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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:

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Manpower planning is ³the 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 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 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 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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Vevelopment 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.

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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 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.

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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 MOVELS:

An HRP model can conceptualize the entire HR activities and link it with the business purposes.
Basically there are four types of HRP Models.

 

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

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


 
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3‘ It is the most common planning approach and is basically a staff size and configuration
approach.
3‘ It may unnecessarily increase the staff levels since competency requirements not taken in to
account.

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

process is more effective approach.

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





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3‘ 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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‘

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 Vanish 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 Vesign Research and Consultancy (EVRC) 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 EVRC has provided design and consultancy services to a wide variety of
Factories, IT Parks, Hospitals, Residential and allied project in the country and abroad.

‘ ISION

The EVRC-B&F OC has a vision statement which is given below but it doesn¶t have any mission
or value statement.

>‘ EVRC-B&F shall be the market leader in the field of Engineering, Vesign and
Consultancy providing end to end engineering solutions for the business units.
>‘ EVRC-B& F shall be the forerunner in applying innovative, emerging technology trends to
provide cost effective solutions.
>‘ EVRC-B&F shall be favored for V&B projects, particularly in the government sector.
>‘ EVRC-B&F shall be an empowered department of motivated, self driven employees.

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CORPORATE GROWTH STRATEGY ANV PLAN
Larsen & Toubro is having its business plan and corporate plan but the same is
accessible only to very elit e stakeholders. However EVRC-B&F doesn¶t have any
business plan. It has only growth strategies, compet it ive strategies, competency
strategies. To know more about strategies, let us know the SWOT of EVRC-B&F.

People are the prime movers in the EVRC-B&F, EVRC¶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.




3‘ Brand image
3‘ Acquired engineering capabilities to handle mega projects.
3‘ Experienced people with material and technical knowledge.
3‘ Substantial knowledge in green building concept and LEEV certification.
3‘ Large document and rationalized data for parametric studies.





3‘ Lack of experts in process design.

3‘ Absence of Interface Management System.
3‘ Inadequate standardization.

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3‘ Vevelopment of Railway and Metro Terminals in Tier 1 & Tier 2 cites
3‘ Increased need for affordable houses.
3‘ Association with International Consultants.
3‘ Climate change mitigation measures.
3‘ Need for retail, hotels and public spaces as a government initiative to boost tourism.
3‘ Latest technological trends ± ultra HPC, BIM Carbon Fiber

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3‘ Entry of international firms
3‘ Attrition.


 



1.‘ Target M&A of specialized companies.
2.‘ Vevelop skills for master planning of integrated township.
3.‘ Vevelop a core team for co-ordination and integration.
‰ ‘ Skill enhancement & capture of talent by recruiting experts in the hotels, hospitals,
transportation, retail, cement process, defense & security etc

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1.‘ Increase Vesign 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 EVRC in International & National forums.

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

2.‘ Expand Vesign & Build capabilities in new areas of business.

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

3.‘ Leverage outputs from Knowledge Management initiatives.

In keeping with its vision and SWOT, the EVRC-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.

3‘ Growth in sales and PBIT

3‘ Cost leadership.
3‘ 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 EVRC-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 ANV PRACTICES

The EVRC-B&F operating company (OC) Engineering & construction Vivision of Larsen &
Toubro Limited are involved in design & build concept of various projects having global presence.
Vue 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 & Vevelopment

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1.‘ Central Personnel Vepartment (CPV) asks P&OV 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&OV to Resource Vepartment
at HQ with copy marked to Executive ice Presidents /ise presidents and operating
general managers with data relating to past three years selection of GET¶s and VET¶s .
Resource Vepartment interacts with P¶S and Operating GM¶s and sends to P&OV the
requirement of PGETs/GETs/ VETs for the following year.

3.‘ The discipline wise requirements are consolidated and send to CPV. Recruitment section
proceeds with the Campus Interviews based on the above requirement.


 
 

1.‘ P&OV receives guideline for budgeting of manpower from CPV in Vecember.
2.‘ Head ±P&OV Vepartment send information to Regional Managers and Vepartmental
Heads through electronic mode to forecast manpower requirements in the manpower
budget system.
3.‘ Head P&OV 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 CPV with a justification note. The proposals are
placed before CMC. In case of any changes CPV forwards the information to ECC.


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1.‘ List of institutions to be visited is decided after considering various factors like
recommendations from Regional managers and send to RM/ Regional P&OV.
2.‘ Letters are send under the signature of Head-P&OV to Ps/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&OV 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&OV sends all back
papers to P&OV, 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.


 

 

 



 




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&OV 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.

