Evaluation of Employee Engagement and Employee Motivation Using Gallup's Engagement Survey_Ashraful Islam Niloy.pdf
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About This Presentation
Evaluation of Employee Engagement and Employee Motivation Using Gallup's Engagement Survey : A Study on Banani Trading House
Slide Content
Internship Report
On
Evaluation of Employee Engagement and Employee Motivation
Using Gallup’s Engagement Survey:
A Study on Banani Trading House
Supervisor
Dr. Md. Mohiuddin
Professor
Institute of Business Administration
University of Dhaka
Prepared By
Ashraful Islam Niloy
ID: 250713827
Batch: 07
Post Graduate Diploma in Garment Business
Institute of Business Administration
University of Dhaka
Submitted To
Coordinator
PGDGB Program
September 30, 2025
On
Evaluation of Employee Engagement and Employee Motivation
Using Gallup’s Engagement Survey:
A Study on Banani Trading House
Supervisor
Dr. Md. Mohiuddin
Professor
Institute of Business Administration
University of Dhaka
Prepared By
Ashraful Islam Niloy
ID: 250713827
Batch: 07
Post Graduate Diploma in Garment Business
Institute of Business Administration
University of Dhaka
Submitted To
Coordinator
PGDGB Program
September 30, 2025
i
Letter of Transmittal
Date: 29
th
September, 2025
Dr. Md. Mohiuddin
Professor
Institute of Business Administration
University of Dhaka
Subject: Submission of Internship Report.
Dear Sir,
With due respect, I would like to inform you that, I am Ashraful Islam Niloy, Id:
250713827, 07
th
batch, a student of PGDGB Program, Institute of Business
Administration, University of Dhaka. It is my great pleasure to inform you that I have
the opportunity to submit Internship Report on "Evaluation of Employee
Engagement and Employee Motivation using Gallup's engagement survey:
A study on Banani Trading House."
As a requirement for completing PGDGB program, I have prepared my report focusing
on employee engagement and motivation based on Banani Trade and produced this
study with research work and knowledge. During the preparation of this dissertation,
I have tried my best, especially in giving a more organized shape and to follow the
guidance that you have provided, which gave me a viewpoint regarding the entire
experience of this program and to get an insight into the actual research work.
I, therefore, hope that you will be kind enough to accept this report as fulfilment of
the requirement for the PGDGB program.
Sincerely Yours,
Ashraful Islam Niloy
ID: 250713827
Batch: 07
Post Graduate Diploma in Garment Business
Institute of Business Administration
University of Dhaka
Letter of Transmittal
Date: 29
th
September, 2025
Dr. Md. Mohiuddin
Professor
Institute of Business Administration
University of Dhaka
Subject: Submission of Internship Report.
Dear Sir,
With due respect, I would like to inform you that, I am Ashraful Islam Niloy, Id:
250713827, 07
th
batch, a student of PGDGB Program, Institute of Business
Administration, University of Dhaka. It is my great pleasure to inform you that I have
the opportunity to submit Internship Report on "Evaluation of Employee
Engagement and Employee Motivation using Gallup's engagement survey:
A study on Banani Trading House."
As a requirement for completing PGDGB program, I have prepared my report focusing
on employee engagement and motivation based on Banani Trade and produced this
study with research work and knowledge. During the preparation of this dissertation,
I have tried my best, especially in giving a more organized shape and to follow the
guidance that you have provided, which gave me a viewpoint regarding the entire
experience of this program and to get an insight into the actual research work.
I, therefore, hope that you will be kind enough to accept this report as fulfilment of
the requirement for the PGDGB program.
Sincerely Yours,
Ashraful Islam Niloy
ID: 250713827
Batch: 07
Post Graduate Diploma in Garment Business
Institute of Business Administration
University of Dhaka
ii
Letter of Declaration
I, Ashraful Islam Niloy, ID: 250713827, 07
th
batch, solemnly declare that I wrote and
submitted this internship report titled "Evaluation of Employee Engagement and
Employee Motivation using Gallup's engagement survey: A study on Banani
Trading House" as a requirement for degree awarding of Post Graduate Diploma in
Garment Business, Institute of Business Administration, University of Dhaka.
I further declare that this report is my original work, and that I prepared it entirely on
my own.
To the best of my knowledge, it contains no previously published or written material
that has not previously been submitted to any other university/institution.
Ashraful Islam Niloy
ID: 250713827
Batch: 07
Post Graduate Diploma in Garment Business
Institute of Business Administration
University of Dhaka
Letter of Declaration
I, Ashraful Islam Niloy, ID: 250713827, 07
th
batch, solemnly declare that I wrote and
submitted this internship report titled "Evaluation of Employee Engagement and
Employee Motivation using Gallup's engagement survey: A study on Banani
Trading House" as a requirement for degree awarding of Post Graduate Diploma in
Garment Business, Institute of Business Administration, University of Dhaka.
I further declare that this report is my original work, and that I prepared it entirely on
my own.
To the best of my knowledge, it contains no previously published or written material
that has not previously been submitted to any other university/institution.
Ashraful Islam Niloy
ID: 250713827
Batch: 07
Post Graduate Diploma in Garment Business
Institute of Business Administration
University of Dhaka
iii
Acknowledgements
First and foremost, I want to thank Almighty Allah for giving me the ability and
opportunity to submit the report on time. The internship report submitted here is
accomplished as part of Post Graduate Diploma in Garment Business program. The
preparation of this study received assistance, direction and took valuable time of my
academic supervisor Dr. Md. Mohiuddin, Professor, Institute of Business
Administration, University of Dhaka.
However, I am immensely grateful to several people of Banani Trading House; I am
grateful to Mr. Hasnat Mohammad Alamgir (General Manager), Mr. Rabiul Alam,
Manager (Accounts & HR). The whole HR, Admin & Compliance Department of Banani
Trade helped me. Without whose support the report would have been really difficult
to conduct. I would take this opportunity here to thank them for sharing their valuable
time for long discussion and wise suggestion, thoughts during the research study.
Finally, I would want to express my gratitude to my academic supervisor, Dr. Md.
Mohiuddin Sir, for his ongoing help, support, and guidance, as well as the time he
spent refining my report. The internship would have been aimless if it hadn't been for
their unwavering support.
Acknowledgements
First and foremost, I want to thank Almighty Allah for giving me the ability and
opportunity to submit the report on time. The internship report submitted here is
accomplished as part of Post Graduate Diploma in Garment Business program. The
preparation of this study received assistance, direction and took valuable time of my
academic supervisor Dr. Md. Mohiuddin, Professor, Institute of Business
Administration, University of Dhaka.
However, I am immensely grateful to several people of Banani Trading House; I am
grateful to Mr. Hasnat Mohammad Alamgir (General Manager), Mr. Rabiul Alam,
Manager (Accounts & HR). The whole HR, Admin & Compliance Department of Banani
Trade helped me. Without whose support the report would have been really difficult
to conduct. I would take this opportunity here to thank them for sharing their valuable
time for long discussion and wise suggestion, thoughts during the research study.
Finally, I would want to express my gratitude to my academic supervisor, Dr. Md.
Mohiuddin Sir, for his ongoing help, support, and guidance, as well as the time he
spent refining my report. The internship would have been aimless if it hadn't been for
their unwavering support.
iv
Executive Summary
RMG sector is a developing sector with new adjustments to its cultural changes that
alternated the organization operations. The organizations and their supply chain parts
are trying to align global human resource practices by their engagement and
motivation work within the work setting. The study will reflect how the employees of
the of Banani Trade responded regarding their performance, engagement, and
motivation of doing what they were doing to serve the customers and run the
organization. The study will show an assessment of the employee (executives)
engagement and the employee motivation, using Gallup’s Survey statements.
