this report is prepared by my friend. hope so it is useful for you all the readers.

1. Employee Engagement
A SUMMER TRAINING REPORT ON
“EMPLOYEE ENGAGEMENT”
UNDERTAKEN AT
EASTMAN INDUSTRIES LTD. LUDHIANA (PUNJAB)
Submitted to Punjab University (Chd.) in the partial fulfillment for the award of
the degree M.B.A (CIT) Master in Business Administration (Commerce and
Information Technology)
Submitted By: -Aarti Kumari
MBA (CIT)
Roll No. 15109
MASTER TARA SINGH MEMORIAL COLLEGE FOR WOMEN,
LUDHIANA, PUNJAB
Session 2014-16

2. Employee Engagement
PREFACE
Human resource management is concerned with people element in management.
Since every organization is made up of people, acquiring their services, developing
their skills/ motivating to high level of performances and ensuring that they
continue to maintain their commitments to the organization which are essential to
achieve organizational objectives.
This project is meant to know the Human ResourcePolicies in the organization.
The HR Policies are a toolto achieve employee satisfaction and thus highly
motivated employees. The main objective of various HR Policies is to increase
efficiency by increasing motivation and thus fulfill organizational goals and
objectives.
The objective is to provide the reader with a framework of the HR Practices related
with employee engagement to boostthe morale of employees. The main focus was
on the employees in EASTMAN INDUSTRIES LTD.

3. Employee Engagement
ACKNOWLEDGEMENT
I take the opportunity to express my gratitude to all of them who in some or other way
helped me to accomplish this challenging project in EASTMAN INDUSTRY LTD,
LUDHIANA. No amount of written expression is sufficient to show my deepest sense
of gratitude to them.
I am extremely thankful and pay my gratitude to our Miss. Priya and my faculty guide
Mrs. Minakshi (Asstt. prof.)In commerce for their valuable guidance and support on
completion of this project in its presently.
I am very thankful to Mrs. SIKHA SHARMA (HR Manager) for their everlasting
support and guidance on the ground of which I have acquired a new field of knowledge.
A special appreciative “Thank you” in accorded to all staff of EASTMAN INDUSTRY
LTD, LUDHIANA for their positive support.
I also acknowledge with a deep sense of reverence, my gratitude towards my parents
and member of my family, who has always supported me morally as well as
economically.
At last but not least gratitude goes to all of my friends who directly or indirectly helped
me to complete this project report.
Aarti Kumari
MBA (CIT)
15109

4. Employee Engagement
EXECUTIVE SUMMARY
My summer training at EASTMAN INDUSTRY LTD, LUDHIANA was a great
exposure to the industry. After going through my summer training, I had a firsthand
experience of how an industry as well as HR department functions.
INTRODUCTION OF PROJECT This project is about the HR Policies in Eastman
Industry Ltd, Ludhiana. The HR Policies in an organization helps every individual to
raise his/her potential in all facets by helping him to be satisfied and secured about his
present and future.
PROJECT TITLE The title of the project is “Employee Engagement In Eastman
Industry Ltd, Ludhiana”. As the name indicates it is the study of the employee
engagement practices prevalent in the organization.
ORGANISATION: Eastmana US$ 100 million group enjoys a strong corporate brand image
and is striving to achieve US$ 150 million during the F.Y 2014-15. Ever since its inception in
1982 Eastman Industries Limited has risen to an all-time high, generating millions of dollars in
sales every year and have rapidly become an extremely important and valuable segment of
bicycle industry. Eastman Industries Limited has stood for Innovation, Quality, Performance and
excellent service for more than 30 years.
Eastman Industries Limited is a manufacturer and exporter of a diversified range of bicycles,
components and accessories, suitable to both conventional & contemporary bicycles. The
company delivers complete bicycle, single speed & multispeed chain wheels, freewheels, axles,
hubs, pedals, chains, frames, and other parts & accessories. Quality is the way of life at Eastman.
As a part of continuous process, we have put the Japanese Principles of total quality management
work for us. Eastman has latest testing equipment. In-house testing is available for all
mechanical & chemical tests including tensile, electroplating, load and painting tests. In-house
CAD-CAM facilities exist for design and development of new products.
Eastman has been a pioneer in exports of Bicycle parts and accessories and set new challenges
for itself having successfully forayed in markets like Brazil, Mexico, Argentina, Europe, Iran,
Portugal, Russia and neighboring countries. Mr. J.R. Singal, Managing Director and the founder
of company, is an entrepreneur with visionary zeal. Under his leadership, company has
established the foot-print over more than 65 countries worldwide.
The commitment of Eastman to innovation, quality performance and excellent customer service
remain unwavering and ongoing.

5. Employee Engagement
TABLE OF CONTENTS
Sr. No, Contents Page No.
Chapter:1 Introduction
 About The Topic
Chapter:2 Company Profile
Chapter:3 Research Methodology
 Methods of Data Collection
 Sampling
 Hypothesis and About
Questionnaire
Chapter:4 Data analysis and interpretation
Chapter:5 Findings
Chapter:6 Suggestions
Chapter:7 Conclusions
Chapter:8 Bibliography
Chapter:9 Annexure
LIST OF FIGURES
LIST OF FIGURES

6. Employee Engagement
Employee Profile
Table No. Tables
1. Table showing Gender of respondents.
2. Table showing the Age of respondents.
3. Table showing the Experience of respondents.
4. Table showing the Education Qualification of
respondents.
5. Table showing the Monthly income of respondents.
6. Table showing the Designation of respondents.
Table No. FIGURES
1. Figures showing Gender of respondents.
2. Figures showing the Age of respondents.
3. Figures showing the Experience of respondents.
4. Figures showing the of the Education Qualification
respondents
5. Figures showing the Monthly income of respondents
6. Figures showing the Designation for respondents.

