AMITY GLOBAL BUSINESS SCHOOL

SUMMER INTERNSHIP REPORT ON

Study on Employee Satisfaction level at

L&T Hydrocarbon Engineering

SUBMITTED BY:

ANKITA SAHU

ENROLLMENT NO- A30206416021

BBA (2016-2019)

UNDER THE GUIDANCE OF

DR. SONA RAGHUVANSHI

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 DECLARATION

I hereby declare that the work reported in this thesis entitled

“Study on Employee Satisfaction level at L&T Hydrocarbon Engineering “resulted out of the
summer internship project undertaken at “L&T HYDROCARBON ENGINEERING.”
During the period MAY 2018- JULY 2018 is original and has not been previously submitted
anywhere else.

Name: Ankita Sahu

Enrollment No: A30206416021

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 CERTIFICATE

This is to certify that the work incorporated in the summer project “Study on employee
satisfaction level in LTHE. Submitted by Ankita Sahu was carried by the candidate under my
supervision. Such material has been obtained from other sources has been duly
acknowledged in this report.

Name: Dr. Sona Raghuvanshi

Signature

Date:
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 ACKNOWLEDGEMENT
It is my aglow feeling to place on record my profound sense of gratitude to Prof. Pankaj
Shukla, Director of Amity Global Business School, Mumbai. I desire to thank him for
conferring upon me this great opportunity to choose an idea for my discretion amongst the
cornucopia of concepts in the world of Human Resources and enabling me to enrich my
knowledge in the ocean of this field.

“None of us got to where we are alone. Whether the assistance we received was obvious or
subtle, acknowledging someone’s help is a big part of understanding the importance of
saying Thank you.” - Harvey Mackay. This quote truly tells the importance of recognising
and portraying people’s efforts for us. Hence, it will not be complete if I do not praise
everyone who all were my backbone for the research.

I wish to communicate my sincere gratitude to Dr. Sona Raghuvanshi. Her supervision at

every stage of research helped me accomplish my goal with easy.

I feel blessed to have gained great insights into the field of Human Resources with the team
at L&T Hydrocarbon Engineering. I would like to thank Ms. Nikita Arora, for giving me
an opportunity to learn and showcase my skills. I am grateful of Ms. Christine Gomes for
guiding me through the joining process. Without my boss, Mr. Shubhajit Bose my
internship journey would not be as smooth as it was. His direction has been unprecedented
for me. Their constant support and knowledge helped me learn at real life projects. Their
expertise has moulded me to face any future business competitive environment.

My family and peers encouraged me to develop my research with full passion and effort. I
thank everyone from the bottom of my heart for being a part of my research. Special thanks
to my Senior Friend Mr. Chirag Dhawan.

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 TABLE OF CONTENTS

Sr. No Topic Page

No.
Chapter 1 Introduction
1.1 What is Employee Satisfaction
1.1.1: Employee Satisfaction(Definition)
1.1.2: Nature of Employee Satisfaction
1.1.3: Scope of Employee Satisfaction
1.1.4: Importance of Employee Satisfaction
1.1.5: Factors of Employee satisfaction
1.1.6: Role of Communication in Employee Satisfaction
1.1.7: Effects of Low Employee Satisfaction
1.1.8: Modern Methods used to measure Employee Satisfaction

1.2 Company Profile

1.3 Objective of the study
1.4 Present study and its significance
1.5 Limitation of the study

3 Chapter 2: Literature review

4 Chapter 3: Research Methodology

3.1: Sampling
3.2: Primary research
3.3: Secondary research

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 3.4: Tools used
3.5: Research design
3.5.1: Exploratory research
3.5.2: Methods of data collection
5 Chapter 4: Data analysis and interpretation
6 Chapter 5: Results and discussion
7 Chapter 6: Recommendation and suggestion
8 Chapter 7: Conclusion
9 Bibliography
10 Annexure

EXECUTIVE SUMMARY

The human resources are the most important assets of an organization. The success or failure
of an organization is largely dependent on the calibre of the people working there. Treating
them well is mandatory as they will serve well if fed well. Without positive and creative
contributions from people, organizations cannot progress and prosper.

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Employee satisfaction, while generally a positive in your organization, can also become a
downer if mediocre employees stay because they are satisfied and happy with your work
environment. There are various benefits attached to it like, employees once satisfied, they
hardly think of leaving the organization, satisfied employees generate more revenues as
compared to frustrated employees.

With the help of the primary research (questionnaire), the hypothesis has been proved along
with depiction of Bar graphs and tables. In my journey towards gaining experience and
imparting knowledge through my research it has been a challenging task to handle the work
at hand. The research consists of the records of the responses collected. The level of
satisfaction to be measured is no easy task.

After collecting and analysing the data collected, the conclusion is that the employees in this
organization are satisfied at a certain level where it is not considered as the best place to
work but definitely a better on as the employees are kept as happy as they can, by providing
every possible facility as every company is looking for Employees being satisfied and
contributing rather than being frustrated and making the company go for a toss.

CHAPTER 1. INTRODUCTION

1.1 What is Employee Satisfaction?

Employee satisfaction or Job satisfaction is a measure of workers contentedness with their

job, whether or not they like the job or individual aspects or facets of jobs, such as nature of
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work or supervision. Job satisfaction can be measured in cognitive (evaluative), affective (or
emotional), and behavioural components. Researchers have also noted that job satisfaction
measures vary in the extent to which they measure feelings about the job (affective job
satisfaction). Or cognitions about the job (cognitive job satisfaction).

One of the most widely used definitions in organizational research is that of Locke (1976),
who defines job satisfaction as "a pleasurable or positive emotional state resulting from the
appraisal of one's job or job experiences" (p. 1304). Others have defined it as simply how
content an individual is with his or her job; whether he or she likes the job or not. It is
assessed at both the global level (whether or not the individual is satisfied with the job
overall), or at the facet level (whether or not the individual is satisfied with different aspects
of the job. Spector (1997) lists 10 common facets: Appreciation, Communication, Co-
workers, Fringe benefits, Job conditions, Nature of the work, Organization, Personal growth,
Policies procedures and also promotion opportunities.

1.1.1 Employee Satisfaction Definition

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Employee satisfaction or job satisfaction is, quite simply, how content or satisfied employees
are with their jobs. Employee satisfaction is typically measured using an employee
satisfaction survey. These surveys address topics such as compensation, workload,
perceptions of management, flexibility, teamwork, resources, etc.

These things are all important to companies who want to keep their employees happy and
reduce turnover, but employee satisfaction is only a part of the overall solution. In fact, for
some organizations, satisfied employees are people the organization might be better off
without.

Employee satisfaction and employee engagement are similar concepts on the surface, and
many people use these terms interchangeably. Employee satisfaction covers the basic
concerns and needs of employees. It is a good starting point, but it usually stops short of what
really matters.

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In today’s scenario where there is no dearth of competitors in the market, it is essential that
employees work with dedication and sincerity. How do you expect a new joiners to develop
a sense of loyalty and attachment towards the organization all of a sudden? The poor fellow
does not know much about your company and it does take time for everyone to adjust in the
system. Respect towards the organization comes with due course of time only when the
employee is treated well by his superiors.

Employee satisfaction is a state where individuals are not only happy with their current
profiles but also look forward towards a long term association with the organization.
No individual wants to quit his/her job after every six months. But the moment monotony
creeps in, people start looking for better opportunities. Most of the times, employees treat
their jobs just as a mere source of earning their bread and butter. They come to office not
because they enjoy their work but because they need their salaries to ensure a comfortable
living.

Employees would never be satisfied with their jobs unless and until they have
something interesting and challenging to work on. “Monday morning blues” is a common
term used by professionals as an excuse for not coming to work and feeling lazy on the first
day of the week. I personally do not agree with this. Trust me, if you really enjoy your work,
you would feel like coming to office every day. Do we ever crib when we have a holiday or
are at home? NO. Why? Just because we feel comfortable at our home. Why do we then
always complain at work? Understand, there is a difference between your personal and
professional life. Think logically. The moment you have unrealistic expectations at
workplace, problems are bound to arise and you can never be happy and contended at
workplace.

Both management and employees have an important role to play in ensuring a positive
ambience at the workplace and eventually job satisfaction. Employees should not be
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created as mere robots that simply start working just at the click of a button and neither
express themselves nor create problems for others. Management needs to stand by their
employees and constantly mentor them. Employees are indispensable for the organization but
in no way, pride and ego should get into their heads. Do not be under the impression that
superiors would treat you with respect even if you do not perform. Such a thing is practically
impossible in the professional scenario. Be positive and learn to adjust. Try to be happy and
satisfied with what all you have got rather than cribbing over small issues.

It is crucial for the employees to be satisfied with their jobs, else neither they would be able
to deliver as per expectations nor feel comfortable at the workplace. Believe me; satisfaction
is all in our minds. Sometimes, we are satisfied with small things also and sometimes we find
a problem even in the best of situations. How many jobs would you change? Believe me,
there is a problem everywhere, only the nature of problem would vary. The idea is not to run
away from problems but face them with a smile. Satisfied employees willingly work towards
the fulfilment of organization’s goals and objectives, eventually assuring profits and higher
revenues. Unsatisfied employees often badmouth their organization which has a serious
impact on the image of the particular brand. Employees who are satisfied with their jobs stick
around for a long time, benefitting the organization with their expertise and experience.

1.1.2 Nature of Employee Satisfaction

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 The nature and causes of job satisfaction revolve around the environment in which a person
works in. The foundation of employee engagement and job satisfaction revolve around
making sure that employees not only enjoy where they work at but that they’re appreciated
for the work that they do. If we were to sum up what causes workers to enjoy their work in a
couple of points, these 4 pillars can help companies improve overall job satisfaction through
the company:

 Balance
 Recognition
 Salary
 Feedback

Of course, some individuals may want more of one thing than others, but those 4 pillars to
help increase job satisfaction. It’s up to employers to build off that foundation and create an
environment that fosters creativity and embraces different archetypes and keep them there for
as long as possible. So focus on the following to create a great workplace.

Work-Life Balance

This isn’t a particularly a new concept to some parts of the world. Though North America
might be decades behind some other countries, nations can make a stronger push to create
new norms that prove to be working across the world. There are many different ways to
provide balance for an employee and I think it’s best to give employees as many options as
possible, to let them know that their job lets them focus on themselves.

Respect From Colleagues

This is more of a point of emphasis for management, not actual colleagues. Office politics
can be as horrific as an episode of House of Cards, but having a transparent office that is less
hierarchy and more together is great for your office. Companies are picking up on Holacracy,
as it (metaphorically) puts the generals in the frontlines. Aside from that makes it easier for
employees to get along better and just creates a loose atmosphere. However, the Golden Rule
must be applied, even if you aren’t shifting to be less hierarchical. People have to treat others

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 with respect and know each other’s limits. If someone can not take honest feedback, but
another one can. It’s crucial to know the tolerance of feedback and communication a person
can handle. The last thing you want is for someone to say the wrong thing and create
unnecessary friction at the office.

A Satisfactory Salary

There are two things often done wrong when coming up with a salary for an employee:

 Management does not pay the employee appropriately

 Employees do not ask for the right salary

One of the best things that my “internet” generation has changed is the transparency of job
salaries. So people are now aware of their market value. There’s a big shift towards the
mentality that is taken towards pay millennials. Entry-level positions no longer have the feel
of a “low-paying internship”. Companies (especially in the Tech industry) are basically
taking away top talent by simply paying young creatives at great salaries.Make an effort to
not only keep creatives for a long while but make sure to let them know that they’re
appreciated. The average employment for a millennial is less than one year, meaning that to
retain top talent for a long time, you have to pull out all the stops for retention, and give them
quick and constant feedback. Some of the older, more traditional companies that I’ve dealt
with have legit millennial handbooks, for older (age is nothing but a number!) employees to
take note on how to handle the creative thought-process that some of these young guns can
bring in. If you want more innovation, bring in talent that can create, produce, and don’t try
to lowball them with a weak salary. Chances are that they know the market value and they
will gladly work elsewhere.

