EMPLOYEE SATISFACTION SURVEY

ACKNOWLEDGEMENTS Its my priviledge to great fully acknowledge “TATA COMMUNICATIONS Ltd.” for providing me practical training for 8 weeks. At the fore set, I’d like to express my heart-felt gratitude to my Project coordinator, Mr. Yash Pal, and all others at TATA COMMUNICATIONS for helping me finish my project successfully and more importantly, sparing me time to help learn various aspects of this Human Resource.

I’d also like to thank them for giving me sufficient freedom in choosing my research methodology, exploring different avenues, materials to learn the Practices prevalent in TATA COMMUNICATIONS. This made me aware of my responsibilities and thus helped me grow, particularly since this is my first work experience.

During the course of my training wherein I spoke to different people of different departments, there were some in particular, who helped me immensely in understanding the subject, in spite of their busy schedule. My most sincere thanks to them as their practical knowledge helped me gain a foothold on the subject, considering that I’m a novice to Human Resource Field. Apart from above I would like mention a word of thanks to these employees of different departments who have provided inputs, considering their busy schedule, to fill out the questionnaires & interact with me.

Contents
1. Introduction 2. Company profile 3. HR Practices 4. Employee Satisfaction Survey a. The Concept b. Dimensions of Employee Satisfaction c. Methods for measuring Employee Satisfaction d. How it is conducted? e. Benefits of ESS f. Factors influencing Job Satisfaction 5. Methodology 6. Analysis and Interpretation of Data 7. Conclusions and Recommendations 8. Learning’s from the Project 9. Annexure a. Sample Questionnaire b. Bibliography

A systematic study of employee’s satisfaction with their jobs is the most powerful tool in assessing the productivity of human resources. . This also helps an organization to establish and uphold the principle of accountability as per the responsibility at every organizational level. From an employee’s point of view. over a period. Employee satisfaction survey can have tremendous strategic potential for governing employee’s behavior. After making huge investment in human resources. proper feedback can have a profound effect on levels of employee motivation and satisfaction and help him grow and develop in organizational settings.. the scope of such surveys has grown significantly. To date there is not just one such survey best suited for all organizations or for all levels of an organization. it makes sense for an organization to assess the impact of this investment.INTRODUCTION There is a fundamental truth in the cliché that “people are most important asset in an organization”. It’s traditional focus has been enlarged to include not only the employee’s behavior on the job but also it’s functioning as an integral part of the organization. It is but natural for an organization to invest a lot in this asset to effectively utilize it to achieve the goals of the organization. Ever since it’s inception.

Employee’s evaluation of the limitations influencing the growth of the organization. • • • Degree of effectiveness of the present working environment. The questionnaire will be designed after the review of the background of knowledge and . • Employee’s suggestions regarding changes in the present working conditions in order to get success. A detailed questionnaire will be drawn with a view to collect comments and suggestions of the engineers as to how they perceive their present job. Employee’s feeling of being motivated by their subordinates & the level of cooperation achieved. it is obvious to involve the engineers of TATA COMMUNICATIONS from different departments. Therefore. Engineers will be put through a questionnaire and personal discussion for data collection. to start with. APPROACH TO THE STUDY This study will relate to the amount of satisfaction achieved by the engineers at work with special reference to TATA COMMUNICATIONS and will be limited to engineers at different levels.OBJECTIVE OF THE STUDY The present study is an evaluative survey of employee’s satisfaction and assessment system of engineers with special reference to TATA COMMUNICATIONS with the objective to determine the following.

A common questionnaire will be designed for all the employees keeping in mind the different aspects of employee satisfaction. This will be an attempt to test the satisfaction of the employees in their present job. The questions will be arranged in sequence in order to avoid confusion and misunderstanding. However. . A sample size of engineers from each level will be taken for study and the response received from the respondents will be analyzed by study of percentage. the adequacy of the existing working conditions etc. Other considerations will be: - • To make questions as concise as possible. • To use simple and familiar words. in order to build a proper atmosphere for free and frank views it will be clarified that information and discussion will be used only for academic purpose. In order to ascertain the correctness of the information given by the employees they can also be personally interviewed.experience and the time people will like to devote to give reasonable and correct views. From the point of view of academic study only. an attempt will be made to get as much reaction as possible with the object of making the study more authentic and bring out the view point of employees.

. based on the suggestion of the employees. This study will contribute to growth of the organization by pointing out the limitations and the problems faced by the employees during work which would in turn lead to increase the efficiency and output of the organization with same manpower.EXPECTED CONTRIBUTION FROM THE STUDY This study. will help in evolving an improved way for performing the tasks in the organizations.

This achievement is a key milestone in securing a leadership position in the managed hosting and storage and hosted messaging services provider space. Strategy Build leading-edge IP-leveraged solutions advanced by our unmatched global infrastructure and leadership in emerging markets .Company Profile Tata Communication Ltd. Vision ”We will strive to be the preferred partner to our customers by providing appropriate and cost-effective communication solutions” Values Customer Delight Trust Competitive Employer of choice Excellence Team Work Commitment Invest in building long-lasting relationships with customers and partners and lead the industry in responsiveness and flexibility. Tata Communications has an ISO 20000 and 27001 certifications for managed services and data cent and the company has renewed ISO 14001 certificate.

Tata Communications Transformation Services Limited Managing Director & CEO.Board of Directors Srinath Narasimhan Chairman. Tata Communications . Tata Communications . Rajiv Dhar Chief Financial Officer. Global Data and Mobility Solutions. Tata Communications Limited Directors  Satish Ranade  Rajiv Dhar  Vinod Kumar  Srinivasa Addepalli Global leaders Vinod Kumar President.

Global Voice Solutions. . Tata Communica .Michel Guyot President.

Organization Structure .

Tata Communications Ltd. Unites the industry and market expertise of VSNL. Tata Indicom. Enterprise business unit. VGSL and CIPRIS to become the leading integrated provider of telecommunications solutions. Fortune 1000 and mid-size enterprises. a tier-1 IP network. encompassing one of the most advanced and largest submarine cable networks. and connectivity to more then 200 countries across 300 PoPs. service providers and consumers rely on our Global Network. Teleglobe. VSNL international. .

it is listed on the Bombay stock Exchange and the National Stock Exchange of India and its ADR’s are listed on the New York Stock exchange( NYSE: TCL). .Tata Communications comprehensive portfolio includes  Transmission  IP  converged voice  mobility  managed network connectivity  data centers  communications solutions  business transformation services for global and Indian interprises  service providers as well as broadband and content services to Indian consumers. reflecting the reflecting the diversity of the customers and markets we live in and serve. Tata Communications possesses a strong anchor to built an African footprint. Tata Communications Ltd is part of the $ 29 billion Tata group.  Our unique market Industry expertise enable us to deploy a comprehensive portfolio of communications solution to customers in existing and emerging market worldwide .With a strategic investment in the south African operator Neotel .  Tata Communication serves its customers from offices in 80 cities across 40 countries.

Capacity Planning . application and infrastructure solutions Truly global scalability options Core market strengths in emerging BPO countries Network Related Networ k Engineering .Design Network Implementation .Testing Service Fulfillment .Order Mgmt .Access Mgmt Service Related Service Planning & Deployment .TATA Communications Offerings We want access to integrated IT. enhance profitability and drive value creation.Complaint Mgmt . telecom and BPO capabilities through industry-leading domain expertise across all communication segments.Commissioning Network Operations .Installation . We offer business transformation solutions to leverage next-generation technologies.Provisioning Service Assurance .Network Operations Centers .Retail (Consumer) .Technical Account Mgmt .Planning . • • • • • Comprehensive experience in telecom domain operations Innovative solutions for revenue and customer experience enhancement Best-in-class managed network.Service Mgmt .Enterprise .

