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. Managements 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. CHAPTER-1 1.1 1.2 1.3 1.4 CHAPTER-2 2.1 2.2 2.3 CHAPTER-3 3.1 3.2 3.3 3.4 3.5 3.6 INTRODUCTION Introduction Need of the Study Objectives of the study Scope of the study COMPANY PROFILE Company Profile Product Profile Literature Review RESEARCH METHODOLOGY Research design Sampling design Methods of Data Collection Questionnaire design Statistical Tools Limitations of Study Title Page No 1-3 1 2 2 3 4-22 4-11 12-14 15-22 23-29 23 23 24 25-27 28 29

Serial No. CHAPTER-4 CHAPTER-5 5.1 5.2 CHAPTER-6

Title ANALYSIS OF DATA FINDINGS AND SUGGESTIONS Findings Suggestions CONCLUSION Bibliography Annexure

Page No 30-58 59-62 59-61 62 63 64 65-68

LIST OF TABLES AND CHARTS

Table No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Title Awareness of the roles Satisfaction to the current assignment Willingness for additional role tools and equipments Work Review Support from fellow employees Facilities at site/office Facilities at Home Satisfaction with Pay Comparison of the pay Rate of Increase Any Training Undergone Level of Training Relevance of Training Frequency of Training Missing Area for Training Organizational Support Probable Tenure of Association with L&T Probable Reason if you ever wish to quit

Page No. 30 31 32 33 34 35 36-37 38-40 41 42 43 44 45 46 47 48 49 50 51

Table no. 20 21

Title Liking of children to work in L&T Grievances

Page No. 52 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. Managements 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 organizations mission and goals. They are enthused and in gear using their talents and discretionary effort to make a difference in their employers 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.

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 employees performance. To learn the employees 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 individuals 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 Indias private sector. A strong, customer-focused approach and the constant quest for topclass 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 worlds largest coal gasifier made in India and exported to China, Indias first indigenous hydrocracker reactor, oil and gas platform projects executed to global benchmarks and the worlds largest Continuous Catalyst Regeneration Reactor. Construction Division ECC - the Engineering Construction & Contracts Division of L&T is Indias 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 countrys 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. ECCs

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. ECCs track record of over six decades covers all industrial sectors and infrastructure projects. Service Spectrum ECCs 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. ECCs 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)

o o o

Infrastructure (Infra OC) Metallurgical, Material Handling & Water (MMH &W OC) 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

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 from administration A H Khan

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

BOARD OF DIRECTORS

A.M. Naik Chairman & Managing Director

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

Y.M. Deosthalee Whole-Time Director & Chief Financial Officer

K. Venkataramanan Whole-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 ECCs 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 ones 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 organizations 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 organizations 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 companys clients, and thereby improves customer satisfaction and service levels. It builds passion, commitment and alignment with the organizations 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 companys 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 datas 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, datas collected through questionnaire.

Secondary Sources Secondary datas 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. 1 2 3 Particulars Fully aware To some extent Not aware Total No. of respondents 38 2 0 40 Percentage 95 5 0 100

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 1 2 3 4 Particulars More than Expectation Satisfied Good Not Satisfied Total No. of respondents Percentage 3 23 11 3 40 8 57.5 27.5 8 100

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

Sl. No 1 2

Particulars Yes No Total

No. of respondents Percentage 17 23 40 42.5 57.5 100

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

Sl. No 1 2

Particulars Yes Sometimes

No. of respondents 32 8

Percentage 80 20

No Total

0 40

0 100

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 Sl. No 1 Particulars Daily No. of respondents 22 Percentage 55

2 3 4 5

Weekly Monthly Quarterly Annually Total

14 3 0 1 40

3 7.5 0 2.5 100

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 employees work are being reviewed monthly and annually.

