Rimpi file

1. Introduction
Apollo Tyres Limited is in the core business of manufacturing and marketing of Bias and Radial
automotive tyres in India. Company is having state of the art manufacturing facilities in the state
of Kerala, Gujarat and Maharashtra with a group turnover of Rs. 2656.81 crore. Company have
joined hands with the world's leader in tyres, Michelin. This strategic alliance offers the world's
best tyre with world's best technology to Indian consumers.
Company leads the market across all the tyre segments and has been very agile in launching new
products to satisfy the challenging customer's needs with focus on quality and safety features of
the products. The major benefit derived as result of R & D work. In Radial, it is ACELERE-
The first full range of H-Rated passenger Radial Tyre in the country which has given the
Organisation an age over its competitors which is unique in the country. In the Bias segment,
the success is marked by the development of energy efficient Tyre/ High Speed Tyre, which will
also be a real delight for the customers in days to come, specially in today's improved road
conditions.
History of Apollo Tyres Limited
Apollo Tyres Ltd. (ATL) was incorporated 28th September, 1972 as a Public Limited Company
and obtained certificate of Commencement of Business on October 24, 1972. The Company
was promoted by Bharat Steel Tubes, Ltd. Raunaq International Pvt. Ltd., Raunaq & Co. Pvt.
Ltd., Raunaq Singh, Mathew T. Marattukalam and Jacob Thomas. The Company manufacture
automobile tyres and tubes, camel back/retreading materials and rubber conveyor
belts.15,00,000 No. of equity shares issued to Bharat Steel Tubes Ltd., 2,50,000 No. of equity
shares to Kerala Govt. and 13,50,000 No. of equity shares to promoters, etc. and associate
companies, 75,000 pref. shares and 46, 50,000 No. of equity shares offered at par to the public
in October 1975, 35 Pref. and 13, 06,200 No. of equity shares forfeited in 1977-78. During
1978-79 forfeiture on 22,200 No. of equity shares annulled.
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In 1980, forfeiture on 2, 30,050 No. of equity shares annulled. After the expiry of the original
agreement the Company negotiated with General Tire International Co., U.S.A., for the renewal
with General Tire International Co., U.S.A., for the renewal of the technical collaboration
agreement for a further period of 5 years. This agreement expired on January 1987.Forfeiture
annulled on 700 No. of equity shares during 1981-82 and on another 610 No. of equity shares
during 1981-83.
In 1997, the Company issued 12.5% NCD aggregating Rs 20 crore to IDBI on private placement
for a period of 18 months, 1, 65,206 No. of equity shares issued on conversion of detachable
warrants. Apollo Tyres Limited has set up shop in the city opening its Apollo Tyre World
(ATW) through Vora Tyres. Apollo has been setting up ATW's all over the country equipped
with state-of-the-art testing equipment. ATL signed a letter of intent with the global major
Continental AG for a 50:50 joint venture for setting up a 4.7 million passenger car radial
facility.
ATL is the first Indian company to have an ISO 9001 accreditation for the entire product range.
ATL has emerged as the fastest growing tyre company in India (turnover up six-fold in the last
five years) and the seventh fastest in the world. Apollo Tyres Ltd. has zeroed in on Tamil Nadu
for setting up its Rs 450-crore Greenfield truck radial tyre manufacturing plant. Apollo Tyres
Ltd has posted a 48.48 per cent decline in net profit at Rs 3.22 crore for the quarter ended
September 30, 2001.In 2002, Apollo Tyres Ltd has informed that the appointment of Shri
Raunaq Singh as Managing Director. He will however continue to be a Director and Non-
Executive Chairman of the Board of Directors, liable to retire by rotation.
Apollo Tyres Ltd has informed that the Board of Directors appointed Mr Onkar S Kanwar as
the Chairman of the Board of Directors. The Board also appointed Mr D Sengupta former
Chairman of GIC as an Additional Director of the Company. Apollo Tyres Ltd has informed the
Exchange that Mr. Raaja R S Kanwar has been appointed as Director, liable to retire by rotation
in the vacancy caused by the retirement of Mr. Raunaq Singh, Non-Executive Director and
Chairman of the Board.
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CORPORATE HISTORY
• First Indian Tyre Company to launch exclusive branded outlets - Apollo Tyre World for
truck tyres.
• First Indian Tyre Company to segment the market on the basis of load and mileage
requirements.
• First Indian Tyre Company to introduce packaging for car and two-wheeler tyres and
tubes.
• First Indian Tyre Company to run a customer loyalty programme.
• First Indian Tyre Company to introduce radial tyres for the farm category.
• First Tyre Company in India to obtain ISO Certification for all its operations.
• First Indian Tyre Company to produce H, V and W-speed rated tubeless tyres.
• First Indian Tyre Company to run HIV-AIDS awareness and prevention clinics for the
trucking community.
• First Indian Tyre Company to support the creation of an Emergency Medical Service in
an Indian city.
• First Indian Tyre Company to execute an overseas acquisition.
• First Indian Tyre Company to reach a revenue of over US$ 1 billion.
HUMAN RESOURCES
The team at Apollo is young, dynamic and thrives on challenges. Life here revolves around the
key attribute of passion. The passion to excel in all respects--the passion to be the most
innovative organisation, the passion to contribute to society, the passion to deliver par
excellence and most of all, passion towards teamwork.
3