Quantitative methods were collected through Gallup's engagement questionnaire.
According to the report, just a small portion of respondents are highly involved within
their department or company. According to this Q12 study, with an average of 18
percent of respondents showing that they are very engaged from the survey. An
average of 30% of respondents said they are highly engaged, by agreeing they were
motivated at work. There is a moderate relation between employee satisfaction and
engagement and strong relationship between employee engagement and motivation
according to the survey 27% of respondents, on average, say they are excited about
their careers or jobs. More than half of respondents were neutral on average. About
21% of people are not engaged or satisfied with their level of involvement in the
organization.
Chapter one comprises the Introduction, study aim, rationale, and limitations. Chapter
two Contains the organizational overview. Chapter three will provide an overall
understanding of the literature. Chapter four comprises the research method, on how
the study was conducted. Chapter five provides the analysis part with the study
outcome. At last, chapter six tells the recommendations and conclusion regarding the
Complete study.
Keywords: Employee engagement, Employee motivation, Gallup’s survey, Q12
Executive Summary
RMG sector is a developing sector with new adjustments to its cultural changes that
alternated the organization operations. The organizations and their supply chain parts
are trying to align global human resource practices by their engagement and
motivation work within the work setting. The study will reflect how the employees of
the of Banani Trade responded regarding their performance, engagement, and
motivation of doing what they were doing to serve the customers and run the
organization. The study will show an assessment of the employee (executives)
engagement and the employee motivation, using Gallup’s Survey statements.
Quantitative methods were collected through Gallup's engagement questionnaire.
According to the report, just a small portion of respondents are highly involved within
their department or company. According to this Q12 study, with an average of 18
percent of respondents showing that they are very engaged from the survey. An
average of 30% of respondents said they are highly engaged, by agreeing they were
motivated at work. There is a moderate relation between employee satisfaction and
engagement and strong relationship between employee engagement and motivation
according to the survey 27% of respondents, on average, say they are excited about
their careers or jobs. More than half of respondents were neutral on average. About
21% of people are not engaged or satisfied with their level of involvement in the
organization.
Chapter one comprises the Introduction, study aim, rationale, and limitations. Chapter
two Contains the organizational overview. Chapter three will provide an overall
understanding of the literature. Chapter four comprises the research method, on how
the study was conducted. Chapter five provides the analysis part with the study
outcome. At last, chapter six tells the recommendations and conclusion regarding the
Complete study.
Keywords: Employee engagement, Employee motivation, Gallup’s survey, Q12
Table of Contents
Chapter 1: Introduction ........................................................................................ 1
1.1. Objective .................................................................................................... 2
1.2. Rationale of the Study ................................................................................. 2
Chapter 2: Organizational Overview ...................................................................... 3
2.1. Mission ....................................................................................................... 3
2.2. Vision ......................................................................................................... 3
2.3. Values ........................................................................................................ 3
2.4. Product Overview ....................................................................................... 4
Chapter 3: Literature Review ................................................................................ 5
Chapter 4: Methodology of the Study: Data and Methods ....................................... 6
4.1. Nature of the Study .................................................................................... 6
4.2. Study Place and Period ................................................................................ 6
4.3. Population size and sample size ................................................................... 6
4.4. Data Collection Technique ........................................................................... 7
4.5. Ethical Considerations ................................................................................. 7
4.6. Gallup's Q12 survey .................................................................................... 8
Chapter 5: Results and Discussion......................................................................... 9
5.1. Survey Analysis ........................................................................................... 9
5.2. Quantitative Analysis of Data ....................................................................... 9
5.2.1 An overview of the average percentage of respondents to the
engagement survey ........................................................................................ 11
5.2.2 Summarized mean percentage of motivation survey responses .............. 12
Gender based participation .......................................................................... 13
Managerial Participation ............................................................................... 13
5.2.3 An analysis of the connections between employee satisfaction,
engagement, and motivation ........................................................................... 14
Chapter 1: Introduction ........................................................................................ 1
1.1. Objective .................................................................................................... 2
1.2. Rationale of the Study ................................................................................. 2
Chapter 2: Organizational Overview ...................................................................... 3
2.1. Mission ....................................................................................................... 3
2.2. Vision ......................................................................................................... 3
2.3. Values ........................................................................................................ 3
2.4. Product Overview ....................................................................................... 4
Chapter 3: Literature Review ................................................................................ 5
Chapter 4: Methodology of the Study: Data and Methods ....................................... 6
4.1. Nature of the Study .................................................................................... 6
4.2. Study Place and Period ................................................................................ 6
4.3. Population size and sample size ................................................................... 6
4.4. Data Collection Technique ........................................................................... 7
4.5. Ethical Considerations ................................................................................. 7
4.6. Gallup's Q12 survey .................................................................................... 8
Chapter 5: Results and Discussion......................................................................... 9
5.1. Survey Analysis ........................................................................................... 9
5.2. Quantitative Analysis of Data ....................................................................... 9
5.2.1 An overview of the average percentage of respondents to the
engagement survey ........................................................................................ 11
5.2.2 Summarized mean percentage of motivation survey responses .............. 12
Gender based participation .......................................................................... 13
Managerial Participation ............................................................................... 13
5.2.3 An analysis of the connections between employee satisfaction,
engagement, and motivation ........................................................................... 14
Conclusion ......................................................................................................... 16
Recommendations.............................................................................................. 17
References ........................................................................................................ 18
Appendix ........................................................................................................... 20
List of Figures
Figure 1: Different Levels of Gallup's Q12 survey (Inc, 2021). ................................. 8
Figure 2: Average Responses on percentage on the Q12 statements .................... 12
Figure 3: Average opinion on motivation statements. ........................................... 12
Figure 4: Gender Based Participation ................................................................... 13
Figure 5: Managerial Participation ....................................................................... 14
Figure 6: Scatter Plot showing the relationship between employee engagement and
satisfaction ........................................................................................................ 15
Figure 7: Scatter Plot showing the relationship between employee engagement and
motivation ......................................................................................................... 15
List of Tables
Table 1 Population Size & Sample Size .................................................................. 7
Table 2 Mean (%) across the Q12 statements (Q2-13). ........................................ 11
Table 3 Mean (%) across the Motivation statements (Q14-17) .............................. 12
Table 4 Gender distribution with percentage ........................................................ 13
Table 5 Managerial participation with percentage ................................................. 13
Recommendations.............................................................................................. 17
References ........................................................................................................ 18
Appendix ........................................................................................................... 20
List of Figures
Figure 1: Different Levels of Gallup's Q12 survey (Inc, 2021). ................................. 8
Figure 2: Average Responses on percentage on the Q12 statements .................... 12
Figure 3: Average opinion on motivation statements. ........................................... 12
Figure 4: Gender Based Participation ................................................................... 13
Figure 5: Managerial Participation ....................................................................... 14
Figure 6: Scatter Plot showing the relationship between employee engagement and
satisfaction ........................................................................................................ 15
Figure 7: Scatter Plot showing the relationship between employee engagement and
motivation ......................................................................................................... 15
List of Tables
Table 1 Population Size & Sample Size .................................................................. 7
Table 2 Mean (%) across the Q12 statements (Q2-13). ........................................ 11
Table 3 Mean (%) across the Motivation statements (Q14-17) .............................. 12
Table 4 Gender distribution with percentage ........................................................ 13
Table 5 Managerial participation with percentage ................................................. 13
Page | 1
Chapter 1: Introduction
In RMG Sectors and its related counter parts, most of the changes emerged following
the worldwide attention on the Rana Plaza disaster in 2013. The transition remains
ongoing, taking into account the variations in workplace culture and environmental
changes in the garment industry as well as all other supply chain partners. The
modifications involve employee involvement, beneficial work environment practices, a
secure workplace, and staff engagement. The report will evaluate employee
engagement and motivation to work as a crucial element for Banani Trading House.
