Final Project Report L&T

A PROJECT REPORT
ON
“AN EMPIRICAL STUDY ON EMPLOYEE JOB SATISFACTION: A

CASE STUDY OF L&T EMPLOYEES”
SUBMITTED BY: ASHISH THANKI
ROLL NO: 406105
In Partial Fulfilment for the award for the degree
Of
MASTER OF COMMERCE
(SPECIALIZATION IN HUMAN RESOURCE MANAGEMENT)
UNDER THE GUIDANCE OF
DR.SANDIP G. PRAJAPATI
Assistant professor
DEPARTMENT OF COMMERCE AND BUSINESS MANAGEMENT
FACULTY OF COMMERCE
THE MAHARAJA SAYAJIRAO UNIVERSITY OF BARODA
DATE: APRIL - 2019
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BONAFIDE CERTIFICATE
This is to certify that this project report entitled “AN EMPIRICAL STUDY ON
EMPLOYEE JOB SATISFACTION: A CASE STUDY OF L&T EMPLOYEES”
which is to be submitted to the Registrar (Examinations), The M. S. University of
Baroda through the Head of the Department of Commerce and Business Management;
Faculty of Commerce, The M. S. University of Baroda has been prepared by the
undersigned Mr. Ashish Thanki (Exam Seat No. - 406105) as a partial fulfillment of the
award of the Master of commerce degree with specialization in Human Resource
Management for the academic year 2018-2019 for evaluation in lieu the annual
Examination in be held in APRIL - 2019
He has carried out this work under my personal supervision and guidance.
(Signature of the Guide)
DR.SANDIP G. PRAJAPATI
Assistant Professor
Department Of Commerce and Business Management
Faculty of Commerce
The M. S. University Baroda – 390002
Vadodara
Date: 20/04/2019
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ACKNOWLEDGEMENT
I have great pleasure and excitement in presenting this project report on “AN
EMPIRICAL STUDY ON EMPLOYEE JOB SATISFACTION: A CASE STUDY OF
L&T EMPLOYEES”. I take the opportunity to thanks all those who have directly or
indirectly helped me in the successful of this project.
I would like to give special thanks to Mr. SACHIN BORDAVEKAR (DGM) of

LARSEN & TOUBRO who gave me the permission to carry out the project
I would also like to thank Mr. Rajen Pandya (Head of PTI), Mr. Buddhadev Bagchi (Senior
DGM) & Mr. Darshan Shukla for providing such a great opportunity to me also giving
there immensely valuable inputs and constant support.
Words are insufficient to express my gratitude towards Ms. Nikita Arora & Ms.
Priyanka Raj of L&T for guiding me throughout the project. I appreciate her efforts and
readiness to help throughout the project to make it more presentable and valuable. I am also
grateful to all employees in the support department, who have supported me by sparing
their valuable time, provided me timely response and helped me to collect the data.
I am extremely grateful to Dr. Sandip.G.Prajapati for his guidance, guiding me

throughout the project and giving me the opportunity to work upon such specific field of
research to improve my knowledge.
FROM:
Mr. Ashish Thanki
Exam No: – 406105
(Specialization in Human Resource Management)
Department of Commerce & Business management
3
CERTIFICATE OF ORIGINALITY
Date:
Mr. Ashish Thanki (Exam Seat No. - 406105), the undersigned hereby declare that the
project report entitled, “AN EMPIRICAL STUDY ON EMPLOYEE JOB
SATISFACTION: A CASE STUDY OF L&T EMPLOYEES” submitted in partial
fulfillment of the award of the Master of commerce degree with specialization in
Human Resource Management for the academic year 2018-2019 for evaluation in lieu
the of Annual Examination to be held in APRIL, 2019 is own work and has been carried
under the guidance Dr. Sandip.G.Prajapati
The work is an original one and has not been submitted earlier to this university or to any
other Institute / Organization for fulfillment of the requirement of a course or for Award
of any Degree/ Diploma / Certificate. All the sources of information used in this Project
Report have been duly acknowledged in it.
(Signature of the student)
Mr. Ashish Thanki

Exam Seat No. - 406105
M.COM PROGRAM
Department OF Commerce
And Business Administration
Faculty of Commerce
The M.S.University of Baroda
Vadodara (Gujarat) 390002
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INDEX
S.r No. Title Page N0
1. Bonafide Certificate 2
2. Acknowledgement 3
3. Certificate Of Originality 4
4. s Introduction 8
5. Company Profile 25
6. Review Of Literature 46
7. Research Methodology 53
8. Data Analysis And Interpretation 57
9. On The Job Training 81
10. Findings, Suggestion 83
11. Conclusions 88
12. Bibliography And Webliography 91
13. Annexure 94
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LIST OF TABLE & CHART
TABLE NO. TOPIC PAGE NO.
5.1 Table and chart showing distribution of respondent with 58

reference to AGE
reference to GENDER
reference to Work EXPERIENCE
reference to Salary.
reference to Fringe benefits.
reference to Workload.
reference to Physical working conditions.
reference to Job security.
reference to Flexibility of working hours
reference to Connection between pay and performance.
reference to Opportunities to use new technology.
reference to Opportunities to work on interesting projects.
reference to Feedback from my superiors.
reference to Relationship with supervisors.
reference to Atmosphere of respect and trust within my
department.
reference to Relationship with clients and customers.
reference to Managers have good leadership qualities.
reference to Communication and information flow of my
company.
reference to Bonus and incentives given.
reference to Transportation facilities provided by the
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company.
reference to Training facilities.
reference to Grievance handling method of my company.
reference to Overall Job Satisfaction
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CHAPTER: 1
INTRODUCTION
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“AN EMPIRICAL STUDY ON EMPLOYEE JOB SATISFACTION: A CASE STUDY OF
L&T EMPLOYEES”
JOB SATISFACTION
 CONCEPT OF JOB SATISFACTION

Human Resource Management is considered to be the most valuable asset in any
organization. It is the sum-total of inherent abilities, acquired knowledge and skills
represented by the talents and aptitudes of the employed persons who comprise of
executives, supervisors, and the rank and file employees. It may be noted here that human
resources should be utilized to the maximum possible extent, in order to achieve individual
and organizational goals. It is thus the employee's performance which ultimately decides
and attainment of goals. However, the employee performance is to a large extent,
influenced by motivation and job satisfaction.
Job satisfaction is a worker’s sense of achievement and success on the job. It is generally
perceived to be directly linked to productivity as well as to personal well-being. Job
satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s
efforts. Job satisfaction further implies enthusiasm and happiness with one’s work. Job
satisfaction is the key ingredient that leads to recognition, income, promotion, and the
achievement of other goals that lead to a feeling of fulfillment (Kaliski,2007).
 MEANING OF JOB SATISFACTION

Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a
motivation to work. It is not the self- satisfaction, happiness or self- contentment but the
satisfaction on the job. Job satisfaction is an individual’s felling regarding his or her work.
It can be influenced by a multitude of factors.
Job Satisfaction does mean the simple feeling state accompanying the attainment of any
goal, the end state is feeling accompanying the attainment by an impulse of its objective.
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Job satisfaction has many dimensions. Commonly noted facets are satisfaction with the
work itself, wages, and recognition, rapport with supervisors and coworkers, and chance
for advancement. Each dimension contributes to an individual’s overall feeling of
satisfaction with the job itself, but different people define the “job” differently. There are
three important dimensions to job- satisfaction:
1) Job- satisfaction refers to one’s feeling towards one’s job. It can only be inferred but not
seen.
2) Job satisfaction is often determined by how well outcomes meet or exceed expectations.
Satisfaction in one’s job means increased commitment in the fulfillment of formal
requirements. There is greater willingness to invest personal energy and time in job
performance.
3) The terms job-satisfaction and job attitudes are typically used interchangeably. Both
refer to effective orientations on the part of individuals towards their work roles, which
they are presently occupying.
Though the terms job-satisfaction and attitudes are used interchangeably, there are
differences between the two. Attitude refers to predisposition to respond. Job-satisfaction,
on the other hand, relates to performance factors. Attitudes reflect one’s feelings towards
individuals, organizations, and objects. But satisfaction refers to one’s attitude to a job. Job
satisfaction is, therefore, a specific subset of attitudes. Attitudes endure generally. But job
satisfaction is dynamic; it can decline even more quickly than it developed.
 DEFINITION OF JOB SATISFACTION

Theoretical views of Job Satisfaction for clear understanding of the meaning and
measurement of job satisfaction, it was necessary to review some of its theories and process
by which job satisfaction is determine for individual. Following are the theories of job
satisfaction.
1) Subtractive theory
2) Social theory
3) Equity theory
4) Two factor theory
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According to E.A. Locke: “Job satisfaction is as a pleasurable or positive emotional state
resulting from the appraisal of one’s job or job experience”.
As defined by Feldman and Arnold “Job satisfaction as the amount of overall positive
affect (or feelings) that individuals have towards their jobs”.
 THEORIES OF JOB SATISFACTION

Before explaining the theories of job satisfaction, the researcher wants to make clear about
two factors, intrinsic and extrinsic.
1) Intrinsic and Extrinsic Factors
Job outcomes include intrinsic and extrinsic work outcomes. The distinction between
intrinsic and extrinsic outcomes is important for understanding the reactions of people to
their jobs.
In a general sense, intrinsic outcomes are objects or events, which follow from the
employee’s own efforts, not requiring the involvement of any other person. More simply, it
is an outcome clearly related to action on the employee’s part. Such outcomes typically are
thought to be solely in the province of professional and technical jobs; and yet all jobs have
potentially opportunities for intrinsic outcomes. Such outcomes involve feeling of
responsibility, challenge, and recognition; the outcomes result from such job characteristics
as variety, autonomy, identity, and significance.
Extrinsic outcomes, however, are objects or events, which follow from the employee’s own
efforts in conjunction with other factors or person’s not directly involved in the job itself.
Pay, working conditions, co-workers, and even supervision are objects in the work place
which are potentially job-outcomes, but which are not a fundamental part of the work.
Dealing with others and friendship interactions are sources of extrinsic outcomes.
2) Job-SatisfactionOutcomes
job-satisfaction depends on the levels of intrinsic and extrinsic outcomes and how the job
holder views those outcomes. These outcomes have different values for different people.
For some people, responsible and challenging work may have neutral or even negative
values. For other people, such work outcomes may have high positive values. People differ
in the importance they attach to job-outcomes. Those differences alone would account for
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different levels of job-satisfaction for essentially the same job tasks. Another important
individual difference is job-involvement. People differ in the extent that.
1) Work is a central life interest;
2) They actively participate in work;
3) They perceive work as a central to self-esteem; and
4) They perceive work as consistent with self-concept.
Persons who are not involved in their work cannot be expected to realize the same
satisfaction as those who are. These variables accounts for the fact that two employees
could report different levels of satisfaction for the same performance levels. A final
individual difference is the perceived equity of the outcome in terms of what job holder
considers fair reward. If the outcomes are perceived to be unfair in relation to those of
others in similar job requiring similar effort, the job holder will experience dissatisfaction
and seek means to restore the equity, either by seeking greater rewards (primarily extrinsic)
or by reducing effort. Thus it is seen that job performance includes many potential
outcomes. Some are of primary value to the organization- for example the objective
outcomes. Other outcomes are of primary importance to the individual- job satisfaction.
3) Fulfillment Theory
The proponents of this theory measure satisfaction in terms of rewards a person receives or
the extent to which his needs are satisfied. Further they thought that there is a direct/
positive relationship between job satisfaction and the actual satisfaction of the expected
needs. The main difficulty in this approach is that job satisfaction as observed by Willing,
is not only a function of what a person receives but also what he feels he should receive as
there would be considerable difference in the actual and expectations of persons.
Thus, job satisfaction cannot be regarded as merely a function of how much a person
receives from his job. Another important factor/ variable that should be included to predict
job satisfaction accurately is the strength of the individuals‟ desire of his level of
aspirations in a particular area. This led to the development of the discrepancy- theory of
job satisfaction.
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4) Discrepancy Theory
The proponents of this theory argue that satisfaction is the function of what a person
actually receives from his job situation and what he thinks he should receive or what he
expects to receive. When the actual satisfaction derived is less than expected satisfaction, it
results in dissatisfaction. Job satisfaction and dissatisfaction are functions of the perceived
relationships between what one wants from one’s job and what one perceives it is offering.
This approach does not make it clear whether or not over satisfaction is a part of
dissatisfaction and if so, how does it differ from dissatisfaction. This led to the
development of equity theory of job satisfaction.
5) Equity Theory
Equity theory is primarily a motivation theory, but it has some important things to say
about the causes of satisfaction /dissatisfaction. The proponents of this theory are of the
view that a person’s satisfaction is determined by his perceived equity, which in turn is
determined by his input- output balance compared to his comparison of others input-output
balance is the perceived ratio of what a person receives from his job relative to what he
contributes to the job. This theory is of the view that both under and over rewards lead to
dissatisfaction. While the under-reward causes feelings of unfair treatment, over-reward
leads to feelings of guilt and discomfort.
6) Herzberg’s Motivation/ Hygiene Theory