Apollo Tyres boasts a vibrant and dynamic, professional and non-hierarchical culture.
Transparency and communication are cornerstones of corporate practice, across levels, to ensure
that each individual employee is aligned with the goals and aspirations of the company. At
Apollo Tyres the three corporate pillars of -- People, Quality and Technology - underpin all
activities and processes. These are the company's stated areas of corporate excellence, in its
journey towards becoming a best-in-class global manufacturer.
In its passion to innovate, Apollo constantly looks to be proactively different from others in the
industry. Its core values of ethics, respect and care ensures each Apolloites brings his/her own
brand of uniqueness and passion to drive the company to new heights.
CULTURE AT APOLLO:
Culture of Performance:
An online, matrix-driven performance management system called PACE or Performance and
Career Enhancement, allows for objective goal-setting and performance evaluation. Quarterly
appraisals and bonus payouts, in accordance with corporate and individual achievements,
ensures a tracking of each individual's performance and training need-fulfilment over his/her
career span at Apollo Tyres. PACE provides greater objectivity in measuring performance by
providing metrics for tracking the performance, growth and potential of each individual.
Annually, the basket of competencies at each level is evaluated along with the performance
evaluation.
Culture of constant Learning:
All training programmes are consolidated under the Apollo Laureate Academy. In collaboration
with leading institutes like the Indian Institutes of Management, Management Development
Institute, Dale Carnegie Training and knowledge partners like Grow Talent, domain-specific
training needs are identified and programmes developed especially for Apolloites, to address the
entire gamut of functions from sales and marketing to manufacturing, technical, commercial,
engineering, quality processes, soft skills and inter-personal skill development.
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2. Employee Engagement and Satisfaction
LEARNING OBJECTIVES…
 Develop an understanding of what Employee Engagement and Satisfaction is?
 Explore the difference between Employee Engagement and Employee Satisfaction
 Discuss the research into why engagement and satisfaction is important
 Identify the Diagnostic Tools for Employee Engagement.
 Highlight the “Top” Best Practices
 Explore HR actions for developing engaged employees
 Key Outcomes
Employee Engagement
Definition
Employee engagement definitions vary from “a positive emotional connection to an employee’s
work” to “engaged employees are inspired to go above and beyond the call of duty to help meet
business goals”
Employee engagement is the level of commitment and involvement an employee has towards
their organization and its values. In essence, companies strive for engaged employees because
5

