGAGEMENT

For engaged employees who are actively happy and completely committed to their work, it’s
more than just a pay check - it is the dedication towards their employees at road that makes
them passionate about their work, which is often reflected in business success and employee
engagement.

Employee communication remains the most essential tool to develop strong working
relationship among employees and achieve higher productivity rates. Companies that offer
clear, precise communication can swiftly build trust among employees.

Often, companies miss the core issues related to employee engagement because executive
assumes an encased workforce is directly linked to salary and compensation. Most leaders
figure employees leave the company due to the lack of promotional opportunities or the lure of
a new job package elsewhere. Conduction communication and engagement are often the three
most vital expert for the growth of many organisations, both internally and externally.

However, some recent studies contradict this, showing other more important factors directly
impact employee engagement. These include:

• Employee Trust in the company’s leadership

• Employee relationships with management teams/ supervisors, and
• Employee pride in being a part of the company.

Of these three factors, it turns out cultivating work relationships through proper, clear, and
open communication is the core of improving employee engagement outcomes.

EMPLOYEE ENGAGEMENT THEORIES

Employee engagement is the level of commitment and involvement that employees have in
their work. Engaged employees are more productive, more satisfied with their work, and less
likely to leave their jobs. There are many different employee engagement models, but some of
the most common include:

• The Khan Model

• The zinger model
• Maslow’s model
Each model has its own strength and weaknesses, and the best model for an organisation will
vary depending on its specific circumstances.

The khan model:

This model was developed by organisational psychologist William Khan. It identifies three
dimensions of employee engagement: physical, emotional, and cognitive. In a fully engaged
employee is someone who brings themselves fully mentally and physically to the
workplace,
finds meaning in their work and work with full potential without any risk of negative pushback.

The khan model outlined in the study, identifies three employee engagement outcomes for
successful system: physical, congnitive, and emotional. Khan said that to be fully and effectively
engaged, and employee must:

Find meaning in their work

Feel safe bringing their full self to work without any risk of negative pushback

Feel mentally and physically able to bring their full self to their workplace

The Zinger model:

This model was developed by psychologist and educator David Zinger. It is based on the
importance of employee connection with others, the organisation, the border community and
the customer. Web model is visualised as a pyramid that includes 10 blocks each of which
represent a different aspect of employee engagement.

The acronym CARE is central to the Zinger employee engagement model. It stands for:

• Connection
• Authentic relationships
• Recognisation and acknowledgement of how employee effort get results
• Engage (as a continuous action)
The Zinger model also sees employee engagement as a pyramid. This includes:

• The bottom row- Necessitates like well being, energy, and leveraging strengths
• The middle row- uniting the company by building meaningful workplace relationships
and foresting recognition
• The top row- Boosting performance, enabling staff to do meaningful work, and making
progress
• Top of the pyramid- Achieving results

Maslow’s model:

This model is based on Maslow’s famous hierarchy of needs theory. It suggests that employee
engagement is driven by the satisfaction of basic needs such as food, shelter, and safety as well
as higher- level needs such as love, belonging ,and self esteem.

They are as follows, from basic level to highest:

• Food, water, shelter, air, clothing, sleep

• Safety and security
• Love and belonging
 • Self esteem
• Self actualization (defined as fully releasing one's potential)

Emploeeys must be satisfied at the very least at the first level to feel engaged - including
making enough money to provide the basic and having enough time to sleep. However,
managers can make major employee engagement gains at the next levels.

Ironically, studies into maslow’s hierarchy have also found that non-hierarchal thinking can
motivate and drive performance better than rigid power structure.
 CHAPTER 3
INDUSTRIAL PROFILE
3.1 BRIEF HISTORY OF THE COSMETIC INDUSTRY

The word cosmetae[1,2] was first used to describe Roman slaves whose function was to bath
men and women in perfume. In Egypt,[3-5] as early as 10,000 BC, men and women used
scentedoils and ointments to clean and soften their skin and mask body odor. Dyes and paints
were used to color the skin, body and hair. They rouged their lips and cheeks, stained their nails
with henna and lined their eyes and eyebrows heavily with kohl. Kohl was a dark-colored
powder made ofcrushed antimony, burnt almonds, lead, oxidized copper, ochre, ash,
malachite, chrysocolla (a bluegreen copper ore) or any combination thereof. It was applied with
a small stick. The upper and lower eyelids were painted in a line that extended to the sides of
the face for an almond effect. In addition to reducing sun glare, it was believed that kohl
eyeliner could restore poor eyesight and reduce eye infection. Kohl was kept in a small, flat-
bottomed pot with a wide, tiny rim and a flat, disk-shaped lid. Cosmetics were an inherent part
of Egyptian[3] hygiene and health. Oils and creams were used for protection against the hot
Egyptian sun and dry winds.Myrrh, thyme, marjoram, chamomile, lavender, lily, peppermint,
rosemary, cedar, rose, aloe, olive oil, sesame oil and almond oil provided the basic ingredients
of most perfumes that were used in religious ritual and embalming the dead. For the lips,
cheeks and nails, a clay called red ochre was ground and mixed with water. Henna was used to
dye fingernails yellow or orange. Makeup was stored in special jars that were kept in special
makeup boxes. Women would carry their makeup boxes to parties and keep them under their
chairs. Although men also wore makeup, they did not carry makeup kits with them.

