Srm

“EMPLOYEE ENGAGEMENT IN CHENNAI-TADA SIX LANING

PROJECT IN L&T”

A PROJECT REPORT

Submitted to the

SRM SCHOOL OF MANAGEMENT

In partial fulfillment of the requirements for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

BY

Farah Naz

(REG.NO.35080165)

Under the Guidance of

Asst.Prof.(S.G.) Mr. K.Sadasivan. (B.E, M.B.A, Ph.D)

SRM SCHOOL OF MANAGEMENT SRM UNIVERSITY

KATTANKULATHUR – 603203

MAY 2010

BONAFIDE CERTIFICATE

Certified that this project report titled “EMPLOYEE ENGAGEMENT IN

CHENNAI-TADA SIX LANING PROJECT IN L&T” is the bonafide work of

FARAH NAZ (35080165), who carried out the research under my supervision.

Certified further, that to the best of my knowledge the work reported herein does

not form part of any other project report or dissertation on the basis of which a

degree or award was conferred on an earlier occasion on this or any other

candidate.

Signature of supervisor Signature of HOD

DECLARATION

We hereby declare that the project work entitled “EMPLOYEE ENGAGEMENT

IN CHENNAI-TADA SIX LANING PROJECT IN L&T” submitted to the

SRM University .Chennai in partial fulfillment of the requirements for the award

of Master of Business Administration is a record of original project done by me

during the period of time in SRM University, Chennai under the guidance of

K.Sadasivan, Assistant Professor (S.G) in SRM School of Management, SRM

University.

PLACE:

DATE:

SIGNATURE OF CANDIDATE

ABSTRACT

Employee engagement is 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.

The project work entitled Employee Engagement with special

reference to L&T is mainly conducted to know the clear ideas about the employee

commitment towards their job and the factors governing their full involvement in

doing their work. Management’s basic job is the effective utilization of human

resources for achievements of organizational objectives.

It is also done to know the total percentage of the employees who all

are totally committed to their work and are actually supporting in the completion of

work more effectively and achieving the organizational goals.

ACKNOWLEDGEMENT

It is difficult to express in our words and thoughts our gratitude for the people who

have helped us to complete this project successfully. Nevertheless, an attempt is

made to acknowledge a few of them, without whom, this project would not have

been completed.

I express my thanks from the bottom of my heart to our beloved and respectful

DEAN DR. [MRS.] JAYSHREE SURESH for having provided us excellent

facilities to work with.

I am very much grateful to my project guide K.SADASIVAN who not only gave

us invaluable suggestion and guidance, but also a source of encouragement

throughout our project work.

I would also like to thank all the teaching and non-teaching staff of the Department

of SRM School of Management, SRM University, who has helped me whenever I

have approached them with specific help.

TABLE OF CONTENTS

Serial No. Title Page No

CHAPTER-1 INTRODUCTION 1-3

1.1 Introduction 1

1.2 Need of the Study 2

1.3 Objectives of the study 2

1.4 Scope of the study 3

CHAPTER-2 COMPANY PROFILE 4-22

2.1 Company Profile 4-11

2.2 Product Profile 12-14

2.3 Literature Review 15-22

CHAPTER-3 RESEARCH METHODOLOGY 23-29

3.1 Research design 23

3.2 Sampling design 23

3.3 Methods of Data Collection 24

3.4 Questionnaire design 25-27

3.5 Statistical Tools 28

3.6 Limitations of Study 29

Serial No. Title Page No

CHAPTER-4 ANALYSIS OF DATA 30-58

CHAPTER-5 FINDINGS AND SUGGESTIONS 59-62

5.1 Findings 59-61

5.2 Suggestions 62

CHAPTER-6 CONCLUSION 63

Bibliography 64

Annexure 65-68

LIST OF TABLES AND CHARTS

Table No. Title Page No.

1 Awareness of the roles 30

2 Satisfaction to the current assignment 31

3 Willingness for additional role 32

4 tools and equipments 33

5 Work Review 34

6 Support from fellow employees 35

7 Facilities at site/office 36-37

8 Facilities at Home 38-40

9 Satisfaction with Pay 41

10 Comparison of the pay 42

11 Rate of Increase 43

12 Any Training Undergone 44

13 Level of Training 45

14 Relevance of Training 46

15 Frequency of Training 47

16 Missing Area for Training 48

17 Organizational Support 49

18 Probable Tenure of Association with L&T 50

19 Probable Reason if you ever wish to quit 51

Table no. Title Page No.

20 Liking of children to work in L&T 52

21 Grievances 53

CHAPTER 1

INTRODUCTION

The project work entitled Employee Engagement with special

reference to L&T ECC Division is mainly conducted to know the clear ideas about

the employee commitment towards their job and the factors governing their full

involvement in doing their work. Management’s basic job is the effective

utilization of human resources for achievements of organizational objectives. So a

totally engaged employees shows that total job satisfaction and also helps in

achieving the maximum output by the optimum utilization of the resources.

Employee engagement is 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.

Engaged employees are not just committed. They are not just

passionate or proud. They have a line-of-sight on their own future and on the

organization’s mission and goals. They are “enthused” and “in gear” using their

talents and discretionary effort to make a difference in their employer’s quest for

sustainable business success. It is the modern version of job satisfaction in which

the employees future of the company and are willing to invest the discretionary

effort. Engaged employees feel a strong emotional bond to the organization that

employs them.

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

NEED OF THE STUDY The study is being conducted to know about the Employee

Engagement of the Larsen & Toubro group and the factors affecting the total

employee commitment towards their work.

It is also done to know the total percentage of the employees who all

are totally committed to their work and are actually supporting in the completion of

work more effectively and achieving the organizational goals.

The most important need of this study is to know about the problem

areas in Employee Engagement in L&T ECC Division and refer it to the company

with suitable suggestions to avoid the problem and improve the Employee

Engagement conditions.

OBJECTIVES OF THE STUDY Primary Objective:

• To study the Employee Engagement in L&T ECC Division and the factors

governing the Employee commitment towards their job.

Secondary Objective:

• To study the effect of different factors and benefits provided by the

organization on the employee’s performance.

• To learn the employee’s satisfaction on the interpersonal relationship exists

in the organization and the completion of job.

• To find the problem areas related to Employees’ commitment towards their

job.

• To provide the practical suggestion for the improvement of employees’

performance.