Communications unique capabilities and partnership with TCS enable it to deliver at every stage of telecom outsourcing. It offers the full spectrum of global, end-to-end business transformation solutions for worldwide carrier customers through identified practice areas. It is uniquely positioned to be a partner of choice for telecom companies around the world looking to improve business results.

Recent Achievements -:  Tata Communications features among the top five national long distance (NLD) players in India with a revenue of Rs692 crore, a 37 per cent growth over last fiscals revenue of Rs505 crore. Other players such as BSNL, Bharti Airtel, Reliance Communications and Vodafone feature along with Tata Communications in the NLD Market.  Tata Communications (NYSE: TCL) announced the launch of its Telepresence services, the first ever offering to deliver both private and public Cisco Telepresence rooms to businesses across the world. Telepresence provides lifelike, high definition conferencing facilities with superior audio, video and environmental qualities to provide a viable alternative to traditional face-to-face meetings.

Manpower planning

HR department in VSNL has come into its full swing after the takeover by TATAs. So in its PSU days the planning for manpower requirement & deployment was done annually. Annual meeting of section/functional heads are conducted wherein the need for manpower was discussed & put into a proper format i.e; the requisite qualifications, experience etc are recorded & then the recruitment used to take place centrally for all the

circles in the corporate office based on the results of the written exams & interviews conducted.

After the takeover, though the HR department has grown & initiated many process for employee development yet the restructuring after the takeover will take its time for the company to get stabilized. Thus the manpower requirement is purely on the need basis, & to account for the vacancies created.

There is no formal process of planning the manpower as of now on a periodic basis but the functional head who is in need of people has to put up an application along with the details of the profile of the person for the post, to the corporate functional head, whose approval will further the direction to the corporate HR who inturn checks for the validity of the requirement & then gives a permission for the hire.

Recruitment & Selection Practices Process
 Requisition from the Departments/ Line Managers  Prepare the Job Description/ Person specification  Decide the compensation  Call for CVs from the placement agencies/ place the requirement on a few job sites

 Screen the applications  Call for interviews

Preliminary interview by HR followed by the 2nd interview by Line Managers & HR.

For hiring MTs/ GETs VSNL goes for Campus recruitment. Apart from that, many reputed Placement agencies are also given the task of doing the initial screening process by conducting GDs, written tests etc on turn key basis. However, the final interview takes place at VSNL and it is conducted by HR and specialized personnel.

Induction Process
Whenever new employees join, they are taken through an Induction Programme to help them in getting acquainted with the overall work culture of the organization, various “Rules & Regulations” & “Policies & Procedures” of the company at the regional level. Employees joining at senior level are also taken through an orientation programme wherein they meet the various functional/departmental heads. This is usually done by HR in the shape of Single window i.e one HR person is attached to some departments and he/ she is made responsible for taking care of the entire orientation process of the new joinee.

And after a substantial number of employees joins the office they are given Formal induction program at the training center in Pune wherein they are made aware of the products/services VSNL offers, the tariffs applied & the rate in the market etc. the Functional head of different departments also make presentation on their departments .

Traditionally.People Development Since the takeover of TATAs emphasis on training & people development initiatives has tremendously increased & following it a slew of training programs has been conducted to benefit people Over the past 2 years several new functions were created where none existed. These areas included carrier relations to work with domestic and international telecom carriers or outside plant to implement the countrywide fibre optic backbone for NLD. training programmes were organized on functional areas To supplement the management skills of the team. or where they were buried as part of some other department in the organization. This programme focused on critical commercial . Areas that were weak were strengthened and supplemented by sales and marketing people brought in from other Tata Group companies. In order to build these skills. these areas continue to change with the needs of customers. the company also developed a management development programme. The changes in structure and the creation of new roles within the company presented the need for developing new skills within the system. but the increased market competition created a greater need to be more customers focused. commercially more flexible and operationally very efficient. and customer services. the company had been very strong in technical areas. Having evolved.

interaction with the Line managers. which gives enough opportunities to learn. Learning & Growth TATA COMMUNICATIONS views training as an integral part of HR process. were invited to share their experiences as managers with the VSNL teams.skills like business management. develop & keep one self updated with the latest trends in their respective area of work. up-gradation of skills is a continues process. negotiating skills. and planning and budgeting skills. They believe in providing an ambience conducive to learning & growth. one to one Dialogue with individuals. A key part of this exercise was that Tata Group executives. For a technology driven company like VSNL. who are operating managers. people and performance management. The various activities that go in this process are:  Identification of Training needs & on the basis of PMS.   Preparation of Training calendar Identify / Groom Internal Trainers .

Culture at TATA COMMUNICATIONS formerly known as VSNL VSNL was first under the GOVT. has been transformed into a PSU and now been privatized & taken over by TATA.. negotiate for the budget   Actual Conduct of Training Programmes Measuring the effectiveness of the training programme & take corrective action. which help keeping the employees updated on the latest trends in their area of work and Industry as a whole. TATA COMMUNICATIONS is a full time member of Commonwealth Telecom Organization (CTO). Identify Quality External Trainers for all levels. they also send people to various seminars.. which conducts various training & development programs from which all member-countries benefit. In addition to this. The needs identified is being attended by sending people to Various in-house Training as well as by nominating the people to programme organized by the external agencies. TATA COMMUNICATIONS sends its employees in various programs conducted by CTO at domestic as well as international level. which can be leveraged upon. The culture of VSNL has gone into metamorphoses from pure Govt. to PSU to a Private Organization & hence is a blend of old & new style . Design Customized programmes in consultation with them. These activities help the HR in understanding the areas for improvement as well as areas of strength.

mission & policies and work towards it. an expert in their functional area who has expedited him/her-self to the process of adopting to the fast & competitive pace of the Private company & still others who are slow in adopting to the change. But certainly the feel good factor of taken over by TATAs is certainly there. But there has been many initiatives of developing & orienting people in the organization. are:  Job Security . People of both stature are seen. This transformation thrusts a greater responsibility into the hands of HR department & provides an impetus to manage change more than anything else. due to a long time bonding perhaps. share good vibes with each other & are utmost cooperative to each other. expectations. Over the year’s repeated time-based promotions. which has helped in charting ways to first. transfers and rotations contributed to diffused roles. But with the advent of TATA the Roles have been redefined & people are oriented to give them a boost to perform better & identify with the companies vision. Some of the highlights of the culture of PSU set up that were. & concerns. One can find people who vary widely in their capabilities. ownership and accountability within the system. The work culture in VSNL is that of a people Friendly one where the people in any department.of thoughts & practices. build back the confidence in the organization & then continuously improving the performance of the employees. It will take some time to build a culture of its own as massive restructuring is in the process.

one that keeps one always on their toes to constantly improve. job profile. to PSU. but it brings with it a sea change in terms of Processes. Though the privatization has brought in many changes for the better. as they are already a witness to the transition from GOVT. But people in VSNL are quick to adapt to the new culture. Less accountability at all levels  Procedure oriented Working rather than Result oriented  Bureaucracy  Lack of ownership  Lack of Customer Focus  A sense of Complacency Well there are positive aspects of the PSU set up which encompasses  Easy Going Culture  No cut throat competition But this culture could not have sustained the fast paced. Though reservations are there for few people who are taking a long time to adopt to the new culture of one that of competitiveness. evaluation procedures. to tackle some of the problems & bring in reforms to forego the lack of efficiency & accountability prevalent in the PSU set. competitive telecom industry whose hallmark can be stated as Speed & Quality. . simply it brings about change in the way things are done & builds up an atmosphere of competitiveness across the organization which will take time to sink in the minds of people working with VSNL.