Table no.6:- Support from fellow employees

Sl. No 1 2 3

Particulars Friendly Supportive Aggressive Total

No. of respondents Percentage 10 30 0 40 25 75 0 100

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 1 2 3 4

Particulars Safety Equipments First Aid Facility Uniforms

Yes 40 37 34 0 0 5

No

To Some Extent 0 3 1 1

Total 40 40 40 40

Computer with Internet 23 Facility

16

5 6

Toilet Facilities Separate females Toilet

29 for 5

5 9

6 0

40 40

7 8 9

Canteen Transportation Recreational Club

30 37 7

8 1 27

2 2 3

40 40 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. 1 2 3.A B C 4.A B C D E F 5. 6. A B C D

Particulars House Furniture Roads Shopping Complex Hospital Water Electricity Milk Newspaper Vegetables Grocery Medical Care Family Get Together Weekly Monthly Quarterly Annually

Yes 40 33 32 23 28 37 37 34 28 32 29 27

No 0 3 6 15 8 1 1 2 7 3 4 4

To Some Extent Total 0 4 2 2 4 2 2 4 5 5 7 9 40 40 40 40 40 40 40 40 40 40 40 40

2 1 5 5

9 9 4 5

0 0 0 1

40 40 40 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

Sl. No 1 2 3

Particulars Yes No To some extent Total

No. of respondents 11 12 17 40

Percentage 27.5 30 42.5 100

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

Sl. No 1 2 3

Particulars Better Same Less Total

No. of respondents Percentage 12 15 13 40 30 37.5 32.5 100

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 Sl. No 1 2 3 Particulars Good At par with Market No. of respondents Percentage 1 4 2.5 10 37.5

At par with Qualification 15 and Experience

4 5 6

Very Meager Unsatisfactory Other Total

4 10 6 40

10 25 15 100

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 Sl. No 1 2 3 Particulars Yes No Never given an opportunity Total No. of respondents 29 10 1 40 Percentage 72.5 25 2.5 100

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

Sl. No 1 2 3

Particulars Excellent Good Average

No. of respondents 4 21 8

Percentage 10 52.5 20

Not Worthy Total

7 40

17.5 100

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 Sl. No 1 2 Particulars Excellent No. of respondents 6 Percentage 15 47.5

Cover the Problem Areas 19

3 4

Somewhat Relevant Not Relevant Total

9 6 40

22.5 15 100

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

Sl. No 1 2 3 4

Particulars Frequently Quarterly Yearly Others Total

No. of respondents 2 9 21 8 40

Percentage 5 22.5 52.5 20 100

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 Sl. No 1 2 Particulars Yes No Total No. of respondents 12 28 40 Percentage 30 70 100

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

Sl. No 1 2

Particulars Yes No Total

No. of respondents 36 4 40

Percentage 90 10 100

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 Sl. No 1 2 3 4 Particulars 5-10 Years More than 15 Years Till Retirement Cannot Say Total No. of respondents 11 7 19 3 40 Percentage 27.5 17.5 47.5 7.5 100

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

Sl. No 1 2 3 4 5 6 7 8 9 10

Particulars Location Salary Family Conditions Work Pressure Higher Studies Overseas Assignment Medical Reasons Schooling Quality of Life Others

No. of respondents Percentage 5 5 15 0 4 0 1 0 3 7 12.5 12.5 37.5 0 10 0 2.5 0 7.5 17.5

Total

40

100

40 20 0

37.5 12.512.5 10 0 0 2.5 7.5 0 Reasonfor Leavingthe Company

17.5

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

Sl. No 1 2 3 4

Particulars Yes No Not yet decided They themselves will decide Total

No. of respondents Percentage 10 3 6 21 40 25 7.5 15 52.5 100

INFERENCE:- 25% of the employees want their children to work in L&T and 7.5% of them dont want. 52.5% said that their children will decide.