The report outlined the status of employee engagement and motivation within an
office. The research will also emphasize employees' views on engagement and
motivation in their work at Banani Trading House. Based on the report outcome I’ll
suggest top management if there is any improvement needed on the policy. This
analysis will help to analyses the motivation level and engagement level among all the
employees.
Banani Trading House is a well-known, authorized, and one of the oldest suppliers of
Groz-Beckert needles in Bangladesh, successfully functioning since 2005. The
organization has positioned itself as a unique entity that assists garment and knitting
factories throughout Bangladesh by supplying needles which is the most crucial item
for supply chain department, and it is much more organized than many other local
offices in the country. The HR Department, together with other divisions, plays a vital
role in the company's success and collaborates as a team to achieve the best results
from the workforce. The distinction between organizational engagement, focused on
boosting organizational performance, and work engagement, which aims to improve
employee well-being, suggests that the blend of these two types of engagement can
offer insights into how an organization like Banani Trading House manages its human
resources overall.
Chapter 1: Introduction
In RMG Sectors and its related counter parts, most of the changes emerged following
the worldwide attention on the Rana Plaza disaster in 2013. The transition remains
ongoing, taking into account the variations in workplace culture and environmental
changes in the garment industry as well as all other supply chain partners. The
modifications involve employee involvement, beneficial work environment practices, a
secure workplace, and staff engagement. The report will evaluate employee
engagement and motivation to work as a crucial element for Banani Trading House.
The report outlined the status of employee engagement and motivation within an
office. The research will also emphasize employees' views on engagement and
motivation in their work at Banani Trading House. Based on the report outcome I’ll
suggest top management if there is any improvement needed on the policy. This
analysis will help to analyses the motivation level and engagement level among all the
employees.
Banani Trading House is a well-known, authorized, and one of the oldest suppliers of
Groz-Beckert needles in Bangladesh, successfully functioning since 2005. The
organization has positioned itself as a unique entity that assists garment and knitting
factories throughout Bangladesh by supplying needles which is the most crucial item
for supply chain department, and it is much more organized than many other local
offices in the country. The HR Department, together with other divisions, plays a vital
role in the company's success and collaborates as a team to achieve the best results
from the workforce. The distinction between organizational engagement, focused on
boosting organizational performance, and work engagement, which aims to improve
employee well-being, suggests that the blend of these two types of engagement can
offer insights into how an organization like Banani Trading House manages its human
resources overall.
Page | 2
1.1. Objective
The main aim of the report is to assess employee engagement and motivation through
Gallup's engagement survey at Banani Trading House. The research aims to illustrate
multiple objectives, which include displaying the current state of employee motivation
and engagement within their workplace; reflecting the organization’s staff
perspectives on their encouragement and engagement via feedback which will be
collected through a survey; and illustrating the correlation between employee
satisfaction, engagement, and motivation through correlation analysis.
1.2. Rationale of the Study
The research was conducted specifically to demonstrate the level of employee
engagement and motivation at Banani Trade. The research will demonstrate
approaches to handle employee engagement and motivation in this sector, which
currently has a developing work environment and insufficient academic study. In the
clothing industry, overseeing personnel and maintaining their motivation during their
employment is quite difficult, making it crucial for management to grasp the situation
from the employees’ perspective. The research will enable the management to
understand its staff and strategically manage, motivate, and inspire them for lasting
commitment.
1.1. Objective
The main aim of the report is to assess employee engagement and motivation through
Gallup's engagement survey at Banani Trading House. The research aims to illustrate
multiple objectives, which include displaying the current state of employee motivation
and engagement within their workplace; reflecting the organization’s staff
perspectives on their encouragement and engagement via feedback which will be
collected through a survey; and illustrating the correlation between employee
satisfaction, engagement, and motivation through correlation analysis.
1.2. Rationale of the Study
The research was conducted specifically to demonstrate the level of employee
engagement and motivation at Banani Trade. The research will demonstrate
approaches to handle employee engagement and motivation in this sector, which
currently has a developing work environment and insufficient academic study. In the
clothing industry, overseeing personnel and maintaining their motivation during their
employment is quite difficult, making it crucial for management to grasp the situation
from the employees’ perspective. The research will enable the management to
understand its staff and strategically manage, motivate, and inspire them for lasting
commitment.
Page | 3
Chapter 2: Organizational Overview
Banani Trading House
• Business Type: Authorized Local Agent of Groz-Beckert KG Germany
• Deals in: Industrial Sewing Machine Needles, Industrial Knitting Machine
Needles, Sugiura Industrial Knitting Needles
Banani Trading House, founded in 2006, stands as a distinguished entity in the
Bangladesh market. we have accomplished so much over the years. Banani Trade
takes pride in being the oldest authorized local agent of Groz-Beckert KG Germany, a
world-renowned manufacturer of Knitting and Sewing machine needles. It’s
commitment to maintaining needle supply chain availability, quality, and excellence
has positioned us as a trusted partner for industries engaged in 100% export-oriented
readymade garments, textiles, and knitting across Bangladesh.
It was Founded by Mr. Harun Ar Rashid and he was engaged in this sector since 2000.
After starting this private company, He along with his team has gained a high
reputation of serving customers on-time in-full of sincerity.
2.1. Mission
This Company’s mission is to consistently deliver precision-engineered needles and
comprehensive services tailored to the needs of our clients in the readymade
garments, textiles, knitting, and hosiery sectors. It aims to maintain a robust stock
and supply chain, uphold the highest standards of quality, and contribute to the
growth and success of Bangladesh's export industries.
2.2. Vision
To be the premier and most trusted supply chain part of industrial needles in
Bangladesh, recognized for our commitment to quality, excellence, and seamless
support, contributing significantly to the success and efficiency of the export-oriented
garment and textile industries.
2.3. Values
Their commitment at Banani Trading House is deeply rooted in a set of core values
that guide our actions and define our business identity. Integrity is the bedrock of our
dealings, ensuring transparency, trust, and ethical conduct in every aspect.
Chapter 2: Organizational Overview
Banani Trading House
• Business Type: Authorized Local Agent of Groz-Beckert KG Germany
• Deals in: Industrial Sewing Machine Needles, Industrial Knitting Machine
Needles, Sugiura Industrial Knitting Needles
Banani Trading House, founded in 2006, stands as a distinguished entity in the
Bangladesh market. we have accomplished so much over the years. Banani Trade
takes pride in being the oldest authorized local agent of Groz-Beckert KG Germany, a
world-renowned manufacturer of Knitting and Sewing machine needles. It’s
commitment to maintaining needle supply chain availability, quality, and excellence
has positioned us as a trusted partner for industries engaged in 100% export-oriented
readymade garments, textiles, and knitting across Bangladesh.
It was Founded by Mr. Harun Ar Rashid and he was engaged in this sector since 2000.
After starting this private company, He along with his team has gained a high
reputation of serving customers on-time in-full of sincerity.
2.1. Mission
This Company’s mission is to consistently deliver precision-engineered needles and
comprehensive services tailored to the needs of our clients in the readymade
garments, textiles, knitting, and hosiery sectors. It aims to maintain a robust stock
and supply chain, uphold the highest standards of quality, and contribute to the
growth and success of Bangladesh's export industries.