Challenging + Rewarding Tasks

Simply put, when all the stars align having a challenging job is great.

Meeting and exceeding goals becomes something to work hard for on a daily basis. Setting
monthly or weekly catch up meetings become a time to discuss directions to reach long-term
goals.
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 Creating a result-oriented workplace allows for employers to make the aforementioned
points of job satisfaction, even more, fruitful.

The best work comes while people aren’t at work and to create that “work hard. play hard”
mentality that some of the best companies have, you have to give a bit more reward time to
employees.

Downtime is important, but it’s vital to “reward” downtime with challenging problems,
especially that the two kinds of work can be mentally and/or physically draining. There’s two
kinds of work:

1. Deep Work: Cognitively demanding tasks that require

you to focus without distraction and apply hard to replicate skills.

2. Shallow Work: Logistical style tasks that do not require

intense focus or the application of hard to replicate skills.

Both compliment each other well, and both need workers to handle them just right, and of
course, managers to make sure that they’re doing alright.

Managers have to be the advocates of change and make efforts to improve job satisfaction; as
it’ll not only help out with employee relations, boost productivity, and overall staff happiness
but it’s good for business and recruiting.

Stakeholders are now looking at employee happiness and engagement when looking to invest
in a company.

1.1.3 Scope of Employee Satisfaction

SCOPE OF STUDY

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 1. It is helpful to identify the employee level of satisfaction towards motivation
2. The study is helpful to the organization for identifying the area of dissatisfaction of
the employee

1.1.4 Importance of Employee Satisfaction

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When employees are allowed to operate freely, job satisfaction can contribute substantially to
the organisational effectiveness. It can contribute to productive output in the form of high
quantity and quality of products or services, as well as to organisational maintenance as
represented by low absenteeism and turnover. Yet in a great many instances, aspects of the
individual, the organisation, or the environment constrain the satisfaction-productivity
relationship to the point where its practical importance is minimal. Ultimately stress may
catch up with such a person and signs of poor corporate citizenship may appear, but such
denials of natural satisfaction output patterns can maintain themselves for long periods.
Hence, job satisfaction is often much more important to the individual than to the employing
organisation. Individuals can change jobs, thereby obtaining more satisfying work.
Organisation can shift people from job to job within the firm, but their capacity to move
people from organisation to organisation is very limited. The obvious exception is when a
firm provides outplacement assistance to its laid-off workers.

Employee satisfaction is of utmost importance for employees to remain happy and also
deliver their level best. Satisfied employees are the ones who are extremely loyal
towards their organization and stick to it even in the worst scenario. They do not work
out of any compulsion but because they dream of taking their organization to a new level.
Employees need to be passionate towards their work and passion comes only when
employees are satisfied with their job and organization on the whole. Employee satisfaction
leads to a positive ambience at the workplace. People seldom crib or complain and
concentrate more on their work.

The first benefit of employee satisfaction is that individuals hardly think of leaving their
current jobs. Employee satisfaction in a way is essential for employee retention.
Organizations need to retain deserving and talented employees for long term growth and
guaranteed success. If people just leave you after being trained, trust me, your organization
would be in a big mess. Agreed you can hire new individuals but no one can deny the

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importance of experienced professionals. It is essential for organizations to have experienced
people around who can guide fresher or individuals who have just joined.

Employee attrition is one of the major problems faced by organizations. I don’t think an
individual who is treated well at the workplace, has ample opportunities to grow, is
appreciated by his superiors, gets his salary on time ever thinks of changing his job.
Retaining talented employees definitely gives your organization an edge over your
competitors as they contribute more effectively than new joiner. Moreover, no new
individual likes to join an organization which has a high employee attrition rate. Employees
who are not satisfied with their jobs often badmouth their organization and also warn friends
and acquaintances to join the same.

Employee satisfaction is essential to ensure higher revenues for the organization. No

amount of trainings or motivation would help, unless and until individuals develop a feeling
of attachment and loyalty towards their organization. Employees waste half of their time
fighting with their counter parts or sorting out issues with them. Trust me; employees who
are satisfied with their jobs seldom have the time to indulge in nasty office politics. They
tend to ignore things and do not even have the time to crib or fight with others. Satisfied
employees are the happy employees who willingly help their fellow workers and cooperate
with the organization even during emergency situations. Such employees do not think of
leaving their jobs during crisis but work hard together as a single unit to overcome challenges
and come out of the situation as soon as possible. For them, their organization comes first,
everything else later. They do not come to office just for money but because they really feel
for the organization and believe in its goals and objectives. Satisfied employees also spread
positive word of mouth and always stand by each other. Instead of wasting their time in
gossiping and loitering around they believe in doing productive work eventually benefitting
the organization. They take pride in representing their respective organizations and work
hard to ensure higher revenues for the organization.

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Satisfied employees tend to adjust more and handle pressure with ease as compared to
frustrated ones. Employees who are not satisfied with their jobs would find a problem in
every small thing and be too rigid. They find it extremely difficult to compromise or cope up
with the changing times. On the other hand, employees who are happy with their jobs willing
participate in training programs and are eager to learn new technologies, soft wares which
would eventually help them in their professional career. Satisfied employees accept
challenges with a big smile and deliver even in the worst of circumstances.

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1.1.5 Factors Influencing Employee Satisfaction

FACTORS

INDISPENSABLE
WORKING RESOURCE
CONDITIONS
EMPLOYEE
BENEFITS

Employee satisfaction ensures employees are happy with their jobs and also give their heart
and soul to the organization. Such people seldom think of changing their jobs and motivate
not only themselves but also others to work hard for the betterment of the organization.

Let us go through few factors influencing employee satisfaction:

Working conditions of an organization play an important role in influencing employee

satisfaction. Employees who do not have a proper workstation and are not comfortable at
their workplaces are the ones who are the most frustrated and unhappy with their job.
Appoint people who are responsible for the cleanliness of the office and most importantly the
rest rooms. Assign drawers and proper space to employees where they can keep their
important documents, files and also personal belongings. Encourage the employees to keep
their drawers and desk clean. Make sure your office building is fire resistant.

Management has no right to treat its employees as slaves just because they are being paid.
Employees need to be treated with utmost respect and care. They need to feel protected at the

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workplace for them to develop a feeling of job satisfaction. Encourage healthy ambience at
the workplace and also motivate employees not to participate in nasty office politics.

The second most important factor influencing employee satisfaction is employee

benefits. Employees need to be paid well as per their designation and roles and
responsibilities in the organization. The moment an employee is underpaid, he/she would
create problems for the entire organization. Do not favour any employee. Make sure
incentives and monetary benefits are directly proportional to the efforts an individual puts in.
Do not unnecessary hold their payments and salaries if you want your employees to stick
around for a long time.

Another reason as to why employees are not satisfied with their job is that their hard work is
not acknowledged. Give them their due credit. If they have performed something
extraordinarily, do not forget to appreciate them in front of their colleagues. Give them
additional responsibilities. Give them an opportunity to handle teams. You need to trust them
and guide them accordingly. If you expect an individual to work on entry level projects for
next five years, you are sadly mistaken. He/she would definitely move on. Make sure
deserving employees get decent hikes and benefits. Do not put a full stop on their career
growth citing lame excuses that the individual concerned is not performing up to the mark or
the organization is at loss. If the employee is not performing well then what is the
management doing? In such a case he should not be in the system and if at all, he is there,
what are seniors doing to improve his performance? Be transparent with your employees. An
employee becomes frustrated the moment he has nothing challenging to work on. Constant
up gradation of skills is essential for every employee to survive the cut throat competition.
Make sure employees are a part of regular training programs.

Make employees feel as an indispensable resource for the organization. A sense of

loyalty towards the organization does not come out of compulsion. It has to come from
within. Give employees space and freedom to take their own decisions. If they have to

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depend on you for every small thing, trust me they would soon end up quitting their jobs.
Give them the budget and ask them to perform and deliver within the stipulated time frame.
Do not interfere in their way of handling teams.

Be reasonable with your employees. Trust me; being too strict with them does not help. If
you expect them to work on every Sunday, do not be surprised if they resign all of a sudden.

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1.1.6 Role of Communication in Employee Satisfaction

Employee satisfaction is of utmost importance for organizations to grow and also survive the
cut throat competition. Remember, employees are your true assets and it is essential that they
remain happy and satisfied with their jobs for them to strive hard and deliver their level best.

Communication plays a crucial role in employee satisfaction.Most of the problems arise

when employees are not happy with their bosses. On top of it, rather than discussing the issue
face to face with their immediate reporting bosses, they prefer to badmouth them behind their
backs. Understand that this is not the solution. Bosses need to realize one thing that there are
very few individuals who really have the courage to come up with their grievances in front of
their superiors. For them, the easiest solution is to sit quietly and do nothing or simply look
for another job. You need to motivate your employees to open up in front of you. You need
to make the employees feel that you are always there with him irrespective of the
circumstances and situations.

Communicate with your team members effectively. Sit with them, talk to them and find
out what extra you can do for them to ensure hundred percent dedication and
cooperation from their end. Do not allow the employees to keep everything within
themselves. Employees are the most satisfied when they share a great rapport with their
bosses. Communicating with them on a regular basis helps you know whether they are really
happy with their jobs or not. If they are enjoying their work, you are doing a good work and
if they are not, you really should look into the matter on an urgent basis if you really want to
retain your employee.

Do an exercise tomorrow and you will find an answer yourself as to why communication is
so important.

For two days, do not speak to anyone and work in isolation. Trust me, at the end of the day,
you will not feel like coming back to work again. That is the power of communication. Work

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would become a burden for employees if you do not allow them to interact with each other.
Not only the employees would be frustrated but also develop a feeling of hatred towards
superiors as well as their organization. Let employees talk to each other and sort out
problems among themselves.

Employees are dissatisfied when information does not reach them correctly. Make them
a part of important discussions where they can also share their ideas and opinions.
Healthy communication ensures accurate information reaches all employees and no one feels
left out within the system. Do not set targets for your team members unless and until you
discuss with them. How can you set goals for your team without knowing whether your team
is really capable of achieving targets within the stipulated time frame or not? If you decide
the job responsibilities of an individual on his/her behalf; very soon, he would be frustrated
and decide to move on. Appraisals and promotions need to be discussed in the presence of
employees. Trust me, if you do so, employees would work because they want to take their
organization to a new level and not because their Bosses have asked them to do so.

Healthy work culture leads to satisfied employees who not only deliver their level best but
also stick around for a long time. Half of the problems evaporate if discussed. Effective
communication also goes a long way in reducing negativity at the workplace which
eventually leads to satisfied and happy employees.

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1.1.7 Effects of low employee satisfaction

1. High Absenteeism

High absenteeism in the workplace may be indicative of poor morale, but absences can also
be caused by workplace hazards or sick building syndrome. As a result, employees can feel
obliged to come to work while ill, and transmit communicable diseases to their co-workers.
This leads to even greater absenteeism and reduced productivity among other workers. Job
satisfaction is highly related to absenteeism.

2. High Turnover:
High employee turnover disrupts normal operation and continuously replacing the employees
who leave, is costly and both technically and economically undesirable. According to Arnold
and Feldman, organisational units with the lowest average satisfaction levels tend to have the
highest turnover rates. Managerial concern ought to be for such turnover that is primarily the
result of dissatisfactory organisational climate.