3.2 COSMETIC INDUSTRY

The cosmetic industry describes the industry that manufactures and distributes cosmetic
products. These include colour cosmetics, like foundation and mascara, skincare such as
moisturisers and cleansers, haircare such as shampoos, conditioners and hair colours, and
toiletries such as bubble bath and soap. The manufacturing industry is dominated by a small
number of multinational corporations that originated in the early 20th century, but the
distribution and sale of cosmetics is spread among a wide range of different businesses.
Cosmetics must be safe when customers use them in accordance with the label's instructions or
in the conventional or expected manner. One measure a producer may take to guarantee the
safety of a cosmetic product is product testing.
3.3 Benefits of social media marketing for beauty brands

• It builds a distinct brand identity with visual storytelling

• It generates real-time customer insights
• It amplifies reach with partnerships and collaborations
• It enables targeted reach and engagement

The most popular social media platforms for beauty businesses include:

• Instagram: Instagram is a visual-focused platform that is perfect for sharing photos

and videos of beauty products, looks and inspiration.

• Facebook: Facebook is a great platform for reaching a wide audience and building

brand awareness. You can use Facebook to share photos and videos of your products,

and giveaways and connect with customers.

• Pinterest: Pinterest is a visual platform that is perfect for beauty businesses. Beauty

businesses can use Pinterest to share pins of their products and services and to connect

with beauty enthusiasts.

• YouTube: YouTube is a great platform for sharing makeup tutorials, product reviews,

and other educational content. You can also use YouTube to share product reviews and

interviews with beauty experts.

• Twitter: Twitter is a good platform for sharing news and updates about your business.

You can also use Twitter to connect with influencers and get your products in front of a

new audience.

The beauty industry is a competitive one, and businesses need to find creative ways to reach

their target audience. Social media marketing is a powerful tool that can help beauty businesses

achieve their marketing goals.

 CHAPTER 4
COMPANY POFILE
4.1 BRIEF HISTORY OF THE ORGANISATION

Bhramarah is a cosmetics company that was established in 2019. The company is known for its
handmade, all-natural products.

• Bhramarah was established in 2019.

• The company is accredited by MSME, FSSAI, and GMP.

• Bhramarah has grown with the support of thousands of customers and millions

of fans on social media.

Bhramarah is a distinguished cosmetics company that was founded in 2019 with a vision to
revolutionize the beauty and skincare industry by offering high-quality, handmade, all-natural
products. Rooted in the principles of sustainability and wellness, Bhramarah quickly gained
recognition for its commitment to creating products that are both effective and
environmentally conscious. With a deep understanding of the importance of natural ingredients
in promoting skin health, the company offers a wide range of beauty essentials that are free
from harmful chemicals, artificial additives, and preservatives.

The company’s growth and success can be attributed to its unwavering focus on quality, purity,
and customer satisfaction. Bhramarah products are crafted with the finest, handpicked
ingredients, ensuring that every product not only nurtures the skin but also helps to restore and
rejuvenate it. The brand's dedication to offering safe and nourishing skincare solutions
resonates with consumers who are becoming increasingly aware of the need for clean beauty
products. As a result, Bhramarah quickly became a favorite among those who prioritize ethical
and eco-friendly beauty solutions.

Since its inception, Bhramarah has built a strong foundation, earning key accreditations from
leading authorities in the industry. The company is proud to be accredited by MSME (Micro,
Small, and Medium Enterprises), FSSAI (Food Safety and Standards Authority of India), and GMP
(Good Manufacturing Practices), certifications that stand as a testament to its commitment to
high standards in manufacturing, safety, and quality. These accreditations ensure that
Bhramarah’s products meet rigorous regulatory standards, further reinforcing the brand’s
credibility and trust among its loyal customers.

The brand’s rise to prominence can also be attributed to its innovative marketing strategies,
especially in the realm of social media. With millions of fans and a strong online presence,
Bhramarah has become a well-known name in the beauty industry. The company leverages its
social media platforms to engage with customers, share beauty tips, and promote the benefits
of using natural skincare products. This online community not only contributes to the
company's growth but also fosters a sense of belonging and trust among its customers.

Bhramarah's dedication to quality, sustainability, and customer satisfaction has enabled the
company to carve out a unique space for itself in the highly competitive beauty market. Over
the years, the brand has gained a reputation for creating products that are as effective as they
are eco-friendly, making it a preferred choice for individuals who seek premium, handmade,
and natural beauty solutions. As the company continues to grow and expand its reach, it
remains committed to its core values of integrity, transparency, and environmental
responsibility, promising to deliver only the best for its customers.

With a growing fanbase, an expanding product range, and a strong focus on maintaining high
ethical standards, Bhramarah is poised to lead the future of natural beauty and skincare. The
company’s dedication to improving the lives of its customers, combined with its commitment to
sustainable practices, ensures that it will continue to thrive in the years to come.