SCOPE OF THE STUDY Employee Engagement has variety of effects on the Employees

performance and an individual’s physical and mental health, productivity,

absenteeism and turnover. Employee delight has to be managed in more than one

way. This helps in retaining and nurturing the true believers “who can deliver

value to the organization. Proliferating and nurturing the number of “true

believers” is the challenge for future and present HR managers.

This means innovation and creativity. It also means a change in the

gear for HR polices and practices. The faster the organizations nurture their

employees, the more successful they will be. The challenge before HR managers

today is to delight their employees and nurture their creativity to keep them a

bloom.

This study helps the researcher to realize the importance of effective

employee engagement. This research study examines types and levels of employee

engagement and also discusses management ideas that can be utilized to innovate

employee job commitment. It helps to provide insights to support future research

regarding strategic guidance for organizations that are both providing and using

different programs in employee engagement.

CHAPTER 2

COMPANY PROFILE

Larsen & Toubro Limited (L&T) is a USD 7 billion technology,

engineering and construction company, with global operations. It is one of the

largest and most respected companies in India’s private sector.

A strong, customer-focused approach and the constant quest for top-

class quality have enabled L&T to attain and sustain leadership in its major lines of

business across seven decades. L&T has a distinguished record of achievements

including the world’s largest coal gasifier made in India and exported to China,

India’s first indigenous hydrocracker reactor, oil and gas platform projects

executed to global benchmarks and the world’s largest Continuous Catalyst

Regeneration Reactor.

Construction Division

ECC - the Engineering Construction & Contracts Division of L&T –

is India’s Largest construction organization.

It figures among top 225 contractors in the world and ranks 47 among

global contractors (revenues outside the home country) and 72 among international

contractors (revenues from home as well as outside country) as per the survey

conducted by Engineering News Record Magazine (August 2007).

Many of the country’s prized landmarks – its exquisite buildings,

tallest structures, largest industrial projects, longest flyovers, highest viaducts,

longest pipelines and several benchmark projects- have been built by ECC. ECC’s

leading-edge capabilities cover every discipline of construction: civil, mechanical,

electrical and instrumentation.

Turnkey Capabilities

ECC is equipped with the requisite expertise and wide-ranging

experience to undertake Engineering Procurement and Construction (EPC) jobs

with single-source responsibility. EPC contracts are executed using state-of-the-art

design tools and projects management techniques.

ECC’s track record of over six decades covers all industrial sectors

and infrastructure projects.

Service Spectrum

ECC’s range of services includes:

• Pre-engineering, feasibility studies and detailed project reports

• Engineering, design and consultancy services

• Complete civil and structural construction services for all types of

buildings, industrial and infrastructure projects

• Complete mechanical system engineering including-fabrication and erection

of structural steel works; manufacture, supply, erection, testing and

commissioning of plant and equipment; heavy lift erection; high-pressure

piping; fire-fighting; HVAC and LP/utility piping networks

• Electrical system design, project electrification, automation and control

system including instrumentation for all types of industrial and telecom

projects

• Design, manufacture, supply and installation of EHV switchyards,

transmission lines

Structure

ECC Division has been organized into different Business Sectors to allow for more

in-depth Technology and Business Development in line with the growth envisaged

in the Strategic Plan and to focus attention on domestic and international business.

Buildings & Factories

• Institutional & Commercial Buildings

• Factories & Residential Buildings

Building Product

• L&T Concrete

Transportation infrastructure

• Ports & Harbours and special Projects

• Bridges

• Roads & Runways

Hydro and Nuclear Power

• Hydropower & Irrigation Projects

• Nuclear Power, Space and Defense Projects

Industrial Projects & Utilities

• Minerals & Metals

• Bulk Material Handling

• Water and Utilities

Power Transmission & Distribution

• Electrical Instrumentation and Communication

• Transmission Lines and Railway Electrification

Developmental Projects

• L&T Infrastructure Development Projects Limited

• L&T Urban Infrastructure Ltd.

ECC’s Engineering Design Research Centre (EDRC) provides a broad

spectrum of Engineering, Design, Research and Consultancy services, ranging

from concept to commissioning of all types of projects in the above business

units/sectors.

SECTORAL DIVERSIFICATION OF L&T ECC DIVISION

L&T(ECC) operates in various sectors, including buildings

(residential and commercial), transportation (roads & highways, bridges, and

airports), power, water, hydrocarbons, ports, and tunnels. L&T(ECC) has a

Developmental Projects Unit to undertake infrastructure projects on the Build

Operate Transfer (BOT), Build Own Operate Transfer (BOOT), and Build Own

Lease Transfer (BOLT) principles.

HISTORY

Larsen & Toubro Limited is the biggest legacy of two Danish

Engineers, who built a world-class organization that is professionally managed and

a leader in India's engineering and construction industry. It was the business of

cement that brought the young Mr.Henning Holck-Larsen and Mr.S.K. Toubro into

India. They arrived on Indian shores as representatives of the Danish engineering

firm F L Smidth & Co in connection with the merger of cement companies that

later grouped into the Associated Cement Companies.

Together, Mr. Holck-Larsen and Mr. Toubro, founded the partnership

firm of L&T in 1938, which was converted into a limited company on February 7,

1946. Today, this has metamorphosed into one of India's biggest success stories.

The company has grown from humble origins to a large conglomerate spanning

engineering and construction. ECC was conceived as Engineering Construction

Corporation Limited in April 1944 and was incorporated as wholly owned

subsidiary of Larsen & Toubro Limited. L&T's founders Mr. Holck - Larsen and

Mr. Toubro laid the foundation for ECC. It has today emerged as India's leading

construction organization.

L&T INFRASTRUCTURE OPERATING COMPANY

ECC today is organised in to four Operating Companies to allow for

more in-depth technology and business development as well as to focus attention

on domestic and international project execution. Each Operating Company is

further split into different Business Units (BUs) to take care of the specific needs

of various customers. The Operating Companies (OC) includes:

o Buildings & Factories Operating Company (B&F OC)

http://www.lntecc.com/homepage/building.htm

o Infrastructure (Infra OC)

o Metallurgical, Material Handling & Water (MMH &W OC)

o Electrical & Gulf Projects (E&GP OC)

ABOUT INFRA OC

The Infrastructure OC undertakes construction of Heavy Civil projects

through four strategic Business Units, meeting international standards of quality.

