mmu jobsatisfactiontelecom

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SUMMER TRAINING

PROJECT REPORT

On

“JOB SATISFACTION”

SUBMITTED TO: SUBMITTED BY:



INTRODUCTION

INTRODUCTION

Job satisfaction in regards to one’s feeling or state of mind regarding nature of

their work. Job can be influenced by variety of factors like quality of one’s

relationship with their supervisor, quality of physical environment in which they

work, degree of fulfillment in their work, etc.

Positive attitude towards job are equivalent to job satisfaction where as negative

attitude towards job has been defined variously from time to time. In short

job satisfaction is a person s attitude towards job.‟

Job satisfaction is an attitude which results from balancing summation of

many specific likes and dislikes e!perienced in connection with the job" their

evaluation may rest largely upon one s success or failure in the achievement of ‟

personal objective and upon perceived combination of

the job and combination towards these ends.

#ccording to pestonejee, Job satisfaction can be taken as a summation of

employee s feelings in four important areas. $hese are%‟

&. Job"nature of work 'dull, dangerous, interesting(, hours of work, fellow

workers, opportunities on the job for promotion and advancement'prospects(, overtime regulations, interest in work, physical environment, and

machines and tools.

). *anagement" supervisory treatment, participation, rewards and punishments,

praises and blames, leaves policy and favoritism.

+. ocial relations" friends and associates, neighbors, attitudes towards



people in community, participation in social activity socialibility and caste

barrier.

-. Personal adjustment"health and emotionality.

Job satisfaction is an important indicator of how employees feel about their job

and a predictor of work behavior such as organiational citienship,

#bsenteeism, $urnover. Job satisfaction benefits the organiation includes

reduction in complaints and grievances, absenteeism, turnover, and termination/

as well as improved punctuality and worker morale. Job satisfaction is also

linked with a healthier work force and has been found to be a good indicator of

longevity.

Job satisfaction is not synonyms with organiational morale, which the

possessions of feeling have being accepted by and belonging to a group of

employees through adherence to common goals and confidence in desirability

of these goals.

*orale is the by"product of the group, while job satisfaction is more an

individual state of mind.



JOB SATISFACTION

DEFINITIONS OF JOB SATISFACTION

0ifferent authors give various definitions of job satisfaction. ome of them are

taken from the

book of 0.*. Pestonjee 1*otivation and Job atisfaction2 which are given

below%

Job satisfaction is defined as a pleasurable, emotional, state resulting from

appraisal of one s job. #n effective reaction to one s job.‟ ‟

By: Weiss

Job satisfaction is general attitude, which is the result of many specific attitudes

in three areas namely%

3 pecific job factors

3 Individual characteristics

3 4roup relationship outside the job

By: Blum n! Nyl"#

Job satisfaction is defined, as it is result of various attitudes the person holdtowards the job, towards the related factors and towards the life in general.

By: Glimme#

Job satisfaction is defined as 1any contribution, psychological, physical, and

environmental circumstances that cause a person truthfully say, 5I am satisfied

with my job.2Job satisfaction is defined, as employee’s judgment of how well his job on a



whole is satisfying his various needs

By% M#$ Smi%&

Job satisfaction is defined as a pleasurable or positive state of mind resulting

from appraisal of one s job or job e!periences.‟

By: '"()e



IMPORTANCE OF JOB SATISFACTION

• Job satisfaction is an important indicator of how employees feel about

their job and a predictor of work behavior such as organiational,

citienship, #bsenteeism, $urnover.

• Job satisfaction can partially mediate the relationship of personality

variables and deviant work behavior.

• 6ommon research finding is that job satisfaction is correlated with life

style.

• $his correlation is reciprocal meaning the people who are satisfied with

the life tends to be satisfied with their jobs and the people who are

satisfied their jobs tends to satisfied with their life.

• $his is vital piece of information that is job satisfaction and job

performance is directly related to one another. $hus it can be said that, 1#

happy worker is a productive worker.2

•

It gives clear evidence that dissatisfied employees skip work more oftenand more like to resign and satisfied worker likely to work longer with

the organiation.

IMPORTANCE TO WOR*ER AND ORGANI+ATION

Job satisfaction and occupational success are major factors in personal

satisfaction, self"respect, self"esteem, and self"development. $o the worker, job

satisfaction brings a pleasurable emotional state that can often leads to a

positive work attitude. # satisfied worker is more likely to be creative, fle!ible,

innovative, and loyal.

7or the organiation, job satisfaction of its workers means a work force that is

motivated and committed to high quality performance. Increased



productivity" the quantity and quality of output per hour worked" seems to be

a byproduct of improved quality of working life. It is important to note that the

literature on the relationship between job satisfaction and productivity is neither

conclusive nor consistent.

8nhappy employees, who are motivated by fear of loss of job, will not give &99

percent of their effort for very long. $hough fear is a powerful motivator, it is

also a temporary one, and also as soon as the threat is lifted performance will

decline.

Job satisfaction benefits the organiation includes reduction in complaints

and grievances, absenteeism, turnover, and termination/ as well as improved

punctuality and worker morale. Job satisfaction is also linked with a healthier

work force and has been found to be a good indicator of longevity.

FACTORS OF JOB SATISFACTION

:oppock, the earliest investigator in this field, in &;+< suggested that

there are si! major components of job satisfaction. $hese are as under%

• $he way the individual reacts to unpleasant situations,

• $he facility with which he adjusted himself with other person

• $he relative status in the social and economic group with which he

identifies himself

• $he nature of work in relation to abilities, interest and preparation of

worker

• ecurity

• =oyalty

:erberg, mausaer, Peterson and 6apwell in &;<> reviewed more than &<9



studies and listed various job factors of job satisfaction. $hese are briefly

defined one by one as follows%

,$ In%#insi( s-e(% ". /"0

It includes all of the many aspects of the work, which would tend to be constant

for the work regardless of where the work was performed.

