1.1 INTRODUCTION

HUMAN RESOURCE MANAGEMENT

From Wikipedia, the free encyclopedia, Human resource management (HRM) is the strategic and

coherent approach to the management of an organization's most valued assets - the people working

there who individually and collectively contribute to the achievement of the objectives of the

business. The terms "human resource management" and "human resources" (HR) have largely

replaced the term "personnel management" as a description of the processes involved in managing

people in organizations.

In simple words, HRM means employing people, developing their capacities, utilizing,

maintaining and compensating their services in tune with the job and organizational requirement.

Human resources management involves several processes. Together they are supposed to achieve

the above mentioned goal. These processes can be performed in an HR department, but some tasks

can also be outsourced or performed by line-managers or other departments. When effectively

integrated they provide significant economic benefit to the company.

HR PRACTICES

The main HR practices which are followed in most of the organization are:

Manpower planning

Manpower planning is “the process by which a management determines how an organization

should move from current manpower position to desired manpower position. Through planning, a

management strives to have a right number and the right kind of people at right places, at the right

time, to do things which result in both the organization and the individual receiving the maximum

long range benefit.

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Recruitment

Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at

an organization or firm. For some components of the recruitment process, mid- and large-size

organizations often retain professional recruiters or outsource some of the process to recruitment

agencies.

The recruitment industry has five main types of agencies: employment agencies, recruitment

websites and job search engines, "headhunters" for executive and professional recruitment, niche

agencies which specialize in a particular area of staffing and in-house recruitment. The stages in

recruitment include sourcing candidates by advertising or other methods, and screening and

selecting potential candidates using tests or interviews.

Induction, orientation

Induction is a technique, by which a new employee is rehabilitated into surroundings and

introduced to the practices, policies and purposes of the organization. In other words, it is a

welcoming process – the idea is to welcome a newcomer, make him feel at home and generate in

him a feeling that his job, however small, is meaningful and has significance as a part of the total

organization.

Orientation programmes usually covers things like employee compensation benefits, personnel

policies, the employee’s daily routine, company organization and operations, and safety measures

and regulations. The new employee’s supervisor is often given an orientation checklist, personnel

policies, the employee’s daily routine, company organization and operation and safety measures

and regulation. The orientation checklist helps to ensure that the supervisor has covered all of the

necessary orientation.

Training and development

Training is a process of learning a sequence of programmed behavior. It is application of

knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It

attempts to improve their performance on the current job or prepare them for an intended job.

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Development is a related process. It covers not only those activities that which improve job

performance but also those which bring about growth of the personality; help individuals in the

progress towards maturity and actualization of their potential capacities so that they become not

only good employees but better individual.

In the field of human resource management, training and development is the field concerned with

organizational activity aimed at bettering the performance of individuals and groups in

organizational settings. It has been known by several names, including employee development,

human resource development, and learning and development.

Payroll

In a company, payroll is the sum of all financial records of salaries, wages, bonuses and

deductions. In accounting, payroll refers to the amount paid to employees for services they

provided during a certain period of time. Payroll plays a major role in a company for several

reasons. From an accounting point of view, payroll is crucial because payroll and payroll taxes

considerably affect the net income of most companies and they are subject to laws and regulations

(e.g. in the U.S. payroll is subject to federal and state regulations). From ethics in business

viewpoint payroll is a critical department as employees are responsive to payroll errors and

irregularities: good employee morale requires payroll to be paid timely and accurately. The

primary mission of the payroll department is to ensure that all employees are paid accurately and

timely with the correct withholdings and deductions, and to ensure the withholdings and

deductions are remitted in a timely manner. This includes salary payments, tax withholdings, and

deductions from a paycheck.

Employee benefit

Employee benefits and (especially in British English) benefits in kind (also called fringe benefits,

perquisites or perks) are various non-wage compensations provided to employees in addition to

their normal wages or salaries. Where an employee exchanges (cash) wages for some other form of

benefit, this is generally referred to as a 'salary sacrifice' arrangement. In most countries, most

kinds of employee benefits are taxable to at least some degree.

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Some of these benefits are: housing (employer-provided or employer-paid), group insurance

(health, dental, life etc.), disability income protection, retirement benefits, daycare, tuition

reimbursement, sick leave, vacation (paid and non-paid), social security, profit sharing, funding of

education, and other specialized benefits.

The purpose of the benefits is to increase the economic security of employees.

Performance appraisal

A performance appraisal, employee appraisal, performance review, or (career) development

discussion[1] is a method by which the job performance of an employee is evaluated (generally in

terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A

performance appraisal is a part of guiding and managing career development. It is the process of

obtaining, analyzing, and recording information about the relative worth of an employee to the

organization. Performance appraisal is an analysis of an employee's recent successes and failures,

personal strengths and weaknesses, and suitability for promotion or further training. It is also the

judgment of an employee's performance in a job based on considerations other than productivity

alone.

HRP MODELS:

An HRP model can conceptualize the entire HR activities and link it with the business purposes.

Basically there are four types of HRP Models.

Classical Models:

It attempts to mach the supply of labour and demand for it.

It involves the process of Investigating, Forecasting, Planning & Utilizing.

Standard Models:

It is the most common planning approach and is basically a staff size and configuration

approach.

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It may unnecessarily increase the staff levels since competency requirements not taken in to

account.

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Strategy Models:

To support the strategic business objectives of an organization, a strategy based HR planning

process is more effective approach.

It translates business objectives into specific human resources programs and services.

Action driven Models:

Here planning starts with current corporate strategic drive or existing business problems, e.g. higher

labour cost, poor customer services etc.

It is said that a company is as good as its people. They are the ultimate source of its competitiveness. Thus

the role of an HR dept and HR professional becomes all the more important for choosing, retaining,

developing their employee.

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1.2 COMPANY PROFILE

Company name: Larsen & Toubro limited

Business type : Technology, Engineering, Construction and Manufacturing Company

PROFILE

Larsen & Toubro Limited (L&T) is a technology, engineering, construction and manufacturing

company. It is one of the largest and most respected companies in India's private sector.

 

Seven decades of a strong, customer-focused approach and the continuous quest for world-class

quality have enabled it to attain and sustain leadership in all its major lines of business.

 

L&T has an international presence, with a global spread of offices. A thrust on international

business has seen overseas earnings grow significantly. It continues to grow its overseas

manufacturing footprint, with facilities in China and the Gulf region.

