SUMMER TRAINING PROJECT REPORT

ON

JOB SATISFACATION

Submitted in Partial fulfilment of the requirement of degree in Bachelor of

Business Administration.

(Session: 2022-2023)

SUBMITTED TO: SUBMITTED

BY:

ASSISTANT PROFESSOR PRIYA RAJPUT

DR. SMRITI SHARMA BBA(CAM)Vth SEM

BBA DEPT

DAV CENTENARY COLLEGE, NH – 3 NIT FARIDABAD

 Phone: 0129-5415044
Fax : 0129-5426578

D.A.V CENTENARY COLLEGE

(Affiliated toM.D.University Rohtak, Haryana)
NH-3, N.I.T. FARIDABAD 121001(HARYANA)
Ref. No………………….. Date………………………….

CERTIFICATE

This is to certify that Summer Training Report, titled “_____________________

________________________________________________________________”

Embodies the original work done by Mr./Ms._____________________ under College Roll

No. ______________ and University Roll No. ______________ and University

Registration No _________________ in partial fulfilment of the course requirement of

BBA (CAM)– 5th Semester in session 2022-2023.

(Dr. Smriti Sharma)

Project Guide (HR)

Assistant Professor - Business Admn. Dept.
 PREFACE

I had impression in my mind that the summer which we are going to undertake, would only

be a mire perquisite to entire into a corporate world. But when it came to end, only then I

understood that, what it is like be professional person. How important this training is for

all students who are doing their graduate degree in Business Administration.

I learned a lot from this experience, many aspects were totally new to me and it look great

deal of efforts to understand them but now I am finished with this training, I can say that

the two months which I spent at L&T CONSTRUCTIONS, gave me knowledge and

Professional attitude for whole life. Senior and colleague, I worked with, all were very

generous and helpful. They never let me left that I was not an employee there, more over

they inspired me lot in many predicaments.

I hope this report will provide an experiment outlook to the dynamic functioning in the HR

PRIYA RAJPUT
 ACKNOWLEDGEMENT

I feel pleasure in expressing my profound sense of gratitude and indebt ness to L&T
CONSTRUCTIONS Organisation who has given me the authority to get training under them.

Working for this report was a great fun, excitement, challenges and new exposure in the field of
Human Resource.

I also thank all the worker of faculty member of manager department of “L&T
CONSTRUCTIONS” who really showed cooperation and support.

I owe my whole hearted thanks and appreciation to the entire staff of the company for their
cooperation and assistance during the course of my project.

I hope that I can build upon the experience and knowledge that I have gained and make a valuable
contribution towards this industry in coming future.

PRIYA RAJPUT
 INDEX
S. NO. CONTENT PAGE NO.

CHAPTER 1 INTRODUCTION TO THE TOPIC

CHAPTER 2 COMPANY PROFILE

CHAPTER 3 REVIEW OF LITERATURE

CHAPTER 4 RESEARCH METHODOLOGY

A. OBJECTIVES OF STUDY
B. SCOPE OF STUDY
C. RESEARCH DESIGN AND
SAMPLING
D. LIMITATIONS OF STUDY

CHAPTER 5 DATA ANALYSIS AND

INTERPRETATION

CHAPTER 6 CONCLUSION AND SUGGESTION

CHAPTER 7 ANNEXURE
A. BIBLIOGRAPHY
B. REFERENCE
 Chapter – 1
INTRODUCTION TO THE
TOPIC
 INTRODUCTION

Job Satisfaction

Describes how content an individual is with his or her job. The happier people are within their job, the more
satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job
design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and
job enrichment. Other influences on satisfaction include the management style and culture, employee
involvement, empowerment, and autonomous work groups. Job satisfaction is a very important attribute
which is frequently measured by organizations. The most common way of measurement is the use of rating
scales where employees report their reactions to their jobs. Questions relate to rate of pay, work
responsibilities, arietta of tasks, promotional opportunities the work itself and co-workers. Some questioners
ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where1 represents “not at all
satisfied” and 5 extremely satisfied”)

Definitions

Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job [1]

); an affective reaction to one’s job [2]; and an attitude towards one’s job [3]; Weiss (2002) has argued that job

satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive
[4]
evaluation which are affect (emotion), beliefs and behaviours ; This definition suggests that we form

attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviours, job

satisfactions, a worker’s sense of achievement and success, is generally perceived to be directly linked to

productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well,

and being suitably rewarded for one’s efforts. Job satisfaction further implies enthusiasm and happiness with

one’s work. The Harvard professional Group (1998) sees job satisfaction as the keying radiant that leads to

recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfilment.
 History

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-

1933), primarily credited to Elton Mayo of the Harvard business School, sought to find the effects of various

conditions (most notably illumination) on workers’ productivity. These studies ultimately showed that novel

changes in work conditions temporality increase productivity (called the Hawthorne effect). It was later found

that this increase resulted, not from the new conditions, but from the knowledge of being observed. This

finding provided strong evidence that people work for purposes other than pay, which paved the way for

researchers to investigate other factor in job satisfaction.

Scientific management (Aka Taylorism) also had significant impact on the study of job satisfaction. Frederick

Winslow Taylor’s 1911 book, principles of scientific Management, argued that there was a single best way

to perform any given work task. This book contributed to a change in industrial production philosophies,

causing a shift from skilled labour and piecework towards the more modern approach of assembly lines and

hourly wages. The initial use of scientific management by industries greatly increased productivity because

workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus

leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the

work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for job

satisfaction theory, this theory explains that people seek to satisfy five specific needs in life physiological

needs, safely need, social needs, self-esteem needs, and self-actualization. This model served as a good basis

from which early researchers could develop job satisfaction theories.

 Diagram 1.1
Priority of Human Needs
 MODELS OF JOB SATISFACTION

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/are not met. When a person values a particular facet of a job, his satisfaction is more

greatly impacted both positively (when expectations are met) and negatively (when Expectations are not

met), compared to one who does not value that faced. To illustrate, if Employee A would be more satisfied

in a position that offers a high degree of autonomy, then Employee A would be more satisfied in a position

that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to

Employee B. This theory also states that too much of a particular facet will produce stronger feelings of

dissatisfaction the more a worker values that facet.

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. This approach became a notable explanation of job satisfaction

considering evidence that job satisfaction tends to be stable over time and across careers and jobs. Research

also indicates that identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations

Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that

determine one’s disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and

neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general

self-efficacy (the belief in one’s own competence) lead to higher work satisfaction. Having an internal locus

of control (believing one has control over her/his own life, as opposed to outside forces having control) leads

to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.
Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s two factor theory (also known as Motivator Hygiene Theory) attempts to explain
[5]
satisfaction and motivation in the workplace This theory states that satisfaction and dissatisfaction are

driven by different factor-motivation and hygiene factors, respectively. Motivating factors are those aspects

of the job that make people want to perform, and provide people with satisfaction, for example achievement

in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the
[5]
job, or the work carried out. Hygiene factors include aspects of the working environment such as pay,

company policies, supervisory practices, and other working conditions. [5].