2.2. Vision
To be the premier and most trusted supply chain part of industrial needles in
Bangladesh, recognized for our commitment to quality, excellence, and seamless
support, contributing significantly to the success and efficiency of the export-oriented
garment and textile industries.
2.3. Values
Their commitment at Banani Trading House is deeply rooted in a set of core values
that guide our actions and define our business identity. Integrity is the bedrock of our
dealings, ensuring transparency, trust, and ethical conduct in every aspect.
Page | 4
They prioritize a customer-centric approach, tailoring our products and services to
meet and exceed the specific needs of our clients. The pursuit of quality excellence is
non-negotiable, with a focus on precision engineering and unwavering attention to
detail in all our industrial needles.
Reliability is Their promise. We stand as a steadfast partner, providing consistent
support across all dimensions of our operations. Innovation is embraced, and
adaptability is our response to the ever-evolving industry landscape.
Collaboration is key to our success, fostering strong relationships with clients and
stakeholders. Social responsibility is embedded in our practices, acknowledging the
impact of our actions on the environment and the communities we serve.
Lastly, they value the ethos of continuous improvement, constantly evaluating and
enhancing our processes to stay at the forefront of industry standards. These values
collectively define our identity and drive us towards excellence in serving our clients
and contributing positively to our broader community.
2.4. Product Overview
We specialize in supplying top-quality Groz-Beckert industrial needles tailored for the
100% export-oriented sectors. Our product range includes:
• Industrial Sewing Machine Needles
Precision-engineered for efficiency in the RMG sector.
• Industrial Knitting Machine Needles
Optimized for knitting, textile, hosiery, socks, and sweater industries.
• Sugiura, Japan, Industrial Knitting Needles
Trusted by subcontracting factories supporting export-oriented composite
industries.
They prioritize a customer-centric approach, tailoring our products and services to
meet and exceed the specific needs of our clients. The pursuit of quality excellence is
non-negotiable, with a focus on precision engineering and unwavering attention to
detail in all our industrial needles.
Reliability is Their promise. We stand as a steadfast partner, providing consistent
support across all dimensions of our operations. Innovation is embraced, and
adaptability is our response to the ever-evolving industry landscape.
Collaboration is key to our success, fostering strong relationships with clients and
stakeholders. Social responsibility is embedded in our practices, acknowledging the
impact of our actions on the environment and the communities we serve.
Lastly, they value the ethos of continuous improvement, constantly evaluating and
enhancing our processes to stay at the forefront of industry standards. These values
collectively define our identity and drive us towards excellence in serving our clients
and contributing positively to our broader community.
2.4. Product Overview
We specialize in supplying top-quality Groz-Beckert industrial needles tailored for the
100% export-oriented sectors. Our product range includes:
• Industrial Sewing Machine Needles
Precision-engineered for efficiency in the RMG sector.
• Industrial Knitting Machine Needles
Optimized for knitting, textile, hosiery, socks, and sweater industries.
• Sugiura, Japan, Industrial Knitting Needles
Trusted by subcontracting factories supporting export-oriented composite
industries.
Page | 5
Chapter 3: Literature Review
"Employee engagement" is a term used by human resources (HR) to describe how
passionate and dedicated a worker is to their job (SMITH, 2020). Evaluating Employee
Engagement and prioritizing it among all responsibilities for further development is
essential and critical. The Banani Trading House study used Q12n, Gallup's survey on how
much people like their jobs. The basis for it is more than 30 years of behavioral economic
research with 100,000 teams and more than 2.7 million workers (Effy, 2022). Gallup made
a 12-item engagement metric called the "Q12" based on a survey of 50 different industries
(Inc, 2021). Through comprehensive research, employees have delineated 12 essential
traits (the Q12) that are significantly correlated with critical business outcomes. (Vale,
2011). These 12 statements were the best signs of how well a workgroup or employee
was doing. Gallup's employee engagement survey aims to examine the factors influencing
organizational effectiveness and employee engagement (Sorenson, 2013).
Employee engagement is very important for the growth, performance, and quality of any
organization (Kenyi and John, 2020). Focusing on employee engagement may help
businesses grow and stay in business during tough economic times (Sorenson, 2013). It
could also help businesses survive in tough social and economic situations, like when there
is political or economic upheaval. Motivation is the strong internal drive to meet an unmet
need or reach a certain goal. Also, it is a process that starts with a physical or mental
demand and ends with a goal-oriented performance. (Dobre, 2013). Employee motivation
is the level of enthusiasm, dedication, and creativity that workers bring to their jobs (Inc.,
2018). People are motivated by how much they feel like they have power and are
involved in the company's goals (QuestionPro, 2019). The phrase "employee motivation"
refers to a person's natural desire to do or not do something in a work setting. The Q12
strangely looks at what makes people happy at work, but Gallup calls it a sign of
involvement (Schaufeli & Bakker, 2010). In reality, companies typically fail to make the
necessary adjustments that will engage employees or satisfy their demands at work when
they only focus on measuring engagement rather than enhancing it (Mann & Harter,
2016). There is no one technique that can be used to consistently raise employee
engagement and motivation for higher activity levels and creative output (Stoyanova and
Iliev (2017).
Chapter 3: Literature Review
"Employee engagement" is a term used by human resources (HR) to describe how
passionate and dedicated a worker is to their job (SMITH, 2020). Evaluating Employee
Engagement and prioritizing it among all responsibilities for further development is
essential and critical. The Banani Trading House study used Q12n, Gallup's survey on how
much people like their jobs. The basis for it is more than 30 years of behavioral economic
research with 100,000 teams and more than 2.7 million workers (Effy, 2022). Gallup made
a 12-item engagement metric called the "Q12" based on a survey of 50 different industries
(Inc, 2021). Through comprehensive research, employees have delineated 12 essential
traits (the Q12) that are significantly correlated with critical business outcomes. (Vale,
2011). These 12 statements were the best signs of how well a workgroup or employee
was doing. Gallup's employee engagement survey aims to examine the factors influencing
organizational effectiveness and employee engagement (Sorenson, 2013).
Employee engagement is very important for the growth, performance, and quality of any
organization (Kenyi and John, 2020). Focusing on employee engagement may help
businesses grow and stay in business during tough economic times (Sorenson, 2013). It
could also help businesses survive in tough social and economic situations, like when there
is political or economic upheaval. Motivation is the strong internal drive to meet an unmet
need or reach a certain goal. Also, it is a process that starts with a physical or mental
demand and ends with a goal-oriented performance. (Dobre, 2013). Employee motivation
is the level of enthusiasm, dedication, and creativity that workers bring to their jobs (Inc.,
2018). People are motivated by how much they feel like they have power and are
involved in the company's goals (QuestionPro, 2019). The phrase "employee motivation"
refers to a person's natural desire to do or not do something in a work setting. The Q12
strangely looks at what makes people happy at work, but Gallup calls it a sign of
involvement (Schaufeli & Bakker, 2010). In reality, companies typically fail to make the
necessary adjustments that will engage employees or satisfy their demands at work when
they only focus on measuring engagement rather than enhancing it (Mann & Harter,
2016). There is no one technique that can be used to consistently raise employee
engagement and motivation for higher activity levels and creative output (Stoyanova and
Iliev (2017).
Page | 6
Chapter 4: Methodology of the Study: Data and Methods
This chapter explains the research method used, including how the sample was chosen
and how the data was collected and analyzed. The approach was slightly modified to
fit Fiona Vale's method (Vale, 2011). Chapter four examines and analyzes the data.
The proposed inquiry used a quantitative method. The data collected from the
questionnaire was evaluated using Microsoft Excel to find the average and percentage.