EPC services are offered for transportation infrastructure projects as well as hydel

and nuclear power projects. The BUs include:

• Road & Runways

• Bridges, Metros & Ports

• Hydel

• Nuclear & Defence

http://www.lntecc.com/homepage/infra.htm

http://www.lntecc.com/homepage/metal.htm

http://www.lntecc.com/homepage/gulf.htm

http://www.lntecc.com/homepage/infra_roads.htm

http://www.lntecc.com/homepage/infra_bridge.htm

http://www.lntecc.com/homepage/infra_hydel.htm

http://www.lntecc.com/homepage/infra_nuclear.htm

PROJECT UNDERTAKEN FOR EMPLOYEE ENGAGEMENT

STUDY

The project undertaken for the study of employee engagement survey

is “Chennai-Tada six laning projects”. The Project includes Six laning of Chennai

Tada section (43.40 km) of NH5 from km 11.00 to km 54.50 in the state of

Tamilnadu. Construction includes 6 flyovers, 1 major bridge, 1 minor bridge, 4

vehicular underpasses and 15 pedestrian underpasses.

This SPV will design, engineer, fund, construct, operate and maintain

the road stretch for the period of concession which is 15 years, including the

construction period of 30 months.

The project is being performed under the guidance project manager A H Khan

with a team of 65employees of L&T including engineers, technicians and also staff

from administration

BOARD OF DIRECTORS

A.M. NaikChairman & Managing Director

J.P. Nayak Whole-time Director & President (Machinery & Industrial Products)

Y.M. Deosthalee Whole-Time Director & Chief

Financial Officer

K. VenkataramananWhole-time Director & President (Engineering & Construction Projects)

R.N. Mukhija Whole-Time Director & President

(Electrical & Electronics)

V.K. Magapu Whole-Time Director & Senior Executive

Vice President (IT & Engineering Services)

K.V. Rangaswami Whole-Time Director & President

(Construction)

M.V. Kotwal Whole-Time Director & Senior Executive Vice President

(Heavy Engineering)

PRODUCT PROFILE

Roads and Runways

Creating high quality national infrastructure for transportation is one

of the prime areas of ECC’s operations. The Roads & Runways Business Unit has

executed some of the very important stretches on the national highways and state

highways including expressways. Strengthening and widening of roads constitute

yet another major activity. Expertise also covers construction of race tracks/test

tracks for high-speed motor sports requiring precision and specialized surface

treatment. Maintenance works for national and state highways are carried out using

sophisticated equipment for resurfacing.

The Business Unit also builds world-class runways to international

standard specifications. Some of the longest runways in the country with

compatibility for landing the new generation aircrafts like Airbus A-380 with CAT

IIIB Instrument Landing System have been built by L&T.

Bridges, Metros & Ports

ECC builds bridges of various types and spans which includes:

• Precast, RCC and prestressed concrete girders launched in position.

• Precast and prestressed concrete truss bridges.

• Continuous span bridges in steel, concrete and composite construction in steel and concrete.

• Box girder construction using advanced formwork systems.

• Balanced cantilever PSC box girder with form traveller.

• Single-cell continuous-span box girder by incremental launching.

• Precast segmental construction.

ECC has the expertise to design special launching and erection

techniques, including special systems formwork for concrete deck on top of steel

and concrete structures. Jack-down systems are used for accelerated well-sinking.

ECC builds specialized infrastructure for Underground & Elevated

Mass Rapid Transit Systems using specialized methods like Tunneling using

Tunnel Boring Machines or Earth Pressure Balancing Machines, Cut & Cover

Construction using Top-down or Bottom-up methods. ECC has executed major

projects under the Phase I of Delhi Metro and currently Phase II of Delhi Metro is

under implementation. Currently ECC is executing the 20 km long Monorail

Project for Mumbai Metropolitan Region Development Authority.

Ports & Harbours

ECC undertakes design and construction of ports, harbours and waterfront

structures like:

• Docks.

• Container Terminals.

• Wharves & Berths.

• Jetties (in open sea and inside harbours).

• Breakwaters & Shore Protection.

• Intake Structures.

• Shiplift Platforms.

• Caissons.

Hydel

ECC offers a wide range of services for construction of:

• Underground tunnels of various diameters (both concrete lined and

steel lined) including inclined tunnels.

• Diversion weirs, concrete, earthen and rock-fill dams including roller

compacted concrete dams.

• Large underground caverns, access shafts and tunnels.

• Pressure shafts, surge chambers, underground and surface power houses.

• Fabrication and erection of gates, penstocks and other hydro-mechanical

works including erection of electro-mechanical equipment.

• Refurbishment of old hydro power plants.

• Barrages, canals, aqueducts, lift irrigation works and other irrigation

structures.

• Engineering, Procurement and Construction of Hydro Power Projects on

turnkey / BOT basis.

• Engineering, Procurement and Construction of Irrigation Projects on

Turnkey Basis.

Nuclear & Defense

ECC offers specialized construction services for Nuclear Power

Plants. Nuclear Power Projects are considered as one of the key sustainable energy

sources of the future. Ever since ECC took up the construction of the reactor and

turbine buildings for MAPP at Kalpakkam in 1970, it has been continuously

involved in almost all the nuclear projects. L&T has the distinction of having

executed major Nuclear Power Projects, Heavy Water Plants, and Nuclear Waste

Management Plants in the country.

This business unit also undertakes critical projects relating to Space &

Defence. It has the capability to construct complex structures involving

comprehensive services in civil and mechanical and electrical engineering works to

exacting quality standards.

LITERATURE REVIEW Engagement at work was conceptualized by Kahn, (1990) as

the ‘harnessing of organizational members’ selves to their work roles. In

engagement, people employ and express themselves physically,

cognitively, and emotionally during role performances. The second related

construct to engagement in organizational behavior is the notion of flow

advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975)

defines flow as the ‘holistic sensation’ that, people feel when they act with

total involvement Employee engagement is the thus 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. 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.

Engagement is most closely associated with the existing

construction of job involvement (Brown 1996) and flow

(Csikszentmihalyi, 1990). Job involvement is defined as ‘the degree to

which the job situation is central to the person and his or her identity

(Lawler & Hall, 1970). Kanungo (1982) maintained that job involvement

is a ‘Cognitive or belief state of Psychological identification. Job

involvement is thought to depend on both need saliency and the potential

of a job to satisfy these needs. Thus job involvement results form a

cognitive judgment about the needs satisfying abilities of the job. Jobs in

this view are tied to one’s self image. Engagement differs from job in as it

is concerned more with how the individual employees his/her self during

the performance of his / her job. Furthermore engagement entails the active

use of emotions. Finally engagement may be thought of as an antecedent to

job involvement in that individuals who experience deep engagement in

their roles should come to identify with their jobs.