Current directors & key managerial personnel of BHRAMARAH ORGANICS

Director name Designation Appointment date

Saritha palamuttathu Managing director 2022-07-05
Omanakuttan pillai

Patmakumar anand Director 2022-07-05

4.2 MISSION, VISION STATEMENT & QUALITY POLICY FOLLOWED

Mission

The mission of Bhramarah Organics Cosmetics is to provide high-quality, handmade, allnatural

beauty products that promote the well-being of both its customers and the planet. Bhramarah
is committed to creating effective skincare solutions using ethically sourced, eco-friendly
ingredients that nourish and rejuvenate the skin, while staying true to the values of
sustainability, transparency, and environmental responsibility.

The company aims to empower individuals to make healthier, more conscious choices in their
beauty routines by offering products that are free from harmful chemicals and artificial
additives. Through its dedication to crafting pure and safe cosmetics, Bhramarah strives to
inspire a community that prioritizes wellness, ethical practices, and self-care.

At its core, Bhramarah seeks to lead a movement towards cleaner, greener beauty, making
high-quality, natural skincare accessible to everyone, while continuously growing as a brand
that stands for integrity, trust, and sustainability in every aspect of its business.

Vision

The vision of Bhramarah Organics Cosmetics is to become a leading brand in the global beauty
industry, known for its commitment to providing premium, all-natural, and ecofriendly skincare
products. Bhramarah aspires to transform the beauty landscape by promoting the power of
nature in enhancing personal well-being, while encouraging conscious and sustainable beauty
practices.

The brand envisions a world where every individual has access to high-quality, safe, and
effective skincare that supports both their health and the health of the planet. By continually
innovating and staying true to its core values of purity, sustainability, and ethical sourcing,
Bhramarah aims to inspire a global movement toward clean beauty and conscious
consumption.

Bhramarah’s long-term vision is to be a trusted household name, empowering individuals to

embrace natural beauty, and fostering a deeper connection between self-care, sustainability,
and environmental stewardship. Through these efforts, Bhramarah strives to make a lasting,
positive impact on the beauty industry, the environment, and the lives of its customers.

Quality policy followed

The quality policy followed by Bhramarah Organics Cosmetics is rooted in the commitment to
providing safe, effective, and eco-friendly beauty products that meet the highest standards of
quality and customer satisfaction. The company ensures that every product is crafted with the
utmost care, using only the finest natural ingredients, and following sustainable and ethical
practices.

Key aspects of Bhramarah’s quality policy include:

1. Pure and Natural Ingredients: Bhramarah uses only 100% natural, ethically sourced
ingredients, ensuring that all products are free from harmful chemicals, artificial additives, or
preservatives. This guarantees that every product is gentle and nourishing for the skin while
being safe for regular use.
2. Handmade Craftsmanship: Each product is meticulously handcrafted to ensure consistency
and excellence. The brand places a strong emphasis on traditional, artisanal methods of
production to maintain the purity and effectiveness of its products.

3. Adherence to Industry Standards: Bhramarah follows strict regulatory guidelines and industry
standards. The company is accredited by MSME, FSSAI, and GMP, which ensures that all
products are manufactured in hygienic, safe, and compliant environments, meeting or
exceeding global quality standards.

4. Continuous Improvement: The brand is committed to ongoing research and development,

continually refining and innovating its product formulations to better meet the needs of its
customers. Feedback from users is highly valued, and the company strives to enhance the
customer experience by improving product performance, packaging, and overall service.

5. Sustainability: Bhramarah is dedicated to sustainable practices, from sourcing ingredients

responsibly to using eco-friendly packaging. The company strives to reduce its environmental
footprint while ensuring that every product is created with for the planet.

6. Customer Satisfaction: Bhramarah places customer satisfaction at the forefront of its

operations. The company ensures that each product undergoes rigorous quality control testing
before it reaches the customer, aiming to provide a positive experience and high-value results
every time. Through this quality policy, Bhramarah Organics Cosmetics aims to uphold its
reputation as a trusted brand that delivers premium, safe, and effective natural skincare
solutions while prioritizing environmental and ethical considerations.

4.3 BUSINESS PROCESS OF THE ORGANISATION – PRODUCT PROFILE

Bhramarah Organics Cosmetics offers a diverse range of high-quality, handmade, all-natural

skincare products designed to nourish and rejuvenate the skin while promoting overall
wellness. The product profile of Bhramarah reflects the brand’s commitment to using only pure,
ethically sourced ingredients that are free from harmful chemicals, artificial additives, and
preservatives. Below is an overview of the product categories and key offerings from
Bhramarah Organics Cosmetics:

1. Facial Care

• Cleansers and Face Washes: Gentle, all-natural cleansers made with plant-based ingredients
that effectively remove dirt, oil, and impurities without stripping the skin’s natural moisture.
• Face Scrubs and Exfoliators: Exfoliating scrubs that combine natural exfoliants such as sugar,
salt, or coffee to remove dead skin cells, leaving the skin smooth and refreshed.