Table no.21:- Any Grievances

Sl. No 1 2

Particulars Yes No Total

No. of respondents 7 33 40

Percentage 17.5 82.5 100

INFERENCE: - 82.5% of the employees dont 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 more than expectation Satisfied 3 23 Expected N 10.0 10.0 Residual -7.0 13.0

Good not satisfied Total

11 3 40

10.0 10.0

1.0 -7.0

to be a part of company Observed N 5-10 years more than 15 years till retirement 4 Total 11 7 19 3 40 Expected N 10.0 10.0 10.0 10.0 Residual 1.0 -3.0 9.0 -7.0

Test Statistics satisfaction with current role Chi-Square Df Asymp. Sig. 26.800a 3 .000 to be a part of company 14.000a 3 .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 Observed N Excellent Good Average 3 21 7 Expected N 8.5 8.5 8.5 Residual -5.5 12.5 -1.5

not worthy Total

3 34

8.5

-5.5

to be a part of company Observed N 5-10 years more than 15 years till retirement 4 Total 11 7 19 3 40 Expected N 10.0 10.0 10.0 10.0 Residual 1.0 -3.0 9.0 -7.0

Test Statistics level of training Chi-Square Df Asymp. Sig. 25.765a 3 .000 to be a part of company 14.000b 3 .003

a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 8.5. 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 and retention of employees.
organizational support on changes Observed N Yes No 34 6 Expected N 20.0 20.0 Residual 14.0 -14.0

organizational support on changes Observed N Yes No Total 34 6 40 Expected N 20.0 20.0 Residual 14.0 -14.0

to be a part of company Observed N 5-10 years more than 15 years till retirement 4 Total 11 7 19 3 40 Expected N 10.0 10.0 10.0 10.0 Residual 1.0 -3.0 9.0 -7.0

Test Statistics organisational support on changes Chi-Square Df Asymp. Sig. 19.600a 1 .000 to be a part of company 14.000b 3 .003

a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 20.0. 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 and retention of employees.

STATISTICAL TEST-2: Correlations

H0: There is no significant relationship between satisfaction with current role and the retention of employee.
Descriptive Statistics Mean satisfaction with current role to be a part of company 2.35 2.35 Std. Deviation .736 .975 N 40 40

Correlations satisfaction with current role satisfaction with current role Pearson Correlation Sig. (2-tailed) Sum of Squares and Crossproducts Covariance N to be a part of company Pearson Correlation Sig. (2-tailed) Sum of Squares and Crossproducts Covariance N **. Correlation is significant at the 0.01 level (2-tailed). 21.100 .541 40 -.533** .000 -14.900 -.382 40 37.100 .951 40 1 to be a part of company -.533** .000 -14.900 -.382 40 1

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 satisfaction to pay coparision to previous pay 2.15 2.14 Std. Deviation .834 .798 N 40 36

Correlations satisfaction to pay satisfaction to pay Pearson Correlation Sig. (2-tailed) N coparision to previous pay Pearson Correlation Sig. (2-tailed) N *. Correlation is significant at the 0.05 level (2-tailed). 40 .378* .023 36 36 1 comparison to previous pay .378* .023 36 1

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: Companys 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: 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. bachelors and family. 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 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

 and MDP.

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

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
revised and improved. Since most of the employees had shown that the performance appraisal system is not satisfactory, so it has to be

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 Staying with Family 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 Alone Married : : : : : :

2. Comparing to your qualification, are you satisfied with the current assignment? a. More than expectation d. Not satisfied b. Satisfied c. Good

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

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 EXTENT ANY SPECIFICATION

A. _______ B. _______ C. D. _______ E. F. ___ G. H. _______ I. ___ _______ _______

Safety Equipment (PPE) ___ ___ ___________ First Aid Facilities ___ ___ ___________ Uniforms ___ ___ _______ ___________ Computer with internet facility ___ ___ ___________ Toilet facilities ___ ___ _______ ___________ Separate toilet facility for females ___ ___________ Canteen facility ___ ___ _______ ___________ Transportation facility ___ ___ ___________ 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 experience d. Very meager b. At par with market e. unsatisfactory c. At par with my qualification or 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 g. Medical reasons d. Work pressure h. Schooling e. Higher studies i. Quality of life

f. Overseas assignment 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, _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________