7. Employee Engagement
CHAPTER-1
EMPLOYEE ENGAGEMENT

8. Employee Engagement
INTRODUCTION
An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and
thus will act in a way that furthers their organization's interests.
According to Scarlett Surveys, "Employee Engagement is a measurable degree of an employee's
positive or negative emotional attachment to their job, colleagues and organization which
profoundly influences their willingness to learn and perform at work".
Employee Engagement Definition:-

9. Employee Engagement
Aspects of Employee 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.
Thus it is largely the organization’s responsibility to create an environment and
culture conducive to this partnership, and a win-win equation.
Categories of Employee Engagement
According to the Gallup the Consulting organization there are there are different types of
people:-
Engaged Employees
• Have strong relationships in organization.
• Highly motivated to work hard.
• Stay – even for less money.
• Go the extra mile.
• Recommend organization as good place to work.
Not Engaged
• Not strongly committed to organization.
• Feels trapped.
• Gives bare minimum.
Actively Disengaged
• Poor relationship with organization
• Only going through the motions

10. Employee Engagement
Factors Leading to Employee Engagement:-
Studies have shown that there are some critical factors which lead to Employee
Engagement. Some of them identified are:-
E
N
G
A
G
E
M
E
N
T
 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 realize their potential. When
companies plan for the career paths of their employees and invest in them in this way their
people invest in them.
Career Development – Effective
Management of talent
Leadership- Clarity of company
values
Leadership – Respectful
treatment
Of employees
Leadership – Company’s
standards
Of ethical behavior
Empowerment
Image
Equal opportunities & fair
treatment
Performance Appraisal
Pay & benefits
Health & Safety
Job satisfaction
FEELING
VALUED AND
INVOLVED
COMMUNICATION
FAMILY FRIENDLINESS
CO-OPERATION
Career Development- Opportunities
for personal development

11. Employee Engagement
 Career Development – Effective Management of Talent
Career development influences engagement for employees and retaining the most talented
employees and providing opportunities for personal development.
 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 Behaviors
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.

12. Employee Engagement
 Other factors
 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 systemso 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.

13. Employee Engagement
How to measure Employee Engagement?
Step I: Listen
The employer must listen to his employees and remember that this is a continuous process. The
information employee’s supply will provide direction. This is the only way to identify their
specific concerns. When leaders listen, employees respond by becoming more engaged. This
results in increased productivity and employee retention. Engaged Employees are much more
likely to be satisfied in their positions, remain with the company, be promoted, and strive for
higher levels of performance.
Step II: Measure current level of employee engagement
Employee engagement needs to be measured at regular intervals in order to track its contribution
to the success of the organization. But measuring the engagement (feedback through surveys)
without planning how to handle the result can lead employees to disengage. It is therefore not
enough to feel the pulse—the action plan is just as essential.
Step III: - Knowing the Degree in which Employees Are Engaged?
Employee engagement satisfaction surveys determine the current level of employee engagement.
A well-administered satisfaction survey will let us know at what level of engagement the
employees are operating. It is important that employee engagement is not viewed as a onetime
action. Employee engagement should be a continuous process of measuring, analyzing, defining
and implementing. The employee survey is a diagnostic tool of choice in the battle for the hearts
of employees.
Step IV: - Identify the problem areas
Identify the problem areas to see which are the exact areas, which lead to disengaged Employees.

14. Employee Engagement
Step V: Taking action to improve employee engagement by acting
upon the problem areas
THE 10 C’S OF EMPLOYEE ENGAGEMENT
How can leaders engage employees’ heads, hearts, and hands? The literature offers several
avenues for action; we summarize these as ten c’s of employee engagement, which are supposed
to be essential for employee engagement.
1. CONNECT:
Leaders must show that they value employees. Employee engagement is a direct reflection of
how employees feel about their relationship with the boss. employees look at whether
organization and their leader walk the talk when they proclaim that,” our employees are most
valuable asset.”
2. CAREER:
Leader should provide challenging and meaningful work with opportunities’ for career
advancement. Most of the people want to do new thing in their job. Good leader challenge
employee; but at the same time, they must instill the confidence that the challenge can be made.
3. CLARITY:
Leader must communicate a clear vision. People want to understand the vision that senior
leadership has for the organization, and the goals that leaders or department heads have for the
division, unit, or team. Success in life and organizations, to a great extent, determined by how
clear individuals are about their goals and what they really want to achieve.
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.

15. Employee Engagement
5. CONGRATULATE
Survey show that, over and over, employees feel that they receive immediate feedback when
their performance is poor, or below expectations. These same employees also report that praise
and recognition for strong performance is much less common. Exceptional leaders give
recognition, they do so a lot; they coach and convey.
6. CONTRIBUTE
People want to know that their input matters and that they are contributing to the organization’s
success in a meaningful way. In sum, good leaders help people see and feel how they are
contributing to the organization’s success and future.
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. A feeling of “being in on thing” and of
being given opportunities to participate in decision making often reduces stress; it also create
trust and culture where people want to take ownership of problem and their solution.
8. COLLABORATE
Studies show that, when employees work in teams and have the trust and cooperation of their
team members, they outperform individuals and teams which lack good relationships. Great
leader are team builders; they create an environment that fosters trust and collaboration. Surveys
indicate that being cared about by colleagues is a strong predictor of employee engagement.
Thus, a continuous challenge for leaders is to rally individuals to collaborate on organizational,
departmental, and group goals, while excluding individuals pursuing their self-interest.
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.
10. CONFIDENCE
Good leaders help create confidence in a company by being exemplars of high ethical and
performance standards. Leaders should actively try to identify the level of engagement in their
organization. Find the reason behind the lack of full engagement, strive to eliminate those
reasons, and implement behavioral strategies that will facilitate full engagement.