 

The company's businesses are supported by a wide marketing and distribution network, and have

established a reputation for strong customer support.

 

L&T believes that progress must be achieved in harmony with the environment. A commitment to

community welfare and environmental protection are an integral part of the corporate vision.

The evolution of L&T into the country's largest engineering and construction organization is

among the most remarkable success stories in Indian industry.

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L&T was founded in Bombay (Mumbai) in 1938 by two Danish engineers, Henning Holck-Larsen

and Soren Kristian Toubro. Both of them were strongly committed to developing India's

engineering capabilities to meet the demands of industry.

Beginning with the import of machinery from Europe, L&T rapidly took on engineering and

construction assignments of increasing sophistication. Today, the company sets global engineering

benchmarks in terms of scale and complexity.

In 1944, ECC was incorporated. Around then, L&T decided to build a portfolio of foreign

collaborations. ECC is the construction arm of L&T and ranks 40th among the top global

contractors and 67th among international contractors (ENR August 2008).

The Building and Factories Operating Company (B&F OC) is one of the four newly restructured

operating companies of ECC is equipped with the domain knowledge, requisite expertise and

wide-ranging experience to undertake Engineering, Procurement and Construction (EPC) of all

types of buildings and factories structures.

The Engineering Design Research and Consultancy (EDRC) division of B&F OC with its multi

disciplinary approach to design offers integrated solutions that help to achieve ideal work spaces.

Over the last two decades EDRC has provided design and consultancy services to a wide variety of

Factories, IT Parks, Hospitals, Residential and allied project in the country and abroad.

VISION

The EDRC-B&F OC has a vision statement which is given below but it doesn’t have any mission

or value statement.

EDRC-B&F shall be the market leader in the field of Engineering, Design and

Consultancy providing end to end engineering solutions for the business units.

EDRC-B& F shall be the forerunner in applying innovative, emerging technology trends to

provide cost effective solutions.

EDRC-B&F shall be favored for D&B projects, particularly in the government sector.

EDRC-B&F shall be an empowered department of motivated, self driven employees.

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CORPORATE GROWTH STRATEGY AND PLAN

Larsen & Toubro is having its business plan and corporate plan but the same is

accessible only to very elite stakeholders. However EDRC-B&F doesn’t have any

business plan. It has only growth strategies, competitive strategies, competency

strategies. To know more about strategies, let us know the SWOT of EDRC-B&F .

People are the prime movers in the EDRC-B&F, EDRC’s team of committed professionals with

their in-depth knowledge and years of domain exposure make it offer end-to-end design solutions,

while taking care of every process element and project requirement.

STRENGTHS

Brand image

Acquired engineering capabilities to handle mega projects.

Experienced people with material and technical knowledge.

Substantial knowledge in green building concept and LEED certification.

Large document and rationalized data for parametric studies.

WEAKNESS

Lack of experts in process design.

Absence of Interface Management System.

Inadequate standardization.

OPPORTUNITIES

Development of Railway and Metro Terminals in Tier 1 & Tier 2 cites

Increased need for affordable houses.

Association with International Consultants.

Climate change mitigation measures.

Need for retail, hotels and public spaces as a government initiative to boost tourism.

Latest technological trends – ultra HPC, BIM Carbon Fiber

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THREATS

Entry of international firms

Attrition.

GROWTH STRATEGIES

1. Target M&A of specialized companies.

2. Develop skills for master planning of integrated township.

3. Develop a core team for co-ordination and integration.

4. Skill enhancement & capture of talent by recruiting experts in the hotels, hospitals,

transportation, retail, cement process, defense & security etc.

COMPETATIVE SRATEGIES

1. Increase Design and Build share

2. Branch offices to develop relationships with state governments and expertise in statutory

regulations.

3. Build networks with International firms in India.

4. Represent EDRC in International & National forums.

COMPETENCY STRATEGIES

1. Enter in to carbon trading and employ/develop certified LEED auditors.

2. Expand Design & Build capabilities in new areas of business.

e.g. Railways and Bus Terminals, Defense, environment and security system.

3. Leverage outputs from Knowledge Management initiatives.

In keeping with its vision and SWOT, the EDRC-B&F OC has decided to obtain overall cost

advantage over the coming year with maximum employee engagement and less attrition. This is

because due to the aftermath of recession clients and developers will look for viable cost effective

design and consultancy. With so many players in the domestic market only our total engineering

solution with latest technology advantages will be an edge over competitors and that is the reason

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for the cost leadership theme. Similarly to curb attrition and talent poaching organization need to

have a world class engaged workplace. Accordingly company has identified the following major

thrust area viz.

Growth in sales and PBIT

Cost leadership.

World class engaged workplace

These areas have been decided as not only the strategic intent of the organization but also as the

corporate objectives for the year 2010-2011. Having understood the major corporate objectives of

the EDRC-B&F OC, organization is starting the key task of translating the OC objectives in to

their HR implications and developing specific strategies for success. Before going to the HRP

model and strategies in detail let us know the existing HR systems and practices in our OC.

HR SYSTEM AND PRACTICES

The EDRC-B&F operating company (OC) Engineering & construction Division of Larsen &

Toubro Limited are involved in design & build concept of various projects having global presence.

Due to major scope and boom in infrastructure activities and involvement of various people for

fulfilling / achieving the targets, require very strong HR systems and practices. The HR department

is providing solutions through the below different work areas-

Manpower planning

Recruitment

Personnel Administration

Training & Development

MANPOWER PLANNING:

Trainee Budget:

1. Central Personnel Department (CPD) asks P&OD department of ECC division for the

trainee requirements for the ensuring financial year.

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2. Recruitment section sends a note under signature of Head- P&OD to Resource Department

at HQ with copy marked to Executive Vice Presidents /Vise presidents and operating

general managers with data relating to past three years selection of GET’s and DET’s .

Resource Department interacts with VP’S and Operating GM’s and sends to P&OD the

requirement of PGETs/GETs/ DETs for the following year.

3. The discipline wise requirements are consolidated and send to CPD. Recruitment section

proceeds with the Campus Interviews based on the above requirement.

General budget:

1. P&OD receives guideline for budgeting of manpower from CPD in December.

2. Head –P&OD Department send information to Regional Managers and Departmental

Heads through electronic mode to forecast manpower requirements in the manpower

budget system.