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1.‘ All interview Panels should generally consist of at least 3 members- Two Panel members
from the functional departments and one from P&OV 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 Vepartment plus one Sr.VGM or VGM from the same or other Vepartment.
6.‘ Covenanted cadre recruitment ± Two General Managers.
7.‘ In all interviews P&OV representatives shall be present in the selection panel.











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

 
  


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 Vepartment is competent to authorize any deviations either in granting travel
reimbursement, in cases warranting special consideration.
6.‘ Testimonial erification and Joining Process:
7.‘ New recruiters are required to submit the following original documents with a set of
copies:
8.‘ Vate of Birth Certificate
9.‘ SSC/HSC/Vegree 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&OV staff verifies the original documents and fills the testimonial verification form
14.‘On receipt of testimonial form with date of joining details, P&OV HQ (Recruitment
Section) arranges to obtain a Pay Sheet (PS) Number from Personnel Administration
Vepartment at HQ/CPV- 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&OV 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&OV Vepartment and all employment offer letters in covenanted cadre shall be signed by
president (Operations). Issue of offer letter is centralized at HQ.

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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&OV section liases with the respective medical institutions and forward the
medical report to P&OV, HQ. Candidate who are near Chennai are sent to the medical
institutions by P&OV 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.

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The compensation and benefits structure are given as follows.

 

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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.







   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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 Employees are paid conveyance allowance as per their grade in the
organization.

 

 
Employees can avail Travel Advance Payment for travel on official purposes
through a Travel Expenses format duly authorized by the concerned HOV. The limits applicable to
employees can be seen from P&OV Portal under Benefits.

 
 
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The employee in the executive and supervisory cadre, are paid
grade- wise fixed amount under Vomiciliary Medical Allowance. There is no automatic payment
for covenanted employees but expenses are reimbursed at par.

  



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 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.

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  Covenanted employees with higher performance rating are
provided Personal Computers under the company scheme as per eligibility.



 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 Vepartment/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
CONFIVENTIAL. 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.

 
  
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1.‘ The contents of the annual appraisal of the previous year are reviewed by Personal
Administration Vepartment each year in consultation with Head ± P&OV and changes
required are incorporated. Sufficient number of appraisal forms is printed.
2.‘ Vraft guidelines in consultation with Head ± P&OV Vepartment 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/Ps/EPs/Sr. P for
their review and final recommendations and are returned before a specific date. Veviations
from the guidelines are highlighted on the appraisal forms.
5.‘ If there is no GM/P/EPs/Sr. P for their review/final recommendation in certain cases,
forms are sent to the officials just below the rank of GM/P 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&OV Vepartment.
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.

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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.

 



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In EVRC- B&F, Human Resources Vevelopment 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

3‘ FAIR Process- where individual training needs are identified

3‘ Top Management and Business Unit Heads who read the pulse of emerging
business scenario
3‘ Viscussion with faculty members
3‘ 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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Keeping in mind the ambitious growth plans of the company and realize the vision to be a market
leader in the field of Engineering, Vesign & 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 EVRC-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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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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This study will be helpful to find out the employees¶ opinion towards the Human Resource
practices at (EVRC ± 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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PRIMARY OBJECTIE:

3‘ To study about the human resource practices existing in (EVRC B&F OC) Larsen &
Toubro Limited.

SECONVARY OBJECTIES:

3‘ To determine the effectiveness of human resource practices in the organization

3‘ To determine the expectations of the employees from the organization

3‘ To analyze managements investment of time and resources in development of the
employees.

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: cross sectional




: 30 US steel minimills


 : 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.


 
 : 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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: cross sectional

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: 968 US-owned firms with over 100 employees.


 : 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.


 
 : 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).


 firm size, capital intensity, firm and industry levels of union coverage, industry
concentration, growth in sales, R&V intensity, firm-specific risk, industry levels of profitability,
net sales and total assets.

9 Regression analysis



 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.

ÿ‰
 




9









 
c !



 cross sectional

9  ± 293 publicly held US firms


 : 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)


 
 : employee productivity (net sales per employee, gross rate of return on assets,
and profitability, Tobin¶s q)


 union coverage, firm size, capital intensity, industry concentration, sales growth, R&V
expenditures, stock price variability (beta) and firm industry.

9 Regression analysis



 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%.

ÿ*
 






9



 




9
""



: Cross sectional and longitudinal

9
, 366 firms with over 50 employees


  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.


 
 ; labour turnover, absence and industrial conflict. Labour productivity (value
of sales per employee) and financial performance (company¶s profit per employee).


 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.

