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COMPANY PROFILE
AN OVERVIEW
EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML Page 1

1.1 COMPANY PROFILE
HERO HONDA MOTORS LIMITED OVERVIEW
Hero Honda Motors Ltd., the manufacture of India Largest selling Motorcycles
was incorporated on Jan.19, 1984. Hero Honda is a successful blend of two
unique cultures & world market leaders i.e. Hero Honda Motors Company of
Japan & Hero Group of India. The partnership between Honda‟s & Munjal‟s to
manufacture Motorbike has been one of the most successful India joint venture
ever. HHML has brought to India a revolution on Two Wheeler by famous
advertising campaign “Fill It-Shut It-Forget It”. Today three plants of HHML
are located on Delhi-Jaipur highway and Haridwar.
HHML DHARUHERA PLANT
LOCATION: 69th KM Stone

Delhi-Jaipur Highway
Dharuhera-122106
Dist. Rewari (Haryana)
Tel: 01274-264000
Fax: 01274-264025
ESTABILISHED: 19th, Jan., 1984
TOTAL AREA: 2, 48,000 sq. Mts.
MODELS: SPLENDOR PLUS, SPLENDEOR NXG, SUPER SPLENDOR, CD
DELUXE, CD DAWN, PASSION PLUS, PASSION PRO.
Fig (i)

HHML GURGAON PLANT
LOCATION: 38TH KM Stone

Delhi Jaipur Highway
Sector-33, Gurgaon-122001
Haryana
Tel: 0124-26372123-32
ESTABLISHED: 24TH February 1997
TOTAL AREA: 2, 99,000 sq. Mts.
MODELS: SPLENDOR PLUS, CBZ EXTREME, PASSION, PASSION PLUS,
PLEASURE, KARIZMA, HUNK.
HHML HARIDWAR PLANT
SIDCUL HARIDWAR
HEAD OFFICE
LOCATION: 34, Community Centre

Basant Lok, Vasant Vihar
New Delhi-110057
Tel: 011-26142451(9 lines)
Fax: 011-26143321, 26143198
HERO HONDA MOTORS LIMITED
REGISTERED & CORPORATE OFFICE

34 - BASANT LOK, VASANT VIHAR, NEW DELHI
Fig (ii)
NORTH ZONE OFFICE EAST ZONE OFFICE
NEW DELHI CALCUTTA
WEST ZONE OFFICE SOUTH ZONE OFFICE

PUNE BANGALORE
UNIT – I UNIT – II UNIT – III
69km stone 38 km stone SIDCUL
Delhi-Jaipur Highway Delhi-Jaipur Highway HARIDWAR

DHARUHERA GURGAON
1.2 COMPANY MANDATE
 BE A WORLD CLASS MANUFACTURER

 BE A MARKET LEADER
 HIGHEST CUSTOMER SATISFACTION
 ACHIEVE EXCELLENCE THROUGH TEAMWORK
 CREATE ENDURING RELATIONSHIP WITH STAKE HOLDERS
1.3 MILE STONE IN PAST
YEAR: EVENTS
1983: Shareholder agreement signed
1984: HHML incorporated.

Technical collaboration signed with Honda Motor Co. (Japan)
HHML Foundation stone laid.
1985: First motorcycle “CD 100” rolled out.
1987: Engine plant started.
1988: Hero Honda Club started at Gurgaon.
1989: SLEEK model introduced.
1991: 500000th motorcycle produced.

Productivity linked incentive scheme launched.
CD-SS model introduced.
1992: Raman Munjal Vidya Mandir inaugurated- A School in the memory of

founder of Managing Director, Mr, Raman Kant Munjal.
1993: Five-Nation Cricket Tournament sponsored by HERO GROUP
1994: SPLENDOR model introduced.

1000000th motorcycle produced.
1995: Foundation laid for Gurgaon plant

1997: 1500000th motorcycle produced.
2001: HHML became the no. 1 two-wheeler company of India.

HHML launched “JOY”
Operation “OM” is successful.
HHML sold 1 million bikes in a single year.
2002: Mr. Brij Mohan Lal Munjal was awarded “The Entrepreneur of the Year”
Awarded by Business Standard.
HERO HONDA golf championship held
New motorcycle model – “DAWN” introduced.
Hero Honda got status of World No.1.
New motorcycle model –“Ambition” introduced
2003: Became the 1st Indian Company to cross the cumulative 7 million sales.
Splendour emerged as the world‟s largest selling model for the third
calendar year in a row (2000, 2001, and 2002)
New motorcycle model –“CD Dawn” introduced.
New motorcycle model –“Splendor+” introduced.
New motorcycle model –“Passion plus” introduced.
New motorcycle model –“Karizma” introduced
.
2004: “Ambition 135” introduced.
Hero Honda became World‟s No.1 Company for the third consecutive
year.
Crossed sales of over 2 million units in a single year, a global record.
Splendour- World‟s largest selling motorcycle crossed the 5 million
mark.
“CBZ” introduced.
Joint Technical Agreement renewed.
Total sales crossed a record of 10 million motorcycles.
2005: Hero Honda became World‟s No 1for the 4th year in a row.
New motorcycle model- “Super Splendor” introduced.
New motorcycle model- “CD Deluxe” introduced.
New motorcycle model- “Glamour” introduced.
New motorcycle model- “Achiever” introduced.
First scooter model from Hero Honda- “Pleasure” introduced.
2006: Hero Honda is the World‟s No1 for the 5th year in a row.
New motorcycle model- “CBZ Xtreme” introduced.
New motorcycle model- “Splendor- NXG” introduced.
Hero Honda is the World‟s No.1 for the 7th year in a row.

New motorcycle model- “Hunk” introduced.
2007: Hero Honda is the World‟s No.1 for the 6th year in a row.
2008: Third state of the art manufacturing facility was inaugurated at

HARIDWAR, UTTRAKHAND.
2009: 7 feb.2009- 25 million bikes in 25 years

World‟s No.1 for the 8th year in a row.
THE JOY OF BUYING

At Hero Honda, we believe in providing the best of service, as reflected in our
corporate 'we care' philosophy. An extension of this is the passport programme,
popularly known as "Suhana Safar”, “DHAK DHAK GO” and “desh ki
dhadkan”. This unique programme aims to build long-term relationship with
customers. This passport programme membership benefits customers in a
number of ways.
THE JOY OF CREATING-WORLD CLASS QUALITY

Hero Honda began operations with the establishment of the Dharuhera plant in
1985. Covering a total area of over 58,000 sq. Mts., this fully automated plant is
equipped with state-of the-art machinery, an in-house R&D set up, and today it
produces a bike every 9 seconds. New expansion plant is also opened in
Dharuhera plant which produces a bike with in 18 sec.
To meet growing demand, Hero Honda opened another unit at Gurgaon, using
FMS technology spread over 47,000 sq. Mts., and it is rated as one of the most
modern motorcycle manufacturing plants in the world. The plant produces
5,050 bikes every day. The spirit of excellence has permeated to all our
ancillaries and vendors. All this gives us a unique joy, a joy that happens when
all aspects of the manufacturing process and supply chain, seamlessly translate
into the joy experienced by our many satisfied customers and dealers.