3. Head P&OD department present the budget proposals along with an analysis of manpower

and staff productivity in terms of sales and contribution to Budget Meeting based on sales/

productivity forecast and the desired increase in staff productivity, net addition to

manpower is decided.

4. These proposals are then presented to CGM headed by President (Operations) and after

further deliberations, CGM finally decides on the quantum of net addition to manpower

which is inclusive of trainee net requirement.

5. Category wise budget proposals are sent to CPD with a justification note. The proposals are

placed before CMC. In case of any changes CPD forwards the information to ECC.

RECRUITMENT

Trainee Recruitment (GET’s/DET’s):

1. List of institutions to be visited is decided after considering various factors like

recommendations from Regional managers and send to RM/ Regional P&OD.

2. Letters are send under the signature of Head-P&OD to VPs/GMs for question paper

preparation.

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3. Stationery and other documents required for the campus interview are sent to the regions.

4. Regional P&OD follow- up with each institutions and finalise data and time of campus

interview and conducts the process at campuses.

5. After completion of interview process in each institution, Regional P&OD sends all back

papers to P&OD, HQ where results of interviews are processed in Campus Recruitment

System. Selection criteria is arrived at by considering Minimum average regional marks for

each discipline and an All- India merit ranking list is generated for each discipline.

6. Offer letters are sent to selected candidates with the request to confirm their acceptance by

returning duplicate copy of the offer duly signed by them.

General recruitment (Stray/ unconsolidated applications):

1. On the receipt of stray / unconsolidated application, if the application is found acceptable.

The same is sent to the concerned Business unit/Services unit head.

2. If the application is short listed, Head (resourcing / recruitment) will fix the panel members

and interview date on consultation with the concerned Business unit /Service unit head. For

outstation candidates, application may be sent to the Regional P&OD Heads for conducting

interviews.

3. If the applicant is selected in the interview, offer letter will be issued to the candidate if the

requirement is immediate or otherwise the application is kept in data bank for future

requirement.

Panel Members:

1. All interview Panels should generally consist of at least 3 members- Two Panel members

from the functional departments and one from P&OD department .

2. The following are general guidelines for the composition of panel members from the

functional areas for selection in various categories,

3. For Non - Supervisory (Technical & Non technical) - One covenanted cadre + One official

cadre staff.

4. For supervisory Cadres – Two covenanted cadre staff

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5. For Officers/ Sr. Officer Cadre interviews, panel should consist of GM or JGM of the

concerned Department plus one Sr.DGM or DGM from the same or other Department.

6. Covenanted cadre recruitment – Two General Managers.

7. In all interviews P&OD representatives shall be present in the selection panel.

Signing of interview call letters:

All interview call letters would be signed by Head- Resourcing & recruitment / regional P&OD in

charge.

Travel Reimbursement:

1. Out station candidates will be paid return/ air fare depending on their cadre , as per the

details given below

2. Covenanted- For preliminary interview I Class or A/C II sleeper train fare. For final

interview, air fare in Economy class.

3. Officer / Sup Cadre, I Class train fare/III Tier A/C

4. Other, II class train fare.

5. Head Department is competent to authorize any deviations either in granting travel

reimbursement, in cases warranting special consideration.

6. Testimonial Verification and Joining Process:

7. New recruiters are required to submit the following original documents with a set of

copies:

8. Date of Birth Certificate

9. SSC/HSC/Degree and other certificate in support of educational qualification

10. Relieving certificates from the last employers, if any.

11. Servicing certificates in support of experience, if any

12. Two copies each of his passport size and stamp size color photographs

13. The P&OD staff verifies the original documents and fills the testimonial verification form

14. On receipt of testimonial form with date of joining details, P&OD HQ (Recruitment

Section) arranges to obtain a Pay Sheet (PS) Number from Personnel Administration

Department at HQ/CPD- Powai for the new joinee releases the Accounts copy of the offer

letter with PS. No and date of joining to the concerned Accounts department, for

incorporation of the new joinees name in the Pay Roll master.

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15. All the back papers are then handed over to P&OD HQ (Personnel Administration) for

updation in system and for safe custody.

Offer letters

All employment offer letter up to and including Sr. Officer Cadre shall be signed by Head-

P&OD Department and all employment offer letters in covenanted cadre shall be signed by

president (Operations). Issue of offer letter is centralized at HQ.

Pre – Employment Medical Examination:

1. Candidates selected for employment are required to undergo Pre- employment Medical

examinations at the accredited medical institutions at places where Regional Offices are

situated. Candidates recruited in Officers/ Sr. Officers and covenanted Cadre undergoes

Master Health Check-up.

2. Respective P&OD section liases with the respective medical institutions and forward the

medical report to P&OD, HQ. Candidate who are near Chennai are sent to the medical

institutions by P&OD HQ.

3. If the candidate is medically fit, communication is sent to the candidate asking the

candidate to join within the time limit agreed at the time of interview. In cases of medical

unfitness, communication is sent to candidate withdrawing the offer.

PERSONNEL ADMINISTRATION

Compensation and Benefit:

The compensation and benefits structure are given as follows.

Basic Pay- The minimum basic has been fixed for each grade; however, there is no upper limit.

This component attracts the Retirement Benefits like Provident Fund, Gratuity and Supper

Annuation.

House Rent Allowance (HRA) - HRA is grade- based component paid to the employees through

salary. In rare cases, when company allots the accommodation to the employee, HRA will cease

and in addition 10% of basic gets deducted from the salary of the employee towards the company

accommodation.

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Conveyance Allowance- Employees are paid conveyance allowance as per their grade in the

organization.

Outstation Travel- Employees can avail Travel Advance Payment for travel on official purposes

through a Travel Expenses format duly authorized by the concerned HOD. The limits applicable to

employees can be seen from P&OD Portal under Benefits.

Domiciliary Medical Expenses- The employee in the executive and supervisory cadre, are paid

grade- wise fixed amount under Domiciliary Medical Allowance. There is no automatic payment

for covenanted employees but expenses are reimbursed at par.

Hospitalization Expenses- All supervisory and executive cadre employees and their family

(spouse & 2 dependents) are covered under Health Insurance policy with a cover of Rs.2 Lacs for

Hospitalization Expenses. Covenanted employees and their family (spouse & 2 dependents) are

also covered under the Health Insurance policy to cover the hospitalization expenses with cover of

Rs. 3 Lacs.