This theory was developed by Herzberg, Manusner, Peterson and Capwell who identified
certain factors as satisfiers and dissatisfies. Factors such as achievement, recognition,
responsibility etc, are satisfiers, the presence of which causes satisfaction but their absence
does not result in dissatisfaction.
On the other hand, factors such as supervision, salary, working conditions etc are
dissatisfiers, the absence of which causes dissatisfaction. Their presence however, does not
result in job satisfaction. The studies designed to test their theory failed to give any support
to this theory, as it seems that a person can get both satisfaction and dissatisfaction at the
same time, which is not valid.20 Fredrick Herzberg’s motivation/hygiene theory assumes
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that one group of factors, motivators, accounts for high level of motivation. Another group
of factors, hygiene or maintenance factors can cause discontent with work
7) Expectancy Theory
Expectance theory concentrates, as the name implies, on the expectations which employees
bring with them to work situation and the context and manner in which these expectations
are satisfied. The underlying hypothesis is that “appropriate levels of effort, and hence
productivity, will only be extended if employees‟ expectations are fulfilled”. It does not
assume a static range of expectations common to all employees but rather points to the
possibility of different sets of expectations. Rewards are seen as fulfilling or not fulfilling
expectations. Expectancy theory challenges management to demonstrate to employees that
extra effort will reap a commensurate reward. The link between effort and reward needs to
encompass both the pay packet and a variety of other extrinsic or intrinsic rewards. Reward
schemes must therefore create a positive link between the size of the pay packet and the
effort expended for employees primarily motivated by money. For others links must be
created between effort and rewards which include job satisfaction and praise and other
forms of recognition.
8) Variance Theory
Variance theory is based on a simple idea: if you want x from your work then you are
satisfied to the extent that it provides you with x. The major problem for variance theorists
is defining what it is that people want from their jobs. One way of solving this is to borrow
concepts from motivation theory so that variance in what is wanted and what is available
from a job occurs: for example, in the extent to which self-actualizing needs can be
fulfilled.
This means that by borrowing from motivation theory some researchers can specify in
advance the variations in job satisfaction that employees could meaningfully report in their
jobs. Another approach assumes the relevant variances depend on the nature of the work
and thus differ from occupation to occupation. This provides a more flexible framework
with which to analyze problems of low job satisfaction within occupations.
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 FACTOR OF JOB SATISFACTION
 Appreciation for your work
 Good relationship with colleagues
 Good work life balance
 Good relationship with superiors
 Company’s financial stability
 Learning and career development
 Job security
 Attractive fixed salary
 Interesting job content
 Company values
 IMPORTANCE OF JOB SATISFACTION

When the employees are allowed to operate freely, job satisfaction can contribute
substantially to the organizational effectiveness. It can contribute to productive output in
the form of high quantity and quality of products or service as well as to organizational
maintenance. Ultimately the stress may catch up with a person and signs of poor corporate
citizenship may appear. Hence job satisfaction is much more important to the individual
than to the organization. Individuals can change their job thereby obtaining more satisfying
work. Organization can shift people from job to job but their capacity to move is limited.
The study of job satisfaction enriches management with a range of information pertaining
to job, employee, environment etc. which facilitated it in decision making and correcting
the path of organizational policies and behavior
 It indicates the general level of satisfaction in the organization about its
programmes, policies etc.
 It is a diagnostic instrument for knowing employees‟ problems, effecting changes
and correcting with least resistance.
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 It strengthens the communication system of the organization and management can
discuss the result for shaping the future course of action.
 It facilitates in determining the training and development needs of the both,
employees and the organization.
 It helps in improving the attitudes of employees towards the job and facilitates
integration of employee with the organization. It inspires sense of belongingness
and sense of participation leading to the overall increase in the productivity of the
organization.
 It helps unions to know exactly what employees want and what management is
doing. Thus, it facilitates mutual settlement of grievances and other unwanted
situations.
 CONSEQUENCES OF JOB SATISFACTION

 Job Satisfaction and Productivity
The relationship between job satisfaction and productivity is not definitely established. The
consensus, however, is that in the long-run job-satisfaction leads to increased productivity.
The strongest implication of much of the research is that the two variables, job-satisfaction
and performance, are relatively independent of each other. There seems to be at least two
possible reasons for this. The first is that in many jobs variations in satisfaction cannot lead
to variations in productivity. Secondly, even when correlations do appear, the associations
may be spurious, since both may be associated with other factor.
 Job Satisfaction and Employee Turnover

Turnover is process in which employee leave the organization and have to be replaced.
Like absenteeism, turnover is related to job dissatisfaction. Turnover occurs when
employees leave an organization and have to be replaced. Excessive turnover can be a very
costly problem, one with a major impact on productivity. But cost is not the only reason
turnover is important. Lengthy training times, interrupted schedules, additional overtime,
mistakes and not having knowledgeable employees in place are some of the frustrations
associated with excessive turnover.
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The employer does whatever possible to minimize turnover, making employees feel
satisfied on their jobs, and being one such. The withdrawal behavior of employees is
modified by certain factors. Loyalty to the organization is one such. Some employees
cannot imagine themselves working elsewhere, however dissatisfied they are in their
present job. Availability of other places of employment also influences turnover.
 Job Satisfaction and Absences

Correlation of satisfaction to absenteeism is also proved conclusively. Employees who are
dissatisfied are more likely to take “mental health” days, i.e. days off not due to illness or
personal business simply stated, absenteeism is high when satisfaction is low. As in
turnover, absenteeism is subject to modification by certain factors. The degree to which
people feel that their jobs are important has a moderating influence on their absence.
Employees who feel that their work is important tend to clock in regular attendance.
Besides, it is important to remember that while high job-satisfaction will not necessarily
result in low absenteeism, low satisfaction is likely to bring about high absenteeism.
Absenteeism is expensive. Being absent from work may seem like a small matter to an
employee. But if a manager needs 12 people in a unit to get the work done, and 4 of the 12
are absent most of the time, the unit’s work will probably not get done, or additional
workers will have to be hired.
 Job Satisfaction and Safety

Poor safety practices are a negative consequence of low satisfaction level. When people are
discouraged about their jobs, company, and supervisors, they are more liable to experience
accidents. An underlying reason for such accidents is that discouragement may take one’s
attention away from the task at hand. Inattention leads directly to accidents. For example,
many hand injuries from power tools can be attributed to the operator not paying careful
attention.
 Job Satisfaction and Job Stress

Job stress is the body’s response to any job-related factor that threatens to disturb the
person’s equilibrium. In the process of experiencing stress, the employee’s inner state
changes. Prolonged stress can cause the employee serious ailments such as heart disease,
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ulcer, blurred vision, lower back pain, dermatitis, and muscle aches. Chronic job-
dissatisfaction is powerful source of job stress .The employee may see no satisfactory short
term solution to escaping this type of stress. An employee trapped in a dissatisfying job
may withdraw by such means as high absenteeism and tardiness; or the employee may quit.
Employees under prolonged stress stemming from job-dissatisfaction often consume too
much alcohol, tobacco, and drugs.
 CAUSES OF JOB SATISFACTION
A. organizational factors:
B. group factors &
C. individual factors
(a) Organizational Factors: there are six major organizational factors which
contribute to an employee’s attitude towards the job, pay, opportunities for
promotion, the nature of work, policies of the organization and the working
condition.
Wages: wages pay an important role in influencing job satisfaction. This is because of two
reasons. First money is an important instrument in fulfilling one’s needs. Secondly, employees see
pay as a reflection of managements concern for them. Employees want a pay system which is
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simple, fair and in line with their expectations. When pay is seen as fair based on job demands,
individual skill level and community pay standards, satisfaction is likely to result.
Advancements: special open doors influence job satisfaction considerably. The covet for
advancement is gender independence, status and the preferences. A normal worker in an average
govt. association can want to get a few advancements in his whole administration; however odds of
advancement are better in private nature of work. Most workers pine for scholarly difficulties on
occupation. They have a tendency to lean toward being given an open door o utilize their aptitudes
and capacities and being offered verity of assignments flexibility and criticism on how well they are
getting along. In any case, too much difficulty makes disappointment and a sentiment
disappointment.
Hierarchical strategies and methodology: authoritative approaches incorporate the

reason for affecting advancements, exchange of individuals, remote assignments, lay-off and
conservation, examination and reward framework.
Working Conditions: Working conditions that are perfect with a worker's physical solace
encourages making a decent showing with regards to which contributes thusly to occupation
satisfaction. Temperature, mugginess, ventilation, lighting and clamor, hours of work, cleanliness of
the work put, and sufficient instruments and gear are the components which influence job
satisfaction.
Remunerate System: Individual can be spurred for good execution by legitimate plan of
the prizes for good execution, which itself relies on upon outline of their workplace and acclaim for
their execution. Discipline for poor execution can also decrease the negative execution. Just thing,
which is required, is the examination of work circumstance to figure out what makes laborers act the
way they do and then start changes required taking out troublesome territories and deterrents to
execution. Particular objectives are to set with laborers investment and help. Provoke and general
input of results ought to be made accessible and execution changes ought to be remunerated with
acknowledgment and prize. Notwithstanding when execution does not equivalent objectives, ways
ought to be established to help individuals and prize them for the great things they do. The clinician
B.F Skinner of Harvard created hypothesis called support Theory having positive and negative
fortification. Maybe the quality of the Skinner approach is that it is firmly much the same as
necessities of good overseeing. It underscores evacuation of obstacles to execution, cautious
arranging and sorting out, control through input and the extension of
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Correspondence. Clear possibilities amongst execution and prizes are describable in the
detest situation.
b) Group Factors: Group elements employing impact on occupation satisfaction

incorporate gathering size and supervision.
Measure: The span of the gathering, bigger the extent of the gathering, bring down the
level of satisfaction. As size expands, open doors for support and social communication diminish, so
the capacity of individuals to relate to the gathering's execution. More individuals mean dispute,
strife, and bunches and inside gatherings. All these wear not foreshadow well for satisfaction of
individuals.
Supervision: Perceived nature of supervision is another determinant of employment

