CHAPTER-1C

1.1) INTRODUCTION-

GTL Infrastructure Limited (GTL Infra), a Global Group enterprise, is in the business of
Shared Passive Telecom Infrastructure in India. The company has a portfolio of about
28,000 towers located across India that will help bringing in connectivity at affordable
prices to the poorest of poor, creating a positive impact on Indian economy.
GTL Infra is a publicly listed company (BSE: 532775 & NSE: GTL Infra), and has
emerged as the worlds largest independent tower company in India. It is registered with
the Department of Telecommunications as an Infrastructure Provider in Category I (IP-I).
GTL Infra has a portfolio of towers serving all the major cellular operators and is
associated with prestigious projects being promoted by DoT and COAI such as USO
(Universal

Services

Obligation

Fund)

for

rural

telecom

infrastructure

and

MOST(MobileOperatorSharedTower).
Our business model of infrastructure sharing is based on building, owning, operating and
maintaining the passive telecom infrastructure sites capable of hosting multiple service
providers. The model enables the operator to convert their capital expenditure to a fixed
and predictable operational expenditure allowing them to divert precious capital towards
core

activities.

GTL Infra aims to be the Worlds most Efficient & Environment friendly tower company.

1.2) INFORMATION OF THE COMPANY

Name of the company GTL INFRASTRUCTURE LTD
Brand name GTL
Address of the company They operates so many branches in india .
Register office of the company GTL INFRASTRUCTURE LTD,3 RD
FLOOR Global Vision electronic sadan ,MIDC,TTC industrial area

mahape,navi Mumbai Maharashtra-400710

Website address- www.gtlinfra.com.
contact number - +91-22-27673500
Geographical areas - Global Presence
Nature of the Organization- Service
Type of industry Telcome
Specific functional area - Telcome

1.3) Nature of organization :At GTL Infrastructure, our endeavour is to offer world-class passive telecom
infrastructure and add maximum value to the service providers. As the true pioneer in the
field, we have deep knowledge of the operators needs, aspirations and dynamics of the
market.
Our business model of infrastructure sharing is based on building, owning, operating and
maintaining passive telecom infrastructure sites capable of hosting multiple service
providers (CMSPs, Wireless Broadband).
The model enables the operators to convert their capital expenditure to a fixed and
predictable operational expenditure allowing them to divert precious capital towards core
activities.
GTL Infars expertise lies in providing robust passive infrastructure solutions to telecom
2

service providers thus adding value to their service by optimizing cost structure and
enhancing reach.
The services help the operators in the start up phase to build quick coverage, and also
enable them to implement comprehensive and cost effective coverage in Class B and C
circles where telecom infrastructure is scarce. These growth areas have registered higher
growth in wireless subscriber base in the range of 11-13%, and are expected to drive the
next level of subscriber growth for the operators.
Talent Engagement & Management

The emergence and development of the telecom tower industry in India is driven
by the robust growth that is being witnessed by the Indian Telecommunication
Sector.

The rapid growth in mobile subscribers has compelled the telecom companies
demand more & more services. The telecom tower business has taken the centre
stage of the communications sector in India.

Therefore a career in the telecom sector undoubtedly seems to be a promising one

in the years to come. To meets these demands it becomes imperative for the
organization to build a strong resource house to fall back upon.

GIL employees have time and again redefined success through their energy, loyalty and
consistent efforts. To strengthen this resource house GTL INFRASTRUCTURE accords
a lot of importance to Talent Development. Through various initiatives like training,

succession planning, competency based performance management we provide a

wholesome framework for the employees development within the organization.
These initiatives help us to mould & nurture the employees to deliver consistent
performance and meet the growing challenges and demands.
In the knowledge economy, our most important asset is the energy and loyalty of our
people & our intellectual capital. The objective of the Talent Management System is to
capture the right talent and nurture them, thus retaining high potential performers and
leaders. Some of the activities which have been identified under the Talent Management
System are:

Develop an Employee Recognition Program to boost morale of employees.

Management Development Programmed.

The rewards and Recognition Programmed recognizing efforts, achievements &

exemplary performance of our employees towards the organizational goals.

Provide benefits such as vacation, personal insurance, mediclaim insurance and

provide for work life balance to retain the best available talent pool within the
organization.

Encourage employees to become business partners

Create entrepreneurs

1.4) COMPANYS VISION AND MISSION

At the GTL Group, our purpose is to enable people to be in touch with each other and
improve the quality of life of the communities we serve. We do this through leadership in
sectors like Telecom and associated Infrastructure, to which the Group brings a distinct
set of capabilities.Our capability to execute Complex Global Scale Projects, ability to
Continuously Innovate, commitment to enhance the Quality of Life and make a Positive
Contribution to Society, binds our Customers, employees, and shareholders together. The
culture of the group is enriched and nourished by formalizing the high standards of
Corporate Governance, Ethics and behavior expected from employees and businesses.
The Global Group represents Vision, Leadership & Innovation. The tag line Endless
Possibilities signifies the entrepreneurial spirit of the Group, exploring new
opportunities, moving into new frontiers of innovation, service excellence and
commitment to build sustainable businesses. The group will leverage this asset to
enhance Group synergy and become globally competitive.