Leave Travel Assistance (LTA) - Leave Travel Assistance is available for employees as per their

grade. A minimum of 6 days privilege leave has to be applied to avail LTA benefits. An employee

may avail LTA for each calendar year or may avail LTA for each calendar year or may avail LTA

for combined two years in LTA block period.

Personal Computer Scheme- Covenanted employees with higher performance rating are

provided Personal Computers under the company scheme as per eligibility.

House Loan- Covenanted employees with higher performance rating given interest subsidy on the

housing loan they avail from the banks, for the amounts as per their grades.

Salary is credited to the employees’ Bank account. The new joinee should open an account in

banks and inform the account number to Personnel Department/Accounts departments with 15

days of joining. Reimbursement/claims are being settled through Shared Service Centre. The

amount is directly credited to employee’s bank account.

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Compensation and Benefits are based on the employee’s cadre, performance, potential and market

factors. Employees are expected to keep their compensation & monetary benefits STRICTLY

CONFIDENTIAL. Certain standard non- monetary benefits are based in the grade in which the

employee is placed. Some of general benefits are travelling expenses, out of pocket expenses,

family planning incentives, long service award, dislocation allowance etc.

Annual Appraisal Process:

1. The contents of the annual appraisal of the previous year are reviewed by Personal

Administration Department each year in consultation with Head – P&OD and changes

required are incorporated. Sufficient number of appraisal forms is printed.

2. Draft guidelines in consultation with Head – P&OD Department are prepared and president

(construction) approval is obtained by getting the guidelines signed by him.

3. The appraisal forms are dispatched to the regions/task force leaders/ department heads

along with the promotion and increment guidelines.

4. Received appraisal forms are consolidated and sent to JGMs/GMs/VPs/EVPs/Sr. VP for

their review and final recommendations and are returned before a specific date. Deviations

from the guidelines are highlighted on the appraisal forms.

5. If there is no GM/VP/EVPs/Sr. VP for their review/final recommendation in certain cases,

forms are sent to the officials just below the rank of GM/VP for review and final

recommendation

6. Recommendations are filled up in the input column on the reverse of appraisal forms and

forwarded to the systems section to feed all the recommendation in the computer.

7. Core committee Meeting is convened and the members are informed on the venue date and

time to review the recommendations and decide on annual reward/ increment

8. Changes if any are further entered in the input column of the respective appraisal forms and

given to the systems sections for updation and processing increment / promotion letters as

per increment guidelines.

9. Letters generated are crosschecked with the respective forms and placed for signature of

Head – P&OD Department.

10. Increment letters are dispatched to respective Regional managers/departments heads with

covering note.

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11. Completed appraisal forms along with office copy of increment/promotion letter are filed

in the respective staff folders.

Promotion & Career Development- Employees have the promotion opportunities to grow in the

organization to reach the higher echelons of management. The promotions are based on the

performance and competencies of the employees as well as requirements of the organization.

Employees are given opportunities to work in different fields based on their competencies and

requirements of the organization. Employees are encouraged to review their performance at least

once in a year with their superiors. They may use this opportunity to discuss their competencies,

areas of improvement, career opportunities etc.

TRAINING AND DEVELOPMENT

In EDRC- B&F, Human Resources Development is a continuous process. A full fledged training

department updates and strengthens managerial, technical and supervisory skills of the personnel.

Training is an investment in people; it kindles the creativity of the individual and results in

organizational effectiveness.

Twice a year training plan is formulated highlighting the training activities proposed for the six

months. Inputs to formulate this training plan is taken from

FAIR Process- where individual training needs are identified

Top Management and Business Unit Heads who read the pulse of emerging

business scenario

Discussion with faculty members

Feedback given by the participants in previous programmes

Training need of staff is identified at the end of the every appraisal cycle. Immediate Superior

identifies the training needs of his subordinates in Technical/ Behavioral/ General Management

area.

Apart from in- house programmes, staff members are nominated for external training programs,

Seminars, Conferences and Workshops to keep themselves updated on the current knowledge in

the field.

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Leadership Programmes:

Keeping in mind the ambitious growth plans of the company and realize the vision to be a market

leader in the field of Engineering, Design & Consultancy, various Leadership Programmes are in

place to identify, reward and train potential leaders to enable them to take up the challenging

assignments/positions in the days to come.

At EDRC-B & F have been proactive in addressing the aspirations of employees by developing a

unique Leadership Module. The module offers three sets of Leadership Role/ Paths – one for the

would be managers (MLPs), one for the execution specialist (ELPs &SLPs) and another for

technologies (TLPs) who prefer to remain close to technology throughout their career.

Management Leadership Program (MLP) is an organization wise intervention to identify, groom

and retain a pool of high potential employees, from which dynamic leaders can be chosen for

fulfilling business needs. The leadership talent identified using a competency measurement tool i.

e. Assessment Centers based on real business scenario situations. The program encompasses

grooming high potential talent through Coaching Initiatives and Training programs designed to

strengthen competencies.

Technologist Leadership Programme (TLP) is an initiative directed towards identifying and

developing our employees who have a strong desire to enhance business performance through the

route of technology. TLP aims to identify, develop and retain employees with domain expertise in

areas which have high growth potential and are core to L&T’s business strategy as well as those

who have the competencies desired in a Business Leader.

Execution Leadership Programme (ELP) is to recognize, nurture and develop the key set of people

who are excellent operational performers, contributing significantly to the business, some of whom

involve as future business / technology leaders. The ELP process is the stepping stone to the MLP/

TLP processes. Employees who are functionally and operationally excellent (ELPs) and display

the aptitude to excel in business leadership positions are then nominated to the MLP process. Some

of the ELPs who are working in technology areas and show a penchant for Technology leadership

would be nominated for TLP assessment process.

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Supervisory Leadership programme (SLP) is to identify and groom employees who joined in

Supervisory cadre and show exemplary performance and potential and provide them scope for

faster growth and focused development. As they rise in to Executive position, they are given an

opportunity to take part in the ELP, MLP and TLP process.

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1.3 NEED FOR THE STUDY

The purpose of the study is to determine the HR practices that exist in the organization.

Human Resources (HR) is an essential component of successful businesses. HR practices have the

capacity to align with business objectives and to positively impact employee satisfaction and,

ultimately, their work capacity. Appropriate HR practices do have positive effects, such as

increased knowledge, skills and abilities that would lead to increased productivity.