Following the initiatives the company has gone through many transformations. quality of work life. To encourage a performance-driven culture. both in its business as well as people-related policies. Why TATA COMMUNICATIONS? • Leader in Telecommunication . accountability and speed. recognition. the first thing that the company did was involving its employees at every level of change. Tata Telecom has adopted a performance management system to align individual objectives with the company’s goal. that focus should be on creating a high performance environment. teamwork. making them establish their process as per the Quality mandate-TBEM which is constantly pushing them to the path of EXCELLENCE. On the people front. Tata strives to help align individual goals with the company’s objectives. opportunities for personal and professional development. competence. rewards and family engaging activities and one of the crucial is giving a direction to the people of VSNL by making them imbibe the TATA code of conduct.But TATAs are making sure that the company is catapulted to success by way of many initiatives creating a value driven company. risk-taking. identify and reward good performers and provide feedback to all employees Some of the other people excellence initiatives are–competitive compensation. Tata believes. concept of pay-for-performance. which is conducive to innovation.

America and Europe. and always work for the benefit of India. Understanding: We must be caring. TATA COMMUNICATIONS has now diversified its business operations internationally in Asia. • TATA work ethics and culture TATA COMMUNICATIONS embodies the well known TATA ethics and culture as given below- Integrity: We must conduct our business fairly. Everything we do must stand the test of public scrutiny. show respect. USA and UK. Going forth there are scorching growth plans with TATA COMMUNICATIONS planning to be the biggest player in each of these segments. compassion and humanity for our colleagues and customers around the world. with honesty and transparency. It has always managed advanced technologies in the telecom arena. . It has developed a very strong presence in the area of Enterprise Business Solutions and Retail business. Employees working at TATA COMMUNICATIONS have the opportunity to master advanced and cutting edge technologies. • Cutting edge Technology in Telecom TATA COMMUNICATIONS has a long tradition of Technical excellence.TATA COMMUNICATIONS has been a pioneer in the area of international telecommunications for over a century. Srilanka . It has offices in Singapore.

Unity: We must work cohesively with our colleagues across the Group and with our customers and partners around the world. communities and environments in which we work. always ensuring that what comes from the people goes back to the people many times over.Excellence: We must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the goods and services we provide. sensitive to the countries. . building strong relationships based on tolerance. understanding and mutual cooperation. Responsibility: We must continue to be responsible.

• Competency and skill up gradation TATA COMMUNICATIONS believes in upgrading the competency and skill level of the organization through upgrading the competency and skill levels of its employees. Those who show potential are soon given higher responsibilities. Employees grow into higher roles within the multiple business units of as well TATA COMMUNICATIONS as group companies in the telecom space and outside it. The secret to this loyalty lies in the following: • Performance Based Culture TATA COMMUNICATIONS has a strong performance based culture wherein the performance and potential of the employee determines their sustenance and growth.What TATA COMMUNICATIONS offers? TATA COMMUNICATIONS offers its employees careers and not jobs. The two initiatives through which this is sought to be achieved is – . • Growth Due to the scorching pace of growth TATA COMMUNICATIONS provides its achievers a fast paced growth path. The large numbers of employees with life tenure at TATA COMMUNICATIONS testify to that.

Employees are expected to maintain their technical excellence and develop managerial skills through the process of training. The system defines expectations from the employee. The system is completely transparent and is used to drive performance through the organization. Resource Planning – Through which employees are identified and moved across business units and functions. monitors his/her performance and finally helps in the evaluation.  Compensation linked to achievement At TATA COMMUNICATIONS your compensation is strongly linked to your performance. .We provide extensive training inputs in technical and managerial areas.  Training . All employees have the opportunity to perform exceptionally and get paid exceptionally. • Good HR Practices  Fair and transparent Performance Evaluations TATA COMMUNICATIONS has an online appraisal system based on the Balanced Score Card.

Domain expertise – Employees have in depth knowledge of their areas of expertise.  Team player – TATA COMMUNICATIONS possesses individuals who contribute strongly towards team goals and have the interpersonal skills that help to forge strong relationships within a team. The employees have the ability to discern wrong from right and take a stand against it. They have the ability to say no to shortcuts which compromise his/her and/or the company’s integrity. They are working towards creation of various system and processes wherein the best people are inducted.EMPLOYEES AT TATA COMMUNICATIONS Following are the important prerequisites present in employees working at TATA COMMUNICATIONS   High achievement profile –employees have high achievement profile. they are nurtured.  Integrity – Integrity is a very basic requirement from any employee in TATA COMMUNICATIONS . they are measured on . as this team would be the driving force behind bringing about a cultural revolution in the company. HUMAN RESOURCE TEAM OF TATA COMMUNICATIONS The function is very important in the existing and future scheme of things for the company.

and labor relations managers and specialists provide this link. In the past. many enterprises are too large to permit close contact between top management and employees. and hiring new personnel in accordance with policies and requirements that have been established in conjunction with top management. provide training opportunities to enhance . In an effort to improve morale and productivity and to limit job turnover. increasingly. Today’s human resources workers juggle these tasks and. consult top executives regarding strategic planning. They have moved from behind-the-scenes staff work to leading the company in suggesting and changing policies. they also help their firms effectively use employee skills. training. Senior management is recognizing the importance of the human resources department to their financial success. such as handling employee benefits questions or recruiting. HR PRACTICES NATURE OF WORK Attracting the most qualified employees and matching them to the jobs for which they are best suited is important for the success of any organization. suitably rewarded and their personal and career growth are properly managed. Human resources. these workers have been associated with performing the administrative function of an organization. However. interviewing.their performance and potential.

These workers must be thoroughly familiar with the organization and its personnel . Employment and placement managers oversee the hiring and separation of employees and supervise various workers. the top human resources executive usually develops and coordinates personnel programs and policies. compensation. dealing with people is an essential part of the job. Recruiters maintain contacts within the community and may travel extensively. Employment. a director of industrial relations. Recruiters screen. and sometimes test applicants. The director of human resources may oversee several departments. benefits. In a large corporation. in some cases. interview. training and development. usually implements these policies. to search for promising job applicants. A director or manager of human resources and. The responsibilities of human resources generalists can vary widely. such as employment. or employee relations. each headed by an experienced manager who most likely specializes in one personnel activity. a human resources generalist may handle all aspects of human resources work.those skills. In a small organization. often to college campuses. recruitment. They also may check references and extend job offers. Although some jobs in the human resources field require only limited contact with people outside the office. and placement specialists recruit and place workers. and thus require a broad range of knowledge. including equal employment opportunity specialists and recruitment specialists. and boost employees’ satisfaction with their jobs and working conditions. depending on their employer’s needs.

Similarly. or affirmative action coordinators handle EEO matters in large organizations. employment interviewers—whose many job titles include personnel consultants. and promotional opportunities with prospective employees. it calls upon the expert knowledge of the job analyst. working conditions. and skills that each job requires. . sometimes called position classifiers. such as the Americans with Disabilities Act. maintain working relationships with local employers and promote the use of public employment programs and services. training. who usually work in government agencies. benefits. These descriptions explain the duties. and compile and submit EEO statistical reports. EEO officers. They also must keep informed about equal employment opportunity (EEO) and affirmative action guidelines and laws. examine corporate practices for possible violations. They investigate and resolve EEO grievances. Employer relations representatives.policies in order to discuss wages. Whenever a large organization introduces a new job or reviews existing jobs. collect and examine detailed information about job duties in order to prepare job descriptions. and human resources coordinators—help to match employers with qualified jobseekers. Compensation. personnel development specialists. representatives. Job analysts. and job analysis specialists conduct programs for employers and may specialize in specific areas such as position classifications or pensions.