1.4 FOREIGN COLLABORATION
By merging 2 different Philosophy Hero Honda philosophies was born. As per

the collaboration agreement between Honda Motors & Hero Group, Honda
Motors was to furnish complete technical information, know how, trade secret
& other relevant data to HHML & was to assist & guide in selection of
equipment. They also agreed to train the technicians of the company, to provide
information about the construction of the plant & on procurement of the
components. In consideration to their services, HHML was to be paid a lump
sum fee of U.S. $ 500,000 in 3 equal instalments & a royalty of 4% on the net
ex-factory & all prices of the product.
1.5 HONDA MOTOR COMPANY, JAPAN

Honda motor company the world‟s largest manufacturer of Motorcycle,
commanding 25% of worlds‟ & 50% of Japan‟s Motorcycle market, was
incorporated in 1948. Today “Honda” name has become the guarantee of the
technological & manufacturing excellence of any product. It involved in
automobiles & power product (Lawn Mowers, generators and Out board
Motors). It has 83 overseas production facilities in 35 countries, looked after by
a 93,000 strong force.
1.6 HERO GROUP OF INDUSTRIES
What began in Ludhiana in 1951 as a small unit manufacturing Bicycle parts

has today emerged as Rs.6000 Crores industrial Colossus - Hero Group of
industries. It was set up by Munjal brothers. The operation of group covers a
spectrum of consumer & Industrial application including motorcycle, light
motorcycles, mopeds, automotive components & industrial supplies. Hero
Cycles is in Guinness Book of World Record as World‟s largest bicycle
manufacturer. It has also received several National & International Awards for
Excellence. The search for Excellence led to creation of companies like Hero
Cycles Ltd (1956), Gujarat Cycles Ltd (1988), Munjal Showa Ltd (1985), Rock
man cycles industries Ltd (1961) Etc.
Since the company maintains the ethos of Perfect Quality, it has helped the
group to attain its global stature. Besides maintaining the quality standards it

has developed indigenous Research & Development facilities to enhance its
production so as to stride further.
Fig (ii) HERO HONDA MOTORS LIMITED
HERO GROUP OF INDUSTRIES, INDIA HONDA MOTORS COMPANY, JAPAN
SHARE HOLDING PATTERN
HERO HONDA MOTORS LIMITED
HERO GROUP OF INDUSTRIES, INDIA PUBLIC HONDA MOTORS COMPANY, JAPAN

26% 48% 26%
HERO GROUP OF INDUSTRIES

OPERATIONS COVER A WIDE SPECTRUM OF CONSUMER &
INDUSTRIAL APPLICATIONS INCLUDING:
 MOTORCYCLES
 LIGHT MOTORCYCLES
 MOPEDS
 BICYCLES
 AUTOMOTIVE COMPONENTS
 INDUSTRIAL SUPPLIES
 FITNESS EQUIPMENTS
 IT SECTOR

 E-BILLING
HERO CYCLES IS IN THE GUINESS BOOK OF WORLD RECORDS AS

THE WORLD‟S LARGEST BICYCLE MANUFACTURER.
1.7 COMPANIES UNDER HERO GROUP OF INDUSTRIES

HERO CYCLES (Ludhiana)
ROCKMAN CYCLE INDUSTRIES LIMITED (Ludhiana)
HIGHWAY CYCLES INDUSTRIES LIMITED (Ludhiana)
MAJESTIC AUTO LIMITED (Ludhiana)
MUNJAL CASTINGS (Ludhiana)
HERO HONDA MOTORS LIMITED (New Delhi)
SUNBEAM CASTINGS (Gurgaon)
GUJARAT CYCLES (Baroda)
HERO MOTORS (Ghaziabad)
HERO COLD ROLLING DIVISION (Ludhiana)
HERO HONDA FINLEASE (New Delhi)
HERO CORPORATE SERVICES (New Delhi)
1.8 BRANDS UNDER THE HERO HONDA UMBRELLA
 CD - DELUXE
 SPLENDOR PLUS
 SUPER SPLENDOR
 CBZ EXTREME
 PASSION
 PASSION PLUS
 CD DAWN

 KARIZMA
 SPLENDOR NXG
 PLEASURE
 GLAMOUR
 HUNK
 PASSION PRO

OBJECTIVES
&
RESEARCH
METHODOLOGY

2.1 “OBJECTIVES OF THE STUDY”
 To find out the level of engagement in the organization ;
 To find out the key drivers of engagement ;
 To find out the key deterrents of employee engagement;
 To find out the co-relation between employee engagement and

carrier advancement;
 To find out the perception of self about engagement;
 To know if employee’s talents being maximized in light of employee

engagement;
 To find out how employee engagement and job retention are co

related;
 To find out the effect of work environment on employee engagement;

2.2 “RESEARCH METHODOLOGY”
Research is a systemic and objective process of gathering, recording and

analyzing data for aid of making decision regarding a particular problem.
2.2.1 RESEARCH DESIGN
The research design is a master plan specifying the methods and procedures for
collecting and analyzing the needed information. The research design of my
dissertation is
DESCRIPTIVE RESEARCH
Descriptive research includes surveys and facts findings inquiries of different

kinds.
2.2.2 DATA COLLECTION
PRIMARY DATA primary data is gathered through a survey with the help of
questionnaire.
SECONDARY DATA secondary data sources includes
Books
various websites
2.2.3 RESEARCH INSTRUMENTS
A well structured questionnaire was designed to get the feedback.
2.2.4 SAMPLE DESIGN
Sample size:
The survey was carried out on a sample size of 150 but out of those 110
respondents turned up to furnish the information.
Sampling technique:
The sampling technique used was of convenience and judgmental sampling.
Analysis instrument:
The data was systematically analyzed using Excel with all the standard formulas
and functions.

2.3 “LIMITATIONS OF THE STUDY”
During the study there were some problems or limitations of personnel
management involving problems of attracting, holding and motivating
competent research personnel. These problems are here below:
Procurement of respondents
At the time of research, there were problems of attracting and motivating

employees to respond. Due to their busy schedule they even didn‟t get the time
to respond.
Semantics
There was misinterpretation of questions on the side of the respondents. Some

of the respondents wrongly interpretated what so ever was written in the
questionnaire and answered accordingly.
Refusals
Refusals occurred when they refused to respond and participate in the research
survey. They refused because of reasons like their attitude or personality and the
circumstances under they were present.
Non Response
Some of the respondents left blank many of the questions.
Not At Home
Some of the respondents were not on their seats. Problem faced in calling them
up.