1$ Su-e#2isi"n

$his aspect of job satisfaction pertains to relationship of worker with his

immediate superiors. upervision, as a factor, generally influences job

satisfaction.

3$ W"#)in4 ("n!i%i"ns

$his includes those physical aspects of environment which are not necessary a

part of the work. :ours are included this factor because it is primarily a

function of organiation, affecting the individuals comfort and convenience in

much the same way as other physical working conditions.

5$ W4e n! sl#ies

$his factor includes all aspect of job involving present monitory remuneration

for work done.

6$ O--"#%uni%ies ."# !2n(emen%

It includes all aspect of job which individual sees as potential sources of

betterment of economic position, organiational status or professional

e!perience.

7$ Se(u#i%y

It is defined to include that feature of job situation, which leads to assurance for



continued employment, either within the same company or within same type of

work profession.

8$ C"m-ny 9 mn4emen%

It includes the aspect of worker’s immediate situation, which is a function of

organiational

#dministration and policy. It also involves the relationship of employee with all

company superiors above level of immediate supervision.

$ S"(il s-e(% ". /"0

It includes relationship of worker with the employees specially those employees

at same or nearly same level within the organiation.

;$ C"mmuni(%i"n

It includes job situation, which involves spreading the information in any

direction within the organiation. $erms such as information of employee s‟

status, information on new developments, information on company line of

authority, suggestion system, etc, are used in

literature to represent this factor.

,<$ Bene.i%s

It includes those special phases of company policy, which attempts to preparethe worker for emergencies, illness, old age, also. 6ompany allowances for

holidays, leaves and vacations are included within this factor.

REASONS OF 'OW JOB SATISFACTION



Res"ns =&y em-l"yees my n"% 0e ("m-le%ely s%is.ie! =i%& %&ei# /"0s:

&. 6onflict between co"workers.

). 6onflict between supervisors.

+. ?ot being opportunity paid for what they do.

-. :ave little or no say in decision making that affect employees.

<. 7ear of losing their job.

EFFECTS OF 'OW JOB SATISFACTION

,$ >IG> ABSENTEEISM

#bsenteeism means it is a habitual pattern of absence from duty or obligation.

If there will be low job satisfaction among the employees the rate of

absenteeism will definitely increase and it also effects on productivity of

organiation.

#s the job satisfaction is high the rate of both turn over and absenteeism is low

and vise a versa.

1$ >IG> TURNO?ER

In human resource refers to characteristics of a given company or industry

relative to the rate at which an employer gains and losses the staff.

If the employer is said to be have a high turnover of employees of that company

have shorter tenure than those of other companies.

3$ TRAINING COST INCREASES



#s employees leaves organiation due to lack of job satisfaction. $hen :uman

resource manager has to recruit new employees. o that the training e!penditure

will increases.

INF'UENCES ON JOB SATISFACTION

$here are no. of factors that influence job satisfaction. 7or e!ample, one recent

study even found that if college students majors coincided with their job ,

this relationship will predicted subsequent job satisfaction. :owever, the main

influences can be summaried along with the dimensions identified above.

T&e ="#) i%sel.:

$he concept of work itself is a major source of satisfaction. 7or e!ample,

research related to the job characteristics approach to job design, shows that

feedback from job itself and autonomy are two of the major job related

motivational factors. ome of the most important ingredients of a satisfying job

uncovered by survey include interesting and challenging work, work that is not

boring, and the job that provides status.

Py:

@ages and salaries are recognied to be a significant, but comple!,

multidimensional factor in job satisfaction. *oney not only helps people attaintheir basic needs but need satisfaction. Amployees often see pay as a reflection

of how management views their contribution to the organiation. 7ringe benefits

are also important.

If the employees are allowed some fle!ibility in choosing the type of benefits

they prefer within a total package, called a fle!ible benefit plan, there is a

significant increase in both benefit satisfaction and overall job satisfaction.



P#"m"%i"ns:

Promotional opportunities are seem to be have effect on job satisfaction.

INDUSTRY PROFI'E



TE'ECOM INDUSTRY IN INDIA

$he telecom industry is one of the fastest growing industries in India. India has

nearly )99 million telephone lines making it the third largest network in the

world after 6hina and 8#. @ith a growth rate of -<B, Indian telecom industry

has the highest growth rate in the world.

*uch of the growth in #sia Pacific @ireless $elecommunication *arket

is spurred by the growth in demand in countries like India and 6hina.

IndiaCs mobile phone subscriber base is growing at a rate of D).)B.

6hina is the biggest market in #sia Pacific with a subscriber base of -DB

of the total subscribers in #sia Pacific. 6ompared to that India ’s share in

#sia Pacific *obile Phone market is E.-B. 6onsidering the fact that

India and 6hina have almost comparable populations, India’s low mobile

penetration offers huge scope for growth.

History of Indian Telecommunications

tarted in &D<& when the first operational land lines were laid by the

government near 6alcutta 'seat of Fritish power(. $elephone services were

introduced in India in &DD&. In &DD+ telephone services were merged with the

postal system. Indian Gadio $elegraph 6ompany 'IG$( was formed in &;)+.

#fter independence in &;->, all the foreign telecommunication companies were

nationalied to form the Posts, $elephone and $elegraph 'P$$(, a monopoly run

by the governmentHs *inistry of 6ommunications. $elecom sector was

considered as a strategic service and the government considered it best to bring

under stateHs control.

$he first wind of reforms in telecommunications sector began to flow in &;D9s

when the private sector was allowed in telecommunications equipmentmanufacturing. In &;D<, 0epartment of $elecommunications '0$( was



established. It was an e!clusive provider of domestic and long"distance service

that would be its own regulator 'separate from the postal system(. In &;DE, two

wholly government"owned companies were created% the idesh anchar ?igam

=imited '?=( for international telecommunications and *ahanagar

$elephone ?igam =imited '*$?=( for service in metropolitan areas.

