A STUDY ON BENCHMARKING THE EMPLOYEE ENGAGEMENT AT

HONDA MOTOCORP PVT LTD

Submitted in the partial fulfillment of the requirements for

the award of the degree in

MASTER OF BUSINESS ADMINISTRATION

By

BHARATH B
(225012101019)

under the guidance of

Dr.C. MADHAVI

FACULTY OF MANAGEMENT STUDIES

Dr. M.G.R.
Educational and Research Institute
(Deemed to be university)

Maduravoyal, Chennai-600 095

(An ISO 9001-2008 certified Institution)
University with Special Autonomy Status

May 2024
 DECLARATION

I'm, BHARATH B (Reg no: 225010101019) hereby declare that the Project Report
entitled A STUDY ON BENCHMARKING THE EMPLOYEE

ENGAGEMENT AT HONDA MOTOCORP PVT LTD is done by me under

the guidance of Dr.C.MADHAVI is submitted in partial fulfillment of the requirements
for the award of the degree in MASTER OF BUSINESS ADMINISTRATION.

DATE:

PLACE: CHENNAI-95 SIGNATURE OF THE CANDIDATE

 Dr. M.G.R.
Educational and Research Institute
(Deemed to be university)
Maduravoyal, Chennai-600 095
(An ISO 9001-2008 certified Institution)

FACULTY OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of Mr, BHARATH B (Reg no:
225012101019) who carried out the project entitled A STUDY ON BENCHMARKING
THE EMPLOYEE ENGAGEMENT AT HONDA MOTOCORP PVT LTD
under our supervision from 18/03/2024 to 30/04/2024

Internal Guide Head of the Department

Submitted for Viva Voce Examination held on _________

 ACKNOWLEDGEMENT

To acknowledge here, all those who have been a helping hand in completing this project shall
be an endeavor in itself

I am extremely thankful to our Chancellor Thiru A.C.SHANMUGAM, B.A., B.L., our

President
Er. A.C.S. ARUN KUMAR, B.E. I express my sincere thanks to our Secretary Thiru A.
RAVIKUMAR and our Vice Chancellor DR.S.GEETHALAKSHMI, I would like to take the
opportunity to express my profound gratitude to Dr. G BRINDHA, Professor & head, and my
project guide, Faculty of Management Studies, for her kind permission to undergo project work
successfully.

I thank Dr.C.MADHAVI is guiding me to execute my final year project. I also thank all
faculties and batch mates in the Faculty of Management Studies, for their support and guidance
throughout the course of the final year project.

I owe my wholehearted thanks and appreciation to the entire staff of the company for their cooperation
and assistance during the project.

Name of the student

BHARATH B
CHAPTER TITLE PAGE PAGE
ABSTRACT 6

CHAPTER 1

1.1 Introduction about the topic 7

1.2 Industry Profile 8-11

Company Profile 12-16

Objectives of the study 17

1.3
Need of the study 18
1.4
Scope of the study 19
1.5
Limitations of the study 20
1.6
CHAPTER 2 - Review of Literature 21-28

CHAPTER 3 – Research Methodology

Research Hypothesis & Methodology 29

3.1 Research Design 30

Sample size 30

Data collection approach 30

CHAPTER 4 - Data Analysis and interpretation 32-69

CHAPTER – 5

5.1 FINDINGS 70

5.2 SUGGESTION 71

5.3 CONCLUSION 72

REFERENCES 73

Questionnaire 74-76

5
 ABSTRACT
The project study is based on the topic “BENCHMARKING THE EMPLOYEE
ENGAGEMENT” in the company HONDA MOTOCORP PVT LTD.
Chormpet,Chennai. The nature of the company is manufacturing automobile products. The
study is all about employee engagement at all levels of the organization and measures the level
of commitment, involvement, and productivity of an employee towards their job from the day
he /she has been employed in the organization. It is also to measure the effectiveness of
emotional attitudes in engaging with other employees towards the task that they have to
perform.

Employee engagement plays a pivotal role in shaping the success and sustainability of
organizations in today's competitive business landscape. This project report focuses on
analyzing and enhancing employee engagement within HONDA, a prominent player in the
automotive industry known for its commitment to quality and innovation.

The objective of this study is to assess the current level of employee engagement within
HONDA, identify key drivers and barriers, and propose actionable strategies to strengthen
engagement and foster a more productive and fulfilling work environment.

Through a comprehensive analysis of employee surveys, interviews, and organizational data,

this report highlights the factors influencing employee engagement, including leadership
effectiveness, communication channels, recognition and rewards, career development
opportunities, and work-life balance initiatives. Furthermore, this report delves into the impact
of employee engagement on organizational performance, employee retention, customer
satisfaction, and overall business outcomes, emphasizing the importance of investing in
strategies that promote a positive and engaging workplace culture. The findings and
recommendations presented in this report aim to guide HONDA in optimizing its employee
engagement initiatives, aligning them with the company's values and objectives, and ultimately
driving sustained growth and success in the dynamic automotive industry.

6
 INTRODUCTION

Benchmarking employee engagement refers to finding the best practices for employee
engagement in various top companies. This study is done by taking a survey from the HR and
their employee in each top company through issuing a questionnaire. Through this survey, I
have given suggestions to the company regarding employee engagement practices by using
statistical tools like the percentage method and chi-square method and I have made various
charts (Bar diagram) representing the survey results.

Employee engagement is a critical aspect of organizational success, particularly in dynamic

and competitive industries such as the automotive sector. In the context of HONDA, a leading
name in the automotive industry known for its commitment to innovation and excellence,
understanding and enhancing employee engagement is not just a strategic imperative but a
cultural cornerstone.

Employee engagement refers to the emotional commitment and investment that employees
have toward their work, their teams, and the overall goals of the organization. It is more than
mere job satisfaction; it encompasses factors such as motivation, enthusiasm, and a sense of
belonging and purpose.