The investigation included both table and graph analysis.
4.1. Nature of the Study
Both descriptive and evaluative objectives guided the study. The research examined
Banani Trade's current employee engagement and motivation levels. It also
considered staff members' views on the overall effectiveness of the organization in
these areas. The research used a quantitative questionnaire. Each participant was
individually asked for their consent to take part in the study.
4.2. Study Place and Period
The study was carried out at the Banani Trade’s Office. The study was undertaken
from August to September 2025. The analysis and evaluation work were done
recently.
4.3. Population size and sample size
Samples were collected using purposeful sampling (Saunders, Lewis, & Thornhill,
2019). The survey focuses on managers and executives who have been at Banani
Trade for over a year. From 112 employees, primarily executives and managers from
Banani Trade, a total of 46 samples were collected. To ensure a representative data
sample, a percentage of 50 from each of Banani Trade's departments (Accounts, Audit,
Commercial, Sales, Store, HR, Admin & Compliance, Logistics, IT, Supply Chain) was
included.
Departments Total Employees Sample Collected
Accounts 10 5
Chapter 4: Methodology of the Study: Data and Methods
This chapter explains the research method used, including how the sample was chosen
and how the data was collected and analyzed. The approach was slightly modified to
fit Fiona Vale's method (Vale, 2011). Chapter four examines and analyzes the data.
The proposed inquiry used a quantitative method. The data collected from the
questionnaire was evaluated using Microsoft Excel to find the average and percentage.
The investigation included both table and graph analysis.
4.1. Nature of the Study
Both descriptive and evaluative objectives guided the study. The research examined
Banani Trade's current employee engagement and motivation levels. It also
considered staff members' views on the overall effectiveness of the organization in
these areas. The research used a quantitative questionnaire. Each participant was
individually asked for their consent to take part in the study.
4.2. Study Place and Period
The study was carried out at the Banani Trade’s Office. The study was undertaken
from August to September 2025. The analysis and evaluation work were done
recently.
4.3. Population size and sample size
Samples were collected using purposeful sampling (Saunders, Lewis, & Thornhill,
2019). The survey focuses on managers and executives who have been at Banani
Trade for over a year. From 112 employees, primarily executives and managers from
Banani Trade, a total of 46 samples were collected. To ensure a representative data
sample, a percentage of 50 from each of Banani Trade's departments (Accounts, Audit,
Commercial, Sales, Store, HR, Admin & Compliance, Logistics, IT, Supply Chain) was
included.
Departments Total Employees Sample Collected
Accounts 10 5
Page | 7
Audit 2 2
Commercial 5 2
Sales & Marketing 55 20
Store 5 2
HR 6 2
Admin & Compliance 3 2
Logistics 7 3
IT 4 2
Supply Chain 7 3
VAT Officer 3 1
Support Staff 5 2
Total 112 46
Table 1 Population Size & Sample Size
4.4. Data Collection Technique
The majority of the study's data came from surveys and secondary sources.
Information from Banani Trade authorities was included when necessary to keep the
report neutral and clear. The study involved visits to various desks and departments
for firsthand experience. The data collected comes from multiple sources. The key
sources for this research were divided into two categories: Gallup's Engagement
Questionnaire (see Appendix) and in-person interviews with senior officials of the
organization. Additional sources of secondary data include the organization's annual
report, other public documents, relevant books, research papers, human resources-
related newspapers and journals, articles about employee engagement and
motivation, and Gallup.
4.5. Ethical Considerations
To collect data and conduct the investigation, the necessary skills and resources were
used. There was no bias in the sample selection process since it was done randomly.
Staff members felt no pressure, and participants consented to engage in the discussion
and complete the questionnaire. The form did not ask for any personal or irrelevant
questions, nor did it include any misleading or racially offensive language. There were
no unclear words or sentences in the questionnaire. Participating in the poll did not
Audit 2 2
Commercial 5 2
Sales & Marketing 55 20
Store 5 2
HR 6 2
Admin & Compliance 3 2
Logistics 7 3
IT 4 2
Supply Chain 7 3
VAT Officer 3 1
Support Staff 5 2
Total 112 46
Table 1 Population Size & Sample Size
4.4. Data Collection Technique
The majority of the study's data came from surveys and secondary sources.
Information from Banani Trade authorities was included when necessary to keep the
report neutral and clear. The study involved visits to various desks and departments
for firsthand experience. The data collected comes from multiple sources. The key
sources for this research were divided into two categories: Gallup's Engagement
Questionnaire (see Appendix) and in-person interviews with senior officials of the
organization. Additional sources of secondary data include the organization's annual
report, other public documents, relevant books, research papers, human resources-
related newspapers and journals, articles about employee engagement and
motivation, and Gallup.
4.5. Ethical Considerations
To collect data and conduct the investigation, the necessary skills and resources were
used. There was no bias in the sample selection process since it was done randomly.
Staff members felt no pressure, and participants consented to engage in the discussion
and complete the questionnaire. The form did not ask for any personal or irrelevant
questions, nor did it include any misleading or racially offensive language. There were
no unclear words or sentences in the questionnaire. Participating in the poll did not
Page | 8
affect a person's job status. The responses were anonymous, and all information was
kept private. Every piece of data collected was used solely for research.
4.6. Gallup's Q12 survey
One tool for assessing employee engagement is the Gallup 12 Workplace Assessment
(Khanna, 2020). Employee engagement is measured at a specific time using a Q12
survey. This survey provides information to help improve employee engagement. After
a detailed study of the factors that distinguish high-performing teams, the Gallup
Organization created the Q12 questionnaire (Inc., 2021). Since none of the questions
in the Q12 survey directly address manager traits or behaviors, it is not intended to
serve as a management evaluation. It reflects the team's overall commitment.
Each of the twelve elements in our employee engagement questionnaire fits into one
of the four levels of employee development needs, which forms the basis of the
employee engagement framework (Inc, 2021).
Figure 1: Different Levels of Gallup's Q12 survey (Inc, 2021).
affect a person's job status. The responses were anonymous, and all information was
kept private. Every piece of data collected was used solely for research.
4.6. Gallup's Q12 survey
One tool for assessing employee engagement is the Gallup 12 Workplace Assessment
(Khanna, 2020). Employee engagement is measured at a specific time using a Q12
survey. This survey provides information to help improve employee engagement. After
a detailed study of the factors that distinguish high-performing teams, the Gallup
Organization created the Q12 questionnaire (Inc., 2021). Since none of the questions
in the Q12 survey directly address manager traits or behaviors, it is not intended to
serve as a management evaluation. It reflects the team's overall commitment.
Each of the twelve elements in our employee engagement questionnaire fits into one
of the four levels of employee development needs, which forms the basis of the
employee engagement framework (Inc, 2021).
Figure 1: Different Levels of Gallup's Q12 survey (Inc, 2021).
Page | 9
Chapter 5: Results and Discussion
Details regarding the sample group surveyed for this study are given in this chapter.
Following that, the survey's preliminary findings are shown both graphically and
tabularly.
5.1. Survey Analysis
Employees that are working late, are not compensated in Bangladesh. When workers
actively participate in their work, they are more motivated and satisfied. Staff
involvement and motivation go in harmony mutually beneficial. People enjoy their jobs
when they collaborate well. Employees lack the time necessary to express their
opinions on a range of subjects and take part in crucial decision-making.
5.2. Quantitative Analysis of Data
Participants were also given the assurance that their responses would remain
confidential. It was doubtful that the research study could identify any of the
participants because neither their name nor any other personal information was
collected. Respondents were asked to score the following statements using a Likert
scale with six response options: 1 for strongly disagree, 2 for disagree, 3 for neutral,
4 for agree, and 5 for strongly agree.