In addition. compensation managers devise ways to ensure fair and equitable pay rates. pension benefits might include savings and thrift. Employee benefits managers and specialists handle the company’s employee benefits program. usually in large firms. some firms offer employees life and accidental death and dismemberment insurance. compensation managers often oversee their firm’s performance evaluation system. They may serve as technical liaison between the firm and other firms. profit sharing. health benefits might include long-term catastrophic illness insurance and dental insurance. They are concerned with occupational classification systems and study the effects of industry and occupational trends upon worker relationships. Assisted by staff specialists. disability insurance. and stock ownership plans. They may conduct surveys to see how their firm’s rates compare with others and to see that the firm’s pay scale complies with changing laws and regulations. notably its health insurance and pension plans. Expertise in designing and administering benefits programs continues to take on importance as employer-provided benefits account for a growing proportion of overall compensation costs. and they may design reward systems such as pay-for-performance plans. In addition to health insurance and pension coverage. and relatively new . Establishing and maintaining a firm’s pay system is the principal job of the compensation manager. For example. and labor unions. and as benefit plans increase in number and complexity. government. Familiarity with health benefits is a top priority for employee benefits managers and specialists. as more firms struggle to cope with the rising cost of healthcare for employees and retirees.Occupational analysts conduct research.

health promotion and physical fitness. also called employee welfare managers. and building worker loyalty to the firm. Some employers offer career counseling as well. such as parental leave. legal. alcoholism. employee suggestion systems. Training is widely accepted as a method of . publications. and counseling services. Increasingly. such as first aid. certain programs. Benefits managers must keep abreast of changing Federal and State regulations and legislation that may affect employee benefits. or marital. such as transit subsidies. and financial problems. childcare and elder care. long-term nursing home care insurance. management recognizes that training offers a way of developing skills. such as those dealing with security and safety. Counseling may help employees deal with emotional disorders.benefits designed to meet the needs of a changing workforce. medical examinations. are responsible for a wide array of programs covering occupational safety and health standards and practices. consumer. and flexible benefits plans. Employee assistance plan managers. and minor health treatment. employee assistance and wellness programs. plant security. family. In large firms. may be in separate departments headed by other managers. Training and development managers and specialists conduct and supervise training and development programs for employees. child and elder care. carpooling and transportation programs. food service and recreation activities. Childcare and elder care are increasingly important due to growth in the number of dualincome households and the elderly population. enhancing productivity and quality of work.

organize. involving the class. and possibly prepare for jobs requiring greater skill. and direct a wide range of training activities. but this is only one of the reasons for its growing importance. They help supervisors improve their interpersonal skills in order to deal effectively with employees. They help rankand-file workers maintain and improve their job skills. In addition. the rapid pace of organizational and technological change. Training specialists plan. They consult with onsite supervisors regarding available performance improvement services and conduct orientation sessions and arrange on-the-job training for new employees.improving employee morale. advances in learning theory have provided insights into how adults learn. and the growing number of jobs in fields that constantly generate new knowledge. Training specialists in some companies set up leadership or executive development programs among employees in lower level positions. Trainers also lead programs to assist employees with transitions due to mergers and acquisitions. as well as . They may set up individualized training plans to strengthen an employee’s existing skills or teach new ones. Other factors include the complexity of the work environment. Trainer’s respond to corporate and worker service requests. These programs are designed to develop potential executives to replace those leaving the organization. and issuing completion certificates at the end of the class. This includes setting up teaching materials prior to the class. Training managers provide worker training either in the classroom or onsite. and how training can be organized most effectively for them.

After training. because all . and electronic learning. In order to identify and assess training needs within the firm. and nature of the organization. negotiates collective bargaining agreements. goals. They also periodically evaluate training effectiveness. other managers. An organization’s director of industrial relations forms labor policy. satellite training. They first assess the training needs of clients. Depending on the size. other computer-aided instructional technologies. operating schools that duplicate shop conditions for trainees prior to putting them on the shop floor. In government-supported training programs. trainers may confer with managers and supervisors or conduct surveys. distance learning. which may involve interactive Internet-based training. Training methods include on-the-job training. classroom training. training specialists function as case managers. Planning and program development is an important part of the training specialist’s job.technological changes. and then guide them through the most appropriate training method. trainers may differ considerably in their responsibilities and in the methods they use. videos. oversees industrial labor relations. multimedia programs. and workshops. conferences. apprenticeship training. The director of industrial relations also advises and collaborates with the director of human resources. clients may either be referred to employer relations representatives or receive job placement assistance. and members of their staff. and coordinates grievance procedures to handle complaints resulting from management disputes with unionized employees. simulators.

resolve disputes over labor agreements or other labor relations issues. and other contractual stipulations. other firms. wages and salaries. union and management practices. When a collective bargaining agreement is up for negotiation. labor relations specialists prepare information for management to use during negotiation. As union membership continues to decline in most industries. pensions. Specialists involved in dispute resolution must be highly knowledgeable and experienced. or mediators. sometimes called umpires or referees. benefits. Dispute resolution also has become more complex. advise and counsel labor and management to prevent and. involving employees. Arbitrators. management. when necessary. strikes. and government agencies. unions. healthcare. Labor relations managers and their staffs implement industrial labor relations programs. and often report to the director of industrial relations. Conciliators. The labor relation’s staff interprets and administers the contract with respect to grievances. employee welfare. Dispute resolution—attaining tacit or contractual agreements—has become increasingly important as parties to a dispute attempt to avoid costly litigation.aspects of personnel policy—such as wages. decide disputes that bind both labor and management to specific terms and conditions of labor . and work practices—may be involved in drawing up a new or revised union contract. a process that requires the specialist to be familiar with economic and wage data and to have extensive knowledge of labor law and collective bargaining trends. or other disruptions. industrial relations personnel are working more often with employees who are not members of a labor union. pensions.

. Labor relations specialists who work for unions perform many of the same functions on behalf of the union and its members.contracts.

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The result of the survey will indicate if there is need to follow up.Employee Satisfaction Survey . job and work life.The Concept About this Survey This Employee Satisfaction Survey asks questions which go to the heart of how an employee feels about his or her company. .

yet it exposes the core issues. and acting upon. Even if there were a complete survey and if the employer were to remedy all complaints. If the need to follow up is indicated. then the employees need to participate in person in the development of any follow up action. This process would build trust. Employee Satisfaction Surveys allow an organization to understand employee perceptions. there would remain a serious flaw in that approach. Employee satisfaction surveys deliver a successful means of measuring. Perception is reality. This survey is brief. management must be keenly aware of employee’s views. work and work life. employees' current beliefs on many job-related subjects The Employee Satisfaction Survey consists of the following stages: Design --> Administration --> Analysis Effective employee surveys provide management with actionable items that: . communication & satisfactionultimately improving the quality of work life and performance.This survey does not provide a complete list of the numerous issues that employees could raise about management. Because employees at every organization act on the basis of their perceptions. Aside from the cost & feasibility such an approach would be paternalistic and not constructive because it would leave the employees out of the process. openness.

 Lead to increased customer satisfaction. "reality" in understanding the things that matter most to employees Results The information garnered from employee satisfaction surveys can give you the management knowledge that directly impacts the bottom line and fosters positive employee relations in any or all of the following ways:  Identifying cost-saving opportunities  Improving productivity  Reducing turnover  Curbing absenteeism . Engage employees in their desire to meet individual and organizational goals.  Increase employee retention and development.  Help management clarify "perception" vs.

This survey solidly measure the following key aspects of employee satisfaction:  Overall Job Satisfaction  Satisfaction with the Work  Coworker Performance/Cooperation . and agreement with. the company mission Dimensions Each item in our employee satisfaction surveys is combined with other related survey items to produce dimensions. Strengthening supervision  Evaluating customer-service issues  Assessing training needs  Streamlining communication  Benchmarking the organization's progress in relation to the industry  Gauging employees understanding of.

. which accurately measure topics of particular importance to your organization. Pay Satisfaction  Benefits Satisfaction  Promotions/Career Advancement  Supervisory Consideration  Supervisory Promotion of Teamwork and Participation  Supervisory Instruction/Guidance  Communication  Human Resources/Personnel Policies  Concern for Employees  Productivity/Efficiency  Training & Development  Physical Working Conditions  Customer Service  Strategy/Mission  Job Stress It also gives you the choice to create your own customized survey dimensions.