In this project report, we delve into the realm of employee engagement within HONDA, aiming
to analyze its current status, identify key drivers and challenges, and propose strategies for
further enhancing engagement levels. By doing so, we seek to contribute to HONDA's ongoing
efforts to foster a workplace environment that nurtures talent, drives innovation, and sustains
long-term success.

7
1.2 INDUSTRY PROFILE
1. Automotive Industry: Honda is a major player in the automotive industry, producing a
wide range of vehicles including cars, trucks, and SUVs. It competes with other global
automakers such as Toyota, General Motors, Volkswagen, Ford, and Hyundai. The
automotive industry is highly competitive, with companies constantly innovating to meet
consumer demands for fuel efficiency, safety features, and technological advancements.

2. Motorcycle Industry: Honda is one of the world's largest motorcycle manufacturers,

producing a variety of motorcycles ranging from scooters to high-performance sports bikes. It

competes with companies like Yamaha, Suzuki, and Kawasaki in this sector. The motorcycle

industry is influenced by factors such as consumer preferences, economic conditions, and

regulatory requirements.

3. Power Equipment Industry: Honda also manufactures power equipment such as

generators, lawn mowers, and snow blowers. This segment of the industry is influenced by
factors such as weather patterns, construction trends, and consumer demand for outdoor
power tools.

4. Aerospace Industry: Although smaller compared to its automotive and motorcycle

divisions, Honda also has a presence in the aerospace industry, primarily through its
subsidiary Honda Aircraft Company, which produces the Honda Jet. This industry is highly
specialized and requires significant investment in research, development, and compliance
with stringent safety regulations.

5. Global Presence: Honda operates on a global scale, with manufacturing facilities and sales

networks in numerous countries around the world. Its industry profile is shaped not only by

domestic market conditions in Japan but also by the economic, regulatory, and cultural factors
of each country in which it operations

8
AUTOMOBILE INDUSTRY

• The Automobile industry is the wide range of companies and organizations involved in the
design, development, manufacturing, marketing, and selling of motor vehicles. It is one of
the world’s most important economic sectors by revenue.
• The term automotive was created from Greek autos (self), and Latin motives(of motion) to
represent any form of self-powered vehicle.
• The automotive sector is one of the key segments of the economy having extensive forward
and backward linkages with other key segments of the economy.

• It contributes about 4% to India’s Gross Domestic Product(GDP) and 5% to India’s

industrial production.
• This sector generated above 4.5lakh of direct employment about one core of indirect.

OVERVIEW OF THE AUTOMOBILE INDUSTRY

• The Indian automobile industry manufactures over 11 million vehicles and exports
about 1.5 million each year.
• The dominant products of the industry are two-wheelers with a market share of over
75% and passenger cars with a market share of about 16%.
• Commercial vehicles and three-wheelers share about 9% of the market between them
about 91% of vehicles are sold by households and only about 9% for commercial
purposes.
• The industry has a turnover of more than $ 35 billion and provides direct and indirect
employment to over 13 million people.

GROWTH OF THE AUTOMOBILE INDUSTRY

• The automobile industry in India has long been recognized as a core manufacturing
sector with the potential to drive national economic growth and foster the development
of technology.
• In recent years, for instance, the contribution of the automotive industry to GDP has
risen noticeable- from 2.7%in 1992-1993 to 4% in 2002-2004.
• The sale of commercial vehicles grew 5.3% to 52,481 units in January 2015.

9
 COMPANY PROFILE

Overview:
Honda Motor Co., Ltd. is a global leader in the automotive and motorcycle industry,
renowned for its innovative engineering, reliable vehicles, and commitment to
sustainability. Founded in 1946 by Soichiro Honda and Takeo Fujisawa, Honda has
evolved into one of the world's largest multinational corporations, with operations
spanning automobiles, motorcycles, power equipment, and aerospace technologies.

Key Highlights:

• Founding Year: 1946

• Founders: Soichiro Honda and Takeo Fujisawa
• Headquarters: Minato, Tokyo, Japan
• Chairman & CEO: Toshihiro Mibe (as of 2024)
• Employees: Approximately 215,638 worldwide (as of 2022)
• Revenue: ¥14.9 trillion JPY (approx. $138 billion USD) (fiscal year 2021)
• Key Products: Automobiles, motorcycles, power equipment, and aerospace technologies

Core Values:

1.Innovation: Honda is driven by a relentless pursuit of innovation, continually pushing the

boundaries of technology to create advanced, efficient, and sustainable mobility solutions.
2.Quality: Quality is at the forefront of Honda's operations, ensuring that every vehicle and
product meets the highest standards of performance, safety, and reliability.

10
3.Customer Satisfaction: Honda is committed to exceeding customer expectations by
delivering exceptional products and services that enhance the lives of individuals and
communities worldwide.
4.Environmental Responsibility: As a responsible corporate citizen, Honda strives to
minimize its environmental impact through the development of eco-friendly
technologies and sustainable manufacturing practices.

Business Segments:

1.Automobiles: Honda is renowned for its diverse lineup of automobiles, ranging from
compact cars to luxury sedans, and hybrid and electric vehicles.
2.Motorcycles: Honda produces a wide range of motorcycles, including commuter
bikes, cruisers, sports bikes, and off-road models, catering to diverse customer
preferences and riding styles.
3.Power Equipment: Honda manufactures power equipment such as generators, lawn
mowers, tillers, and outboard motors, offering reliable solutions for both residential
and commercial applications.
4.Aerospace: Honda's aerospace division is involved in the development and
manufacturing of aircraft engines, jets, and other aerospace technologies, contributing
to advancements in aviation.

Global Presence:

Honda operates a vast network of manufacturing plants, research and development

centers, and sales offices across the globe, serving customers in over 150 countries.
Key markets include Japan, North America, Europe, Asia-Pacific, and Latin America.