9 Telephone interview using structured questionnaire, regression.



 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.

ÿA
  


 
9


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 V. Slesinger and M. Stephenson, Research is ³manipulation 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.´



 

:-

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.

VESCRIPTIE research technique was adopted in this project. Vescriptive 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.

 




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.






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.

ÿ†
 




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 (EVRC-B&F OC) one of the four newly restructured operating
companies of ECC, Larsen &Toubro limited.

 


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.

 9£

9


The sampling technique adopted for the study was non ± probability sampling. The respondents
were chosen on the basis of





 






 


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.

 


9


The data collection method includes Primary data and Secondary 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.

ÿ´


 
  

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.

  


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

3‘ Frequency

3‘ Independent t ± Test

3‘ One way ANOA

The above statistical analysis were carried out in personal computer using software ³Statistical
Packages for Social Sciences (SPSS), Windows, ersion 16.0´

£

 



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.









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

association between two variables.




 
 

Through ANNOA 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.

ÿ
  ‘
9 





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;

Ց The survey was conducted for restricted duration which was not sufficient for covering all
the concepts of organization culture.
Ց The sample size is limited only to 120, which may not reflect the opinion of all the
employees.
Ց The respondents may behave or give opinions differently at different times because of both
dynamic business environment and also their psychological temperament.
Ց It is obvious that all statistical tools used have their own limitations which might influence
the study.

D

 
#
 
 

 c c
 








£






£





20-25 46 38.3
26-30 52 43.3
31-35 16 13.3
36-40 6 5
Total 120 100

 c 
 £







£







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.

Dc
  c ‘  









£








£



Male 66 55

Female 54 45

Total 120 100

 c ‘  £








£







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.

Dÿ
  c ‘  



 




£








£



Trainees 20 16.7
Supervisors 4 3.3

Executives 94 78.3
Managers 2 1.7
Total 120 100

 c 
 £



 




£







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.

DD
  

£







  c
 








 
  


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

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

  

9



 




 


MALE FEMALE
organization has 2.12 2.07 0.5
provided training
opportunities
enabling to extend
skills and abilities
got opportunity to 2.12 2.26 0.678
discuss training
requirements with
employer
work pays for any 2.18 2.48 0.336
work - related
training want to
undertake
organization is 1.88 1.93 0.111
committed to the
training of its
employee

D‰





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.

D*
   
 






  
  


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

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

  

9

  


MALE FEMALE
organization 2.64 2.74 0.001
has attractive
compensation
system
company 2.48 2.89 0.000
provides fair
pay based on
performance
company 2.30 2.7 0.032
provides
monetary
rewards
present salary 2.79 2.93 0.006
encourages
better
performance






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.

DA
   
 


  


£
9 

££  






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

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

  

9
9

  




 


MALE FEMALE
performance 2.69 2.78 0.002
appraisals are
based on
objectives
performance 2.69 2.78 0.00
appraisals are
based on
quantifiable
results






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.

D†
   
 


  


£
9 


  






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

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

  

9

  




c

MALE FEMALE

company has 2.58 2.63 0.766
provided enough

information
regarding specific
methods of

performance
evaluation system
written and 2.36 2.51 0.894
operational
performance
evaluation is
present in the
company
performance 2.24 2.37 0.975
evaluation has lot
to do with
personal decision






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.

D´
   
 


  


£9





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

H1: There is significance difference between promotion variables and gender

  

9



MALE FEMALE  


written and 2.33 2.56 0.65
operational
promotional
policy is
present in the
company
priority is 3 3.04 0.032
given to the
seniority in
promotion
merit is given 2.61 2.7 0.016
priority in
promotion






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.

D
   $
 


  


 





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

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

  











9

  



c

MALE FEMALE
staffing 2.58 2.74 0.28
process in the
organization
is impartial
interview 1.85 2.19 0.094
panel are used
during the
staffing
process in the
company
all 2.1 2.37 0.777
appointment
in the
organization
are based on
merit






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.

‰

   !
 


  




 


 







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.

  

9

  



c

MALE FEMALE

organization spends 2.45 2.37 0

enough time and
money on equal
employment
opportunity
awareness

the organization 1.94 2.15 0.005

ensures well being of
its employees

always feel safe in 1.79 1.93 0.002

working in the
organization

working conditions 2 2.19 0.838

are good in the
organization

emphasis is given on 1.94 2.15 0.758

the wellness
programs

‰c





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.

‰ÿ
 

 


  c
 


  
  



 





9£

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

H1: There is significance difference between salary variables and designation

  




organization has 3.89 0.011
attractive
compensation
system
company provides 2.23 0.09
fair pay based on
performance
company provides 2.42 0.07
monetary rewards

present salary 3.16 0.03

encourages better
performance






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.