satisfaction. Satisfaction has a tendency to be high when individuals trust that their chiefs are more
skilled, have their best advantages at the top of the priority list, and treat them with pride and regard.
Correspondence is another part of supervision. Satisfaction of individuals has a tendency to be high
when they can discuss effectively with their chief.
c) Individual variables:
Regard: When it's deficient with regards to the regard level fluctuates generally all through
the association. Tenets and strategies have a belittling tone. Workers are typically guided—rather
than being allowed to make sense of things for themselves. At the point when it's flourishing
Employees indicate regard for each other paying little heed to rank and title. At the point when
choice are made, there's an attentive evaluation of how every choice may influence individuals are
dealt with like grown-ups. The brilliant run is an understood working guideline all through the
association.
Significance: When it's deficient with regards to individuals normally wind up making a
halfhearted effort of gatherings, convention, and custom. The association is invaded with valueless
guidelines and strategies. There's a consistent battle amongst workers and the hierarchical
administration. At the point when it's flourishing the framework permits representatives to utilize
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their time effectively; they can spend it on any exercises that are important to the mission. Standards
and formality are kept to supreme least.
Respect: When it's insufficient as to the respect level moves extensively all through the
affiliation. Principles and systems have a deprecating tone. Laborers are for the most part taught—
instead of being permitted to comprehend things for themselves. Exactly when it's thriving
Employees show respect for each other paying little regard to rank and title. Right when decision are
made, there's a savvy assessment of how every decision may impact people are managed like adults.
The splendid oversee is an obvious working rule all through the affiliation.
Criticalness: When it's lacking with respect to people generally end up endeavoring of
social affairs, tradition, and custom. The affiliation is attacked with valueless principles and game
plans. There's a relentless fight among agents and the various leveled organization. Right when it's
thriving the structure licenses agents to use their time successfully; they can spend it on any
activities that are appropriate to the mission. Fundamentals and convention are kept to out and out
slightest.
Self Identity: when it's inadequate with regards to incredible significance is set on fitting in
equivalence rules. Demands for an "away" space are routinely turned down, notwithstanding when
the demand is all around legitimized. Contrasts are seen as something to "manage" – rather than
something to value and “capitalize on". At the point when it's flourishing uniqueness is energized.
Individuals are open to acting naturally. The association regards the way that individuals now and
again require their own space (even in this time of groups).
Notwithstanding authoritative components, there are sure individual factors that have a
heading on occupation satisfaction.
Initial, a few identity factors have been connected to employment satisfaction among these
are self-regard, TYPE A conduct design and the capacity to withstand work push. More grounded an
individual is on these attributes. More satisfied representative has a tendency to be on his or her
employment.
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Furthermore, status tends to impact one's employment satisfaction. As a rule, the higher the
position of an individual is in an authoritative progressive system, the more satisfied the individual
has a tendency to be. Disappointed worker may not remain at one place to achieve higher positions
in hierarchical chain of importance.
Thirdly, job satisfaction is identified with the degree to which individuals perform
employments consistent with their interests. At long last, job satisfaction has been observed
to be identified with one's general life satisfaction. The more the general population is
happy with parts of their lives disconnected to their employments, the more they likewise
have a tendency to be happy with their occupations. This impact has been clarified to a
limited extent, as far as propensity for one kind of satisfaction to "overflow" into other. For
instance, an individual encountering glad family life has a tendency to be satisfied in his or
her employment at work put as well.
.Work itself: By and substantial, the work itself assumes a noteworthy part in deciding the
level of occupation satisfaction. The employment content has two perspectives. One is the "work
scope" that includes the measure of duty, work pace and the input gave. The higher the level of these
variables, is the higher the employment degree and in this manner higher the level of satisfaction.
The second perspective is assortment. It has been found that a direct measure of assortment is best.
Exorbitant assortment produces disarray and stretch and too little assortment causes dullness and
weariness that is dissatisfies. Also, absence of self-rule and flexibility over work strategies and work
pace makes a feeling of weakness. It is not exceptionally rousing for the workers to have their each
progression and
Each activity ascertained by their boss. It is exceptionally dehumanizing and causes

disappointment. Part vagueness and part struggle are to be kept away from on the grounds that
workers feel exceptionally miserable on the off chance that they don't know precisely what their
assignment is and what is anticipated from them.
Components Determining Job Satisfaction
There are number of elements which impact job satisfaction. Esteem system possessed by
an individual and the way of life supporting the esteem framework in the organization can be called
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as an imperative and fundamental for occupation satisfaction. However, some of the imperative
variables that decide job satisfaction of the representatives in the organization are as under:
Job satisfaction is the level of satisfaction a man feels with respect to his or her
occupation. This inclination is chiefly in light of an individual's view of satisfaction. Job satisfaction
can be affected by a man's capacity to finish required undertakings, the level of correspondence in
an association, and the way administration treats representatives. Job satisfaction falls into two
levels: full of feeling employment satisfaction and subjective occupation satisfaction. Full of feeling
occupation satisfaction is a man's enthusiastic feeling about the employment all in all. Psychological
occupation satisfaction is the manner by which satisfied representatives feel concerning some part of
their employment, for example, pay, hours, or advantages. Numerous associations confront
challenges in precisely measuring job satisfaction, as the meaning of satisfaction can vary among
different individuals inside an association. Notwithstanding, most associations understand that
laborers' level of employment satisfaction can affect their occupation execution, and therefore
deciding measurements is vital to making solid effectiveness. Regardless of far reaching conviction
in actuality, thinks about have demonstrated that high-performing representatives don't feel happy
with their employment just subsequently off to abnormal state titles or expanded pay. This absence
of connection is a noteworthy sympathy toward associations, since studies likewise uncover that the
execution of positive HR hones brings about monetary benefit for the associations.
Job satisfaction alludes to a man's sentiment satisfaction at work, which goes about as an
inspiration to work. It is not simply the satisfaction, bliss or self-happiness but rather the Satisfaction
at work. The term alludes to the aggregate connection between an individual and the business for
which he is paid. Job dissatisfaction means nonattendance of inspiration at work. Asset laborers
contrastingly portrayed the variables adding to occupation satisfaction and employment
disappointment.
23
Jump scar portrayed employment satisfaction as, any blend that cause and individual
honestly to state I am happy with my occupation. Job satisfaction is by and large characterized as:
"The pleasurable enthusiastic state coming about because of the evaluation of one's employments as
accomplishing or offices the accomplishment of one's occupation values". Interestingly work
disappointment is characterized as "the un-pleasurable passionate state coming about because of the
examination of one's employment as baffling or obstructing the satisfaction of one's occupation
values or as involving disvalues". However both satisfaction and disappointment were viewed as, "a
component of the apparent connection between what on sees it as offering or involving."
Idea of employee occupation satisfaction: - Job satisfaction, hierarchical culture, and

authority have for quite some time been zones of enthusiasm among sociology, business,
and instruction scientists. Pioneers in all aspects of business, industry, and instruction
comprehend the significance of breaking down and assessing the connection between the
individual worker's execution and authoritative initiative. The biggest amount of past
research led inside these territories has been led in the administration business. Albeit
advanced education might be viewed as an administration industry, the measure of
research directed inside this domain does not coordinate that accessible inside different
zones of the administration business. With a specific end goal to comprehend the
relationship that exists among employment satisfaction, hierarchical culture, and
administration, it is basic to see each of those parts independently. Everybody from
chiefs, maintenance specialists to HR need to understand representative faithfulness and
satisfaction how dedicated is the workforce to the association and if laborers are truly
satisfied with the method for things for gagging their probability to remain with the
organization .One of the principle parts of Human Resource Management is the
estimation of worker satisfaction. Organizations need to ensure that representative
satisfaction is high among the laborers, which is a precondition for expanding
profitability, responsiveness, and quality and client benefit. The litmus test is to study
turnover and normal length of administration. On the off chance that turnover is on the
ascent, reliability levels are low and the other way around. Contrasting them with
industry midpoints gives smart thought of steady loss probabilities. Staff participation,
consistence with approaches and trust in initiative are other aberrant markers of devotion
while inordinate burglary and harm spell evident absence of duty .More satisfied
representatives, animate a chain of positive activities which end in an enhanced
organization Identification of Variables Affecting Employee Satisfaction and Their
Impact on the Organization execution.
24
CHAPTER: 2
COMPANY PROFILE
25
L&T
Overview
Headquartered in Mumbai, Larsen & Toubro Limited is one of the largest and most
respected companies in India's private sector. With over 75 years of a strong, customer
focused approach and a continuous quest for world-class quality, L&T has unmatched
capabilities across Technology, Engineering, Construction and Manufacturing, and
maintains a leadership in all its major lines of business.
Larsen & Toubro is a major technology, engineering, construction, manufacturing

and financial services conglomerate, with global operations. L&T addresses critical
needs in key sectors - Hydrocarbon, Infrastructure, Power, Process Industries and
Defence - for customers in over 30 countries around the world.
L&T is engaged in core, high impact sectors of the economy and our integrated
capabilities span the entire spectrum of ‘design to deliver’. With over 7 decades of a
strong, customer focused approach and a continuous quest for world-class quality,
we have unmatched expertise across Technology, Engineering, Construction,
Infrastructure Projects and Manufacturing, and maintain a leadership in all our major
lines of business.
26
Every aspect of L&T's businesses is characterized by professionalism and high
standards of corporate governance. Sustainability is embedded into our long-term
strategy for growth.
The Company’s manufacturing footprint extends across eight countries in addition to
India. L&T has several international offices and a supply chain that extends around
the globe.
Vision
L&T shall be professionally-managed Indian multinational committed to total

customer satisfaction and enhancing shareholder value.
L&T-ites shall be innovative, entrepreneurial, and empowered team constantly

creating value and attaining global benchmarking.
L&T shall foster a culture of caring, trust and continuous learning while meeting
expectations of employees, stakeholders and society.
Products and Services

 Construction
 Buildings & Factories
 Transportation Infrastructure
 Heavy Civil Infrastructure
 Water & Effluent Treatment
 Renewable Energy
 Power Transmission & Distribution
 Smart World & Communication
 Construction & Mining Machinery

 Construction & Mining Equipment
 Electrical & Automation
27
 Relays
 Meters
 Automation Products & Systems
 Low Voltage Products
 Medium Voltage Products
 Marinised products
 Electrical Switches & Sockets
 Control & Automation
 Marine Switchboards & Control Systems
 Control & Automation
 Low Voltage Systems
 Medium Voltage Systems
 Meters
 Marine Solutions
 Automation Products & Systems
 Compact Substation
 Modernization Solutions
 Engineered Tooling Solutions
 Integrated Software Solutions
 Heavy Engineering
 Process Plant
 Nuclear Power Plant
 Defense & Aerospace
 Critical Piping
 Hydraulics
 Hydraulic Cylinders
 Swivel / Rotary Joints
 High Torque Low Speed Motors
 Radial Piston Pumps
 Customized Hydraulic Systems
 Hydrocarbon
 Offshore
 Onshore
 Construction Services
28
 Modular Fabrication
 Engineering Services
 IT Consulting & Digital Solutions

 LTI
 Metallurgical & Material Handling

 Metallurgical & Material Handling
 Power
 Coal Based Power Plants
 Gas Based Power Plants
 Power Development Limited