In &;;9s, telecommunications sector benefited from the general opening up of

the economy. #lso, e!amples of telecom revolution in many other countries,

which resulted in better quality of service and lower tariffs, led Indian policy

makers to initiate a change process finally resulting in opening up of telecom

services sector for the private sector.

?ational $elecom Policy '?$P( &;;- was the first attempt to give a

comprehensive roadmap for the Indian telecommunications sector. In &;;>,

$elecom Gegulatory #uthority of India '$G#I( was created. $G#I was formed

to act as a regulator to facilitate the growth of the telecom sector. ?ew ?ational

$elecom Policy was adopted in &;;; and cellular services were also launched in

the same year.

$elecommunication sector in India can be divided into two segments% 7i!ed

ervice Provider '7Ps(, and 6ellular ervices. 7i!ed line services consist of

basic services, national or domestic long distance and international longdistance services. $he state operators 'F?= and *$?=(, account for almost

;9 per cent of revenues from basic services. Private sector services are presently

available in selective urban areas, and collectively account for less than < per

cent of subscriptions. :owever, private services focus on the businessKcorporate

sector, and offer reliable, high" end services, such as leased lines, I0?, closed

user group and videoconferencing.



6ellular services can be further divided into two categories% 4lobal ystem for

*obile 6ommunications '4*( and 6ode 0ivision *ultiple #ccess '60*#(.

$he 4* sector is dominated by #irtel, odfone":utch, and Idea 6ellular,

while the 60*# sector is dominated by Geliance and $ata Indicom. pening

up of international and domestic long distance telephony services are the major

growth drivers for cellular industry. 6ellular operators get substantial revenue

from these services, and compensate them for reduction in tariffs on airtime,

which along with rental was the main source of revenue. $he reduction in tariffs

for airtime, national long distance, international long distance, and handset

prices has driven demand.

6lassification of $elecommunication services

&. Fasic services

). 6ellular services

+. Internet ervice Provider 'IP(

Cellular Service

Overview

&. $here are five private service operators in each area, and an incumbent

state operator. #lmost D9B of the cellular subscriber base belongs to the pre"

paid segment.

). $he 0o$ has allowed cellular companies to buy rivals within the sameoperating circle provided their combined market share did not e!ceed E> per

cent. Previously, they were only allowed to buy companies outside their circle.

Growth Drivers

pening up of international and domestic long distance telephony services are

growth drivers in the industry. 6ellular operators now get substantial revenue



from these services, and compensate them for reduction in tariffs on air time,

which along with rental was the main source of revenue. $he reduction in tariffs

for airtime, national long distance, international long distance, and handset

prices has driven demand.

$he Ley players in the $elecom *arket in India

Cellul# Se#2i(e -#"2i!e#:

&. F?=

). #irtel

+. odafone

-. Idea

<. Geliance

E. $ata indicom

>. #ircel

D. pice

;. *$?=

Subscribers

In the wireless segment, $he total wireless subscribers '4*( base reaches

-9>.;& million at the end of 7eb )9&<.

G#"u- C"m-ny =ise @ m#)e% s&#e De(,5

4sm "nly

Sl$ N"$ Nme ". C"m-ny

T"%l Su0Fi4u#es

@ M#)e%S&#e



, B&#%i Ai#%el ,157,;1<6 3<$66@

1 ?"!."ne Ess# ;811;85 13$5@

3 IDEA 71,5371; ,6$13@

5 BSN' 7,<<5136 ,5$;7@

6 Ai#(el 357<;;3 $66@

7 Relin(e Tele("m ,73,,1<7 5$<<@

MTN' 57;8<33 ,$,6@

; Unin"# 36665< <$8@

,< '""- M"0ile 1887135 <$7@

,, S%el 8,8<;; <$,@

All In!i 5<8;,5; ,<<$<<@

COMPANY PROFI'E

B>ARTI AIRTE'

Fharti #irtel limited is a leading global telecommunications company with

operations in &; countries across #sia and #frica. $he company offers mobile



voice data services, fi!ed line, high speed broadband, IP$, 0$:, turnkey

telecom solutions for enterprises and national international long distance

services to carriers. bharti airtel has been ranked among the si! best performing

technology companies in the world by business week. bharti airtel had )99

million customers across its operations.

>i4&li4&%s

bharti airtel to observe silent period from *arch +&, )9&&

Fharti airtel adds another dimension to its strategy of multi screen

convergence" launches airtel broadband $

airtel +4 service comes docking on the shores of *umbai

airtel lights up 0elhi ?6G with +4 services

airtel launches +4 services in :aryana

bharti airtel and other global telcos launch AI4 for 6ommercial use

Business Di2isi"ns

bharti airtel offers 4* mobile services in all the )+"telecom circles of India

and is the largest mobile service provider in the country, based on the number of

customers.



$he group offers high speed broadband internet with a best in class network.

@ith =andline services in ;- cities we help you stay in touch with your friends

family and the world. 4et world class entertainment with India’s best direct

to home '0$:( service digital $ in more than &<9 cities

Anterprise ervices provides a broad portfolio of services to large Anterprise

and 6arrier customers. $his division comprises of the 6arrier and 6orporate

business unit. Anterprise ervices is regarded as the trusted communications

partner to IndiaHs leading organiations, helping them to meet the challenges of

growth.

Lnow *ore

0iscover the magical e!perience of digital enterainment with airtel. 7rom 00

quality picture and sound, the best and widest variety of channels and

programmes to the best on"demand content on airtel =ive, your $ viewing

e!perience change forever with digital $ from airtelM

Ou# B#n!

airtel was born free, a force unleashed into the market with a relentless and

unwavering determination to succeed. # spirit charged with energy, creativity

and a team driven 1to seie the day2 with an ambition to become the most

admired telecom service provider globally. airtel, in just ten years of operations,

rose to the pinnacle of achievement and continues to lead.

#s IndiaHs leading telecommunications company, airtel brand has played the role

of a major catalyst in IndiaHs reforms, contributing to its economic resurgence.