LITERATURE
REVIEW

“Employee Engagement:”
“People need to feel „part of things‟ if they‟re to view their jobs as important,
and to remain committed.”
—DDI Report on Employee Engagement
The quest to find the best way to retain employees has taken HR pundits
through concepts such as employee reviews, employee satisfaction and
employee delight. The latest idea is employee engagement. A concept that holds
that is the degree to which an employee is emotionally bonded to his
organization and passionate about his work that really matters. In a highly
competitive market for both customers and talented staff employee engagement
is the current “HOLY GRAIL”.
3.1 “DEFINING EMPLOYEE ENGAGEMENT”
A definition of a fully engaged employee:
 Is intellectually and emotionally bound with the organization.

 Feels passionately about its goals.
 Is committed to live by its values.
 Understanding of business content and the “bigger picture”
 Respectful of and helpful to colleagues
 Willingness to go the extra mile.
Employee engagement can be defined as the level of commitment and

involvement an employee has towards their organization and its values. An
engaged employee is aware of business context, and works with colleagues to
improve performance within the job for the benefit of the organization. It is a
positive attitude held by the employees towards the organization and its values.
The organization must work to develop and nurture engagement, which requires
a two-way relationship between employer and employee.‟ Thus Employee
Engagement is a barometer that determines the association of a person with the
organization.
So, we define engagement as the „extent to which employees thrive at work, are
committed to their employer ,and are motivated to do their best, for the benefit

of themselves and their organization‟. Three words define it all „BEST SELF‟,
LOYALTY & PERFORMANCE-MOTIVATION‟.
3.2 “TYPES OF EMPLOYEES IN LIGHT OF EMPLOYEE

ENGAGEMENT”
The global survey shows that 34% of the employees in India are fully engaged
and 13% disengaged. As many as 29% are‟ almost engaged. Thus we come to a
wider classification of employees in three categories:
ENGAGED EMPLOYEE:
Employees work with passion and feel a profound connection to their company.
They drive innovation and are self motivated to drive the organization forward.
NOT ENGAGED:
Employees are essentially „checked out‟. They sleep walking through their
workday, putting time but not energy or passion…into their work.
ACTIVELY DISENGAGED:
Employees are not unhappy at their work but ever cribbing and dissatisfied.
Always undermine what their engaged co-workers accomplish.
3.3 THE TEN C’S OF EMPLOYEE ENGAGEMENT THAT

ENGAGES EMPLOYEES
How can leaders engage employees‟ heads, hearts, and hands? The literature
offers several avenues for action; I summarize these as the Ten C‟s of employee
engagement:
3.3.1 Connect:
Leaders must show that they value employees. Employee-focused initiatives

such as profit sharing and implementing work-life balance initiative are
important. Employee engagement is a direct reflection of how employees feel
about their relationship with the boss. Employees look at whether organizations
and their leaders walk the talk when they proclaim that, “Our employees are our
most valuable asset.”
3.3.2 Career:

Leaders should provide challenging and meaningful work with opportunities for
career advancement. Most people want to do new things in their job. Good
leaders challenge employees; but at the same time, they must install the
confidence that the challenges can be met. Not giving people the knowledge and
tools to be successful is unethical and de-motivating; it is also likely to lead to
stress frustration and ultimately, lack of engagement.
3.3.3 Clarity:
Leaders must communicate a clear vision. People want to understand the vision
that senior leadership has for the organization, and the goals that leaders or
departmental heads have for the division, unit, or team. Employees need to
understand what the organizations‟ goals are, why they are important and how
the goals can be attained.
3.3.4. Convey:
Leaders clarify their expectations about employees and provide feedback on

their functioning in the organization. Good leaders establish processes and
procedures that help people master important tasks and facilitate goal
achievement. Good leader‟s works daily to improve the skills of their people
and create small wins that help the team, unit, or organization perform at its
best.
3.3.4. Congratulate:
Employees feel that they receive immediate feedback when their performance is
poor, or below expectations. These same employees also report praise and
recognition for strong performance is much less common. Exceptional leaders
give recognition and they do so lot; they coach and convey.
3.3.6. Contribute:
People want to know that their input matters and that they are contributing to
the organization‟s success in a meaningful way. This might be easy to articulate
in settings such as hospitals and educational institutions. In sum, good leaders
help people see and feel how they are contributing to the organizations‟ success
future.

3.3.7. Control:
Employee‟s value control over the flow and pace of their jobs and leaders can
create opportunities for employees to exercise this control.
3.3.8. Collaborate:
When employees work in teams and have the trust and cooperation of their team
members, they outperform individuals and teams which lack good relationships.
Leaders create an environment that fosters trust and collaboration.
3.3.9. Credibility:
Leaders should strive to maintain a company‟s reputation and demonstrate high

ethical standards. People want to be proud of their jobs, their performance and
their organization.
3.3.10. Confidence:
Good leaders help create confidence in a company by being exemplars of high

ethical organization.
3.4 “FACTORS AFFECTING ENGAGEMENT”
Here we discuss about measurement of how engaged employees are and

measurement of the factors that drives or hinder engagement market appears to
have been towards development of shorter statistically driven measures of
engagement in which the distinction, from a measurement process will be best
be interesting, but not particularly useful.
They are motivated proud, loyal, committed and experience work as enjoyable
absorbing and fulfilling. It is of course unrealistic to expect all employees to be
totally engaged 100% of the time that is aspirational target but more as
organization works to create an environment where by individuals can flourish
the better.
Studies have shown that there are some critical factors which lead to Employee
Engagement. Some of them identified are:
Career Development – Effective Management of Talent

Career development influences engagement for employees and retaining
the most talented employees and providing opportunities for personal
development.
Fig (iii)
Career Development – Opportunities for Personal Development
Organizations with high levels of engagement provide employees with

opportunities to develop their abilities, learn new skills, acquire new
knowledge and realise their potential. When companies plan for the
career paths of their employees and invest in them in this way their
people invest in them.
Leadership- Clarity of Company Values
Employees need to feel that the core values for which their companies
stand are unambiguous and clear.