 Thermal Power Projects
 Hydro Power Projects
 Rubber Processing Machinery

 Mechanical Tyre Curing Presses
 Hydraulic Tyre Curing Presses
 Tyre Building Machines
 Auxiliary Equipment
 Spares
 Tube Curing Presses
 Bladder Curing Presses
 Shipbuilding
 New Construction - Defence Shipbuilding
 New Construction - Commercial Shipbuilding
 Ship Repairs, Refits & Mid-Life Upgrades
 Technology Services
29
 Smart Products & Services
 Smart Manufacturing Services
 Industrial Products
 Medical Devices
 Telecom, Consumer Electronics & Semiconductor (TCES)
 Process Industry
 Transportation
 Embedded System and Applications
 Mechanical Engineering
 US Delivery Centre’s
 Engineering Analytics
 Semiconductor IP Solutions
 Valves
 Valves
 Leadership
Board of Directors
 A.M. Naik
 Group Chairman
 S. N. Subrahmanyan
 Chief Executive Officer & Managing Director
 R. Shankar Raman
 Whole-time Director & Chief Financial Officer
 Shailendra Roy
 Whole-Time Director & Sr. Executive Vice President (Power, Heavy Engg. &
Nuclear)
30
 D. K. Sen
 Whole-Time Director & Sr. Executive Vice President (Infrastructure)
 M. V. Satish
 Whole-Time Director & Sr. Executive Vice President (Buildings, Minerals &
Metals)
 J. D. Patil
 Whole-Time Director & Sr. Executive Vice President (Defence Business)
Non-Executive Directors:
 M.M. Chitale
 Subodh Bhargava
 M.Damodaran
 Vikram Singh Mehta
 Sushobhan Sarker
 Adil Zainulbhai
 Akhilesh Krishna Gupta
 Sunita Sharma
 Thomas Mathew T.
 Ajay Shankar
 Subramanian Sarma
 Naina Lal Kidwai
 Sanjeev Aga
 Narayanan Kumar
 Arvind Gupta
 Technology Hubs & Partnerships
L&T's technology strength constitutes a strategic mix of in-house Research &

Development and the expertise of its joint venture partners. With a continuous focus on
innovation, design and development, the future is taking shape in L&T's Technology and
Innovation centre’s around the world.
31
This technology expertise is deployed across all businesses of L&T, ensuring added value
to our customers.
 Technology Hubs
L&T’s Engineering Centres at Mumbai, Vadodara and Delhi carry out process design and
simulation, analysis of computational fluid dynamics, mechanical design, failure analysis and
trouble shooting.
 Engineering Design & Research Centres
Located at Chennai & Kolkata, EDRC offers expertise in the field of plant structures for cement,
steel, coal handling, zinc & copper beneficiation, petrochemicals, refineries, switchyard
structures, large-span roofing in structural steel for special-purpose buildings, such as clinker
storage and boiler support structures in concrete for power stations.
 Hydrocarbon - Research & Development Centre
L&T Hydrocarbon Engineering’s R&D Centre located in Mumbai, symbolises our state-of-the
art capabilities in the areas of advanced engineering, analysis and technology. It offers high-end
technology support to the entire spectrum of our Hydrocarbon EPC business, covering the oil &
gas sector (the entire Hydrocarbon value chain from Upstream to Mid & Downstream.
The R&D Centre carries out applied research in the areas of Chemical Engineering, Thermal
Engineering, Water Technology, Material Science & Corrosion Engineering, Machinery &
System Engineering and Mechanical Engineering.
The advanced engineering capabilities of R&D are utilised over the entire lifecycle of a project,
thus enabling the businesses to choose the right technology and product, optimize process /
equipment design, solve product or process-related problems and achieve guaranteed
performance of the plants.
 Upstream Technology Centre
32
The Upstream Technology Centre identifies and develops technology for the upstream Oil and
Gas sector. It is engaged in a continuing quest to engineer value and provides support in critical
areas for all offshore structures - from fixed offshore platforms and modules to drilling rigs,
floaters and subsea systems.
The Centre focuses on conceptual aspects, optimization, value engineering, advanced

engineering solutions, failure analysis and troubleshooting. It undertakes specialized studies for
offshore projects.
 L&T Hydrocarbon Engineering Centres
Engineering Centres, based at Faridabad, Mumbai, Vadodara, Bengaluru and Chennai, have been
developed as Centres of Excellence in a particular segment, and together provide technical
support for the comprehensive EPC services.
Our Engineering Centres integrate our in-house strength in engineering, fabrication,
modularisation and construction to provide engineered solutions that are construction friendly,
meeting the highest standards of quality and safety, and in line with international standards.
 Unnati – Centre for Excellence
Spread across an area of more than 100,000 sq. ft., Unnati is the Automation Campus of the
E&A business of L&T. It houses a fully equipped Systems Assembly area, separate Factory
Acceptance Test (FAT- Systems Integration) area, a Technology Center for new technology
research and design, Customer Service Centre for repair services, a Quality Assurance
department, a number of conference rooms equipped with modern conferencing systems, and
more.
There is a 24x7 Offshore Development Centre (ESS) with Green card certification from STPI
(Software Technology Park of India), to cater to the needs of domestic and international
customers. The manufacturing facility also houses an Application Centre for demonstration of its
automation solutions to our customers.
The campus is highly eco-friendly and utilizes solar energy to the fullest for generation of power.
A Solar Photovoltaic Power Generation System that generates 180 -200 units of energy on an
average, has been installed and a solar water heating system takes care of the entire water
requirements of the Campus Cafeteria. Forty stand-alone solar lights have been installed which
provide sufficient light for the entire duration of the night. These have rendered the usage street
33
lights, redundant. The facility ensures zero effluent discharge. Noise levels are checked regularly
and are within the permissible limits, thereby ensuring a sound working environment for Unnati.
 Defence & Aerospace – Technology
Research and development is a prerequisite for technological innovation. At L&T Heavy

Engineering, the Product & Technology Development Center (PTDC) is a dedicated group that
develops and engineers highly advanced strategic systems. Employees work at the cutting edge
of technology and sculpt state-of-the-art products & systems for the Defense & Aerospace sector.
The applications for which we design and build systems are very demanding. They need to meet
minimum form and weight constraints, have a large range of motion, high accuracy and high
speed of response. They also need to have high reliability and ease of maintainability and
serviceability. For more details about our product and technology development centres.
 Technology Alliances
Our Technology Alliances enable us to provide best-in-class services to our customers. These
Alliances span diverse sectors, including Power, Hydrocarbon and Construction.
 L&T-Gulf
A joint venture with GULF Interstate Engineering, Houston – offers engineering and consultancy
services for onshore hydrocarbon pipeline projects and onshore oil & gas field development
projects covering design and engineering services including feasibility studies, basic engineering,
FEED, detailed engineering, project management services, procurement assistance and related
services.
It also carries out engineering studies in specialised areas like seismic studies, river migration
studies, upheaval buckling analysis, sand migration studies, etc., in addition to carrying out
steady-state and transient / dynamic simulation for single / multiphase fluid transportation.
34
 L&T Chiyoda
Our Joint Venture Engineering Company - L&T-Chiyoda Limited, with Chiyoda Corporation of
Japan was established in 1994. With its engineering offices located in Vadodara & Mumbai.
L&T - Chiyoda acts as a resource centre both for Chiyoda Corporation and L&T Hydrocarbon
Engineering, offering engineering services in the Mid & Downstream Hydrocarbon business.
 L&T MHPS
Mitsubishi Hitachi Power Systems (MHPS), Japan has over five decades of experience in
manufacturing supercritical boilers and turbine-generators and is a global leader with a world
market share of 28 per cent for large turbine generators.
Its unrestricted, exclusive Technology Transfer Agreement enables L&T Power to design,
manufacture, erect and commission supercritical boilers, turbine-generators (up to-1000 MW)
and pulverisers.
 L&T Sargent & Lundy
Sargent & Lundy provides complete consulting, engineering and project development services
for all types of fossil fuel power generation and power delivery projects. Its record of
accomplishments includes the design of close to 1000 power plants totalling over 122000 MW
for clients worldwide.
Globally available and locally accessible, S&L have had an association spanning 25 years with
L&T. The JV, L&T-S&L has a team of experienced engineers who deploy advanced technology
to engineer customised solutions for power projects around the world.
35
L&T POWER
L&T’s capability spectrum embraces Coal and Gas based projects. Our expertise
encompasses virtually every aspect of design, engineering, manufacture, construction and
project management.
L&T Power is part of the Larsen & Toubro Group, with a mandate to integrate L&T’s
varied offerings in the thermal power sector. It is uniquely positioned to combine rich and
diverse strands of experience in engineering, manufacturing and project execution with
strong management focus on providing turnkey solutions. L&T Power seeks to partner
with its customers in providing solutions that best address their needs. In-house strengths
are supplemented by collaborations with global leaders in the fields of engineering and
manufacturing. L&T Power is also committed to continually upgrading its skills to meet
the challenge of the future.
L&T Power has world-class manufacturing facilities at Hazira near Surat (Gujarat) for
supercritical boilers, steam turbines, generators, pressure piping, axial fans, air-preheaters
and electrostatic precipitators.
Its pan-India presence includes multiple project sites and project management centre’s at
Vadodara, Faridabad and Chennai.
Vision
L&T Power shall be India’s most preferred provider of state-of-the-art, efficient, reliable,
environment friendly equipment, systems, services and turnkey solutions for fossil and
nuclear power plants, thereby contributing to the growth of the nation and shall be an
important player in select international markets.
Mission
L&T Power shall provide world class products and services by consistently meeting
customer’s expectations, quality and on-time delivery.
L&T Power shall achieve sustainable business growth by value creation for all
stakeholders through continuous innovation in capabilities, products and services while
remaining agile and adaptable.
36
L&T Power shall follow fair, transparent and ethical practices and encourage a culture of care,
safe and healthy work environment, people empowerment as well as protection of environment
and natural resources.
 Products & Services
In addition to undertaking turnkey projects, L&T Power also offers equipment and other services
for power plants.
 Coal based power plants
 Gas based power plants
 Partnerships
We work with the best in global power industry to generate collaborative solutions that are fine-
tuned to specific local requirements. L&T Power draws on the strengths of its partnerships with:
Clyde Bergemann Power Group Americas Inc, USA
Clyde Bergemann Power Group Americas Inc designs and supplies air pollution control
equipment and services for a variety of applications and customers. A leading supplier since
1946, with over 1500 installations worldwide, it has one of the largest installed bases of
electrostatic precipitators in North America.
The Clyde Bergemann Power Group Americas Inc precipitator incorporates state-of-the-art
design elements to provide unsurpassed emissions performance and equipment operating
characteristics. L&T Power leverages its capability to offer the Indian power sector Electrostatic
Precipitators that conform to global standards.
CMI, Belgium & CMI Energy LLC (formerly known as CMI-EPTI), USA
CMI is one of the major suppliers of heat recovery steam generators in the world. Turbine
manufacturers, EPC contractors and operators of power plants across the globe acknowledge the
37
superior features and benefits of the CMI design. HRSGs are offered either in vertical or
horizontal design. CMI, Belgium has more than 500 references in HRSGs worldwide.
CMI Energy LLC(formerly known as CMI-EPTI) came into existence in September 2004 when
the CMI Group purchased the assets of Erie Power Technologies Inc. Erie Power Technologies
was the corporate successor to a long-standing boiler manufacturing company headquartered in
Erie, USA, that commenced operations in 1840.
Howden Group
Howden was established in 1854 as an engineering firm, and has grown to become a worldwide
organisation that has its global headquarters in Renfrew, UK, and employs over 6000 people in
27 countries. The company supplies fans, rotary heat exchangers, compressors and gas cleaning
equipment throughout the world to key industries including power generation, petrochemicals,
steel making, mining and cement production.
Howden is owned by the Colfax Corporation, based in Fulton, Maryland, USA and listed (CFX)
on the New York Stock Exchange.
The joint venture with Howden provides for design, engineering, manufacture and supply axial
fans and air preheaters to thermal power plants ranging between 100 MW to 1200 MW.
Mitsubishi Hitachi Power Systems, Japan
Mitsubishi Hitachi Power Systems (MHPS) Japan is one of the world’s leading heavy machinery
manufacturers, with consolidated sales of over USD 34 billion. Its diverse line-up of products
and services encompasses energy, material handling and transportation equipment, aerospace,
machinery & steel structures and shipbuilding & ocean development.
MHPS has over five decades of experience in manufacturing supercritical boilers and turbine-
generators. It possesses state-of-the-art technology, and has the world's most extensive references
of large capacity supercritical boilers and turbines. MHPS is a global leader in steam turbine
manufacturing and its world market share is 28 per cent for large turbine–generators.
38
Its unrestricted, exclusive Technology Transfer Agreement enables L&T Power to design,
manufacture, erect and commission supercritical boilers, turbine-generators (up to-1000 MW)
and pulverisers.
Mitsubishi Electric Corporation, Japan
With operations in 35 countries and more than 100,000 employees, Mitsubishi Electric
Corporation (MELCO) has worldwide operations covering electrical and electronics equipment,
space development and satellite communications, industrial technology, energy, transportation &
building equipment. It’s Energy and Industrial Systems Group offers turbines, hydraulic turbine
generators, and nuclear power plant equipments. MELCO leads the large-capacity generator
manufacturing market around the globe.
Sargent & Lundy LLC, USA
Sargent & Lundy provides complete consulting, engineering and project development services
for all types of fossil fuel power generation and power delivery projects. Its record of
accomplishments includes the design of close to 1000 power plants totalling over 122000 MW
for clients worldwide.
Globally available and locally accessible, S&L have had an association spanning 25 years with
L&T. The JV, L&T-S&L has a team of experienced engineers who deploy advanced technology
to engineer customised solutions for power projects around the world.
39
L&T POWER TRAINING INSTITUTE/INSTITUTE OF PROJECT
MANAGEMENT
Overview
L&T IPM, a one of a kind institute was established in 2008 by L&T at Vadodara in the
heart of L&T's 115 acre campus - L&T Knowledge City. The Institute soon established
itself as a centre of excellence in Project Management. To cater to the increasing demand,
a second campus of L&T IPM was established in 2011 at L&T's Chennai Campus.
Since its inception, L&T IPM has been at the forefront of creating and delivering
structured Project Management programs to create global professionals. Developed as an
exclusive entity for educational initiatives in the areas of Project Management, IPM has,
over a period of time developed and delivered various courses pertinent to the Project
Management practice.
Our education programmes comprise flagship programmes, role-based programmes,