Vision: We provide
solutions

to

affordable connectivity by offering quality and green network

telecom

carriers

across

the

world.

The GTL Group of companies shares a set of six core values

Ethics & Transparency

Proactively manage change

Delight customers through superior services

Develop entrepreneurs through an achievement -oriented culture

Build a Sustainable global organization

Share knowledge and focus on end-result

These values, which have been part of the Group's beliefs and convictions from its
earliest days and continue to guide and drive the business decisions of Global Group
Enterprises. The Group and its enterprises have been steadfast and distinctive in their
adherence to business ethics and their commitment to Environment, Society and
Governance (ESG)

1.4) PRODUCT RANGE OF THE COMPANY

Sales Quantit
Product Name

Year Month

SalesValue(Rs.Million) % of STO
y

Service

Charges

from
Telecom/Network 2015 03

0.00

6718.83

99.85

0.00

10.05

0.15

Infrastructure
Facilities
Equipment
2015 03
Provisioning
SERVICES OF COMPANY :Concept of Shared Infrastructure

GTL Infras aim of Infrastructure Sharing is to maximize the use of existing network
facilities for telecom operators, which include network capacity and liabilities, existing
base station sites, backbone, radio links and other resources to reduce infrastructure
duplication and costs.
We practice Infrastructure Sharing in
number of ways depending upon the
required level of sharing which is driven
by operator needs and regulation. In its
simplest form it can involve the sharing
of tower space and associated passive infrastructure where the operators share a common
site to hose their Base Transceiver Stations (BTS), share space in shelter or transmission
room etc. Operators can own the active elements comprising of the antennas, transceivers
and other electronics.
Tower Portfolio
GTL Infra has a well penetrated network of about 28,000 towers on pan India basis.
These towers are distributed across High ARPU generating Metros and Class A Circles
and High growth regions of Class B & C Circles. This gives an opportunity for an
operator to rollout out 2G, 3G or BWA on pan-India basis in short time.

1.5 ) SIZE OF MANPOWER AND TURNOVER OF THE COMPANY-

NUMBER OF EMPLOYEES

201 to 500 Employees

TURNOVER OF THE COMPANY

100 to 500 billion (INR) per year

FIGURE NO. 1.1

1.6) ORGANISATION STRUCTURE-

EB
eUo
uSa
iNr
eEd
MSo
aSf
aD
eEi
mVe
eEc

x
c
tI
v

n
g
r
n

tL
Oo
Pr
M
E
N
T

1.7) MARKET SHARE AND POSITION OF THE COMPANYList of Top Telecom / Telecommunication Vendor Companies in India
1) Nokia Siemens Networks.
2) Huawei
3) Ericsson
4) ZTE
5) Alcatel Lucent
6) Ceragon Networks
7) Juniper Networks
8)Tejas Networks
9) NEC
10) Cisco
12) Avaya
13) Nortel
10

Company Name

Market Cap in Crores

Bharti Airtel

108066.23

Reliance Communications

32683.44

Idea Cellular

14368.92

Tata Communications

13181.25

Tata Teleservices

4393.06

Spice Communications

4136.13

MTNL

4044.6

GTL

2475.12

GTL Infrastructure

2210.49

OnMobile Global

1403.52

HFCL Infotel

457.73

ITI

413.28

Him.Fut.Comm

386.99

Market

Astra Microwave

241.88

share

Gemini Communications

125.71

Avaya Global

118.54

Shyam Telecom

64.58

Nelco

63.55

XL Telecom & Energy Limited

55.96

Goldstone Infratech Ltd

52.6

Nu Tek

48.16

1.8)
PRESENT
Kavveri
TelecomLEADERSHIP -

26.51

Krone Communications
Mr. Manoj Tirodkar Chairman
Mobile Telecommunications Ltd

24.52

Mr. N. Balasubramanian
Valiant
Communications - Vice Chairman

16.58

17.37

Mr. Milind Naik - Whole-time Director & Chief Operating Officer

Pun.Communi.
Mr. Charudatta Naik Director
Nettlinx
Aishwarya Telecom Ltd

16.19
12.68
11

9.86

Interg.Digit

3.15

Vital Communications

2.81

14) GTL

Dr. Anand Patkar - Independent Director

Mr. Vinod B. Agarwala - Independent Director

Mr. Vijay M. Vij - Independent Director

Mrs. Sonali P. Choudhary - Director
Mr. Dhiresh jha Assistant general manager

CHAPTER -2
GTL Infrastructure, our endeavour is to offer world-class passive telecom infrastructure
and add maximum value to the service providers. As the true pioneer in the field, we have
deep knowledge of the operators needs, aspirations at and dynamics of the market.

12

Our business model of infrastructure sharing is based on building, owning, operating and
maintaining passive telecom infrastructure sites capable of hosting multiple service
providers (CMSPs, Wireless Broadband).
The model enables the operators to convert their capital expenditure to a fixed and
predictable operational expenditure allowing them to divert precious capital towards core
activities.
GTL Infras expertise lies in providing robust passive infrastructure solutions to telecom
service providers thus adding value to their service by optimizing cost structure and
enhancing reach.
The services help the operators in the start up phase to build quick coverage, and also
enable them to implement comprehensive and cost effective coverage in Class B and C
circles where telecom infrastructure is scarce. These growth areas have registered higher
growth in wireless subscriber base in the range of 11-13%, and are expected to drive the
next level of subscriber growth for the operators.