11
 Corporate Social Responsibility (CSR):

Honda is deeply committed to corporate social responsibility, focusing on

environmental conservation, community engagement, and diversity and inclusion
initiatives. The company actively promotes sustainable practices, supports local
communities through philanthropic endeavors, and fosters a culture of inclusivity and
diversity within its workforce.

Future Outlook:

As the automotive industry undergoes rapid transformation driven by technological

advancements and shifting consumer preferences, Honda remains poised to adapt and
thrive in an ever-changing landscape. With a steadfast commitment to innovation,
quality, and sustainability, Honda continues to lead the way in shaping the future of
mobility while delivering value to its customers and stakeholders worldwide.

Objectives of the study

 To analyze the Benchmarking on employee engagement in Sundaram Clayton Limited, Padi,

Chennai.
 To evaluate existing employee engagement practices across various organizations in the
Chennai Region and to make suggestions regarding the best practices for the same.

 To establish the relationship between organizations' engagement programmers and their

respective annual attrition rates.
 To study the relative importance of each of the factors influencing engagement.
 To examine whether the welfare measures provided truly reflect the management’s philosophy
and policy.

12
 Need of the study

 To know the employee’s commitment, involvement, and productivity towards the job
given to them in the organization.
 To benchmark the employee engagement of the organization with the best practices of
the same top companies in the Chennai region.
 To recommend the employee engagement strategies followed by the other top
companies in the Chennai region.

Scope of the study

Changes when introduced with respect to the adoption of best

practices as for employee engagement will lead to:
• Sound engagement practices that will help retain employees and bring down the existing
Annual Attrition Rate.
• Greater productivity, increased efficiency, and higher profitability.
• A positive image of the company to its employees, customers, peers, and competitors.

Limitations of the study

The area of the study was very vast an in-depth analysis of the system and the process
was not possible within the time limit of two months. Limitations of the data
collection method are:
▪ The employees who have given opinions light not true
▪ Due to shift timings of the employees they are unable to cooperate to
conduct the survey.
▪ Some of the employee to whom the survey was conducted are not so
very knowledgeable due to their experience

13
 REVIEW OF LITERATURE

MEANING OF BENCHMARKING:
Benchmarking is a highly respected practice in the business world. It is an activity
that looks outward finds best practices and high performance and then measures actual
business operations against those goals. It is the process of identifying, understanding, and
adapting outstanding practices from organizations anywhere in the world to help your
organization improve its performance.

DEFINITION OF BENCHMARKING:

According to Robert C.Camp, “benchmarking is the search for industry’s best

practices that lead to superior performance.”

EMPLOYEE ENGAGEMENT

Employee Engagement is the extent to which employee commitment, both emotional and
intellectual, exists relative to accomplishing the work, mission, and vision of the
organization. Engagement can be seen as a heightened level of ownership where each
employee wants to do whatever they can for the benefit of their internal and external
customers, and for the success of the organization as a whole.

Employee engagement was described in the academic literature by Schmidt et al. (1993). A
modernized version of job satisfaction,+ Schmidt et al.'s influential definition of engagement
was "an employee's involvement with, commitment to, and satisfaction with work." This
integrates the classic constructs of job satisfaction (Smith et al., 1969), and organizational
commitment (Meyer & Allen, 1991). Harter and Schmidt's (2003) most recent meta-analysis
can be useful for understanding the impact of engagement.

Linkage research (e.g., Treacy) received significant attention in the business community
because of correlations between employee engagement and desirable business outcomes such
as retention of talent, customer service, individual performance, team performance, business

14
unit productivity, and even enterprise-level financial performance (e.g., Rucci at al, 1998
using data from Sears). Some of this work has been published in a diversity context (e.g.,
McKay, Avery, Morris et al., 2007). Directions of causality were discussed by Schneider and
colleagues in 2003.

Employee engagement is derived from studies of morale or a group's willingness to accomplish

organizational objectives which began in the 1920s. The value of morale to organizations was
matured by US Army researchers during WWII to predict unity of effort and attitudinal battle-
readiness before combat. In the postwar mass production society that required unity of effort
in execution, (group) morale scores were used as predictors of speed, quality, and militancy.
With the advent of the knowledge worker and emphasis on individual talent management
(stars), a term was needed to describe an individual's emotional attachment to the organization,
fellow associates, and the job. Thus, the birth of the term "employee engagement" is an
individual emotional phenomenon whereas morale is a group emotional phenomenon of similar
characteristics. In other words, employee engagement is the raw material of morale composed
of 15 intrinsic and extrinsic attitudinal drivers. (E.g. Scarlett Surveys 2001).

Research Studies

Engaged employees care about the future of the company and are willing to invest discretionary
effort. Engaged employees feel a strong emotional bond to the organization that employs
them(Robinson), which results in higher retention levels and productivity levels and lower
absenteeism. When reliably measured, positive employee engagement can be causally related
or correlated to specific positive business outcomes by workgroup and job type. Scarlet
Surveys refers to these statistical relationships as engagement

Emotional attachment

Only 31% of employees are actively engaged in their jobs.[These employees work with passion
and feel a profound connection to their company. People who are actively engaged help move
the organization forward. 88% of highly engaged employees believe they can positively impact
the quality of their organization's products, compared with only 38% of the disengaged.72% of

15
highly engaged employees believe they can positively affect customer service, versus 27% of
the disengaged. 68% of highly engaged employees believe they can positively impact costs in
their job or unit, compared with just 19% of the disengaged. Engaged employees feel a strong
emotional bond to the organization that employs them. This is associated with people
demonstrating a willingness to recommend the organization to others and commit time and
effort to help the organization succeed. It suggests that people are motivated by intrinsic factors
(e.g. personal growth, working to a common purpose, being part of a larger process) rather than
simply focusing on extrinsic factors (e.g., pay/reward).