online programmes, project management certification and software programmes, short-
term programmes and customized programmes.
We train project functional managers (execution personnel, planning managers, QHSE

etc.), project managers, construction heads and project directors.
The numerous customized programs created by IPM cover various facets of Project
Management for different business verticals, such as Construction, Power, Hydrocarbon
Engineering (Oil & Gas), Shipbuilding, Defence, Electrical & Automation,
Manufacturing, Technology Services, IT Services, Real Estate, Smart World and
Communication, etc.
Course content is developed considering emerging scenarios in the project environment,

and its application to domestic and international practices. The courses get reviewed
periodically by industry experts and renowned academicians to bring in the latest
empirical studies and trends in Project Management, thereby keeping our teaching in-line
with current industry requirements.
40
Faculty
The driving force at IPM is a dedicated team of distinguished faculty, with extensive
experience and expertise in diverse fields of Project Management. L&T IPM maintains a
high level of academic excellence in Project Management.
Our faculty has strong research credentials as well as several years of experience in the
industry, enabling them to deliver a healthy mix of practical insights and academic rigor
in the classrooms. With their rich and diverse work experience, the faculty connects
easily with both the routine and strategic issues faced in projects and help practitioners
become more effective.
L&T IPM offers consultancy services pertaining to the following areas of Project
Management such as feasibility, financing, construction management, project
organization, risk management, project execution.
Apart from teaching and consulting, Research is important aspect that maintains the
vibrancy and relevance of teaching at L&T-IPM. The IPM faculty publishes their
research in national and international conferences and scholarly journals and also
prepares domain specific case studies in Project Management. Empirical work conducted
by faculty is germane to discussions with project personnel and enhances the applicability
of the concepts and hence the quality of teaching. IPM faculty keeps abreast with the
Project Management academic community by interacting with researchers at institutions
of global repute and managing a modern and topical library.
Methodology
Situational Learning is encouraged by promoting active participation by project

professionals and innovative pedagogy via the use of live cases, games/simulation,
templates, tools and techniques and project videos. As a Project Management Centre of
Practice, discussions, debate and dialogue with practitioners create new insights into
managing projects and generating avant garde ideas feeding on advances in diverse fields
such as Decision Sciences and Operations Research, Economics & Finance and the
Social Sciences.
41
Associations
L&T IPM has strong associations with global bodies like the Project Management
Institute (PMI®), International Project Management Association (IPMA). It has also
established strategic partnerships with George Washington University (USA), Indian
Institute of Management, Ahmedabad, NICMAR and Royal Institute of Chartered
Surveyors (UK) who aid in delivering a globalized project management curriculum.
Some executive education programs are co-designed and delivered along with these
partners. As part of the global initiatives, international faculty from leading business
schools/universities regularly visit L&T IPM and joint research /case development is also
undertaken for knowledge creation and dissemination.
Infrastructure
L&T IPM has a well-developed infrastructure, which includes smart classrooms equipped
with state-of-the-art Project Management tools and professional software, syndicate
rooms, a well-equipped library and online access to international journals, digital library
resources, documentation sources, and a world class clubhouse, besides a host of other
recreational facilities.
L&T IPM has been a pioneer and is today a leader in providing world class executive
education in the areas of project management.
42
POWER TRAINING INSTITUTE
Vision
To be a Premier training institute in India encompassing the entire value chain of power
plant design, Equipment & systems, Construction, commissioning and O&M
Mission
To design, develop and deliver quality training in the multidisciplinary areas of power
plant value chain, through conventional, simulator based, and e-learning mode by
creating-state-of-art infrastructure and by providing a knowledge sharing platform.
PTI Charter
 Assessing Training Needs of L&T power
 Conduct short-term Refresher & advance training for experienced personnel
 Conduct long-term GET and DET Training programs
 Conduct Customized training for L&T power site Personnel (at sites)
 Conduct Customers O&M Personnel training
 Conduct P4 Training program
 Conduct Training for utilities and companies in power sector
 Conduct training Program for external customers.
43
Journey till Now
 Inaugurated on 16th November 2011 by Mr. Ravi Uppal, the then whole time director &
president Power (L&T)
 L&T PTI new building was inaugurated by Mrs. Anandiben patel, Chief minister of
Gujarat
TRAINING PROGRAMS FOR POWER PLANT PROFFESSIONALS
 Power plant familiarization

 Power plant engineering & Design based training programs
 Power plant operation based training programs
 Power plant maintenance based training programs
 Power project management based training programs.
L&T PTI Collaborations
A. Training institutes within the organization.

 L&T institute of project management
 L&T switch gear training centre (STC)
 Central Training centre workshop (CTCW)
 Corporate Training Technical
 Management Development centre
44
B. Training Institutes with other organizations in India
 Wanakbori Thermal power station training centre, Gujarat.
C. Training institutes in united kingdom (UK)

 Energy institute, UK.
45
CHAPTER: 3
REVIEW OF
LITERATURE
46
THEORETICAL FRAMEWORK
MEANING: Employee satisfaction is a measure of how happy workers are with their job
and working environment. Keeping morale high among workers can be tremendous
benefit to any organization, as happy workers will be likely to benefit to any company.
There are many factors for maintaining high employee satisfaction, which wise
employers would do will to implement.
LITERATURE REVIEW
The history of job satisfaction stems back to the early 1900’s with the situationist
perspective on job satisfaction. This perspective states that satisfaction is determined by
certain characteristics of the job and characteristics of the job environment itself. This
view has been present in the literature since the first studies by Hauser, Taylor and the
various projects at the Western Electric plants in Hawthorne (Cranny, Smith & Stone
1992). These studies follow the assumption that when a certain set of job conditions are
present a certain level of job satisfaction will follow. The Hawthorne Studies are
considered to be the most important investigation of the human dimensions of industrial
relations in the early 20th century. They were done at the Bell Telephone Western
Electric manufacturing plant in Chicago beginning in 1924 through the early years of the
Depression. The Hawthorne plant created an Industrial Research Division in the early
1920’s. Personnel managers developed experiments to explore the effects of various
conditions of work on morale and productivity (Brannigan & Zwerman 2001). “Today,
reference to the “Hawthorne Effect” denotes a situation in which the introduction of
experimental conditions designed to identify salient aspects of behavior has the
consequence of changing the behaviour it is designed to identify. The initial Hawthorne
effect referred to the observation that the productivity of the workers increased over time
with every variation in the work conditions introduced by the experiments” (Brannigan &
Zwerman 2001). Simply stated when people realize that their behaviour is being watched
they change how they act. The development of the Hawthorne studies also denotes the
beginning of applied psychology, as we know it today. These early studies mark the birth
of research on job satisfaction relating to ergonomics, design and productivity.
47
In spite of it’s vide utilization in logical research, and additionally in regular daily existence,
there is still no broad assertion with respect to what job satisfaction is. Actually there is no last
definition on what work speaks to. Subsequently before a definition on employment satisfaction
can be given, the nature and significance of work as an all inclusive human movement must be
considered.
Job satisfaction is a point that generally is by all accounts obvious. On the off chance that one is
happy with his or her present work circumstance, and then he or she should have an adequate
level of the build named "job satisfaction." In a few examples, this might be valid. Be that as it
may, job satisfaction is more mind boggling and includes extensively more examination than one
may envision. Job satisfaction, hierarchical culture, and administration have for quite some time
been zones of enthusiasm among sociology, business, and training scientists. Pioneers in all
features of business, industry, and training comprehend the significance of breaking down and
assessing the connection between the individual worker's execution and authoritative initiative.
The biggest amount of past research led inside these territories has been led in the administration
business. Albeit advanced education might be viewed as an administration industry, the measure
of research led inside this domain does not coordinate that accessible inside different ranges of
the administration business. With a specific end goal to comprehend the relationship that exists
among occupation satisfaction, authoritative culture, and administration, it is basic to see each of
those segments exclusively.
The expression "Employment satisfaction" was conveyed to spotlight by Hoppock. He checked
on 32 examines on occupation satisfaction conducted preceding (1935).
Hoppock characterized job satisfaction as any blend of mental, physiological and natural
conditions that cause a man honestly to state I am happy with my employment (Hoppock, 1935).
As per this approach in spite of the fact that occupation satisfaction is affected by numerous
outside components, it remains something inward that needs to do with the way how the worker
feels. That is employment satisfaction shows an arrangement of elements that cause a sentiment
satisfaction.
In his review on America "Hoppock" (1935) indentified six components that added to job
satisfaction among them, these are:
1. The way individual responds to upsetting circumstances.
2. The office with which he modifies himself to others people.
3. His relatives' status in the social and financial gathering with which he distinguished
himself.
4. The nature of the work in connection to the capacities intrigue and readiness of the
workers.
5. Security.
6. Loyalty.
48
Distinctive creators have diverse methodologies towards characterizing job satisfaction. The
absolute most ordinarily referred to definitions on employment satisfaction are broke down in the
content that takes after.
According to Herzberg (1957), proposed that there is a significant relationship between

age and job satisfaction, especially he indicated that job satisfaction is high for youth full
employees immediately after employment and drops sharply after a few years, and the
begins to climb as worker continue with their job.
According to Vroom (1964), his definition on job satisfaction focuses on the role of the
employee in the workplace. Thus he defines job satisfaction as affective orientations on the
part of individuals toward work roles which they are presently occupying.
According to Davis et al., (1985), Job satisfaction represents a combination of positive or