When Kahn talked about employee engagement he has given

important to all three aspects physically, cognitively and emotionally.

Whereas in job satisfaction importance has been more given to cognitive

side. HR practitioners believe that the engagement challenge has a lot to do

with how employee feels about the about work experience and how he or

she is treated in the organization. It has a lot to do with emotions which are

fundamentally related to drive bottom line success in a company. There

will always be people who never give their best efforts no matter how hard

HR and line managers try to engage them. “But for the most part

employees want to commit to companies because doing so satisfies a

powerful and a basic need in connect with and contribute to something

significant”.

ASPECTS OF EMPLOYEE ENGAGEMENT

Three basic aspects of employee engagement according to the global

studies are:-

• The employees and their own unique psychological make up 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 enviro

nment 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--"Engaged" employees are builders. They want to know the

desired

expectations for their role so they can meet and exceed them. They're

naturally curious about their company and their place in it. They perform at

consistently high levels. They want to use their talents and strengths at

work every day. They work with passion and they drive innovation and

move their organization forward

Not Engaged---Not-engaged employees tend to concentrate on tasks rather

than the goals and outcomes they are expected to accomplish. They want to

be told what to do just so they can do it and say they have finished. They

focus on accomplishing tasks vs. achieving an outcome. Employees who

are not-engaged tend to feel their contributions are being overlooked, and

their potential is not being tapped. They often feel this way because they

don't have productive relationships with their managers or with their

coworkers.

Actively Disengaged--The "actively disengaged" employees are the "cave

dwellers." They're "Consistently against Virtually Everything." They're not

just unhappy at work; they're busy acting out their unhappiness .They sow

seeds of negativity at every opportunity. Every day, actively disengaged

workers undermine what their engaged coworkers accomplish. As workers

increasingly rely on each other to generate products and services, the

problems and tensions that are fostered by actively disengaged workers can

cause great damage to an organization's functioning .

IMPORTANCE OF 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

(Aktouf). Meaningless work is often associated with apathy and

detachment from ones works (Thomas and Velthouse). In such conditions,

individuals are thought to be estranged from their selves (Seeman, 1972)

.Other Research using a different resource of engagement (involvement

and enthusiasm) has linked it to such variables as employee turnover,

customer satisfaction – loyalty, safety and to a lesser degree, productivity

and profitability criteria (Harter, Schnidt & Hayes, 2002). An

organization’s capacity to manage employee engagement is closely related

to its ability to achieve high performance levels and superior business

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 more 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 thereby improves

customer satisfaction and service levels.

• It builds passion, commitment and alignment with the organization’s

strategies and goals.

• Increases employees’ trust in the organization.

• Creates a sense of loyalty in a competitive environment.

• Provides a high-energy working environment

• Boosts business growth.

• Makes the employees effective brand ambassadors for the company

A highly engaged employee will consistently deliver beyond expectations.

In the workplace research on employee engagement (Harter, Schmidt &

Hayes, 2002) have repeatedly asked employees ‘whether they have the

opportunity to do what they do best everyday’. While one in five

employees strongly agree with this statement. Those work units scoring

higher on this perception have substantially higher performance. 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 link between employee engagement,

customer loyalty, and profitability. As organizations globalize and become

more dependent on technology in a virtual working environment, there is a

greater need to connect and engage with employees to provide them with

an organizational ‘identity.’

FACTORS INFLUENCING EMPLOYEE ENGAGEMENT

1. Benefits: The degree to which employees are satisfied with their

benefit package overall and comparison to those offered in other

companies.

2. Communication: The level of comfort employees have expressing

their ideas to supervisors and other leaders in the company and the

degree to which leaders communicate pertinent information to

associates in the company.

3. Customer and Quality Orientation: The degree to which

employees perceive that they, their co-workers and their leaders

work to satisfy customers and provide quality products and services.

4. Empowerment: The degree to which employees perceive they can

make decisions that affect their work and perceive their ideas are

used when decisions are made that affect the company.

5. Identification with the Company: The degree to which employees

like working at the company and believe that the company’s future

is important to them.

6. Management: The degree to which employees perceive their

leaders as honest, fair and ethical.

7. Advancement Opportunities: The degree to which employees

believe there are opportunities to grow and advance into a job with

more responsibility.

8. Participation: The level of involvement and input employees

perceive they have in the way work is done.

9. Pay: The degree to which employees believe their compensation is

satisfactory and fair compared to that of employees in the same

company and other similar companies.

10. Recognition: The degree to which employees feel their leaders

recognize and provide positive feedback for work well done.

11. Supervision: The degree to which employees feel their supervisors

treat them fairly and help them perform their work effectively.

12. Survey Reaction: Perceptions regarding the usefulness of the

survey for communicating with management and the likelihood of

positive change resulting from the survey.

13. Teamwork: The degree to which employees feel they work

together, and the degree to which teamwork is evident in the

company.

14. Training: Perceptions about the adequacy of job-related training

and the opportunities to learn additional skills.

15. Work Demands: The degree to which employees perceive that the

workload is fair and reasonable.

16. Working Conditions: The level of satisfaction with the area in

which employees work and the resources with which they have to do

it.

CHAPTER 3

RESEARCH METHODOLOGY

Research is a systematic method of finding solutions to problems. It is

essentially an investigation, a recording and an analysis of evidence for the purpose

of gaining knowledge. According to Clifford woody, “research comprises of

defining and redefining problem, formulating hypothesis or suggested solutions,

collecting, organizing and evaluating data, reaching conclusions, testing

conclusions to determine whether they fit the formulated hypothesis”.

Nature of Research

Descriptive research, also known as statistical research, describes data

and characteristics about the population or phenomenon being studied. Descriptive

research answers the questions who, what, where, when and how.

Although the data description is factual, accurate and systematic, the

research cannot describe what caused a situation. Thus, descriptive research cannot

be used to create a causal relationship, where one variable affects another. In other

words, descriptive research can be said to have a low requirement for internal

validity.

SAMPLING DESIGN

A sample design is a finite plan for obtaining a sample from a given

population. Simple random sampling is used for this study.