Summarized data gathering, including each survey statement's percentage and
frequency.
Survey Statements
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Freq Per
%
Freq Per
%
Freq Per
%
Freq Per
%
Freq Per
%
I am satisfied with
Banani Trade as a
place of work
16 35 14 30 8 18 5 12 3 5
I have the materials
and equipment I need
to do my work right.
15 32 16 35 5 10 9 20 1 3
My
manager/supervisor,
10 23 14 30 15 33 5 10 2 4
Chapter 5: Results and Discussion
Details regarding the sample group surveyed for this study are given in this chapter.
Following that, the survey's preliminary findings are shown both graphically and
tabularly.
5.1. Survey Analysis
Employees that are working late, are not compensated in Bangladesh. When workers
actively participate in their work, they are more motivated and satisfied. Staff
involvement and motivation go in harmony mutually beneficial. People enjoy their jobs
when they collaborate well. Employees lack the time necessary to express their
opinions on a range of subjects and take part in crucial decision-making.
5.2. Quantitative Analysis of Data
Participants were also given the assurance that their responses would remain
confidential. It was doubtful that the research study could identify any of the
participants because neither their name nor any other personal information was
collected. Respondents were asked to score the following statements using a Likert
scale with six response options: 1 for strongly disagree, 2 for disagree, 3 for neutral,
4 for agree, and 5 for strongly agree.
Summarized data gathering, including each survey statement's percentage and
frequency.
Survey Statements
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Freq Per
%
Freq Per
%
Freq Per
%
Freq Per
%
Freq Per
%
I am satisfied with
Banani Trade as a
place of work
16 35 14 30 8 18 5 12 3 5
I have the materials
and equipment I need
to do my work right.
15 32 16 35 5 10 9 20 1 3
My
manager/supervisor,
10 23 14 30 15 33 5 10 2 4
Page | 10
or someone at work,
seems to care about
me as a person.
At work, my opinions
seem to count.
18 40 14 30 5 12 7 15 2 3
I am satisfied with
present salary.
9 20 16 35 11 25 5 10 5 10
I feel I work in a
positive working
environment.
11 23 17 38 9 18 6 13
3 8
The environment of
Banani Trade is
suitable to work for
employee.
14 30 11 25 11 25 9 18 1 2
The entry and mid-
level employees have
a proper
communication system
with top management
9 18 15 33 15 33 5 11 2 5
The management
system allows
Employees’
participation in
formulating Human
Resource policy
6 14 10 22 13 27 9 19 8 18
Banani Trade
management includes
Employees’ views and
opinions while
formulating and
implementing new
rules and regulations
for the Organization
13 29 10 21 9 19 8 17 6 14
Inter-personal
relationships among
9 20 11 25 16 35 5 10 5 10
or someone at work,
seems to care about
me as a person.
At work, my opinions
seem to count.
18 40 14 30 5 12 7 15 2 3
I am satisfied with
present salary.
9 20 16 35 11 25 5 10 5 10
I feel I work in a
positive working
environment.
11 23 17 38 9 18 6 13
3 8
The environment of
Banani Trade is
suitable to work for
employee.
14 30 11 25 11 25 9 18 1 2
The entry and mid-
level employees have
a proper
communication system
with top management
9 18 15 33 15 33 5 11 2 5
The management
system allows
Employees’
participation in
formulating Human
Resource policy
6 14 10 22 13 27 9 19 8 18
Banani Trade
management includes
Employees’ views and
opinions while
formulating and
implementing new
rules and regulations
for the Organization
13 29 10 21 9 19 8 17 6 14
Inter-personal
relationships among
9 20 11 25 16 35 5 10 5 10
Page | 11
the employee are
good.
Job duties are clearly
defined
23 50 11 25 7 15 3 5 2 5
Opportunity to
discussion among
different employees at
the time of conflict
19 41 9 19 7 15 7 16 4 9
Employee benefits and
welfare Issues are
beneficial
10 23 10 21 8 18 8 17 10 21
Satisfied with the
organization structure.
15 32 9 19 10 22 8 17 4 10
Employees feel
motivated when their
opinions are counted
22 47 10 22 7 16 5 10 2 5
Employee engagement
has a great impact on
the motivation of
employees
11 25 14 30 9 20 7 15 5 10
5.2.1 An overview of the average percentage of respondents to the
engagement survey
According to the study's findings, a significant percentage of participants are actively
involved in their department or organization. An average of 30% of respondents said
they are highly engaged, according to the survey. 27% of respondents, on average,
say they are excited about their careers or jobs. More than half of respondents were
neutral on average. About 21% of people are not engaged or satisfied with their
level of involvement in the organization.
Table 2 Mean (%) across the Q12 statements (Q2-13).
Mean (%) across the Q12 statements (Q2 -13)
Responses Percentage (%)
Strongly Agree 30
Agree 27
Neutral 21
Disagree 14
Strongly Disagree 8
Total 100
the employee are
good.
Job duties are clearly
defined
23 50 11 25 7 15 3 5 2 5
Opportunity to
discussion among
different employees at
the time of conflict
19 41 9 19 7 15 7 16 4 9
Employee benefits and
welfare Issues are
beneficial
10 23 10 21 8 18 8 17 10 21
Satisfied with the
organization structure.
15 32 9 19 10 22 8 17 4 10
Employees feel
motivated when their
opinions are counted
22 47 10 22 7 16 5 10 2 5
Employee engagement
has a great impact on
the motivation of
employees
11 25 14 30 9 20 7 15 5 10
5.2.1 An overview of the average percentage of respondents to the
engagement survey
According to the study's findings, a significant percentage of participants are actively
involved in their department or organization. An average of 30% of respondents said
they are highly engaged, according to the survey. 27% of respondents, on average,
say they are excited about their careers or jobs. More than half of respondents were
neutral on average. About 21% of people are not engaged or satisfied with their
level of involvement in the organization.
Table 2 Mean (%) across the Q12 statements (Q2-13).
Mean (%) across the Q12 statements (Q2 -13)
Responses Percentage (%)
Strongly Agree 30
Agree 27
Neutral 21
Disagree 14
Strongly Disagree 8
Total 100
Page | 12
Figure 2: Average Responses on percentage on the Q12 statements
5.2.2 Summarized mean percentage of motivation survey responses
The study's findings demonstrated that a sizable percentage of respondents were
motivated by their organization or department. On average, 32% of those surveyed
said they felt motivated at work.
Table 3 Mean (%) across the Motivation statements (Q14-17)
Mean (%) across the Q12 statements (Q14-17)
Responses Percentage (%)
Strongly Agree 32
Agree 23
Neutral 19
Disagree 15
Strongly Disagree 11
Total 100
32%
23%
19%
15%
11%
Mean (%) across the Q12 statements (Q14-17)
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
30, 30%
27, 27%
21, 21%
14, 14%
8, 8%
Mean (%) across the Q12 statements (Q2-13)
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Figure 2: Average Responses on percentage on the Q12 statements
Figure 3: Average opinion on motivation statements.
Figure 2: Average Responses on percentage on the Q12 statements
5.2.2 Summarized mean percentage of motivation survey responses
The study's findings demonstrated that a sizable percentage of respondents were
motivated by their organization or department. On average, 32% of those surveyed
said they felt motivated at work.