This research came to the conclusion that overall employee satisfaction is manifest in the level of engagement that employees have in their work. Extensive research in this area has been conducted. This gave rise to many types of employee surveys whose purpose was to measure one or all of these components. morale and overall employee satisfaction.EMPLOYEE SATISFACTION Over the years researchers have studied and attempted to quantify employee commitment. In other words. employee engagement was the . loyalty.

as the disengaged employee. On the other hand. loyalty. . This employee is getting everything they wish: a steady paycheck. a fully engaged employee that is enthusiastic about their work is creative.ultimate expression of employee commitment. an employee that is not engaged at work might very well indicate a high level of satisfaction with their organization. creativity and productivity is negligible. while measuring engagement is measuring an active state. This is why they need to focus on employee engagement and understand the principle components of employee engagement. benefits. But they are satisfied. sick leave and paid vacation. This research clearly pointed out the large gap in employee engagement and the magnitude of the challenge facing most organizations. morale and overall employee satisfaction. Therefore organizations needed to focus on employee engagement rather than on these other components of employee satisfaction. For example. Measuring satisfaction is measuring a passive employee state. Their actual contribution to the well being of the organization in terms of innovation. When a company measures employee satisfaction are they getting data that provides them with meaningful information that will allow them to improve their competitive advantage and profitability? The simple answer is that they are not. innovative and wants to contribute might indicate a lower level of satisfaction with the same organization.

few organizations) have made job satisfaction a top priority. Family physicians who can create work environments that attract. they've increased their own job satisfaction as well. What's more. high levels of absenteeism and staff turnover can affect your bottom line. recruitment and retraining take their toll. creative and committed to their employers. and recent studies have shown a direct correlation between staff satisfaction and patient satisfaction. as temps.Employee satisfaction and retention have always been important issues for physicians. But few practices (in fact. physicians may even discover that by creating a positive workplace for their employees. Satisfied employees tend to be more productive. motivate and retain hard-working individuals will be better positioned to succeed in a competitive health care environment that demands quality and cost-efficiency. perhaps because they have failed to understand the significant opportunity that lies in front of them. The Employee Satisfaction Survey measures employee satisfaction and helps to:  Foster commitment instead of compliance  Identify managers in need of leadership development  Determine your organizations readiness and its ability to accomplish its mission  Leverage best demonstrated practices  Create a rich working environment  Improve the performance of teams . After all.

on the other hand. cannot motivate employees but can minimize dissatisfaction. they can only dissatisfy if they are absent or mishandled. Hygiene topics include company policies. supervision. Shape customer-centric behavior  Track progress over time Two Dimensions of Employee Satisfaction In the late 1950s. Frederick Herzberg. In other words. Think of a time when you felt especially bad about your job. salary. Why did you feel that way? From these interviews Herzberg went on to develop his theory that there are two dimensions to job satisfaction: motivation and "hygiene". recognition. Think of a time when you felt especially good about your job. They are issues such as achievement. the work itself. if handled properly. interviewed a group of employees to find out what made them satisfied and dissatisfied on the job. interpersonal relations and working conditions. Why did you feel that way? 2. He asked the employees essentially two sets of questions: 1. Hygiene issues. . They are issues related to the employee's environment. considered by many to be a pioneer in motivation theory. according to Herzberg. Motivators. create satisfaction by fulfilling individuals needs for meaning and personal growth.

responsibility and advancement. . Once the hygiene areas are addressed. said Herzberg. the motivators will promote job satisfaction and encourage production.

Employee satisfaction survey basically deals with the following factors: .

let's begin with the hygiene issues. You might also compare your policies to those of similar practices and ask yourself whether particular policies are unreasonably strict or whether some penalties are too harsh. Company and administrative policies. with staff input). consider updating it (again. . If you do not have a written manual. make printed copies of your policies-and-procedures manual easily accessible to all members of your staff. these issues must be dealt with first to create an environment in which employee satisfaction and motivation are even possible. soliciting staff input along the way.Applying the theory To apply Herzberg's theory to real-world practice. you can decrease dissatisfaction in this area by making sure your policies are fair and apply equally to all. Although employees will never feel a great sense of motivation or satisfaction due to your policies. Although hygiene issues are not the source of satisfaction. Also. create one. If you already have a manual. An organization's policies can be a great source of frustration for employees if the policies are unclear or unnecessary or if not everyone is required to follow them.

between patients). This will help them develop a sense of . over lunch. so allow employees a reasonable amount of time for socialization (e. Salary is not a motivator for employees. It requires leadership skills and the ability to treat all employees fairly. In addition. Consult salary surveys or even your local help-wanted ads to see whether the salaries and benefits you're offering are comparable to those of other offices in your area.. You should teach your supervisors to use positive feedback whenever possible and should establish a set means of employee evaluation and feedback so that no one feels singled out Think of a time when you felt especially good about your job. If individuals believe they are not compensated well. Why did you feel that way? Salary. during breaks.g. To decrease dissatisfaction in this area. raises and bonuses. The old adage "you get what you pay for" tends to be true when it comes to staff members. they will be unhappy working for you. The role of supervisor is extremely difficult. Remember that part of the satisfaction of being employed is the social contact it brings. but they do want to be paid fairly.Supervision. you must begin by making wise decisions when you appoint someone to the role of supervisor. make sure you have clear policies related to salaries. Interpersonal relations. Be aware that good employees do not always make good supervisors.

camaraderie and teamwork. or even just a drawer. while your mediocre employees would stay and compromise your practice's success. whether it be a desk. Do everything you can to keep your equipment and facilities up to date. First. Even a nice chair can make a world of difference to an individual's psyche. The environment in which people work has a tremendous effect on their level of pride for themselves and for the work they are doing. don't be surprised that there is tension among them. Working conditions. inappropriate behavior and offensive comments. If you've placed your employees in close quarters with little or no personal space. your hardworking employees. remember that you cannot neglect the hygiene factors discussed above. If an individual continues to be disruptive. and this would be apparent to your patients. then move on to the motivators. if possible. a locker. . your employees would be generally unhappy. Even a nice chair can make a world of difference to an individual's psyche. would leave. So deal with hygiene issues first. To do so would be asking for trouble in more than one way. Second. avoid overcrowding and allow each employee his or her own personal space. Also. who can find jobs elsewhere. take charge of the situation. At the same time. you should crack down on rudeness. Before you move on to the motivators. perhaps by dismissing him or her from the practice.

and make sure employees know what those goals and standards are. Of course employees may not find all their tasks interesting or rewarding. resulting in greater efficiency and satisfaction. not to overload individuals with challenges that are too difficult or impossible. or in making a process better. Share stories of success about how an employee's actions made a real difference in the life of a patient. Set clear. Recognition. One premise inherent in Herzberg's theory is that most individuals sincerely want to do a good job. Perhaps most important to employee motivation is helping individuals believe that the work they are doing is important and that their tasks are meaningful. Their successes don't have to be monumental before they . such as new-baby visits. but you should show the employee how those tasks are essential to the overall processes that make the practice succeed. Be careful. achievable goals and standards for each position. Emphasize that their contributions to the practice result in positive outcomes and good health care for your patients. To help them. Achievement. make sure you've placed them in positions that use their talents and are not set up for failure. however. You may find certain tasks that are truly unnecessary and can be eliminated or streamlined. Individuals should also receive regular. as that can be paralyzing. timely feedback on how they are doing and should feel they are being adequately challenged in their jobs.Work itself. Make a big deal out of meaningful tasks that may have become ordinary. Individuals at all levels of the organization want to be recognized for their achievements on the job.

support employees by allowing them to pursue further education. If you notice employees doing something well. As individuals mature in their jobs. but your praise should be sincere. take the time to acknowledge their good work immediately. Write them a kind note of praise. consider giving him or her a new title that reflects the level of work he or she has achieved. Be careful. Or give them a bonus. find ways to add challenging and meaningful work. . You may even want to establish a formal recognition program. When feasible. such as "employee of the month. Advancement. however. provide opportunities for added responsibility. that you do not simply add more work. if appropriate. Publicly thank them for handling a situation particularly well." Responsibility. perhaps giving the employee greater freedom and authority as well Employees will be more motivated to do their jobs well if they have ownership of their work. If you do not have an open position to which to promote a valuable employee. This requires giving employees enough freedom and power to carry out their tasks so that they feel they "own" the result. which will make them more valuable to your practice and more fulfilled professionally. Reward loyalty and performance with advancement.deserve recognition. Employees will be more motivated to do their jobs well if they have ownership of their work. Instead.