$oday we touch peopleHs lives with our *obile services, $elemedia services, to

connecting IndiaHs leading &999N corporates. @e also connect Indians living in

8#, 8L and 6anada with our callhome service.

Ou# ?isi"n 9 -#"mise

Fy )9&> airtel will be the most loved brand, enriching the lives of millions.

O Anriching lives means putting the customer at the heart of everything we do.

@e will meet their needs based on our deep understanding of their ambitions,

wherever they are. Fy having this focus we will enrich our own lives and those

of our other key stakeholders. nly then will we be thought of as e!citing,

innovation, on their side and a truly world class company.O

RE?IEW OF 'ITERATURE

ne of the biggest preludes to the study of job satisfaction was the :awthorne

studies. $hese studies '&;)-"&;++(, primarily credited to Alton *ayo of the



:arvard Fusiness chool, sought to find the effects of various conditions 'most

notably illumination( on workers’ productivity. $hese studies ultimately showed

that novel changes in work conditions temporarily increase productivity 'called

the :awthorne Affect(. It was later found that this increase resulted, not from

the new conditions, but from the knowledge of being observed. $his finding

provided strong evidence that people work for purposes other than pay, which

paved the way for researchers to investigate other factors in job satisfaction.

cientific management 'aka $aylorism( also had a significant impact on the

study of job satisfaction. 7rederick @inslow $aylor’s &;&& book, Principles of

cientific *anagement, argued that there was a single best way to perform any

given work task. $his book contributed to a change in industrial production

philosophies, causing a shift from skilled labor and piecework towards the more

modern approach of assembly lines and hourly wages. $he initial use of

scientific management by industries greatly increased productivity because

workers were forced to work at a faster pace. :owever, workers became

e!hausted and dissatisfied, thus leaving researchers with new questions to

answer regarding job satisfaction. It should also be noted that the work of @.=.

Fryan, @alter 0ill cott, and :ugo *unsterberg set the tone for $aylor’s work.

ome argue that *aslow’s hierarchy of needs theory, a motivation theory, laid

the foundation for job satisfaction theory. $his theory e!plains that people seek

to satisfy five specific needs in life physiological needs, safety needs, social

needs, self"esteem needs, and self"actualiation. $his model served as a good

basis from which early researchers could develop job satisfaction theories.

Adwin #. =ocke’s Gange of #ffect $heory '&;>E( is arguably the most famous

job satisfaction model. $he main premise of this theory is that satisfaction is

determined by a discrepancy between what one wants in a job and what one has

in a job. 7urther, the theory states that how much one values a given facet of



work 'e.g. the degree of autonomy in a position( moderates how

satisfiedKdissatisfied one becomes when e!pectations areKaren’t met. @hen a

person values a particular facet of a job, his satisfaction is more greatly

impacted both positively 'when e!pectations are met( and negatively 'when

e!pectations are not met(, compared to one who doesn’t value that facet.

# significant model that narrowed the scope of the 0ispositional $heory was the

6ore elf"evaluations *odel, proposed by $imothy #. Judge in &;;D. Judge

argued that there are four 6ore elf"evaluations that determine one’s disposition

towards job satisfaction% self"esteem, general self"efficacy, locus of control, and

neuroticism. $his model states that higher levels of self"esteem 'the value one

places on his self( and general self"efficacy 'the belief in one’s own

competence( lead to higher work satisfaction. :aving an internal locus of

control 'believing one has control over herQhis own life, as opposed to outside

forces having control( leads to higher job satisfaction. 7inally, lower levels of

neuroticism lead to higher job satisfaction.

In the late &;<9s, 7rederick :ertberg, considered by many to be a pioneer in

motivation theory, interviewed a group of employees to find out what made

them satisfied and dissatisfied on the job. :e asked the employees essentially

two sets of questions%

&. $hink of a time when you felt especially good about your job. @hy did

you feel that wayR

). $hink of a time when you felt especially bad about your job. @hy did

you feel that wayR

7rom these interviews :erberg went on to develop his theory that there are two

dimensions to job satisfaction% motivation and OhygieneO. :ygiene issues,

according to :erberg, cannot motivate employees but can minimie



dissatisfaction, if handled properly. In other words, they can only dissatisfy if

they are absent or mishandled. :ygiene topics include company policies,

supervision, salary, interpersonal relations and working conditions. $hey are

issues related to the employeeHs environment. *otivators, on the other hand,

create satisfaction by fulfilling individualsH needs for meaning and personal

growth. $hey are issues such as achievement, recognition, the work itself,

responsibility and advancement. nce the hygiene areas are addressed, said

:erberg, the motivators will promote job satisfaction and encourage

production.

#ccording to #braham #. Lorman, the followings are two types of variables

which are found correlated with the job satisfaction of an individual.

'&(rganiational variables

')( Personal variables.

rganisational ariables

& O((u-%i"nl le2el $he higher the level of the job, the greater the

satisfaction of the individual. $his is because higher level jobs carry

greater prestige and self"control. $his relationship between occupational

level and job satisfaction stems from social reference group theory in that

our society values some jobs more than others. :ence people in valued

jobs will like them more than those who are in non"valued jobs. $he

relationship may also stem from need"fulfillment theory. People in higher

level jobs find most of their needs satisfied than when they are in lower

level ones.

) J"0 ("n%en%" 4reater the variation in job content and the less the

repetitiveness with which the tasks must be performed, the greater the

satisfaction of the individuals involved. ince job content in terms of



variety and nature of tasks called for is a function of occupational level,

the theoretical arguments given above apply here also.

+ C"nsi!e#%e 'e!e#s&i- People like to be treated with consideration.

:ence considerate leadership results in higher job satisfaction than

inconsiderable leadership.

- Py n! -#"m"%i"nl "--"#%uni%ies #ll other things being equal these

two variables are positively related to job satisfaction. #n e!planation for

this finding lies in both theories discussed above.