16. Employee Engagement
HOW TO ENGAGED THE EMPLOYEE IN EASTMAN:-
ACCORDING TO COMPANYENGAGEMENT PROCESS MODEL:-
ACCORDING TO EASTMAN EMPLOYEE ENGAGEMENTARE AS:-
1. Total Quality Management (TQM).
2. Small Group Activities (SGA).
3. Daily Management (DM).
4. Policy Management (PM).
5. Implementing 5s & Kaizen
1.Plan 2.Survey 3.Analyze 4.Take Action
5.Sustain
Engagement
and Resurvey
On the Executive level
• Trust
• communication
• culture
On the managerial level
• Coaching
• Relationship
• Dialogue
On the individual level
• Ownership
• Clarity
• Action

17. Employee Engagement
1. Definition of TQM
TQM is Total Quality Management.
It is defined as:-
 A set of systematic activities.
 Carried out by the entire organization.
 To effectively and efficiently achieve company objectives.
So as to provide products and services with a level of quality that satisfies customers at the
appropriate time and price
What is “TOTAL QUALITY MANAGEMENT?”
CUSTOMER
FOCUS
CONTINUOUS
IMPROVEMENT
LEADERSHIP
TOTAL
EMPLOYEE
PARTICIPATION

18. Employee Engagement
2. “Small Group Activities”
Team work: all employees participate in activities to achieve the organization goal.
 Place of learning for members.
 Place of self – actualization.
 Place of communication.
 Place of workplace problem-solving.
SGA System at “EASTMAN”.
 It follows calendar year (January-December).
 Competition, reward and recognition system is same for all SGA teams.
 All SGA teams are registered on quick’s at intranet.
3. “DAILY MANAGEMENT”
Daily Management is defined as all the activities that must be carried out to efficiently achieve
the business objectives of each department is responsible for.
“DAILY MANAGEMENT” include:
 Hourly job.
 Daily job.
 Weekly job.
 Monthly job.
 Seasonal job.
 Yearly job.
What include.
 Management of regular/ routine/ transactional activity es.
Why include.
 Maintain current levels of performance.
 Gradual improvement.

19. Employee Engagement
DAILY MANAGEMENT EFFECTS
1. Clarity in roles and objectives up to shop floor levels.
2. Empowerment: decision making at lower levels.
3. Enhancement in internal customer focus.
4. Understanding about maintenance – stability of processes.
5. Improve team work, involvement and enthusiasm of a large group of employees in
improvement activities.
4. “POLICY MANAGEMENT”
“Activities that are conducted, with the co-operation of the entire company, to establish and
efficiently achieve mid- and long term business plans and short term business policies based on
fundamental management policies”.
.
PLAN DO
CHECK ACT
PLAN
Set up
objective/target
Do
Implement process.
Check.
Check whether target
achieved or not.
Act
Conduct immediate
remedy

20. Employee Engagement
5. What is 5’s?
Seiri – Sorting
Seition – Systematizing.
Seiso – Shining.
Skiketsu – Standardizing.
Shitsuke – Self- Discipline.
1) Sorting – Organization:
Clearly distinguish between necessary and unnecessary. Get rid of unnecessary.
2) Systematizing- Orderliness:
Keep needed items at a specified place for easy access when needed.
3) Shining- Cleanliness:
Keep the work place and items clean and shining.
4) Standardizing- Standardize:
Make standards for making and maintaining everything clean and in place.
5) Self-discipline – Self-Discipline :
Make a habit of maintaining established standards and procedure.
 Benefits of implementating 5s
 Workplace becomes clean and better organized.
 Shop floor and office operations become easier and safer.
 Time lost due to unnecessary searching are minimized.
 Consumables and material wastage are minimized.
 Results are visible to everyone- the insider and outsider.
 Enhancement of company/department image and employee morale.
 People develop self- discipline and positive attitude.
 Quality of life at work place and home becomes better and better…..

21. Employee Engagement
CHAPTR-2
INTRODUCTION TO EASTMAN INDUSTRIES PVT. LTD.
Eastman Industries Limited, established in 1982, is one of India's oldest and largest bicycle
exporters, at its present facility, it has capacity to roll out 600000 bikes a year. Mr. J. R. Singal
managing director and founder of the company, is an entrepreneur with visionary zeal.
Eastman has created benchmark for its own over the years and has been successfully hitting the
bull eye the previous years and currently too. Company aimto be pioneer in Innovation,
Quality, performance and excellent pre/post sales service and this has been our tradition too
from the last 32 years.
Eastman industries limited is a manufacture and exporter of a diversified range of Bicycle, its
components and contemporary bicycle , single speed and multi speed chain wheel , free
wheels, axles , hubs, pedals, chains ,frames and accessories . Eastman industry adopted the
Japanese principal of Total Quality Management into our way of working. Eastman has latest
testing equipment in- house testing is available for all mechanical and chemical tests including
tensile, electroplating, load and painting tests.
Eastman has been a pioneer in exports of Bicycle parts and accessories and has diversified to
farm parts , OTR Tyre, scaffolding and set new challenges for itself having successfully forayed
in markets like Brazil Mexico, Argentina , Europe, Iran ,Portugal , Russia and neighboring
countries . Under the leadership of Mr. J.R. Singal managing director, company has established
the foot print over more than 65 countries worldwide.
Eastman group has a stay brand of equity but at the same hand , they are constantly working
on masking their self as the most preferred employer through our numerous employee friendly
So initiatives let’s start together on a wonderful journey called Suhana Safar at Eastman
Industries Limited.