Job Characteristics Model

Hackman Oldham proposed the job Characteristics Model, which is widely used as a framework to study

how particular job characteristics impact on job outcomes, including job satisfaction. The model sates that

there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback)

which impact there critical; psychological states (experienced meaningfulness, experienced responsibility

for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction,

absenteeism, work motivation, etc.) [6] The five core job characteristics can be combined to form a motivating

potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee’s

attitudes and behaviours--- A meta-analysis of studies that assess the framework of the model provides some

support for the validity of the JCM [7].

 Chapter – 2
Company profile
 LARSEN & TOUBRO Limited

LARSEN & TOUBRO Limited, also known as L&T, is an Indian multinational conglomerate headquartered
in Mumbai, Maharashtra, India. It was founded by Danish engineers taking refuge in India, as well as an Indian
financing partner. The company has business interests in engineering, construction, manufacturing goods,
information technology, and financial services, and also has an office in the Middle East and other parts of Asia.

L&T is India's largest engineering and construction company. Considered to be the "bellwether of India's
engineering & construction sector", L&T was recognized as the Company of the Year in Economic Times 2010
awards.

History

Henning Holck-Larsen Soren Kristian Toubro

(4.7.1907 - 27.7.2003) (27.02.1906 - 4.3.1982)

Pre-Independence

A company was founded in Bombay (Mumbai) in 1938 (British India) by two Danish engineers, Henning
Holck-Larsen and Soren Kristian Toubro. The company began as a representative of Danish manufacturers
of dairy equipment. However, with the start of the Second World War in 1939 and the resulting restriction
on imports, the partners started a small workshop to undertake jobs and provide service facilities.

Germany's invasion of Denmark in 1940 stopped supplies of Danish products. The war-time need to repair
and refit ships offered L&T an opportunity, and led to the formation of a new company, Hilda Ltd., to handle
these operations. L&T also started to repair and fabricate ships signalling the expansion of the company.

The sudden internment of German engineers in British India (due to suspicions caused by the War), who were
to put up a soda ash plant for the Tatas, gave L&T a chance to enter the field of installation.

In 1944, ECC was incorporated by the partners; the company at this time was focused on construction projects
(Presently, ECC is the construction division of L&T). L&T decided to build a portfolio of foreign
collaborations. By 1945, the company represented British manufacturers of equipment used to manufacture
products such as hydrogenated oils, biscuits, soaps and glass.

In 1945, the company signed an agreement with Caterpillar Tractor Company, USA, for marketing earth
moving equipment. At the end of the war, large numbers of war-surplus Caterpillar equipment were available
at attractive prices, but the finances required were beyond the capacity of the partners. This prompted them
to raise additional equity capital, and on 7 February 1946, LARSEN & TOUBRO Private Limited was
incorporated.

Post-Independence
Offices were set up in Kolkata (Calcutta), Chennai (Madras) and New Delhi. In 1948, fifty-five acres of
undeveloped marsh and jungle was acquired in Powai, Mumbai. That uninhabitable swamp subsequently
became the site of its main manufacturing hub.

In December 1950, L&T became a public company with a paid-up capital of Rs. 20 lakhs (2 million rupees)
(2,000,000). The sales turnover in that year was Rs. 1.09 crore (10.9 million rupees). In 1956, a major part
of the company's Mumbai office moved to ICI House in Ballard Estate, Mumbai; which would later be
purchased by the company and renamed as L&T House, its present corporate office.

The sixties witnessed the formation of many new ventures: UTMAL (set up in 1960), Audco India Limited
(1961), Eutectic Welding Alloys (1962) and TENGL (1963).

Operating Divisions

L&T has delivered Engineering, Procurement and Construction (EPC) services for many projects in the
upstream hydrocarbon sector over the last two decades, in India, Middle East, Africa, South-East
Asia and Australia.

L&T has formed a joint venture with Sapura Crest Petroleum Berhad, Malaysia for providing services to
offshore construction industry worldwide. The joint venture will own and operate the LTS 3000, a Heavy
Lift cum Pipelay Vessel.

L&T Power has set up an organization focused on coal-based, gas-based and nuclear power projects. L&T
has formed two joint ventures with Mitsubishi Heavy Industries, Japan to manufacture super critical boilers
and steam turbine generators.

L&T is among the top five fabrication companies in the world. L&T has a shipyard capable of constructing
vessels of up to 150 meters long and displacement of 20,000 tons[14]at its heavy engineering complex at
Hazira. The shipyard is geared up to take up construction of niche vessels such as specialized Heavy lift
Cargo Vessels, CNG carriers, Chemical tankers, defense & para military vessels, submarines and other role
specific vessels.

The design wing of L&T ECC is called EDRC (Engineering Design and Research Centre). EDRC provides
consultancy, design and total engineering solutions to customers. It carries out basic and detailed design for
both residential and commercial projects.
L&T Solar
L&T Construction a subsidiary of the LARSEN & TOUBRO conglomerate also undertakes solar projects.
In April ’12, L&T commissioned India's largest solar photo voltaic-based power plant (40 MWp) owned
by Reliance Power at Jaisalmer, Rajasthan from concept to commissioning in 129 days. In 2011, L&T
entered into a partnership with Sharp for EPC (engineering, procurement and construction) in megawatt
solar project and plan to construct about 100 MW in the next 12 months in most of the metros. L&T Infra
Finance, promoted by the parent L&T Ltd, is also active in the funding of solar projects in India.

Electrical and Automation

L&T is an international manufacturer of a wide range of electrical and electronic products and systems. L&T
also manufactures custom-engineered switchboards for industrial sectors like power, refineries,
petrochemicals and cement. In the electronic segment, L&T offers a range of meters and provides control
and automation systems for industries. Medical Equipment.

Information Technology
L&T Infotech focuses on information technology and software services. LARSEN & TOUBRO Infotech
Limited, a 100 per cent subsidiary of the L&T, offers software and services with a focus on
Manufacturing, BFSI and Communications and Embedded Systems. It also provides services in the
embedded intelligence and engineering space.

Machinery and Industrial Products

L&T manufactures, markets and provides service support for construction and mining machinery, surface
miners, hydraulic excavators, aggregate crushers, loader backhoes and vibratory compactors; supplies a wide
range of rubber processing machineries and manufactures and markets industrial valves and allied products
and a range of application-engineered welding alloys.

EWAC Alloys Limited

EWAC Alloys Limited is a wholly owned subsidiary of LARSEN & TOUBRO, India. The Company is
engaged in design & development, manufacture and supply of special welding electrodes, gas brazing rods
and fluxes, welding torches and accessories, atomised metal powder alloys, flux cored continuous wires &
wire feeders, polymer compounds & wear resistant plates.

Prof. Wasserman, Founder of Eutectic Castolin, and Mr. Henning Hock Larsen, Founder of LARSEN &
TOUBRO, laid the foundation of Eutectic Division in India in the year 1962. Recently Eutectic Castolin
merged into Messer Group of Companies, Germany and referred as Messer Eutectic Castolin (MEC).
Major Subsidiaries and Joint Ventures
L&T has over 130 subsidiaries and 15 associate companies.