Leadership – Respectful Treatment of Employees
Successful organizations show respect for each employee‟s qualities and

contribution –regardless of their job level.
Leadership – Company’s Standards of Ethical Behaviour
A company‟s ethical standards also lead to engagement of an individual.
Empowerment
Employees want to be involved in decisions that affect their work. The

leaders of high engagement workplaces create a trustful and challenging
environment, in which employees are encouraged to dissent from the
prevailing orthodoxy and to input and innovate to move the organization
forward.
Image
How much employees are prepared to endorse the products and services
which their company provides its customers depends largely on their
perceptions of the quality of those goods and services. High levels of
employee engagement are inextricably linked with high levels of
customer engagement.
Equal Opportunities and Fair Treatment
The employee engagement levels would be high if their bosses

(superiors) provide equal opportunities for growth and advancement to all
the employees.
Performance appraisal
Fair evaluation of an employee‟s performance is an important criterion

for determining the level of employee engagement. The company which
follows an appropriate performance appraisal technique (which is
transparent and not biased) will have high levels of employee
engagement.
Pay and Benefits
The company should have a proper pay system so that the employees are
motivated to work in the organization. In order to boost his engagement

levels the employees should also be provided with certain benefits and
compensations.
Health and Safety
Research indicates that the engagement levels are low if the employee
does not feel Secure while working. Therefore every organization should
adopt appropriate methods and systems for the health and safety of their
employees.
Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it

is very essential for an organization to see to it that the job given to the
employee matches his career goals which will make him enjoy his work
and he would ultimately be satisfied with his job.
Communication
The company should follow the open door policy. There should be both
upward and downward communication with the use of appropriate
communication channels in the organization. If the employee is given a
say in the decision making and has the right to be heard by his boss than
the engagement levels are likely to be high.
Family Friendliness
A person‟s family life influences his wok life. When an employee realizes
that the organization is considering his family‟s benefits also, he will
have an emotional attachment with the organization which leads to
engagement.
Co-operation
If the entire organization works together by helping each other i.e. all the
employees as well as the supervisors co-ordinate well than the employees
will be engaged.

3.5 “8 KEY DRIVERS FOR EMPLOYEE ENGAGEMENT”
Trust and integrity – how well managers communicate and 'walk the talk'.
Nature of the job –Is it mentally stimulating day-to-day?
Line of sight between employee performance and company performance – Does

the employee understand how their work contributes to the company's
performance?
Career Growth opportunities –Are there future opportunities for growth?
Pride about the company – How much self-esteem does the employee feel by
being associated with their company?
Co-workers/team members – significantly influence one's level of engagement
Employee development – Is the company making an effort to develop the

employee's skills?
Relationship with one's manager – Does the employee value his or her
relationship with his or her manager?
3.6 “IMPORTANCE OF EMPLOYEE ENGAGEMENT”
Engagement is important for managers to cultivate given that disengagement or

alienation is central to the problem of workers lack of commitment and
motivation. An organization‟s capacity to manage employee engagement is
closely related to its ability to achieve high performance levels and superior
results. Some of the advantages of Engaged employees are:
 Engaged employees will stay with the company, be an advocate of

the company and its products and services, and contribute to
bottom line business success.
 They will normally perform better and are motivated.
 There is a significant link between employee engagement and
profitability.
 They form an emotional connection with the company. This
impacts their attitude towards the company‟s clients, and hereby
improves customer satisfaction and service levels.

 It builds passion, commitment and alignment with organization‟s
strategies and goals.
 Increases employee trust in the organization.
 Creates a sense of loyalty in a competitive environment.
 Provides high energy working environment.
 Boosts business growth.
 Makes the employees effective brand ambassadors for the
company.
Thus employee engagement is critical to any organization that seeks to retain

valued employees. The Watson Wyatt consulting companies has been proved
that there is an intrinsic relationship b/w employee engagement customer
loyalty and profitability. As organizations globalize and become more
independent on technology in a virtual working environment there is a greater
need to connect and engage with employees to provide them with organizational
„IDENTITY‟.
3.7 “THE THREE ASPECTS OF ENGAGEMENT”
Three basic aspects of employee engagement according to the global studies

are:-
• The employees and their own unique psychological makeup and experience
• The employers and their ability to create the conditions that promote employee
engagement
• Interaction between employees at all levels.
Employee engagement creates greater motivation within employees for the

work to the organization. It is about creating an enthusiasm for their roles, their
work and the organization and ensuring they are aligned with the values of the
organization well informed and well integrated with their colleagues and the
fabric or culture of the organization.

3.8 “HOW TO MEASURE EMPLOYEE ENGAGEMENT”
Gallup research consistently confirm engaged work places compared with

least engaged are much more likely to have lower employee turnover.‟
higher than average customer loyalty, above average productivity and
earnings. These are all good things that prove engaging and involving
employees make good business sense and building share holder value.
Negative workplace relationship may be a big part of many employees
are not engaged with their jobs:
3.8.1. STEP ONE: LISTENING:
The employer must listen to his employees and remember that it is a

continuous process. The information that employees supply will provide
direction .This is the only way to identify their specific concern. When
leaders listen employees respond by becoming more engaged. This results
in increased productivity and employee retention. Engaged employee are
much more likely to be satisfied in this position remain with company, be
promoted and strive for higher levels of performance.
3.8.2 STEP TWO: “KNOWING THE DEGREE IN WHICH

EMPLOYEES ARE ENGAGED”
Employee engagement needs to be measured at regular intervals in order

to track its contribution to succeed of the organizations. But measuring
the engagement (feedback through surveys) without planning how to
handle the result can lead employee disengagement. It is therefore not
enough to feel the pulse –the action plan is just as essential.
Knowing the degree in which employees are engaged:
Employee satisfaction surveys will let us know what at what level of

engagement the employees are operating. Customizable engagement
surveys will provide with a starting point towards the efforts to optimize
employee engagement. The key to successful employee satisfaction
surveys is to pay close attention to the feedback from the staff. It is
important that employee engagement is not viewed as one time action.
Employee engagement should be a continuous process of measuring,
analyzing & implementing.

According to Watson Wyatt the service-profit chain establishes
relationship b/w profitability, customer loyalty and productivity. The
links in the chain are as follows: profit and growth are stimulated by
customer loyalty. Loyalty is a direct result of customer satisfaction.
Satisfaction is largely influenced by the services provided to customers.
Satisfied, loyal and productive employees create value. Employee
satisfaction in turn results primarily from high quality support services
and policies that enable employees to deliver results to customers. While
many organizations are beginning to measure relationships links in the
service only few have related to links in the service as meaningful ways
that can lead to a comprehensive strategies for achieving lasting
competitive advantage of building employee engagement.
3.8.3. STEP THREE: “identifying the problem areas”
Identify the problem areas to which are the exact areas which lead to
disengagement among employees.
3.8.4. STEP FOUR: “Taking actions to improve employee engagement by

acting on problem areas”
Nothing is more discouraging to employees than to be asked for their

feedback and see no movement towards resolution of their issues. Even
the smallest actions taken to address concerns will let the staff know how
their input is valued. Feeling valued will boost morale motivate and
encourage future input. Taking action starts with testing to employee
feedback and definitive action plan need to be put in place finally.
3.9 “EMPLOYEE ENGAGEMENT APPROACHES FOR ALL

EMPLOYEES”
Beyond initial recruitment and induction, employee engagement activities can

be broken into a number of groups. These include:
 Communications activities
 Reward schemes
 Activities to build the culture of the organizational
 Team building activities