22. Employee Engagement
Company Growth:-
Eastman Industries Limited, a US $100 million group has become a strong corporate brand due
to past two decades’ consistent industry-leading performance. Since its inception, the company
has achieved all major milestones, and built a glorious success story to inspire others in the field.
In 1978, the company had sent the first shipment of components and accessories to foreign
shores followed by starting of new business negotiations in 1980 with Latin American and
Francophone countries.
In 1986, Eastman made its move towards Europe, Middle East and Far East with a motive to
expand the market presence around the globe.
In 1990, we felt need for product adaption, therefore we began market research to reach
markets with new products
In 1999, Eastman received highly prestigious award- National Export Award from former
Prime Minister of India, followed by achieving ISO 9002 accreditation in year 2000.
In 2002, we started China operations by strategic alliance with key manufacturers to offer a
complete range of bicycle and bicycle components to our worldwide client base.
In 2007, we received en 14766 conformation certificate from Germany for adhering to
international quality measures.
In 2012, we installed fully automatic disc paint plant from Ostan Taiwan in India to supply
Quality Complete Bikes to Europe.

23. Employee Engagement
MISSION AND VISION:-
OUR PRESENCE:-
Vision
“Eastman aspires to improve the value, wealth and well-being of all its
stakeholders, thereby becoming the mostpreferred supplier in every
country it operatesin”.
Mission
“To become the most preferred supplier in the countriesthat we operate
in, by offering top-quality, value-for-moneyproducts, made possible
through aggressive sourcing quality productsand building high
efficiencies in value chain”.

24. Employee Engagement
GROUP OF COMPANIES:-
 EASTMAN INDUSTRIES LIMITED
Location:Ludhiana(Punjab)
ProductRange: Forgingcum MachinedParts,Bicycle &Parts, ScaffoldingParts
 EASTMAN CAST& FORGELIMITED
Location:Sahnewal (Punjab)
ProductRange:Hand Tools PowerTools

25. Employee Engagement
 EASTMAN INDUSTRIES CORPORATION
Location:Gurgaon (Haryana)
ProductRange:PowerTools,.MotorcyclesParts.
 EASTMAN AUTO & POWER LIMITED
Location:Baddi (Himachal Pardesh)
ProductRange:Batteries Auto& PowerProducts.
 EASTMAN AGRICULTUREIMPLEMENTPLANT
Location:Karnal (Haryana)
ProductRange:SpringLoadedTiller, Harrow Disc.
 EASTMAN SCAFFOLDING PLANT
Location:Ludhiana(Punjab)
ProductRange: ScaffoldingParts
 EASTMAN BICYCLEMANUFACTURING PLANT
Location:Ludhiana(Punjab)
ProductRange:Bicycle.
 Registered under 7 Brands which are:-
EASTMAN
1. JRS 2. RAY 3. BARBRON 4. COTOUGH 5. ADDO 6. REGENT 7. ADDO INDIA

26. Employee Engagement
LANDMARKS
1989 Eastman Cast & Forge Ltd., a group company was established for
export of hand components tools
1998 Both Eastman industries Ltd. And Eastman cast& Forge Ltd were
certified ISO 9002 &ISO 9001 respectively.
2002 Eastman Industrial Company came into existence in exporting two
wheeler components. Eastman Industrial Company supplies
products to more than 40 countries across the globe
2007 ReceivedEN 14766 confirmation certificate from Germany on triple
Chain Wheel, Free wheel, Hub-Steel-parallax
2007 Eastman Auto and power limited came into existence with
manufacturing and distributing facilities of automotive batteries in
India and neighboring countries under “ADDO” brand.
2008 Tractor linkage & Farm Parts production started for domestic and
export markets & stepped on the path of diversification and
successfully launched range of complete bicycle & components to
cater the demand of Indian market & OEMs’ as well
2009 Got status of “Trading House” from Ministry of Commerce , New
Delhi
2010 Got ISO 9001: 2008 certification for quality excellence from Bureau
Verities
2011 ECFL got total employee involvement award from CII
2012 Eastman industries Limited started production of complete Bicycle
in Bicycle Manufacturing Plant.

27. Employee Engagement
PRODUCTS
Car Tyres
• Size : 195/55R15 Tyres
• Size : 195/50R15 Car Tyre
Radial Truck
Tyres
• Size : 11R24.5 Radial Truck Tyres
• Size : 285/75R24.5 Radial Truck Tyres
Bias Truck
Tyres
• Truck Tyres
Agricultural
Tyres
• Flotation Tyres
• Farm Implement Tyres
Industrial
Tyres
• Solid Tyres
OTR Radial
Tyres
• Size : 20.5R25 OTR Radial Tyres
• Size : 23.5R25 OTR Radial Tyres

28. Employee Engagement
Farm
Implement
Tyres
• Tyres Size : 16.5L-16.1SL
• Special Offer Addo India Radial Truck Tires
Cream
Biscuits
• 55 gm football cream biscuits, 90 gm creamlicks chocolate
cream biscuit
• Pocket man orange cream biscuits,Pocket manstrawberry
cream biscuits
Candies -
FMCG
Products
• Black mint candies, CandiesDouble concentrated bi
• Mixed fruit candies,Sweetened condensed milk, Nice
Biscuits
Nice
biscuits
• Nice biscuits 25 gm
• Nice biscuits 47 gm
Glucose
Biscuit
• Glucose biscuit 55gms
• Malt biscuits
Marie
Biscuits
• Marie biscuits
• Bourbon biscuits