Two dimensions of employee satisfaction Frederick Herzberg theorized that employee satisfaction depends on two sets of issues: "hygiene" issues and motivators. Once the hygiene issues have been addressed. the motivators create satisfaction among employees. he said. Hygiene issues (Dissatisfiers) Motivators (Satisfiers) Company and administrative policies Supervision Salary Interpersonal relations Working conditions Work itself Achievement Recognition Responsibility Advancement .

. creative and committed.  Hygiene issues. make workers more productive. decrease employees’ dissatisfaction with the work environment. such as recognition and achievement.  Motivators.  Frederick Herzberg theorized that employee satisfaction has two dimensions: "hygiene" and motivation. from patient satisfaction to overall productivity. such as salary and supervision.KEY POINTS:  Employee satisfaction affects every aspect of a medical practice.

» Employee satisfaction is also correlated with patient satisfaction.Key Facts: » Job satisfaction is good not only for employees but employers. money is not an effective way to motivate individuals. . » Hygiene issues can only dissatisfy if they are absent or handled improperly by employers. can stand in the way of employee satisfaction. » Research from motivation theorist Frederick Herzberg suggests that employee satisfaction has two components: "hygiene" and motivation. if unclear or unfair. » An organization's policies. » Employees need a reasonable amount of social interaction on the job. too. it increases productivity and decreases staff turnover. » Although employees do want to be paid fairly for their work.

» If you discover a task that is truly unnecessary. excellent employees will seek jobs elsewhere while mediocre employees will stay behind. recognize them for it immediately. » When your employees do good work. » If hygiene issues are ignored. . which diffuses tension and improves working conditions. give them freedom and authority as well. » To help employees achieve on the job. » Practices should address the hygiene issues before attempting to tackle the motivators. » To increase an employee's sense of responsibility.» Employees also need some degree of personal space. help them believe that their work is meaningful. eliminate it so that your employees can focus on tasks that matter. provide them with ongoing feedback and adequate challenges. do not simply give them more work. » To begin motivating employees.

including:  Paper questionnaire distributed internally and returned to us directly. We'll work with you to help you determine the most appropriate methodology for your particular circumstance. when appropriate. combining the above. regardless of Internet access or comfort levels.» You can help employees advance in their professional lives by promoting them. . you may want to consider utilizing a web-based methodology to conduct your research. or encouraging continuing education. This enables all employees to respond. and continue to be used with success. Methods for measuring Employee Satisfaction We can measure employee satisfaction using a number of different methods. However.  Internet survey  Mixed methodology. Paper questionnaires are a proven methodology for this type of research. if everyone in your organization has Internet access (and actually uses it).

Uses for Employee Satisfaction Surveys include: • • • • • Focusing of Employee Development Programs Enhancing Management/Employee Relations Training Needs Assessment Evaluation of Training Organizational Climate Survey .Optimizing employee satisfaction is key to the success of any business. Employees with higher job satisfaction:      Believe that the organization will be satisfying in the long run Care about the quality of their work Are more committed to the organization Have higher retention rates. and Are more productive. And sound. insightful employee satisfaction research is key to understanding how to achieve that optimization. The Business Research Lab offers an experienced professional team to help you understand and optimize your employee satisfaction programs.

• Customer Satisfaction Survey This process can also be a motivator of performance since it shows the employee that their opinions and views are considered important. 1. Survey Design Develop survey instrument by synthesizing the information gathered from needs analysis. Determine the rating scale to be used: . focus groups and other documents available. Our staff will handle all the details. Needs Analysis Why is the survey being conducted? Meetings are held to determine the goals and objectives. moderation of the actual meeting in any city. How it is conducted? Checklist of what to do when conducting an employee survey. as well as the content of the project. Focus Groups Structured meetings to gather qualitative information relevant to the survey development. 2. and report generation on information gathered. including recruitment of focus group members. 3. Whether implemented through individual interview or focus group this needs analysis will ensure that the critical information is gathered in the manner that best fits the customer need and will assist in determining the best method of collecting the data.

you should consider using forms that can be scanned into a computer. management... Excellent | good | fair | poor 3.). Questionnaires typically include from 50 to 100 items. These items may be developed to measure different dimensions of the organization (e. teamwork. initiative.g. compensation. leadership. .. Develop questionnaire A questionnaire used for Employee Attitude/Opinion Surveys typically contains items that are rated on a 5-point scale. communication. If using a printed questionnaire form.. When estimating the amount of time to complete the questionnaire you should estimate about 1 minute per questionnaire item.1. Very satisfied | satisfied | (neither satisfied nor dissatisfied) | dissatisfied | very dissatisfied 4. Questionnaires also typically include one or more open-ended questions to solicit written feedback. To a very great extent | to a great extent | to some extent | to a very little extent | to no extent at all 5. 2. All of the time | most of the time | some of the time | hardly ever | never 4. Strongly agree | agree | (neither agree nor disagree) | disagree | strongly disagree.

Problems caused by the length of the questionnaire or the respondents' inability or unwillingness to answer the questions 3. 5. Critiques are also performed to increase the probability of high response rates. readability. clarity. 6. Non-response problems 5. and to increase the likelihood the customer receives actionable information. Pre-testing can show: 1. as well as electronic and phone based data capture. This may include a series of telephone interviews or focus groups designed to gather feedback on the content. Instrument Pre-Test Conduct an instrument pre-test. Any negative repercussions the survey may have on employees . The review is conducted to improve the quality of the survey.questions are formulated. tested. Questionnaire Review Examine and critique of an existing survey. Poor question wording or sequencing. and comprehensiveness of the item set. which is an examination of the data collection instrument by potential respondents. tested. length.It should be noted that the design of a questionnaire is usually an iterative process -. It can be completed for paper-based. Additional questions or response categories that can be pre-coded on the questionnaire 4. and so on. relevance. as well as errors in layout 2. reformulated. as well as the overall experience of completing the instrument.

Administer the questionnaire Distribute questionnaire forms (if using printed copies) with instructions. Analyze the data Basic data analysis would include averages of ratings.7. More complicated analyses may include item-analysis and/or factor-analysis. Highest. Advantages of it to everyone: All employees are given the opportunity to express their opinions 2. the feedback ratings from several employees should be combined (averaged) to mask the identity of an individual employee. Types of analyses include: Performance Dimension Summary. Expected. Summary-Performance vs. For example. May want to prepare answers to common questions if other employees will be assisting in the administration. Comments or written answers to questions may be summarized in the results to mask the identity of the author. post the questions and answers to your website for easy access. The confidentiality helps ensure that the results are genuine. Advantages of it only to a sample: Reduced time to collect and process the data Less data to collect 9.or Lowest-Rated Items (shows individual's strengths and . If possible. Ensure confidentiality of participants Steps must be taken to ensure the confidentiality of the feedback results. 8. Item Ratings-Performance vs. Administer it to everyone? Or. Individual Item Ratings. Expected (normed). just a sample? 1.