• Face Serums and Oils: Light, fast-absorbing serums and oils that target specific skin concerns
like acne, pigmentation, and dryness, while delivering deep hydration and nourishment.

• Moisturizers: Hydrating creams and lotions formulated with natural oils, butters, and plant
extracts that restore moisture, improve skin texture, and leave the skin soft and supple.

• Face Masks: Deep-cleansing and detoxifying masks made from clays, herbs, and essential oils
to purify, brighten, and nourish the skin.

2. Body Care

• Body Scrubs: Exfoliating body scrubs crafted with natural ingredients like sugar, salt, and
coffee to smoothen and rejuvenate the skin, promoting circulation and removing dead skin
cells.

• Body Lotions and Creams: Rich, hydrating lotions and creams that offer deep moisture,
leaving the skin soft, smooth, and nourished, while protecting it from dryness.

• Body Oils: Luxurious oils that deeply moisturize and condition the skin, offering a natural glow
and improving skin elasticity.

3. Hair Care

• Shampoos and Conditioners: Plant-based shampoos and conditioners that cleanse and
nourish the hair without the use of harsh chemicals. These products promote healthy scalp
health and hair growth.

• Hair Oils: Restorative hair oils formulated with natural oils like coconut, argan, and jojoba to
strengthen hair, promote shine, and prevent split ends.

• Hair Masks: Deep-conditioning treatments that help repair and restore damaged hair,
providing intense hydration and improving overall hair health.

4. Lip Care

• Lip Balms: Moisturizing lip balms made from natural butters and oils that hydrate and protect
the lips from chapping and dryness.

• Lip Scrubs: Gentle exfoliating scrubs for the lips, formulated with natural sugar and nourishing
oils to remove dead skin cells, leaving lips soft and smooth.
5. Bath Care

• Bath Salts: Aromatherapy bath salts made with natural minerals and essential oils that help to
relax and detoxify the body while soothing the skin.

• Bath Oils: Nourishing oils that add hydration and softness to the skin, offering a luxurious and
calming bath experience.

6. Essential Oils and Aromatherapy

• Essential Oils: Pure, therapeutic-grade essential oils such as lavender, eucalyptus, tea tree,
and peppermint, offering a range of benefits for relaxation, skin care, and overall wellness.

• Aromatherapy Blends: Custom blends of essential oils designed to support emotional well-
being, stress relief, and overall balance through the power of scent.

7. Anti-Aging & Skin Repair

• Anti-Aging Creams and Serums: Products formulated with natural antioxidants and plant-
based ingredients to reduce the appearance of fine lines, wrinkles, and sagging skin, promoting
a youthful, glowing complexion.

• Under-Eye Creams: Specially designed to target dark circles, puffiness, and fine lines around
the delicate under-eye area, using ingredients like caffeine, aloevera, and rose water.

8. Sun Care

• Sunscreen: Natural, mineral-based sunscreens that provide broad-spectrum protection

against harmful UVA and UVB rays while nourishing and hydrating the skin.

• After-Sun Care: Cooling and soothing gels or creams formulated with aloe vera and other
calming ingredients to hydrate and repair skin after sun exposure.

9. Men’s Grooming

• Beard Oils and Balms: Natural oils and balms that help condition, nourish, and style facial hair
while keeping the skin underneath moisturized and healthy.

• Shaving Creams: Smooth, hydrating shaving creams that create a soft lather, reducing
irritation and providing a close, comfortable shave.
4.4 BUSSINESS STRATEGIES

Bhramarah Organics Cosmetics has developed a comprehensive approach to ensure the growth
and success of its business by focusing on key strategies in areas such as business development,
pricing, and management. Here’s an in-depth look at the strategies employed by Bhramarah
Organics Cosmetics:

1. Business Strategy

a. Focus on Natural and Eco-Friendly Products

Bhramarah Organics Cosmetics has built its identity around offering 100% natural, handmade,
and eco-friendly products. This focus on clean, sustainable beauty solutions sets it apart from
competitors in a market that is increasingly leaning toward natural and ethical products. By
prioritizing quality and safety, the brand attracts consumers who are environmentally conscious
and prefer non-toxic, cruelty-free options.

b. Customer-Centric Approach

The company places a strong emphasis on understanding and meeting the unique needs of its
customers. Through personalized customer engagement, feedback collection, and continuous
communication on social media platforms, Bhramarah ensures its products align with customer
preferences. They regularly incorporate customer suggestions to enhance their product
offerings, which cultivates loyalty and strengthens the brand's community.

c. Digital Transformation and E-Commerce Growth

Bhramarah has strategically expanded its online presence to tap into the growing ecommerce
market. The brand leverages its social media channels to connect directly with consumers,
promote products, and build brand awareness. Through a robust digital marketing strategy,
Bhramarah has built a loyal following, using social media platforms not only for advertising but
also as a space for interaction and education. The e- commerce website offers a seamless
shopping experience, contributing to increased sales and market reach.

d. Product Diversification

Bhramarah has diversified its product range to cater to different aspects of beauty and
wellness. From skincare and hair care to essential oils and grooming products, the brand
provides a one-stop solution for all-natural beauty needs. This diversification allows the brand
to tap into multiple segments of the market, increasing its appeal to a broader audience.
e. Sustainability and Ethical Practices

A cornerstone of Bhramarah’s business strategy is its commitment to sustainability. The

company is dedicated to reducing its environmental impact by using eco-friendly packaging and
supporting ethical sourcing of ingredients. This resonates well with today’s conscious
consumers who are more likely to choose brands that prioritize sustainability.

