IDEAS home Printed from https://ideas.repec.org/a/ids/ijicbm/v6y2013i1p5-21.html
   My bibliography  Save this article

Measuring the level of employee engagement: a study from Indian automobile sector

Author

Listed:
  • Alok Kumar Goel
  • Namita Gupta
  • Renu Rastogi

Abstract

This paper aims to examine the key drivers for employee engagement within an organisation. It seeks to answer the question: what are the keys for improving the level of employee engagement? This study first examines the theoretical understanding of employee engagement followed by an empirical investigation. The case study illustrates the strategy for employee engagement in Honda Siel Car India Ltd. (HSCI), which is based on research on the key drivers of engagement. Qualitative and quantitative studies on work engagement are reviewed to uncover the manifestations of engagement and reveal its antecedents and consequences. This paper presents practical lessons of employee engagement from HSCI - a leading manufacturer of premium cars in India. This paper ascertains some of the key drivers of employee engagement as illustrated by the case study. This practitioner-oriented paper builds upon a case study, which explores the employee engagement in an automobile industry and integrates the findings with contemporary knowledge on human resource management. The findings of this case study can be used to develop the strategy for employee engagement in today's workplace.

Suggested Citation

  • Alok Kumar Goel & Namita Gupta & Renu Rastogi, 2013. "Measuring the level of employee engagement: a study from Indian automobile sector," International Journal of Indian Culture and Business Management, Inderscience Enterprises Ltd, vol. 6(1), pages 5-21.
    • Handle: RePEc:ids:ijicbm:v:6:y:2013:i:1:p:5-21
    as

    Download full text from publisher

    File URL: http://www.inderscience.com/link.php?id=50710
    Download Restriction: Access to full text is restricted to subscribers.
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ids:ijicbm:v:6:y:2013:i:1:p:5-21. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Sarah Parker (email available below). General contact details of provider: http://www.inderscience.com/browse/index.php?journalID=235 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.