L&T Kobelco Machinery Private Limited

This is a joint venture of L&T and Kobe Steel of Japan, to manufacture internal mixers and twin screw roller-
head extruders for the tyre industry.The Company has set up a factory at Karai Village, Kanchipuram to
manufacture Internal Mixers and Twin Screw Roller head Extruders for the tyre industry and commenced its
commercial operations in December 1, 2012.

L&T – Komatsu Limited

Having its registered office at Mumbai, India and focusing on construction equipment and mining equipment,
L&T-Komatsu Limited is a joint venture of Larsen and Toubro, and Komatsu Asia Pacific Pte Limited,
Singapore, a wholly owned subsidiary of Komatsu Limited, Japan. Komatsu is the world’s second largest
manufacturer of hydraulic excavators and has manufacturing and marketing facilities.

The plant was started in the year 1975 by L&T to manufacture Hydraulic Excavators for the first time in
India. In 1998, it became a joint venture. L&T–Komatsu Limited’s manufacturing facility—The Bangalore
Works—comprises Machinery Works and Hydraulics Works. Machinery Works has a manufacturing facility
for design, manufacture and servicing of earthmoving equipment. Hydraulics Works, with a precision
machine shop, manufactures the complete range of high pressure hydraulic components and systems, and
design, development, manufacturing and servicing of hydraulic pumps, motors, cylinders, turning joints, hose
assemblies, valve blocks, hydraulic systems and power drives as well as allied gear boxes. In April 2013,
L&T bought the 50% stake held by Komatsu Asia & Pacific. The company's name was changed to L&T
Construction Equipment Limited.

L&T Finance

LARSEN & TOUBRO financial services Financial Services is a subsidiary which was incorporated as a Non
- Banking Finance company in November 1994.

The subsidiary has financial products and services for corporate, construction equipments etc. This is a new
division after the company declared its restructuring.

A partnership between L&T Finance and Sonalika Group farm equipment maker International Tractors Ltd,
was announced in April 2014. The partnership would provide credit and financing benefits to customers of
Sonalika Group throughout India.

L & T Mutual Fund is the mutual fund company of the L&T group. This company provides mutual
fund schemes for investors in India. The average Assets Under Management (AUM) of L&T Mutual Fund
for the quarter Jul-13 to Sep-13 was INR 15.8 billion.
LARSEN & TOUBRO Infrastructure Finance

Larsen and Toubro Infrastructure Finance Company Limited was set up as a 100% subsidiary of L&T. It
commenced its business in January 2007 upon obtaining Non-Banking Financial Company (NBFC) license
from the Reserve Bank of India (RBI).

As of 31 March 2008, L&T Infrastructure Finance has approved financing of more than a billion USD to
select projects in the infrastructure sector.

L&T Infrastructure Finance has received the status of "Infrastructure Finance Company" from the Reserve
Bank of India within the overall classification of "Non-Banking Financial Company".

L&T (Technology Services Ltd.)

L&T Technology Services (previously known as Integrated Engineering Services or L&T IES), a business
unit of L&T, offers a combination of mechanical, electrical and electronic design (mechatronics/embedded
systems), civil and architectural services. L&T TS has its design and delivery locations in Vadodara, Chennai,
Bangalore, Mysore and Mumbai in India.

L&T TS services also encompass architectural, civil, structural design and building utility systems design.
Practices include both product and plant engineering services in the automotive, trucks and off-highway
vehicles, industrial .

Mysore based campus of Electronic design unit of TS works predominantly for Embedded systems with a
variety of range of operations from Avionics, Automotive, Industrial automation and metering, Medical and
more.

L&T Valves

L&T’s Valves Business Group markets valves manufactured by L&T's Valve Manufacturing Unit and L&T's
joint ventures, Audco India Limited, India and LARSEN & TOUBRO Valves Manufacturing Unit,
Coimbatore as well as allied products from major international manufacturers.

The company's valve manufacturing Unit in Coimbatore manufactures industrial valves specifically for the
Power Industry. It also sells value-added flow control solutions to oil and gas, refining, petrochemical,
chemical and power industries, industrial valves and customized products for major Refinery, LNG, GTL,
Petrochemical and Power projects.

L&T Valves Business Group has offices in the USA, South Africa, Dubai, Abu Dhabi, India and China, and
alliances with valve distributors and agents in these countries.
L&T MHPS Boiler

LMB is the joint venture between L&T and Mitsubishi Hitachi Power Systems. The group specializes in
Engineering, Manufacturing, Erecting & Commissioning of Super Critical Boilers used in Mega and Ultra
Mega power plants. It is mainly headquartered in Faridabad with manufacturing facility in Hazira and an
Engineering Centre in Chennai & Faridabad. Currently the group is engaged in projects for JVPL,
MAHAGENCO, NABHA Power & RRVUNL.

L&T MHPS Turbine Generators Pvt.Ltd

In 2007, LARSEN & TOUBRO Limited (“L&T”) and Mitsubishi Heavy Industries Limited (“MHI”),
headquartered in Tokyo, Japan inked a Joint Venture Agreement for setting up a manufacturing facility to
supply super-critical Steam Turbine & Generator facility in Hazira, Surat, India, . This follows a Technology
Licensing and Technical Assistance Agreement for manufacture of super-critical Turbine & Generator,
signed between L&T, MHI, and Mitsubishi Electric Corporation (MELCO), headquartered in Tokyo,
Japan.In February 2014, MHI and Hitachi Ltd integrated the business centered on thermal power generation
systems (gas turbines, steam turbines, coal gasification generating equipment, boilers, thermal power control
systems, generators, fuel cells, environmental equipment and so on) and started a new company as Mitsubishi
Hitachi Power Systems Ltd. (“MHPS”), headquartered in Yokohama, Japan .

L&T Howden Pvt.Ltd

L&T Howden Pvt. Ltd. is a joint venture between L&T and Howden to cater Axial Fans and Air Preheaters
of range 120-1200 MW to thermal power plants. L&T Howden is an ISO -9001 and 5001 certified
organisation, Plant is located in Surat Hazira and marketing office in Faridabad.

L&T Special Steels and Heavy Forgings Pvt. Ltd.

LTSSHF is a joint venture between L&T and NPCIL. Headquartered at Hazia, LTSSHF is recognized as
India's largest integrated steel plant and heavy forging unit. With state-of-the art facilities, LTSSHF is
capable of producing forgings weighing 120MT each. LTSSHF currently is engaged in projects from
Nuclear, Hydrocarbon, Power and Oil & Gas sectors.
Corporate Re-Structuring

In January 2011, its Chairman A.M. Naik announced that the company will be restructured into nine virtual
companies. Each will be called an independent company, and will have a CEO, CFO and HR head, its own
profit and loss account, and a board of directors with at least three independent directors. Each board will
not have any legal or statutory standing, but will merely advise management.