Involvement

Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17 apparel manufacturers,
and 10 electronic instrument and imaging equipment producers. Their purpose was to compare
traditional production systems with flexible high-performance production systems involving
teams, training, and incentive pay systems. In all three industries, the plants utilizing high-
involvement practices showed superior performance. In addition, workers in the
highinvolvement plants showed more positive attitudes, including trust, organizational
commitment and intrinsic enjoyment of the work. The concept has gained popularity as various
studies have demonstrated links with productivity. It is often linked to the notion of employee
voice and empowerment.

Commitment

It has been routinely found that employee engagement scores account for as much as half of
the variance in customer satisfaction scores. This translates into millions of dollars for
companies if they can improve their scores. Studies have statistically demonstrated that
engaged employees are more productive, more profitable, more customer-focused, safer, and
less likely to leave their employer.

16
Employees with the highest level of commitment perform 20% better and are 87% less likely
to leave the organization, which indicates that engagement is linked to organizational
performance. For example, at the beverage company of MolsonCoors, it was found that
engaged employees were five times less likely than non-engaged employees to have a safety
incident and seven times less likely to have a lost-time safety incident. In fact, the average cost
of a safety incident for an engaged employee was $63, compared with an average of $392 for
a non-engaged employee. Consequently, through strengthening employee engagement, the
company saved $1,721,760 in safety costs in 2002. In addition, savings were found in sales
performance teams through engagement. In 2005, for example, low-engagement teams were
seen falling behind engaged teams, with a difference in performance-related costs of low-
versus high-engagement teams totaling $2,104,823.3 (Lockwood).

Life insurance industry

Two studies of employees in the life insurance industry examined the impact of employee
perceptions that they had the power to make decisions, sufficient knowledge and information
to do the job effectively, and rewards for high performance. Both studies included large samples
of employees (3,570 employees in 49 organizations and 4,828 employees in 92 organizations).
In both studies, high-

involvement management practices were positively associated with employee morale,

employee reeducation, and firm financial performance. Watson Wyatt found that
highcommitment organizations (one with loyal and dedicated employees) out-performed those
with low commitment by 47% in the 2000 study and by 200% in the 2002 study.

Productivity

In a study of professional service firms, the Hay Group found that offices with engaged
employees were up to 43% more productive.

The most striking finding is the almost 52% gaps in operating incomes between companies with
highly engaged employees and companies whose employees have low-engagement scores.

17
High-engagement companies improved 19.2% while low-engagement companies declined
32.7% in operating income during the study period]. For example, New Century Financial
Corporation, a U.S. specialty mortgage banking company, found that account executives in the
wholesale division who were actively disengaged produced 28% less revenue than their
colleagues who were engaged. Furthermore, those not engaged generated 23% less revenue
than their engaged counterparts. Engaged employees also outperformed the not engaged and
actively disengaged employees in other divisions.

Generating engagement

Recent research has focused on developing a better understanding of how variables such as
quality of work relationships and values of the organization interact and their link to important
work outcomes.84% of highly engaged employees believe they can positively impact the
quality of their organization's products, compared with only 31 percent of the disengaged. From
the perspective of the employee, "outcomes" range from strong commitment to the isolation of
oneself from the organization. The study done by the Gallup Management Journal has shown
that only 29% of employees are actively engaged in their jobs. Those "engaged" employees
work with passion and feel a strong connection to their company. About ⅔ of the business units
scoring above the median on employee engagement also scored above the median on
performance. Moreover, 54% of employees are not engaged meaning that they go through each
workday putting time but no passion into their work. Only about ⅓ of companies below the
median on employee engagement scored above the median on performance.

Access to a reliable model enables organizations to conduct validation studies to establish the
relationship of employee engagement to productivity/performance and other measures linked
to effectiveness.

It is an important principle of industrial and organizational psychology (i.e. the application of

psychological theories, research methods, and intervention strategies involving workplace
issues) that validation studies should be anchored in reliable scales (i.e. organized and related
groups of items) and not simply focus on individual elements in isolation. To understand how

18
high levels of employee engagement affect organizational performance/productivity it is
important to have an a priori model that demonstrates how the scales interact.

There is also overlap between this concept and those relating to well-being at work and the
contract. Research by Gallup Consulting has shown a strong correlation between the degree of
well-being of an individual and the extent to which they are engaged as am employee - high
well-being yields high engagement. A well and engaged employee is likely to have less sick
days, lowering the cost of lost productivity to their organization, and come to work energized
and focused. A well and engaged employee is efficient and effective and a valuable asset in the
workplace.

As employee productivity is clearly connected with employee engagement, creating an

environment that encourages employee engagement is considered to be essential in the
effective management of human capital.

Drivers of Engagement

While it is possible to measure engagement itself through employee surveys, this does not assist
in identifying areas for improvement within organizations. There are a range of factors, known
as drivers, which are thought to increase overall engagement. By managing the drivers, an
organization can effectively manage the engagement levels of its employees. Drivers such as
communication, performance clarity and feedback, organizational culture, rewards and
recognition, relationships with managers and peers, career development opportunities and
knowledge of the organization’s goals and vision are some of the factors that facilitate
employee engagement. Some points from the research are presented below:

• Employee perceptions of job importance - According to a 2006

study by Gerard Seijts and Dan Crim, "...an employees attitude toward the
job['s importance] and the company had the greatest impact on loyalty and
customer service then all other employee factors combined."