which summarize the results of your study. or on a variety of other media. diskette. Our research analysts can present the results in person.weaknesses). 12. such as CD-ROM. We can provide reports that identify themes in the data. Group & Organizational Ranking. and provide conclusions and recommendations. summarizing the result of the survey and of focused discussion of how to proceed with the information. . 11. A typical presentation contains two major elements. via videoconference. You may want to provide individual review sessions or group workshops conducted by a facilitator to help individuals review and understand the results and develop appropriate goals and objectives. This can be used to support or promote training and organizational development. These presentations can be done at all levels of the organization with the content tailored to the needs and interest of each constituent group. Develop and Distribute Results Feedback results should be shared with the employees. or on video. 10. or Internet. and Recommendations for Development. Written Interpretive Reports Examine data through written interpretive reports. You may want to analyse the data by organizational division or department to assess group and organizational strengths and weaknesses. Presentation of Survey Results The analysis of data in report format.

versus compensation Increased Employee Loyalty . Noticing this trend. many organizations are investing in measuring and quantifying employee opinions and attitudes by incorporating Employee Satisfaction Surveys into their existing HR and organizational processes.Employee Satisfaction Survey Solution Driving Employee Loyalty Research shows that satisfied. such as benefits versus career development. motivated employees will create higher customer satisfaction and in turn positively influence organizational performance. The following are just a few benefits of an Employee Satisfaction Survey: More Accurate Perspective Organizations achieve a more accurate view of current policies and a more clear perspective of issues that are of higher priority to employees than others.

Faster Turnaround . With more insight into their opinions and attitudes. Training Needs Assessment Employee Satisfaction Surveys aid in developing individual goals and career potential. Accurate & Personalized Surveys By fully integrating into current HR systems and utilizing existing employee information. we have more relevant and personalized surveys. Improved Customer Service Because motivated employees are critical to improved organizational initiatives. enterprises can identify problem areas and solutions to create a supportive work environment encouraging a motivated and loyal workforce. such as increasing customer satisfaction. management can establish professional development initiatives. improve management and to increase employee loyalty. Companies are able to turn responses into actionable results to facilitate organizational changes.By quantifying and analyzing employee attitudes and opinions. enterprises that value and strive for greater employee satisfaction ultimately create higher customer satisfaction.

thus reducing response time and increasing overall satisfaction. A comprehensive Employee Satisfaction process. maximizing the response rate and value of employee satisfaction feedback.It reduces the speed to create and deploy surveys. reducing lead time from months to days or hours Flexibility Global organizations can utilize the full multi-lingual survey and reporting capabilities enabling a single platform throughout an enterprise. collect data and prepare personalized individual reports. . It is fully customizable around the organization in which it's being used and can gather. they can all be automated providing a single platform for report viewing and analysis furthering consistency across global organizations. Instead of creating hundreds or thousands of results reports manually. Follow-up & Reporting Capabilities Companies can follow-up with employees who have not completed their survey. can be key to a more a motivated and loyal workforce leading to increased customer satisfaction and overall profitability for an enterprise. process and act upon feedback from thousands to millions of customers.

What are the statistically significant factors that affect job satisfaction? .

Six factors that influenced job satisfaction are as follows: Opportunity. Employees are more satisfied when they have challenging opportunities at work. Actions:  Promote from within when possible." As organizations have become flatter. People have found challenge through projects.  Divide jobs into levels of increasing leadership and responsibility. jobs with a satisfying degree of challenge and opportunities for increased responsibility. .  Reward promising employees with roles on interesting projects. This includes chances to participate in interesting projects. promotions can be rare. Important: this is not simply "promotional opportunity. team leadership. special assignments-as well as promotions.

. which are not limited by availability of positions.It may be possible to create job titles that demonstrate increasing levels of expertise.  Distribute work evenly (fairly) within work teams. Stress.  Manage the number of interruptions employees have to endure while trying to do their jobs. Make sure that senior managers model this behavior. Leadership.  Review work procedures to remove unnecessary "red tape" or bureaucracy. job satisfaction is low. When negative stress is continuously high. Actions:  Promote a balance of work and personal lives.  Some organizations utilize exercise or "fun" breaks at work. Jobs are more stressful if they interfere with employees' personal lives or are a continuing source of worry or concern. They simply demonstrate achievement.

It can be learned. This includes motivating employees to do a good job.  Develop meaningful measures of quality. Actions:  Make sure your managers are well trained.  People respond to managers that they can trust and who inspire them to achieve meaningful goals. Celebrate achievements in quality. Work Standards.Employees are more satisfied when their managers are good leaders. Leadership combines attitudes and behavior. Fair Rewards. Quality gains importance when employees see its impact on customers. Actions:  Encourage communication between employees and customers. . Employees are more satisfied when their entire workgroup takes pride in the quality of its work. striving for excellence or just taking action.

Employees are more satisfied when they have adequate freedom and authority to do their jobs.  Be consistent in your reward policies. the work they have done well and the demands of their jobs. .  Rewards can include a variety of benefits and perks other than money.  If your wages are competitive. experience less stress. Consider employee responsibilities. employees who are rewarded fairly. the effort they have put forth. As an added benefit. Actions:  Make sure rewards are for genuine contributions to the organization. Adequate Authority. make sure employees know this. Actions: When reasonable:  Let employees make decisions.Employees are more satisfied when they feel they are rewarded fairly for the work they do.

which ones would make the biggest difference in your job?" .  Establish work goals but let employees determine how they will achieve those goals. "If there were just one or two decisions that you could make."  Ask. Allow employees to have input on decisions that will affect them. Later reviews may identify innovative "best practices.

Where does your company stand on each of the critical "4Cs" of employee satisfaction? Commitment Culture Communications Compensation Commitment to assess employee engagement. Culture to gauge leadership and accountability. Communications to identify roadblocks to effective management and Compensation to measure employee perceptions of pay and benefits. .The key to Employee Relations… Is finding out what they really think.

ISO-certification)  Independence and the related cost-savings in conducting the analysis.Core benefits of the Employee Satisfaction analysis using Employee Response  Access to a comprehensive survey which can be adapted to meet your needs  Holistic analysis of employee satisfaction as the basis for entrepreneurial and customer-oriented employees  Consideration of significant of the organisation's power fields which influence employee satisfaction Concrete ideas for improving employee satisfaction  Generation of core and steering sizes (e. Employee satisfaction . for Balanced Scorecard.g.fundamental to company success The willingness of employees to be customer-oriented as well as the interaction between customer and employee determine to a significant degree the customer's perception of .

the proclaimed importance of employees is. Employees are often claimed by management. entrepreneurs and researchers to be the most important resource of the company. The related potential for increasing company success is only used half-heartedly. On this basis.an important steering size Employee satisfaction is a significant determinant for employee motivation. however. often only lip service. Employee satisfaction . In practice. a holistic measurement of employee satisfaction is necessary on several levels .performance.

 Goals  Process  Work Group  Individual Person  Communication & Information METHODOLOGY Engineers/officials will be put through a questionnaire and personal discussion for data collection. The questionnaire will be designed after the review of the background of knowledge and experience and the time people will like to devote to give reasonable and correct views. Other considerations will be:• • To make questions as concise as possible. The questions will be arranged in sequence in order to avoid confusion and misunderstanding. A detailed questionnaire will be drawn with a view to collect comments and suggestions of the engineers/officials as to how they perceive their jobs & their working conditions. To use simple and familiar words. .

. The sample consists of 20 executives of Videsh Sanchar Nigam Limited.However. From the point of view of academic study only. at different levels. an attempt will be made to get as much reaction as possible with the object of making the study more authentic and bring out the view point of employees. the adequacy of the existing working conditions etc. In order to ascertain the correctness of the information given by the employees they can also be personally interviewed. A sample size of engineers from each level will be taken for study and the response received from the respondents will be analyzed by study of percentage. SAMPLE: The target group of study consists of executive engineers of Videsh Sanchar Nigam Limited. A common questionnaire will be designed for all the employees keeping in mind the different aspects of employee satisfaction. in order to build a proper atmosphere for free and frank views it will be clarified that information and discussion will be used only for academic purpose. This will be an attempt to test the satisfaction of the employees in their present job.