they are those who work longer hours, try harder, accoplish more and speak positvely about
their organizations.
Employee engagement is one step ahead of employee satisfaction. Employee is not only
satisfied with the management decisions, salary and things but also giving back to the
organization in terms of commitment, dedication, and loyalty.
Employee Engagement is the level of commitment an employee has towards the organization.
The primary behaviours of engaged employees are: speaking positively about the organization
to co-workers, potential employees and customers, having a strong desire to be a member of the
organization, and exerting extra effort to contribute to the organization’s success.
A fully engaged employee is intellectually and emotionally bound with the organization, gives
100 percent, feels passionately about its goals and is committed to live by its values. This
employee goes beyond the basic job responsibility to delight the customers and drive the
business forward. Moreover, in times of diminishing loyalty, employee engagement is a
powerful retention strategy.
Research shows that engaged employees: perform better, put in extra efforts to help get the job
done, show a strong level of commitment to the organization, and are more motivated and
optimistic about their work goals. Employers with engaged employees tend to experience low
employee turnover and more impressive business outcomes.
Engagement is the energy, passion, or fire in the belly employees have for their employer
Stay : Desire to be a member of the organization
Say : Speak positively about the organisation
Strive : Go beyond what is minimally required
Employee Engagement- Difference
The difference between employee satisfaction, and employee engagement.
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Satisfaction and engagement are all inter-related in an upward progression. Each item has
different drivers, but they build on one another to increase performance in the workplace.
Think about it, just because employees are satisfied with their job does not mean they are
effective or engaged. It is possible for an employee to be completely satisfied with his or her
job, and not be fully engaged. To further complicate matters, an employee can be both engaged
and satisfied, yet not be effective. All three components work together to create an environment
where employees are highly motivated and committed to giving their best performance.
SATISFIED V/S. ENGAGED EMPLOYEES
Satisfied Employees -
Comfortable
Content
Gratified
Pleased
Engaged Employees –
Deeply connected with their work
Work environment
Team/colleagues
Sense of Ownership
Commitment
EXAMPLES
Satisfaction Dimensions
My workload is about right.
I like the people I work with.
I have the tools that I need to do my job
well.
I receive the skill and knowledge training
that I need to do my job well.
Engagement Dimensions
I feel energized by the work that I do
My co-workers and I help each other out
when the pressure is on
Our company vision and mission is clear to
me.
I feel responsible for my own success here
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Fig. 1
Satisfaction
Commitment
Engagement
Employee Research over Time
PositiveCorrelation
With
BusinessPerformance
Lower
Higher
How much people
like it here
How much people want to
improve business results
How much people
want—and actually do
—improve business
results
ENGAGEMENT – THE EVOLUTIONARY JOURNEY
8