The need for the study aims at how well the HR practices are implemented in the organization.

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1.4 SCOPE OF THE STUDY

This study will be helpful to find out the employees’ opinion towards the Human Resource practices at (EDRC – B&F OC) Larsen & Toubro Limited.

This study will help the employees of the organization to express their thoughts with regard to the topic of the study.

The study will help the researcher to identify the existing problems in the organization and provide suggestions to the management in order to resolve the problems faced by the employees.

Through this study the employees of the organization will be enabled to convey what ever they wish to convey to the management.

This study will help the organization to understand where they should improve with regard to the human resource practices in the organization.

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1.5 OBJECTIVES FOR THE STUDY

PRIMARY OBJECTIVE:

To study about the human resource practices existing in (EDRC B&F OC) Larsen &

Toubro Limited.

SECONDARY OBJECTIVES:

To determine the effectiveness of human resource practices in the organization

To determine the expectations of the employees from the organization

To analyze managements investment of time and resources in development of the

employees.

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2.1 REVIEW OF LITERATURE

Researcher’s name: Arthur, J.B. (1994)

Type of study: cross sectional

Single industry: 30 US steel minimills

HR measures: 10 variables – decentralization, participation, general training, skilled workers,

level of supervision, social events, due process, wages, benefits, bonus,, percentage unionized.

Clustered into two systems: control and commitment.

Outcome measures: manufacturing performance (labour efficiency, scrap rate) and employee

turnover.

Controls: firm age, firm size, union status, business strategy.

Method: Regression

Findings: Commitment based HR systems associated with lower scrap rates and higher labour

efficiency than control-based systems.

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Researcher’s name: Huselid, M.A. (1995)

Type of study: cross sectional

Multi-industry: 968 US-owned firms with over 100 employees.

HR measures: High performance work system scale. 13 items elicited two factors (i) employee

skills and organizational structures – items: formal job design, enhanced selectivity, formal

training, quality of work program, quality circles, labour-management teams, information sharing

programmes, formal grievance procedures, profit and gain-sharing plans, enhanced

communications, (ii) Employee motivation – items: formal appraisal, linked to compensation,

merit in promotion decision rules.

Outcome measures: turnover, productivity (log of sales per employee), corporate financial

performance – market based measure Tobin’s q, and accounting based measure – gross rate of

return on capital employed (GRATE).

Controls: firm size, capital intensity, firm and industry levels of union coverage, industry

concentration, growth in sales, R&D intensity, firm-specific risk, industry levels of profitability,

net sales and total assets.

Method: Regression analysis

Findings: High performance work systems have an economically and statistically significant

impact on turnover, productivity and corporate performance. One standard deviation increase in

HPWS is associated with a relative decrease of 7.05% in turnover, and on a per employee basis, a

$27,044 more in sales and $18,641 and $3,814 more in market value and profits respectively.

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Researchers name: Huselid, M.A. Jackson, S.E. and Schuler, R.S. (1997)

Type of study: cross sectional

Multi-method – 293 publicly held US firms

HR measures: strategic HRM scale (8 items including teamwork, communications, involvement,

enhancing quality and developing talent to serve business in future)

Technical HRM scale (describes perceptions f how well the HR function performs activities – 8

items including recruitment, selection, training, performance appraisals and compensation

administration)

Professional HRM capabilities scale (describes expertise and skill relevant to performing

excellently within HR function - 11 items

Business related capabilities scale (describes the amount of business experience HR staff have had

outside of HR function - 3 items)

Outcome measures: employee productivity (net sales per employee, gross rate of return on assets,

and profitability, Tobin’s q)

Controls: union coverage, firm size, capital intensity, industry concentration, sales growth, R&D

expenditures, stock price variability (beta) and firm industry.

Method: Regression analysis

Findings: Significant relationship between strategic HRM and employee productivity, cash flow,

and market value. No meaningful relationship between technical HRM and firm performance. On a

per employee present value basis, a one standard deviation increase in overall HRM effectiveness

corresponds to an estimated increase in sales per employee of 5.2. per cent , a cash flow of 16.3 per

cent, and a market value of 6%.

26

Researchers names: Guest, D.E., Michie, J, Conway, N & Sheehan, M (2003)

Type of study: Cross sectional and longitudinal

Multi-industry, 366 firms with over 50 employees

HR measures: 48 items on HRM covering nine main areas: recruitment and selection, training and

development, appraisal, financial flexibility, job design, two-way communication, employment

security and the internal labour market, single-status and harmonization, and quality.

Outcome measures; labour turnover, absence and industrial conflict. Labour productivity (value

of sales per employee) and financial performance (company’s profit per employee).

Controls: sector, trade union membership, part of multinational, presence of

consultative committee, staff committee, and single union deal, respondent holds HR

Position, perceived importance of overall HR policy in terms of controlling for labour costs.

Method: Telephone interview using structured questionnaire, regression.

Findings: Using objective measures of performance, greater use of HR practices was associated

with lower labour turnover and higher profit per employee, but showed no association with HR

and productivity. There was a strong association between subjective estimates of HR and

productivity and financial performance. The study supports the association between HRM and

performance but does not show that HRM causes high performance.

27

2.2 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It is a plan of action for a

research project and explains in detail how data are collected, analyzed and presented, so that they will

provide meaningful information.

According to D. Slesinger and M. Stephenson, Research is “manipulation of things, concepts, or symbols

for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in

construction of theory or in practice of an art.”

RESEARCH DESIGN:-

A research design is the arrangement of conditions for collection and analysis of data in a manner that aims

to combine relevance to the research purpose with economy in procedure. The research design is the

conceptual structure within which research is conducted; it constitutes the blue print for the collection,

measurement and analysis of data.

DESCRIPTIVE research technique was adopted in this project. Descriptive research is a description of the

state of affairs, as it exists at present. The main characteristic of this method is that the researcher has no

control over the variable; he can only report what has happened or what is happening.

Sampling design:-

A sample design is a definite plan for obtaining a sample from a given population. It refers to the

technique or the procedure the researcher would adopt in selecting items for the sample.

Type of Universe:-

The first steps in developing any sample design are to clearly define the set of objects, technically

called the universe, to be studied. The universe can be finite or infinite. In this research analysis,

FINITE universe was adopted, which means the number of items is certain.