 Leadership development activities
3.9.1. Communications Activities
These help employees find out what is going on within the company outside of
their immediate team. They also help to create an environment of trust and
openness within the organization where they are able to talk openly. Employees
who feel they are listened to are able to express dissatisfaction and work
together to resolve their causes, without it affecting their performance.
Good examples of communications approaches include:
 Communication forums to provide regular feedback to all people,

including team meetings, conferences and “away days”
 In-house magazines
 On-line communications, including discussion boards and blogs by
company personnel including senior management
 Monthly updates on corporate goals and directions
 Regular employee opinion and satisfaction surveys
 Active soliciting of employee feedback, including opinions and pet
peeves.
3.9.2. Reward Schemes
Reward schemes are an important part of a company's overall employee

engagement programme. Studies have long shown that, while money in itself is
not a motivating factor, the absence of financial reward can be a significant de-
motivator.
Thus the role of reward schemes in boosting employee engagement is:
a) to remove barriers to satisfaction in the organisation;

b) to provide a framework for rewarding everyone in the organisation for
their performance;
c) to give those who are motivated by financial gain an opportunity;
To achieve this, typical approaches include:
 Compensation and benefit programmes

 Recognition programmes
 Idea collection schemes linked to rewards for idea generation
 Long service and good performance awards
3.9.3. Activities to develop the culture of the organization
Giving employees a feeling of belonging is crucial in creating a thriving

organisation that people feel committed to and others want to join.
Common approaches include:
 Clear and humane HR policies

 Pro-social corporate objectives and Corporate Social Responsibility
 Equal opportunities policies and practices
 Initiatives to maintain the quality of work life and a balance between
personal/professional lives
3.9.4. Team Building Activities
Culture-building activities are great for generating a feeling of belonging, but all
organisations are building out of smaller teams who can get on and work
together.
Popular approaches include:
 Small team recreational activities, such as bowling, skating, trips to the

cinema (or the pub!)
 Social activities, such as family gatherings and barbeques
 Community outreach activities such as volunteering and fund-raising.
3.9.5. Leadership Developmental Activities
A great organisation needs not just a great leader, but people with leadership
skills. This stimulates good performance, boosts creativity and eases succession
planning.
Good practices include:
 Effective Leadership
 Effective Performance Management
 Fair evaluation of performance
 Coaching and mentoring activities to give honest feedback by supervisors
and peers
 An open and transparent culture to empower people and develop
entrepreneurs.

3.10. “EMPLOYEE ENGAGEMENT ACTIVITIES IN HERO HONDA”
 PARIWAR MILAN PROGRAM
In programs like Family Connect or Pariwar Milan, family members of the

employees are invited to interact with top management to get a feel of the
workplace and environment. The idea is to develop better understanding and
increase the support and co-operation for the employees from their families.
 PARTICIPATION IN TQM & TPM ACTIVITIES
Employees are also involved in TQM & TPM related activities. They have been
encouraged to participate in improvement projects and their initiatives are
displayed to the top management through exhibition.
 EDUCATIONAL COMPETITIONS
Educational competitions are conducted for all staff employee‟s children. In this
type of competition all children of various age groups can participate. There are
many quiz related to different subjects and general knowledge. Beside these
they organize painting competitions, hobby classes for the children of their
employees.
 CAREER COUNSELLING PROGRAM
In career counselling program children of staff employees are invited for their
career counselling. Consultants are invited for those children from best career
consultancy institutes. Tests are taken to know the interest area and their
capabilities.
 DAILY MEETINGS BETWEEN ALL EMPLOYEES OF EACH

DEPARTMENT
All employees of each department gather for daily morning meeting in which
they give their thoughts on current issues, motivational theories, industrial
thinking and laughter day etc. Rewards are also given to those employees who
give their thoughts.
 EMPLOYEE ENGAGEMENT APPROACHES FOR NEW EMPLOYEES

Giving them a realistic job preview
A strong induction and orientation programme
Rigorous training and development, from technical to soft skills to
leadership development programmes.
Regular technical/soft-skill updates.
Certification programmes to drive people towards excellent performance

DATA ANALYSIS
&
INTERPRETATION

Question: 1
Employee engagement means:
Findings:
Options TOTAL AGE
Up to Above
40 yrs 40 yrs
1.Commitment to work 60% 62% 58%
2.Belief in organization 19% 19% 19%
3.Busyness/Workload 9% 12% 7%
4.Routine work in office 7% 5% 9%
5.Others(Pls specify) 5% 2% 6%
Graphical View of Findings:
Fig (iv)
Observations:
With the responses we deduce that 60% of the respondents hold the view that
commitment to work defines employee engagement, followed by belief in
organization and the others. We can interpret that people in the organization are
more inclined towards commitment to work.

Question: 2
What are the key drivers of employee engagement?
Findings
Options TOTAL AGE
Up to Above
40 yrs 40 yrs
1.Organisational affiliation 22% 22% 22%

2.Autonomy/Independence at 20% 16% 24%
work
3.Growth opportunities 32% 38% 28%
4.Recognistion/Reward 24% 24% 24%
Graphical representation of findings:
Fig (v)
Observations:
The above data reflects that Growth opportunities in the organization drive
employee engagement to the most followed by autonomy at work, which means
employee engagement can be enhanced if more growth opportunities are
provided to the employees along with independence at work place.
Categorically there is another important observation comes to light that, growth
opportunities are more important to people below 40yrs,wheras their senior
counterparts feel autonomy is more important to drive employee engagement.

Question3
What are the key hindrances to employee engagement?
Findings
Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.Lack of incentives 48% 45% 50%
2.Insensitive boss 17% 16% 18%
3.Inadequate resources 22% 24% 20%
4.Stres/Workload 9% 6% 10%
Graphical representation of the findings:
Fig (vi)
Observations:
With the data analysis we can draw that lack of incentives is the key deterrent to
employee engagement, followed by inadequate resources and harsh boss,
making, it very clear that employee productivity declines if they are not
motivated by giving due rewards and recognition.

Question: 4
What influences employee engagement?
Findings:
Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.Appreciation/ 43% 45% 41%
Recognition
2.Monetary 15% 19% 11%
incentives
3.Self motivation 18% 14% 21%
4.Timely feedback 12% 13% 11%
from boss
5.Autonomy 13% 9% 15%
Graphical Representation of the findings:
Fig (vii)
Observations:
A pat on the back, influences human psychology the most. This very
prominently comes in light with this observation; majority of employees would
contribute more to the organization, if their efforts are appreciated.