2. Pricing Strategy

a. Premium Pricing for Quality Bhramarah positions itself as a premium brand in the natural
cosmetics sector. By offering high-quality, handmade, and ethically sourced products, the brand
justifies its pricing structure, which may be higher than mass-market, chemical-based
alternatives. The premium pricing reflects the craftsmanship, purity, and effectiveness of the
products. Customers are willing to pay more for products that are safe, effective, and
environmentally friendly.

b. Competitive Pricing in a Niche Market While Bhramarah’s products are positioned in the
premium category, the brand ensures that its pricing remains competitive within the natural
skincare market. The pricing strategy is crafted in such a way that it balances affordability with
the high quality of ingredients used. The brand also offers seasonal discounts, bundle deals, and
promotions that encourage customer loyalty while maintaining a premium perception.

c. Value-Based Pricing

Bhramarah emphasizes the value customers receive from using natural, highperformance
products. The value-based pricing strategy allows customers to perceive their purchase as an
investment in long-term skin health, wellness, and sustainability. The price points are designed
to reflect the added benefits of using safe, chemical-free products that contribute to both
personal and environmental well-being.

d. Customizable Product Bundles

To cater to different budgets and customer needs, Bhramarah offers customizable product
bundles, allowing customers to purchase multiple products at a discounted rate.This not only
drives sales but also encourages customers to try a wider range of products, ultimately
increasing brand loyalty and repeat purchases.
3. Management Strategy

a. Strong Leadership and Vision

The management team at Bhramarah Organics Cosmetics is committed to upholding the

brand’s mission and vision. Led by visionary leadership, the team ensures that all business
operations, from product development to marketing, align with the core values of
sustainability, ethics, and customer well-being. Regular strategy reviews and adaptability are
key aspects of the management approach to navigate industry changes.

b. Operational Efficiency

Bhramarah follows a streamlined approach to manufacturing, ensuring that every product is

made with precision and care. The brand emphasizes quality control, safety standards, and
consistency in production to meet customer expectations. Operational efficiency is enhanced
by its small-batch production model, which allows for personalized attention to detail without
compromising product quality.

c. Talent Management and Employee Engagement

Bhramarah invests in recruiting talented individuals who are passionate about natural products,
sustainability, and the beauty industry. Employee satisfaction and engagement are prioritized
through continuous training, creating a positive work culture, and fostering innovation. The
team is encouraged to share ideas that could contribute to product improvements, enhancing
the brand’s competitive edge.

d. Strategic Partnerships and Collaborations

Bhramarah actively collaborates with suppliers, vendors, and influencers who share the brand’s
vision of promoting natural beauty products. By forming partnerships with like minded
organizations, the brand can leverage additional expertise, expand its network, and enhance its
credibility in the marketplace. These partnerships extend to collaborations with wellness
professionals, beauty influencers, and eco-conscious brands to further strengthen its market
presence.

e. Customer Relationship Management (CRM)

Bhramarah employs CRM tools to maintain strong relationships with its customers.Through a
combination of email marketing, personalized promotions, and social media interactions, the
brand keeps customers engaged, informed, and loyal. It also implements a feedback loop
system, where customers’ opinions and experiences are actively used to refine and enhance
products, services, and customer support.
f. Continuous Innovation and Product Development

Management at Bhramarah emphasizes the importance of innovation to stay ahead in the

rapidly evolving beauty market. The brand invests in R&D to develop new formulations,
improve existing products, and stay on top of emerging beauty trends. It continually explores
new natural ingredients, sustainable practices, and packaging solutions to meet the evolving
needs of its customers.

4.5 SWOT ANALYSIS OF THE COMPANY

Here’s a SWOT analysis of Bhramarah Organics Cosmetics, which highlights the brand's
Strengths, Weaknesses, Opportunities, and Threats within the competitive landscape of the
natural cosmetics and beauty industry.

Strengths:

1. Natural, Handmade Products

2. Eco-Friendly and Sustainable Practices

3. Strong Online Presence and Social Media Following

4. Accreditations and Quality Standards

5. Diverse Product Range

Weaknesses:

1. Premium Pricing

2. Limited Physical Retail Presence

3. Small Batch

4. Dependency on Digital Marketing

Opportunities:

1. Growing demand for natural and organic products

2. Expansion into global markets
3. Partnerships and collaboration
4. Product line extensions and customization
5. Increased focus on sustainability

Threats:

1. Intense competition in the organic beauty market

2. Market saturation
3. Economic factors and consumer spending
4. Supply chain disruption
5. Regulatory challenges
 CHAPTER 5
RESEARCH METHODOLGY
5.1 STATEMENT OF PROBLEM

The concept of employee engagement in human resource ( HR) refers to how enthusiastic and
committed an employee is about their work. Employees that are engaged feel that their efforts
matter and are concerned about both the company’s performance and their job. An engaged
worker is motivated by more than just a wage and made their own happiness as a direct result
of their output and a crucial compound of their organisation success.