29. Employee Engagement
COMPANY PROFILE
EASTMAN INDUSTRIES LTD
Registered office: FLAT NO. 101, FIRST FLOOR, 1 COMMUNITY CENTRE, NARAINA
INDUSTRIAL AREA, PHASE-1, NEW DELHI - 110028, Delhi INDIA.
 Phones ::
+91-161-6615100 up to 6615130
 Telefax ::
+91-161-6615127
 Website ::
Eastman@eastmanglobal.com
 E-mail Address ::
www.eastmanglobal.com
BOARD OF DIRECTORS:-
 Chief executive officer
 Mr. J. R. Singal : Chairman
 SHEKHAR SINGAL : Managing Director
 Mr R.K Dhawan : Director
 Mr VineetJain : Director
H.R DEPARTMENT:-

30. Employee Engagement
AWARDS AND ACHIEVEMENTS
2009Eastman received Energy Efficiency Award from Shri Sushil Shinde, Union Minister of
Power.
2010Eastman received Energy Efficiency Award from Shri Sushil Shinde, Union Minister of
Power.
ISO 9002 Certificate
Our quality assured range of Gents and Ladies Bicycles has enabled us to achieve the complete
satisfy SGS GOLD Certificate.
We are a well-known firm engaged in serving our clients with quality assured Gents and Ladies
Bicycle TestCertificate.
Our in-house testing is available for tensile, electroplating, load, painting and all chemical and
Trading House Certificate.
Our organization has paid utmost attention on maintaining the quality of our entire range of
Gents an ISO 9001:2008 Certificate.
Our entire range of Gents and Ladies Bicycles is highly appreciated by the clients for their
superior CII-EXIM Bank Certificate.
Our ethical business policies and transparent dealings have enabled us to serve many reputed
clients.

31. Employee Engagement
 FOUR MAIN STRENGTSHS OF EASTMAN
INDUSTRIES LTD:-
1. Exclusive Product
Range
2. Strict Quality
Standards
3. Competitive Prices 4. Customer Visit
STRENGTSHS

32. Employee Engagement
Chapter-3
Research Methodology
 OBJECTIVESOF THE STUDY:-
 Primary Objective:-
1. To analyse the impact of demographic variables on Employee Engagement.
 SecondaryObjectives:-
1. To measure the level of employee engagement in the organisation.
2. To identify the various factors influencing employee engagement.
3. To compare the employer satisfaction & performances with the engagement
of the employee.
4. To study the existing practices for improving employee engagement.
 SCOPE OF STUDY:-
 In any organization human resource is the most important asset. In today’s
current scenario EASTMAN INDUSTRIES LTD is a very large manufacturer.
 As most of the company’s overall performance depends on its employee’s
performance which depends largely on the HR POLICIES of the
organization.
 So the project has wide scopeto help the company to perform well in
today’s global competition.
 The core of the project lies in analyzing and assessing the organization and
employee engagement policies in the organization.

33. Employee Engagement
 RESEARCH METHODOLOGY:
 1. METHOD OF DATA COLLECTION
I have chosenthe questionnaire methods of data collection due to limited time
in hand. While designing data-collection procedure, adequate safeguards
against bias and unreliability must be ensured. I have examined the collected
data for completeness, comprehensibility, consistently and reliability.
I have also gathered secondarydata which has been already collected and
analyzed. I got various information from journals, historical documents,
magazines and reports. For the present piece of research I have used the
following methods:
 Questionnaire
 Observation
 HYPOTHESIS OF PROJECT
 Human ResourcePolicies provided by the organization of employees works
as an agent for the growth of employees and also motivates the employees to
perform well i.e. employee performance and satisfaction is the valuable
outcome of sound of employee engagement policies of the organization.
 The employee engagement policies makes the employees enthusiastic
towards work.
 ABOUT THE QUESTIONNAIRE
 In this method a questionnaire is sent to the HR Manager concerned with a
request to answer the questions and return the questionnaire. The
questionnaire consisted of a number of questions printed or typed in a
definite order. The HR Manager has to answer the questions on their own.
The researcher has chosenthis method of data collection due to low cost
incurred, it is free from bias of the interviewer and respondent have adequate
time.

34. Employee Engagement
1. Research Plan: To meet the objective of the study descriptive design was adopted.
2. Research Instruments: For the collection of data questionnaire as a research
instrument was chosen.
3. Type of Questions: Multiple Choice questions were included in the questionnaire to
get the desired information by the respondents.
4. Sample Size: The sample size of the study was 100 under employees working in
EASTMAN INDUSTRIES LTD.
5. Target group: The target group for conducting survey was EASTMAN branch in
Ludhiana.
6. Sampling Technique: The sampling technique used in study was Random Sampling
as it covered all the designations.
7. Sampling Plan:
(a) Sampling Unit: It consisted of EASTMAN employees in Ludhiana
(b) Analysis Method: The data was presented in the tabular form, graphs and percentages
have been calculated to make it more understandable.
8. Data Sources:
(a) Primary Data: In this study questionnaire and EMPLOYEE ENGAEMENT SURVEYS
(ESS) method has been used for collecting primary data.
(b) Secondary Data: Various web sites, records and data from newspapers & magazines,
interview has been used.
9. Limitations of the Study:
 The study is limited to Ludhiana city only.
 Limited time for the study.
 Sample size was limited to 100.
 Biasness of the respondents.

