Employee Engagement Practices and their Impact on Employee Behaviour: A Study with Reference to Accel Limited, Chennai

AUTHOR-I
Ms. R. JAVI PRABHA

MBA, NET Asst. professor, School of Management, Dhanalakshmi Srinivasan University, Trichy.

AUTHOR-II
VISHWA KUMAR. P

II MBA, School of Management, Dhanalakshmi Srinivasan

University, Trichy.

ABSTRACT:Employee engagement has emerged as a critical driver of organizational performance, productivity, and sustained competitive advantage in the contemporary business landscape. This article examines the employee engagement practices implemented at ACCEL Limited, Chennai, and analyses their impact on employee behaviour and work performance. Adopting a descriptive research design, the study surveyed 60 employees using structured questionnaires and employed percentage analysis, chi-square tests, and Pearson correlation to interpret data. Findings reveal that the majority of employees positively perceive engagement activities including training and development programmes, team-building initiatives, transparent communication, empowerment, and wellness programmes. Statistical analyses demonstrate a significant relationship between work experience and organisational closeness, while a positive correlation exists between employee age and communication effectiveness. The study concludes that well-structured engagement practices substantially improve employee commitment, morale, and retention, offering actionable recommendations for strengthening ACCEL Limited's human resource strategies.

Keywords: Employee Engagement, Organisational Behaviour, Work Performance, HRMPractices, Employee Satisfaction, ACCEL Limited