Universe

The universe chooses for the research study is the employees of

Chennai-Tada six laning project of L&T ECC Division.

Sample Size

Number of the sampling units selected from the population is called

the size of the sample. Sample of 40 respondents were obtained from the

population of 65.

Sampling Procedure

The procedure adopted in the present study is probability sampling,

which is also known as chance sampling. Under this sampling design, every item

of the frame has an equal chance of inclusion in the sample.

METHODS OF DATA COLLECTION

The data’s were collected through Primary and secondary sources.

Primary Sources

Primary data are in the form of “raw material” to which statistical

methods are applied for the purpose of analysis and interpretations.

The primary sources are discussion with employees, data’s collected

through questionnaire.

Secondary Sources

Secondary data’s are in the form of finished products as they have

already been treated statistically in some form or other.

The secondary data mainly consists of data and information collected

from records, company websites and also discussion with the management of the

organization. Secondary data was also collected from journals, magazines and

books.

QUESTIONNAIRE DESIGN

A well defined questionnaire that is used effectively can gather

information on both overall performance of the test system as well as information

on specific components of the system. A defeated questionnaire was carefully

prepared and specially numbered. The questions were arranged in proper order, in

accordance with the relevance.

Advantages of Questionnaire:

It can be used as a method in its own right or as a basis for interviewing or a

telephonic survey.

It can be posted, e-mailed or faxed.

It can cover a large number of people or organizations.

It has wide geographic coverage.

It is relatively cheap.

No prior arrangements are needed.

It avoids embarrassment on the part of the respondent.

Respondent can consider responses.

Possible anonymity of respondent.

No interviewer bias.

Disadvantages:

Design problems.

Questions have to be relatively simple.

Historically low response rate (although inducements may help).

Time delay whilst waiting for responses to be returned.

Require a return deadline.

Several reminders may be required.

Assumes no literacy problems.

No control over who completes it.

Not possible to give assistance if required.

Problems with incomplete questionnaires.

Replies not spontaneous and independent of each other.

Respondent can read all questions beforehand and then decide whether to

complete or not. For example, perhaps because it is too long, too complex,

uninteresting, or too personal.

Nature of Questions Asked

The questionnaire consists of open ended, dichotomous, rating,

ranking and close end questions.

Sample

A finite subset of population, selected from it with the objective of investigating its

properties called a sample. A sample is a representative part of the population. A

sample of 40 respondents in total has been randomly selected. The response to

various elements under each questions were totaled for the purpose of various

statistical testing.

Variables of the Study.

• The direct variable of the study is the employee retention.

• Indirect variables are the job satisfaction with current assignment, training

and growth opportunities and organizational support for retention and

stability.

Presentation of Data.

The data are presented through charts and tables.

STATISTICAL TOOLS AND TECHNIQUES FOR ANALYSIS.

Chi- square is used to test the hypothesis and draw inferences.

RESEARCH HYPOTHESIS

A hypothesis is a preliminary or tentative explanation or postulate by

the researcher of what the researcher considers the outcome of an investigation will

be. It is an informed/educated guess. It indicates the expectations of the researcher

regarding certain variables. It is the most specific way in which an answer to a

problem can be stated.

Research hypotheses are the specific testable predictions made about

the independent and dependent variables in the study. Hypotheses are couched in

terms of the particular independent and dependent variables that are going to be

used in the study. The research hypothesis of this study is as follows.

Ho: There is no significant relationship between satisfaction with current role and

the retention of employees in the company.

Ho: There is no significant relationship between level of training given and its

satisfaction in retention of employee in the company.

Ho: There is no significant relationship between organizational support on changes

and retention of employees.

LIMITATIONS OF THE STUDY

The limitations of the study are the following

1. The data was collected through questionnaire. The response from the

respondents may not be accurate.

2. The sample taken for the study was only 50 and from only one project site so

the results drawn may not be accurate for all employees.

3. Another difficulty was very limited time-span of the project.

4. Lack of experience of Researcher.

CHAPTER 4

ANALYSIS AND INTERPRETATION OF DATA DESCRIPTIVE STATISTICS

Table no.-1: Response about the awareness of the roles

Sl. No. Particulars No. of respondents Percentage

1 Fully aware 38 95

2 To some extent 2 5

3 Not aware 0 0

Total 40 100

INFERENCE: 95%of the employees are fully aware of their roles to be performed

at their work and 5% are aware to some extent.

Table no.-2: Satisfaction to the current assignment

Sl. No Particulars No. of respondents Percentage

1 More than Expectation 3 8

2 Satisfied 23 57.5

3 Good 11 27.5

4 Not Satisfied 3 8

Total 40 100

INFERENCE:57.5% of the employees are satisfied with their current

assignment and 27.5% of the employees think that it is good as compared to any

other company.

Table no.-3: Willingness for additional role


1 Yes 17 42.5

2 No 23 57.5

Total 40 100

INFERENCE:- About 43% of the employees are looking for additional roles and 57% of employees are not.

Table no.4:- Availability of tools and equipments for doing the work


1 Yes 32 80

2 Sometimes 8 20

INFERENCE:- 80% of the employees agrees that the tools and equipments are always available for doing work and 20% feels that sometimes it is not so.

Table no.5:- Work Review


1 Daily 22 55

3 No 0 0

Total 40 100

2 Weekly 14 3

3 Monthly 3 7.5

4 Quarterly 0 0

5 Annually 1 2.5

Total 40 100

INFERENCE:- About 55% of the Employees said that their work is reviewed daily

and 35% agrees that it is done weekly. A very minor part of the employee’s work

are being reviewed monthly and annually.

Table no.6:- Support from fellow employees


1 Friendly 10 25

2 Supportive 30 75

3 Aggressive 0 0

Total 40 100

INFERENCE:- Every employees rate their fellow employees as friendly and supportive.75% of them told them to be supportive and 25% told them to be friendly.

Table no.7:- Facilities at site/office

Sl. No Particulars Yes No To Some Extent Total

1 Safety Equipments 40 0 0 40

2 First Aid Facility 37 0 3 40

3 Uniforms 34 5 1 40

4 Computer with Internet

Facility

23 16 1 40

5 Toilet Facilities 29 5 6 40

6 Separate Toilet for

females

5 9 0 40

7 Canteen 30 8 2 40

8 Transportation 37 1 2 40

9 Recreational Club 7 27 3 40

INFERENCE: maximum of the employees are satisfied with the facilities provided

at site/ office but about 50% of the employees are not satisfied with the computer

and internet facilities.