DIAGNOSTIC TOOL FOR EMPLOYEE ENGAGEMENT INCLUDE -
Fig. 2
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WHY IT MATTERS ?
Hewitt Associates Study — improvement in engagement preceded financial performance
Towers Perrin Study — employee engagement posted 3.74% increase in operating profit vs. a
2% decline at the time with poor levels of engagement
DDI Study — engaged employees are less likely to leave, they are more productive, higher
customer satisfaction, higher revenue growth and profitability
Levels of Employee Engagement
There are three levels of Employee Engagement
1. Engaged employees
2. Not engaged employees
3. Actively disengaged employees
Engaged employees work with passion and feel a profound connection to their company. They
drive innovation and move the organization forward.
Not Engaged employees are essentially “checked out”. They’re sleepwalking through their
workday, putting time – but not energy or passion – into their work.
Actively disengaged employees aren’t just unhappy at work; they’re busy acting out their
happiness. Every day, these workers undermine what their engaged coworkers accomplish.
Focus on employee engagement:
Current studies show that organizations are focusing on the meaning of employee engagement
and how to make employees more engaged. Employees feel engaged when they find personal
meaning and motivation in their work, receive positive interpersonal support, and operate in an
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efficient work environment. What brought engagement to the forefront and why is everyone
interested in it? Most likely, the tight economy has refocused attention on maximizing employee
output and making the most of organizational resources. When organizations focus attention on
their people, they are making an investment in their most important resource. You can cut all the
costs you want, but if you neglect your people, cutting costs won’t make much of a difference.
Engagement is all about getting employees to “give it their all.” Some of the most successful
organizations are known for their unique work environments in which employees are motivated
to do their very best. These great places to work have been recognized in such lists as Fortune’s
100 Best Companies to Work For.
The concept of engagement is a natural evolution of past research on high-involvement,
empowerment, job motivation, organizational commitment, and trust. All of these research
streams focus on the perceptions and attitudes of employees about the work environment. In
some ways, there are variations on the same fundamental issue. What predicts employees
“giving their all?” Obviously, all organizations want their employees to be engaged in their
work.
Several standardized tools exist for assessing employee engagement and providing
feedback for making changes. These tools tend to have several common goals and
characteristics:
Create a simple and focused index of workplace engagement- Many organizations are using
very short, simple, and easy to use measures that focus on the fundamentals of a great
workplace. Instead of conducting broad culture/climate surveys with 100 or more questions,
organizations are opting for a focused approach that measures fundamental qualities of the
workplace that likely will be important 10 years from now (e.g., feedback, trust, cooperation).
Allow for benchmarking-Most organizations want to know how they compare to other
organizations. Using a standard measure of engagement allows organizations to see how they
compare to other companies along a simple set of fundamental work qualities.
Direct action-Engagement measures tend to be very actionable. This means that the
organization can alter practices or policies to affect employees’ responses to every item in the
measure.
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Show relationship to company performance-Without a link to company performance or other
critical outcomes, measures of engagement have little value. The whole idea behind engagement
is that it leads to enhanced performance. The link to performance outcomes is a necessary
underlying assumption of all engagement measures.
Engagement Predicts Organizational Success
Many studies have shown that investments in people (i.e., HR-related practices) have a reliable
impact on the performance of organizations. The Bureau of Labour conducted a comprehensive
review of more than 100 studies and found that people practices have significant relationships to
improvements in productivity, satisfaction, and financial performance. Research has shown that
when engagement scores are high, employees are more satisfied, less likely to leave the
organization, and more productive.
Each organization is different and there are many factors that affect bottom-line
outcomes; however, engagement scores can serve as meaningful predictors of long-term
success. Some organizations use engagement scores as lead measures in their HR scorecards.
When an organization can show the relationship between engagement scores and bottom-line
outcomes, everyone pays attention to the engagement index. Establishing this critical link
between people and performance helps HR professionals prove that people-related interventions
are a worthwhile investment.
Elements of Engagement
Some researches conclude that personal impact, focused work, and interpersonal harmony
comprise engagement. Each of these three components has sub-components that further define
the meaning of engagement.
Personal Impact-Employees feel more engaged when they are able to make a unique
contribution, experience empowerment, and have opportunities for personal growth. Past
research (e.g., Conger and Kanugo, 1988; Thomas and Velthouse, 1990) concurs that issues
such as the ability to impact the work environment and making meaningful choices in the
workplace are critical components of employee empowerment. Development Dimensions
International’s (DDI) research on retaining talent (Bernthal and Wellins, 2000) found that the
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perception of meaningful work is one of the most influential factors determining employees’
willingness to stay with the organization.
Focused Work-Employees feel more engaged when they have clear direction, performance
accountability, and an efficient work environment. Aside from the personal drive and
motivation to make a contribution, employees need to understand where to focus their efforts.
Without a clear strategy and direction from senior leadership, employees will waste their time
on the activities that do not make a difference for the organization’s success. Additionally, even
when direction is in place, employees must receive feedback to ensure that they are on track and
being held accountable for their progress. In particular, employees need to feel that low
performance is not acceptable and that there are consequences for poor performance. Finally,
employees want to work in an environment that is efficient in terms of its time, resources, and
budget. Employees lose faith in the organization when they see excessive waste. For example,
employees become frustrated when they are asked to operate without the necessary resources or
waste time in unnecessary meetings.
Interpersonal Harmony-Employees feel more engaged when they work in a safe and
cooperative environment. By safety, we mean that employee trust one another and quickly
resolve conflicts when they arise. Employees want to be able to rely on each other and focus
their attention on the tasks that really matter. Conflict wastes time and energy and needs to be
dealt with quickly. Some researches also find that trust and interpersonal harmony is a
fundamental underlying principle in the best organizations. Employees also need to cooperate to
get the job done. Partnerships across departments and within the work group ensure that
employees stay informed and get the support they need to do their jobs.
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Table 1: Engagement level of employee’s world wide
Country % Engaged % Not Engaged % Disengage
Mexico 40% 51% 9%
Brazil 31% 62% 7%
U.S. 21% 63% 16%
Belgium 18% 67% 15%
Canada 17% 66% 17%
Germany 15% 70% 15%
Ireland 15% 70% 15%
U.k. 12% 65% 23%
Spain 11% 64% 25%
Korea 9% 71% 20%
France 9% 68% 23%
Netherlands 8% 73% 19%
China 7% 67% 25%
Italy 7% 64% 29%
India 2% 37% 56%
Japan 4% 57% 41%
Global 14% 62% 24%
3. Methodology
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• To measure the employee engagement and satisfaction, first sample size is made.
• As the manpower in Apollo Tyres Limited is 4229, and 1057 per shift. Therefore 10 %
of the general shift is considered as the sample size. So sample is 100.
• Questionnaire is made and on the basis of that results are analysed.
• Thus after the completion of this survey the analysis and interpretation are done
• The sample questionnaire is shown here,
Questionnaire
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ECODE SEX
DEPARTMENT AGE
QUALIFICATION WORKING SINCE
(Month & Year)
Please tick mark the relevant answer as provided against each question.
Employee Satisfaction
My Job Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
1. I have the right tools and
resources to do my job well.
2. I am satisfied with the level
of pay I receive.
3. I am satisfied with the
opportunities for training.
4. I am satisfied with the
working environment of the
company.
My Co-workers
5. The people I work with help
each other when needed.
6. I enjoy working with my co-
workers.
7. I am aware of the personal
life of my coworkers.
16