19
 o Employee clarity of job expectations - "If expectations are not clear
and basic materials and equipment not provided, negative emotions such as
boredom or resentment may result, and the employee may then become focused
on surviving more than thinking about how he can help the organization
succeed."
▪ Career advancement/improvement opportunities - "Plant
o supervisors and managers indicated that many plant improvements were being
made outside the suggestion system, where employees initiated changes in
order to reap the bonuses generated by the subsequent cost savings."
▪ Regular feedback and dialogue with superiors - "Feedback
is the
o key to giving employees a sense of where they’re going, but many
organizations are remarkably bad at giving it.”."'What I really wanted to hear
was 'Thanks. You did a good job.' But all my boss did was hand me a check.'"
▪ Quality of working relationships with peers, superiors,
and subordinates - "...if employees' relationship with their
managers is
o fractured, then no amount of perks will persuade the employees to perform at
top levels. Employee engagement is a direct reflection of how employees feel
about their relationship with the boss."
▪ Perceptions of the ethos and values of the organization -
o "'Inspiration and values' is the most important of the six drivers in our
Engaged Performance model. Inspirational leadership is the ultimate perk. In
its absence, [it] is unlikely to engage employees."

Effective Internal Employee Communications - which convey a clear description

of
"what's going on". "'If you accept that employees want to be involved in what they are doing
then this trend is clear (from small businesses to large global organizations). The effect of poor
internal communications is seen as its most destructive in global organizations which suffer

20
from employee annexation - where the head office in one country is buoyant (since they are
closest to the action, know what is going on, and are heavily engaged) but its annexes (who are
furthest away from the action and know little about what is happening) are dis-engaged. In the
worst case, employee annexation can be very destructive when the head office attributes the
annex's low engagement to its poor performance… when its poor performance is really due to
its poor communications.

Reward to engage - Look at employee benefits and acknowledge the role of incentives.
"An incentive to reward good work is a tried and test way of boosting staff morale and
enhancing engagement." There are a range of tactics you can employ to ensure your incentive
scheme hits the mark with your workforce such as: Setting realistic targets, selecting the right
rewards for your incentive programmer, communicating the scheme effectively and frequently,
have lots of winners and reward all achievers, encouraging sustained effort, present awards
publicly and evaluate the incentive scheme regularly.

Potential red flags

Inappropriate use of Benchmark Data - some of the more well established Employee
Engagement survey companies will state that the most important part of post survey follow up
is related to comparison of internal survey data to numerous external benchmarks. This seems
to have rubbed off onto internal sponsors who demand very specific benchmarks. Whilst some
research analysts claim that the standard comparisons by industry sector are flawed others
disagree. Is it right to compare a Bentley employee to one from Vauxhall (GM) because they
are in the same automotive sector? The alternative argument is that both organizations would
likely draw from similar worker pools and would as such wish to better understand expectations
of workers in that industry and how they compare to competing employers.

A focus on data gathering rather than taking action may also damage engagement efforts.
Organizations that survey their workforce without acting on the feedback appear to negatively
impact engagement scores.

21
 RESEARCH METHODOLOGY

 The research is an attempt to study a problem or a situation to any given Circumstances

and identify various causes or consequences of that particular problem.

 It lives to solve a complex and complicated problem through use of various tools and
techniques. These tools and technique try to bring out a logical, accurate and scientific
solution to a given Problem.

 Methodology as the name suggests is the method through which the problem or
situation is tackled. It involves a lot of factor like the research design, sample size,
contact method and data collection method are used etc. all these steps and factors put
together bring out a clear and accurate result.

 Research in common parlance refers to a search for knowledge. Once can also define
research as a Scientific and systematic search for pertinent information on a specific
topic. In fact, research is an art of scientific investigation. The advanced learner’s
dictionary of current English lays down the meaning of

 Research careful investigation or inquiry especially through search for new facts in any
branch of knowledge.

 “Redman and more define research as a” systematized effort to gain new knowledge.

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RESEARCH DESIGN
A research is an arrangement of conditions for collection and analysis of data in a Manner that
aims to combine relevance purpose with economy in procedure. The research design Adopted
in the study was descriptive study.

DATA COLLECTION METHOD

The data are those which are collected afresh and for the first time, and thus happen to be
Original in character. The collection of data is done through direct communication with the
employees and by observing them in their activities.
On the other hand those which have already been passed through the Statistical process.
Secondary data are the data that are collected from company records.

CONTACT METHOD
The HR managers and employees of each top companies were personally contacted and were

given questionnaire.sampling size :

85 Respondents

DATA ANALYSIS
After collecting the data it was analyzed with the help of various statistical tools.

STATISTICAL TOOLS
 Bar diagrams
 Percentage method
 Chi-Square Method

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 PERCENTAGE METHOD = Number of respondents ×100
Total number of Respondents

CHI-SQUARE METHOD
(ψ²) = ∑ (O-E)
E

O= Observed frequency
E= Expected frequency
E = (Row total)×(Column total)
Grand total

Degree of freedom= (r-1) ×(c-1)

If calculated value is lesser than tabulated value, the null hypothesis is accepted and alternative
hypothesis is rejected.

If calculated value is more than tabulated value, the null hypothesis is rejected and alternative
hypothesis is accepted.

24
 TABLE 1.1

Data Analysis and interpretation

Age group

No. of
S .no Age respondents Percentage
1 25-30 30 35
2 30-35 15 18
3 35-40 22 26
4 40-45 18 21
5 Total 85 100

3
32

30

2
2
2
23

20
20 1
18

1
1

10

0
0 10 10 1 1 20

oo o t t

INTERPRETATION
The above table reveals that out of 85 respondents, 35% respondents were from the age group of 25-
30 and 26% of the respondents were from the age group 35-40, 21% of the respondents were from the
age group of 40-45, finally 18% of the respondents were from the age group of 30-35.

25
 TABLE
Experience data

S .no Experience No. of Percentage

(in years) respondents

1 0-5 20 24

2 5-10 25 29

3 10-15 15 18

4 15-20 25 29

5 Total 85 100

CHART

30 2 2

2 2
2 24

20
20
18

1
1

10

0
0 10 10 1 1 20

o o o t t

INTERPRETATION
The above table reveals that out of 85 respondents, 29% respondents were experienced for
1520 years and 29% of the respondents were experienced for 5-10 years, 24% of the
respondents were experienced for 0-5 years, 18 % of the respondents were experienced for
10-15 years.