13

By outsourcing their infrastructure requirements to GTL infra, operators are able to

save on apex and opex.Availability of ready infrastructure from GTL Infra enables the
operators to reduce their time to market.
By outsourcing their infrastructure requirements to GTL Infra, operators are able to
focus on their core activities of providing quality service, brand building and customer
relationship.
Operating and maintaining the passive infrastructure in the cell sites is a cumbersome
task, particularly in rural and semi-urban areas where power supply is intermittent.
GTL Infra serves as a single window one-stop-shop provider of infrastructure and
services to telecom operators by undertaking the full range of responsibilities in
building and maintaining the sites.

14

2.1) GTL Limited GTL-Financial and Strategic SWOT Analysis Review

GTL Limited GTL is an infrastructure service provider that provides network services to
telecom operators, OEMs, and tower companies. The company offers telecom services
that include benchmarking and optimization, network planning and design, network
rollout, operation and maintenance, managed services and energy management. It
provides power services such as EPC and distribution. GTL offers network rollout
services such as active and passive infrastructure services for CDMA, GSM, LTE,
microwave transmission, optical transmission, WiMAX, and broadband networks. The
companys managed services include system engineering, system integration, installation,
and commissioning, and optimization. GTL is headquartered in Mumbai, Maharashtra,
India.

GTL Limited Key Recent Developments

Feb 01, 2016: Breakthrough clean energy achieves 10MWh milestone of fuel cell power
delivered to Indian telecom sites

Oct 01, 2015: Intelligent Energy Announces Milestone 1.2 Billion Deal to Provide
Efficient, Economical and Clean Power to Over 27,400 Telecom Towers in India.

15

This comprehensive SWOT profile of GTL Limited provides you an in-depth strategic
analysis of the companys businesses and operations. The profile has been compiled by
GlobalData to bring to you a clear and an unbiased view of the companys key strengths
and weaknesses and the potential opportunities and threats. The profile helps you
formulate strategies that augment your business by enabling you to understand your
partners, customers and competitors better.

This company report forms part of GlobalDatas Profile on Demand service, covering
over 50,000 of the worlds leading companies. Once purchased, GlobalDatas highly
qualified team of company analysts will comprehensively research and author a full
financial and strategic analysis of GTL Limited including a detailed SWOT analysis, and
deliver this direct to you in pdf format within two business days. Excluding weekend

The profile contains critical company information including*,

Business description-A detailed description of the companys operations and business

divisions.

Corporate strategy-Analysts summarization of the companys business strategy.

SWOT Analysis-A detailed analysis of the companys strengths, weakness, opportunities

and threats.

Company history-Progression of key events associated with the company.

16

Major products and services-A list of major products, services and brands of the
company.

Key competitors-A list of key competitors to the company.

Key employees-A list of the key executives of the company.

Executive biographies-A brief summary of the executives employment history.

Key operational heads-A list of personnel heading key departments/functions.

Important locations and subsidiaries-A list and contact details of key locations and
subsidiaries of the company. Detailed financial ratios for the past five years-The latest
financial ratios derived from the annual financial statements published by the company
with 5 years history. Interim ratios for the last five interim periods-The latest financial
ratios derived from the quarterly/semi-annual financial statements published by the
company for 5 interims history. Key benefits of buying this profile include, You get
detailed information about the company and its operations to identify potential customers
and suppliers. The profile analyzes the companys business structure, operations, major
products and services, prospects, locations and subsidiaries, key executives and their
biographies and key competitors.

Understand and respond to your competitors business structure and strategies, and
capitalize on their weaknesses. Stay up to date on the major developments affecting the
company.

17

The companys core strengths and weaknesses and areas of development or decline are
analyzed and presented in the profile objectively. Recent developments in the company
covered in the profile help you track important events. Equip yourself with information
that enables you to sharpen your strategies and transform your operations profitably.
Opportunities that the company can explore and exploit are sized up and its growth
potential assessed in the profile. Competitive and/or technological threats are highlighted.
Scout for potential investments and acquisition targets, with detailed insight into the
companies strategic, financial and operational performance.

Financial ratio presented for major public companies in the profile include the revenue
trends, profitability, growth, margins and returns, liquidity and leverage, financial
position and efficiency ratios.

Gain key insights into the company for academic or business research.

Key elements such as SWOT analysis, corporate strategy and financial ratios and charts
are incorporated in the profile to assist your academic or business research needs.

Categories:

strategic

management,

risk

analysis,

industry

report

Tag: corporate strategy, SWOT analysis, business description

Description: The market shows growth potential. International demand can increase.
This SWOT Analysis of GTL Infrastructure Limited provides a strategic SWOT analysis
of the company's businesses and operations. This free SWOT analysis shows strengths,
weaknesses, opportunities and threats. This SWOT analysis of GTL Infrastructure
Limited can provide a competitive advantage.
18

This SWOT analysis contains 18 data points.