3. Tardiness :
Similar to absenteeism, tardiness is also generally believed to reflect job
dissatisfaction. It is assumed that this tardiness is not due to some explainable
reason such as getting children ready for school, but only due to the fact that
employees really do not care much for the job. This is indicated by such employee
tardiness as spending excessive time in rest rooms, lingering in the parking lot
before coming to work, spending too much time on personal telephone calls, and
in general, an attitude of passing time at work rather than spending time for useful
productivity.

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 4. Union Activity:
Satisfied employees are generally not interested in unions and they do not perceive
them as necessary. The evidence is strong that job dissatisfaction is a major cause of
unionisation26. Furthermore, the employees feel that individually they are unable to
influence changes that would result in the elimination of such factors that cause job
dissatisfaction.

5. Response to Job Dissatisfaction

The last thing about job satisfaction is the ways through which employees express
their job dissatisfaction. There are several ways of expressing employee
dissatisfaction. For example, employees can complain, be insubordinate, steal
organisational property or avoid a part of their work responsibilities. Most serious
is quitting the organisation itself.
a) Exit: Represents behaviour directed towards leaving the organisation. Also includes
looking for a new position as well as resigning.

b) Voice: Actively and constructively attempting to improve conditions, includes

suggesting improvements, discussing problems with superiors, and some forms or union
activity.

c) Loyalty: Passively but optimistically waiting for conditions to improve, includes

speaking for the organisation in the face of the external criticism and trusting the
management and the organisation to do the right things.

d) Neglect: Passively allowing conditions to worsen, includes chronic absenteeism,

reduced effort, and increased error rate.

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1.1.8 Modern Method of Measuring Job Satisfaction

Modern methods for measuring job satisfaction include using surveys, interviewing
employees and monitoring performance targets. Determining which method to use depends
on the level of complexity or underlying issues the business feels could be causing the
dissatisfaction. If it suspects that employees do not trust its managers, for instance, then an
anonymous survey may be more useful than having management conduct personal
interviews. In situations wherein the company feels that the underlying problem is complex,
then interviews may be more appropriate for understanding the full extent of the problem.
Surveys are a common method of measuring job satisfaction. A survey can assess satisfaction
in the areas of pay, promotion, supervision, tasks and co- workers. While standard surveys
are available for businesses, a customized survey that is tailored to a business's own needs
and industry may be more effective. Surveys with the majority of questions in the multiple-
choice format typically are preferred so that responses can be compared and analysed more
easily. Employees who are allowed to remain anonymous are more likely to be more open
and honest with their answers since they will not feel pressure or fear of repercussion.
Interviewing employees as a method of measuring job satisfaction is mostly useful in
organizations that have positive relationships with employees and believe the problem is too
sophisticated to be understood with a survey. If employees do not trust the organization or
interviewer, however, responses may not be entirely honest. Businesses with low job
satisfaction or employees who fear being let go may find the employees reluctant to discuss
the situation since they may fear it could negatively affect them in the future. The questions
asked should be standardized in order to compare different employee responses as well as the
same employee's responses over time.

Monitoring performance targets is a method of measuring job satisfaction that requires a

business to be an active observer. With this method, management monitors employee
satisfaction by using standard criteria, such as achieving bonuses, participating in optional

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programs and performance in reaching goals. This method provides indirect data on the
levels of job satisfaction. While it can flag management that there is a problem with job
satisfaction, combining this with a survey or interview can provide the company with a
stronger analysis on the cause of low levels of job satisfaction.

Businesses with high levels of job satisfaction tend to experience a lower employee turner,
higher productivity and lower overall costs. Whichever method or methods are used for
measuring job satisfaction, the business should collect qualitative and quantitative data. This
puts the data in a format that is easier to analyse and compare. For instance, when
interviewing employees, the interviewer could mix in simple questions that result in answers
of "yes" or "no," or ratings on a scale of one to five.

a. Rating Scales: Rating scales are the commonly adopted method that is used for the
measuring job satisfaction. It comprises of certain statements describing the attitude
of the employees with respect to the job, organization and personal factors. For each
declaration or statement, the employee is invited to express his opinion on a scale
consisting of different expressions.
b. Personal Interviews: Conducting personal interviews has also proved important
method of measuring job satisfaction of the employees. The experts conduct these
personal interviews where employees express their opinions on job satisfaction. The
responses delivered through these interviews are analyzed to find their level of job
satisfaction. It is believed that this method is likely to have personal biased views of
the interviewer also.
c. Tendencies: The employees are asked to express their tendency or inclination on
several aspects and this reveals their satisfaction or dissatisfaction.
d. Critical Incidents: Herzberg made developed approach to measure job satisfaction. In
this particular method, the employees were asked to describe incidents on their job
when they were particularly satisfied or dissatisfied. These set of incidents were then
analysed to determine their positive and negative attitudes.

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Models of job satisfaction
There are various methods and theories used for measuring JOB SATISFACTION level of
employees in the organization given by different authors.

Affect Theory
Edwin A. Locke's Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the theory
states that how much one values a given facet of work (e.g., the degree of autonomy in a
position) moderates how satisfied/dissatisfied one becomes when expectations are/aren't met.

Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory. It is a very
general theory that suggests that people have innate dispositions that cause them to have
tendencies toward a certain level of satisfaction, regardless of one's job. Research also
indicates that identical twins have similar levels of job satisfaction.

Two-Factor Theory (Motivator-Hygiene Theory

Frederick Herzberg's Two factor theory (also known as Motivator Hygiene Theory) attempts
to explain satisfaction and motivation in the workplace. This theory states that satisfaction
and dissatisfaction are driven by different factors - motivation and hygiene factors,
respectively. An employee's motivation to work is continually related to job satisfaction of a
subordinate.

Equity theory

Equity Theory shows how a person views fairness in regard to social relationships such as
with an employer. A person identifies the amount of input (things gained) from a relationship
compared to the output (things given) to produce an input/output ratio.

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1.2 COMPANY PROFILE

LARSEN & TOUBRO HYDROCARBON ENGINEERING.ltd

(LTHE)
Larsen & Toubro Limited (L&T) –At a Glance
Founded in 1938 by two Danish engineers, H. Holck-Larsen & S. K. Toubro, Larsen &
Toubro is India’s largest professionally managed company with interests in Projects,
Infrastructure Development, Manufacturing, IT & Financial Services.
Established - 1938
Revenue- US$ 16 BILLION
Market Cap- US$ 18 BILLION*
Order book - US$ 37 BILLION
Credit Rating - ICRA, CRISIL: AAA
Presence – 45 countries

LTHE’s VISION, MISSION AND GOAL

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VISION
To revolutionize the Hydrocarbon Industry

MISSION
Execution Par Excellence

GOAL
USD 3 Bn+ in Revenue and ROCE > 50% by 2021

L&T HYDROCARBON ENGINEERING - VALUE DRIVERS

PEOPLE FIRST- Our people are the prime movers. We practise collaborative team working
with zeal responsiveness and sense of urgency. We encourage our personnel to demonstrate
entrepreneurial spirit and take ownership and be accountable for their actions.

INTEGRITY- We believe in ethical work culture and lay high emphasis on governance in
all our business dealings. Our endeavour is to practise highest levels of Quality, Health,
Safety, Environmental and Information Security in all our operations.

VALUE CREATION - Our focus is on creating sustainable value creation for all our
stakeholders. We are passionate about our performance culture and are committed to
delivering excellence in our business.

Hydrocarbon Business Portfolio

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L&T Hydrocarbon Engineering is an engineering, procurement, fabrication, construction and
project management company providing integrated ‘design to build’ solutions to large and
complex Offshore and Onshore hydrocarbon projects worldwide.
As a dedicated subsidiary, L&T Hydrocarbon Engineering is positioned to sharpen its focus
on service to its customer base and enhance responsiveness in all its engagements .The
subsidiary continues to draw on the parent company’s organisational strengths and
experience.

OFFSHORE

• Process Complex
• Wellhead Platforms and Subsea Pipelines
• FPSO Topsides
• Jack-up Rigs
• Redevelopment/ Up gradation Practices
• Subsea Systems
• Living Quarters
• Decommissioning

ONSHORE

• Upstream Oil & Gas Processing Treatment Facilities

• Petroleum Refining
• Fertiliser
• Petrochemicals
• Cross-country Pipelines & Terminals
• Cryogenic Storage Terminals

CONTRUCTION SERVICES

• Site Development & Pile Foundation

• Complete Civil & Structural Work
• Plant & Non-plant Buildings
• Piping and Mechanical Erection
• Electrical & Instrumentation
• Tankages including Fire fighting System
• Laying of Cross-country and in-field Pipeline

MODULAR FABRICATION
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 • Offshore Structures and Modules
• Onshore Structures and Modules including Pre-assembled Unit, Pipe Rack &
Manifold Modules
• Modular Specialty Furnaces
• Refinery & Petrochemical Plant Equipment

ENGINEERING SERVICES
• Concept Studies
• Front End Engineering Design (FEED)
• Detailed Engineering
• Engineering for thermal Systems & Modular Plants
• Advanced Analytical Engineering
• Special Studies
• EP/EPCM/PMC Service

HR MANUAL OF LTHE
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1. Introduction
2. Recruitment
- Employee Referral ( Amantran Scheme)
3. On Boarding Process Step In
4. Communication IGNIEE
5. Employee Recognition
- ICONS and APPLAUSE portal
- I TOO Recognition Framework
6. Employee Engagement
- Genie Tool Kit
7. Employee Benefits

- Holidays in LTHE

8. Policies in the Organisation

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 1.Introduction
This Human Resources Manual is provided as a central reference for all managers,
supervisors and employees and applies to staff across all locations where the L&T
Hydrocarbon Engineering Ltd. carries out its work.

The specific policies that follow promote the value of L&T Hydrocarbon Engineering Ltd.
with regard to standards of excellence, terms of employment, employee development and
employee services.

It is necessary to change these policies from time to time to reflect changes in the workforce,
employment trends, economic conditions and Indian Government Legislation. However, any
changes in policy will be consistent with the Company’s approach to the following:

 Employing talented individuals whose creativity and imagination will support and
contribute to achieving the Company’s business objectives;
 Communicating Company standards and expectations in all aspects of employment
including performance;
 Valuing diversity, and assure equal employment opportunity and a workplace where
relationships are based on mutual respect;
 Treating all the staff, Employees, Team Leaders, Managers and Clients in a
professional, non-discriminatory manner;
 providing safe, effective working conditions, and;
 providing competitive terms and conditions in our workplace market

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 2.Recruitment

“AAMANTRAN”- Employee Referral Scheme

“A World of Opportunity for your Friends”

Refer your most qualified professional associates, relatives &friends

What HR department will do:

•HR department will inform you about the outcome of the recruitment process.
•In case the same CV is received from more than one referring employee, the date & time of
the receipt of the referral along with complete data by HR will be the deciding factor.
Be a part of this rewarding journey !!

“AAMANTRAN”- Reward Scheme for Referring Candidates

To give an impetus to the Gender Diversity Initiatives at L&T Hydrocarbon Engineering

Limited and enhancing women’s ratio by co-creating conducive environment for women
employees, LTHE management will like to increase the incentive amount for recruitment of
Female Employees through AAMANTRAN SCHEME. The scheme is valid from 1stDec
2017 till 31stMarch 2018.