Table 3 Mean (%) across the Motivation statements (Q14-17)
Mean (%) across the Q12 statements (Q14-17)
Responses Percentage (%)
Strongly Agree 32
Agree 23
Neutral 19
Disagree 15
Strongly Disagree 11
Total 100
32%
23%
19%
15%
11%
Mean (%) across the Q12 statements (Q14-17)
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
30, 30%
27, 27%
21, 21%
14, 14%
8, 8%
Mean (%) across the Q12 statements (Q2-13)
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Figure 2: Average Responses on percentage on the Q12 statements
Figure 3: Average opinion on motivation statements.
Page | 13
Gender based participation
Table 4 Gender distribution with percentage
Particular No. of Respondents Percentage
Male 41 90
Female 5 10
Total 46 100
Remarks: Only 10% employees were female.
Managerial Participation
Table 5 Managerial participation with percentage
Position No. of Respondents Percentage
Non-managerial 35 77
Managerial 11 23
Total 46 100
Remark: Only 23% of the participants were managers of the organization
41
5
90
10
M A L E F E M A L E
GENDER BASED PARTICIPATION
No. of RespondentsPercentage
Figure 4: Gender Based Participation
Gender based participation
Table 4 Gender distribution with percentage
Particular No. of Respondents Percentage
Male 41 90
Female 5 10
Total 46 100
Remarks: Only 10% employees were female.
Managerial Participation
Table 5 Managerial participation with percentage
Position No. of Respondents Percentage
Non-managerial 35 77
Managerial 11 23
Total 46 100
Remark: Only 23% of the participants were managers of the organization
41
5
90
10
M A L E F E M A L E
GENDER BASED PARTICIPATION
No. of RespondentsPercentage
Figure 4: Gender Based Participation
Page | 14
5.2.3 An analysis of the connections between employee satisfaction,
engagement, and motivation
Correlations
0 10 20 30 40 50 60 70 80 90
Non-managerial
Managerial
Managerial Participation
PercentageNo. of Respondents
Figure 5: Managerial Participation
5.2.3 An analysis of the connections between employee satisfaction,
engagement, and motivation
Correlations
0 10 20 30 40 50 60 70 80 90
Non-managerial
Managerial
Managerial Participation
PercentageNo. of Respondents
Figure 5: Managerial Participation
Page | 15
Our study's Pearson's r value for the relationship between satisfaction and
engagement is 0.528. Thus, it can be said that there is a positive correlation between
our satisfaction and engagement traits. Thus, if the degree of participation in the
Banani Trade increases. The workforce is also more satisfied. There is a strong positive
correlation between motivation and engagement because r is close to 1, at 0.807. It
suggests that as engagement levels change, Banani Trading House's employees'
motivation levels will also change.
Figure 6: Scatter Plot showing the relationship between employee engagement and satisfaction
Figure 7: Scatter Plot showing the relationship between employee engagement and motivation
Our study's Pearson's r value for the relationship between satisfaction and
engagement is 0.528. Thus, it can be said that there is a positive correlation between
our satisfaction and engagement traits. Thus, if the degree of participation in the
Banani Trade increases. The workforce is also more satisfied. There is a strong positive
correlation between motivation and engagement because r is close to 1, at 0.807. It
suggests that as engagement levels change, Banani Trading House's employees'
motivation levels will also change.
Figure 6: Scatter Plot showing the relationship between employee engagement and satisfaction
Figure 7: Scatter Plot showing the relationship between employee engagement and motivation
Page | 16
Conclusion
Research of this kind will identify key players in the Supply Chain part of RMG sector, which
needs academic participation for growth and strategic decisions. Positive feelings that
employees have for the organization and its principles are referred to as "employee
engagement." It focuses on the impact of employee communication on a company's
operational efficiency. Employees need to be recognized as the most important factor in
determining a company's competitiveness. The company decides how to boost and maintain
employee engagement, and success necessitates the right balance of time, effort, dedication,
and funds. Maintaining a positive environment and mental health during a global economic
crisis makes it even more crucial for employees to interact with their peers. Employees that
are engaged are eager to put in more effort and care about the company's future. They have
a strong emotional connection to the company where they work, which improves employee
retention, productivity, and absenteeism. Effective employee engagement can be directly
linked to particular desired business outcomes by job type and workgroup when it is properly
tracked. In this sense, the Q12 survey can be used to determine how involved employees are
in a company. Q12 can help employees learn and improve. If given the opportunity to grow
and learn at work, employees are twice as likely to say they want to stay with their employer
for the rest of their careers. Therefore, rather than being a process, Q12 is an ongoing process
of learning, development, assessment, and action designed to engage hearts and minds. It
has to do with employee engagement, which is the most valuable asset of a company, a
significant contributor to overall performance, and an essential component of creating a
sustained competitive edge in the business environment of the sector.
Because the study only included workers who had been employed at Banani Trading House
for more than a year, there is a research gap. Future studies can be conducted for other RMG
Supply Chain-related businesses that are concerned with employee engagement and
motivation.
Throughout the study, several issues came to light. There were several difficulties throughout
the entire investigation. One of the biggest challenges encountered in the preparation of this
study was the sensitivity of the material, which made some management personnel hesitant
to submit thorough data. Additionally, because the survey was conducted in a factory,
interviewing respondents proved difficult because they were reluctant to participate during
peak hours. The survey results were also erroneous since many respondents were reluctant
to publicly disagree with management.
Conclusion
Research of this kind will identify key players in the Supply Chain part of RMG sector, which
needs academic participation for growth and strategic decisions. Positive feelings that
employees have for the organization and its principles are referred to as "employee
engagement." It focuses on the impact of employee communication on a company's
operational efficiency. Employees need to be recognized as the most important factor in
determining a company's competitiveness. The company decides how to boost and maintain
employee engagement, and success necessitates the right balance of time, effort, dedication,
and funds. Maintaining a positive environment and mental health during a global economic
crisis makes it even more crucial for employees to interact with their peers. Employees that
are engaged are eager to put in more effort and care about the company's future. They have
a strong emotional connection to the company where they work, which improves employee
retention, productivity, and absenteeism. Effective employee engagement can be directly
linked to particular desired business outcomes by job type and workgroup when it is properly
tracked. In this sense, the Q12 survey can be used to determine how involved employees are
in a company. Q12 can help employees learn and improve. If given the opportunity to grow
and learn at work, employees are twice as likely to say they want to stay with their employer
for the rest of their careers. Therefore, rather than being a process, Q12 is an ongoing process
of learning, development, assessment, and action designed to engage hearts and minds. It
has to do with employee engagement, which is the most valuable asset of a company, a
significant contributor to overall performance, and an essential component of creating a
sustained competitive edge in the business environment of the sector.
Because the study only included workers who had been employed at Banani Trading House
for more than a year, there is a research gap. Future studies can be conducted for other RMG
Supply Chain-related businesses that are concerned with employee engagement and
motivation.
Throughout the study, several issues came to light. There were several difficulties throughout
the entire investigation. One of the biggest challenges encountered in the preparation of this
study was the sensitivity of the material, which made some management personnel hesitant
to submit thorough data. Additionally, because the survey was conducted in a factory,
interviewing respondents proved difficult because they were reluctant to participate during
peak hours. The survey results were also erroneous since many respondents were reluctant
to publicly disagree with management.
Page | 17
Recommendations
In order to increase employee engagement, top management should actively
participate in the survey and support it in any way they can. Every employee should
be informed of the survey's specific goal in order to ensure its effectiveness.
Management must be motivated to carry out corrective actions in addition to having
the necessary tools and skills. To avoid misunderstandings during the implementation
phase, employees at various levels must be informed of the findings and the action
plans. Accurately tracking impact tactics requires frequent use of the Engagement
Workbook.
