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To procrastinate is to 'voluntarily delay an intended course of action despite expecting to be worse off for the delay' (Steel, 2007, Psychological Bulletin 133(1), 65). This behaviour, despite its cost, is common in workplaces and other life domains. By understanding why it occurs and how to prevent it, managers can help optimise the performance and productivity of employees. Hence, this research article is an effort to add a little to the sparse knowledge base in this field. It is also an effort to throw light on the relationship of Levenson's multidimensions of the locus of control (LOC) and stress on the procrastination of employees, which have not been explored earlier. Two categories of variable are tested as the predictors of procrastination: various dimensions of LOC and occupational stress. Research results confirm that occupational stress along with LOC dimension affects the procrastinating behaviour of the employees. One of the major findings to emerge from the current research is that managers with powerful others as their LOC dimensions were least procrastinating. This contradicts the previous research results that external factors procrastinate more than internal ones.

Labour welfare activities in India have emphasis on the organized sector like cement companies. Although provisions for workmen's compensation in case of industrial accidents and maternity benefits for women workforce had existed for long, a major development in the field of social security came only after independence. The Article 41 of Indian Constitution laid down that the State shall make effective provision for securing the right to public assistance in case of unemployment, old age, sickness and disablement and in other cases of underserved want. The Government took several steps in compliance of the constitutional requirements. There are some situational factors responsible for job satisfaction. Work environment includes many factors for overall job analysis of Workers, these are categorized into two parts Work environment inside and outside the workplace which will put an impact over the satisfaction of workers and their productivity. There are many factors which contribute for the satisfaction of workers and managers. The current study was undertaken to identify the variables essential as the respondent's perception which lead to improve their productivity. The study includes a sample of 199 workers and 51 managers and supervisors to identify their perception for welfare measures outside the workplace. For this purpose multiple regression analysis has been used with SPSS-19 software. The paper revealed that out of 17 variable 07 were found significantly important for improving the perception of the respondents.

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In today's world, finding dedicated employees is difficult. It is important to identify the root factors that lead to employees being engaged. Employee Engagement is influenced by perceptions of organizational support and organizational justice. Employee engagement and retention are high priorities for HR executives. Disengaged workers are a major contributor to high turnover of employees, and heavily active businesses reduce both sales and staffing costs. Employees who are passionate about their jobs are more likely to be productive on a regular basis. According to Gallup data, companies with a high level of engagement show 22 per cent higher productivity. Today, the test isn't only barely holding talented people, but completely captivating them, capturing their psyches and hearts at any point of their working lives. It's more difficult to attract top talent than before. The aim of this empirical study was to learn more about the factors that influence employee engagement in the steel industry. Keywords: Employee Engagement, Perceived Organizational Support, Organizational Justice