Strengths
-existing distribution and sales networ-skilled workforce
-barriers of market entry
-monetary assistance provided
-experienced business units

Weaknesses
-brand portfolio
-tax structure
-small business units
-productivity
-competitive market
-high loan rates are possible
-future debt rating

Opportunities
-new acquisitions
-growing demand

Threats
-financial capacity
-increase in labor costs

Financial and Strategic SWOT Analysis provides a comprehensive insight into the
company?s history, corporate strategy, business and financial structure, management and
operations. The report contains a detailed SWOT analysis, information on the company?s
products and services, key competitors, as well as detailed financial information.
19

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Please contact us for further information. We are not responsible for any errors or
omissions on this page. This website is for information purposes only.

2.2) Literature review

Employee engagement has become a hot topic in recent years. Despite this, there remains
a paucity of critical academic literature on the subject, and relatively little is known about
how employee engagement can be influenced by management. Although there is a great
deal of interest in engagement, there is also a good deal of confusion. At present, there is
no consistency in definition, with engagement having been operationalised and measured
in many disparate ways.
The review indicates that there are more employees who are disengaged or not engaged
than there are engaged employees. Despite this, many organisations believe that
engagement is a dominant source of competitive advantage. Results from research
organisations and corporate results have demonstrated there may be a strong link between
engagement, employee performance and business outcomes. The key drivers of employee
engagement identified include communication, opportunities for employees to feed their
views upwards and thinking that their managers are committed to the organisation. Whilst
key drivers of engagement have been identified it is also clear that one size does not fit
all. The review also identifies gaps and issues that have not so far been investigated,
making clear the focus of where further enquiry should be. It is apparent that there is a
lack of research around the predictors of engagement and whether or not interventions,
20

such as training managers on how to communicate effectively, could help to increase

engagement. There is also a need for future research to concentrate on individual
differences and whether variables such as personality impact engagement.
The review aims to add value to the current state of knowledge by critically evaluating
the existing literature on employee engagement and providing a reflective stance on
existing debates and findings. As a result, it addresses concerns about the lack of
agreement on what engagement is and how issues surrounding it can be addressed.

2.3) THEORITICAL CONCEPT

What is employee engagement:Employee engagement is a workplace approach resulting in the right conditions for
all members of an organisation to give of their best each day, committed to their
organisations goals and values, motivated to contribute to organizational success, with an
enhanced sense of their own well-being.
David Macleod: This is about how we create the conditions in which employees
offer more of their capability and potential.
Employee engagement is based on trust, integrity, two way commitment and
communication between an organization and its members. It is an approach that increases
21

the chances of business success, contributing to organizational and individual

performance, productivity and well-being. It can be measured. It varies from poor to
great. It can be nurtured and dramatically increased; it can lost and thrown away.

Employee engagement also affects the mindset of people. Engaged employees believe
that they can make a difference in the organizations they work for. Confidence in the
knowledge, skills, and abilities that people possess in both themselves and others is a
powerful predictor of behaviour and subsequent performance. Thus, consider some of the
results of the Towers Perrin survey cited earlier:

Eighty-four percent of highly engaged employees believe they can positively

impact the quality of their organizations products, compared with only 31 percent
of the disengaged.

Seventy-two percent of highly engaged employees believe they can positively

affect customer service, versus 27 percent of the disengaged.

Sixty-eight percent of highly engaged employees believe they can positively

impact costs in their job or unit, compared with just 19 percent of the disengaged.

Given these data, it is not difficult to understand that companies that do a better job of
engaging their employees do outperform their competition. Employee engagement can
not only make a real difference, it can set the great organizations apart from the merely
good ones.

22

The ten Cs of employee engagement:How can leaders engage employees heads, hearts, and hands? The literature offers
several avenues for action; we summarize these as the Ten Cs of employee engagement.
1. Connect: Leaders must show that they value employees. In First, Break All the
Rules, Marcus Buckingham and Curt Coffman argue that managers trump
companies. Employee-focused initiatives such as profit sharing and implementing
worklife balance initiatives are important. However, if employees relationship
with their managers is fractured, then no amount of perks will persuade
employees to perform at top levels. Employee engagement is a direct reflection of
how employees feel about their relationship with the boss. Employees look at
whether organizations and their leader walk the talk when they proclaim that,
Our employees are our most valuable asset.
One anecdote illustrates the Connect dimension well. In November 2003, the CEO of
West Jet Airlines, Clive Beddoes, was invited to give a presentation to the Canadian Club
of London. Beddoes showed up late, a few minutes before he was to deliver his speech.
He had met with West Jet employees at the London Airport and had taken a few minutes
to explain the corporate strategy and some new initiatives to them. He also answered
employees questions. To paraphrase Beddoes, We had a great discussion that took a bit
longer than I had anticipated. Beddoess actions showed that he cares about the
employees. The employees, sensing that he is sincere, care about Beddoes and the
organization; they reward his behaviour with engagement.