negative feelings that workers have towards their work. Meanwhile, when a worker
employed in a business organization, brings with it the needs, desires and experiences
which determinates expectations that he has dismissed. Job satisfaction represents the
extent to which expectations are and match the real awards. Job satisfaction is closely
linked to that individual's behaviour in the work place.
Locke and Latham (1990), provide a somewhat different model of job satisfaction. They
proceed from the assumption that the objectives set at the highest level and high
expectations for success in work provides achievement and success in performing tasks.
Success is analyzed as a factor that creates job satisfaction.
Job satisfaction is normally partitioned into two separate sorts by modern analysts and scientists.
The primary sort concerns the comprehensive level of employment satisfaction for an individual
and is alluded to as worldwide occupation satisfaction. Worldwide occupation satisfaction is
found out by questioning people on the components and motivational strengths that prompted
their perspective of employment satisfaction. This kind of employment satisfaction is interested
in feedback since it is shortsighted in nature. It might be said that understanding occupation
satisfaction goes substantially more profound than asking a couple guided inquiries toward the
individual representative. With all due respect, worldwide employment satisfaction is viewed as
a decent introductory examination concerning the level of occupation satisfaction (Morgan,
McDonagh, and Ryan-Morgan, 1995).
49
The second sort of occupation satisfaction might be viewed as the structure to decide worldwide
employment satisfaction. Aspect job satisfaction identifies with the level of employment
satisfaction an individual has with particular segments of his or her occupation position or
association. For instance, a record official that discovers incredible joy in having individual
contact with customers yet loathes the printed material produced from his or her obligations is a
case of feature occupation satisfaction. Satisfaction is gotten from one aspect of his or her work
while disappointment may come about because of another feature. Hierarchical pioneers may see
that diverse parts of a worker's work experience will bring about varying levels of employment
satisfaction. Measuring aspect job satisfaction is critical and is accomplished by performing
consistent assessments on the inherent and outward variables that influence worker satisfaction
(Morgan, McDonagh, and Ryan-Morgan, 1995). They additionally distinguished a few key
natural and outward elements that filled in as passionate impetuses for representatives. The
characteristic elements are identified with the representative's position. The way of work,
specialization of errands and different components that form an occupation position are a few
subjects that might be seen as natural elements. Outward variables that may shape job
satisfaction are those parts that dwell outside the genuine execution of work duties. Pay, the
workplace, and the authoritative culture are by and large perceived as extraneous elements that
can assume a necessary part in employment satisfaction.
One of the most often cited definitions on job satisfaction is the one given by Spector
according to whom job satisfaction has to do with the way how people feel about their job
and its various aspects. It has to do with the extent to which people like or dislike their job.
That’s why job satisfaction and job dissatisfaction can appear in any given work situation.
( Spector).
Spector (1997), lists three important features of job satisfaction

1. Organizations should be guided by human values. Such organizations will be oriented
towards treating workers fairly and with respect. In such cases the assessment of job
satisfaction may serve as a good indicator of employee effectiveness. High levels of job
satisfaction may be sign of a good emotional and mental state of employees.
2. The behaviour of workers depending on their level of job satisfaction will affect the
functioning and activities of the organization's business. From this it can be concluded
that job satisfaction will result in positive behaviour and vice versa, dissatisfaction from
the work will result in negative behaviour of employees.
3. Job satisfaction may serve as indicators of organizational activities. Through job
satisfaction evaluation different levels of satisfaction in different organizational units
50
can be defined, but in turn can serve as a good indication regarding in which
organizational unit changes that would boost performance should be made.
Job satisfaction can be defined also as the extent to which a worker is content with the
rewards he or she gets out of his or her job particularly in terms of intrinsic motivation
(Statt, 2004).
According to Mullins (2005), Job satisfaction is a complex and multifaceted concept

which can mean different things to different people. Job satisfaction is usually linked with
motivation, but the nature of this relationship is not clear. Satisfaction is not the same as
motivation. Job satisfaction is more of an attitude, an internal state. It could for example be
associated with a personal feeling of achievement, either quantitative or qualitative.
The term job satisfaction refers to the attitude and feelings people have about their work.
Positive and favorable attitudes towards the job indicate job satisfaction. Negative and
unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006).
Christen, Iyer and Soberman (2006), provide a model of job satisfaction which include
the following elements.
Job related factors,
Role perceptions,
Job performance and
Firm performance.
According to an investigation undertaken by Crewson (2007), the impacts of job

contentment on performance have been described. They inferred that an aspect which
influences job contentment must be regarded by the enterprise to be crucial which require
to be expanded so as to enhance the performance of the workers and initiate situations
which may lead to the most superior performance. The performance degree is reduced with
decreased degree of contentment ranking. There should be some knowledge programs,
relating to the anxiety and contentment degree in the trades. It will assist the enterprises to
51
comprehend the advantages linked to anxiety awareness in context to contentment and
objective attainment in the trade.
Job satisfaction is a worker’s sense of achievement and success on the job. It is generally
perceived to be directly linked to productivity as well as to personal well-being. Job
satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s
efforts. Job satisfaction further implies enthusiasm and happiness with one’s work. Job
satisfaction is the key ingredient that leads to recognition, income, promotion, and the
achievement of other goals that lead to a feeling of fulfillment (Kaliski,2007).
We consider that job satisfaction represents a feeling that appears as a result of the
perception that the job enables the material and psychological needs (Aziri, 2008).
According to Geroge et al.,(2008),Job satisfaction is the collection of feeling and beliefs

that people have about their current job. People’s levels of degrees of job satisfaction can
range from extreme satisfaction to extreme dissatisfaction. In addition to having attitudes
about their jobs as a whole. People also can have attitudes about various aspects of their
jobs such as the kind of work they do, their coworkers, supervisors or subordinates and
their pay.
52
CHAPTER: 4
RESEARCH
MEHODOLOGY
53
SOURCES OF INFORMATION
The research methodology mainly includes that the research would be mainly using primary
data and secondary data as a source of information.
PRIMARY DATA
The primary data would be collected from employees through questionnaire.
SECONDARY DATA
Secondary data for this study was collected from.

 Previously published records, statistics, research reports and documents.
 Books, Periodical and websites.
RESEARCH INSTRUMENT
The research will put to use structured non-disguised questionnaire to get responses from
the employees at L&T.
SAMPLING DECISION
REPRESENTATIVE SAMPLE:
The primary data that would be collected from that of the employees at L&T shall be
collected and regarded as the representative sample unit in this study.
SAMPLING FRAME:
The representative sampling unit in appropriate and justified size would be conveniently
Drawn from different employees across various departments, age-group, occupation,
education, gender, and income from the selected respondents.
54
SAMPLE SIZE:
The appropriate number of customer will be of 100 for study and for those adequate
representatives samples will be considered.
SAMPLING DESIGN AND METHODS:
 For the study convenient samples will be taken which are appropriate for the study
 For the study random samples will be taken which will validate the authencity of the
report
SAMPLING MEDIA:
Sampling media would be achieved in the form of filling up of questionnaire
OBJECTIVE OF THE PROPOSED RESEARCH STUDY
Primary Objective
 The Primary objective of the research is to find employee’s satisfaction level of the
organization
Secondary Objective
 To access the general attitude of the employees towards the organisation.

 To understand the problem of the employees in the work ing condition.
 To know how employees opinion about work place, pay and benefits.
 To study and analyses the various factors affecting the job satisfaction
level.
SIGNIFICANCE OF THE PROPOSED STUDY
Employee satisfaction is an important aspect as far as an organization is considered.

Employees are back bone of every organization. So it is responsibility of the management
to keep the employees to contribute more. It is said that satisfied employees are more
productive. So every organization is giving high priority to keep their employees satisfied
55
by providing several facilities which improves satisfaction and reduce dissatisfaction. I
want to know whether the employees in L&T, Baroda are satisfied or not. So I had to
address the problem in my study.
LIMITATIONS OF THE PROPOSED RESEARCH STUDY:
 This is subjected to the basis and prejudices of the respondents; hence 100% of accuracy
cannot be assured.
 The research was carried out in a short span of time, where in the research could not
widen the study.
 The period of study was too short. So it was not possible to collect the relevant
information with in that period.
 The findings are based on the answers given by the employees, so any error or bias may
be affect the validity of the finding
 This study is only limited to this company.
 To create good image, respondents may give responses vary from the facts.
 Some respondents hesitated to give the actual situation; they feared that management
would take any action against them.
Geographical location of this study is limited to Baroda
56
CHAPTER: 5
DATA ANALYSIS &
INTERPRETATION
57
Table No 5.1 Related to the Age of respondents
Age No Of respondents
20-29 Years 49
30-39 Years 31
40-49 Years 16
50Years and above 4
Total 100
Chart No. – 5.1
Age
4%
16%
20-29 Years
49% 30-39 Years
40-49 Years
50Years and above
31%
Interpretation:
We have found that out of 100% there are 49% people under the age group of 20-29 years, 31%
people under the age group of 30-39 years, 16% people under the age group of 40-49 years and
4% people in the age group of 50 years and above.
58
Table No. 5.2 Related to Gender of the respondents
Gender No of respondents
Male 61
Female 39
Total 100
Chart No. – 5.2
Gender
39%
Male
Female
61%
Interpretation:
We have found that Out of 100% respondents there are 61% of the Male population and 39% of
the Female population.
59
Table No 5.3 Related to Work experience in the present organization
Work Experience in present Organization No of respondents

Less than 1 year 1
02-03 years 22
03 years or above 77
Total 100
Chart No. – 5.3
Work experience
1%
22%
Less than 1 year

02-03 years
03 years or above
77%
Interpretation:
We found that out of 100%, 77% were having work experience in the organization for 3 or more
years, 22% were having work experience in the same organization for 2-3 years and only 1%
respondents were in the organization for less than 1 year.
60
Table No 5.4 Related to Salary of the respondents
Response No of Respondents
Highly Dissatisfied 9
Dissatisfied 31
Neutral 30
Satisfied 24
Highly satisfied 6
Total 100
Chart No. – 5.4
Salary
6% 9%
Highly Dissatisfied
24%
Dissatisfied
31% Neutral
Satisfied
Highly satisfied
30%
Interpretation:
We have found that out of 100% respondents, 9% were highly dissatisfied from their salary,
31% were dissatisfied, 30% were neutral, 24% were satisfied and 6% were highly satisfied.
61
Table No 5.5 Related to Fringe Benefits
Dissatisfied 16
Neutral 52
Satisfied 22
Highly satisfied 8
Total 100
Chart No. – 5.5
Fringe Benefits
2%
8%
16%
Highly Dissatisfied
22%
Dissatisfied
Neutral
Satisfied
Highly satisfied
52%
Interpretation:
We have found that out of 100% respondents, 2% were highly dissatisfied from the fringe
benefits, 16% were dissatisfied, 52% were neutral, 22 were satisfied and 8% were highly
satisfied.
62
Table No 5.6 Related to Workload
Dissatisfied 21
Neutral 31
Satisfied 25
Highly satisfied 12
Total 100
Chart No. – 5.6
Workload
12% 11%
Highly Dissatisfied
21% Dissatisfied
25% Neutral
Satisfied
Highly satisfied
31%
Interpretation:
We have found that out of 100% respondents, 11% were highly dissatisfied form the workload,
63
Table No. 5.7 Related to Physical Working Conditions of the respondents
Dissatisfied 12
Neutral 35
Satisfied 31
Highly satisfied 18
Total 100
Chart No. – 5.7
Physical working Conditions
4%
18% 12%
Highly Dissatisfied
Dissatisfied
Neutral
Satisfied
31% 35% Highly satisfied
Interpretation:
We have found out that out of 100% respondents, 4% were highly dissatisfied from the Physical
working conditions, 12% were dissatisfied, 35% were neutral, 31% satisfied and 18% were
highly satisfied.
64
Table No. 5.8 Related to Job Security of the respondents
Dissatisfied 13
Neutral 34
Satisfied 33
Highly satisfied 18
Total 100
Chart No. – 5.8
Job Security
2%
18% 13%
Highly Dissatisfied
Dissatisfied
Neutral
Satisfied
34% Highly satisfied
33%
Interpretation:
We have found that out of 100% respondents, 2% respondents were highly dissatisfied from the
job security, 13% were dissatisfied, 34% were Neutral, 33% were satisfied and 18% were highly
satisfied.
65
Table No. 5.9 Related to Flexible working Hours of the respondents
Dissatisfied 20
Neutral 36
Satisfied 25
Highly satisfied 4
Total 100
Chart No. – 5.9
Flexible working Hours
4%
15%
25% Highly Dissatisfied