28

Sampling unit:-

The sampling unit is the basic unit containing the elements of the population to be sampled. It may

be the element itself or unit in which the element is contained. The sample unit in the project

consists of employees in (EDRC-B&F OC) one of the four newly restructured operating

companies of ECC, Larsen &Toubro limited.

Sample size:-

Sample size is a part of the population or a subset from a set of units by the same process or other,

usually by deliberate selection with the objective of investigating the project of the parent

population or set. This indicates the number of samples or employees. The sample size of the

present study was 120 employees.

SAMPLE METHOD

The sampling technique adopted for the study was non – probability sampling. The respondents

were chosen on the basis of convenience sampling.

Convenience sampling:-

Nonprobability samples that are unrestricted are called convenient sampling. Convenience

sampling refers to the collection of information from members of population who are conveniently

available to provide it. Convenience sampling allows a large number of respondents to be

interviewed in a very short time.

DATA COLLECTION METHOD:-

The data collection method includes Primary data and Secondary data.

Primary data:-

It is original in character. The primary data used for this project was collected using structured

undisguised questionnaire with open ended & close ended question. The information was collected

from employees of the organization.

29

Secondary data:-

Secondary data includes data, which exists already and are directly applied to the study. Secondary

data was collected with the help of websites, journals and also through personal discussion with

employees.

STATISTICAL TOOLS:-

The data collected was analyzed by employing the following statistical techniques:

Frequency

Independent t – Test

One way ANOVA

The above statistical analysis were carried out in personal computer using software “Statistical

Packages for Social Sciences (SPSS), Windows, Version 16.0”

Percentage analysis:-

Percentage refers to special kind of ration. It is used in making comparison between two or more

series of data; it is used to describe relationship. Percentage is used to analyzing the data. Bar

charts, Column charts and Pie – charts were used to explain tabulation clearly.

Independent t – Test:-

It is a test of significance. It answers the question whether there is a statistically significant

association between two variables.

One – Way ANOVA:-

Through ANNOVA one can investigate any number of factors which are hypothesized or said to

be influence the dependent variable. The researcher can take only one factor and investigate the

differences amongst its various categories having numerous possible values.

30

2.3 LIMITATIONS OF THE STUDY

Any research study will be restricted in scope by certain inherent limitations that are participated

by the choice of the research design sampling procedure and respondents section. This study has

the following limitation;

The survey was conducted for restricted duration which was not sufficient for covering all

the concepts of organization culture.

The sample size is limited only to 120, which may not reflect the opinion of all the

employees.

The respondents may behave or give opinions differently at different times because of both

dynamic business environment and also their psychological temperament.

It is obvious that all statistical tools used have their own limitations which might influence

the study.

31

FREQUENCY ANALYSIS

3.1.1 TABLE SHOWING AGE OF THE RESPONDENTS

AgeFrequency Percent

20-25 46 38.3

26-30 52 43.3

31-35 16 13.3

36-40 6 5

Total 120 100

3.1.2 GRAPH SHOWING AGE OF THE RESPONDENTS

INFERENCE:

From the above table it is being inferred that 38. 3% of the respondents belong to the age group of

20-25, 43. 3% of the respondents belong to the age group of 26-30, 13. 3% of the respondents

belong to age group of 31-35, 5% of the respondents belong to 36-40. Thus to conclude most of

the respondents belong to young population.

32

3.1.2 TABLE SHOWING GENDER OF THE RESPONDENTS

Gender Frequency Percent

Male 66 55

Female 54 45

Total 120 100

3.1.2 GRAPH SHOWING GENDER OF THE RESPONDENTS

INFERENCE:

From the above table it is inferred that 55% of the respondents are male and 45% of the

respondents are female. Most of the respondents belong to male category.

33

3.1.3 TABLE SHOWING DESIGNATION OF THE RESPONDENTS

3.1.3 GRAPH SHOWING DESIGNATION OF THE RESPONDENTS

INFERENCE:

From the above table it is found that 16.7% of the respondents belong to the trainees, 3.3% belongs

to supervisors, 78.3 belong to executives and 1.7 % belongs to managers. It may be inferred that

most of the respondents are executives, middle level management.

34

Designation Frequency Percent

Trainees 20 16.7

Supervisors 4 3.3

Executives 94 78.3

Managers 2 1.7

Total 120 100

3.2 INDEPENDENT t – TEST

3.2.1 TABLE SHOWING GENDER AND TRAINING VARIABLES.

H0: There is no significant difference between training variables and gender.

H1: there is significant difference between training variables and gender.

VARIABLES MEAN Column2

SIG. VALUE. SSIGNVALUEMALE FEMAL

Eorganization has provided training opportunities enabling to extend skills and abilities

2.12 2.07 0.5

got opportunity to discuss training requirements with employer

2.12 2.26 0.678

work pays for any work - related training want to undertake

2.18 2.48 0.336

organization is committed to the training of its employee

1.88 1.93 0.111

35

INFERENCE:

The above table is about the different variables of training and gender.

In the above table it is inferred that significance value of opportunity for increasing skill through

training (0.5), opportunity to discuss about training need to superior (.678), work paying for

work related training (.336), and commitment of the organization towards training (.111) is more

than 0.05. So we accept H0. So there is no significance difference between training and gender.

From the mean value we infer that male and female are neither satisfied nor dissatisfied with

their training programmes which are conducted in the organization.

36

3.2.2 TABLE SHOWING GENDER AND SALARY VARIABLES

H0: There is no significant difference between salary variables and gender.

H1: There is significance difference between salary variables and gender.

VARIABLES

MEAN SIG.VALUEMAL

EFEMALE

organization has attractive compensation system

2.64 2.74 0.001

company provides fair pay based on performance

2.48 2.89 0.000

company provides monetary rewards

2.30 2.7 0.032

present salary encourages better performance

2.79 2.93 0.006

INFERENCE:

From the above table it is about the different variables of salary and gender.

In the above table it is inferred that significance value of attractive compensation (0.001) and

performance encouraged by salary (0.000) fair pay based on performance (0.032) and monetary

rewards (0.006) are less than 0.05. So reject H0. Both male and female feels that salary affects

HR practices.

From the mean value we infer that females are more satisfied with the salary provided by

organization than men, especially in the case of performance based pay.

37

3.2.3 TABLE SHOWING VARIABLES OF PERFORMANCE APPRAISAL AND

GENDER.

H0: There is no significant difference between performance appraisal variables and gender.