Question 5:
How would you rate yourself as an engaged employee?
Findings:
Options TOTAL AGE
Up to 4o Above 40
yrs yrs
1.Over engaged 16% 13% 18%
2.Fully engaged 55% 64% 49%
3.Moderately 27% 21% 31%
engaged
4.Work shirker 0% 0% 0%
5.Pretending to be 2% 3% 2%
engaged
Graphical representation of the findings:
Fig (viii)
Observations:
This shows that majority of the employees in the organization are of the view
that they are fully engaged, which is a positive sign towards employee
productivity but not to ignore a chunk who are over engaged. There is still a belt
in minority who feel they are pretending to be engaged.

Question 6:
How would you rate your colleagues as engaged employees?

Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.Actively engaged 41% 46% 38%
2.Moderately 49% 46% 51%

engaged
3.Pretending to be 8% 5% 10%
engaged
4.Work shirker 1% 0% 2%
5.Actively 1% 3% 0%
disengaged
Fig (ix)
Observations:
With the analysis we infer that there is a majority of people who feel that their
colleagues are moderately engaged, close to it are people who feel that their
colleagues are actively engaged, which reflects there is a healthy work
relationship in the organization. Not to ignore, there is a significant number of
people who feel their colleagues are pretending to be engaged.

Question 7:
Employee engagement would be enhanced if

Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.Soft music plays 7% 7% 6%
at work place
2.Recreation 21% 30% 14%
available at work
place
3.Proper work 16% 12% 19%
supervision
4.Employees are 50% 49% 52%
self motivated
5.Others(Pls 7% 2% 9%
specify)
Fig (x)
Observations:
This data clearly reflects that to enhance employee engagement an employee

should be self motivated .The productivity would be enhanced also when there
is proper supervision at work place. Almost 20% people feel employee
engagement would be enhanced also when there is recreation activities are
available at work place.

Question8:
I would stretch to go that extra mile if:

Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.Boss insists 4% 4% 4%
2.Monetary 7% 13% 3%
rewards attached
3.Better 32% 33% 32%
opportunities
exist
4.Work is of self 18% 13% 22%
interest
5.Learning 39% 38% 40%
enhanced
Fig (xi)
Observations:
We could clearly infer from the results that majority of the employees would
work harder for the organization only when the work is of some value;
there is also an inclination to work beyond expectations only when better
opportunities for growth exist. We also come across an important fact that
majority of the employees would not work if their boss insists.
Question9:
I keep myself engaged because:

Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.I love my 31% 27% 33%
company
2.I want to prove 64% 66% 63%
my capabilities
3.I want to please 0% 0% 0%
my boss
4.I want to grab 5% 7% 3%
more work
5.I want to catch 0% 0% 0%
attention
Fig (xii)
Observations:
It is very clearly reflected here that most employees keep themselves engaged
because they want to prove their capabilities, which again is a progressive sign.
Almost 30% keep themselves engaged because they have a sense of
belongingness to the organization, whereas no one carries out their activities to
please their bosses.

Question10.
What role does compensation play on employee engagement?
Findings:
Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.No role 3% 0% 5%
2.Drives 66% 66% 66%
motivation
3.Enhances 20% 18% 22%
engagement
4.Decisive role 9% 11% 8%
5.Cant say 2% 5% 0%
Fig (xiii)
Observations:
From the above graph we can easily make out that there is a direct relationship
between compensation and motivation with a majority of 69.8% responding to
it, which means better compensation policies motivates employees to be
productive. A significant relation also lays b/w engagement and compensation.

Question: 11
What in your opinion is the overall level of engagement in the

organization?
Findings:
Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.Below 21% 23% 19%
50%
2.50 to 75% 46% 44% 47%
3.75 to 90% 28% 28% 27%
4.Above 6% 5% 6%
90%
Fig (xiv)
Observations:
We can infer from the above data that the overall engagement level in HHML is
moderate, because a majority of 47% believe so, that the overall engagement
level is 50 to 75%.Close to it are people with 28% ,with a perception of the
engagement level to be 75 to 90%.

Question: 12
I am aware what is expected of me at work?
Findings:
Options TOTAL AGE

Up to 40 Above 40
yrs yrs
1.Yes 90% 95% 84%
2.No 2% 5% 3%
3.Not sure 8% 0% 13%
Fig (xv)
Observations:
This is a crystal clear picture of the employees where majority of 90% feel they
are aware of what is expected of them at work which is a very positive sign for
the employee productivity again.

Question: 13
Distribution of work in your organization is?
Findings:
Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.Balanced 18% 15% 21%
2.Unbalanced 28% 30% 27%
3.Optimum 13% 15% 11%
4.Needs review 39% 35% 41%
5.Cant say 2% 5% 0%
Fig (xvi)
Observations:
The above data very clearly indicates that the distribution of work in the
organization is very lopsided and needs instant review with almost a majority of
40% responding to the option that work distribution in the organization needs
review. Distribution of work should be given due consideration.

Question: 14
Your work related stress is:
Findings:
Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.Very high 7% 10% 5%
2.Creating 4% 5% 3%
depression
3.Mangeable 76% 69% 80%
4.Low 7% 13% 3%
5.No stress 6% 3% 8%
Fig (xvii)
Observations:
We can infer from the above graph that majority of employees in the
organization can manage their work stress easily, though there are still people in
various pockets who feel that their work stress is too high or creating
depression, this scenario can also exist due unbalanced distribution of work.

Question: 15
Normally the pace of your work is:
Findings:
Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.Stagnant 3% 0% 5%
2.Slow 7% 8% 7%
3.Steady 42% 36% 46%
4.Fast 36% 41% 33%
5.Rapid 12% 15% 10%
Fig (xviii)
Observations:
This Question gives us an insight into the pace of work in the organization,
which indicates the piling up of work, or back logging is very insignificant, as a
meagre 2% and 5% employee feel that their work is either a stagnant or slow.
The majority responds that their work is steady.

Question16.
At work place I enjoy:
Findings:
Options TOTAL AGE
Up to Above
40 yrs 40 yrs
1.Routine 17% 21% 15%
activities
2.Implementing 66% 65% 67%
creative thoughts
3.Attending 0% 0% 0%
meetings
4.Crisis 15% 9% 18%
management
5.Chit chat friends 2% 5% 0%
Fig (xix)
Observations:
We can infer from the data that a majority of 66% employees at work place
enjoy implementing creative thoughts to routine activities or crisis management
which is 17% and 15%, which again indicates that autonomy should be
provided to the employees so that they can be more productive and creative.
Efforts should be made to enhance their creativity.

Question17.
Coming to work place every day is like?
Findings:
Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.A pleasure 39% 44% 36%
2.A routine 51% 41% 57%

3.A compulsion 4% 5% 3%
4.A pain 1% 3% 0%
5.No opinion 5% 8% 3%
Fig (xx)
Observations:
The above data reflects the psyche of the employees, where they feel that
coming to office is more like a routine which is a mechanical tendency; whereas
there is an extreme minority which feels it‟s a pain or compulsion coming to
office. We can also find the second majority of people who find pleasure in
coming to workplace.