Dissatisfied
20% Neutral
Satisfied
Highly satisfied
36%
Interpretation:
We have found out that out of 100% respondents, 15% were highly dissatisfied from the
flexibility of the working hours, 20% were dissatisfied, 36% were neutral, 25% were satisfied
and 4% were highly satisfied.
66
Table No. 5.10 Related to connection between pay and performance of the respondents
Dissatisfied 28
Neutral 29
Satisfied 22
Highly satisfied 7
Total 100
Chart No. – 5.10
connection between pay and performance
7%
14%
Highly Dissatisfied
22%
Dissatisfied
Neutral
28% Satisfied
Highly satisfied
29%
Interpretation:
We have found that out of 100% respondents, 14% were highly dissatisfied from the connection
between pay and performance, 28% were dissatisfied, 29% were neutral, 22% were satisfied and
7% were highly satisfied.
67
Table No. 5.11 Related to Opportunities to use new technology of the respondents
Dissatisfied 13
Neutral 35
Satisfied 37
Highly satisfied 10
Total 100
Chart No. - 5.11
Opportunities to use new technology
10% 5%
13%
Highly Dissatisfied
Dissatisfied
Neutral
37% Satisfied
Highly satisfied
35%
Interpretation:
We have found that out of 100% respondents, 5% were highly dissatisfied from the opportunities
to use new technology, 13% were dissatisfied, 35% were neutral, 37% were satisfied and 10%
were highly satisfied.
68
Table No. 5.12 Related to opportunities to work on interesting projects of the respondents
Dissatisfied 17
Neutral 32
Satisfied 33
Highly satisfied 14
Total 100
Chart No. – 5.12
opportunities to work on interesting projects
4%
14%
17%
Highly Dissatisfied
Dissatisfied
Neutral
Satisfied
33%
Highly satisfied
32%
Interpretation:
We have found that out of 100% of the respondents, 4% were highly dissatisfied from the
opportunities to work on interesting projects, 17% were dissatisfied, 32% were neutral, 33%
were satisfied and 14% were highly satisfied.
69
Table No. 5.13 Related to feedback from superiors of the respondents
Dissatisfied 9
Neutral 43
Satisfied 34
Highly satisfied 14
Total 100
Chart No. – 5.13
feedback from superiors

0%
9%
14%
Highly Dissatisfied
Dissatisfied
Neutral
Satisfied
34% 43%
Highly satisfied
Interpretation:
We have found that out of 100% respondents, 9% were dissatisfied from the feedback given by
their supervisors, 43% were neutral, 34% were satisfied and 14% were highly satisfied. Here
there were no highly dissatisfied respondents.
70
Table No. 5.14 Related to Relationship with supervisors of the respondents
Dissatisfied 8
Neutral 43
Satisfied 32
Highly satisfied 17
Total 100
Chart No. – 5.14
Relationship with supervisors

0%
8%
17%
Highly Dissatisfied
Dissatisfied
Neutral
Satisfied
43%
Interpretation:
We have found out that out of 100% respondents, 8% were highly dissatisfied from their
relationship with their supervisors, 43% were Neutral, 32% were satisfied and 17% were highly
satisfied.
71
Table No. 5.15 Related to Atmosphere of respect and trust within the department of the
respondents
Dissatisfied 10
Neutral 41
Satisfied 31
Highly satisfied 18
Total 100
Chart No. 5.15
Atmosphere of respect and trust within the

department
0%
10%
18%
Highly Dissatisfied
Dissatisfied
Neutral
Satisfied
41%
Interpretation:
We have found out that out of 100% respondents, 10% were dissatisfied from the atmosphere of
respect and trust within the department, 41% were neutral, 31% were satisfied and 18% were
highly satisfied.
72
Table No. 5.16 Related to relationship with clients and customers of the respondents.
Dissatisfied 9
Neutral 43
Satisfied 31
Highly satisfied 17
Total 100
Chart No. 5.16
relationship with clients and customers

0%
9%
17%
Highly Dissatisfied
Dissatisfied
Neutral
Satisfied
43%
Interpretation:
We have found that out of 100% respondents, 9% were dissatisfied from their relationship with
their client and customers, 43% were neutral, 31% were satisfied, and 17% were highly satisfied.
73
Table No 5.17 related to Mangers having good leadership qualities
Dissatisfied 16
Neutral 40
Satisfied 26
Highly satisfied 14
Total 100
Chart No. 5.17
Mangers having good leadership qualities
4%
14%
16%
Highly Dissatisfied
Dissatisfied
Neutral
26%
Satisfied
Highly satisfied
40%
Interpretation:
leadership skill of their managers, 16% were dissatisfied, 40% were neutral, 26% were satisfied,
74
Table No. 5.18 Related to communication and information flow of the company of the
respondents.
Dissatisfied 18
Neutral 32
Satisfied 31
Highly satisfied 16
Total 100
Chart No. 5.18
communication and information flow of the

company
3%
16%
18%
Highly Dissatisfied
Dissatisfied
Neutral
Satisfied
31%
Highly satisfied
32%
Interpretation:
communication and information flow of the company, 18% were dissatisfied, 32% were neutral,
31% were satisfied and 16% were highly satisfied.
75
Table No 5.19 related to Bonus and incentives given to the respondents
Dissatisfied 24
Neutral 38
Satisfied 26
Highly satisfied 6
Total 100
Chart No. 5.19
Bonus and incentives
6% 6%
Highly Dissatisfied
26% 24%
Dissatisfied
Neutral
Satisfied
Highly satisfied
38%
Interpretation:
We have found out that out of 100% respondents, 6% were highly dissatisfied from there bonus
and incentives, 24% were dissatisfied, 38% were neutral, 26% were satisfied and 6% were highly
satisfied.
76
Table No. 5.20 Related to Transportation facilities provided by the company to the
respondents
Dissatisfied 24
Neutral 50
Satisfied 21
Highly satisfied 2
Total 100
Chart No. – 5.20
Transportation facilities provided by the

company
2% 3%
21%
24% Highly Dissatisfied
Dissatisfied
Neutral
Satisfied
Highly satisfied
50%
Interpretation:
transportation facilities provided by the company, 24% were dissatisfied, 50% were neutral about
it, 21% were satisfied, and 2% were highly satisfied.
77
Table No. 5.21 Related to the Training Facilities given to the respondents
Dissatisfied 19
Neutral 42
Satisfied 27
Highly satisfied 12
Total 100
Chart No. – 5.21
Training Facilities
0%
12%
19%
Highly Dissatisfied
Dissatisfied
27% Neutral
Satisfied
Highly satisfied
42%
Interpretation:
We have found out that out of 100% respondents, 19% were dissatisfied from the training
facilities, 42% were neutral, 27% were satisfied, and 12% were highly satisfied.
78
Table No. 5.22 Related to the Grievance handling method of the company of the
respondents
Dissatisfied 18
Neutral 48
Satisfied 26
Highly satisfied 7
Total 100
Chart No. – 5.22
Grievance handling method of the company

1%
7%
18%
Highly Dissatisfied
26% Dissatisfied
Neutral
Satisfied
Highly satisfied
48%
Interpretation:
We have found out that out of 100% respondents, 1% was highly dissatisfied from the grievance
handling method of the company, 18% were dissatisfied, 48% were neutral, 26% were satisfied,
79
Table No. 5.23 Related to Overall Job satisfaction of the respondents.
Dissatisfied 10
Neutral 57
Satisfied 24
Highly satisfied 8
Total 100
Chart No. – 5.23
Overall Job satisfaction

1%
8% 10%
Highly Dissatisfied
24% Dissatisfied
Neutral
Satisfied
Highly satisfied
57%
Interpretation:
We have found out that out of 100% respondents, 1% was highly dissatisfied from their overall
job satisfaction, 10% were dissatisfied, 57% were neutral, 24% were satisfied, and 8% were
highly satisfied.
80
ON THE JOB TRAINING
81
Introduction
Larsen & Toubro provides Internship to the students undergoing there Masters or
Diploma Programme, in order to help them complete their academic curriculum and also
learn how to work professionally in their respective fields, by providing them on the job
training and exposing them to the real life pressures of job, and what expectations they
need to fulfill of both employers and clients/customers.
Admission to the Internship Programme

I was interviewed by the Deputy Manager and the Head of the Department for the
Internship Programme, they explained me about their work, my profile, and their
expectations from me also the company policies, rules and regulations were explained.
The Internship was for 3 months in the Training & Development Department of Larsen &
Toubro Power – Power Training Institute.
Work done
I was responsible for the below mentioned tasks during my Internship Programme.
 Co-coordinating the Training Programmes , Workshops , Simulator Trainings and site