< In%e#(%i"n in %&e ="#) 4#"u- :ere the question is % @hen is

interaction in the work group a source of job satisfaction and when it is

notR Interaction is most satisfying when"

• It results in the cognition that other person’s attitudes are similar to one’s

own, since this permits the ready calculability of the other’s behaviour

and constitutes a validation of one’s self/

• It results in being accepted by others/ and

• It facilitates the achievement of goals

Personal variables"

7or some people, it appears most jobs will be dissatisfying irrespective of the

organiational conditions involved, whereas for others, most jobs will be

satisfying. Personal variables like age, education level, se!, etc, are responsible

for this difference.

& A4e" *ost of the evidence on the relation between age and job

satisfaction, holding such factors as occupational level constant, seems to

indicate that there is generally a positive relationship between the two

variables up to the pre"retirement years and then there is a sharp decrease



in satisfaction. #n individual aspires for better and more prestigious jobs

in later years of his life. 7inding his channels for advancement blocked,

his satisfaction declines.

) E!u(%i"nl le2el @ith occupation level held constant there is a

negative relationship between the educational and job satisfaction. $he

higher the education, the higher the reference group which the individual

looks to for guidance to evaluate his job rewards.

+ R"le -e#(e-%i"n 0ifferent individuals hold different perceptions about

out their role, i.e., the kind of activities and behaviours they should

engage in to perform their job successfully. Job satisfaction is determined

by this factor also. $he more accurate the role perception of an individual

the greater his satisfaction.

- Se$here is as yet no consistent evidence as to whether women are

more satisfied with their jobs than men, holding such factors as job and

occupational level constant. ne might predict this to be the case,

considering the generally lower occupational aspiration of women.

Gelationship between job satisfaction and productivity

A!periments have shown that there is very little positive relationship between

the job satisfaction and job performance of an individual. $his is because the

two are caused by quite different factors. Job satisfaction is closely affected by

the amount of rewards that an individual derives from his job, while his level of performance is closely affected by the basis for attainment of the awards. #n

individual is satisfied with his job to the e!tent that his job provides him with

what he desires, and he performs effectively in his job provides him with what

he desires, and he performs effectively in his job to the e!tent that effective

performance leads to the attainment of what he desires. $his means this instead

of ma!imiing satisfaction generally an organiation should be more concerned

about ma!imising the positive relationship between performance and reward. It



should be ensured that the poor performers do not get more rewards than the

good performers. $hus, when a better performer gets more rewards he will

naturally feel more satisfied. $his approach, we must remember, is quite

different from the unusual human relations approach of trying to ma!imie

satisfaction generally.

1.6 easurin! "ob satisfaction

$here are many methods for measuring job satisfaction. Fy far, the most

common method for collecting data regarding job satisfaction is the =ikert scale

'named after Gensis =ikert(. ther less common methods of for gauging job

satisfaction include% SesK?o questions, $rueK7alse questions, point systems,

checklists, and forced choice answers.

1.# $elationshi%s and %ractical im%lications

Job atisfaction can be an important indicator of how employees feel about their

jobs and a predictor of work behaviours such as organiational citienship ,

absenteeism , and turnover. 7urther, job satisfaction can partially mediate the

relationship of personality variables and deviant work behaviors.

ne common research finding is that job satisfaction is correlated with life

satisfaction. $his correlation is reciprocal, meaning people who are satisfied

with life tend to be satisfied with their job and people who are satisfied with

their job tend to be satisfied with life. :owever, some research has found that

job satisfaction is not significantly related to life satisfaction when other

variables such as nonwork satisfaction and core self"evaluations are taken into

account.

$his is a vital piece of information to researchers and businesses, as the idea

that satisfaction and job performance are directly related to one another is often

cited in the media and in some non"academic management literature. # recent



meta"analysis found an average uncorrected correlation between job satisfaction

$he relationship of satisfaction to productivity is not necessarily straightforward

and can be influenced by a number of other work"related constructs, and the

notion that Oa happy worker is a productive workerO should not be the

foundation of organiational decision"making.

@ith regard to job performance, employee personality may be more important

than job satisfaction.$he link between job satisfaction and performance is

thought to be a spurious relationship/ instead, both satisfaction and performance

are the result of personality.



RESEARC> MET>ODO'OGY

RESEARC> MET>ODO'OGY

INTRODUCTION

Gesearch refers to a search for knowledge. It is a systematic method of

collecting and recording the facts in the form of numerical data relevant to the

formulated problem and arriving at certain conclusions over the problem based

on collected data.

$hus formulation of the problem is the first and foremost step in the research

process followed by the collection, recording, tabulation and analysis and

drawing the conclusions. $he problem formulation starts with defining the

problem or number of problems in the functional area. $o detect the functional

area and locate the e!act problem is most important part of any research as thewhole research is based on the problem.

#ccording to 6lifford @oody research comprises defining and redefining

problems, formulating hypothesis or suggested solutions% collecting, organiing

and evaluating data% making deductions and reaching conclusions% and at last

carefully testing the conclusions to determine whether they fit the formulatinghypothesis.



Gesearch can be defined as 1the manipulation of things, concepts or symbols for

the purpose of generaliing to e!tend, correct or verify knowledge, whether that

knowledge aids in construction of theory or in the practice of an art2

In short, the search for knowledge through objective and systematic method of

finding solution to a problem is research.

RESEARC> OBJECTI?ES

$he research has been undertaken with following objectives.

• $o study the level of job satisfaction among the employees of Fharti

#irtel .

• $o study the factors affecting job satisfaction among the employees of

Fharti #irtel .

• $o know the reasons of satisfaction and dissatisfaction among the

employees of Fharti #irtel.

• $o suggest measure to improve the job satisfaction level of the

employees.

S("-e ". %&e s%u!y

$his study emphasis in the following scope%

3 $o identify the employees level of satisfaction upon that job.

3 $his study is helpful to that organiation for conducting further research.

3 It is helpful to identify the employer’s level of satisfaction towards welfare



measure.