Question18.
Would you suggest your friends, associate or acquaintance to join this

company?
Findings:
Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.No way/Never 9% 8% 10%
2.Probably yes 41% 46% 38%
3.Definitely yes 33% 26% 38%
4.Depends 17% 21% 15%
5.Cant say 0% 0% 0%
Graphical representations of findings:
Fig (xxi)
Observations:
The above data clearly depicts that majority of the employees with 41% would
probably recommend their company, which shows their lack of confidence in
recommending the company with conviction ,Close to it were people who feel
that that they would recommend their company by all means. There is a minor
section in the company which feels strongly against promoting their
organization.

Question .19
If a better opportunity arrives would you quit your present job?

Options TOTAL AGE
Up to 40 Above 40
yrs yrs
1.No way 15% 18% 13%
/Never
2.Probably yes 25% 15% 31%
3.Definitely yes 10% 10% 10%
4.Depends on 46% 51% 43%
opportunity
5.Cant say 4% 5% 3%
Fig (xxii)
Observations:
The above graph clearly defines the quitting chances of the employees, there are
46% employees who feel that they would quit the job in case the opportunity is
worthy enough compared to present job, whereas 25% people feel they may or
may not quit the job. But there is still a significant number who would stick by
the job under any circumstances. Categorically if we observe we can find that
people below 40 yrs are more inclined towards quitting the job if a better
opportunity arrives rather than the employees above 40 yrs.

CONCLUSION

“CONCLUSION”
As a crux we can conclude that:
 Employee engagement can be defined as the commitment towards work

and the employee are more inclined to it.
 The study shows that employee engagement can be enhanced if more
growth opportunities are provided to the employees along with
independence at work place.
 There can be dissatisfaction among employees if there are less incentives,
inadequate resources and harsh boss. These all leads to decline the
productivity of employees as well as of the organization.
 Observation influences human psychology the most. Majority of
employees would contribute more to the organization, if their efforts are
appreciated.
 The study shows that majority of the employees in the organization are of
the view that they are fully engaged. It is a good sign for the organization.
 There is a mixed picture of colleague‟s engagement in the eyes of the
other employees which shows a healthy work relationship among
employees.
 Self motivation is a tool which can enhance the productivity of the
employees. In some cases proper supervision and recreational activities
also works depending upon the situations.
 If the work carries some value and if there is some opportunity for growth
only then the employees will work hard. But it is not in the case if their
bosses insist.
 Employees work for the organization to prove their capabilities not to
please their bosses. They also have sense of belongingness to the
organization.
 There is a direct relationship between compensation and motivation
which means better compensation policies motivates employees to be
productive.
 The study shows that coming to work place is like compulsion and
mechanical tendency for some employees but on the other hand some
take it as pleasure.
 Employees up to age of 40 can quit their present job if they find some
good opportunity at any other place.
RECOMMENDATION

“RECOMMENDATIONS”
The distribution of work should be reviewed in the organization to

enhance employee engagement.
There should be better autonomy at workplace and it should be delegated
down the hierarchy, autonomy was a much talked about issue during
employee interaction.
Employee creativity should be given due recognition, so that employees
feel more affiliated towards their organization.
During the research we come across a hard hitting fact that, coming to
office is a routine activity for majority of the employees. Efforts should
be made to transform into a pleasure, this could be achieved by
incorporating more informal practices in the organization.
There should be more of recreational activities or other co-curricular
activities to be organized in the organization, to uproot the monotony to
workplace.
Apart from these we can also recommend some employee engagement activities
that can be fruitful for the organization. These activities will show more
employees involvement. These are:
1. OUTBOUND TRAINING PROGRAM
In outbound programs, participants are made to go through various outdoor

activities where they will be required to face challenging situations as
individuals and teams. This will help them see the importance of
communication, leadership, teamwork, planning and delegation. Many consider
outbound training as one of the best platforms for personality development,
confidence building, team building and learning while having fun.
2. CAREER TRACK
It help employees to take an active involvement in their careers with Career

Track, an online tool that enables them to communicate their short and long-
term career interests and to help us identify available talent. Career Track is a

good source for identifying internal candidates for management positions as
well as unionized employees desiring a change of craft, or seeking to join the
management ranks.
3. THEME EVENTS
Theme Events can be conducted which can add colour and interest to any type
of event like formal dinner party or even company conference. When embracing
a theme it really is all or nothing and there is no room for compromise with
success relying on full commitment to the theme and the creativity to deliver.
4. FORMAL RECOGNITION AWARDS
The company can use the setting of all staff gathering to host the award
ceremony. The setting will motivate all staff to practice the behaviours and core
values of the company in hopes of earning the award. Employees will observe
the importance of the award as top management personally greet the winners
when their names would be announced. The winner employees will be also
presented with a symbolic award on stage by the individual who nominated
them for the award.
5. HONOURING THE CREATIVE TALENTS
Employee Photo Contest lets employees "take their best shot" for the company's
annual corporate calendar. All the photographs that appear in the calendar are
taken by Company employees. There will be one grand prize of Rs.1, 000 and
12 prizes of Rs.500.
Holiday Drawing Contest can celebrate the creative talents of the children and
grandchildren of employees and pensioners. The winning young artist should
receive Rs.1, 000 and their artwork should become Company's official holiday
season greeting card that will be mailed to thousands of Company customers
and suppliers every year.

“BIBLIOGRAPHY”
 Books
1. Robert J.Vance; Phd.2006; “Employee Engagement & Commitment”-A
guide to understanding, measuring and increasing engagement in your
organization; SHRM foundation, (USA).
2. Nitin Vazrani; “Employee Engagement” Working Paper 05/07 SIES,
www.siescoms.edu.
 Websites:
http://www.herohonda.com
http://govleaders.org/action_plan.htm
www.workforce.com/section/09/article/23/53/40.html
http://www.employement-studies.co.uk
http://www.govleaders.org\gallup-article2.htm
http://www.citehr.com/63008-employee-engagement-activities.html
www.opcuk.com/.../examples_of_employee_engagement_approaches.pdf

“ANNEXURES”

QUESTIONNAIRE ON “EMPLOYEE ENGAGEMENT”
Dear Sir / Madam
I am pursuing MBA from the “Guru Nanak Institue of Management”. I have

undertaken a project on “Employee Engagement Activities” in Hero Honda
Motors Ltd.” as a part of my MBA course. To understand the same, a
questionnaire has been prepared and is in your hand for getting your valuable
opinion. I will remain indebted to you for giving your valuable time and
judgement in this regard. I take pledge of keeping all the information very secret
and will be utilized for the academic purpose only.
DEMOGRAPHIC DETAILS: (Personal Data)
NAME with employee no.
DESIGNATION
DEPARTMENT
AGE
A) 20-25 year
B) 26-30 year
C) 31-35 year
D) 36-40 year
E) Above 40 year
EDUCATIONAL QUALIFICATION