H1: There is significance difference between performance appraisal variables and gender.

VARIABLES

MEANMEANColumn2

SSSIG.VALUE. VALUEMALE FEMAL

Eperformance appraisals are based on objectives

2.69 2.78 0.002

performance appraisals are based on quantifiable results

2.69 2.78 0.00

INFERENCE:

From the above table it is about the different variables of performance appraisal and gender.

In the above table it is inferred that significance value of the performance appraisal based on

objectives 0.002 and performance appraisal based on quantifiable results 0.000 is less than 0.05.

So reject H0. So there exists association between different variables of performance appraisal

and gender.

From the mean value we infer that females are more satisfied with the performance appraisal

provided by organization than men.

38

3.2.4 TABLE SHOWING VARIABLES OF PERFORMANCE EVALUATION AND

GENDER

H0: There is no significant difference between performance evaluation variables and gender.

H1: There is significance difference between performance evaluation variables and gender.

INFERENCE:

The above table is about the different variables of performance evaluation and gender.

From the above table it is inferred that significance value of all the performance evaluation

variables are greater than 0.05. So we accept H0. Both male and female doesn’t feel that

performance evaluation have any effect on HR practices.

From the mean value it is inferred that both the male and female are neither satisfied nor

dissatisfied with the performance evaluation system prevailing in the organization.

3.2.5 TABLE SHOWING VARIABLES OF PROMOTION AND GENDER

39

VARIABLE MEANColumn1

SIG.VALUE

MALE FEMALEcompany has

provided enough information

regarding specific methods of

performance evaluation system

2.58 2.63 0.766

written and operational

performance evaluation is present in the

company

2.36 2.51 0.894

performance evaluation has lot

to do with personal decision

2.24 2.37 0.975

H0: There is no significant difference between promotion variables and gender.

H1: There is significance difference between promotion variables and gender

VARIABLES MEAN SIG. VALUEMALE FEMALE

written and operational promotional policy is present in the company

2.33 2.56 0.65

priority is given to the seniority in promotion

3 3.04 0.032

merit is given priority in promotion

2.61 2.7 0.016

INFERENCE:

The above table is about the different variables of promotion and gender.

From the above table it is inferred that significance value of the merit based promotion policy is

(0.016) and priority given to seniority for promotion (0.032) which is less than 0.05. So we reject

H0. Male and female feels that seniority and merit are taken in to consideration for promotion

decisions.

It is also inferred from the table that significance value of the written and operational promotion

policy present in the company is greater than 0.05. So we accept H0. So there is no significance

difference between gender and written and operational promotion policy.

40

3.2.6 TABLE SHOWING VARIABLES OF STAFFING AND GENDER

H0: There is no significant difference between staffing variables and gender.

H1: There is significance difference between staffing variables and gender.

VARIABLES MEANColumn1

SIG.VALUE

MALE FEMALEstaffing process in the organization is impartial

2.58 2.74 0.28

interview panel are used during the staffing process in the company

1.85 2.19 0.094

all appointment in the organization are based on merit

2.1 2.37 0.777

INFERENCE:

The above table is about the different variables of staffing and gender.

In the above table it is found that significance value of impartial staffing (0.28), usage of

interview panel for staffing (0.094), merit based appointment (0.777) is more than 0.05. So we

accept H0. So it is inferred that male and female doesn’t feel staffing process in the organization

affects Hr practices.

From the mean value we infer that male and female are neither satisfied nor dissatisfied with the

staffing processes which are conducted in the organization.

41

3.2.7 TABLE SHOWING VARIABLES OF HEALTH, SAFETY, WELFARE AND

GENDER

H0: There is no significant difference between health, safety, welfare variables and gender.

H1: There is significance difference between health, safety, welfare variables and gender.

VARIABLES MEANColumn1

SIG.VALUE

MALE FEMALE

organization spends enough time and money on equal employment opportunity awareness

2.45 2.37 0

the organization ensures well being of its employees

1.94 2.15 0.005

always feel safe in working in the organization

1.79 1.93 0.002

working conditions are good in the organization

2 2.19 0.838

emphasis is given on the wellness programs

1.94 2.15 0.758

42

INFERENCE:

The above table is about the different variables of promotion and gender.

From the above table it is inferred that significance value of employment opportunity awareness

within the organization (0.00), organization ensures the wellbeing of the employees (0.005), feel

safe in working in the organization (0.002) are less than 0.05. So we reject H0. So there exist

significance difference between health, welfare, safety variables and gender.

It is also inferred from the table that significance value of the working conditions in the

organization and emphasis given to the wellness programme are greater than 0.05. So we accept

H0. So there is no significance difference between gender and these two variables of health,

safety and welfare.

43

ONE WAY ANOVA

3.3.1 TABLE SHOWING SALARY VARIABLES AND DESIGNATION OF THE

EMPLOYEES

H0: There is no significant difference between salary variables and designation.

H1: There is significance difference between salary variables and designation

INFERENCE:

The above table is about the different variables of salary and designation.

From the above table it is found that significance value of attractive compensation system

(0.011) and salary encourages performances (0.03) are less than 0.05. So we reject H0. So it is

inferred that employees at all level feels company have attractive compensation system and their

salary encourages performance.

It is also inferred from the table that significance value of the fair pay based on performance and

company provides monetary rewards are greater than 0.05. So we accept H0. Most of the

employees at all levels feels they are not getting fair pay based on performance and monetary

rewards.

44

VARIABLES F Sig.organization has attractive compensation system

3.89 0.011

company provides fair pay based on performance

2.23 0.09

company provides monetary rewards

2.42 0.07

present salary encourages better performance

3.16 0.03

3.3.2 TABLE SHOWING PERFORMANCE EVALUATION AND DESIGNATION OF

THE EMPLOYEES

H0: There is no significant difference between salary variables and designation.

H1: There is significance difference between salary variables and designation.

VARIABLES F Sig.company has provided enough information regarding specific methods of performance evaluation system

3.28 0.02

written and operational performance evaluation is present in the company

5.61 0.001

performance evaluation has lot to do with personal decision

4.19 0.007

INFERENCE:

The above table is about the different variables of performance evaluation and designation.