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 3. On boarding Process

Socializing and Engaging People through Induction

Induction Handbook for Line Managers

Objectives

“STEP-IN” - Induction Guidebook for New Joinee & Line Manager - aims to support New
Joinee in initial days of settlement at LTHE by helping him/her to –
•Learn about the company: - Know the organization, management, business spread, policies,
systems & corporate governance - Know about organization culture

•Start performing quickly: - Understanding of role, responsibilities & deliverables - Identify

channels of communication - Identify your support channels to work effectively

•Create network: - Create a formal & informal network within and outside the department
and settle down quickly

•Provide feedback: - To give feedback to HR about his/her overall experience during

induction process in order to improve the orientation process for future new joinees

4. Communication IGNIEE
Inspiring Groups for Networking, Information sharing and Execution Excellence
The Communication Portal has been specially designed to provide updates and information
about the Communication Initiatives

The Key features of the Communication Portal are: A One Stop reference point for all the
data pertaining to the 6 baskets of Communication. Dedicated area for Specialized functions
like HSE & HR.A platform to recognize employees who actively participate in the
Communication Initiatives Bulletin Board that provides a quick reminder to the upcoming
events.

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 5. Employee Recognition

-ICONS AND APPLAUSE Portals

APPLAUSE-(APPRECIATING PEOPLE FOR THEIR PERFORMANCE, LOVE AND

AFFECTION USHEIRING SOCIAL EXCELLENCE).

ICONS

About Portal

Recognition of excellence at work is important and so is to institutionalize it across the

organization. ICONS portal is a platform to reward and disseminate the success stories and
key learning across LTHE. Apart from serving as a kaleidoscope of process improvements
and innovation, the portal has been designed to automate the process of inviting nominations,
organizing reviews and keeping employees abreast of the progress. It not only provides a
systematic approach to bring forth the outstanding work done by LTHE-ites but also provides
a broader canvas to those who are interested in picking up "off the shelf" solutions to
problems encountered during different phases of EPC. Besides this, it also aims at building a
culture of Knowledge management.

ICONS Scheme

Innovation is integral to the culture of L&T. The leadership team at L&T Hydrocarbon
Engineering consciously strives to inspire a culture of creative thinking and enables the
institutionalization of innovation across functional hierarchies, geographies and
businesses. Due to the basic nature and diversity of turnkey projects, the challenges
encountered are mostly unique and ‘first of its kind’. Thus it becomes imperative for our
employees, who face these challenges, to consciously strive for innovative methods and
creative thinking in order to sustain L&T’s undisputed benchmark of technological
excellence in the Indian and Global context.
Recognizing innovation and effectively prioritizing innovative ideas & process
improvements for action are the real differentiators at LTHE. To unleash the same across
all levels and leverage its long-term benefits, we at LTHE encourage the spirit of
excellence at work through ‘ICONS’.

ICONS as a process started in the year 2006 as a Non-Monetary Recognition (NMR)

scheme and slowly graduated to a level that enabled us to institutionalize the culture of
innovation and process improvement across LTHE. The scheme was rechristened as
ICONS (an acronym for Immense Contribution of Noteworthy Significance) in the year
2008. ICONS recognizes excellence in various facets of our business viz. Engineering,
Procurement, Construction, R&D, Health, Safety & Environment (HSE), Quality and so

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on.

I TOO RECOGNITION FRAMEWORK

Introduction
Employee Recognition is the timely, formal or in formal acknowledgement of an individual
or team's behaviour, effort and accomplishments that support the organization's vision,
mission and values. Recognized employees feel valued and are more productive boosting
business results across the board on varied metrics.
At L&T Hydrocarbon Engineering, we have instilled the spirit of recognition in different
forms to achieve ‘Execution par Excellence’. Throughout the years there have been concrete
and peppered initiatives to recognize employees, who consciously strive to sustain LTHE’s
undisputed benchmark of technological excellence in the Indian and Global context.
Progressing ahead, with the aim to have a holistic view of the varied recognition practices at
LTHE, we have defined a comprehensive ‘Recognition Framework’ to fuel the flame of
excellence at work

OBJECTIVE
The ‘Employee Recognition Framework’ has been formulated to achieve the following
objectives:
I. Institutionalize best recognition practices across LTHE
II. Integrate recognition programs at different levels across the organization to
achieve excellence at work
III. Imbibe a culture of employee recognition at workplace

SCOPE
Applicable to the employees at LTHE

GEOGRAPHICAL COVERAGE
Applicable in all the geographies with presence of LTHE employees including Project sites

The Frame work : ‘I TOO’

I: Institutional Recognition
T: Talent & creativity Recognition
(Special Interest Groups)
O: On the Spot Recognition

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O: Online Recognition

1. On-the-Spot Recognition
The key to a successful on-the-spot recognition program is the timing and place.
Instant recognition to an employee for a job well done, helps in building a positive link
between their accomplishment and engagement at work. It also recognizes and rein forces the
values that are of prime importance at LTHE.
Following are some of the spot recognition themes that are practiced at LTHE
indifferent pockets:

a. Certificate of Appreciation
b. Appreciation Trees
c. Hall of Fame/ Notice Board
d. Recognition Badges
e. Workstation Recognition
f. Recognition Booth
g. Value Champions

2. Online recognition
With the surge in digitalization and automation, our employees have become more tech savvy
than ever. Thus, it is imperative for us to at tune our interventions and endorse online
platform for social recognition and appreciation at workplace. The online recognition tool
‘APPLAUSE’ at LTHE aims at instant social recognition and assists knowledge
management.
It encourages individuals and teams to reach out to recognize one another for the great work
they do. It has the immediacy and reach not available to other forms of recognition.

3. Institutional Recognition
To unleash excellence across all levels and leverage its long-term benefits, we have graduated
to a level that has enable dust institutionalize key recognition programs across LTHE.
The interventions clubbed under institutional recognition have been adapted with a spirit of
one ness across different verticals and geographies. The durability of the recognition is
epitomized by felicitating an individual or a team in a systemic manner that appreciates and
celebrates their contribution. The key programs in this category include:
a. ICONS
b. Long Service Awards
c. Spex Awards
d. International Trainers Recognition on ‘Teachers Days’.

4. Talent and Creativity Recognition (Special Interest Groups)

A fun work place allows the free flow of ideas, improved motivation, and a positive
environment. LTHE provides several platforms to the employees to showcase their creative
side. The employees not only feel engaged but feel committed to perform better and stay
longer. Some of the interventions to encourage talent and creativity recognition at LTHE are
as under:

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a. .Festival Celebrations
b. Independence Day
c. Indoor & Outdoor Sports
e. Quiz Competitions
g. Appreciation Day/Month
h. Bizarre Bazar

Budget
An annual amount of 1,000/-INR per employee for one financial year is allocated as apart of
Employee Recognition framework. This is over and above the Budget allocated for the
ICONS scheme of the organization.

Deployment & Effectiveness

The culture of appreciation and recognition takes root only when it is practiced across all the
levels of the organization:
•Superior to Team member
•Team member to Superior
•Peer to Peer

For few employees the habit of recognition comes naturally, however, for few others, the art
of appreciation comes with an effort. This structured framework will facilitate the practice of
bringing in that culture.
The framework will be considered fruitful on the participation of the LTHE- ites in various
recognition initiatives.
The HR Business Partners will facilitate the deployment of the recognition framework.

6. Employee Engagement

Germinating Engagement by Nurturing & Institutionalizing Excellence

Employee Engagement Toolkit

Prologue
This toolkit provides information which you can use to increase the engagement level of
employees in your team. It highlights simple pointers which are easy to use and may help in
improving your quotidian working style. The focus is primarily on three parameters which
form the basis for the 9 drivers of employee engagement at LTHE. The toolkit

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The toolkit includes the following for each of the 9 drivers:

ENGAGEMENT WITH THE TEAM

1. Role Clarity
A state where all the members of a team have a perfect and clear understanding of everyone's
role expectations from them. The content of their tasks and deliverables are defined in
accordance with their position in the organization.
Define role specific SMART goals in alignment with the organization goals S- Specific M-
Measurable A-Attainable R-Relevant T-Time Based

ENABLERS

Step-in Induction kit Mentor – buddy scheme

Role clarification form Team discussions defining role of all the team members

2. Team Dynamics

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The intertwining relationships between members of a team working towards achieving a
common goal. It influences the direction of a team's behaviour, actions and performance.

ENABLERS

Small Team Building Exercises at workplace Structured Team Meetings

Team Get-Togethers/ Milestone Celebrations Cross Functional Taskforces

Fireside chats Team out bound War room meetings Achievement Board

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 3. Constructive Feedback
A continuous exchange of dialogue that facilitates a process of meaningful conversation with
the objective to evaluate the behaviour and enhance the performance of the team members. It
is an enabler that promotes high performance customer centric workforce.

ENABLERS

ATL courses on giving feedback Feedback charts 360 degree feedback

FAIR process in CRISP Refer to the Training Calendar

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 Shadowing the department Head

ENGAGEMENT WITH THE JOB

4. Career Development
It encapsulates the systematic processes & structured guidelines meant to facilitate the
professional development of an individual. As a part of the process, well-established career
paths are laid down to support the vertical or horizontal movement of the people either
through Internal Job Posting, Job rotation, Job enrichment or Job enlargement.

ENABLERS

Internal Job Posting Mentoring program

Internal talent mapping Key Assignments

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 Policies

5. Learning Opportunities
It refers to providing the employees with blended learning platforms and also with an
opportunity to practice the newly acquired skills and knowledge on the job under a watchful
eye. It aims at providing challenging assignment to the employees for nurturing their
capabilities.

ENABLERS

Skill Matrix ADVICE Knowledge Management Portal

Courses in ATL and classroom training at Training Calendar

LDA, L&T IPM etc.

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External conferences and events, webinars etc. In house certification programs

6. Rewards & Recognition

The acknowledgement of an individual’s actions and accomplishment that compliment with
the organization's goals and values. It is the admiration for one’s behaviour and praiseworthy
effort expressed in the form of a token of appreciation.
Recognize the innovative work/ special projects taken up by employees

ENABLERS

ICONS, APPLAUSE, Appreciation Trees, Display Boards, Family Day

On the spot recognition – Pat on the back

CIDs/ Volunteers who champion the recognition practices in respective teams

Milestone celebrations Appreciations e-Mails

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 Success Stories

7. Organization Leadership
It is the persistent encouragement, assistance and feedback received from the superiors at
workplace for performing a particular task. This not only gives confidence to employees but
also boosts up their morale and productivity at work. It is the one which sets the culture of the
organization.

ENABLERS

Leadership Speak Approachability

(Open door policy) Mentoring/ Reverse Mentoring

External Conferences/ seminars Stretch Assignments Internal Job Postings

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Job Shadowing

ENGAGEMENT WITH THE ORGANIZATION

8. Organization Communication
It is the exchange of ideas and views within and outside the organization. There should be
transparent, concise and authentic exchange of information, ideas and thoughts with internal
and external stakeholders in an organization which can be either verbal or non-verbal and
should be easier to comprehend.

ENABLERS

Town halls/ Vartalaap

Coffee with HR LTHE Intranet Portal and Skip Level Meetings
Hydrocarbon news

Cross Functional Taskforce Project Reports and reviews Policy Bytes

Policy Bytes

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 Hobby Clubs IJP Information Virtual helpdesk

9. Strategic Alignment
The alignment of one’s personal values and aspirations with the organizational goals. It is the
relative synchronization and agreement of an employee’s personal values, objectives and
goals with the reason of existence, purpose and focus of an organization. It generally remains
unchanged over time.