26
 TABLE
Feeling about your welcome given by the organization as a new
joiner

S.No Types of No. of Percentage

responses respondents
1 Excellent 35 41

2 Good 20 24

3 Fair 15 18

4 Poor 0 0

5 Cannot 15 18
say

Totals 85 100

CHART

INTERPRETATION
The above table reveals that out of 85 respondents, 41% of respondents say
that their welcome by the organization was excellent, 24% of the respondents say that
their welcome by the organization were good, 18% of the respondents say that their
welcome by the organization was fair.

27
 TABLE

Training program helps to engage with each other employee.

S no Types of No. of Percentage

responses respondents
1 Yes 40 47

2 No 25 29

3 Neutral 20 24

Total 85 100

CHART

0
47

40 40

30 2
2 24
20 20

10

0
o ut l
O
O OF O D T C T G

INTERPRETATION
The above table reveals that out of 85 respondents, 47% of the respondents say that
their training program helps them to engage with each other employee in the
organization,29% of the respondents said that their training program given by the
organization were not helpful to them to engage with each other employee in the
organization.

28
 TABLE

Retention strategies followed by your organization

S .no Suggestion No.of Percentage
respondents

1 Agree 25 29
2 Strongly agree 30 35
3 Dis agree 15 18
4 Strongly dis- 0 0
agree

5 To some extent 15 18
Total 85 100

CHART

INTERTPRETATION
The above table reveals that out of 85 respondents, 29% of the respondents agree
with their organization’s retention strategies and 18% of the respondents dis-agree with the
retention strategies followed by their organization and 18% were agreed to some extent with
their retention strategies in their organization.

29
 TABLE
Motivation given by the organization when helping other employee’s job

S No Suggestion No.of Percentage

respondents

1 Yes 45 53

2 No 15 18

3 Neutral 25 29

Total 85 100

CHART

0
3
0
4
40

30 2
2
20 18
1
10

0
o ut l
O

oo o t t

INTERPRETATION
The above table reveals that out of 85 respondents, 53% of the respondents say that organization
motivates them, when they help other employee’s job and 18% of respondents does motivate them when
they help other employee’s job too.

30
 TABLE
Formal steps helps to improve the capabilities

S.no Suggestion No.of Percentage

respondents

1 Yes 45 53

2 No 10 12

3 Neutral 30 35

Total 85 100

4
4
3
3 3

2
1
1 1

0
ut
O

oo t

INTERPRETATION
The above table reveals that out of 85 respondents, 53% of the respondents say
that the formal steps followed in the organization helps them to improve their
capabilities, but 12% of the respondents said that their were no proper formal steps to
improve their capabilities.

31
TABLE

Suggestion being recognized by the organization

S .no Suggestion No of Percentage

respondents

1 Yes 40 47

2 No 10 12

3 Neutral 35 41

Total 85 100

4
4
4 4
4
3 3
3
2
2
1
1
1 1

0 ut
O
oo t

INTERPRETATION
The above table reveals that out of 85 respondents, 41% of the respondents say
that their suggestion are being neutrally selected recognized, 47% of the respondents
said that their suggestion were recognized, 12% of the respondents said that their
suggestion are not recognized by their organization.

32
 TABLE
Organization motivates to work effectively in a team

S .no Suggestion No of Percentage

respondents

1 Fully 45 53

2 Partially 25 29

3 To some extent 15 18

Total 85 100

4
4

3 2
2
2 1
1
1

0
Full ti ll To om
O
oo t

INTERPRETATION

The above table reveals that out of 85 respondents, 53% of the respondents say that
they are fully motivated to work effectively in a team, 29% of the respondents say that
they are not motivated to work effectively in a team, 18% of the respondents say that
their organization motivate them to work effectively in a team to some extent only.

33
 TABLE
Individual talent being recognized by the organization in a team work

S.no Suggestion No of Percentage

respondents

1 Yes 30 35

2 No 10 12

3 Neutral 45 53

Total 85 100

4
3
3
3

1
1
1

0
ut
O
oo t

INTERPRETATION

The above table reveals that out of 85 respondents, 53% of the respondents say that
their individual talents are neutrally recognized by the organization in a team work, 35% of
the respondents say that their individual talents were recognized by their organization in a
team work, 12% of the respondents say that their individual talents are not recognized by the
organization in a team work.

34
 TABLE
Job rotation in the organization

S .no Suggestion No. of Percentage

respondents
1 Satisfied 25 29
2 Dis -satisfied 15 18
3 Highly satisfied 30 35
4 Highly dis- 0 0
satisfied
5 Neutral 15 18
Total 85 100

INTERPRETAION
The above reveals that out of 85 respondents, 35% of the respondents are highly
satisfied with their job rotation in the organization, 29% of the respondents are satisfied,
18% of the respondents are dis-satisfied, 18% of the respondents are neutral and 0%
respondents are highly dis-satisfied.

35
 TABLE

Steps taken by the organization to control employees' stress

S .no Suggestion No of Percentage

respondents

1 Yes 45 53

2 No 10 12

3 Neutral 30 35

Total 85 100

4
3

3
3

1
1
1

0
ut
O
oo t

INTERPRETATION
The above reveals that out of 85 respondents 53% of the respondent’s say that
their organization take steps to control their stress, 12% of the respondents, 35% of the
respondents are neutral.

36
 TABLE

Schemes in the organization help the employees to make their performance

effective

S .no Suggestion No of Percentage

respondents

1 Yes 45 53

2 No 15 18

3 Neutral 25 29

Total 85 100

3
0
4

40

30 2
2

20 18
1

10

0
o ut l
O

oo o t t

INTERPRETATION
The above table reveals that out of 85 respondents 45% of the respondents say
that the schemes in the organization help the employees to make their performance
effective., 18% of the respondents said no and 29% of the respondents are neutral.