23

2. Career: Leaders should provide challenging and meaningful work with opportunities
for career advancement. Most people want to do new things in their job. For example, do
organizations provide job rotation for their top talent? Are people assigned stretch goals?
Do leaders hold people accountable for progress? Are jobs enriched in duties and
responsibilities? Good leaders challenge employees; but at the same time, they must instil
the confidence that the challenges can be met. Not giving people the knowledge and tools
to be successful is unethical and de-motivating; it is also likely to lead to stress,
frustration, and, ultimately, lack of engagement. In her book Confidence: How Winning
Streaks and Losing Streaks Begin and End, Rosabeth Moss Kanter explains that
confidence is based on three cornerstones: accountability, collaboration, and initiative.
3. Clarity: Leaders must communicate a clear vision. People want to understand the
vision that senior leadership has for the organization, and the goals that leaders or
departmental heads have for the division, unit, or team. Success in life and organizations
is, to a great extent, determined by how clear individuals are about their goals and what
they really want to achieve. In sum, employees need to understand what the
organizations goals are, why they are important, and how the goals can best be attained.
Clarity about what the organization stands for, what it wants to achieve, and how people
can contribute to the organizations success is not always evident. Consider, for example,
what Jack Stack, CEO of SRC Holdings Corp., wrote about the importance of teaching
the basics of business:
The most crippling problem in American business is sheer ignorance about how business
works. What we see is a whole mess of people going to a baseball game and nobody is

24

telling them what the rules are. That baseball game is business. People try to steal from
first base to second base, but they dont even know how that fits into the big picture.
What we try to do is break down business in such a way that employees realize that in
order to win the World Series, youve got to steal x number of bases, hit y number of
RBIs and have the pitchers pitch z number of innings. And if you put all these variables
together, you can really attain your hopes and dreams dont use information to
intimidate, control or manipulate people. Use it to teach people how to work together to
achieve common goals and thereby gain control over their lives.
4. Convey: Leaders clarify their expectations about employees and provide feedback on
their functioning in the organization. Good leaders establish processes and procedures
that help people master important tasks and facilitate goal achievement. There is a great
anecdote about the legendary UCLA basketball coach, John Wooden. He showed how
important feedback positive and constructive is in the pursuit of greatness. Among the
secrets of his phenomenal success was that he kept detailed diaries on each of his players.
He kept track of small improvements he felt the players could make and did make. At the
end of each practice, he would share his thoughts with the players. The lesson here is that
good leaders work daily to improve the skills of their people and create small wins that
help the team, unit, or organization perform at its best.
5. Congratulate: Business leaders can learn a great deal from Woodens approach.
Surveys show that, over and over, employees feel that they receive immediate feedback
when their performance is poor, or below expectations. These same employees also report

25

that praise and recognition for strong performance is much less common. Exceptional
leaders give recognition, and they do so a lot; they coach and convey.
6. Contribute: People want to know that their input matters and that they are
contributing to the organizations success in a meaningful way. This might be easy to
articulate in settings such as hospitals and educational institutions. But what about, say,
the retail industry? Sears Roebuck & Co. started a turnaround in 1992. Part of the
turnaround plan was the development of a set of measures known as Total Performance
Indicators which gauged how well Sears was doing with its employees, customers, and
investors. The implementation of the measurement system led to three startling
conclusions. First, an employees understanding of the connection between her work as
operational zed by specific job-relevant behaviours and the strategic objectives of the
company had a positive impact on job performance. Second, an employees attitude
towards the job and the company had the greatest impact on loyalty and customer service
than all the other employee factors combined. Third, improvements in employee attitude
led to improvements in job-relevant behaviour; this, in turn, increased customer
satisfaction and an improvement in revenue growth. In sum, good leaders help people see
and feel how they are contributing to the organizations success and future.
7. Control: Employees value control over the flow and pace of their jobs and leaders
can create opportunities for employees to exercise this control. Do leaders consult with
their employees with regard to their needs? For example, is it possible to accommodate
the needs of a mother or an employee infected with HIV so that they can attend to
childcare concerns or a medical appointment? Are leaders flexible and attuned to the

26

needs of the employees as well as the organization? Do leaders involve employees in

decision-making, particularly when employees will be directly affected by the decision?
Do employees have a say in setting goals or milestones that are deemed important? Are
employees able to voice their ideas, and does leadership show that contributions are
valued? H. Norman Schwarzkopf, retired U.S. Army General, once remarked:
I have seen competent leaders who stood in front of a platoon and all they saw was a
platoon. But great leaders stand in front of a platoon and see it as 44 individuals, each of
whom has aspirations, each of whom wants to live, each of whom wants to do good.
A feeling of being in on things, and of being given opportunities to participate in
decision making often reduces stress; it also creates trust and a culture where people want
to take ownership of problems and their solutions. There are numerous examples of
organizations whose implementation of an open-book management style and creating
room for employees to contribute to making decisions had a positive effect on
engagement and organizational performance. The success of Microsoft, for example,
stems in part from Bill Gates belief that smart people anywhere in the company should
have the power to drive an initiative. Initiatives such as Six Sigma are dependent, in part,
on the active participation of employees on the shop floor.