ENABLERS

LAKSHYA 2021 Goal setting and Performance Planning workshops

Vertical/ Project reviews Individual performance reviews

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 OCCASION DATE DAY
Republic Day 26.01.2018 Friday
Holi ( Dhulivandan) 02.03.2018 Friday
Good Friday 30.03.2018 Friday
Ambedkar Jayanti 14.04.2018 Saturday
Maharashtra Day 01.05.2018 Tuesday
Ramzan Id 16.06.2018 Saturday
Independence Day 15.08.2018 Wednesday
Ganesh Chaturthi 13.09.2018 Thursday
Dassera 18.10.2018 Thursday
Diwali (Laxmi Pujan) 07.11.2018 Wednesday
Diwali (Bali Pratipada) 08.11.2018 Thursday
Diwali (Bhaubij) 09.11.2018 Friday
Christmas 25.12.2018 Tuesday

All Hands Meetings Success Stories

7. Employee Benefits
HOLIDAYS IN LTHE

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 8. Policies in the Organisation
1. Drug and Alcohol Policy
2. No Smoking Policy
3. Road Safety Policy
4. Corporate Sustainability Policy
5. Corporate Social Responsibility Policy
6. Corporate Health, Safety and Environment Policy
7. Green Supply Chain Policy

1.3 Objectives of the Study

1. To design, develop and standardize a measure to evaluate job satisfaction and
employee loyalty and productivity.
2. To find out the various factors underlying job satisfaction and employee loyalty
3. To study the impact of job satisfaction on employee loyalty and employee
productivity
4. To analyse the company’s work environment

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5. To check the degree of satisfaction of the employees
6. To check if the services provided by the company are enough for increasing the
productivity of the employees.

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1.4 Present Study and its Significance
Job satisfaction is an important indication of how employees feel about their job and a
predictor of work behaviour such as Organizational, Citizenship, Absenteeism, Turnover, etc.
Common research finding states that that job satisfaction is correlated with life style. These
studies ultimately showed novel changes in work conditions temporarily increase
productivity. Job satisfaction is an attitude which results from balancing and summation of
many specific likes and dislikes experienced in connection with the job-evaluation may rest
largely upon one’s success or failure in the achievement of personal objective and upon
perceived combination of the job and combination towards these ends. One benefit of job
satisfaction studies is that management is able to gauge the levels of satisfaction of
employees in their corporations. It indicates how employees feel about their job, the areas of
satisfaction and dissatisfaction and action plans that can be worked out to improve the job
satisfaction of employees.

Workplace complexities

 Reduced hierarchical structure—Hierarchies are becoming cumbersome and cannot

respond quickly to changing market demands, such as pressures for reduced cycle
time and continuous innovation. Hierarchies are being replaced by cross unit
organizational groupings with fewer layers and more decentralized decision making.

 Vague boundaries—As organizations become more laterally structured, boundaries

begin to breakdown as different parts of the organization need to work more
effectively together. Boundaries between departments as well as between job
categories become looser and there is a greater need for task and knowledge sharing.

 Teams as basic building block—The move toward a team-based organizational

structure results from pressures to make rapid decisions, to reduce inefficiencies, and
to continually improve work processes.

 Continuous change—Organizations are expected to continue the cycles of reflection

and reorganization. However, changes may be both large and small and are likely to
be interspersed with periods of stability.

 Different ways of thinking—Cross-functional and cross boundary teams require the

ability to see alternative angles and perspectives and to create new patterns of

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 thinking that propel innovation. Workers also need to be able to synthesize disparate ideas
in order to make the cognitive leaps that underlie innovation.

Factors that leads to Complexity

 Diversity: Global organizations face a complex set of challenges characterized by

diversity both Internal and External to the organization – across every aspect of the
business itself and its strategy drivers. Internally, executives must manage and
respond to more diversity in the (internationalizing) HR pool; more variety in the
management systems; more variation in the means and ends ranging from simple
financial goals to a more comprehensive view; and different business models for
different types of business units. Externally, there is higher diversity: heterogeneous
customer needs; differing cultural values; a plethora of stakeholders with different
claims (investors, customers, employees, regulators etc.); various political, economic
and legal environments; and finally, competitors’ differing strategies.

 Interdependence: Companies must manage the effect of global

interdependence to an unprecedented degree: everything is related to everything else,
and the impact is felt more rapidly and pervasively. Value webs have replaced
traditional value chains. Reputation, financial flows, value chain flows, top
management and corporate governance issues have reached advanced levels of
interdependence. The less clear-cut the boundaries of a company become, the more it
is exposed to impacts on the value chain flow through mistakes, frictions, reverse
trends, or even shocks. Interdependence creates opportunities for globalization, but
taking advantage of these opportunities raises difficult challenges.

 Ambiguity: The business world today is characterized by too much information

with less and less clarity on how to interpret and apply insights. A diversity of
accounting standards renders financial figures ambiguous. Studies, scenarios, survey
results, and reports become less reliable due to an ever-increasing uncertainty. Many
businesses find it more and more difficult to discover what their clear value drivers
are. They are image, price, related services, privileged relationships, speed,
knowledge, etc.

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1.5 LIMITATIONS OF THE STUDY

 My research method consisted of distribution of questionnaire at a small and

non-random number of respondents.

 The inference and findings are from the particular sample group and can’t be
generalized.

 Time was the main constraint.

 There was lack of co-ordination from the respondents.

 Due to the rigid policies of the company I could not cover a few aspects
which could have made the research a bit better.

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 CHAPTER 2. LITERATURE REVIEW
Utilizing from the employees is important for the effectiveness of the firms. This contributes
to have competitive advantage; and mostly, human resource management (HRM) deals with
this subject in the organizations. There is the ‘employee concept’ in the centre of HRM. These
employees may be working for that firm or have the possibility of working for that firm.
HRM can be defined as the management of the decisions and actions related with the
employees in the organization to implement the strategies for creating competitive advantage.
Another definition about HRM is from Armstrong (2000), that it is the strategically
management of the members of an organization who contribute to the achievement of that
organization's objectives. These definitions make us conclude that HRM is a strategic
business and should be concerned strategically. Strategy may be defined as the statement of;
what an organization wants to become, the objectives it wants to reach and, how to reach to
these objectives. Strategic HRM (SHRM) helps the organization in reaching its objectives,
and the main players in SHRM are the “employees”. Lawler (1986) argued that a firm’s HR
strategy should be centred on developing skills and ensuring motivation and commitment. In
this statement, ‘ensuring the motivation’ is concerned with the employee satisfaction. That is
why; the satisfaction of the employees takes an added importance.
Employees are more loyal and productive when they are satisfied, and these satisfied
employees affect the customer satisfaction and organizational productivity. Employee
satisfaction is defined as the combination of affective reactions to the differential perceptions
of what he/she wants to receive compared with what he/she actually receives. Therefore, the
organizations should try to supply the employee expectations in order to approach the
employee satisfaction. In addition, emotional state of the employees may also affect their
satisfaction. This forces the managers to create and sustain the desired working environments
in the organizations. One the other hand, as stated by Organ and Ryan, the employee
satisfaction is one of the basics of organizational citizenship behaviour. That is, the well-
satisfied employees will work more willingly and this contributes to the effectiveness of their
organizations. There is no limit for the employees to reach the full satisfaction and it may
vary from employee to employee. Sometimes they need to change their behaviours in order to
execute their duties more effectively to gain greater job satisfaction. Having good
relationships with the colleagues, high salary, good working conditions, training and
education opportunities, career developments or any other benefits may be related with the
increasing of employee satisfaction. When investigating the employee satisfaction, it should

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be known that; -an employee may be more satisfied by a satisfying item, whereas the other
employee may be less satisfied with the same item-. Because of this, analysing the employee
satisfaction from a large perspective will be better. That means; the sum of all satisfying
factors composes that employee’s satisfaction level. As a general definition, the employee
satisfaction may be described as how pleased an employee is with his or her position of
employment. To investigate what the employees are satisfied by and measuring the employee
satisfaction in the workplace is critical to the success and increases the profitability of the
organization for having competitive advantage. Therefore, researching the employee
satisfaction in terms of different factors and, on various areas (such as manufacturing
industry, service industry or etc.) will enrich the literature and contribute to organizations.
Employee satisfaction or job satisfaction is a widespread topic for those who work in
agencies and those who study them. In other words, job satisfaction has an important role in
theory and practice of any organizations worldwide. That is the reason why many
organizations focus more attention to measuring the job satisfaction level of staffs in trying to
predict primary behaviours of employees, namely job performance , leaving job or stopping
work .
Although job satisfaction is a quite common research concept performed by many
researchers, however, there is not consensus on what the concept of job satisfaction is among
researchers. In practice, the definition and measurement of employee satisfaction or job
satisfaction has been different in many approaches. Job satisfaction could be understood as
“the extent to which a person’s hopes, desires, and expectation about the employment he is
engaged in are fulfilled”. According to Vroom (1964) considered this concept as a perceptual
of a person or an emotional reaction towards crucial aspects of work. Moreover, Weiss (1967)
stated job satisfaction is considered as the attitude about the job and it is expressed by
perception, belief and behaviour of workers. Locke (1976) also defined job satisfaction as “A
pleasurable or positive emotional state resulting from the appraisal of one’s job or job
experiences”. Bergman (1981) considered that job satisfaction was affected by personal
factors of employees or organizational impacts on perception of the job. As Kaliski, job
satisfaction could be understood that there had an enthusiasm and happiness in work from
staffs. It is also known as a combination of feeling and belief that he thought about his job.
Ellickson and Logsdon pointed out that job satisfaction as the degree that employees like
their work. Within the scope of this study, job satisfaction is considered as satisfaction of
employees when performing the work or duties of the organization. Employees will have a
positive attitude toward their job if they have high satisfaction, in the opposite view,

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employees with low satisfaction will have a negative attitude towards their job. The fact that
some researchers showed that if satisfaction is absent in job, it means that there is always
opportunity or prediction that employee will leave the job. Likewise, job satisfaction can lead
to reduce the cost for the organizations by decreasing job mistakes, mission faults, and
absences from work. As regards Ramayah, Jatan and Tadisina , job satisfaction interprets
how willing enforce people to go to work, what makes people happy to go to work, and do
not to leave the job. Employee satisfaction is very important factor which helps the
organization know about general emotions and expectations about the workplace, job and
environment of employees. According to Wubuli, job satisfaction is emphasized to be the
most major element in the organization. Because to achieve success, the organization must
keep their employees satisfied in the job. Similarly, job satisfaction is explained as the level
of the positive or negative feeling of staffs toward their job. It is a sentimental response to job
obligation as well as to the social conditions of the work place.
Hence, more expectation of employee is satisfied, higher working efficiency is created. Thus,
fulfilment of employee’s needs in job becomes strategic plan of not only human resource
department but also the whole organization.

The relationship between employee’s satisfaction and loyalty

It can be said that the ultimate goal which any organizations need to achieve is that
employees not only work hard, devote to organization by all abilities and enthusiasm to gain
the general objectives of the organization, but they also have a long-term attachment to the
organization by their loyalty. With this goal, a question is mentioned that what loyalty is. In

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reality, there are numerous ways of approaching in the research of employee loyalty. It can be
a component element of a commitment in the organization, but can also be an independent
concept. According to Encyclopedia Britannica, 1998:
''Loyalty, as a general term, signifies a person’s devotion or sentiment of attachment to a
particular object, which may be another person or group of persons, an ideal, a duty, or a
cause. It expresses itself in both thought and action and strives for the identification of the
interests of the loyal person with those of the object.''
According to a simple definition, Mathieu and Zajac (1990) said that loyalty is an emotional
response of workers which is shown by a tightly relation between workers and their
institution, and through this, they desire to stay with the institution for a long time. Likewise,
loyalty is understood as a psychological state encompassing a relation between employees
and institutions, in which they decide to remain with the organization (Allen & Grisaffe,
2001). Becker and his colleagues (1995) also considered that loyalty is not only a strong
desire of employees who wants to stay with the organization, but also an ability which is
willing to attain benefits of the organization. Moreover, as Loyalty Research Centre, loyalty
of employees towards an organization is expressed when they are committed to associate with
the success of the organization, and they believe that working for this organization is their
best choice. Likewise, loyalty is an intention or a desire to maintain as a member of the
organization.
Loyalty can be generally defined as the employee’s multifaceted perception of the
relationship that he/she engages in with the organization. Basically, loyalty will be defined a
motivation and attachment of a person or an employee for some specific things.
Employee loyalty (typically synonymous with commitment) to the organization has
sometimes been viewed as an attitude. According to Solomon, loyalty will motivate the
employee to stay and will be the wish of employee to work for this organization.