The nine virtual companies will operate in different segments, The nine sectors for which companies are
formed are:

1. Building and Factories

2. Transportation & Infrastructure
3. Metallurgical & Material Handling
4. Power Transmission and Distribution
5. Hydrocarbon and Chemicals
6. Geo-Structure
7. Power
8. Infotech
9. Finance
10. Heavy Engineering
11. Engineering Services

Recently Hydrocarbon and chemicals has become a real company with its independent standings and stocks.

Listing and Shareholding

The equity shares of the company are listed on the Bombay Stock Exchange (BSE) and the National Stock
Exchange of India (NSE). The company’s shares constitute a part ofBSE 30 Index of the BSE Limited as
well as NIFTY Index of the NSE.

Its Global depository receipts (GDR) are listed on the Luxembourg Stock Exchange and London Stock
Exchange.

Shareholding: As on 31 March 2013, Financial Institutions held around 30.5% equity shares in L&T. Over
850,000 individual shareholders hold approx. 24% of its shares.Foreign Institutional Investors held approx.
16.6% shares. Others held approx. 29% of the shares. Life Insurance Corporation of India is the largest
shareholder in the company with 16.45% shareholding.
 Shareholders (as on 31 March 2013) Shareholding

Financial Institutions 30.54%

General Public 24.05%

Foreign Institutional Investors (FII) 16.58%

L&T Employees Welfare Foundation 12.09%

Bodies Corporate 07.17%

Mutual Funds 05.56%

GDRs 03.58%

Directors & Relatives 00.43%

Total 100.0%

Employee

As on 31 March 2013, the company (excluding its subsidiaries) had 54062 permanent employees, out of
which 2,635 were women (4.87%) and 74 were employees with disabilities (0.14%). During the FY 2012-
13, the company incurred INR 44.36 billion for employee benefit, including salaries.
The Harvard Business Review in its January–February 2013 edition named L&T's Executive
Chairman, A.M. Naik, as the 32nd Best Performing CEO in the world.

Awards and Recognition

 In 1997, the Bangalore Works division was awarded the "Best of all" Rajiv Gandhi National Quality
Award
 In 2014 LARSEN & TOUBRO ranked 500 on Forbes list of 2000 world’s largest and most powerful
public companies based on revenues, profits, assets and market value.54 Indian companies made it to
the prestigious list, and L&T is the highest ranked company in the engineering and construction section
and 10th among all Indian public and private sectors.
 According to the Brand Trust Report 2012 published by Trust Research Advisory, a brand analytics
company, L&T was positioned 47th among India's most trusted brands. Subsequently, in Brand Trust
 Report 2013, L&T was ranked 127th among the most trusted brands in India while according to
the Brand Trust Report 2014, L&T was elevated to the 38th position among India's most trusted brands.
 In 2013, L&T Power received 'Golden Peacock National Quality Award – 2012' at the 23rd World
Congress on 'Leadership & Quality of Governance'.
 In 2012, Forbes ranked L&T as 9th most innovative company in the world. L&T was also featured in
the Forbes Asia's annual 'Fabulous 50' list in 2010, for the fifth time in a row.
 In 2012, L&T was ranked 4th by Newsweek in the global list of green companies in the industrial sector.

L&T - MHPS Boilers Private Limited

L&T-MHPS Boilers Private Limited (formerly known as L&T-MHI Boilers Private Limited) is a 51:49 Joint
Venture Company formed on 16th April, 2007 in India between LARSEN & TOUBRO Limited (L&T),
India and Mitsubishi Hitachi Power Systems(MHPS), Japan for engaging in the business of design,
engineering, manufacturing, selling, maintenance and servicing of Supercritical Boilers and Pulverisers in
India.

Leadership
Our people are our biggest asset. Their innovative spirit, quest for perfection and passion to outperform is
the cause for our sustained success.

Principals
LARSEN & TOUBRO Limited (L&T) is a technology, engineering, construction and manufacturing
company. It is one of the largest and most respected companies in India's private sector.
 About
L&T- MHPS Boilers (formerly known as L&T-MHI Boilers Private Limited) has established state of art
manufacturing facility for Pressure Parts and Pulverisers for super critical boilers at Hazira in Gujarat. The
current installed capacity is 4000 MW per year. The facility has systems, processes, machinery,
manufacturing capabilities which are the best in its class. Today we can boast of creating such a facility in
India which is unique and augurs well for the Indian Power Equipment requirement.

In Pulveriser manufacturing facility, the plant layout is designed for optimum movement of material. Also
many of the production accessories are designed and facilitated to achieve the ergonomic workstation design
to reduce the fatigue of the people working in the area.

There has been lot of thrust and emphasis on system driven approach since inception and MHPS has put lot
of emphasis on training and development of workforce skill development.

This has lead to development of a strong technical team with proficiency in super critical boiler fabrication.
Along with MHPS, we have run various training and skill development programs. More than 400 people
have been trained in their areas of activities with the active participation of MHPS experts, this covered detail
Manufacturing Procedure for Header, Pipe, Panel and Coils.

For the on job Shop Floor experience a MHPS Technical Advisory Team has been placed at L&T- MHPS
Boilers Hazira Manufacturing Complex to assist the Engineers and Supervisors in fabrication activities. With
their in depth knowledge and proficiency in manufacturing of Super critical boilers, we have been able to
develop our workforce too.

After starting the full load production a Quality Patrol Team has been formed including the MHPS and L&T-
MHPS Boilers persons. This team takes in frequent visits in fabrication shops and suggests various measures
for improvement. These suggestions are related to safety, improving productivity and quality of products.
 CHAPTER – 3
REVIEW OF LITERATURE
 LITERATURE REVIEW ON JOB SATISFACTION

Abstract

Job satisfaction denotes to the workers’ perception of their workplace settings, relationships amid fellows,
salary as well as endorsement opportunities. In healthcare services environment with tension and division of
labour, the basic challenge is to perform well in these kinds of settings. Teachers, bank employees, corporate
managers, salespeople and all the occupation workers are not highly pleased with their occupation. This
literature review shows that a large number of factors influence employee performance such as satisfaction
from the profession, work environment, compensation policies and demographic variables, educational
qualification and many more factors influencing. This research paper examines the rising literature relating
to workplace satisfaction amid different working organizations and concludes that further investigation is
required to be aware of the relative significance of the many recognized factors to workplace satisfaction in
different working organizations. Findings revealed on the basis of literature review, female professionals
facing the problem of job dissatisfaction among healthcare organizations. Other researchers showed that job
satisfaction is significant for each and every level of employee in every organization and in both private and
government sector.

Keywords: Job satisfaction, Different working organizations, Employees, literature review

Introduction

Job satisfaction is an optimistic feeling for one’s job. Newsstrom (2007), “Job Satisfaction is a set of
favourable or unfavourable feelings and emotions with which employees' view their work”. In the health
care services and the female paramedical professionals’ work contentment is believed one of the key factors
determining the enlargement of performance in the development (Hanan, 2009). An employee's mental
representation of the meaning of values may vary about satisfaction or dissatisfaction. For instance, some
workers may feel a sense of achievement in their occupations as other employees’ may not. Hackman and
Oldham’s (1980) was found to be similar, they surveyed blue and white collar employees and characterized
by great determination that finishing exciting projects was not as vital as job safety and recompense for blue
collar workers. The determinations also suggested that motivating and varied coursework were of advanced
significance to white collar employees when compared to blue collar employees (Hackman and Oldham,
1980). Research papers suggested that teachers, mangers, bank employees, healthcare services, salespeople
are not satisfied with their job due to various issues. This review of literature analyses the empirical literature
considering different working organizations employees’ occupation satisfaction and its related factors.

