EMPLOYEE ENGAGEMENT AND ITS PREDICTORS: A STUDY OF SELECTED IT SECTOR ORGANIZATIONS IN DELHI AND NCR

The general belief is that employees get connected to their work and therefore positively influencing their performance. Acquiring international attention, employee engagement is gaining momentum and popularity. According to Thayer (2008), the concept of employee engagement is speedily gaining importance in the workplace; and within their orgainization, employers can create a positive psychological environment by identifying the factors that can boost employee engagement. As defined by Right Management (2006), true engagement is every person in the organisation being understanding and committed to the success of the business, creating job satisfaction and developing aspects of commitment, pride and advocacy about the organisation's products and brand. Although the organization is blamed for not making a process work, it is essential to manage effective communication and involve the employees and align them with the organisation. According to Konrad (2006), employee engagement can lead to a win-win situation for both employees and managers. This is achieved by providing training to employees to build their knowledge and skills to make and implement decisions, providing information about their actions that affect business performance and also rewarding them for their improved performance. OBJECTIVE To identify and measure the key predictors of employee engagement among the trainee and executive level employees of selected IT sector organizations in Delhi and NCR. METHODS/STATISTICAL ANALYSIS Data on demographic information about the participants collected through a survey. A well-established survey instrument called Gallup's Q12 is used to measure employee engagement. This tool consists of 12 statements (factors) designed to measure the extent to which employees are engaged in their work and which are found to be actionable at the supervisor or manager level in an organization. FINDINGS IT sector organizations should ensure a dynamic work place relationship which will allow the employees to express themselves physically, cognitively and emotionally during their role performance. This study aims to measure the engagement level of employees and to identify the factors that need to be improved to increase the level of engagement. The relationship between internal communication and employee engagement within the workplace provides quantifiable evidence. The importance and prominence of organization-employee and supervisor-employee relationships within the work place is unveiled from the results of the study. From the results of the data analysis, we can conclude that the employees know what is expected of them at work and the organization encourages the sharing of information, knowledge and resources. APPLICATION/IMPROVEMENTS By identifying key predictors of employee engagement there is noteworthy contribution from this study especially for talented employee retention and full engaging system. The significance of this study has to be viewed and admitted with its own limitations. The size, convenience and homogeneity of the sample might limit the generalize ability of this study. KEYWORDS: Commitment, Relationship, Development, Working Environment, Gallup's Q12 Items & Talent Management