35. Employee Engagement
CHAPTER-4
DATA ANALYSIS AND
INTERPRETATION
EMPLOYEE PROFILE
 Gender of the Respondents
Table no.1 showing the statistics Gender of the Respondents.
Graph no.1
INFERENCE:
It is observed that majority of the respondents are male (79%) and only very few are female
(21%)
79% 21%21%
Gender of the respondent
Male
Female
SR. NO GENDER No of respondents %age
1. Male 79 79
2. Female 21 21
3. Total 100 100

36. Employee Engagement
 Age of the Respondents
Table no.2 showing the statistics Age of the Respondents
Graph no.2
INFERENCE: About 20% of employees comes under 25-35 years of age group, Where as
30% comes under 31-35 years of category, 20% under 36-45 years category,15% comes under
41-45 & 15 %come under 45 above.
20
30
20
15 15
0
5
10
15
20
25
30
35
25-30 31-35 36-40 41-45 above 45
Age of the respondents
SR. NO AGE No of respondents %age
1. 25-30 20 20
2. 31-35 30 30
3. 36-40 20 20
4. 41-45 15 15
5. above 45 15 15
6. Total 100 100

37. Employee Engagement
 Experience of the Respondents
Table no.3 showing the statistics Experience of the Respondents
Graph no.3
INTERFACE: As far as year of service is considered about 20% comes under less than 5
years, 25% comes under 10-15 years, 35% comes under 15-25 years, 20% comes under 25-35
years.
20
25
35
20
less than 5
10-15 yrs
15-25 yrs
25-35 yrs
0 5 10 15 20 25 30 35 40
expirence of the respondents
SR. NO Experience frequency %age
1. Less than 5 20 20
2. 5- 15yrs 25 25
3. 15-25yrs 35 35
4. 25-35yrs 20 20
5. Total 100 100

38. Employee Engagement
 Educational Qualification of the Respondents
Table no.4 showing the statistics Educational Qualification of the Respondents
Graph no.4
INFERENCE: Most of the respondents are having schooling (26%) and ITI (22%)
Education followed by under graduation (24%). Eight percent of the respondents are having
Post-graduation degree and 14 percent of the respondents are having technical background.
26%
22%
24%
8%
14%
6%
education qualification of the respondents
Higher Secondary
Iti
Under graduation
Post graduation
Technical
Non Technical
SR. NO Educational
Qualification
No of respondents %age
1. Higher Secondary 26 26
2. ITI 22 22
3. Under graduation 24 24
4. Post-graduation 8 8
5. Technical 14 14
6. Non-Technical 6 6
7. Total 100 100

39. Employee Engagement
 Monthly Income of the Respondents
Table no.5 showing the statistics Monthly Income of the Respondents
Graph no. 5
INFERENCE: From the above table it is observed that 32 and 20 percent of the respondents are
in Rs.15001to Rs.20000 and Rs.10000 to Rs.15000 per month respectively. 14 percent of the
respondents are earning more than Rs.25000 per month. Only 16 percent of the respondents draw
less than Rs.5000 per month.
0
10
20
30
40
salary of respondents
16
20
32
18
10
4
0
5000-10000 10001-15000 15001-20000 20001=25000
25001-30000 30001=35000 30001=35001
SR. NO MONTHLY INCOME Frequency %age
1. Rs.5000 - Rs.10000 16 16
2. Rs.10001 - Rs.15000 20 20
3. Rs.15001 - Rs.20000 32 32
4. Rs.20001 - Rs.25000 18 18
5. Rs.25001 - Rs.30000 5 10 10
6. Rs.30001 - Rs.35000 4 4
7. Total 100 100

40. Employee Engagement
 Designation of the respondents
Table no.6 Showing the statistics Monthly Income of the Respondents
INFERENCE: 35% of employees are operator, whereas only 10% are auto electrician, 25% are
over man and supervisor and 30% includes explosive carrier, general majdoor, and greaser
helper.
35%
10%
25%
30%
designation of the respondents
operator
auto operator
overman/ Supervision
general
majdoor/Explosive Carrier
Greaser Helper
 30% of employees are operator, where as only 10% are auto
electrician, 25% are over man and supervisor and 35%
includes explosive carrier, general majdoor, and greaser
helper.
SR.NO Designation frequency %age
1. Operator
35 35
2. Auto-Electrician
10 10
3. Overman/ Supervisor
25 25
4. General, Majdoor/ Explosive,
Carrier, Greaser
Helper
30 30
5. Total 100 100

41. Employee Engagement
1. Time period
This question was asked to respondents to know since how long they had been working in
Eastman. The responses are exhibited in the following table no. 1
Table No.1 Showing the statistics of time period
Sr. no. Time period No of respondents %age
1 Less than 1 year 5 5
2 1 to 3 years 25 25
3 3 to 5 years 30 30
4 More than 5 years 40 40
5 Total 100 100
Graph no. 1 Showing the statistics of time period
Interpretation: According to survey conduction 5% of respondents have been serving the
Eastman less than 1 year and 25% for 1 to 3 years and 40% for more than 5 years.
5%
25%
30%
40%
% of respondents
Less than 1 year
1 to 3 years
3 to 5 years
More than 5 years

42. Employee Engagement
2. Job perception
This question was asked to respondents to know that how they perceive or define their job. The
responses are exhibited in the following table no 2
Table no.2 showing the statistics of job perception
Sr. no. Job perception No of respondents %age
1 Gives sense of
achievement
20 20
2 Immense future
security
50 50
3 Challenging 19 19
4 Boring tiresome 6 6
5 Tiresome 5 5
6 Total 100 100
Graph no. 2 showing the statistics of job perception.
Interpretation: According to the survey maximum number of i.e. 50% respondents
perceived their job as immense future security and 20% as give sense of achievement.
20%
50%
19%
6%
5%
% of respondents
Gives sense of
achievement
Immense future security
Challenging
Boring tiresome
Tiresome