5.1 RESARCH DESIGN

A research design is a strategy for answering your research question using empirical data.
Creating a research design means making decision about: Your overall research objectives and
approaches. Whether you’ll rely own primary research or secondary research. Your sampling
methods or criteria for selecting subjects.

5.3 SAMPLE DESIGN

Sample design is the method you use to choose your sample. There are several types of
sampling designs and they all serve as road maps for the selection of your survey sample. The
objective of sampling design is to ensure that your selected sample allows you to generalise
your findings to the entire population you are targeting.

POPULATION

A population is the entire group that you want to draw conclusion about. A sample is the
specific group that you will collect data from. The size of the sample is always less than the total
size of the population. In research, a population doesn’t always refer to people.

SAMPLE SIZE

The sample size is the measure of the number of individual samples used in an experiment. For
the study 30 workers respondents were selected in random from the total population.
SAMPLING TECHNIQUES

For the study convenience sampling is used.

Convenience sampling

In convenience sampling, the sample consist of individuals who are most accessible to the
researcher. It may be easy to collect initial information, but it cannot be generalised to your
largest population

5.4 DATA COLLECTION DESIGN

Data collection methods are techniques and procedures used to gather information for
research purposes. These methods can range from simple self- reported service to more
complex experiments and can involve either quantitative or qualitative approaches to data
gathering.

DATA SOURCES

Depending on the source, it can classify as:

• Primary data
• Secondary data

Primary data

The primary data is also collected raw data which is collected first hand by the researchers. The
primary data is collected according to the objectives layout by the research.

Secondary data

The secondary data is sourced from the prepared databases provided by different
organisations. The secondary data or often time series data used for the analysis of a particular
phenomenon for forecasting.
DATA COLLECTION TOOLS

Primary data collection tools

• Observations

In this method researchers observe a situation around them and record the findings. It
can be used to evaluate the behaviour of different people in controlled (everyone know
they are being observed) and uncontrolled (no one knows they are being observed)
situations. This method is highly effective because it is straight forward at not directly
dependent other participants.

• Surveys and questionnaires

Surveys and questions provide a broad perspective from large groups of people. They
can be conducted face- to- face, mailed, or even posted on the Internet to get
respondents from anywhere in the world.

Secondary data collection tools

• Internet
• Government record
• Libraries

5.5 DATA ANALYSIS TOOL

The percentage can be found by dividing the value by the total value and then multiplying the
result by 100. The formulae used to calculate the percentage is:

(Value/total value) x 100%

 CHAPTER 6
DATA ANALYSIS AND
INTERPRETATION
1. Satisfaction regarding communication channels for sharing feedback and ideas at
Bhramarah organics pvt ltd company

Table 6.1

Communication channels No. of respondents percentage

And feedback

Highly satisfied 10 33
Satisfied 12 40
Neither or nor 5 17

dissatisfied 3 10
Total 30 100

Diagram 6.1

No of respondents

10%

33% highly satisfied

17%
satisfied
neither or nor
dissatisfied

40%

INTERPRETATION
From the above data, 33% of the employees are satisfied with the communication
channels and feedback channels provided by the company, 14% are satisfied, 17% are
neither satisfied nor dissatisfied and 10% are dissatisfied.
2.Level of recognition and appreciation of the employees receive at the company

Table 6.2

Recognition and No of respondents percentage

appreciation of the
employees

Excellent 5 17

Good 21 70

Fair 4 13

Total 30 100

Diagram 6.2

No of espondents

13% 17%

Excellent
good
fair

70%

INTERPRETATION

From the abode data 17% of the employees are set the level of recognition and appreciation
they receive from the company is excellent, 70% is considered it good and 30% says fair.
3.How well does bhramarah organic pvt ltd company foester a sense of belongings and
inclusion among employees

Table 6.3

Level of fostering a sense of No of respondents percentage

belongings and inclusion
among employees

Very well 13 43

Moderately well 17 57

Not well 0 0

Total 30 100

Diagram 6.3

no of respondents

0%

very well
43%
moderately well
57%
not well

INTERPRETATION

From the above data 43% 0f the employees says that Bhramarah company foster are very well
sense of belongings and inclusion among employees, 57% says its moderately well.
4. How often do you feel motivated to go above and beyond in your role at bhramarah
company

Table 6.4

Feeling motivated to go No of respondents percentage

above and beyond in your
role

Often 2 7

Occasionally 18 60

Rarely 10 33

Total 30 100

Diagram 6.4

no of respondents

7%

33%
often
occasionally
rarely

60%

INTERPRETATION

From the above data 7% of employees says that they feel motivated to go above and beyond
often, 60% occasionally feels it and 33% rarely does.
5. How supported do you feel by your immediate supervisor or manager in achieving your
professional goals at bhramarah company