8. Collaborate: Studies show that, when employees work in teams and have the trust
and cooperation of their team members, they outperform individuals and teams which
lack good relationships. Great leaders are team builders; they create an environment that

27

fosters trust and collaboration. Surveys indicate that being cared about by colleagues is a
strong predictor of employee engagement. Thus, a continuous challenge for leaders is to
rally individuals to collaborate on organizational, departmental, and group goals, while
excluding individuals pursuing their self-interest.
9. Credibility: Leaders should strive to maintain companys reputation and
demonstrate high ethical standards. People want to be proud of their jobs, their
performance, and their organization. West Jet Airlines is among the most admired
organizations in Canada. The company has achieved numerous awards. For example, in
2005, it earned the number one spot for best corporate culture in Canada. On September
26, 2005, West Jet launched the Because were Owners! campaign. Why do West Jet
employees care so much about their organization? Why do over 85 percent of them own
shares in the company? Employees believe so strongly in what West Jet is trying to do
and are so excited about its strong performance record that they commit their own money
into shares.
10. Confidence: Good leaders help create confidence in a company by being
exemplars of high ethical and performance standards. To illustrate, consider what
happened to Harry Stone cipher, the former CEO of Boeing. He made the restoration of
corporate ethics in the organization a top priority but was soon after embarrassed by the
disclosure of an extramarital affair with a female employee. His poor judgment impaired
his ability to lead and he lost a key ingredient for success credibility. Thus the board
asked him to resign. Employees working at Qwest and Continental Airlines were so
embarrassed about working for their organizations that they would not wear their

28

companys uniform on their way to and from work. At WorldCom, most employees were
shocked, horrified, and embarrassed when the accounting scandal broke at the company.
New leadership was faced with the major challenges of regaining public trust and
fostering employee engagement.

Categories of Employee Engagement

According to the Gallup the Consulting organization there are there are different types of
people:Engaged--"Engaged" employees are builders. They want to know the desired
Expectations for their role so they can meet and exceed them. They're naturally curious
about their company and their place in it. They perform at consistently high levels. They
want to use their talents and strengths at work every day. They work with passion and
they drive innovation and move their organization forward
Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals
and outcomes they are expected to accomplish. They want to be told what to do just so
they can do it and say they have finished. They focus on accomplishing tasks vs.
achieving an outcome. Employees who are not-engaged tend to feel their contributions
are being overlooked, and their potential is not being tapped. They often feel this way
because they don't have productive relationships with their managers or with their coworkers.
Actively Disengaged--The "actively disengaged" employees are the "cave dwellers."
They're "Consistently against Virtually Everything." They're not just unhappy at work;
29

they're busy acting out their unhappiness .They sow seeds of negativity at every
opportunity. Every day, actively disengaged workers undermine what their engaged
coworkers accomplish. As workers increasingly rely on each other to generate products
and services, the problems and tensions that are fostered by actively disengaged workers
can cause great damage to an organization's functioning.

Chapter -3

30

3.1) OBJECTIVES OF THE STUDY

The objectives of the study are as follows:

To know the interest of employee

To find out the level of perception of the employee towards organization

To understand satisfaction of employee towards their current profile

To Study the Employee Engagement practices in a well

established MNC.

To evaluate the effectiveness of the Employee Engagement.

To understand weather employee think that they are valuable for

company or not.

3.2) RESEARCH METHODOLOGY (Survey on Employee)

Research is a systematic method of finding solutions to problem.
Its essentially an investigation, a recording and an analysis of evidence
for the purpose of gaining knowledge.
The primary data was collected from company. Questionnaires were prepared
and employee of GTL was approached to fill up the questionnaires. The
questionnaire contains 12 questions which reflect on the interest and quality
of services provided by the company to the employee.

3.3)SCOPE OF THE STUDY

31

3.4) SOURCES OF DATA COLLECTION

PRIMARY DATA
The primary data was collected from the employees of the GTL INFRASTRUCTURE
by administering a structured questionnaire and also through observation.

SECONDARY DATA
Apart from the primary data, the data collected through the internal sources of the
organization such as official records of employees, official websites of the GTL
Infrastructure.
3.5) RESEARCH DESIGN
Descriptive cum Exploratory research design has been used.

Data analysis
Question: Age
TABLE NO. 3.1

32

AGE CATEGORY

FREQUENCY

PERCENTAGE

CUMMULATIVE
PERCENTAGE

Under 25 Years

12

24

24

18

36

60

41-50 Years

12

24

84

Above 50 Years

16

100

TOTAL

50

100

26-40 Years

FIGURE NO. 3.1

AGE
UNDER 25 YEARS 24%

26 - 40 YEARS 36%

41 - 50 YEARS 24%

ABOVE 50 YEARS 16%

16%

24%

24%
36%

NOTE-Under 25 years = 24% , Under 26 40 = 36%, 41 50 years = 24%, Above 50

years 16%
GENDER
TABLE-3.2

33

GENDER

FREQUENCY

PERCENTAGE

CUMMULATIVE
PERCENTAGE

MALE

35

70

70

FEMALE

15

30

100

TOTAL

50

100

FIGURE NO3.2

GENDER
MALE

FEMALE

30%

70%

NoteMale Respondent 70%, Female Respondent -30%

1) Employees work is valued by this organization

TABLE3.3
34

WORK
VALUED OF
EMPLOYEES
STRONGLY
AGREE
AGREE

FREQUENC PERCENTA
Y
GE
22

44

CUMMULATIV
E
PERCENTAGE
44

12

24

68

NEUTRAL

10

20

88

DISAGREE

96

STRONGLY
DISAGREE
TOTAL

100

50

100

FIGURE NO3.3

WORK VALUED OF EMPLOYEES

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE
8% 4%
20%

44%
24%

Note- Strongly agree is 44%, Agree is 24%, Neutral is 20%, Disagree is 8%, Strongly
disagree 4%.