Feedback and regular communication with superiors are crucial. Workers need to be
able to communicate effectively with each other. Maintaining professional relationships
with peers, superiors, and subordinates is crucial views regarding the company's
culture and values. The group requires a more thorough comprehension of the vision,
mission, purpose, and objectives of the Banani Trade. Employees need more
coordination and cooperation between teams and groups. Employees should be
recognized and awarded based on their performance. To foster a positive work
environment, employees must establish fruitful relationships. Workers should be able
to participate in significant decision-making processes and express their opinions on a
range of subjects.
Recommendations
In order to increase employee engagement, top management should actively
participate in the survey and support it in any way they can. Every employee should
be informed of the survey's specific goal in order to ensure its effectiveness.
Management must be motivated to carry out corrective actions in addition to having
the necessary tools and skills. To avoid misunderstandings during the implementation
phase, employees at various levels must be informed of the findings and the action
plans. Accurately tracking impact tactics requires frequent use of the Engagement
Workbook.
Feedback and regular communication with superiors are crucial. Workers need to be
able to communicate effectively with each other. Maintaining professional relationships
with peers, superiors, and subordinates is crucial views regarding the company's
culture and values. The group requires a more thorough comprehension of the vision,
mission, purpose, and objectives of the Banani Trade. Employees need more
coordination and cooperation between teams and groups. Employees should be
recognized and awarded based on their performance. To foster a positive work
environment, employees must establish fruitful relationships. Workers should be able
to participate in significant decision-making processes and express their opinions on a
range of subjects.
Page | 18
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groups/public/asia/ro -bangkok/ilodhaka/documents/publication/wcms_602087
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Kenyi, T. E., & John, L. B. (2020). Job resources, job demands, uncertain working
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9(2), 202–212. https://doi.org/10.20525/ijrbs.v9i2.655
Khanna, R. (2020). RE-EXPLORE THE VIABILITY AND AUTHENTICITY OF GALLUP
WORKPLACE AUDIT IN PRIVATE UNIVERSITY. Business, Management and
Education, 18(2), 344–362. https://doi.org/10.3846/bme.2020.11999
Mann, A., & Harter, J. (2016). The Worldwide Employee Engagement Crisis.
QuestionPro. (2019, July 5). Employee motivation: Definition, types, importance, and
ways to improve it | QuestionPro. Retrieved January 22, 2022, from Question
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Students (8th ed.). Harlow: Pearson.
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Bringing clarity to the concept.
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from Investopedia website: https://www.investopedia.com/terms/e/
employeeengagement.asp#:~:text=Employee%20engagement%20is %20a%
20human
Sorenson, S. (2013). How employee engagement drives growth. Gallup Business
Journal, 1, 1–4.
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engagement factor for organizational excellence.
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National College of Ireland).
Page | 20
Appendix
Evaluation of Employee Engagement and Employee
Motivation Questionnaire
On Banani Trading House
Employee motivation, which leads to better overall performance in an organization,
depends heavily on employee engagement (Jaiswal et al., 2017). The purpose of the
questionnaire is to find out how employee engagement affects their desire to improve
in their roles. The survey will reveal the importance of employee involvement in a
company. While performing their roles, individuals use their bodies, minds, and
emotions to express themselves (Anitha, 2014). Thus, the level of commitment and
participation an employee has with their company and its values is called employee
engagement. Employee motivation refers to the internal drive to either perform or
avoid work-related tasks (Wikipedia Contributors, 2019). The survey study will find
out how Banani Trade’s staff and employees think about the employee engagement
on employee motivation.
To the best of our knowledge, answering the questionnaire and participating in the
research carry no more risks than what you might face in your everyday life. No
question requires a response. Your job status will not be affected by your choice to
participate or not in the survey. Respondents will stay anonymous, and all information
will be treated with confidentiality. All information is gathered and will be used only
for research purposes.
Appendix
Evaluation of Employee Engagement and Employee
Motivation Questionnaire
On Banani Trading House
Employee motivation, which leads to better overall performance in an organization,
depends heavily on employee engagement (Jaiswal et al., 2017). The purpose of the
questionnaire is to find out how employee engagement affects their desire to improve
in their roles. The survey will reveal the importance of employee involvement in a
company. While performing their roles, individuals use their bodies, minds, and
emotions to express themselves (Anitha, 2014). Thus, the level of commitment and
participation an employee has with their company and its values is called employee
engagement. Employee motivation refers to the internal drive to either perform or
avoid work-related tasks (Wikipedia Contributors, 2019). The survey study will find
out how Banani Trade’s staff and employees think about the employee engagement
on employee motivation.
To the best of our knowledge, answering the questionnaire and participating in the
research carry no more risks than what you might face in your everyday life. No
question requires a response. Your job status will not be affected by your choice to
participate or not in the survey. Respondents will stay anonymous, and all information
will be treated with confidentiality. All information is gathered and will be used only
for research purposes.
Page | 21
1 I am satisfied with Banani Trade as a place of work 1 2 3 4 5
2 I have the materials and equipment I need to do my work
right.
1 2 3 4 5
3 My manager/supervisor, or someone at work, seems to care
about me as a person.
1 2 3 4 5
4 At work, my opinions seem to count. 1 2 3 4 5
5 I am satisfied with present salary. 1 2 3 4 5
6 I feel I work in a positive working environment. 1 2 3 4 5
7 The environment of Banani Trade is suitable to work for
employee.
1 2 3 4 5
8 The entry and mid-level employees have a proper
communication system with top management
1 2 3 4 5
9 The management system allows Employees’ participation in
formulating Human Resource policy.
1 2 3 4 5
10 Banani Trade management includes Employees’ views and
opinions while formulating and implementing new rules and
regulations for the Organization
1 2 3 4 5
11 Inter-personal relationships among the employee are good. 1 2 3 4 5
12 Job duties are clearly defined 1 2 3 4 5
13 Opportunity to discussion among different employees at the
time of conflict
1 2 3 4 5
14 Employee benefits and welfare Issues are beneficial 1 2 3 4 5
15 Satisfied with the organization structure. 1 2 3 4 5
16 Employees feel motivated when their opinions are counted 1 2 3 4 5
17 Employee engagement has a great impact on the motivation
of employees
1 2 3 4 5
Thank you so much for considering participation in this study.
1 I am satisfied with Banani Trade as a place of work 1 2 3 4 5
2 I have the materials and equipment I need to do my work
right.
1 2 3 4 5
3 My manager/supervisor, or someone at work, seems to care
about me as a person.
1 2 3 4 5
4 At work, my opinions seem to count. 1 2 3 4 5
5 I am satisfied with present salary. 1 2 3 4 5
6 I feel I work in a positive working environment. 1 2 3 4 5
7 The environment of Banani Trade is suitable to work for
employee.
1 2 3 4 5
8 The entry and mid-level employees have a proper
communication system with top management
1 2 3 4 5
9 The management system allows Employees’ participation in
formulating Human Resource policy.
1 2 3 4 5
10 Banani Trade management includes Employees’ views and
opinions while formulating and implementing new rules and
regulations for the Organization
1 2 3 4 5
11 Inter-personal relationships among the employee are good. 1 2 3 4 5
12 Job duties are clearly defined 1 2 3 4 5
13 Opportunity to discussion among different employees at the
time of conflict
1 2 3 4 5
14 Employee benefits and welfare Issues are beneficial 1 2 3 4 5
15 Satisfied with the organization structure. 1 2 3 4 5
16 Employees feel motivated when their opinions are counted 1 2 3 4 5
17 Employee engagement has a great impact on the motivation
of employees
1 2 3 4 5
Thank you so much for considering participation in this study.
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