Table no.8:- Facilities at Home

Sl No.

Particulars Yes No To Some Extent Total

1 House 40 0 0 40

2 Furniture 33 3 4 40

3.A Roads 32 6 2 40

B Shopping Complex 23 15 2 40

C Hospital 28 8 4 40

4.A Water 37 1 2 40

B Electricity 37 1 2 40

C Milk 34 2 4 40

D Newspaper 28 7 5 40

E Vegetables 32 3 5 40

F Grocery 29 4 7 40

5. Medical Care 27 4 9 40

6. Family Get Together

A Weekly 2 9 0 40

B Monthly 1 9 0 40

C Quarterly 5 4 0 40

D Annually 5 5 1 40

Family Get Together

INFERENCE:- Maximum of the employees are satisfied with the facilities given

by the company. Only a few are not satisfied on hospitals and bachelors

accommodations.

Table no.9:- Satisfaction with Pay


1 Yes 11 27.5

2 No 12 30

3 To some extent 17 42.5

Total 40 100

INFERENCE:- 27.5% of the employees are satisfied with the pay, 42.5% are satisfied to some extent and 30% are not satisfied.

Table no.10:- Comparison of the pay with the previous job


1 Better 12 30

2 Same 15 37.5

3 Less 13 32.5

Total 40 100

INFERENCE:- 30% of the employees rate their pay to be better than the previous job and 37.5% are getting the same pay as compared to their previous job.

Table no.11:- Rate of Increase of Pay Per Year


1 Good 1 2.5

2 At par with Market 4 10

3 At par with Qualification

and Experience

15 37.5

4 Very Meager 4 10

5 Unsatisfactory 10 25

6 Other 6 15

Total 40 100

INFERENCE:-37.5% of the employees said that the rate of increase of their pay

per year is based on their qualifications and experience and 25% said it to be

unsatisfactory.

Table no.12:- Any Training Undergone


1 Yes 29 72.5

2 No 10 25

3 Never given an opportunity 1 2.5

Total 40 100

INFERENCE:-72% of the employees have undergone to the training and 2.5%

have never got an opportunity for the training.25% of the employees have never

undergone any training during their work period.

Table no.13:- Level of Training


1 Excellent 4 10

2 Good 21 52.5

3 Average 8 20

4 Not Worthy 7 17.5

Total 40 100

INFERENCE:- 52.5% of the employees rate the level of training as good and 10%

of them told that it is excellent.20% of them rate it to be average and 17.5% of

them rate it to be not worthy.

Table no.14:-Relevance of Training


1 Excellent 6 15

2 Cover the Problem Areas 19 47.5

3 Somewhat Relevant 9 22.5

4 Not Relevant 6 15

Total 40 100

INFERENCE:- 15% of the employees rate the relevance of training as excellent

and 47.5% of them told that it covers the problem area. 22.5% of employees said

that it is somewhat relevant and 15% said that it is not at all relevant to the

employees need.

Table no.15:- Frequency of Training


1 Frequently 2 5

2 Quarterly 9 22.5

3 Yearly 21 52.5

4 Others 8 20

Total 40 100

INFERENCE:- 52.5% of the employees said that the frequency of getting a

training is yearly, 22.5% said that it is quarterly and 5% said that it is very

frequently. 20% does not replied because it is not applicable for them.

Table no.16:- Any Missing Area for Training


1 Yes 12 30

2 No 28 70

Total 40 100

INFERENCE:- 70%of the employees said that there is no area of training missing

and 30% refuses this.

Table no.17:- Organizational Support for Genuine Changes


1 Yes 36 90

2 No 4 10

Total 40 100

INFERENCE:- 90% of the employees agrees that the organization provide support

when any genuine changes is being referred. 10% of them refused this.

Table no.18:- Probable Tenure of Association with L&T


1 5-10 Years 11 27.5

2 More than 15 Years 7 17.5

3 Till Retirement 19 47.5

4 Cannot Say 3 7.5

Total 40 100

INFERENCE: - 47.5% of the employees wanted to be part of L&T till retirement

and 7.5% cannot say about this. 17.5% wanted to be part of L&T for more than 15

years and 27.5% said it to be for 5-10 years.

Table no.19:- Probable Reason if you ever wish to quit L&T


1 Location 5 12.5

2 Salary 5 12.5

3 Family Conditions 15 37.5

4 Work Pressure 0 0

5 Higher Studies 4 10

6 Overseas Assignment 0 0

7 Medical Reasons 1 2.5

8 Schooling 0 0

9 Quality of Life 3 7.5

10 Others 7 17.5

Total 40 100

INFERENCE:-At any point of time if the employee wants to leave the company

then the maximum reason for this would be the family conditions.

Table no:-20. Liking of children to work in L&T


1 Yes 10 25

2 No 3 7.5

3 Not yet decided 6 15

4 They themselves will decide 21 52.5

Total 40 100

0

20

40

12.512.5

37.5

010

0 2.50

7.517.5

Reason for Leaving the Company

INFERENCE:- 25% of the employees want their children to work in L&T and

7.5% of them don’t want. 52.5% said that their children will decide.

Table no.21:- Any Grievances


1 Yes 7 17.5

2 No 33 82.5

Total 40 100

INFERENCE: - 82.5% of the employees don’t have any grievances and 17.5% of

them are having.

INFERENTIAL STATISTICS: Chi-Square Test

Ho: There is no significant relationship between satisfaction with current role and

its satisfaction in the retention of employees in the company.

satisfaction with current role

Observed N Expected N Residual

more than expectation 3 10.0 -7.0

Satisfied 23 10.0 13.0

Good 11 10.0 1.0

not satisfied 3 10.0 -7.0

Total 40

to be a part of company


5-10 years 11 10.0 1.0

more than 15 years 7 10.0 -3.0

till retirement 19 10.0 9.0

4 3 10.0 -7.0

Total 40

Test Statistics

satisfaction with current role to be a part of company

Chi-Square 26.800a 14.000a

Df 3 3

Asymp. Sig. .000 .003

a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 10.0.

Inference: Since the calculated value of chi-square is much greater than the table

value. So the hypothesis is rejected and alternative hypothesis is being set.