‰D
   
 


£
9 


  


 





9£

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

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

  




company has 3.28 0.02
provided enough
information
regarding specific
methods of
performance
evaluation system
written and 5.61 0.001
operational
performance
evaluation is
present in the
company
performance 4.19 0.007
evaluation has lot
to do with
personal decision






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

‰‰
   
 


 
  



%£








9£

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

H1: There is significance difference between training variables and experience

  






organization has provided 2.29 0.064
training opportunities enabling to
extend skills and abilities

got opportunity to discuss 4.73 0.001

training requirements with
employer

work pays for any work - related 6.96 0.00

training want to undertake

organization is committed to the 2.98 0.022

training of its employee






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.

‰*
  c


Ց 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.
Ց The gender of the respondent is dominated by male respondent which contribute 55% of
total sample.
Ց Majority of the respondents are executive, middle level management
Ց Experience of the respondent is scattered in all the categories but majority of them are in
the experience group of 3-4 years.
Ց Salary affects HR practices.
Ց Females are more satisfied with salary provided than men
Ց Merit and seniority are taken in to consideration for taking promotion decisions.
Ց Staffing process in the organization are impartial.
Ց The company have attractive compensation system
Ց Majority of the respondents replied that their present salary encourages better performance.
Ց Company has provided enough information regarding specific methods of performance
evaluation.
Ց Training programmes in the organization are done effectively.
Ց 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
Ց Majority feel safe working in the organization.
Ց ery least respondents are unsatisfied with the working conditions provided by the
company.
Ց Less than 10% of the respondents replied that the company is not spending enough time
and money on equal opportunity awareness.

‰A
  



Ց 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.
Ց 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
Ց The management should take effective efforts to encourage employee suggestion , this
will increase team spirit in working.
Ց 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.

‰†
  
 

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.

‰´
 ££
%



9 



£ 


£
 










 
 



9



 

#
 

 




I am
 
final year student of department of management studies, 

 






. 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.‘ Vesignation:

4.‘ Educational qualification:

‰
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)‘ Visagree
e)‘ Strongly Visagree
7.‘ I get the opportunity to discuss my training requirements with my employer.
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly Visagree
8.‘ My work pays for any work- related training want to undertake.
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree

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

a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree

*

10.‘The company has attractive compensation system.
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree
11.‘The company provides fair pay based on performance
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree
12.‘The company provides monetary rewards
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree
13.‘My present salary encourages better performance
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree
14.‘Performance appraisals are based on objectives.
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree

*c
15.‘Performance appraisals are based on quantifiable results.
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
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)‘ Visagree
e)‘ Strongly disagree
17.‘Written and operational performance evaluation is present in the company
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree
18.‘Performance evaluation has lot to do with my personal decisions.
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree

*ÿ
19.‘Written and operational promotion policy is present in the company
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree
20.‘Priority is given to the seniority in promotion decision
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree
21.‘Merit is given priority in promotion decision
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree
22.‘Management encourages employee suggestions.
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree

*D
23.‘The staffing process in this organization is impartial.
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree
24.‘Interview panel are used during the staffing process in this organization
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
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)‘ Visagree
e)‘ Strongly disagree
26.‘Emphasis is given on the wellness programs
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree

*‰
27.‘Working conditions are good in this organization
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree
28.‘Always feel safe working here in this organization.
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree
29.‘The organization ensures the well being of its employees.
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree
30.‘This organization spends enough money and time on equal employment opportunity
awareness.
a)‘ Strongly Agree
b)‘ Agree
c)‘ Neutral
d)‘ Visagree
e)‘ Strongly disagree‘

**
  £







1.‘ C. B. Mamoria, S. . Gankar (2007) ³Personnel management´, Himalaya publishing House

Mumbai.
2.‘ L. M.Prasad (2001) ³ Human Resource Management´, Sulthan Chand and Sons Company,
New Velhi
3.‘ C. R. Kothari (1990), ³Research methodology´, New Age International Pvt. Ltd.
4.‘ Creating a human resources business plan, White John V ; Employment Relations today;
Summer 1996; 23, 2; ABI/ INFORM Global
5.‘ Building lives, building the nation. Sustainability report 2008; Larsen & Toubro Ltd





3‘ www.managementparadise.com
3‘ www.wikipedia.com
3‘ www.citehr.com
3‘ www.google.com
3‘ www.proquest.com
3‘ www.larsentoubro.com

*A