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Employee satisfaction and productivity of the employees (performance)

The relationship between job satisfaction and performance has been critically assessed in a
variety of organizational settings. Results of these studies have been mixed. Cummings
(1970).Identified three major points of view concerning this relationship. Satisfaction causes
performance, performance causes satisfaction and rewards cause both performance and
satisfaction. All of these three views are supported by various researches. Mirvis and Lawer
(1977) produced conclusive findings about the relationship between job satisfaction and
performance. In attempting to measure the performance of bank tellers in terms of cash
shortages, their proposed arguments are satisfied tellers were less likely to show shortages
and less likely to leave their jobs. Kornhanuserand Sharp (1976) have conducted more than
thirty studies to identify the relationship between satisfaction and performance in industrial
sector. Many of the studies have found that a positive relationship existed between job
satisfaction and performance. Katzell, Barret and Porker (1952) demonstrated that job
satisfaction was associated neither with turnover nor with quality of production. Smith and
Cranny (1968) reviewed the literature and concluded that satisfaction is associated with
performance as well as effort, commitment and intention. In the western electric studies
(1966) the evidence from the Relay Assembly test room showed a dramatic tendency for
increased employee productivity to be associate of with an increase in job satisfaction.
Porter and Lowler (1969) suggested that satisfaction will affect a worker’s effort, arguing that
increased satisfaction from performance possibility helps to increase expectations of
performance leading to rewards, Carroll, Keflas and Watson (1964) found that satisfaction
and productivity are crucial relationship in which each affects the other. They suggest that
performance leads to more effort because of high perceived expectancy. The effort leads to
effective performance, which again leads to satisfaction in crucial relationship. David, Joseph
and William (1970) suggest that the type of reward system under which workers perform
strongly influence the satisfaction-performance relationship.

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 CHAPTER 3. RESEARCH METHODOLOGY
3.1 Sampling
Sampling is a process used in statistical analysis in which a predetermined number of
observations are taken from a larger population. The methodology used to sample from a
larger population depends on the type of analysis being performed, but may include simple
random sampling or systematic sampling.
There are different steps to select a sample for a survey. The first two stages are to define the
population, i.e. customers targeted for the survey (purchasers, users, employees, etc.) and to
specify its frame i.e. to choose individual who represent the global population of interest.
A sample is a subset of a population (group of individuals of interest to the researcher). The
type of sample selected determines the degree to which research results can be generalized to
the population as a whole (external validity).
There are two sources of error that limit generalizability: sampling error (chance variation)
and sample bias (constant error) which results from inadequate research design. Sampling
error (but not sample bias) can be taken into account using statistics.

Sampling method: Convenience sampling

A convenience sample is a matter of taking what you can get. It is an accidental sample.

Although selection may be unguided, it probably is not random, using the correct definition
of everyone in the population having an equal chance of being selected. Volunteers would
constitute a convenience sample.

Non-probability samples are limited with regard to generalization. Because they do not truly
represent a population, we cannot make valid inferences about the larger group from which
they are drawn. Validity can be increased by approximating random selection as much as
possible, and making every attempt to avoid introducing bias into sample selection

Data collection method: Primary data and Secondary data

This project aims the finding out and analysing the Employee satisfaction level at Larsen
Toubro Hydrocarbon Engineering.

We all have heard that, ‘’Employees are assets of a company.’’ Every company claims to
follow and understand this mantra. The function of HR is all about people- managing them,

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hiring them, satisfying their needs, etc. To carry out any function in a business, be it
marketing, production, operations, you need people. HR brings the people to the organization
and its business. It is said marketing is promoting your product in the market place. Similarly,
HR is promoting and selling your company in the market. If you can promote your company
efficiently you are sure to attract people to work for you.

III.2 Primary Research

In primary research, the researcher usually relies on primary sources. For

example, interviewing someone is primary data, and it would lead to conducting primary
research because of the fact that you conduct the research from the source itself. Not only
interviews, other research methods can also be used for data collection in this type of
research. Some examples are observation, case studies, surveys, experiments, etc. In each
situation, the researcher directly collects the data from the sample that he has chosen. Primary
research is done with a lot of hard work and dedication. It is interesting to note that primary
research is expensive to conduct since it involves primary sources.

A key difference between primary and secondary research is that the time taken to conduct
primary research is usually long when compared to the time taken to conduct a secondary
research. This is because the researcher has to collect data from the very beginning till the
end without relying on other sources.

As a matter of fact, the results found from the conduct of primary research are usually known
to have better quality than those found from the conduct of the secondary research. This is
probably one of the reasons why people would like to depend more on the findings of
primary research rather than on the results of a secondary research. Primary research is also
usually detailed and elaborate since it is supposed to be both qualitative and quantitative in
purpose.

3.3 Secondary Research

Unlike in the case of primary research, in secondary research the researcher relies on
secondary sources. Imagine you have written a book based on the interview that you have
conducted. If somebody uses the book to prepare or write a report, then the data available to

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that person should be considered secondary in purpose and the research conducted by him
based on the book can be called secondary research. Secondary research is not expensive to
conduct since it does not involve the primary sources.

The data pertaining to secondary research is usually not very much detailed and elaborate
since it involves the indirect sources. Finally, it is true that secondary research is normally
presented with varied data than primary research. Secondary research is normally presented
with a number of data and sources. These sources that are available already include books,
periodicals published by governmental organizations, statistical data, annual reports, case
studies and the like. This highlights that conducting primary and secondary research have
both advantages and disadvantages. Researchers often use both categories for their research.

In my case, I have used both primary as well as secondary sources of data. I have distributed
questionnaires as a tool of primary research. Even a couple of sites are used as a tool for
secondary research.

Primary data is collected for the reason being it is a bit more accurate than secondary data
and helps to prove my Hypothesis. Secondary data is used as a means of providing the
supporting information

3.4 TOOLS USED

Questionnaire
A questionnaire is a systematically structured questions used by a researcher to get needed
information from respondents. Questionnaires have been termed differently, including
surveys, schedules, indexes/indicators, profiles, studies, opinions, batteries, tests, checklists,
scales, inventories, forms, inter alia. They are any written instruments that present
respondents with a series of questions or statements to which they are to react either by
writing out their answers or selecting from among existing answers.

In order to measure the satisfaction level of the employees working at LTHE, a set of 25
questions divided into 5 categories were distributed among approximately 30 employees out
of which 25 responded. The questionnaire I distributed was a closed and open ended
questionnaire.

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Objectives of the quantitative survey

A survey enables to collect information in a written form from respondents. For my research,
the survey consists of a set of 25 questions mailed to their ID’s. The primary objective is to
gather enough data to prove my Hypothesis.

Writing the questionnaire

A questionnaire can be seen as being a continuation of questions. About the writing of the
questionnaire itself, researchers always have to face the choice between the kinds of
questions they want to use. Two types of questions are possible: the open and the closed ones.
The first one consists in asking a question enabling the respondent to give their opinion. On
the other side, a closed question gives different alternatives that the respondent has to choose.

In my research, closed questions are used. Closed questions make the questionnaire easier to
answer for the respondent and have as main advantage to give to the researcher the possibility
to compare respondents one to each other. Indeed, all the people have to choose between the
same alternatives, so it is possible to get percentages between two variables. Nevertheless,
using closed questions stops people from answering spontaneously and a problem can appear
if the respondent does not find an answer that corresponds or fits its thoughts.

A. The collection of the questionnaires

After writing the questionnaires, I chose to mail them. The main advantage of mailing was
that the employees could fill it up according to their convenience and as it was sent via
Google forms I was updated on timely basis on receiving a response.

3.5 RESEARCH DESIGN

Research refers to the systematic method consisting of enunciating he problem, formulating
the hypothec, collecting the fact, or data, analysing the facts and reaching conclusions either
in the form of the solution towards the concerned issues or particular generalisation for some
theoretical formulation.

Types of researches

3.5.1 Exploratory research

Exploratory research, as the name states, intends merely to explore the research questions and
does not intend to offer final and conclusive solutions to existing problems.

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Conducted in order to determine the nature of the problem, this type of research is not
intended to provide conclusive evidence, but helps us to have a better understanding of the
problem. When conducting exploratory research, the researcher ought to be willing to change
his/her direction as a result of revelation of new data and new insights.

Exploratory research design does not aim to provide the final and conclusive answers to the
research questions, but merely explores the research topic with varying levels of depth. It has
been noted that “exploratory research is the initial research, which forms the basis of more
conclusive research. It can even help in determining the research design, sampling
methodology and data collection method”. Exploratory research “tends to tackle new
problems on which little or no previous research has been done”. Unstructured interviews is
the most popular primary data collection method with this type of research.

In other fields of study, which do not always have the luxury of definable and quantifiable
variables - you need to use different research methods. These should attempt to fit all of the
definitions of repeatability or falsifiability, although this is not always feasible.

i. Methods of data collection

Basis for Qualitative Quantitative

comparison
Meaning Qualitative research is a method Quantitative research is a research method
of inquiry that develops that is used to generate numerical data and
understanding on human and hard facts, by employing statistical, logical
social sciences, to find the way and mathematical technique.
people think
and feel.
Nature Holistic
Particularistic

Approach Subjective Objective

Research type Exploratory Conclusive
Reasoning Inductive Deductive
Sampling Purposive Random
Data Verbal Measurable
Inquiry Process-oriented Result-oriented
Elements of Words, pictures and Objects Numerical data

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 analysis
Objective To explore and discover ideas
used in the on-going processes
Methods Non-structured techniques like In-
depth interviews, group
discussions etc.
Result Develops initial understanding
To examine cause and effect relationship
between variables
Structured techniques such as surveys,
questionnaires and observations.
Recommends final course of action

In my case, I have opted for the Quantitative method, as I distributed questionnaires amongst
the employees I chose randomly. On the basis of the data collected I opt to present it in a
numerical way with the use of Graphs and Pie charts.

CHAPTER 4. DATA ANALYSIS & INTERPRETATION

Following are the responses received from my questionnaire.

1. GENDER

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 10

15

Gender Respondents
Male 15
Female 10

Observation: From the above Table and Graph we see that, the 25 respondents consisted of
15 males and 10 females, which come to 60% males and 40% females.

The BLUE part represents Males whereas the ORANGE part represents Females.

4. AGE

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 6. 24%
7. 28%

23-26
27-29
30-31

12. 48%

Age Frequency

23-26 6
27-29 12
30-31 7

Observation: From the table and graph above we see that there are 5 workers who are of the
age 27 followed by 4 workers of the age 29 and 31 and then so on. Least people are of the age
23 and 25 i.e. 1 in each age respectively.

We conclude that most of the workers working in this company are of the mid-age that is 27

3. How long have you been with this company?

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 How long have you been working with this company

100%
90%
80%
70%
60% 15 9 1
50%
40%
30%
20%
10%
0%
1yr-3yr 3.1yr-6yr 6.1yr-8yr

No. of years been working Respondents

1 year- 3 years 15
3.1 years – 6 years 9
6.1 years – 8 years 1

Observation: From the above recordings we see that maximum workers in the company
are working not more than 3 years followed by 9 workers working for more than 3 years but
less than 6 years and there is only 1 worker who has been working since a very long period of
time i.e. around 8 years.

The person working since around 8 years is a male. Most of the women i.e. 6 out of 10
women fall under the 1 year- 3 years category.

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1. Which department do you work in?