3 $his study is helpful to the organiation for identifying the area of

dissatisfaction of job of the employees.

DATA CO''ECTION

$he task of data collection begins after the research problem has been defined

and research design chalked out. @hile deciding the method of data collection

to be used for the study, the researcher should keep in mind two types of data

vi. Primary and secondary data.

P#im#y D%:

$he primary data are those, which are collected afresh and for the first time and

thus happen to be original in character. $he primary data were collected through

well"designed and structured questionnaires based on the objectives.

Se("n!#y D%:

$he secondary data are those, which have already been collected by someone

else and passed through statistical process. $he secondary data required of theresearch was collected through various newspapers, and Internet etc.

*ethods of 0ata 6ollection

$he broader purpose of the present study is to e!plore the relationship among

employee job satisfaction and employee $urnover. 0ata will be collected from

the accounts employees of various organiations. # questionnaire technique will



be used in order to obtain data and employees will be asked to give the

answers of questions in accordance to their best knowledge. Tuestionnaire

will be divided in to two parts dissatisfaction factors and satisfaction factors.

*ethods of 0ata #nalysis

0ata will be analyed according to job e!perience with respect of salary and

secondary data will be used to make calculations and analysis.

DRAFTING UESTIONNAIRE

$he questionnaire is considered as the most important thing in a survey

operation. :ence it should be carefully constructed. tructured questionnaire

consist of only fi!ed alternative questions. uch type of questionnaire is

ine!pensive to analysis and easy to administer. #ll questions are closed ended.

SAMP'ING

It was divided into following parts%

Sm-lin4 uni2e#se

#ll the employees are the sampling universe for the research.



Sm-lin4 %e(&niHue

Judgmental sampling

ample was taken on judgmental basis. $he advantage of sampling are that it is

much less costly, quicker and analysis will become easier. ample sie taken

was &99 employees.

RE'E?ANCE AND 'IMITATIONS OF STUDY

$he study was thoughtful for knowing the e!isting job satisfaction level of the

employees of Fharti #irtel.

=imitation for the study, the study was restricted to Fharti #irtel only and other

being the time as constraint.



DATA ANA'YSIS AND INTERPRETATION

DATA ANA'YSIS AND INTERPRETATION

#fter data have been collected, the researcher turns to the task of analying

them. $he analysis of data requires a number of closely related operations such

as establishment of categories, the application of these categories to raw data

through tabulation and drawing statically inferences.

$abulation is the part of technical procedure where in the classified data are put

in the form of tables.

#fter analying the data, the researcher should have to e!plain the findings on

the basis of some theory. It is known as interpretation

.

$he data has been collected from &99 employees of Fharti #irtel through

questionnaire. $he data thus collected was in the form of master table.$hat made possible counting of classified data easy. 7rom the master table

various summery tables were prepared. $hey have been presented along with

their interpretation in this manner.



,$ A#e y"u s%is.ie! =i%& %&e ="#)-l(e ". "#4ni%i"n

S%is.(%i"n le2el N"$ O. #es-"n!en%s Pe#(en%4e

trongly satisfied +& +&

atisfied -; -;

lightly satisfied &) &)

0issatisfied < <

trongly dissatisfied + +



31%

49%

12%5% 4%

Strongly satisfedSatisfed

Slightly satisfed

Dissatisfed

Strongly dissatisfed

#bove table shows that +&B employees are strongly satisfied with their

work place E&B employees are satisfied with their workplace. It means over

all ;)B employees are satisfied and other &DB are not satisfied with the work

place.Q

1$ A#e y"u s%is.ie! =i%& %&e in.#s%#u(%u#e ". "#4ni%i"n


trongly satisfied <9 <9

atisfied )9 )9

lightly satisfied &9 &9

0issatisfied &E &Etrongly dissatisfied - -



50%

20%

10%

16% 4%


Slightly satisfed

Dissatisfed


#bove table shows that >9B respondents are satisfied with

infrastructure and +9B are dissatisfied with infrastructure of Fharti #irtel. It

can be interpreted that +9B are not satisfied with infrastructure which not more

in number.

3$ A#e y"u s%is.ie! =i%& %&e (n%een .(ili%y -#"2i!e! 0y "#4ni%i"n


trongly satisfied <E <E

atisfied &> &>

lightly satisfied &E &E

0issatisfied ; ;

trongly dissatisfied + +



55%

17%

16%9%3% Strongly satisfed

Satisfed

Slightly satisfed

Dissatisfed


#bove table shows that DDB employees are satisfied with the canteen facility

provided by the organiation. nly &)B employees are not satisfied with

canteen facility



5$ A#e y"u s%is.ie! =i%& %&e im-lemen%%i"n ". #ules n! #es-"nsi0ili%ies


trongly satisfied <& <&

atisfied )+ )+

lightly satisfied &9 &9

0issatisfied && &&

trongly dissatisfied E E

50%

23%

10%

11% 6%

Strongly satisfed

Satisfed

Slightly satisfed

DissatisfedStrongly dissatisfed

#bove table shows that D-B employees are satisfied with

implementation of rules and responsibilities. #nd &EB of respondents are not

seems to be satisfied with the implementing rules and responsibilities.



6$ A#e y"u s%is.ie! =i%& %&e .#ee!"m 4i2en % ="#)

S%is.(%i"n le2el N"$ O. #es-"n!en%s &ercenta!e

trongly satisfied +9 +9

atisfied +E +E

lightly satisfied &- &-

0issatisfied &E &E

trongly dissatisfied - -

30%

36%

14%

16% 4%

Strongly satisfed

Satisfed

Slightly satisfed

Dissatisfed


#bove table shows that D9B respondents are happy with the freedom at

work given by management but only )9B of respondents are not satisfied with

freedom given at work place

-9



7$ A#e y"u s%is.ie! =i%& %&e %em s-i#i% in "#4ni%i"n


trongly satisfied <) <)

atisfied )& )&

lightly satisfied > >

0issatisfied &E &E


52%

21%

7%16%

4%


Slightly satisfed

Dissatisfed


#bove table shows that D9B employees are satisfied with team sprit built in

organiation and other employees are not satisfied with team spirit in the

organiation.