43. Employee Engagement
2. Qualitative benefits
This question was asked to respondents to know what does the work associated with their post
provides them. The responses are exhibited in the following table no 3.
Table no.3 Showing the statistics of Qualitative benefits
Sr. no. Qualitative benefits No of respondents %age
1 Opportunity to use
full range of skills
35 35
2 Opportunity to learn
new skills
35 35
3 Learn administration 30 30
4 Total 100 100
Graph no. 3 Showing the statistics of Qualitative benefits
Interpretation: From conducting the survey it is came to know that the respondents felt
that there are opportunities to use full range of skills as well as opportunity to learn new skills.
35 35
30
27
28
29
30
31
32
33
34
35
36
Opportunity to use full
range of skills
Opportunity to learn new
skills
Learn administration
% of respondents

44. Employee Engagement
4. Work Admiration
This question was asked to respondents to know whether they receive adequate praise for work
well done by them or not. The responses are exhibited in the following table no6.
Table no. 4 Showing the statistics of Work admiration
Sr. no. Work admiration No of respondents %age
1 Yes 70 70
2 No 30 30
3 Total 100 100
Graph no. 4 Showing the statistics of Work admiration
Interpretation: The survey states that 70% of respondents receive praise for their work
done and 30% did not receive any praise.
70%
30%
% of respondents
Yes
No

45. Employee Engagement
5. Motivators
This question was asked to respondents to know by whom their work is being appreciated. The
responses are exhibited in the following table no7
Table no.5
Sr. no. Motivators No of respondents %age
1 Chief Executive 10 10
2 Manager 28 28
3 Peers 45 45
4 subordinates 17 17
5 Total 100 100
Graph no. 5
Interpretation: 45% of respondents states that they got appreciation by peers and 28% by
Chief Executive and very less i.e. 10% by Manager
Bank chairman Branch head Peers subordinates
10
28
45
17
% of respondents

46. Employee Engagement
6. Working environment
This question was asked to respondents to know whether they are engaged with the working
environment of the organisation or not. The responses are exhibited in the following table no
6.
Table no.6 Showing the statistics of working environment
Sr. no. Working environment No of respondents %age
1 Yes 83 83
2 No 17 17
3 Total 100 100
Graph no.6
Interpretation: the above graph states that higher 83% of respondents were engaged with
the working environment and 17% of respondents were not engaged
83%
17%
% of respondents
Yes
No

47. Employee Engagement
7. Factors for Engaged
This question was asked to respondents to know the major factors which act as engaged for
them. The responses are exhibited in the following table no7.
Table no.7 Showing the statistics of Factors for engaged
Sr. no. Factors for job
satisfier’s
No of respondents %age
1 Recognition 13 13
2 Work itself 29 29
3 Possibility of growth 23 23
4 Advancement
opportunities
5 5
5 Responsibility 8 8
6 achievement 5 5
7 Total 100 100
Graph no. 7Showing the statistics of Factors for engaged
Interpretation: The survey specifies the reasons for satisfier’s that maximum number of
respondents 29% felt that work itself is the major satisfier factor and 23% felt possibility of
growth.
13%
29%23%
5%
8%
5%
% of respondents
Recognition
Work itself
Possibility of growth
Advancement
opportunities
Responsibility
achievement

48. Employee Engagement
8. Factors for unengaged
This question was asked to respondents to know about the major factors which act as unengaged
for them. The responses are exhibited in the following table no8.
Table no.8 Showing the statistics of unengaged
Sr. no. Factors for job
dissatisfies
No of respondents %age
1 Poor compensation
and benefits
7 7
2 Lack of interpersonal
relations
8 8
3 Unhealthy working
conditions
4 4
4 Job insecurity 3 3
5 Lack of promotion
opportunities
2 2
6 Total 24 24
Graph no. 8 Showing the statistics of Factors for unengaged
Interpretation: The survey specifies the reasons for dissatisfaction it states that the major
factor of dissatisfaction for employees is lack of interpersonal relations 8%.
7
8
4
3
2
0
2
4
6
8
10
Poor
compensation
and benefits
Lack of
interpersonal
relations
Unhealthy
working
conditions
Job insecurity Lack of
promotion
opportunities
% of respondents

49. Employee Engagement
9. Attitude towards job
This question was drafted to know the attitude of respondents towards their job. The
responses are exhibited in the following table no 9.
Table no.9 Showing the statistics of attitude towards job
Sr.no Attitude towards job No of respondents %age
1 Highly satisfied 20 20
2 Satisfied 59 59
3 moderately satisfied 15 15
4 Dissatisfied 5 5
5 Highly dissatisfied 1 1
6 Total 100 100
Graph no.9 Showing the statistics of attitude towards job
Interpretation: The survey shows that higher 59% of respondents satisfied with their job
and 5% were dissatisfied.
20%
59%
15%
5% 1%
% of respondents
Highly satisfied
Satisfied
moderately satisfied
Dissatisfied
Highly dissatisfied

50. Employee Engagement
10. Suggestions for enhancing Engagement
This question was framed to know the suggestions employees would like to give for
enhancing the job satisfaction. The responses are exhibited in the following table no10.
Table no.10 Showing the statistics of suggestions for enhancing job satisfaction
Sr. No suggestions for
enhancing job
satisfaction
No of respondents %age
1 offer better pay
package
65 65
2 Improve the working
conditions
10 10
3 Avoid verbal abuses 10 10
4 Foster a sense of
belongingness
10 10
5 Sponsored holidays 5 5
6 Total 100 100
Graph no.10 Showing the statistics of suggestions for enhancing job satisfaction
Interpretation: 65% of respondents suggested that it should offer better pay package.
65
10
10
10
5
0 10 20 30 40 50 60 70
offer better pay package
Improve the working conditions
Avoid verbal abuses
Foster a sense of belongingness
Sponsored holidays
% of respondents