2) The amount of work expected to do is reasonable in this organization.

35

TABLE3.4
Amount of
work
expected to
do is
reasonable

FREQUENCY PERCENTAGE CUMMULATIVE

PERCENTAGE

STRONGLY
AGREE
AGREE

25

50

50

15

30

80

NEUTRAL
DISAGREE

8
2

16
4

96
100

STRONGLY
DISAGREE
TOTAL

50

100

FIGURE NO3.4

Amount of work expected to do is reasonable

strongly agree

agree

disagree

strongly disagree

16%

neutral

4%
50%

30%

Note-Strongly agree 50% , Agree -30%, Neutral 16% , Disagree -4%.

36

3) The tools and resources are available for the employees to do their job in a more
efficient manner
TABLE3.5
Tools and
resources are
available
STRONGLY
AGREE

FREQUENCY

PERCENTAGE

CUMMULATIVE
PERCENTAGE

20

40

40

AGREE

14

28

68

NEUTRAL

16

84

DISAGREE

92

100

STRONGLY
DISAGREE
TOTAL

4
50

100

FIGURE NO3.5

tool and resources are available

strongly agree

agree

disagree

strongly disagree
8%

neutral

8%
40%

16%
28%

37

Note strongly agree 40%, agree 28% , neutral 16% , disagree 8% , strongly
disagree 8%
4) Supervisor help the employees to understand that how much their is important for the
organization.
TABLE3.6
SUPERVISOR
HELPS THE
EMPLOYEES

FREQUENCY PERCENTAGE CUMMULATIVE

PERCENTAGE

STRONGLY
AGREE

23

46

46

AGREE

12

24

70

NEUTRAL

18

88

DISAGREE

12

100

STRONGLY
DISAGREE

TOTAL

50

100

FIGURE NO3.6

supervisor help the employees

strongly agree

agree

neutral

disagree

strongly disagree
12%

18%

46%
24%

38

Note-Strongly agree -46%, Agree -24%, Neutral -18%, Disagree -12

5) Supervisor creates motivating and energizing workplace

TABLE NO.3.7
SUPERVISOR
CREATES
MOTIVATING
AND
EMERGING
WORKPLACE

FREQUENCY PERCENTAGE CUMMULATIVE

PERCENTAGE

STRONGLY
AGREE

15

30

30

AGREE

18

36

66

NEUTRAL

12

24

90

DISAGREE

96

STRONGLY
DISAGREE

100

TOTAL

50

100

FIGURE NO3.7

supervisor creates motivating and energizing workplace

strongly agree agree
disagree

neutral

strongly disagree
6% 4%

24%
36%

39

30%

Note- strongly agree 30%, agree -36%, neutral -24%, disagree 6%, strongly
disagree - 4%

6) We have shared good understanding of team goals.

TABLE NO.3.8
WE HAVE
SHARED GOOD
UNDERSTANDIN
G OF TEAM
GOAL
Always

FREQUENCY

PERCENTAGE

CUMMULATIVE
PERCENTAGE

30

60

60

Sometimes

18

36

96

Never

100

TOTAL

50

100

FIGURE NO3.8

We have shared good understanding of team goal

Always

Sometimes

Never

4%
36%
60%

40

Note- 60% of employees rated always that they shared good understanding of team
goal,36% of employee rated that they shared good understanding of team goal

7) This organization provides attractive opportunities for training and development.

TABLE NO.3.9
Organization
provide
attractive
opportunities
STRONGLY
AGREE

FREQUENCY

PERCENTAGE

CUMMULATIVE
PERCENTAGE

21

42

42

AGREE

12

24

66

NEUTRAL

10

20

86

DISAGREE

92

100

STRONGLY
DISAGREE
TOTAL

4
50

100

FIGURE NO3.9

41

organization provide attractive opportunities

strongly agree

agree

neutral

disagree

strongly disagree
6% 8%
42%

20%
24%

Note- strongly agree - 42% , agree 24% ,neutral 20 %, disagree 6% ,strongly

disagree 8
8) The vision and goals of this organization are important to employees
TABLE NO.3.10
Vision and goals
of this
organization are
important to
employees
STRONGLY
AGREE
AGREE

FREQUENCY

PERCENTAGE

CUMMULATIVE
PERCENTAGE

24

48

48

15

30

78

NEUTRAL

16

94

DISAGREE

100

STRONGLY
DISAGREE

TOTAL

50

100

FIGURE NO3.10

42

vision and goals of this organization are importat to employees

strongly agree agree
disagree

neutral

strongly disagree
6%

16%
48%
30%

Note- strongly agree 48%, agree 30%, neutral 16%, disagree 6%

9) This organisation cares about employees.