-&


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8 A#e y"u s%is.ie! =i%& ="#)in4 &"u#s


trongly satisfied )9 )9

atisfied -& -&

lightly satisfied && &&

0issatisfied )+ )+

trongly dissatisfied < <

20%

41%11%

23%5%

Strongly satisfed

Satisfed

Slightly satisfed

Dissatisfed


#bove table shows that )9B employees strongly feels that the working

hours decided by organiation are most convenient for them. ther <)B

employees are satisfied with these working hours. #nd only )DB employees

are not much satisfied with the working hours.

-+



$ A#e y"u s%is.ie! =i%& J"0 se(u#i%y


trongly satisfied &+ &+

atisfied &D &D


0issatisfied &) &)

trongly dissatisfied -E -E

13%

18%

11%12%

46%

Strongly satisfed

Satisfed

Slightly satisfed

Dissatisfed


#bove table shows that only +& B employees are satisfied with the job security.

#nd remaining

E;B of employees are not satisfied with the job security provided by the

organiation.

--



;$ A#e y"u s%is.ie! =i%& %&e %#4e%s 4i2en %" y"u


trongly satisfied E- E-

atisfied )& )&


0issatisfied - -

trongly dissatisfied 9 9

64%21%

11% 4%Strongly satisfed

Satisfed

Slightly satisfed

Dissatisfed


#bove table shows that ;EB employees are strongly in favor that the targets

given are achievable and only -B are not feels that the targets given are

achievable.

-<



,<$ A#e y"u s%is.ie! =i%& %&e "--"#%uni%ies ."# -#"m"%i"ns


trongly satisfied D D

atisfied &- &-

lightly satisfied E E

0issatisfied )E )E

trongly dissatisfied -E -E

8%14%

6%

26%

46%

Strongly satisfed

Satisfed

Slightly satisfed

Dissatisfed


nly ))B of the employees are satisfied with the opportunities of

promotions given by organiation. #nd most of the employees nearly >DB

are not satisfied with opportunities of promotions.

-E



,,$ A#e y"u s%is.ie! =i%& %&e -ymen% ". sl#y in #e4#! %" %ime


trongly satisfied -- --

atisfied &E &E

lightly satisfied - -

0issatisfied +) +)


44%

16%4%

32%

4%Strongly satisfed

Satisfed

Slightly satisfed

Dissatisfed


#bove table shows that E9B of employees are satisfied with the payment of

->



salaries on time. nly -9B of the employees are not much satisfied with the

payment of salaries on time.

,1 A#e y"u s%is.ie! =i%& %&e Huli%y ". ."#ml %#inin4 n! in!u(%i"n

-#"4#m

42%

36%

4%

14% 4%Strongly satisfed

Satisfed

Slightly satisfed

Dissatisfed


-D

S%is.(%i"n le2el N"$ O.

#es-"n!en%s

Pe#(en%4e

trongly satisfied -) -)

atisfied +E +E


0issatisfied &- &-

trongly - -



7rom the above table it shows that >EB of the respondents are satisfied with the

quality of training and induction program and only

,3$ A#e y"u s%is.ie! =i%& %&e ="#)in4 ". >R !i2isi"n

S%is.(%i"n 'e2el N"$ O. Res-"n!en%s Percentage

trongly satisfied >) >)

atisfied &D &D

lightly satisfied ) )

0issatisfied E E

trongly dissatisfied ) )

72%18%

2%6% 2%


Slightly satisfed

Dissatisfed


-;



#bove table shows that ;)B of the respondents are satisfied with the :G

division nly DB of the respondents are not satisfied with the proactive and

proper :G division, which is very negligible in number.

<9



,5 A#e y"u s%is.ie! =i%& %&e -e#."#mn(e --#isl sys%em

S%is.(%i"n N"$ O. #es-"n!en%s Pe#(en%4e

trongly satisfied E) E)

atisfied )D )D


0issatisfied - -

trongly ) )

62%28%

4%4% 2%

Strongly satisfed

Satisfed

Slightly satisfed

Dissatisfed


#bove table shows that ;9B respondents are satisfied with the performance

appraisal system and only &9B of the respondents are not much satisfied with

the performance appraisal system implemented in organiation.

<&


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,6$ A#e y"u s%is.ie! =i%& ((e-%n(e ". em-l"yees su44es%i"ns

S%is.(%i"n 'e2el N"$ O. Res-"n!en%s Pe#(en%4e

trongly atisfied - -

atisfied )) ))

lightly atisfied - -

0issatisfied -< -<

trongly 0issatisfied )< )<

4% 22%

4%

45%

25% Strongly satisfed

Satisfed

Slightly satisfed

Dissatisfed


#bove table shows that the )EB of the respondents are satisfied with the

positive acceptance of the suggestions given by the respondents but most of the

respondents >9B are dissatisfied with this point.

<+



FINDINGS

<-



#ll the findings are drawn based on the analysis and interpretation of the

primary data regarding the job satisfaction of the employees of Fharti #irtel.

3 7rom the analysis and interpretation, it is concluded that D9 B of the

employees are satisfied with the workplace and only )9B employees are not

satisfied with the workplace, which are negligible in number. #nd similarly in

case of infrastructure >9B of the employees are satisfied and very small number

of employees are not happy with the infrastructure of Fharti #irtel and the

canteen facilities. It means the workplace and infra" structure of Fharti

#irtel is good or satisfactory.

3 It is notice that near about D-B the employees are satisfied with

implementation of rules and responsibilities. #nd only some of them are not

seems to be satisfied with the implementing rules and responsibilities. $herefore

it shows that implementation of rule and responsibility is done fairly.