A) 1-5th
B) 6-10th
C) HSC/ITI
D) Diploma
E) UG /PG
YOUR EXPERIENCE AT THIS CONCERN
A) 0-5 years
B) 6-10 years
C) 10-15 years
D) 16-20years
E) More than 20 year
ORGANIZATIONAL DETAILS:
(Please tick mark on the selected option as per your perception)
Q1. Employee engagement means:
I. Commitment to work II. Belief in organization
III. Busyness/Workload IV. Routine work in office hours
V. Others (Pls specify) ______________________________________
Q2. What are the drivers of employee engagement?
I. Organizational affiliation II. Autonomy/independence at work
III. Growth opportunities IV. Recognition/Reward
Q3. The key hindrance to employee engagement:
I. Lack of incentives/ recognition II. Insensitive/Harsh Boss
III. Inadequate resources IV. Stress/Work over load

Q4. What influences employee contribution?
I. Appreciation/Recognition in office II. Monetary incentives
III. Self motivation IV. Timely feedback from Boss
V. Autonomy/independence at work
Q5. How would you rate yourself as an engaged worker:
I. Over Engaged II. Fully engaged
III. Moderately engaged IV. Work Shirker (Avoid work)
V. Pretending to be engaged
Q6. How would you rate your colleagues as engaged employees, they are:
I. Actively Engaged II. Moderately engaged
III. Pretending to be engaged IV. Work shirkers (Avoid work)
V. Actively Disengaged
Q7. Employee engagement would be enhanced if:
I. Soft music plays at work place II. Recreation available at work

place
III. Proper supervision at work place IV. Employees are self

motivated
V. Others (pls specify) ______________________________________
Q8. I would stretch to go that extra mile if:

I. Boss insists II. Monetary Rewards attached
III. Better opportunities exist IV. Work is of self interest
V. Learning enhanced (value addition)
Q9. I keep myself engaged because:
I. I love my company II. I want to prove my capabilities
III. I want to please my boss IV. I want to grab more work
V. I want to catch attention
Q10. What role does compensation/reward play on employee engagement?
I. No role II. Drives motivation
III. Enhances engagement IV. Decisive role
V. Cant‟ say
Q11. What in your opinion is the overall engagement level in the

organization?
I. Below 50% II. 50 to 75%
III. 75 to 90% IV. Above 90%
Q12. I am aware what is expected of me at work:
I. Yes 2. No 3. Not sure
Q13. Distribution of work in your organization is:
I. Balanced II. Unbalanced
III. Optimum IV. Needs review

V. Can‟t say
Q14. Your work related stress is:
I. Very high II. Creating depression
III. Manageable IV. Low
V. No stress
Q15. Normally the pace of your work is:
I. Stagnant II. Slow
III. Steady IV. Fast
V. Rapid
Q16. At work place I enjoy: (Pls tick 1)
I. Routine office activities II. Implementing creative

thoughts
III. Attending meetings IV. Crisis Management
V. Chit–Chat with friends
Q17. Coming to work place every day, is like:
I. A pleasure II. A routine
III. A compulsion IV. A pain
V. No opinion

Q18. Would you suggest your friend, associate or acquaintance to join this
company?
I. No way/never II. Probably yes
III. Definitely Yes IV. Depends
V. Can„t say
Q19. If a better opportunity arrives would you quit your present job?
I. No way/never II. Probably yes
III. Definitely yes IV. Depends on opportunity
V. Can‟t say
(Thank you for your co operation)

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COMPANY PROFILE

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML Page 1

HHML DHARUHERA PLANT

LOCATION: 69th KM Stone

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML Page 2

LOCATION: 38TH KM Stone

HHML HARIDWAR PLANT

LOCATION: 34, Community Centre

HERO HONDA MOTORS LIMITED

REGISTERED & CORPORATE OFFICE

WEST ZONE OFFICE SOUTH ZONE OFFICE

UNIT – I UNIT – II UNIT – III

69km stone 38 km stone SIDCUL

Delhi-Jaipur Highway Delhi-Jaipur Highway HARIDWAR

 BE A WORLD CLASS MANUFACTURER

1.3 MILE STONE IN PAST

1983: Shareholder agreement signed

1984: HHML incorporated.

1985: First motorcycle “CD 100” rolled out.

1987: Engine plant started.

1988: Hero Honda Club started at Gurgaon.

1989: SLEEK model introduced.

1991: 500000th motorcycle produced.

1992: Raman Munjal Vidya Mandir inaugurated- A School in the memory of

1993: Five-Nation Cricket Tournament sponsored by HERO GROUP

1994: SPLENDOR model introduced.

1995: Foundation laid for Gurgaon plant

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML Page 4

2001: HHML became the no. 1 two-wheeler company of India.

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML Page 5

2008: Third state of the art manufacturing facility was inaugurated at

2009: 7 feb.2009- 25 million bikes in 25 years

THE JOY OF BUYING

THE JOY OF CREATING-WORLD CLASS QUALITY

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML Page 6

By merging 2 different Philosophy Hero Honda philosophies was born. As per

1.5 HONDA MOTOR COMPANY, JAPAN

1.6 HERO GROUP OF INDUSTRIES

What began in Ludhiana in 1951 as a small unit manufacturing Bicycle parts

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML Page 7

Fig (ii) HERO HONDA MOTORS LIMITED

HERO GROUP OF INDUSTRIES, INDIA HONDA MOTORS COMPANY, JAPAN

SHARE HOLDING PATTERN

HERO HONDA MOTORS LIMITED

HERO GROUP OF INDUSTRIES, INDIA PUBLIC HONDA MOTORS COMPANY, JAPAN

HERO GROUP OF INDUSTRIES

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML Page 8

HERO CYCLES IS IN THE GUINESS BOOK OF WORLD RECORDS AS

1.7 COMPANIES UNDER HERO GROUP OF INDUSTRIES

ROCKMAN CYCLE INDUSTRIES LIMITED (Ludhiana)

HIGHWAY CYCLES INDUSTRIES LIMITED (Ludhiana)

MAJESTIC AUTO LIMITED (Ludhiana)

MUNJAL CASTINGS (Ludhiana)

HERO HONDA MOTORS LIMITED (New Delhi)

SUNBEAM CASTINGS (Gurgaon)

GUJARAT CYCLES (Baroda)

HERO MOTORS (Ghaziabad)

HERO COLD ROLLING DIVISION (Ludhiana)

HERO HONDA FINLEASE (New Delhi)

HERO CORPORATE SERVICES (New Delhi)

1.8 BRANDS UNDER THE HERO HONDA UMBRELLA

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML Page 9

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML Page 10