Okele & Mtyuda (2017) research outcomes indicated that a lack of resources, too much crowd of courses
and indiscipline amid pupils were severe sources of disappointment amid teachers. Other causes of job
dissatisfaction amid teachers are management consequences. All these factors create disengagement among
teachers and filled negativity in their job.

Troesh & Bauer (2017) investigated job satisfaction and stress in second career teachers compared to first
career teachers and the role of self-efficacy in this context. Results showed that second career teachers are
highly filled with satisfaction with their occupation than first career teachers. Tharikh etal. (2016) analyzed
the data and results showed that workplace satisfaction, organization commitment and organizational
nationality behaviour statistically important and optimistic relationship.

Spencer & Byrne (2016) suggested that senior level managers are having high job satisfaction than junior
level mangers. Darrat et al. (2016) suggested that amid salespeople with lower workplace satisfaction,
organizational work embeddedness is optimistically connected with organizational deviance, interpersonal
deviance and customer direct deviance. Nevertheless, amid salespeople with higher job satisfaction, job
embeddedness is negatively connected with organizational deviance and not importantly connected with
either interpersonal or customer directed deviance.

Robertson & Kee (2016) studied workplace satisfaction in a computer-mediated context, particularly with
the use of social media. Results showed that workers satisfaction at work is optimistically connected by the
quantity of moment they spend on facebook interacting by colleague. Also showed that part time workers
reported having spent the greater quantity of moment on Facebook with their colleagues, and agreement
workers reported the greater degree of work satisfaction at the place of work.

Monga et al. (2015) results disclosed that pay, social association, contact, attitude of seniors, workplace
surroundings and team work have more bearing than the factors of training and progress, honours and
recompense, job nature, safety of job, morale and role clarity in determining workplace satisfaction of bank
workers. Saner & Eyupoglu (2015) investigated whether job satisfaction exists among bank employees.
Study revealed that bank workers were moderately filled with satisfaction with their job.

A huge number of research investigations have addressed the consequence of female paramedical staffs’ job
satisfaction. Lu et al. (2012) reviewed literature revealed lots of interesting components that add to the
creation of an intelligence of contentment for female paramedical professionals. Moreover occupation
contentment is a fundamental issue for healthcare professionals all around over the world (Doef et al. 2012).
Probes revealed that managerial features of a arrangement (more often than not a hospice) can very much
determine the occupation contentment for female paramedical professionals; such features are the personal
shortages, lack of instruments, aim to depart and many more (Liu et.al. 2012).

Current organization thinks that the job contentment of female paramedical professionals is the outcome of
logical organization and has a strong connection by good management and inspiration to health care
organizations (Giallonardo et al. 2010) leadership and work engagement (Wong & Laschinger 2013). At
last, contentment with job for female paramedical professionals has a greater relationship with exact issues
such as work-related surroundings (Hamama et al. 2014) (Kinzl et al. 2004) or ethics (Goldman and Tabak
2010).

Platis et al. (2015) investigated quality of occupation contentment with self occupation contentment for
female paramedical professionals are taking place. Results revealed that proper management playing an
important role in creating superior surroundings in the place of work. A current female paramedical
professionals management has to face a lot of demanding situations such as fast changes in the area of
medical and paramedical services, difficulty of female paramedical professionals profession and of course
the mental effects incurred by the nursing work. Additionally, the skill of female paramedical professional’s
managers to talk with the workers and honour their opinions in considered of high significance for the female
paramedical professional’s staff. The association amid output and contentment in job is also measured
strong. Particularly for medical and paramedical services, personal emotions, opinions and even attitudes of
female paramedical professional’s play a vital role in their performance. The investigation of this research
highlights several matters such as intensions, awareness, individual culture, which requires further
investigation. Bardan & Youssef-Morgan (2015) found that expectation, resilience and positivity,
individually and when formed into a whole into the high order several dimensions construct, Psychological
capital, are optimistically connected to the work contentment of employees.

Lu et al. (2007) found 50% of nurses were extremely filled with satisfaction with their occupations along
with fifteen percent found severe occupation pressure. Most of the sample population described as a higher
level of organizational and professional commitment and in that order reported very low level of role conflict
and role vagueness often. Diploma nurses described superior professional commitment as well as a low
degree of role clash than those nurse who are with a graduation degree, other than there was no major
difference found in occupation satisfaction, work commitment, job pressure and role vagueness by
educational qualification. Hospital paramedical female professional’s optimistic feelings concerning their
occupation lives can be determined by growths in the healthcare organization and the female paramedical
professionals. Female paramedical professional’s educational qualification level is a determining issue on
their views as well as experience of their occupation lives by the determinations proposing the need to expand
a medical profession steps for female paramedical professionals.

Occupation satisfaction amid female paramedical professionals’ has been named as a fundamental issue in
female paramedical professionals earnings by the observed literature telling with the intention of it is
associated to a number of organizational, specialized plus individual variables (Lu et al. 2005). Aiken et al.
(2001) detected occupation dissatisfaction amid female paramedical professionals was very high in United
States and than in decreasing order as Scotland, England, Canada and Germany. 1/3 of female paramedical
professionals in England and Scotland and 1/5 in the US designed on departure their occupation between
one year data collection. Discovering additional, nevertheless, was that 27-54% of female paramedical
professionals less than thirty years of age almost intended on departure between twelve months of data
collection in all countries. While equated by other countries, the female paramedical staff in Germany sixty
one percent described to they were additional filled with satisfaction through the chances for progression at
the same time as the female paramedical staff in the United States fifty seven percent and Canada sixty nine
percent found extra filled by means of satisfaction by their wages.

Adamson et al. (1995) detected that Great Britain of female paramedical Professionals sensed themselves to
be extra disgruntled than Australian female paramedical Professionals. Srivastava (2013) revealed that
occupation contentment was optimistically connected to organisational commitment along with belief and
locus of control moderated occupation contentment and organisational commitment association.

Koustelios (1991) reviewed number of research studies associating occupation satisfaction with a number
of features of organizational tradition: organization mass, workers background, attitudes and national
tradition. Also, he found that there was an important dissimilarity in occupation satisfaction amid workers
who function in dissimilar organizational culture. In addition, found that at what time workers have a
matchup among their current and wanted tradition, they are happier by means of the intrinsic features of
their work. Consequently, it can be said that an organization’s inner tradition is calculated and calculated as
division of its workers national tradition, demographic characteristics and person features.