3 7rom the study it is clear that the >9B percentage of employees are happy

with the freedom at work given by management but only some of them are not

feeling satisfied with the freedom given at work place.

3 #ccording to analysis and interpretation, E9B of the employees are satisfied

with the team spirit built in organiation and only few are not happy with team

spirit in the organiation. 7rom this it seems that the team spirit in the

organiation is strong.

3 $his study shows that only few employees strongly feel that the workinghours decided by organiation are most convenient for them. ther is not in

favor with these working hours. o it is clear that the management kept the

main consideration about working conditions and the hours, which satisfies the

employees.

<<



3 $he study shows that very small numbers '+)B( of employees are satisfied

with the job security.

#nd remaining most of the employees are not satisfied with the job

ecurity provided by the organiation. :ence from this analysis it is cleared that

there is feeling of fear of job loss in the employees of Fharti #irtel.

3 #n analysis shows that about ><B of employees are strongly in favor

that the targets given are achievable and only are not feels that the targets

given are achievable. :ence the targets set by management are achievable.



SUGGESTIONS

$he suggestions are drawn from the analysis and observations. 7ew suggestions

are given as under%

3 In case of working hours decided by the organiation are not

convenient for the employees of Fharti #irtel. $he working hours are &9 hours

per day that from D.+9#* to E.+9 P*. $hese hours should be minimied.

3 $he criteria for Job security is not much satisfactory so management

need to concentrate on job security of employees so that they can work

without fear of job loss in the organiation.

3 pportunities of growth of employees are very less so that there

can be employee turnover hence management has to give emphasis on

increasing the promotion opportunities for according to the performance of

employees.

3 7rom analysis we concluded that the period of in house training is very

short that is of only + days, which is not sufficient to get complete knowledge

about the work. :ence the training period should e!tend up to < days.

3 #s there is an active participation of employees in decision

making but rarely the suggestions given by them are drawn in action. :ence

the confidence of employees gets demotivated.

o to motivate the employees management can take into consideration some

proper suggestions given by the employees. It will help to increase the

motivation and ultimately the Job satisfaction of the employees of Fharti #irtel.



CONC'USION

7rom the analysis it is concluded that very small number of employees are

satisfied with the payment as per their roles and responsibility and remaining all

are not satisfied with the payment according to their roles and responsibilities.

:ence from this analysis it can be cleared that payment according to roles and

responsibilities are not much satisfied.

• nly little number of the employees is satisfied with the opportunities of

promotions given by organiation. It shows that the employees do not

have any growth of opportunities. #nalysis shows that the payment of

salary is made always on time.

• 7rom the analysis and interpretation it is clear that very large number of the

respondents are satisfied with the quality of training and induction program

and in house training held by the management. #nd few are not satisfied

with the quality of in house training. Fut the period of training is not

satisfactory to the employees.

•

7rom the analysis it is clear that :G division is most satisfactory to allemployees only few are not satisfied with the :G division in the company.

• In case of performance appraisal system and the office events and parties

organied by the organiation near about all the employees are satisfied. $he

birthdays of all the employees are remembered and celebrated in the

organiation.

• It is concluded that the employees are not much satisfied with the forum for

face"to"face communication. 7rom the analysis it is clear that half of the

employees are satisfied and other half are not satisfied with the

encouragement given to the suggestions of the employees. Fut only few

thinks that there is positive acceptance of the suggestions given by the

employees. 7rom the analysis it is clear that management is able all the

promises


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BIB'IOGRAP>Y

B"")s:

3 :itt, *iller, 6olella “O#4ni%i"nl Be&2i"# A S%#%e4i(

A--#"(&”K @iley tudent‟s

Adition.

3 =uthans 7red “O#4ni%i"nl Be&2i"#”K M(G#= 1 :ill >th

Adition.

3 ?ewstrom John @., 0avis Leith, 1rganiational Fehavior :uman

Gesource #t @ork2,

;th Adition, $ata *c4raw :ill Adition.

3 Pestonjee 0. *. “M"%i2%i"n n! J"0 S%is.(%i"n”K &st Adition.

*acmillan India

=imited.

We0si%es% " www.hrcouncil.com www.workforce.com www.google.com

E9

http://www.hrcouncil.com/

http://www.workforce.com/

http://www.google.com/

http://www.workforce.com/

http://www.google.com/

http://www.hrcouncil.com/



ANNELURE

ues%i"nni#e

NAME MOBI'E N"$

AGE OCCUPATION

, A#e y"u satisfied with the workplace of organiationR

&. trongly satisfied

)( atisfied

+( lightly satisfied

-( 0issatisfied<( trongly satisfied

1$ #re you satisfied with the infrastructure of organiationR


)( atisfied

E&




-( 0issatisfied

<( trongly satisfied

3 #re you satisfied with the canteen facility provided by organiationR


)( atisfied


-( 0issatisfied


5$ #re you satisfied with the implementation of rules and responsibilitiesR


)( atisfied


-( 0issatisfied


6$ #re you satisfied with freedom given at workR


)( atisfied


-( 0issatisfied


E)



7$ #re you satisfied with the team spirit in organiationR


)( atisfied


-( 0issatisfied


8. #re you satisfied with convenient working hourR


)( atisfied


-( 0issatisfied


$ #re you satisfied with job securityR


)( atisfied


-( 0issatisfied


E+



;$ #re you satisfied with the targets given to youR


)( atisfied


-( 0issatisfied


,<$ #re you satisfied with the opportunities of promotionR


)( atisfied


-( 0issatisfied


,,$ #re you satisfied with the payment of salary in regards to timeR


)( atisfied



,1$ #re you satisfied with the quality of formal training and induction programR


)( atisfied


E-



-( 0issatisfied


,3$ #re you satisfied with the working of :G divisionR


)( atisfied


-( 0issatisfied


,5$ A#e y"u satisfied with the performance appraisal systemR


)( atisfied



,6$ #re you satisfied with positive acceptance of employee’s suggestionR


)( atisfied


E<



-( 0issatisfied


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