A STUDY ON ORGANIZATIONAL EFFECTIVNESS THROUGH EMPLOYEE ENGAGEMENT WITH REFERENCE TO SELECTED RETAIL OUTLETS IN BENGALURU REGION MAYA SALIMATH G 1 Dr. B ROSE KAVITHA 2 1 Research Scholar, Bharathiar University, Coimbatore 2 Dean & Director – Academics, Jyothi Nivasa College, Bangalore ABSTRACT Organizations in present scenario have realized that the employee‟s job satisfaction level is merely dependent on the superficial relationship between the boss & the subordinate. Any engaged employee is one who is emotionally & intellectually bout t the organization and he feels very passionate about achieving the goals on values of the organization. Such employee always goes an extra mile & puts an extra hour beyond the requirements of the role & the task given to him. This article reflects with two concepts relevant to employee‟s organizational behavior namely employee engagement & organizational effectiveness which has a greatest influence on the organizational performance. The paper is aimed to investigate the highest degree of influence of the drivers of employee engagement on the employees surveyed. The objective of the research also includes finding out the level of engagement experienced by employees and significant relationship was found between engagement and Organizational effectiveness. The sample size of the study is limited to 160 employees working at the selected retail outlets in Bangalore. Index words: Employee Engagement, Organizational Commitment, Retail Outlets, Sustainable Strategies. INTRODUCTION Today‟s corporate scenario where employers are in the thirst of the hiring talented human resources and retaining the star employees, the quest to find the best way to do both of them has taken HR pundits through concepts such as employee reviews, employee satisfaction and employees delight. The latest idea is employee engagement, a concept that holds that it is the degree to which an employee is emotionally bonded to his organization and passionate about his work that really matters. For several years now, 'employee engagement' has been a hot topic in corporate circles. It's a buzz phrase that has captured the attention of workplace observers and HR managers, as well as the executive suite. And it's a topic that employers and employees alike think they understand, yet can't articulate very easily. No wonder. It turns out that all that employee engagement research undertaken over the past few years has defined the term differently, and as a result, came up with different key drivers and implications Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers‟ lack of engagement and motivation (Aktouf). Meaningless work is often associated with apathy and detachment from ones works (Thomas and Velthouse). In such conditions, individuals are thought to be estranged from their selves (Seeman, 1972) Other Research using a different resource of engagement (involvement and enthusiasm) has linked it to such variables as employee turnover, customer satisfaction – loyalty, safety and to a lesser degree, productivity and profitability criteria (Harter, Schnidt & Hayes, 2002). INTERCONTINENTAL JOURNAL OF HUMAN RESOURCE RESEARCH REVIEW ISSN: 2320-9704 - ONLINE ISSN:2347-1662 - PRINT IMPACT FACTOR:0.875 VOLUME 3, ISSUE 10, OCTOBER 2015 www.icmrr.org 32 icmrrjournal@gmail.com WWW.ICMRR.ORG