Grant, Christianson & Price (2007) globally different working organizations and institutions has become a
purpose of theoretic attention and wide research. Organizations overall wellbeing is depicted as the way in
which its function and worth are sensed by workers of that organization (Warr, 1992). In addition, includes
that workers’ bodily and psychological health, level of happiness and societal wellbeing, which are all
connected with the name job satisfaction.

Satisfaction of job is an outcome of worker’s observation of how healthy his/her work providing those things
that are considered as significant. Appraisal of work experience is defined as the enjoyable and optimistic
state of an employee (Locke, 1976). An individual’s expectations and his or her actual accomplishments
affects on the job satisfaction and job dissatisfaction.
 LITERATURE REVIEW ON L&T COMPANY
Larsen and Toubro one of largest company of India and also in world wide. This is a professionally managed
company. There is no single owner of this company and the company is run by some board of directora.
Recently the MD and CEO of the Company is Mr SNS.

In this covid-19 situation L&T donated 150 crore to PM care fund and also take care of his 1, 60, 000 workers
by giving them accomodation and food. Also L&T doneted 40 crore for the medical kit for fight against
covid-19.

L&T give lots of benefits to the employees which is the most given by any company in india to his
employees. Time to time salary, accomodation, mediclaim, bonus, PLR, travelling bill, phone bill, lots of
are there. Economical and personal growth are very high in this company.

L&T constructed lots of remarkable and top-class construction of India like The Statue of Unity, MIAL
international Airport, BIAL airport, and many more which is uncountable.

So finally if anyone wants to join the company no doubt he or she can join without any hesitation.Hope L&T
will serve India always like they always do.
Larsen and Toubro Limited is a most progressive and one of the dynamic engineering companies in corporate
India. The Corporate brand L&T is synonymous with the rapid industrialisation of independent India. The
company is into many industrial sectors such as electrical,electronics, infrastructure and the highly
profitable software business. The Head Office of L&T is located at Nariman Point, Mumbai. The company
itself used to oversee the share transfer business initially, but these days it has outsourced the work to a
private agency. Therefore, L&T is comparatively one of the best companies to work with in terms of a
progressive pay package, adequate job security, result-oriented work environment and progressive career
growth.

Construction arm (globalcement.com)

More than seven decades of a robust, customer-focused approach and a ru pursuit of world-class quality
have allowed L&T to achieve and maintain lez its key business lines. L&TI s construction arm, L&T
construction, is India's b construction group. It has received high marks in a number of worldwide cc
including a fourth-place ranking in a Newsweek list of "green" companies a ranking in Forbes International's
list of the world's most innovative compar 2012, it was also named Infrastructure Company of the Year at
the EPC Wc Construction's experienced filled abilities cover each order of developmenl mechanical,
electrical or instrumentation designing just as administrations enormous modern and foundation projects
from idea to appointing. It has conspicuous part in India's modern and framework improvement by execu•
across the length and broadness of the country and around the world.

L&T's Project Management skill has over and again showed its capacity to c considerably under basic
conditions and severe courses of events. Its exclu of polished skill with its customers have assisted it with
prevailing upon nul spots that would have in any case caused bottlenecks in execution and fruiful charging.
L&T Construction's experienced filled abilities cover each order of development be it civl,mechanical,
electrical or instrumentation designing just as administrations reaching out to enormous modern and
foundation projects from idea to appointing. It has assumed a conspicuous part in India’s modern and
framework improvement by executing a few tasks across the length and broadness of the around the world.

Advancements and development approch

To oblige the erection movement inside the tough time timetables of the concrete business, L&T executed
certain development and new advancements during development to upgrade profitability.
 1. Pole climbing framework for storehouse post tensioning: The standard practice for storehouse post
tensioning focusing on works incorporates the utilization of organizing and side pinnacle course of
action.This standard practice includes development of work and post tensioning gear to a stature of
around 50—60m, a difficult and tedious cycle Moreover, work efficiency is low, inferable from
broad framework game plans and in the development of transitory stages.
Consequently, another activity for the storehouse post tensioning was taken up. A Pole Climbing
Framework was accommodated continuous and smooth admittance to the focusing on areas at the
two sides of the ribs. In this game plan, a rack-and pinion framework was collected, alongside a
working stage to empower development of the working stage to the full tallness of the storehouse.
This added to higher work efficiency lessening the costs identified with framework and extra labor
activation
2. Advanced utilization of plant and hardware: L&T has reliably used pinnacle, which is the tallest
design in the gear erection at raised levels. The 165m-high preheater, which is the tallest design in
the plant, was the correct area for viably using tower cranes for hardware erection. This empowered
consummation of preheater mechanical erection in a brief timeframe range.

To accomplish the courses of events, careful miniature level arranging was performed which spread
out exercises directly from the establishment stage to charging.

Two pinnacle cranes, one 25t crane for mechanical erection and another16t crane for common
works, were sent right from the start of the task, which has helped in accomplishing the
advancement of both the common and mechanical exercise. The pinnacle cranes situated at the
preheater likewise obliged the erection of different constructions in the crude factory and coal plant
building. In this way, hardware in the adjoining structures was likewise raised inside a brief
timeframe guaranteeing successful and ideal use of plant and apparatus assets.

The following are the literature review which given by different authors and research scholars.

This studied happened before 40 years ago that for the reason to development in areas of longer-term
investment and effective financial decision making. many of this are new concept which is not used before
and effectively implemented on industrial practice. By contrast less attention given to the short term
investment specially to the working capital management. Such ignorance might be acceptable were give
working capital less importance but effective working capital has a very important and crucial role in
organization profitability and longer growth.this study about working capital management describe the
overall impact to the firm operating performance and also see the impact because of growth new public
companies.This study also give some light to the relationship of working capital to debt level, firm risk and
industry. Further this study describe that using the sample of initial public offering (IPO) find significant
bond between account receivable and firm operating performance.
Different level working capital studied describes the performance of different industries which stable over
time. This study helps of much industry to improve their performance and increase their overall turnover.
They had faced many troubles ahead but this show that it takes firm to the continuously improvement stage
they able to achieve their goal which they had decided .this also helps to given top ranked to the firm belong
to the industry and motivate to them their continuously improvement.
This study define that working capital not always consider gross working capital but it consider sometimes
,and it simply refer to the company total current assets, cash, marketable securities ,account receivable and
inventory. But the longer term financial analysis always consider strategic planning for future growth and
working capital management which is to deals with day to day operations, by consider that production do
not stop because of lack of materials and making sure that customer paying enough to pay the due of the
firm . Without working capital no firm can be efficient and profitable.
Working capital in cash conversion cycle maintain the cash or maintain the flow of fund which firm require
to carried out needed operation for the firm. i.e. From the days to paying for raw materials to collecting cash
from the customer. A firm buy raw materials and operating supplies for continue the production process.
Wages salary and other expenses are paid by the firm to converting the raw materials into the finished goods.
Firm allowed credit to customer for the specific time that is standard in the business which have to maintain
by every firm for future growth.

MEANING OF JOB SATIFICATION

 CHAPTER – 4
RESEARCH
METHODOLOGY
 INTRODUCTION

Research methodology is a tool that helps in investigation or inquiry to gain new knowledge. The research
process or the steps undertaken is as follows.