H1: There is significant relationship between satisfaction with current role and the

retention of employees in the company.

H0: There is no significant relationship between level of training and the retention

of employee in the company.

level of training


Excellent 3 8.5 -5.5

Good 21 8.5 12.5

Average 7 8.5 -1.5

not worthy 3 8.5 -5.5

Total 34



5-10 years 11 10.0 1.0



4 3 10.0 -7.0

Total 40

Test Statistics

level of training to be a part of company

Chi-Square 25.765a 14.000b

Df 3 3

Asymp. Sig. .000 .003


b. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 10.0.

Inference: Since the calculated value of chi-square is greater than the table value.

So the hypothesis is being rejected and an alternative hypothesis is being set.

H1: There is significant relationship between level of training and the retention of

employee in the company.

H0: There is no significant relationship between organizational support on changes


organizational support on changes


Yes 34 20.0 14.0

No 6 20.0 -14.0

organizational support on changes


Yes 34 20.0 14.0

No 6 20.0 -14.0

Total 40



5-10 years 11 10.0 1.0



4 3 10.0 -7.0

Total 40

Test Statistics

organisational support on changes to be a part of company

Chi-Square 19.600a 14.000b

Df 1 3

Asymp. Sig. .000 .003


b. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 10.0.

Inference: Since the calculated value is greater than the table value, so the

hypothesis is being rejected and an alternative hypothesis is being set.

H1: There is significant relationship between organizational support on changes


STATISTICAL TEST-2: Correlations

H0: There is no significant relationship between satisfaction with current role and

the retention of employee.

Descriptive Statistics

Mean Std. Deviation N

satisfaction with current role 2.35 .736 40

to be a part of company 2.35 .975 40

Correlations

satisfaction with

current role

to be a part of

company

satisfaction with current role Pearson Correlation 1 -.533**

Sig. (2-tailed) .000

Sum of Squares and Cross-

products 21.100 -14.900

Covariance .541 -.382

N 40 40

to be a part of company Pearson Correlation -.533** 1


Sum of Squares and Cross-

products -14.900 37.100

Covariance -.382 .951

N 40 40

**. Correlation is significant at the 0.01 level (2-tailed).

INFERENCE: Since the correlation is significant at 0.01 level (2-tailed) and thus

the hypothesis will be rejected and an alternative hypothesis will be created.

H1: There is significant relationship between satisfaction with current role and

retention of the employee.

H0: there is no significant relationship between present pay and the previous pay

given by another company.

Descriptive Statistics

Mean Std. Deviation N

satisfaction to pay 2.15 .834 40

coparision to previous pay 2.14 .798 36

Correlations

satisfaction to

pay

comparison to

previous pay

satisfaction to pay Pearson Correlation 1 .378*


N 40 36

coparision to previous pay Pearson Correlation .378* 1


N 36 36

*. Correlation is significant at the 0.05 level (2-tailed).

INFERENCE: Since the test is significant at 0.05 level (2-tailed) and thus the

hypothesis will be rejected and an alternative hypothesis will be created.

H1: There is significant relationship between pay and the previous pay given by

another company.

CHAPTER 5

FINDINGS

DISCRIPTIVE

• About 38.97% of the employees are actively

engaged in their jobs. These employees work with passion and feel a

profound connection to the company. People that are actively engaged help

to move the organization forward.

As compared to the literature survey on employee engagement, it is

noticed that mostly 29% of employees are actively engaged in their jobs. So

it is quite more in case of L&T ECC Division.

• About 42.06% of the employees are not engaged employees. They tend to

concentrate on tasks rather than the goals and outcomes they are expected to

accomplish. They feel that their contributions are being overlooked, and

their potential is not being tapped.

• About 18.97% of the employees are actively disengaged employees. They're

not just unhappy at work; they're busy acting out their unhappiness.

As compared to the literature survey it is studied that about 19% of the employees are actively disengaged. In L&T it is less in number.

• 63.13% of the actively engaged employees are satisfied to their job profile

and contribute in fast accomplishment of the work.

• Training and growth opportunities contribute 36.66% of the totally engaged

employees and help them in the retention of those employees.

• 47.5% of the employees want to be the part of L&T after getting every kind

of support from the company.

• Factors making actively engaged employees and retain them are:-

• Company’s ethics and culture are good and professionally managed.

• Company takes care of their staff at all levels by providing various types

of incentives and facilities.

• Company also pays attention towards individual responsibilities and

powered them to achieve the targets.

• Timely payment and wonderful payroll system with good pay.

• Emotional attachment with the company and feel proud to be part of it.

PROBLEM AREAS:-

• Most of the employees are not satisfied with

the working hours and full working hours in Sundays also.

• Rate of increase of pay per year is very slow

i.e. about 50% of the employees are not satisfied with the growth rate in

the company.

• Performance appraisal system is not

satisfactory. Some of the employees have shown their problems as their

work is not being evaluated on the basis of target achievement but on the

basis of working hours.

• One of the employees has shown his

grievances related to P.F. Transfer.

• About 40% of the employees are not satisfied

with the computer and internet facility at work site.

• In some cases hospitals are far from homes of

bachelors and family.

• Most of the employees have shown their

problems related to phone and asked for phone allowances.

MISSING AREAS OF TRAINING:-

• Few suggested areas of training missing are

supply chain management, stress management, new advanced techniques

and MDP.

STATISTICAL FINDINGS

• Since the retention of employees totally

depends on the engaged employees and the various factors affecting it.

So in statistical analysis, a few important factors are being judged that

whether those are related to the number of engaged employees or not.

• There is significant relationship between level

of training and the retention of employee in the company.

• There is significant relationship between

organizational support on changes and retention of employees.

• There is significant relationship between

satisfaction with current role and retention of the employee.

• There is significant relationship between pay

and the previous pay given by another company.

SUGGESTIONS

• Since most of the employees had shown that

the performance appraisal system is not satisfactory, so it has to be

revised and improved.

• Most of the employees are not satisfied with

the working hours and no holidays on Sunday. So it has to be improved

by implementing shift wise duty for half day.

• A few grievances is also came into light. So it

has to be solved as soon as possible to engage those employees.

• Since after doing a survey every employee

looks for some of the improvements so that they should not feel that their

words had gone unrecognized. So proper actions must be taken for the

problems. • Site employees are not satisfied with the computer and internet facility.

So proper internet facility should also be provided in site.

• Skills of the employees should be appreciated.