37
 TABLE

Regulation of giving feedback for the employee’s performance

No. of
S .no Suggestion respondents Percentage
1 Monthly 25 29
2 Quarterly 20 24
3 Half -yearly 30 35
4 Annually 10 12
5 Never 0 0
Total 85 100

INTERPRETATION
The above table reveals that out of 85 respondents 35% of the respondents say that their
performance feedback are given half yearly, 29% of the respondents say monthly they have their
feedback, 24% of the respondents say quarterly they have their feedback, 12% of the respondents
say annually they have their feedback, and 0% of the respondents say never.

38
 TABLE

Allowances and other benefits compared to other organization

S.no Suggestion No. Of Percentage

respondents
1 Satisfied 30 35

2 Dis-satisfied 10 12

3 Highly satisfied 35 41

4 Highly dis- satisfied 0 0

5 Neutral 10 12

Total 85 100

INTERPRETAION

The above reveals that out of 85 respondents, 41% of the respondents are
highly satisfied with their allowances and other benefits compared to other organization,
35% of the respondents are satisfied, 12% of the respondents are dissatisfied, 12% of
the respondents are neutral and 0% respondents are highly dissatisfied.

39
 TABLE

Fringe benefits provided by the organization

S .no Suggestion No . of Percentage

respondents
1 Satisfied 25 29
2 Highly 35 41
satisfied
3 Dis satisfied 15 18
4 Highly dis- 0 0
satisfied
5 Neutral 10 12
Total 85 100

INTERPRETAION
The above reveals that out of 85 respondents, 41% of the respondents are highly
satisfied with their fringe benefits in the organization, 29% of the respondents are
satisfied, 18% of the respondents are dis-satisfied, 12% of the respondents are neutral
and 0% respondents are highly dis-satisfied.

40
 41

41
 18

12
10

42
 0 0
4
40

30

20

10

0
ti fi Hi hl ti fi Di ti fi Hi hl Di ut l
ti fi
O

oo o t t

43
TABLE

Welfare measures provided by the organization

S .no Suggestion No . of Percentage

respondents
1 Satisfied 25 29
2 Highly 30 35
satisfied
3 Dis-satisfied 10 12
4 Highly dis- 0 0
satisfied
5 Neutral 20 24
Total 85 100

INTERPRETATION
The above reveals that out of 85 respondents, 35% of the respondents are highly
satisfied with their welfare measures in the organization, 29% of the respondents are satisfied,
12% of the respondents are dis-satisfied, 24% of the respondent’s are neutral, 0% respondents
are highly dis satisfied.

44
CHI-SQUARE TEST- I

To find the relationship between the employees experience and the retention
strategies.

NULL HYPOTHESIS (HO):

There is no significant relationship between the employees experience and the
retention strategies.

ALTERNATIVE HYPOTHESIS (H1):

There is a significant relationship between the employees experience and the
retention strategies.

OBSERVED FREQUENCY

5.9 7.1 3.5 3.5

7.4 8.8 4.4 4.4
4.4 5.3 2.6 2.6
7.4 8.8 4.4 4.4
45
EXPECTED FREQUENCY

𝑹𝒐𝒘 𝑻𝒐𝒕𝒂𝒍 𝑿 𝑪𝒐𝒍𝒖𝒎𝒏 𝑻𝒐𝒕𝒂𝒍

E=
𝑮𝒓𝒂𝒏𝒅 𝑻𝒐𝒕𝒂𝒍

CHI SQUARE TEST-1

(Oi-Ei)2
Oi Ei Oi-Ei
0 5.9 -5.88 34.60 5.882
6 7.1 -1.05 1.12 0.159
10 3.5 6.47 41.87 11.863
4 3.5 0.47 0.22 0.063
8 7.4 0.64 0.42 0.057
10 8.8 1.17 1.38 0.157
3 4.4 -1.41 1.99 0.452
4 4.4 -0.41 0.17 0.038
9 4.4 4.58 21.05 4.772
4 5.3 -1.29 1.67 0.316
0 2.6 -2.64 7.01 2.647
2 2.6 -0.64 0.42 0.158
8 7.4 0.64 0.42 0.057
10 8.8 1.17 1.38 0.157
2 4.4 -2.41 5.82 1.318
5 4.4 0.588 0.35 0.078
Total 28.175

46
 Degrees of freedom = (C-1) (R-1)
= (5-1) (4-1)
= 12

Total tabulated value at 5% level of significance =21.026

Calculated Value= 28.175
C.V > T.V
So we reject NULL HYPOTHESIS (Ho) and we accept ALTERNATIVE
HYPOTHESIS (H1).

Conclusion:
There is significant relationship between the employees experience and the
retention strategies

CHI-SQUARE TEST- II
To find the relationship between the employees age and the training program.

NULL HYPOTHESIS (HO):

There is no significant relationship between the employees age and the training program.

ALTERNATIVE HYPOTHESIS (H1):

There is a significant relationship between the employees age and the training program.

OBSERVED FREQUENCY

47
 EXPECTED FREQUENCY
𝑹𝒐𝒘 𝑻𝒐𝒕𝒂𝒍 𝑿
𝑪𝒐𝒍𝒖𝒎𝒏 𝑻𝒐𝒕𝒂𝒍
E=
𝑮𝒓𝒂𝒏𝒅 𝑻𝒐𝒕𝒂𝒍

CHI SQUARE TABLE

Oi Ei Oi-Ei (Oi-Ei)2
20 14.12 5.88 34.57 2.45
7 8.82 -1.82 3.31 0.38
3 7.06 -4.06 16.48 2.33
10 7.06 2.94 8.64 1.22
2 4.41 -2.41 5.81 1.32
3 3.53 -0.53 0.28 0.08
5 10.35 -5.35 28.62 2.77
7 6.47 0.53 0.28 0.04

48
 10 5.18 4.18 17.47 3.37
5 8.47 -3.47 12.04 1.42
9 5.29 3.71 13.76 2.60
4 4.24 -0.24 0.06 0.01
Total 17.99

14.1 8.8 7.1

7.1 4.4 3.5
10.4 6.5 5.2
8.5 5.3 4.2

Degrees of freedom = (C-1) (R-1)

= (3-1) (4-1)
=6
Total tabulated value at 5% level of significance =12.592
Calculated Value= 17.99
C.V > T.V
So we reject NULL HYPOTHESIS (Ho) and we accept ALTERNATIVE
HYPOTHESIS (H1).