51. Employee Engagement
CHAPTER-5
FINDINGS
 40% of respondents have been serving the company for more than 5 years.
 50% of respondents perceived their job as immense future security and 20%
perceived it as given sense of achievement.
 35% of respondents respectably felt that their work associated with their post
provides them opportunity to use full range of skills as well as opportunity to
learn new skills.
 4.70% of respondents receive praise for their work and 30% did not receive
any praise for the work.
 45% of respondents state that they got appreciation by peers and 28% by
manager and very less i.e. 10% by chairman.
 83% of respondents were engaged with the working environment.
 29% felt that work itself is the major satisfier factor and 23% felt possibility
of growth.
 It was found that 8% of respondents were unengaged from their job due to
lack of interpersonal relations.
 The survey shows that higher 59% of respondents were engaged with their
job and 5% were unengaged.
 65% of respondents suggested that company should offer better pay
package.

52. Employee Engagement
CHAPTER-6
SUGGESTIONS
SUGGESTIONS:-
After conducting the research the following are the major suggestions:
1. There should be properrecognition of work so that the respondent
should be highly motivated.
2. They should provide supporting environment to their employees.
3. There should be better pay packages for the employees.
4. They should arrange training programs for the development of the
employees.
5. Employees should be rewarded for better work.
6. The chairman should appreciate the performance of their employees

53. Employee Engagement
CHAPTER-7
CONCLUSION
CONCLUSION:-
Study shows that
 To conclude, the data highlight certain strength and weakness of
the Employee Engagement at EASTMAN Almost everyone is feel
proud to be associated with EASTMAN and employees are aware
of their role and well known about their responsibilities.
 However there is a need to make little bit more efforts to those
employees who are not engaged. This can be possible by keeping
them involving in various activities apart from their routine work.
 The Employee Engagement Policy grooms every individual to
realize his potential in all facets while contributing to attain higher
organizational and personal goals.
 The Employee Engagement Policy builds teams and foster team-
work as the primary instrument in all activities. The Policy
implements equitable, scientific and objective system of rewards,
incentives.
 The employees feel that they are not paid fairly for the
contributions they make to company’s success.

54. Employee Engagement
CHAPTER-7
SUGGESTIONS &RECOMMENDATIONS
 The Organization should focus on mentor system intend to help
employees in their career progression.
 The Organization should focus on the employee’s human relation
and the spirit of equableness with each other. They enjoy all the
festival and functions together.
 They should feel the company their second home.
 The company should give the appropriate recognition for the
contributions and accomplishments made by employees.
 A flexible reward system should be adopted by organization to
improve employee motivation.
 A more transparent and full proof communication system
developed in the organization. 8. Replacing the lacuna in the
current system.
 Wages and salary administration process should have a more
scientific approach laying stress on equal wages for equal work
done.

55. Employee Engagement
CHAPTER-8
BIBLIOGRAPHY
BIBLIOGRAPHY
Websites:
1. http:/www.eastmanglobal.com/
2. http:/www.farmparts.in/
3. www.google.co.in
Books:
 “Human ResourceManagement” by Ashwathapa.
 “Human ResourceManagement” by Michael Armstrong.
 C.R Kothari- Research Methodology.
 Stephin Robbins- OrganizationalBehaviour.
Magazines:
 Annual reportof EASTMAN INDUSTRIES LTD.

56. Employee Engagement
QUESTIONNAIRE ON EMPLOYEE ENGAGEMENT
Name –
Company’s name –
Designation –
Date-
Note – Please fill the appropriate option.
Q1. Since how many years you are working in this company?
(a) Less than 1 year (b)1 to 3 years
(c) 3 to 5 years (d) More than 5 years
Q2. Please specify the post on which you are working?
(a) Managerial (b) Executive
(c) Clerical (d) Any other
Q3. How will you define your job?
(a) Give sense of achievement
(b) Immense future security
(c) Challenging
(d) Boring
(e) Tiresome
Q4.According to you what work is associated with your post?

57. Employee Engagement
(a) Opportunity to use full range of skills
(b) Opportunity to learn new skills
(c) Learn administration
Q5. Do you receive adequate praise for work well done by you?
(a) Yes
(b) No
Q6. If yes, who praise your work?
(a) Chairman
(b) Branch head
(c) Peers
(d) Subordinates
Q7. Are you satisfied with the working environment of the company?
(a) Yes (b) No
Q9. If yes, what are the major factors which act as job satisfiers for you?
(a) Reorganisation
(b) Work itself
(c) Possibility of growth
(d) Advancement of opportunities
(e) Responsibility
(f) Achievement

58. Employee Engagement
Q8. If not satisfied, what are the major factors which act as job dissatisfies for you?
(a) Poor compensation and benefits
(b) Lack of interpersonal relations
(c) Unhealthy working conditions
(d) Job insecurity
(e) Lack of promotion Opportunities
Q9. What overall rating would you like to give to your job?
(a) Highly satisfied
(b) Satisfied
(c) Moderately satisfied
(d) Dissatisfied
(e) Highly dissatisfied
Q10. What are the suggestions you would like to give for enhancing the engaged?
(a) Offer better pay package
(b) Improve the working conditions
(c) Avoid verbal abuses
(d) Foster a sense of belongingness
(e) Sponsored holidays