• Since 42% of the employees are also looking

for additional roles, so a few additional roles should also be given to

them as per their capabilities so that they perform well and more actively.

• Most of the employees have demanded for

phone allowances. So if possible it should also be checked.

• Organization should give importance to communication between

employees and gain co-ordination through it.

• Better carrier development opportunities should be given to the

employees for their improvement.

CHAPTER 6

CONCLUSION

The study concludes that, the various factors and procedure followed

to actively engaged the employees in L&T ECC Division is found very effective.

The study on employee engagement highlighted so many factors which will help to

engage the employees. The study was conducted among 40 employees and

collected information through structured questionnaire. The study helped in

findings which were related with employee engagement programs which are

provided in the organization.

The performance appraisal activities really play a major role in

engaging the employees of the organization. It is a major factor that makes an

employee feels good in his work and results in his satisfaction too. The

organization can still concentrate on specific areas which are evolved from this

study in order to make the engagement programs more effective. Only if the

employees are properly engaged- they work well and only if they work well the

organization is going to benefit out it. Steps should be taken to improve the

conditions in future. The suggestions of this report may help in this direction.

BIBLIOGRAPHY

REFERENCES: Books, Journals & Magazines

Steve Crabtree – (2004) Getting personnel in the work place – Are negative

relationships squelching productivity in your company? – Gallup

Management Journal, June10, 2004.

Steve Batts – Getting engaged – HR Magazine society for Human Resource

Management, Feb. 2004.

Shamir, B. – Meaning – self and motivation in organization. Organization

studies, 12 (3)405 – 424.

Jerry Krueger and Emily Killham-At work,feeling good matters-Gallup

Management Journal,Dec2005.

K Aswathappa, Organisational Behaviour, Himalaya Publishing House,2008, p.

202-209

Eugene McKenna, Business Psychology and Organisational Behaviour,

Psychology press,2002, p.254

WEBSITES

www.google.com

www.lntecc.co.in

www.wikipedia.com

Annexure-I

QUESTIONNAIRE

INTRODUCTION: - PERSONAL DETAILS (OPTIONAL)

NAME :

AGE :

QUALIFICATION :

CADRE :

DATE OF JOINING :

WORK EXPERIENCE

IN THE COMPANY :

Marital Status

Single Married

Staying with

Family Alone

JOB PROFILE

1. To what extend are you aware of your role in your work?

a. Fully Aware b. To Some Extend c. Not aware

2. Comparing to your qualification, are you satisfied with the current assignment?

a. More than expectation b. Satisfied c. Good

d. Not satisfied

http://www.google.com/

http://www.lntecc.co.in/

http://www.wikipedia.com/

3. Are you prepared for new/additional role,

if so what______________________________________________________________?

4. Are you provided with all the necessary tools and equipments to effectively perform your job?

a. Yes b. Sometimes c. No

5. How far your work is being reviewed?

a. Daily b. Weekly c. Monthly d. Occasionally e. Annually

6. How will you rate your fellow employees?

a. Friendly b. Supportive c. Aggressive

FACILITIES AT SITE/OFFICE/WORK PLACE

7. Are you getting proper facilities like,

YES NO TO SOME ANY SPECIFICATION EXTENT

A. Safety Equipment (PPE) ___ ___ _______ ___________

B. First Aid Facilities ___ ___ _______ ___________

C. Uniforms ___ ___ _______ ___________

D. Computer with internet facility ___ ___ _______ ___________

E. Toilet facilities ___ ___ _______ ___________

F. Separate toilet facility for females ___ ___ _______ ___________

G. Canteen facility ___ ___ _______ ___________

H. Transportation facility ___ ___ _______ ___________

I. Any recreation club available at site ___ ___ _______ ___________

FACILITIES AT HOME

8. A. House facility

A1. Bachelor ___ ___ _______ ___________ A2. With Family ___ ___ _______ ___________ B. Furniture ___ ___ _______ ___________ C. Surrounding infrastructure Roads ___ ___ _______ ___________ Shopping complex ___ ___ _______ ___________ Hospital ___ ___ _______ ___________ D. Basic facilities Water ___ ___ _______ ___________ Electricity ___ ___ _______ ___________ Milk ___ ___ _______ ___________ Newspaper ___ ___ _______ ___________ Vegetables ___ ___ _______ ___________ General Grocery ___ ___ _______ ___________ E. Medical care (Self and family) ___ ___ _______ ___________ F. How your families get together takes place

(a) Once in a week ___ ___ _______ ___________

(b) Once in a month ___ ___ _______ ___________

(c) Quarterly ___ ___ _______ ___________

(d) Annually ___ ___ _______ ___________

COMPENSATION

9. Are you satisfied with the pay?

a. Yes b. No c. to some extent

10. How will you compare your pay with your previous job?

a. Better b. Same c. Less

11. What is the rate of increase per year?

a. Good b. At par with market c. At par with my qualification or experience

d. Very meager e. unsatisfactory f. Other_______________

TRAINING ANG GROWTH

12. Have you gone under any kinds of training?

a. Yes b. No c. Never given an opportunity

13. How will you rate the level of training given to you?

a. Excellent b. Good c. Average d. Not worthy

14. And how relevant the training is?

a. Excellent b. Cover the problem c. Somewhat relevant d. Not at all relevant

15. What is the frequency of getting the training?

a. Frequently b. Quarterly c. Yearly

16. Do you feel that any area of training is missing?

a. Yes b. No c. If yes, specify ________________________

RETENTION AND STABILITY

16. Do the organization provide support when you suggest any genuine changes?

a. Yes b. No

17. How long would you like to be a part of L & T?

a. 5-10 years b. More than 15 years c. Till retirement

Why? ______________________________________________________________________________

18. At any point of time should you desire to leave the company, and then state the reason?

a. Location b. Salary c. Family conditions d. Work pressure e. Higher studies

f. Overseas assignment g. Medical reasons h. Schooling i. Quality of life

j. Others

19. Would you like your children to work in L & T?

a. Yes b. No c. Not decided e. They themselves will decide

21. Do you have any grievances?

a. Yes b. No

If yes, mention what and how long it remains unattended and at which level,

________________________________________________________________________________

22. Name two persons in L & T whom do you admire

Name :

PS Number :

Location :

Why____________________________________________________________________________

Name :

PS Number :

Location :

Why_____________________________________________________________________________

23. Any suggestions,

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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