My Superior
8. My superior gives me
regular feedback on how I am
doing.
9. There is good
Communication between me
and my superior.
10. My manager gives me clear
instructions and is available
when I need advice.
My Department
11. My department provides a
safe and clean working
environment.
12. People from other
departments willingly
cooperate with our department.
13. Considering everything, I
am satisfied working for my
company at the present time.
Employee Engagement
14. I am fully engaged in doing
my best work at this company.
15. I am aware of all the
policies of this organization.
17

16. I am intellectually and
emotionally bound with the
organization.
17. I am passionate about
achieving the goals of the
organization
18. I am committed to live
by the values of my
organization.
19. My organization respects
the personal aspirations and
ambitions of all employees
20. My company provides
attractive opportunities for
growth and improvement.
21. What are the facilities
should be given in your
organization?
4.Analysis and Interpretation
1. Age of the Respondents
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1. No. Of Respondents
20-30 years
35%
30-40 years
40%
Above 40 years
25%
0%
Inference:
The above reveals the fact that Majority of the respondents, about 40% belong to the category
of 30-40 years of age and 35% belong to the category of 20-30 years of age and 25 % belong to
the category of above 40 years of age.
Table 2: Respondents working years of experience in Apollo tyres Limited
Sr. No. Working Since No. Of respondents Percentage
1. Below 1 year 1 1
2. 1-5 years 17 17
3. 5-10 years 39 39
19

4. Above 10 years 43 43
Total 100 100
2. Respondents working years of experience in Apollo tyres Limited

1
17
39
43
Below 1 year 1-5 years 5-10 years Above 10 years
Inference:
From the above fact, about 1 % of the respondents belong to the category of less than 1 year. 17
% of the respondents belong to the category of 1-5 years, 39 % of the respondents belong to the
category of 5-10 years and 43% of the respondents belong to the category of above 10 years of
working experience in the organization.
Employee Satisfaction
Table 3: Response regarding the availability of tools and resources
20

