Study the Best Practices in T&M (Time and Material) Employee Engagement Model and Recommend possible Interventions in WI-IMS (Wipro InfoTech- Infrastructure Management Services)
Journal of Human Resource Management
Volume 2, Issue 1, February 2014, Pages: 16-21
Received: Feb. 4, 2014;
Published: Feb. 28, 2014
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Akshay Grover, MBA final year Marketing and HR student, Acharya Institute of Management and Sciences, Bangalore
Kalpana Jayakrishnan, Program Manager, HR Department, Bangalore University, India
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It is essential for an organization to sustain in the long run have an engaged workforce. An engaged workforce takes an organization to great heights. Engaged employees contribute to the bottom line. Employees feel engaged when they find personal meaning and motivation in their work, receive positive interpersonal support, and operate in an efficient work environment. An employee when engaged emotionally, cognitively and physically helps creating a great place to work. The engagement levels in the organization determine the enthusiasm of an employee to come to the work every single day. The more engaged the employee is, more is the likelihood of the organization to be a great place to work. Engagement is linked to three essential forces in the organization - Attrition, Productivity & Profitability. That essentially is the reason that today, all efforts are being made to make the employees feel that the organization cares for him and wants his success and growth. This organization is no different and thus wanted to understand ways of creating employee delight for its employees. Taking the employee satisfaction survey as the base, the problem areas were identified and accordingly, the recommendations to address the problems were given.
Employee Engagement, Retention, Major Challenge
To cite this article
Study the Best Practices in T&M (Time and Material) Employee Engagement Model and Recommend possible Interventions in WI-IMS (Wipro InfoTech- Infrastructure Management Services), Journal of Human Resource Management.
Vol. 2, No. 1,
2014, pp. 16-21.
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