visits for various GTU’ (Gujarat Technology University)s and GET’s. (Graduate
Engineering Trainees)
 Arrangement of Lunch, Snacks, Stationary and filling of the requisition forms for the
same with proper count.
 Ensuring the Seating arrangement and all Technical arrangements.
 Booking of the Classes and Auditorium for the Training Programmes or Seminars /
Workshops.
 Distribution, Collection & Maintainance of Attendance Sheet, Feedback Forms.
 Distributions of various site visit tools required like safety shoes, helmet and collecting
the payment for the same. Also distribution of various gifts for eg. T-Shirts & Pen Stands.
 Preparing the Feedback Analysis of the feedback received from the trainees both
qualitative and quantitative.
 Registration of the Programmes and Updating of attendance of the trainees/ Participants
in SAP.
 Keeping the Faculty Profiles updated.
 Hosting and Anchoring the Training Programmes/ Workshops.
 Sending invites to the Faculty before the Training is Scheduled.
 Preparing the Day wise Schedule for various Training Programmes.
 Co-coordinating with the respective faculties for all their lecture materials like
presentations specifically.
 Professionally executing entire duties allocated.
82
CHAPTER: 6
FINDINGS,
SUGGESTIONS
83
 Suggestions
 The organization should look after the various aspects that affect the level of
satisfaction amongst the employee according to different variables.
 Planning should be made for improving the HRD practices.
 To find out that why some employees don’t share their personal problem to senior and
Other employees and motivate them if any problem found out so help them to solve.
 The organization should give opportunities to employees that give their response if they
Have any idea for HRD practices.
 Management should make performance appraisal system better.
 The organization should make employee understand their career goal and opportunities
For personal improvement.
 The organization should conduct meetings, discussions and meet personally and get
their
Opinions on what type of facilities they want and what is individual goal.
 The organization should give thoroughly information to new employee about company
History, objectives, vision, mission, and goal.
 Organization has well laid vision statements and involvement and participation of the
employees in framing the policies and procedures of the organization.
84
 Findings
The study was undertaken to know the job satisfaction level of L&T employee of Vadodara.
L&T is a multinational company; the study that I have undertaken is for the 100 Vadodara
employees of L&T knowledge city and getting their views on their level of satisfaction from the
job.
There are many factors under which satisfaction varied from one person to another for a higher
position employee satisfaction level would be different and for lower position employee the level
of satisfaction would be different
The major aspects from which the employees are highly dissatisfied are their salary, flexibility in
the working hours, transportation facilities, connection between the pay and performance and
training facilities, my suggestion would be to look into the problem for the following aspects
leading to increased satisfaction levels in the employees which in end would yield better results
on the work front also Extra hours worked can be rewarded with over time.
We have found that out of 100% there are 49% people under the age group of 20-29 years, 31%
people under the age group of 30-39 years, 16% people under the age group of 40-49 years and
4% people in the age group of 50 years and above.
We have found that Out of 100% respondents there are 61% of the Male population and 39% of
the Female population.
We found that out of 100%, 77% were having work experience in the organization for 3 or more
years, 22% were having work experience in the same organization for 2-3 years and only 1%
respondents were in the organization for less than 1 year.
We have found that out of 100% respondents, 9% were highly dissatisfied from their salary, 31%
were dissatisfied, 30% were neutral, 24% were satisfied and 6% were highly satisfied.
We have found that out of 100% respondents, 2% were highly dissatisfied from the fringe
benefits, 16% were dissatisfied, 52% were neutral, 22 were satisfied and 8% were highly
satisfied.
We have found that out of 100% respondents, 11% were highly dissatisfied form the workload,
We have found out that out of 100% respondents, 4% were highly dissatisfied from the Physical
working conditions, 12% were dissatisfied, 35% were neutral, 31% satisfied and 18% were
highly satisfied.
85
We have found that out of 100% respondents, 2% respondents were highly dissatisfied from the
job security, 13% were dissatisfied, 34% were Neutral, 33% were satisfied and 18% were highly
satisfied
flexibility of the working hours, 20% were dissatisfied, 36% were neutral, 25% were satisfied
We have found that out of 100% respondents, 14% were highly dissatisfied from the connection
between pay and performance, 28% were dissatisfied, 29% were neutral, 22% were satisfied and
7% were highly satisfied.
We have found that out of 100% respondents, 5% were highly dissatisfied from the opportunities
to use new technology, 13% were dissatisfied, 35% were neutral, 37% were satisfied and 10%
were highly satisfied.
We have found that out of 100% of the respondents, 4% were highly dissatisfied from the
opportunities to work on interesting projects, 17% were dissatisfied, 32% were neutral, 33%
were satisfied and 14% were highly satisfied.
We have found that out of 100% respondents, 9% were dissatisfied from the feedback given by
their supervisors, 43% were neutral, 34% were satisfied and 14% were highly satisfied. Here
there were no highly dissatisfied respondents.
We have found out that out of 100% respondents, 8% were highly dissatisfied from their
relationship with their supervisors, 43% were Neutral, 32% were satisfied and 17% were highly
satisfied.
We have found out that out of 100% respondents, 10% were dissatisfied from the atmosphere of
respect and trust within the department, 41% were neutral, 31% were satisfied and 18% were
highly satisfied.
We have found that out of 100% respondents, 9% were dissatisfied from their relationship with
their client and customers, 43% were neutral, 31% were satisfied, and 17% were highly satisfied.
leadership skill of their managers, 16% were dissatisfied, 40% were neutral, 26% were satisfied,
communication and information flow of the company, 18% were dissatisfied, 32% were neutral,
31% were satisfied and 16% were highly satisfied
86
satisfied.
transportation facilities provided by the company, 24% were dissatisfied, 50% were neutral about
it, 21% were satisfied, and 2% were highly satisfied.
satisfied.
We have found out that out of 100% respondents, 19% were dissatisfied from the training
facilities, 42% were neutral, 27% were satisfied, and 12% were highly satisfied.
We have found out that out of 100% respondents, 1% was highly dissatisfied from the grievance
handling method of the company, 18% were dissatisfied, 48% were neutral, 26% were satisfied,
We have found out that out of 100% respondents, 1% was highly dissatisfied from their overall
job satisfaction, 10% were dissatisfied, 57% were neutral, 24% were satisfied, and 8% were
highly satisfied.
87
CHAPTER: 7
CONCLUSION OF THE
STUDY
88
 Conclusion
 Effective human resource management must be practiced at both strategic and day to
day levels HR management practices must reflect company policy as to how it will
manage and relate to its employees. HR must take steps to be aware of employee’s
problems and try to solve them creatively.
 The most obvious and major findings emerging from this study is the clear indication of
Job Satisfaction as a top motivator among today’s future employees. Strikingly,
however is the ranking of a number of lower orders need factors rather than the growth
(higher order need.)
89
BIBLIOGRAPHY
AND
WEBLIOGRAPHY
90
WEBLIOGRAPHY
www.google.com
www.myavathar.com
http://www.academia.edu/1480230/employee_satisfaction_at_bajaj_aouto_ltd_project_re
port
http://www.academia.edu/6801663/project_report_on_employee_satisfaction_at_c_and_c
_constructions_under_the_guidance_of_submitted_by
http://shodhganga.inflibnet.ac.in/bitstream/10603/35519/7/07_chapter2.pdf
(http://www.sirota.com/employee-lifecycle-research/)
http://hdl.voced.edu.au/10707/141998
http://www.onefarm.ac.nz/system/files/resource_downloads/people%20focussed%20emp
loyers%20pr%20lit%20review.pdf
https://chfa.ca/files/regulatory_files/chfa_tradeshows/chfa_east_2015_presentation_empl
oyee_life_cycle.pdf
https://insights.staffbase.com/blog/the-anatomy-of-an-employee-experience-refining-
todays-workplace
https://www.questback.com/blog/the-7-stages-of-the-employee-lifecycle-and-why-they-
matter/
http://mymbaprojects.blogspot.in/2011/06/mba-hr-project-employee-satisfaction.html
91
BIBLIOGRAPHY
Books referred
Sr.No Title Publish Author

1 Human resource and Himalaya Publish K. Ashwathppa
Personal management House
2 Industrial relations Tat McGraw Hill Arun Monappa
publishing Company
Ltd
3 Human Problem in India Sindhu Publication Dr. K.G. Desai
Industries Pvt. Ltd.
4 Marketing research Sultan Chan & Sons Dr. D. Sharma
5 Statistics Methods Sultan Chan & Sons S.P. Gupta
6 Human Resource Sultan Chan & Sons Dr. Guptha C

Management
7 Human Resource U.K Publishing 2 Rakesh Chopre
Management edition
8 Research Methodology New Age Kothari. C.R
International Private
Ltd
92
ANNEXURE
93
QUESTIONNAIRE
SECTION I: DEMOGRAPHIC INFORMATION
(Please put a tick { } appropriate answer)
Q: 1. Name :
Q: 2. Age :
a) 20 -29 years ☐ b) 30-39 years ☐ c) 40-49 years ☐ d) 50 years & above ☐
Q: 3. Gender : a) Male ☐ b) Female ☐
Q: 4. Work experience in present organization:
a) Less than 1 year ☐ b) 02 - 03 years ☐ c) 03 years or above ☐
Q: 5. Educational qualification:
a) Under Graduate( ) b) Graduate( ) c) Post Graduate ( )
d) Professional Degree ( ) e) Diploma ( ) f) Any other please specify
Q: 6. Department
a) HR & Admin( ) b) Production( ) c) Designing( )
d) Quality ( ) e) Accounts ( ) d) Purchase ( )
g) Electrical ( )
94
SECTION – 2: STATEMENTS ON JOB SATISFACTION
Q: 7.Please give your opinion towards the statements.
1) SD= Strongly Dissatisfied 2) DS= Dissatisfied 3) N= Neutral
4) S= Satisfied 5) SS= Strongly Dissatisfied
Sr.No. Statements SD DS N S SS
1 The Salary provided by my Employer is as per
my work and position.
2 The benefits my Employer provides me like
Medical, Insurance and other Fringe benefits.
3 The amount of my work I am asked to do
always reasonable (Workload)
4 The Physical working condition provided by
my Employer.
5 The Job Security provided by my Employer.
6 The facility of Flexible Working Hours
provided by my Employer.
7 The Connection between Pay and
Performance.
8 The opportunity to use new Technology.
9 The opportunity to work on Interesting
projects.
10 The Feedback provided by Supervisors.
11 My Relationship with my Supervisors.
12 The Atmosphere of respect and trust within
my department.
95
13 My Relationship with clients and customers.
14 The Managers have good leadership qualities.
15 The Communication and information flow of

my company.
16 The Bonus and incentives given by my
Employer is based on performance.
17 The Transportation facilities provided by the
Employer.
18 The Training facilities provided by the
Employer.
19 The Grievance handling method of my
Employer.
20 The Overall Job Satisfaction.
Q: 8. Please put a tick { } on the following options applicable to you where in
SDA = Strongly Disagree DA = Disagree N = Neutral
A = Agree SA = Strongly Agree
Sr.No. Particulars SDA DA N A SA

1 I am likely to continue in this company in
future.
2 I may probably shift to the other company
in future.
3 I may recommend this company to my
friends.
4 I see myself at higher position in future in
the present company.
5 This company is best for me.
96
97

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A PROJECT REPORT

“AN EMPIRICAL STUDY ON EMPLOYEE JOB SATISFACTION: A

SUBMITTED BY: ASHISH THANKI

ROLL NO: 406105

In Partial Fulfilment for the award for the degree

(SPECIALIZATION IN HUMAN RESOURCE MANAGEMENT)

UNDER THE GUIDANCE OF

DEPARTMENT OF COMMERCE AND BUSINESS MANAGEMENT

THE MAHARAJA SAYAJIRAO UNIVERSITY OF BARODA

DATE: APRIL - 2019

(Signature of the Guide)

Department Of Commerce and Business Management

The M. S. University Baroda – 390002

I would like to give special thanks to Mr. SACHIN BORDAVEKAR (DGM) of

I am extremely grateful to Dr. Sandip.G.Prajapati for his guidance, guiding me

(Signature of the student)

Mr. Ashish Thanki

S.r No. Title Page N0

8. Data Analysis And Interpretation 57

9. On The Job Training 81

10. Findings, Suggestion 83

12. Bibliography And Webliography 91

5.1 Table and chart showing distribution of respondent with 58

 CONCEPT OF JOB SATISFACTION

 MEANING OF JOB SATISFACTION

 DEFINITION OF JOB SATISFACTION

 THEORIES OF JOB SATISFACTION

6) Herzberg’s Motivation/ Hygiene Theory

 IMPORTANCE OF JOB SATISFACTION

 It is a diagnostic instrument for knowing employees‟ problems, effecting changes

and correcting with least resistance.

 CONSEQUENCES OF JOB SATISFACTION

 Job Satisfaction and Employee Turnover

 Job Satisfaction and Absences

 Job Satisfaction and Safety

 Job Satisfaction and Job Stress

 CAUSES OF JOB SATISFACTION

Hierarchical strategies and methodology: authoritative approaches incorporate the

b) Group Factors: Group elements employing impact on occupation satisfaction

Supervision: Perceived nature of supervision is another determinant of employment

Each activity ascertained by their boss. It is exceptionally dehumanizing and causes

Components Determining Job Satisfaction

Idea of employee occupation satisfaction: - Job satisfaction, hierarchical culture, and

Larsen & Toubro is a major technology, engineering, construction, manufacturing

L&T shall be professionally-managed Indian multinational committed to total

L&T-ites shall be innovative, entrepreneurial, and empowered team constantly

Products and Services

 Construction & Mining Machinery

 Electrical & Automation

 IT Consulting & Digital Solutions

 Metallurgical & Material Handling

 Power Development Limited

 Rubber Processing Machinery

 Technology Hubs & Partnerships

L&T's technology strength constitutes a strategic mix of in-house Research &

 Engineering Design & Research Centres

 Hydrocarbon - Research & Development Centre

 Upstream Technology Centre

The Centre focuses on conceptual aspects, optimization, value engineering, advanced

 L&T Hydrocarbon Engineering Centres

 Unnati – Centre for Excellence

 Defence & Aerospace – Technology

Research and development is a prerequisite for technological innovation. At L&T Heavy

 L&T Sargent & Lundy

Final Project Report L&T

Final Project Report L&T