45
1
40
1
35 Legal 5

30 1
SCM CSR
25 1
2
20 3 QHSE
15 HR IT 3 Corporate Services Project Execution
10 3
5
5
0

Training and Development

Finance and Advancement

Department Frequency
HR (Human Resources ) 5
IT 3
SCM 3
(Supply Chain Management )
Legal 3
Corporate Services 2
CSR 1
(Corporate Social Responsibility)
QHSE 1
(Quality Health Safety and Environment)
Finance and Advancement 5 71 | P a g e
Project Execution 1
Training and Development 1
Observation: From the above table and graph we see that there are a total of 25 respondents
belonging to different departments.

Maximum comes from the Human Resources and Finance and Advancement Department
and the least from the CSR AND QHSE Department.

The Finance and Advancement team consists a majority of 3 females and about 2 males,
where as in the HR department as well there are 3 females followed by 2 males.

2. What is your designation?

4
4
3.5 3 3 3 3
3
2.5 2 2
2
1.5 1 1 1 1
1
0.5
0

Executives
Supervisor
Trainee
Delivery Head
Covenants Managers Software Project Lead
Engineer
Asst. Managers Project Manager
Senior Project Manager

Designation Frequency
Trainee 2
Supervisor 1
Executives 4
Covenants 1
Asst. Manager 1
Managers 3
Project manager 2

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  Senior project manager 3
Senior System/Software Engineer 3
Project Lead 1
Delivery Head 3

Observation: From the above table and graph we can see that the maximum respondents fall
under the category of Executives i.e. 4 then follows Senior Project Manager, Managers, etc.

A. Pay and promotional potential

1. Opportunities for promotion

Range Responses
1 1
2 0
3 9
4 12
5 3

12

12
9
10
Responses

6
3
4
1
2 0

0
1
Range

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Observation: From the above table and graph we see that maximum respondents rated 4 for
the opportunities they receive for promotions. Followed by 9 being neutral i.e. they rated
their promotional opportunity as 3 and the least people rated it as 2.

We conclude that out of all the respondents maximum feel that their promotional opportunity
is good in this company.

2. Benefits (Holidays, Leaves, etc)

Range Responses
1 0
2 3
3 15
4 3
5 3

15
16
14
Responses

12
10
8
6
3 3 3
4
2 0
0
1 2 3 4 5
Ranking

Observation: From the above table and graph we can see that maximum respondents i.e. 15
of them are neutral about the benefits they receive from the company. Followed by 3 each
rating as 2, 4, 5 respectively. We conclude that maximum number of respondents are neutral
about the benefits they receive, which is partly a good sign.

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3. Recognition for work accomplished

Range Responses
1 0
2 2
3 12
4 8
5 3

12
12

10
8
8
Respponses

4 3
2
2
0
0
1
Range

Observation: From the above table and graph we can see that most of them are neutral about
the recognition they receive for their work. Followed by 8 of them ranking 4 for the same.
We can see that there is not even a single person who thinks that they do not receive any
recognition for their work.

We conclude that as there is not even a single person thinking that they do not receive enough
recognition we consider it as a good sign.

B. Credibility
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1. Do you receive timely feedback from your supervisor?

5 2

4 7

14
Range

0
2

1 0

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Responses

Range Responses

1 0
2 0
3 14
4 7
5 2

Observation: From the above table and graph we can see that maximum number of
respondents feel neutral towards the feedback they receive from their supervisor, followed by
7 respondents ranking a 4 for the same and 2 responding the highest i.e. 5 for the same.

We conclude that as there are no respondents who rated 1 or 2 for the feedback category, so
the supervisors are reliable enough.

2. Is the management approachable and easy to talk with?

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 5
5

4 11
R an ge e

3 9

0 2 4 6 8 10 12
Responses

Range Responses
1 0
2 0
3 9
4 11
5 5
Observation: We all know that the key to a successful business is keeping the employees
happy and satisfied, for this one needs to listen to every minute problem that the employee is
facing at the workplace. If the management is approachable enough, the employees feel heard
and strive to work more hard.

From the above table and graph we can see that maximum respondents i.e. 11 out of 25 think
that the management is approachable enough and is easy to talk with which makes the
employee feel heard and strives them to work harder where as there are even a couple of
employees who have rated 5 for the same which proves to a great extent that the management
is quite approachable and easy to talk with.

3. Does the management provide you with larger

accountability/responsibilities?

Range Responses
1 0
2 0
3 10
4 12
5 3

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 5 3

12
4

10
Range

2 0

1 0

0 2 4 6 8 10 12
Responses

Observation: From the above table and graph we can see that out of 25, 12 respondents
feel that they are provided with larger accountability/responsibility at their workplace. As we
all know with responsibilities provided to the employees comes mutual trust between the
employee and the company/supervisor, it is best when they feel that the work they do is
important enough. We can even see that10 out of 25 are neutral about the same and 3 of them
feel great about it.

We conclude that in terms of assigning or providing larger responsibilities/accountability, this

company is at its best.

4. How satisfied are you with the grievance-handling system of your

organization?

Range Responses
1 0
2 2
3 16
4 5
5 2

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 2
5

5
4

16
Range

2 2

1 0

0 2 4 6 8 10 12 14 16
Responses

Observation: Every organization faces a time when they need to settle some things
accordingly and get along with the work in time. For that, every organization has someone
who is there to help them out, that is the grievance-handling department.

Every company has a different system to handle it. Here we can see from the above table and
graph that maximum respondents out of 25 feel neutral towards the system and none feel that
they are not heard.

We conclude that as the majority of them consider it as neutral it is a good sign.

C. Sense of belongingness

1. Relationships with your co-workers?

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 Range Responses

1 0
2 0
3 4
4 11
5 8

5 8

4 11

4
Range

2 0

1 0

0 2 4 6 8 10 12
Responses

Observation: From the above table and graph we see that 11 out of 25 have a good
maintained relationship with their co-worker followed by 8 of them rating their relationship
with their co-workers as 5.

By his we can conclude saying that the workers are understanding and friendly enough with
each other.

2. Relationship with your supervisor?

Range Responses
1 0
2 0
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 3 8
4 9
5 8

5 8

4 9

8
Range

2 0

1 0

0 1 2 3 4 5 6 7 8 9
Responses

Observation: We all know that it is really important to maintain good relations with your
supervisor. From the above table we can see that 9 out of 25 feel their relationship is
maintained with their supervisor and 8 of them feel its neutral and 8 responded as 5 which is
the highest, which means they feel their relationship with their supervisor is good enough.

We can conclude that it is neutral.

3. Opportunities to enhance knowledge

Range Responses
1 0
2 4
3 8
4 10
5 2

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 5 2

4 10
Range

3 8

2 4

1 0

0 1 2 3 4 5 6 7 8 9 10
Responses

Observation: From the above table we can see that 0 out of25 think that they get an
opportunity to enhance their knowledge, whereas 8 are neutral about the same and 2 have
rated a 5 for the same.

As we all know knowledge is something very important, the more we have the more it helps
us and makes us wiser. Gaining knowledge is the need of the hour. So from the recording we
conclude that here in this company, opportunity to enhance knowledge is neutral.

4. Feel at ease overall

Range Responses
1 0
2 2
3 12
4 7

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 5 3

4 7
Range

3 12

2 2

1 0

0 2 4 6 8 10 12
Responses

Observation: From the above table and graph we can see that 12 out of 25 respondents
feel neutral about their ease in the company and 7 respondents rated 4 for their overall ease at
their workplace.

It is necessary for one to feel good and at ease at the place they work so that they can do their
work without any trouble and second thoughts. We conclude that as maximum respondents
have replied positively for the same we can consider that people there are comfortable while
working.

5. Are your personal accomplishment looked after by the

organization?

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 5 3

4 5

14
Range

2 3

1 0

0 2 4 6 8 10 12 14
Responses

5 3
1 0
2 3
3 14
4 5
5 3
Observation: From the above table and graph we can see that 14 out of 25 respondents
feel neutral about the organization looking after by their personal accomplishment. Followed
by 5 ranking 4 for the same and 3 ranking 5 for the same.

We can conclude that it is neutral here that the employee’s personal accomplishment is
looked after by the organization

3. Does the organization offer you potential growth opportunities

with your future perspective?
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 Range Responses
1 0
2 4
3 12
4 5
5 3

5 3

4 5

12
Range

2 4

1 0

0 2 4 6 8 10 12
Responses

Observation: From the above record we can see that 12 out of 25 respondents rated 3 i.e.
neural for the potential growth opportunities for future perspectives provided by the
organization. Whereas five of the respondents rated 4 for the same, we can even see that 4 of
them rated 2 for the same.

We can conclude that in this organization there is not much growth opportunities provided to
people for their future perspective.

D. Infrastructural facilities

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1. How maintained do you think the office premises are kept in
terms of hygiene and other factors?

Range Responses
1 0
2 1
3 6
4 18
5 0

18
18
16
14
12
Responses

10
8 6
6
4
1
2 0 0
0
1 2 3 4 5
Range

Observation: From the above table and graph we can see that 18 out of 25 rated 4 for the
hygiene and other factors, whereas 6 rated 3 for the same.

We can conclude that as maximum of them rated 4 for the hygiene we can say that the office
premises are cleaner enough.

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2. How satisfied are you with the infrastructural facilities of the
organization?

Range Responses
1 0
2 1
3 14
4 10
5 0

16

14

12

10
Responses

8
14
6
10
4

2
0 1 0
0
1 2 3 4 5
Range

Observation: From the above recording we can see that 14 out of 25 respondents feel
neutral about the infrastructural facilities of the organization, whereas 10 rated 4 for the same.

We can say that the infrastructural facilities of the organization are not bad enough.

E.Work-life balance

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1. Degree of independence associated with your work roles

Range Responses
1 0
2 0
3 13
4 9
5 2

14

12

10

8
Responses

13
6

9
4

2
2
0
1 2 3 4 5
Range

Observation: From the above recordings we can see that 13 out of 25 feel neutral
about the independence they get associated with their work roles, whereas 9 rated 4
for the same and 2 rated 5 for the same.

We can conclude that it is neutral and is good enough.

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2. Are people here encouraged to balance their work life and their
personal life?

Range Responses
1 0
2 2
3 10
4 10
0 2

12

10

8
Axis Title

6
10 10
4

2
2 2
0
0
1 2 3 4 5
Axis Title

Observation: From the above recordings we can see that 10 out of 25 responded neutrally
and 10 out rated 4 for the same. Encouraging the workers to manage and balance both makes
the employee feel supportive.

We can conclude that it is good enough here that the employees are encouraged to balance
their personal as well as work life.

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3. Variety of responsibilities

Range Responses
1 0
2 2
3 11
4 9
5 3

12

10

8
Resonses

6
11
9
4

2
3
2
0
0
1 2 3 4 5
Range

Observation: From the above table and graph we can see that 11 out of 25 respondents
rated 3 i.e. neutral to the variety of responsibilities handed over to them, whereas 9 of them
ranked 4 for the same.

We can conclude that the variety of responsibilities handed over to the employees in this
company is good enough.

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 E. On a scale of 1 to 5, to what extent do you agree with the
following statement “I would take a stand for the company if
and when needed”

Range Responses
1 0
2 0
3 9
4 12
5 4

4; 16%

9; 36%

12; 48%

Observation: From the above table and graph we can see that 12 out of 25
respondents have ranked 4 out of 5 which covers about 48% of the population of
respondents, whereas 9 are neutral for their loyalty towards the company and that they
are willing to take a stand for the company.

We can conclude that as maximum of them are willing to take a stand for the
company if and when needed, the employees here are loyal enough and the company
is good enough to work at.

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 CHAPTER 5.RESULTS & DISCUSSIONS

With the help of questionnaire, I could collect a lot of primary data that have outlined
behaviour of the employees of the company.