The project titled procedure & documentation of Human Resource consultancy. Is clearly defined &
based on systematic research design to meet the objective of the study. The logical analysis of various
aspects of the data is made to arrive at the results of the study.

Research is an active, diligent, and systematic process of inquiry in order to discover interpret or revise
facts, events behaviours, or theories or to make practical application with the help of such facts, laws, or
theories. The term “research” is also used to describe the collection of information about a particular
subject.

A research design is a specification of methods and procedures for acquiring the information needed. It
is overall operation pattern and the framework of the project that stipulates what information is to be
collected from which source by what procedure.

The research design undertaken for the study was an exploratory one. The reason for using an
exploratory research method was to obtain qualitative data and also since the nature of study is aa
such that it required the exploration of various aspects within and outside the company.
Objectives of the study
 To analyze the training methods followed in LARSEN & TOUBRO. its merits pitfalls.
 To put forward suggestions and recommendations in the Training methods followed in the
organization.
 To analyse whether the training has reached the employees.

The purpose of the study is to understand the Training Process

programme followed in L&T. The methodology evolves from the objectives

of the project and involves collecting primary and secondary data.

Scope of the Study

This project gives the keen scope to know about various aspects of HR especially. The scope of my study is
confined to LARSEN & TOUBRO only to know how manpower planning helps in providing the potential
employees/candidates to the organization.

The scope of the project was limited to certain applicants who have applied for the position of sales executive
only. The project has allowed the researchers to learn the various aspects and tools, which can be applied for
recruitment.
 Research Design
The research design adopted is descriptive research design. It involves fact-finding, Inquiries of different
kinds etc. The researcher has a wide variety of methods to consider, either singly or in combination. They
can be grouped as

1. Primary source of data

2. Secondary source of data

For this dissertation the data was collected from both the sources.

Primary data

Data is made available through interview and questionnaires. Appointments were with scientists and
interviews were conducted. Questionnaires were prepared for trainers and trainees to know the methods
adopted by the organization.

Secondary data

Data were collected from documents, records, Journals, Internet, text books and company past records etc.

Sampling unit/Target group

The respondents were Linemen, Assistant Executives /Junior Executives, Senior Assistants /Assistant etc.

Sample size

As the name indicates, sample size refers to the number of respondents or the size of the sample, which is to
be surveyed. Here the sample size taken for the study was 40.

Sampling procedure

It refers to the definite plan adopted by the research for obtaining the data from the respondents; the technique
adopted here is to gather data from sampling unit, questionnaire method and interview.

Statistical tools used

The various statistical tools for the analysis and interpretation of data are simple percentage method and Pie
charts.

Percentage was calculated for each factor as per the below shown formula

Number of respondents in favour of X 100

Percentage = ----------------------------------------------------------

Total number of respondents

 Data Collection Method

In dealing with any problem, once the sample has been selected data must be collected from the sample
population. There are several ways of collecting the appropriate data, which defer considerably in the context
of cost, time and other resources.

They can be broadly divided into two categories:

 Primary Source
 Secondary Source

Primary Data:

Primary data is a data, which is collected from a fresh for the first time. There are several methods of
collecting the primary data are as follows:

 Observation Method
 Interview Method
 Questionnaire Method
 Depth Interview’s Method

The data collected in this project is primary data and the technique used in content analysis.

Secondary Data:

There are those data, which have already been collected by someone else and have panel through statistical
power. When the researcher utilize secondary data, he has to look into various sources from where he can
obtain data usually published data is available in:

 Technical and trade journals.

 Books, Magazines & Newspapers.
 Public records & Statistics, historical documents and other resources of published information.

The secondary data in this project has been collected through newspaper, various booklets and pamphlets
published by Bhel from time to time and internet resources.

Method of Data analysis:

Different graphs, diagrams are used to analyze the questionnaire.

LIMITATION OF STUDY

 The Survey was limited to Delhi City only.

 The respondent were less interested in answering the questionnaire, as they felt

that it was an interruption to their regular work.

 The number of respondents was limited to 50 only.

 The number of respondents are not open in giving their opinions. This is normal

 The sample are not enough for through survey.

 CHAPTER – 5
DATA ANALYSIS
AND
INTERPRETATION
 TABLE 1: EMPLOYEES INTEREST IN TYPE OF TRAINING

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

ON THE JOB 34 85%

OFF THE JOB 6 15%

TOTAL 40 100%

15%
ON THE
JOB
85%
OFF THE
JOB

INTERPRETATION

From the Table1 and graph, it reveals that 85% of employees are interested in on-the-job and only 15% of
the employees are interested in off-the-job.
 TABLE 2: METHODS OF TRAINING ADOPTED IN THE ORGANISATION

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

REFRESHER 4 10%

SENSITIVITY 1 2.5%

CONVERGENT 4 10%

LATEST TECHNOLOGY 8 20%

CEP 23 57.5%

TOTAL 40 100%

REFRESHER
10%
3% SENSITIVITY
10%
CONVERGENT

LATEST
20% TECHNOLOGY
57%
CEP

INTERPRETATION

The above stated training are the main training programmes conducted in the organization, from the above
Table2 and graph 57% of the employees have attended CEP i.e. continuous education propgramme, 20% of
them have attended latest technology, 10% for both convergent and refresher training and Refresher training
and only 2.5% have attended Sensitivity training.
 TABLE3. OPININON OF EMPLOYEES IN CONTEXT TO TRAINING PROGRAMME

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

INTRAPERSONAL 1 5%

INTERPERSONAL 12 30%

TECHNICAL 26 65%

TOTAL 40 100%

30% 5% INTRAPERSONAL

INTERPERSONAL

65%
TECHNICAL

INTERPRETATION

From the above Table3 and graph, it is highlighted that 65% of the employees opine training is helpful for
their technical activities, 30% of the employees opine training is helpful for interpersonal activities and only
2.5% said training is helpful for intrapersonal activities.

Hence, the organization should also give priority for conducting training programmes which can enhance
the intrapersonal activities.
 TABLE 4: SATISFACTION OF ENVIRONMENT DURING THE TRAINING PERIOD

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 38 95%

NO 12 5%

TOTAL 40 100%

5%

YES

95% NO

INTERPRETATION

From the above Table4 and graph, it can be viewed that 95% of the employees are comfortable during the
training programme, and only 5% are not comfortable during the training period.

Thus most of the employees are comfortable during the training programme.
 TABLE 5: SATISFACTION ABOUT THE TRAINING PROGRAMME

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 36 90%

NO 4 10%

TOTAL 40 100%

10%

YES
NO

90%

INTERPRETATION

From the above Table5 and graph, it is analysed that 90% of the employees are satisfied with the training
programme they had and only 10% are not satisfied with the training programme.