TABLE 6.5

Support from supervisor or No of respondents percentage

manager in achieving
professional goals

Fully supported 11 37

Partially supported 9 30

Not supported 10 33

Total 30 100

DIAGRAM 6.5

No of respondent

33%
37% 1st Qtr
partially supported
not supported

30%

INTERPRETATION

From the above data 37% of employees says that they feel fully supported in achieving
professional goals by their immediate supervisors or managers, 30% feel partially supported
and 33% do not feel supported.
6. To what extent do you believe bhramarah company encourages work- life balance among
its employees

TABLE 6.6

Encourage work life balance No of respondents percentage

among employees

To great extent 15 50

To some extent 10 33

Not at all 5 17

Total 30 100

DIAGRAM 6.6

No of respondents

17%

To great extent
50% to same extent
not at all
33%

INTERPRETATION

From the above data50% of employees says that the bhramarah company encourages work-life
balance among its employees to a great extent, 33% of employees to some extent and 17% of
employees not at all feel off.
7 How satisfied are you with the training and development opportunities provided by
bhramarah organic company

TABLE 6.7

Training and development No of respondents Percentage

opportunities

Very satisfied 20 67

Satisfied 4 13

Dissatisfied 6 20

Total 30 100

DIAGRAM 6.7

No of respondents

20%

very satisfied
satisfied
13%
disastisfied
67%

INTERPRETATION

From the above data 67% of employees are very satisfied with the training and development
opportunities provided by the bhramarah organic , 13% are satisfied and 20% are dissatisfied.
8. How well does bhramarah company promote collaboration and teamwork among its
employees

TABLE 6.8

Collaboration and teamwork No of respondents Percentage

among empoyees

Extremely well 7 23

Moderately well 13 44

Poorly 10 33

Total 30 100

DIAGRAM 6.8

No of espondents

23%
33%
extremely well
moderately well
pooly

44%

INTERPRETATION

From the above data 23% of employees feel that the promotion of collaboration and teamwork
among at bhramarah company is extremely well, 44% feels its moderately well and 33% says its
poor.
9. How transparent do you perceive the decision making within bhramarah company

TABLE 6.9

Transparency of decision No of respondent percentage

making process

Highly transparent 2 7

Somewhat transparent 9 30

Not transparent 19 63

Total 30 100

DIAGRAM 6.9

No of respondent

7%

highly transparent
30%
somewhat transparent

63% not transparent

INTERPRETATION

From the above data 7% of employees says that the decision making process at bhramarah
company is highly transparent , 30% says its somewhat transparent and 63% says its not
transparent.
10. How valued do you feel as an employee of bhramarah company

TABLE 6.10

Value for employees No of respondents Percentage

Highly valued 12 40

Somewhat valued 13 43

Not valued 5 17

Total 30 100

DIAGRAM 6.10

No of respondents

17%

40% highly valued

somehat valued
not valued

43%

INTERPRETATION

From the above data 40% of employes feel they are highly valued 43% feels somewhat valued
and 17% feel they are not valued.
11. How likely are you to recommend bhramarah company as a great place to work to your
friends or acquaintance

TABLE 6.10

Recommending bhramarah No of respondents Percentage

company as a great place to
work

Very likely 14 46

likely 14 47

unlikely 2 7

Total 30 100

DIAGRAM 6.11

No of respondents

7%

very likely
46%
likely
47% unlikely

INTERPRETATION

From the above data 46% of the employees very likely recommend that Bhramarah Company as
a great place to work to their friends and acquisitions, 47% is likely recommended and 7% do
not recommend.
12. how often do you receive constructive feedback on your performance at bhramarah
company

TABLE 6.12

Constructive feedback on No of respondents percentage

pefomance

Regularly 12 40

Occasionally 8 27

Rarely 10 33

Total 30 100

DIAGRAM 6.12

No of respondents

33%
40% 1st Qtr
occasionally
rarely

27%

INTERPRETATION

From the above data 40% of the employees regularly get constructive feedback on their
performance at Bhramarah Company 27% occasional receive it and 33% of the employees
rarely gets .
13. How well does bhramarah company encourage innovations and creativity among its
employees

TABLE 6.13

Encourage of innovations No of respondents percentage

and creativity among its
employees

Very well 12 40

Moderately well 10 33

poor 8 27

Total 30 100

DIAGRAM 6.13

No of respondent

27%
40% very well
moderately well
poor

33%

INTERPRETATION

From the about data 40% of employees says that the Bhramarah Company encourage
innovation and creativity among its employees is very well 33% says its moderately well and
27% says it is poor.
14. How satisfied are you with the opportunities for career advancement and growth at
bhramarah company.