From the data gathered, we come to a conclusion that having a balance between work
life and personal life is important. The observations show us that the employees
working in this company are encouraged enough to maintain a balance between work-
life and personal-life. Maintaining both leads to employees working happily and
working without any excess load which may lead to a lot many problems or losing out
to something important.

A. Pay and promotional

 Opportunities for promotion- The companies offers enough promotion

opportunities for the employees to motivate them to work harder and contribute to the
company which helps the company as well as the employee grow.

 Benefits (Health insurance, Life insurance)- The organization is neutral in

terms of provision of benefits, which makes the employee feel low and insecure in
case of any problems that might occur.

 Recognition for work accomplished- Provision of recognition to the

employees boosts their motivation and also enhances their capability. The
organization is good enough for providing recognition which means that the
employees are happy with the policies.

B. Credibility

 Do you receive timely feedback from your supervisor? - Feedback

policies differ from organization to organization. Here the feedback policy is neutral
enough for the employees to feel happy about them being motivated to work better.
They get a sense of feeling that their improvement is needed for them to grow.

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 Is the management approachable and easy to talk with? - Problems
faced by the employees should be considered as soon as possible as they are the one’s
who are contributing to the organization to a great extent. Here the management is
approachable enough to make the employees feel at ease and be heard.

 Does the management provide you with larger

accountability/responsibilities? – Motivation comes hand in hand with
delegation of responsibilities. Here the company is doing great in these terms, the
employees feel that the company trusts them enough to delegate them responsibilities.

 How satisfied are you with the grievance-handling system of your

organization? - Grievance-handling is a way of letting employees know that their
problems are taken into consideration. Here the company has a grievance-handling
system which is good enough for the employees. It can be improved by introducing a
grievance-handling cell.

C. Sense of belongingness

 Relationships with your co-workers -Maintaining good relations is the key to

success. Maintaining good relations helps you in a lot many aspects. The employees
in this company have a good rapport with each other which gives them a sense of
belongingness.

 Relationship with your supervisor? - Supervisor helps you grow and

improve, here the employees have a neutral rapport with the supervisor which needs
to be improved by ways of communication skills and feedback.

 Opportunities to enhance knowledge- Increase in knowledge leads to

improvement of oneself. The company provides very good opportunities to the
employees to enhance their knowledge which makes the employees feel that they are
growing in aspects such as knowledge.

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 Feel at ease overall- A feeling of ease in terms of all the aspects is a must for the
employees. Here the employees are neutral enough about their comfort level in the
organization.

 Are your personal accomplishment looked after by the organization?

- If the employees grow the company grows, this is one aspect which needs to be
considered. Here the employees feel that their personal accomplishment should be
looked after a bit more so that they are motivated to work whole-heartedly.\

 Does the organization offer you potential growth opportunities with

your future perspective? - Providing opportunities which leads to better future
perspective encourages employees to work harder. The company is neutral towards
the provision of opportunities to the employees in terms of future perspective.

D. Infrastructural facilities

 How maintained do you think the office premises are kept in terms of
hygiene and other factors? – Hygiene factors are the most important aspects to
be considered. Here the hygiene factors are very good enough to make the employees
feel good to work at.

 How satisfied are you with the infrastructural facilities of the

organization? - Infrastructure comes in the top 3 aspects we take into
consideration to consider it as a good place to work. Here the company is good
enough in terms of infrastructural facilities provision.

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 E. Work-life balance

 Degree of independence associated with your work roles - The company

is neutral enough towards providing independence to the employees so that they feel
that their company is not rigid.

 Are people here encouraged to balance their work life and their
personal life? - Maintaining balance is a must. Here the company is good enough
and working towards encouraging employee to maintain a balance between the two.

 Variety of responsibilities- Monotonous work leads to employees feeling low,

providing them with varying responsibilities will enhance their capability. Here the
company should work enough on provision of various responsibilities by giving them
multiple tasks related to different aspects.

F. On a scale of 1 to 5, to what extent do you agree with

the following statement “I would take a stand for the
company if and when needed”

Taking a stand for the company shows how much one is loyal towards the company.
The employees will take a stand if and only if they are satisfied with the organization.
Here 12 out of 25 people are ready to take a stand for the company if and when
needed.

Based on the findings, the hypothesis H1: “Work-life balance increases employee
satisfaction”.From the data gathered, we conclude that, employees being able to have
a feeling of sense of belongingness is really important. The observations show us that
the employees working in this company feel as an asset of the company as they feel at
ease and feel a sense of belongingness. Treating employees with respect makes them
happy which leads to them, giving their best shot to the company.

Based on the findings, the hypothesis H2: “Sense of belongingness leads to higher
productivity by employees”.

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CHAPTER 6. RECOMMENDATIONS & SUGGESTIONS

1) I personally recommend that there should be some employee engagement

activities to create a friendly atmosphere, so that the employees get to know each
other well and co-ordinate and work. By often arranging some employee driven
activities. The organization can arrange for short trips or arrange for indoor
activities like games to improve.

2) Employees should stay United rather than divided, because group ism prevails and
it leads to politics so to avoid any trouble, one should stay united. Organizations
can increase employee engagement activities which will bring unity, it can even
assign different work roles and form up teams on a random basis.

3) The employees should be open enough to keep their problems in front of their
supervisors/HR managers, because it is the managers’ call to help you out solve a
problem that you have been facing since a long time. They can do this by
introducing a grievance-handling cell in the organization.

4) The sourcing technique needs to be improvised, as new techniques have taken

over the market and increasing competition may lead to the company lagging
behind. There are various outsourcing techniques which have come up. They can
either do a brainstorming session or keep an eye on the market to educate on self
about the prevailing techniques.

5) Recruitment process needs to be carried out in a more professional way, because

the people who are going to get interviewed needs to feel as if he/she is
somewhere where one can always look up to for working. They can do this by
either hiring people to entertain them in a professional way and make them feel
comfortable.

6) Performance evaluation must be done and employees who are not able to achieve
desired targets must be given proper training, training leads to employees gaining
knowledge about the aspects the think they lack in. Various training techniques

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 have come up in the market, one can make use of them and train them in a way
that motivates them to work harder and grow better.

7) There should be proper arrangements for interviewees to show a sense of

professionalism.

8) The feedback policy should be improvised, as the employees need to feel that their
needs are taken into proper consideration which would lead to retention of
employees increasing in the company. They can do this by introducing a day or a
week for the feedback to take place on a timely basis.

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 CHAPTER 7. CONCLUSION

One of the biggest impacts on a company's productivity is the satisfaction of the Employees
.If the high performing employees leave the company it is even more difficult to attract new
talent if your company is not satisfying the employees. This survey provides valuable input
which are directly given by Employees, it provides an understanding that how the employees
perceive the organization. It is a guide to help those who conduct an employee opinion
survey. Job provides an opportunity for the employees to exercise their skills at work place.
From analysis it was observed that was there is a scope for the improvement of working
conditions. Inspiration and commitment of employees to their work is regarded with high
esteem in organization. The level of commitment and inspiration of employees in
organization are functions of both job satisfaction and motivation. It is therefore quite crucial
that organizations put in place appropriate strategize to enhance job satisfaction. Many
theorists have come up to highlight the needs of employees which leads to a employee being
satisfied. The organization that looks up to the needs of the employees and brings them into
action makes the employees feel satisfied. The factors including good working condition or
environment, rewarding them on a timely basis are a major part of job satisfaction. With
many several days spent in this company, I could learn how an IT firm works. My job being
as an HR of the company, right from learning how they hire their employees to how to train
them and handle them it was overall a great experience. All the statutory and non-statutory
measures are provided to employees as per the standard measures, which improves
employee’s satisfaction and increase productivity. Any organization success and growth
depends on employees. The company may have rich resources of capital, material,
infrastructure, machines and technology but if the quality of manpower is not good, the
organization cannot succeed. Employee welfare plays a vital role in every organization. The
present study is an attempt to determine employee’s satisfaction in LTHE. It is indeed
necessary for any organization to understand the need of their employees and fulfil them
before they leave the organization. If nothing is done by the organization then there are
chances to loose talented employees from any organisation to its competitors. Hence it is
necessary for any organization to ensure employees satisfaction.

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From the study it was identified that the most of the employees are satisfied with their job.
Majority of them are neutral about their Work-life balance and as well as the feeling of sense
of belongingness. Most of them are satisfied with the working conditions of the company and
are at an extent satisfied with the benefits they receive as well as their promotional benefits,
etc. They are also satisfied with the employer-employee relationship and communication
channel in the organization. The company at an extent needs to work on the feedback and
recognition provided to the employees, as the employees need to feel motivated to work by
providing them recognition in some or the other way. It needs to look after the personal
accomplishment of the employees as well. By concluding this study I have acquired an in-
depth knowledge regarding the various aspects considered and covered in my questionnaire.

But overall as I see, the employees are to a great extent satisfied to work in this company

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 BIBLIOGRAPHY

 http://eprints.utar.edu.my/615/1/BA-2011-0908018.pdf
 http://keydifferences.com/difference-between-qualitative-and-quantitative-
research.html
 http://onganya.blogspot.in/2010/03/questionnaire-as-data-collection.html
 http://psc.dss.ucdavis.edu/sommerb/sommerdemo/sampling/summary.htm
 http://www.greatplacetowork.in/storage/documents/Brochures/trustindex.pdf
 http://wwwbiz.meijo-u.ac.jp/SEBM/ronso/no9_1/08_PUSHPAKUMARI.pdf
 https://explorable.com/different-research-methods
 https://tampub.uta.fi/bitstream/handle/10024/99604/gradu07324.pdf?sequence=1
 https://www.mnsu.edu/gptw/qa.html\
 https://www.qtechsoftware.com/press
 https://www.scribd.com/doc/37862754/Project-Report-Job-Satisfaction?
irgwc=1&content=27795&campaign=VigLink&ad_group=2397785&keyword=ft500
noi&source=impactradius&medium=affiliate
 https://www.slideshare.net/ajeeshmk52/project-report-44375280

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 ANNEXURE

Questionnaire

5 4 3 2 1

Hello everyone. My name is ANKITA SAHU. I work as an HR intern in this company. It

would be of great help if you could spare a few minutes to fill up this survey. It is purely for
academic purpose.
Please fill up the following:
Gender
Age
How long have you been working with
this company?
Which department do you work in?
What is your designation?

Following are the criteria for my questionnaire (5 being the highest)

Sr. No. A. Pay and promotional potential Ranking out of 5

1 Opportunities for promotion
2 Benefits (Insurance)
3 Recognition for work accomplished

Sr. No. B. Credibility Ranking out of 5

1 Do you receive timely feedback from your
supervisor?
2 Is the management approachable and easy to talk
with?
3 Does the management provide you with larger
accountability/responsibilities?

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4 How satisfied are you with the Grievance-
handling system of your organization?

Sr. No. C. Sense of Belongingness Ranking out of 5

1 Relationships with your co-workers
2 Relationship with your supervisor
3 Opportunities to enhance knowledge

4 Feel at ease overall

5 Are your personal accomplishment looked after
by the organization?
6 Does the organization offer you potential growth
opportunities with your future perspective?

Sr. No. D. Infrastructural facilities Ranking out of 5

1 How maintained do you think the office premises
are kept in terms of hygiene and other factors?
2 How satisfied are you with the infrastructural
facilities of the organization?

Sr. No. E. Work-Life balance Ranking out of 5

1 Degree of independence associated with your
work roles
2 Are people here encouraged to balance their work
life and their personal life
3 Variety of responsibilities

F. On a scale of 1 to 5, to what extent do you agree with the following statement ‘’I
would take a stand for the company if and when needed’’
THANK YOU

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