In the above table it is inferred that significance value of the performance evaluation variables

are less than 0.05. So we reject H0. Employees at all designation feel that performance

evaluation is an influencing factor for HR practices. Company has provided enough information

regarding specific methods of performance evaluation

45

3.3.3 TABLE SHOWING TRAINING VARIABLES AND EXPERIENCE OF THE

EMPLOYEES

H0: There is no significant difference between training variables and experience.

H1: There is significance difference between training variables and experience

VARIABLE Frequency Sig.organization has provided training opportunities enabling to extend skills and abilities

2.29 0.064

got opportunity to discuss training requirements with employer

4.73 0.001

work pays for any work - related training want to undertake

6.96 0.00

organization is committed to the training of its employee

2.98 0.022

INFERENCE:

The above table is about the different variables of training and designation.

In the above table it is inferred that significance value of, opportunity to discuss about training

need to superior (0.001), work paying for work related training (0.000), and commitment of the

organization towards training (.0.022) is less than 0.05. So we reject H0. Employees at all

designation feel that training programmes in the organization are done effectively.

46

4.1 FINDINGS

The respondents are in the age group of 20 – 30 years which contribute 81.7% of the

sample. Therefore most of the respondents are of young generation.

The gender of the respondent is dominated by male respondent which contribute 55% of

total sample.

Majority of the respondents are executive, middle level management

Experience of the respondent is scattered in all the categories but majority of them are in

the experience group of 3-4 years.

Salary affects HR practices.

Females are more satisfied with salary provided than men

Merit and seniority are taken in to consideration for taking promotion decisions.

Staffing process in the organization are impartial.

The company have attractive compensation system

Majority of the respondents replied that their present salary encourages better performance.

Company has provided enough information regarding specific methods of performance

evaluation.

Training programmes in the organization are done effectively.

Majority of respondents agrees that company ensures the well being of its employees,

remaining respondents replied neutral may be because of their years of experience less than

one year

Majority feel safe working in the organization.

Very least respondents are unsatisfied with the working conditions provided by the

company.

Less than 10% of the respondents replied that the company is not spending enough time

and money on equal opportunity awareness.

47

4.2 SUGGESTIONS

Although majority of the respondents agrees that the working conditions provided by the

company are good, there are some employees who do not agree this. So the management

should take more efforts to increase the working conditions of the employees because the

absence of good working condition will de-motivate employees.

Majority of the respondents say that they feel safe in working in the company and the

organization ensures the wellbeing and gives emphasis on the wellness programme. The

remaining replied neutral, this may be because of less work experience in the

organization. So the management should give more emphasis on the induction and

orientation programme of the employees so that the new joiners can know what is

happening in the company very thoroughly

The management should take effective efforts to encourage employee suggestion , this

will increase team spirit in working.

The management must also take effective efforts to make the employees aware of the

equal employment opportunities present inside the company because some feels that the

company is not spending money and time for equal employment opportunity awareness.

48

4.3 CONCLUSION

The study had helped to identify employee’s opinion towards various aspects with regard to the

human resource practices in the organization. This study has also enabled us to perform better

and to be productive. The study has also helped the employee’s of the organization to express

their thoughts and their experiences with regard to HR practices. This study will be helpful for

further reaches in the same area.

Based on the findings from the study, some suggestions have been provided to the

management. The management can take the suggestions in to consideration in order to improve

human resource within the organization and also bridge the gap between employees’

expectations and existing scenario.

49

APPENDIX

A STUDY ON HUMAN RESOURCE PRACTICES WITH SPECIAL REFERENCE TO (EDRC B&F OC) LARSEN & TOUBRO LIMITED,

CHENNAI

QUESTIONNAIRE

Dear respondent,

I am Nidhu.v, final year student of department of management studies, St. Joseph’s College of Engineering. This questionnaire is a part of an academic study being carried out in partial fulfillment of my degree. Please take a few minutes to complete this questionnaire. Please do not leave any question unanswered. Your views, in combination with those of others, are extremely important. Your survey responses will be strictly confidential and data from the survey will be reported only in aggregate. Thank you for your co- operation and support.

1. Specify your age:

a) 20-25

b) 26-30

c) 31-35

d) 36-40

e) >40

2. Gender

a) Male

b) Female

3. Designation:

4. Educational qualification:

50

5. Total experience with the current organization.

a) Less than 1 year

b) 1-2 years

c) 3-4 years.

d) 5 and above.

6. This organization has provided me with training opportunities enabling me to extend my

range of skills and abilities.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly Disagree

7. I get the opportunity to discuss my training requirements with my employer.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly Disagree

8. My work pays for any work- related training want to undertake.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

9. This organization is committed to the training of its employee.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

51

e) Strongly disagree

52

10. The company has attractive compensation system.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

11. The company provides fair pay based on performance

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

12. The company provides monetary rewards

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

13. My present salary encourages better performance

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

14. Performance appraisals are based on objectives.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

53

15. Performance appraisals are based on quantifiable results.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

16. The company has provided enough information regarding specific methods of

performance evaluation system.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

17. Written and operational performance evaluation is present in the company

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

18. Performance evaluation has lot to do with my personal decisions.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

54

19. Written and operational promotion policy is present in the company

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

20. Priority is given to the seniority in promotion decision

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

21. Merit is given priority in promotion decision

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

22. Management encourages employee suggestions.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

55

23. The staffing process in this organization is impartial.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

24. Interview panel are used during the staffing process in this organization

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

25. All appointment in the organization are based on merit (i.e. the best person for the job

selected regardless of their personal characteristics)

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

26. Emphasis is given on the wellness programs

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

56

27. Working conditions are good in this organization

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

28. Always feel safe working here in this organization.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

29. The organization ensures the well being of its employees.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

30. This organization spends enough money and time on equal employment opportunity

awareness.

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

57

BIBLIOGRAPHY

REFERENCES

1. C. B. Mamoria, S. V. Gankar (2007) “Personnel management”, Himalaya publishing House

Mumbai.

2. L. M.Prasad (2001) “ Human Resource Management”, Sulthan Chand and Sons Company,

New Delhi

3. C. R. Kothari (1990), “Research methodology”, New Age International Pvt. Ltd.

4. Creating a human resources business plan, White John D ; Employment Relations today;

Summer 1996; 23, 2; ABI/ INFORM Global

5. Building lives, building the nation. Sustainability report 2008; Larsen & Toubro Ltd

WEBSITES

www.managementparadise.com

www.wikipedia.com

www.citehr.com

www.google.com

www.proquest.com

www.larsentoubro.com

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