Sr. No. Opinions No. Of
respondents
Percentage
%
1. Strongly Disagree - -
2. Disagree - -
3. Neutral 9 9
4. Agree 33 33
5. Strongly Agree 58 58
Total 100 100
Inference:
Nearly 58% of the respondents strongly agree with the availability of tools and resource to meet
their job requirement, 33% of the respondents agree and 9 % are neutral.
21

Table 4: Response regarding the level of pay they receive
respondents
Percentage
1. Strongly Disagree 11 11
2. Disagree 12 12
3. Neutral 20 20
4. Agree 30 30
Total 100 100
4. Response regarding the level of pay they receive
11
12
20
30
27
Strongly Disagree Disagree Neutral Agree Strongly Agree
Inference:
Nearly 30% of the respondents agree with the level of pay they receive, 27 % strongly agree,
20% are neutral, 12% disagree and 11% are strongly disagreeing.
22

Table 5: Response regarding opportunities for training
respondents
Percentage
2. Disagree 5 5
3. Neutral 11 11
4. Agree 30 30
Total 100 100
5. Response regarding opportunities for training

7
5
11
30
47
Inference:
Nearly 47% of the respondents strongly agree with the opportunities for training, 30% agree,
11% are neutral, 5% disagree and 7% are strongly disagreeing.
23

Table 6: Response regarding working environment of the company
respondents
Percentage
2. Disagree 15 15
3. Neutral 20 20
4. Agree 34 34
Total 100 100
6. Response regarding working environment of the company
5
15
20
34
26
Inference:
Nearly 34% of the respondents agree with the working environment of the company, 26%
strongly agree, 20 % are neutral, 15 % disagree and 5 % strongly disagree.
24

Table 7: Response regarding mutual support among co-workers
respondents
Percentage
2. Disagree 15 15
3. Neutral 2 2
4. Agree 35 35
Total 100 100
25

7. Response regarding mutual support among co-workers
12
15
2
35 36
Inference:
Nearly 36% of the respondents strongly agree regarding mutual support among co-workers,
35% agree, 2% are neutral, 15% disagree and 12% strongly disagree.
Table 8: Response regarding sharing information and ideas among co-
workers
respondents
Percentage
2. Disagree 12 12
3. Neutral 16 16
4. Agree 40 40
Total 100 100
26

8. Response regarding sharing information and ideas among co-
workers
2
12
16
40
30
Strongly
Disagree
Disagree Neutral Agree Strongly Agree
Inference:
Nearly 40% of the respondents agree regarding sharing information and ideas among co-
workers, 30% agree, 16% are neutral, 12% disagree and 2% strongly disagree.
Table 9: Response regarding co-workers
respondents
Percentage
2. Disagree 2 2
3. Neutral 5 5
4. Agree 50 50
Total 100 100
27

9. Response regarding co-workers
0
2
5
50
43
Strongly
Disagree
Inference:
Nearly 43% of the respondents strongly agree regarding co-workers, 50% agree, 5% are neutral
and 2% disagree.
Table 10: Response regarding feedback by superior.
respondents
Percentage
2. Disagree - -
3. Neutral 10 10
28

4. Agree 29 29
Total 100 100
10. Response regarding feedback by superior
4
0
10
29
57
Strongly
Disagree
Inference:
Nearly 57% of the respondents strongly agree that they get the feedback from the supervisors,
29% agree, 10% are neutral, and 4% strongly disagree.
Table 11: Response regarding communication between superior and
subordinate
Sr. No. Opinions No. Of Percentage
29

respondents
2. Disagree - -
3. Neutral 10 10
4. Agree 29 29
Total 100 100
11. Response regarding communication between superior and
subordinate
4
0
10
29
57
Inference:
Nearly 57% of the respondents strongly agree regarding communication between superior and
subordinate, 29% agree, 10% are neutral, and 4% strongly disagree.
Table 12: Response regarding clear instructions and advice by
supervisors.
30

respondents
Percentage
2. Disagree 1 1
3. Neutral 15 15
4. Agree 39 39
Total 100 100
12. Response regarding clear instructions and advice by supervisors
0 1
15
39
45
Inference:
Nearly 45% of the respondents strongly agree regarding clear instructions and advice by
supervisors, 39% agree, 15% are neutral, and 1% disagree.
31