Conclusion:
There is significant relationship between the employees age and the training
program.

49
 CHAPTER 5
FINDINGS

To benchmark employee engagement at HONDA Automobile Solutions Private

Limited, you'll want to gather data and insights from various sources. Here are some
findings you might consider for benchmarking
Employee Surveys: Conduct surveys to gauge overall satisfaction, job roles, career
growth perceptions, and feedback on company policies and culture.
Retention Rates: Analyze turnover rates and reasons for employee departures to
understand areas of improvement.
Performance Reviews: Evaluate employee performance metrics to identify
highperforming teams or individuals and understand what contributes to their
engagement. Training and Development: Assess the effectiveness of training
programs and opportunities for skill enhancement.
Work-Life Balance: Measure work hours, overtime trends, and employee feedback on
work-life balance initiatives.
Communication Channels: Evaluate communication channels within the
organization to see how effectively information flows from top management to
employees and vice versa.
Diversity and Inclusion: Analyze diversity metrics and inclusion initiatives to ensure
all employees feel valued and included.
Employee Benefits: Review the benefits package and employee utilization to
determine if they align with employee needs and expectations.
Recognition and Rewards: Assess the frequency and effectiveness of recognition
programs and rewards systems in motivating employees.
Leadership Effectiveness: Gather feedback on leadership styles, communication, and
support from managers and executives.

50
 SUGGESTIONS

 New joiners of the organization the organization should be welcomed with more
clear and specific with attention for each and every employee.
 Training program should be conducted with more interesting task for the trainee’s.
 Retention strategies should be well modified and the organization should
introduce more retention strategies.
 Their should be more recognition schemes or packages for each and every
employee in the organization who help for their colleague’s job’s too.
 Their should be more steps introduced to improve the employee’s capabilities.
 Employee’s suggestion should be recognized with more appraisal and schemes.
 The organization should concentrate more on the individuals talents in their team
work.
 Job rotation should be based on the employee’s best performance.
 The organization should bring in more stress management programs to make
employees performance effective.
 Feedback should be given to the employee every now and then to improve
potentiality.

51
 CONCLUSION

Along my training period, I realize that observation is a main element to find out
the root cause of a problem. Not only for my project but daily activities too.
Moreover, the project indirectly helps me to learn independently, discipline
myself, be considerate/patient, self-trust, take initiative and the ability to solve
problems. Besides, my communication skills are strengthening as well when
communicating with others. During my training period, I have received criticism
and advice from manager and trainers when mistakes were made. However, those
advices are useful guidance for me to change myself and avoid myself making the
same mistakes again.

I would like to once again appreciate everyone who has made my On The Job training a
superb experience.

52
BOOKS:

1. Labour Welfare & Industrial Hygine - 2nd revised edition, Bhooshan B.

Agalgatti.

2. Prasad L.M, “Human Resource Management,” second edition (2005),

SultanChand & Sons- New Delhi.

3. Kothari C.R “Research Methodology- Methods and Techniques” 2nd

revised edition (2007) New Age International Publishers- New Delhi.

WEBSITE:

www.google.com

http://en.wikipedia.org/wiki/Asbestos.

53
 QUESTIONNAIRE

Name :
Age :
Qualification :
Designation :
Experience :

1) How do you feel about your welcome by your organization?

a) Excellent
b) Good
c) Fair
d) Poor
e) Can’t Say
2) Does the training given to you by your organization help you to engage with each other
employee in your organization?
a) Yes
b) No
c) Neutral
3) Do you agree with the retention strategies followed in your organization?
a) Agree
b) Strongly Agree
c) Dis-Agree
d) Strongly Dis- Agree
e) To some extent
4) Does your organization motivate you, when you help other employee’s job?
a) Yes
b) No
c) Neutral
5) Do the formal steps followed in your organization help you to improve your capabilities? a) Yes
b) No
c) Neutral

54
6) Are your suggestions being recognized by your organization?
a) Yes
b) No
c) Neutral

7) How does your organization motivate you to work effectively in a team?

a) Fully
b) Partially
c) To some extent
8) In a team work, does your individual talent being recognized by your organization? a) Yes
b) No
c) Neutral
9) How do you feel about your job rotation in your organization?
a) Satisfied
b) Highly Satisfied
c) Dis-Satisfied
d) Highly Dis-Satisfied
e) Neutral
10) Does your organization take steps to control your stress?
a) Yes
b) No
c) Neutral

11) Does the scheme offered in your organization help you to make your performance effective? a)
Yes
b) No
c) Neutral
12) How often does your organization give feedback for your performance?
a) Monthly
b) Quarterly
c) Half-Yearly
d) Annually
e) Never

55
13) Are you satisfied with the allowances and other benefits compared to other organization? a)
Satisfied
b) Highly Satisfied
c) Dis-Satisfied
d) Highly Dis-Satisfied
e) Neutral

14) Are you satisfied with the fringe benefits provided by your organization?
a) Satisfied
b) Highly Satisfied
c) Dis-Satisfied
d) Highly Dis-Satisfied
e) Neutral
15) Are you satisfied with the safety and welfare measures provided by your organization? a)
Satisfied
b) Highly Satisfied
c) Dis-Satisfied
d) Highly Dis-Satisfied
e) Neutral

56