TABLE NO.3.11
This
organization
cares about
employees
STRONGLY
AGREE

FREQUENCY

PERCENTAGE

CUMMULATIVE
PERCENTAGE

18

36

36

AGREE

20

40

76

NEUTRAL

14

90

DISAGREE

96

100

STRONGLY
DISAGREE

43

TOTAL

50

100

FIGURE NO3.11

organization cares about employees

strongly agree
disagree

agree
strongly disagree

neutral

6% 4%
14%

36%

40%

Note- organisation care about employees- strongly agree 36%, agree 40%,neutral
14%,disagree 6%,strongly disagree4%.
10) Would you recommend this organization as a great place to work for employees
improvement
TABLE NO.3.12

Recommendation
about this
organization
STRONGLY AGREE

FREQUENCY

PERCENTAGE

CUMMULATIVE
PERCENTAGE

24

48

48

AGREE

15

30

78

NEUTRAL

16

94

44

DISAGREE

STRONGLY
DISAGREE

TOTAL

50

100

100

FIGURE NO3.12

Recommendation about this organisation

strongly agree
disagree

16%

agree
strongly disagree

neutral

6%
48%

30%

Note- strongly agree 48%, agree 30% , neutral 16% ,disagree- 6%

FINDING OF THE REPORT
In GTL INFRA the employees are focusing on their work; employees are willing
to help the each other.

Most of the employee are agree that their future growth with company is good .

45

 The overall satisfaction of employees towards company is very good in all

department ,

According to survey the satisfaction with supervisors & pride on company in all
department is very high
According to survey marketing people think that they are most valued in
organization

Chapter -4
4.1) EXPERIENCEMy learning experience in GTL INFRASTRUCTURE LIMITED was very good.
All the employees were very supportive and friendly in nature
The working environment was also very good and learnable.

4.2) PRACTICAL KNOWLEDGEDuring my 2 months internships program I have gained various practical
knowledge about daily operations of the company.
46

I have also learned to work a various data related with vendor of the
company. .I have also line- up candidates for interview.

4.3) BEST PRACTICES AND USPS OF THE COMPANYa) Indias largest truly independent shared telecom infrastructure services
provider
b) Decent and learning working environment.

4.4) LIMITATION OF STUDY

Although this research was carefully prepared, I am still aware of its limitations and
shortcomings

1. The population of the experimental group is small, only fifty employees and might not
represent the majority of the employees of the organization.

2. It is unavoidable that in this study, certain degree of subjectivity can be found.

47

3. The first limitation involved in this study is cross-sectional design of the study. As data
for this study were collected from individual respondents at a single point in time, the
Casual relationship between the variables is prone to biases.

4. The other limitation involves the limited measure of psychological climate.

Psychological climate is a multidimensional construct with many different dimensions
because it includes individual employees perceptions of virtually every aspect of their
work environment. The validity of appropriate dimensions for a study varies according to
types and characteristics of job, role, work group, and/or organization. Accordingly,
the present study selected four dimensions of psychological climate from hospitalitylitera
ture to reflect the hospitality work and organization with the maximum validity. However,
the four dimensions used in this study may not sufficiently assess employee perceptions
of their work environment in the hotel setting.

SUGGESTION/RECOMMENDATION

48

CONCLUSION
In this report, we have presented the findings of an evidence synthesis focusing on
three aspects of employee engagement: what engagement is; what antecedents are
associated with high levels of engagement; and what performance and personal outcomes
are associated with engagement. We have examined evidence concerning all three factors
in relation to the workforce in general, and in the specific context of health care.
This report is timely; engagement is enjoying significant levels of popularity as a
concept, notably in the GTL, where the Engage for Success movement has raised
49

awareness of the potential for engagement to affect individual well-being, corporate

performance and national productivity, and where the GTL has come under pressure to
consider raising levels of engagement as a potential solution to some of the major
challenges of staff morale, retention and performance. The question underpinning this
report is: is this focus on engagement justified? Is there, in fact, any evidence that
engagement levels make a difference and, if so, what does the research tell us are the
factors most likely to yield high levels of engagement?
In this final chapter, we first summarise the methodology used in our study, and then
outline the main findings arising in relation to each of our research questions. We then
bring these together into an overarching synthesis, set within the context of some broader
and more fundamentally challenging questions about the nature and meaning of
engagement.

REFRENCES/BIBLIOGRAPHY
Im often asked to recommend employee engagement books. Im obviously proud of my
own books in the field, but thought it would be interesting to see what the best selling
employee engagement books were according to Amazon. They are:
1) Employee Engagement 2.0: Hot to Motivate Your Team for High Performance,
by Kevin Kruse

50

2) Carrots and Sticks Dont Work: build a Culture of Employee Engagement with the
Principles of RESPECT, by Paul Marciano
3) Employee Engagement for Everyone: 4 Keys to Happiness and Fulfillment at Work,
by Kevin Kruse
4) Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage,
by William Macey et al
5) Intrinsic Motivation at Work, by Kenneth Thomas
6) Employee Engagement Lessons From the Mouse House, by Pete Blank
7) The Art of Engagement: Bridging the Gap Between People and Possibilities, by Jim
Haudan
8) Employee Engagement for Dummies, by Bob Kellehe

WEBSITES
http://www.kevinkruse.com/top-10-employee-engagement-books/
http://www.forbes.com/sites/joshbersin/2014/04/10/its-time-to-rethink-the-employeeengagement-issue/#4aca82551827

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