Table 13: Response regarding safe and clean working environment.
respondents
Percentage
2. Disagree 3 3
3. Neutral 9 9
4. Agree 46 46
Total 100 100
13. Response regarding safe and clean working environment.
0
9
46
42
3
Strongly
Disagree
Inference:
Nearly 42% of the respondents strongly agree regarding safe and clean working environment,
46% agree, 9% are neutral, and 3% disagree.
32

Table 14: Response regarding cooperation between departments.
respondents
Percentage
2. Disagree 17 17
3. Neutral 29 29
4. Agree 39 39
Total 100 100
14.Response regarding cooperation between departments
5
17
29
39
10
Strongly
Disagree
Inference:
Nearly 39% of the respondents agree regarding cooperation between departments, 10% strongly
agree, 29% are neutral, 17% disagree and 5% strongly disagree.
33

Table 15: Response regarding organization.
respondents
Percentage
2. Disagree 7 7
3. Neutral 13 13
4. Agree 32 32
Total 100 100
15. Response regarding organization
2
7
13
32
46
Strongly
Disagree
Inference:
34

Nearly 46% of the respondents strongly agree regarding organization, 32% agree, 13% are
neutral, 7% disagree and 2% strongly disagree.
Employee Engagement
Table 16: Response regarding engaging work in the organization.
respondents
Percentage
2. Disagree - -
3. Neutral 10 10
4. Agree 48 48
Total 100 100
16. Response regarding engaging work in the organization
2 0
10
48
40
Strongly
Disagree
35

Inference:
Nearly 40% of the respondents strongly agree regarding engaging work in the organization,
48% agree, 10% are neutral, and 2% strongly disagree.
Table 17: Response regarding awareness of all the policies
respondents
Percentage
2. Disagree 4 4
3. Neutral 11 11
4. Agree 35 35
Total 100 100
36

17. Response regarding awareness of all the policies
0
4
11
35
50
Inference:
Nearly 50% of the respondents strongly agree regarding awareness of all the policies of the
organization, 35% agree, 11% are neutral, and 4% disagree.
Table 18: Response regarding emotional bonding with the organization
respondents
Percentage
2. Disagree 9 9
3. Neutral 6 6
4. Agree 56 56
Total 100 100
37

18. Response regarding emotional bonding with the organization
11
9
6
56
18
Inference:
Nearly 18% of the respondents strongly agree regarding emotional bonding with the
organization, 56% agree, 6% are neutral, 9% disagree and 11% strongly disagree.
Table 19: Response regarding passion about achieving the goals of the
organization.
respondents
Percentage
2. Disagree 1 1
3. Neutral 7 7
4. Agree 47 47
Total 100 100
38

19. Response regarding passion about achieving the goals of
the organization
2 1
7
47
43
Strongly
Disagree
Inference:
Nearly 43% of the respondents strongly agree regarding passion about achieving the goals of the
Table20: Response regarding commitment to live by the values of the
organization.
respondents
Percentage
2. Disagree 12 12
3. Neutral 17 17
4. Agree 29 29
Total 100 100
39

20.Response regarding commitment to live by the values of the
organization.
9
12
17
29
33
Inference:
Nearly 33% of the respondents strongly agree regarding commitment to live by the values of the
Table 21: Response regarding fulfilment of personal aspirations and
ambition of all the employees.
respondents
Percentage
2. Disagree 6 6
3. Neutral 13 13
4. Agree 41 41
40