Thus it can be concluded that most of the employees are fully satisfied with the training programme
conducted by the organization.
 TABLE 6: PLACE OF THE EMPLOYEES GETTING TRAINED

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

WORK SHOP 2 5%

CLASS ROOMS 16 39%

CONFERENCE HALL 9 23%

OUTSIDE THE
ESTABLISHMENT 13 33%

TOTAL 40 100%

WORK SHOP
33% 5%
CLASS ROOMS

22%
CONFERENCE
HALL 40%

OUTSIDE THE
ESTABLISHMENT

INTERPRETATION

The above are the places were the training are held, from the graph it is viewed that 5% of them were trained
in work shops, 39% in class rooms, 23% in conference hall, 33% of them outside the establishment.
 TABLE 7: OPININON OF EMPLOYEES ABOUT TRAINERS

NO. OF
PARTICULARS RESPONDENTS PERCENTAGE

1. QUALIFIED &
EXPERIENCED 20 50%

2. SKILLFUL &
KNOWLEDGEABLE 5 11%

3. ENCOURAGED CLASS
PARTICIPATION 1 3%

ALL(1+2+3) 14 36%

TOTAL 40 100%

QUALIFIED &
EXPERIENCED
36% 50%
SKILLFUL &
KNOWLEDGEABLE

ENCOURAGED
CLASS
3% PARTICIPATION
11%
ALL

INTERPRETATION

From the Table7, it is analysed that 50% of the employees view their trainers as qualified and experienced,
12.5% of them are skillful and knowledgeable, 3% of them encourage class participation and other 36% said
trainers are qualified & experienced, skillful & knowledgeable, and also encouraged class participation.
 TABLE 8: BEHAVIOURAL ASPECTS OF THE TRAINERS

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

IMPARTIAL 4 10%

RUDE 0 0%

FRIENDLY 28 28%

EASY GOING 8 20%

TOTAL 40 100%

IMPARTIAL
35% 17%

0% RUDE

FRIENDLY

48% EASY GOING

INTERPRETATION

From the above graph and Table8 it reveals that 10% of the employees feel that trainers were impartial, 70%
feel that trainers were friendly, 20% feel they were easy going and finally employees feel none of the trainers
were rude that is 0%.
 TABLE 9: TRAINING CONDUCTED IN LARSEN & TOUBRO
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

FORTNIGHTLY 0 0%

MONTHLY 16 40%

QUARTERLY 4 10%

HALF YEARLY 1 3%

ANNUALLY 19 47%

TOTAL 40 100%

40% MONTHLY
47%

QUARTERLY

10%
HALF YEARLY

3%
ANNUALLY

INTERPRETATION

From the above Table9 it reveals that, when all training courses are held, 40% of them said the fact that
courses are conducted monthly, 2.5% for half yearly, 10% for quarterly, 47.5% for annually.

The table clearly indicates that most of the training programme were conducted monthly(40%) some of the
training programs are conducted even once in a year(47.5). The table further reveals that no training
programs is been conducted with a period duration of a fortnight.
 TABLE 10: EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

TIGHT WORK SCHEDULE 6 15%

PERFORMANCE
APPRAISAL 2 5%

CONTINOUS LEARNING 18 45%

ALL 14 35%

TOTAL 40 100%

WORK
SCHEDULE

5% PERFORMANCE
35% 15%
APPRAISAL

45% CONTINOUS
LEARNING

ALL

INTERPRETATION

From the Table11, it is highlighted, 15% of the employees said training as a part of their work schedule, 5%
of them for performance appraisal, 45% of them for continuous learning and 35% of them vote for all.
 Chapter – 6
CONCLUSION AND
SUGGESTION
 Conclusion

Probably the most important point to bear in mind when considering job satisfaction is that there are many

factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker

to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced

by the employee’s personal characteristics, the manager’s personal characteristics and management style,

and the nature of the work itself. Mangers who want to maintain a high level of job satisfaction is the work

force must try to understand the needs of each member of the work force. For example, when creating work

teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences,

or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers

with the type of work. For example, a person who does not pay attention to detail would hardly make a good

inspector, and shy worker is unlikely to be good salesperson. As much as possible, managers should match

job tasks to employees’ personalities.

Mangers who are serious about the job satisfaction of workers can also take other deliberate steps to create

a stimulating work environment. One such stamp is job enrichment. Job enrichment is deliberate upgrading

of responsibility. Scope, and challenge in the work itself. Job enrichment usually includes increased

responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that

have used job-enrichment programs to increase employee motivation and job satisfaction include AT&T,

IBM, and General Motors (Daft, 1997).

Good management has the potential for crating high moral, high productivity, and a sense of purpose and

meaning for the organization and its employees. Empirical findings by ting (1997) show that job

characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as

well as organizational characteristics such as commitment and relationship with supervisors and co-workers,

have significant effects on job satisfaction. These job characteristics can be carefully managed to enhance

job satisfaction.

Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many

more satisfying elements in the work environment. Everett (1995) suggests that employees ask themselves

the following questions:

 When have I come closest to expressing my full potential in a work situation?

 What did it look like

 What aspects of the Workplace were most supportive?

 What aspects of the work itself were most satisfying?

 What did I learn from that experience that could be applied to the present situation?
 Suggestion

Suggestion to Improve Working Conditions, Reduce Stress

 There should be weekly team meetings at Larsen & Toubro.

 All employees at Larsen & Toubro should have their own specific work stations.

 Better cab facilities to all employees at Larsen & Toubro.

 Hours of work should be reduced.

 Supervisors should be more patient as they create more stress at work.

 Monetary Incentives based on performance.

 Profile change or role change on periodic basis based on experience & educational qualifications.

 Growth opportunities, inter-departmental movements, horizontal & vertical movements within &

outside department.

 Fixed timings

 Better Cab facility

 More transparent feedback & appraisal & clear communication.

 Appraisal to be done every 6 months.

 Suggestions or feedback should be taken.

 Offer rewards and recognition to employees who earn degrees or job related certifications along

with the job. Also Promotion to be based on performance and education both.

 Increase support of education benefits, including more tuition reimbursement.

 Cab routing is one of the major problems faced by the employees especially female employees.

Hence there should a proper working help line for cabs and the routing should not be such that it takes

more than the required time.

Chapter – 7
ANNEXURE
 REFERENCE AND SOURCE OF DATA

As more data collected through primary survey and some data through secondary survey.

DATA COLLECTION METHOD:

Data collection methods can be classified into two methods:
 Primary methods
 Secondary methods

PRIMARY METHODS
Data directly collected by a researcher is known as primary data.
The methods used for collecting primary data may be:
1. Survey.
2. Observation.

Source of primary data

1. Interview methods
Depth interviews, mail interviews & telephone interviews
2. Delphi technique
3. Projective technique
4. Focus group interviews
5. Questionnaire
Structured, unstructured & semi-unstructured

SECONDARY METHODS
Data not originally collected for use in the research project under consideration, but rather for
use by some other person or for some other projects are termed secondary data.

Sources of secondary data

1. Internal source:
Sales record, credit record, internal record.
2. External source:
Published & commercial
Published
Directories, periodicals, financial records, statistical records, advertising.
Commercial
Demographic, data, store audit, diary panel & explosive