TABLE 6.14

Opportunities of career No of respondent percentage

advancement and growth

Very satisfied 11 44

Satisfied 12 48

Dissatisfied 2 8

Total 30 100

DIAGRAM 6.14

Nof respondents

8%

very satisfied
44%
satisfied
disastisfied
48%

INTERPRETATION

From the above data 44 % of employees are very satisfied with the opportunities for career the
advancement and growth at Bhramarah Company and 48 % are satisfied and 8% are
dissatisfied.
15. How well does the Bhramarah company prioritize employee well being and health

TABLE 6.15

Prioritising employee well No of respondents Percentage

being and health

Extremely well 2 7

Moderately well 13 43

Poor 15 50

Total 30 100

DIAGRAM 6.15

No of respondents

7%

extremely well
50% moderately well
43%
poor

INTERPRETATION

From the above data 7% of employees says that the Bhramarah Company prioritise employee
well being and health extremely well 43% says its moderately well and 50% says its poor.
 CHAPTER 7
FINDINGS , SUGGESTIONS,
AND CONCLUSION
FINDINGS

• 53 % of employees are very satisfied with the company’s channel for communication
and feedback. 40% are content, 70% are neither Satisfied nor unsatisfied, and 10% or
dissatisfied.
• 37% of workers indicate that their immediate managers or supervisors fully support
them in reaching their professional goal, 30% say they only receive limited support,
and 33% say they receive no help at all.
• 7% of workers felt Bharamarh Company decision making process is very transparent,
30% said it is somewhat clear and 63% says it is not transparent at all.
• 40% of employees believe they are highly appreciated, 43% believe they are
moderately valued, and 70% believe they are not.
• 7 % of workers believe that Bhramarah Company prioritises employee health and well
being exceptionally well, 43% believe it is reasonably well and 50% believe it is poorly.
• 10% of workers believe that Bhramarah Company responds extremely well to their
comments and concerns, 30% believe that it responds fairly well, and 60% believe that
it responds poorly.
• 50% of the employees feel very engaged as an employee at Bhramarah Company 33%
feel engaged and 70% feels not engaged.
SUGGESTIONS

• Foster a workplace environment that values transparency, trust, respect and

collaboration.
• Encourage open communication and create opportunities for employees to contribute
their ideas and feedback.
• Implement the organisation programmes to acknowledge employees contributions at
achievements.
• Offer training coaching at mentorship programmes to help employees develop their
skills and advance in their careers. Private opportunities for continuous learning and
growth, both professionally and personally.
• The company can foster a culture of diversity, equity, and inclusion
• Empower employees by including them in decision making process.
CONCLUSION

A study on the employee engagement with reference to Bramarah organic pvt ltd
company attempted to identify the effectivness of employee engagement activities on
employees productivity and job satisfaction.

Bhramrah company believes in providing ample opportunities for employee development and
growth. Employee engagement is essential for organisation to be successful. By investing in
employee training and development, offering comprehensive employee benefits and welfare
programmes, promoting diversity and inclusions, and engaging employees, the group has
created a work culture that fosters employee well being and satisfaction. The Bhramarah
Company HR practises benchmark for others companies looking to create a positive and
engaging work environment for their employees.
ANNEXURE
ANNEXURE 1

QUESTIONNAIRE

NAME:

AGE:

GENDER:

1. How satisfied are you with the communication channels for sharing feedback and ideas at
Bhramrah Company?

a ) Very satisfied
b) somewhat satisfied
c) not satisfied

2. How would you rate the level of recognition and appreciation you receive for your work at
Bhramrah Company?

a) excellent

b) good

c)fair

3. In your opinion how well does Bhramarah Company foster a sense of belonging and inclusion
among its employees?

a) Very well

b) moderately well

c) not well

4. How often do you feel motivated to go above and beyond in your role at Bhramrah
Company?

a) Offen

b)occasionally

c) rarely

5. How supported do you feel by your immediate supervisor or manager in achieving your
professional goals at Bhramarah company?
 a) Fully supported

b) partially supported

c) not supported

6. To what extent do you believe bhramarah company encourage work life balance among its
employees?

a) To great extent

b) To some extent

c) not at all

7. How satisfied are you with the training and development opportunities provided by
bhramarah company?

a)Very satisfied

b) satisfied

c) dissatisfied

8. how well does bhramarah company promote collaboration and teamwork among its
employees?

a) Extremely well

b)moderately well

c)poorly

9. how transparent do we perceive the decision making process within Bhramarah Company?

a) Highly transparent

b) somewhat transparent

c) not transparent

10. How value do you feel as an employee of Bhramarah Company?

a) Highly valued

b) somewhat valued
 c) not valued

11. How likely are you to recommend bhamarah company as a great place to work to your
friends and acquaintances?

a) Very likely

b) likely

c) unlikely

12. How often do you receive constructive feedback on your performance at Bhramarah
Company?

a) Regularly

b)occasionally

c) rarely

13How does bhramarah company encourage innovation and creativity among its employees?

a) Very well
b) moderately well
c) poor

14. How satisfied are you with the opportunities for career advancement and growth rate at
Bhramarah Company?

a) Very satisfied

b)satisfied

c)dissatisfied

15. How well does bhramarah company prioritise employee well being and health?

a) Extremely well

b) moderately well

c) poor