Total 100 100
21.Response regarding fulfilment of personal aspirations and
ambition of all the employee
7 6
13
41
33
Inference:
Nearly 41% of the respondents strongly agree regarding fulfilment of personal aspirations and
ambitions of all employees, 33% agree, 13% are neutral, 6% disagree and 7% strongly disagree.
Table 22: Response regarding opportunity for growth and improvement.
respondents
Percentage
2. Disagree 3 3
3. Neutral 15 15
4. Agree 45 45
41

Total 100 100
22. Response regarding opportunity for growth and
improvement.
0
3
15
45
37
Strongly
Disagree
Inference:
Nearly 37% of the respondents strongly agree regarding opportunity for growth and
improvement, 45% agree, 15% are neutral, and 3% disagree.
5. Results and conclusion
The survey clearly indicates that, the man power is more in the age group of 30- 40 years, i.e.
they are satisfied with the working environment.
42

More experienced workers are their, who are bound with the firm since last 10 to 15 years,
which means mostly the people are adapted with the culture of the organization.
Workers strongly agree that they get all the tools and resources for their work, which means that
the company very keenly looks after the demand of the worker.
Those who are bound with the company since last 10 -15 years are completely satisfied, but
those who have joined the firm as fresher are not seems to be that satisfied.
Workers are completely satisfied with the training opportunities and also with the working
environment.
They have mutual support among themselves and also they share information among
themselves.
Mostly workers are satisfied with the supervisors and are willing to perform any task given by
them.
Their is good cooperation between the departments also and they are willing to work with each
other.
Workers are highly engaged in their work, they are aware of all the policies of the company.
Company conduct regular induction sessions which helps the workers to flourish well.
Workers are strongly emotionally bound with the organization, which means they will have a
long lasting relation with the company, and it again adds to the value of the company,
People are highly passionate about achieving the goals of the company, and they consider the
company’s growth to be their individual growth.
They strongly feel that in Apollo they can grow really well.
Thus, it can be clearly concluded that people working in Apollo tyres limited are highly engaged
and satisfied with the company.
6. References
Archie Thomas, CMA, and Ann MacDi anmid – Encouraging Employee Engagement –
CMA Management, Jun/Jul 2004.
Ashok Mukherjee – Engagement for the mind body, and soul – Human Capital, Aug.
43

2005.
Barbara Palframan Smith – Employee connection – Technology to built culture and
community – Communication World – Mar / Apr 2004.
Beverly Kaye and Sharon Jordan Evans – From Assets to Investors – Training and
Development – Apr 2003.
Charles Woodruffe – Employee Engagement – The Real Secret of Winning a Crucial
Edge over your rivals – Manager Motivation – Dec. / Jan. 2006.
Christoffer Ellehuus,Piers Hudson-Driving Performance and Retention Through
Employee Engagement –Corporate leadership Council 2004,Employee
Enagegement Survey
Charlotte Garvey – Connecting the organizational pulse into the bottom line – HR
Magazine society for Human Resource Management, June 2004.
Cifton, D.O. & Hartor, J.K. (2003) – Investing in strength – positive organizational
scholarship. Foundation of a new discipline (pp 111-121)
Douglas R. May, Richard L Gilson – The Psychological conditions of meaningfulness
safety and availability and the engagement of the human spirit at work – Journal
of Occupational and Organisational Psychology (2004) 7, 11-37.
Ellen Lanser May – Are people your priority? How to engage your work force –
Healthcare Executive, July/Aug. 2004.
Fox, S, & Spector, P.E.. – Emotions in the work place – the neglected side of
organizational life introduction. Human Resource Management Review, 12, 167 –
171.
Gretcher Hoover – Maintaining employee engagement when communicating difficult
issues – Communication World, Nov / Dec 2005.
Heskett, Jame L – Putting the service profit chain to work – Harvard Business Review,
Mar / Apr 94 Vol. 72 Issue 2.
44

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