mmu jobsatisfactiontelecom
TRANSCRIPT
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SUMMER TRAINING
PROJECT REPORT
On
“JOB SATISFACTION”
SUBMITTED TO: SUBMITTED BY:
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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
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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, $urnover. Job satisfaction benefits the organiation includes
reduction in complaints and grievances, absenteeism, turnover, and termination/
as well as improved punctuality and worker morale. Job satisfaction is also
linked with a healthier work force and has been found to be a good indicator of
longevity.
Job satisfaction is not synonyms with organiational morale, which the
possessions of feeling have being accepted by and belonging to a group of
employees through adherence to common goals and confidence in desirability
of these goals.
*orale is the by"product of the group, while job satisfaction is more an
individual state of mind.
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JOB SATISFACTION
DEFINITIONS OF JOB SATISFACTION
0ifferent authors give various definitions of job satisfaction. ome of them are
taken from the
book of 0.*. Pestonjee 1*otivation and Job atisfaction2 which are given
below%
Job satisfaction is defined as a pleasurable, emotional, state resulting from
appraisal of one s job. #n effective reaction to one s job.‟ ‟
By: Weiss
Job satisfaction is general attitude, which is the result of many specific attitudes
in three areas namely%
3 pecific job factors
3 Individual characteristics
3 4roup relationship outside the job
By: Blum n! Nyl"#
Job satisfaction is defined, as it is result of various attitudes the person holdtowards the job, towards the related factors and towards the life in general.
By: Glimme#
Job satisfaction is defined as 1any contribution, psychological, physical, and
environmental circumstances that cause a person truthfully say, 5I am satisfied
with my job.2Job satisfaction is defined, as employee’s judgment of how well his job on a
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whole is satisfying his various needs
By% M#$ 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
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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
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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
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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
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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
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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
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#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.
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P#"m"%i"ns:
Promotional opportunities are seem to be have effect on job satisfaction.
INDUSTRY PROFI'E
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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
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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.
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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
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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
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, 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. $he company offers mobile
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voice data services, fi!ed line, high speed broadband, IP$, 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.
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$he group offers high speed broadband internet with a best in class network.
@ith =andline services in ;- cities we help you stay in touch with your friends
family and the world. 4et world class entertainment with India’s best direct
to home '0$:( 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.
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$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
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: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
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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
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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
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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
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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
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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
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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.
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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.
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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
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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
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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.
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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.
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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. $hey have been presented along with
their interpretation in this manner.
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,$ 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 + +
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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
S%is.(%i"n le2el N"$ O. #es-"n!en%s Pe#(en%4e
trongly satisfied <9 <9
atisfied )9 )9
lightly satisfied &9 &9
0issatisfied &E &Etrongly dissatisfied - -
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50%
20%
10%
16% 4%
Strongly satisfedSatisfed
Slightly satisfed
Dissatisfed
Strongly 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
S%is.(%i"n le2el N"$ O. #es-"n!en%s Pe#(en%4e
trongly satisfied <E <E
atisfied &> &>
lightly satisfied &E &E
0issatisfied ; ;
trongly dissatisfied + +
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55%
17%
16%9%3% Strongly satisfed
Satisfed
Slightly satisfed
Dissatisfed
Strongly 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
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5$ A#e y"u s%is.ie! =i%& %&e im-lemen%%i"n ". #ules n! #es-"nsi0ili%ies
S%is.(%i"n le2el N"$ O. #es-"n!en%s Pe#(en%4e
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.
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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
Strongly 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
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7$ A#e y"u s%is.ie! =i%& %&e %em s-i#i% in "#4ni%i"n
S%is.(%i"n le2el N"$ O. #es-"n!en%s Pe#(en%4e
trongly satisfied <) <)
atisfied )& )&
lightly satisfied > >
0issatisfied &E &E
trongly dissatisfied - -
52%
21%
7%16%
4%
Strongly satisfedSatisfed
Slightly satisfed
Dissatisfed
Strongly 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
S%is.(%i"n le2el N"$ O. #es-"n!en%s Pe#(en%4e
trongly satisfied )9 )9
atisfied -& -&
lightly satisfied && &&
0issatisfied )+ )+
trongly dissatisfied < <
20%
41%11%
23%5%
Strongly satisfed
Satisfed
Slightly satisfed
Dissatisfed
Strongly 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.
-+
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$ A#e y"u s%is.ie! =i%& J"0 se(u#i%y
S%is.(%i"n le2el N"$ O. #es-"n!en%s Pe#(en%4e
trongly satisfied &+ &+
atisfied &D &D
lightly satisfied && &&
0issatisfied &) &)
trongly dissatisfied -E -E
13%
18%
11%12%
46%
Strongly satisfed
Satisfed
Slightly satisfed
Dissatisfed
Strongly 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.
--
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;$ A#e y"u s%is.ie! =i%& %&e %#4e%s 4i2en %" y"u
S%is.(%i"n le2el N"$ O. #es-"n!en%s Pe#(en%4e
trongly satisfied E- E-
atisfied )& )&
lightly satisfied && &&
0issatisfied - -
trongly dissatisfied 9 9
64%21%
11% 4%Strongly satisfed
Satisfed
Slightly satisfed
Dissatisfed
Strongly 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.
-<
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,<$ A#e y"u s%is.ie! =i%& %&e "--"#%uni%ies ."# -#"m"%i"ns
S%is.(%i"n le2el N"$ O. #es-"n!en%s Pe#(en%4e
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
Strongly 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
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,,$ A#e y"u s%is.ie! =i%& %&e -ymen% ". sl#y in #e4#! %" %ime
S%is.(%i"n le2el N"$ O. #es-"n!en%s Pe#(en%4e
trongly satisfied -- --
atisfied &E &E
lightly satisfied - -
0issatisfied +) +)
trongly dissatisfied - -
44%
16%4%
32%
4%Strongly satisfed
Satisfed
Slightly satisfed
Dissatisfed
Strongly dissatisfed
#bove table shows that E9B of employees are satisfied with the payment of
->
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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
Strongly dissatisfed
-D
S%is.(%i"n le2el N"$ O.
#es-"n!en%s
Pe#(en%4e
trongly satisfied -) -)
atisfied +E +E
lightly satisfied - -
0issatisfied &- &-
trongly - -
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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%
Strongly satisfedSatisfed
Slightly satisfed
Dissatisfed
Strongly dissatisfed
-;
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#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
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,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
lightly satisfied - -
0issatisfied - -
trongly ) )
62%28%
4%4% 2%
Strongly satisfed
Satisfed
Slightly satisfed
Dissatisfed
Strongly 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
Strongly 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.
<+
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FINDINGS
<-
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#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.
<<
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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.
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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.
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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, $ata *c4raw :ill Adition.
3 Pestonjee 0. *. “M"%i2%i"n n! J"0 S%is.(%i"n”K &st Adition.
*acmillan India
=imited.
We0si%es% " www.hrcouncil.com www.workforce.com www.google.com
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ANNELURE
ues%i"nni#e
NAME MOBI'E N"$
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
&. trongly satisfied
)( atisfied
E&
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+( lightly satisfied
-( 0issatisfied
<( trongly satisfied
3 #re you satisfied with the canteen facility provided by organiationR
&. trongly satisfied
)( atisfied
+( lightly satisfied
-( 0issatisfied
<( trongly satisfied
5$ #re you satisfied with the implementation of rules and responsibilitiesR
&. trongly satisfied
)( atisfied
+( lightly satisfied
-( 0issatisfied
<( trongly satisfied
6$ #re you satisfied with freedom given at workR
&. trongly satisfied
)( atisfied
+( lightly satisfied
-( 0issatisfied
<( trongly satisfied
E)
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7$ #re you satisfied with the team spirit in organiationR
&. trongly satisfied
)( atisfied
+( lightly satisfied
-( 0issatisfied
<( trongly satisfied
8. #re you satisfied with convenient working hourR
&. trongly satisfied
)( atisfied
+( lightly satisfied
-( 0issatisfied
<( trongly satisfied
$ #re you satisfied with job securityR
&. trongly satisfied
)( atisfied
+( lightly satisfied
-( 0issatisfied
<( trongly satisfied
E+
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;$ #re you satisfied with the targets given to youR
&. trongly satisfied
)( atisfied
+( lightly satisfied
-( 0issatisfied
<( trongly satisfied
,<$ #re you satisfied with the opportunities of promotionR
&. trongly satisfied
)( atisfied
+( lightly satisfied
-( 0issatisfied
<( trongly satisfied
,,$ #re you satisfied with the payment of salary in regards to timeR
&. trongly satisfied
)( atisfied
+( lightly satisfied
-( 0issatisfied<( trongly satisfied
,1$ #re you satisfied with the quality of formal training and induction programR
&. trongly satisfied
)( atisfied
+( lightly satisfied
E-
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-( 0issatisfied
<( trongly satisfied
,3$ #re you satisfied with the working of :G divisionR
&. trongly satisfied
)( atisfied
+( lightly satisfied
-( 0issatisfied
<( trongly satisfied
,5$ A#e y"u satisfied with the performance appraisal systemR
&. trongly satisfied
)( atisfied
+( lightly satisfied
-( 0issatisfied<( trongly satisfied
,6$ #re you satisfied with positive acceptance of employee’s suggestionR
&. trongly satisfied
)( atisfied
+( lightly satisfied
E<
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-( 0issatisfied
<( trongly satisfied