Those categories are :  Engineers  Assistant Managers  Sr. Managers  Executives  General managers  Managers .QUESTIONNAIRE: A questionnaire was developed that consisted of particulars of the employees & questions relating to the satisfaction acquired by the employees in accordance with there • • • • Job Skills Work culture Other Factors It was intended to study the employee’s satisfaction in Videsh Sanchar Nigam Limited for six categories of Respondents.

which in reference to an employee in the organization refers to the satisfaction that he gets from the job conducive to an employee’s development. Job Related Satisfaction It is a diverse term. Some of the critical dimensions that were considered in the questionnaire were: o Nature of job o Motivation o Flexibility o Growth o Work load o Security .The questionnaire is enclosed at Annexure .

Some of the parameters. which have been considered in the questionnaire. are as follows: o Communication o Relationship with Peers o Relationship with superiors . questionnaire are as follows: Some of the parameters considered in the o Innovation & Changes o Training & Development o Performance Appraisal o Promotion & Transfers o Skill’s Utilization Work Culture Related Satisfaction It is closely related to the Organizational climate and relations between the employees of the organization.Skills Related Satisfaction This refers to the system of assessment of the satisfaction among the employees based on their skills that the management decides about the fulfillment of the particular needs of the employee.

which the employees get based on some other factors. The responses were evaluated under four categories: . The parameters considered in the questionnaire under this are: o Wages & Salaries o Other Benefits & Allowances ANALYSIS METHOD Various responses to objective type questions were ranked from 1 to 4 whereby point 1 was given to very much satisfied response and point 4 marked for very much dissatisfied response.o Supervision o Conflict Management o Organizational Structure o Value for Work o Working Conditions Other Factors Related Satisfaction This refers to the satisfaction.

It is shown in the form of table as follows: Job Related Satisfaction This consists of following sub dimensions: VMS MS NSND VMD Nature of the Job Degree of Motivation Flexibility Growth Workload Job Security 55% 45% 40% 30% 60% 45% 45% 40% 50% 50% 30% 50% 0 15% 5% 20% 5% 5% 0 0 5% 0 5% 0 .• • • • Very much satisfied (VMS) Moderately satisfied (MS) Neither satisfied nor dissatisfied (NSND) Very much dissatisfied (VMD) The responses to various questions were placed in these four categories and percentage was taken out for the four categories for various dimensions.

Skill’s Related Satisfaction

VMS

MS

NSND

VMD

Innovations & Changes Training & development Performance Appraisal Promotions & Transfers Skill Utilization

40% 0 10% 0 0

35% 60% 40% 45% 70%

20% 30% 50% 50% 0

5% 10% 10% 5% 30%

Work Culture Related Satisfaction

VMS

MS

NSND

VMD

Communication Relationship (peers) Relationship (superiors) Supervision Conflict management Organizational Structure Value for Work Working conditions

20% 45% 55% 50% 20% 20% 40% 50%

45% 55% 45% 30% 40% 45% 50% 30%

20% 0 0 10% 30% 35% 10% 15%

15% 0 0 10% 10% 0 0 5%

Participation encouragement

50%

30%

20%

0

Other Factors Related Satisfaction

VMS

MS

NSND

VMD

Wages & Salaries Other Benefits & Allowances

10% 35%

60% 40%

25% 20%

5% 5%

ANALYSIS & INTERPRETATION OF DATA

After the data has been collected, classified, the next step is to analyze and interpret the data. In order to make the analysis and interpretation part simple, pie charts & tabular formats were constructed for each dimension, same are enclosed here:

Job Related Satisfaction:

Majority of the respondents were very much satisfied with the nature of the job (55%), where as 45% of other respondents were moderately satisfied.

45% of respondents were very much satisfied by the degree of motivation for their job, 40% were moderately satisfied with the meager 15% were neither satisfied nor dissatisfied.

50% of respondents were moderately satisfied with the flexibility in their job, 40% were very much satisfied with the meager 5% neither satisfied nor dissatisfied and the remaining 5% were very much dissatisfied.

50% of respondents were moderately satisfied with the growth, whereas 30% were very much satisfied and 20% were neither satisfied nor dissatisfied.

Majority of the respondents (60%) were very much satisfied with the amount of workload given to them whereas 30% were moderately satisfied, 5% were neither satisfied nor dissatisfied and 5% were very much dissatisfied.

50% of respondents felt that their jobs were moderately secured, whereas 45% felt that their jobs are very much secured and rest of 5% respondents were neither satisfied nor dissatisfied with the job security factor.

Parameter Very Much Satisfied (VMS) 11 9 8 6 12 9 Moderately Satisfied (MS) 9 8 10 10 6 10 Nature of job Motivation Flexibility Growth Work Load Job Security Neither Satisfied Nor Dissatisfied (NSND) 0 3 1 4 1 1 Very Much Dissatisfied (VMD) 0 0 1 0 1 0 .

were MS whereas 20% were NSND and 5% of the respondents were VMD.  Out of the whole number of respondents 50% were NSND with the performance appraisal system followed by the organization whereas 40% .Job Related Staisfaction 70 60 Percentage 50 40 30 20 10 0 Nature of Motivation Flexibility Job Growth Workload Job Security VMS MS NSND VMD Parameter Skill’s Related Satisfaction:  40% of the respondents were VMS with the innovations and changes.e. 35%.  Majority of the respondents i. 60% were MS with the training and development programs whereas 30% were NSND and 10% of them were VMD. which are implemented in their job.

were MS and out of rest of 10% of the respondents equal proportions were VMS and VMD. 45% were MS and rest of 5% were VMD. Parameter Innovation & changes Training & Development Performance Appraisal Promotion & Transfers Skill’s Utilization VMS 8 0 1 0 6 MS 7 12 8 9 14 NSND 4 6 10 10 0 VMD 1 2 1 1 0 .  Concerned with the promotion and transfers 50% of the respondents were NSND.  Majority of the respondents (70%) were MS with the degree to which they use their skill’s to accomplish the given task and 30% were VMD.

20% were VMS.Skill's Related satisfaction 80 70 60 50 40 30 20 10 0 VMS MS NSND VMD Innovation & changes Performance appraisal Training & development Promotion & Transfers Skill utilization Percentage Parameters Work Culture Related Satisfaction:  45% of the respondents were MS with the way information flows within the organization.  Majority (55%) of respondents were MS with the relationship with their peers and rest 45% were VMS whereas relationship with the superiors majority (55%) were VMS and 45% were MS. 20% were NSND and 15% were VMD. .

30% were MS and rest 20% were NSND. 30% were MS.  Regarding the value and importance given to the employees’ work 50% of the respondents were MS.  In the opinion of the total respondents about the conflict management in the organization 40% said that they are MS. 30% said they are NSND. 20% were VMS and rest 10% were VMD. 15% were NSND and 5% were VMD. 10% were NSND and 10% were VMD. Out of the total respondents 50% of them were VMS with the style of supervision offered by the superiors. 40% were VMS and 10% were NSND.  50% of the respondents were VMS with the working conditions provided to them. 50% of the respondents were VMS.  With the amount of encouragement given in decision-making . 30% were MS.  45% of the total respondents were MS with the organizational structure whereas 35% were NSND and 20% were VMS. Parameter Communication Relationship(Peers) Relationship(Superior) Supervision Conflict Management Organizational Structure VMS 4 9 11 10 4 4 MS 9 11 9 6 8 9 NSND 4 0 0 2 6 7 VMD 3 0 0 2 2 0 .

25% were NSND. 10 % were VMS and 5% were VMD.Value for work Working conditions Participation encouragement 8 10 10 10 6 6 2 3 4 0 1 0 60 50 40 30 20 10 0 Communication Conflict Management Supervision Organizational Structure Value for work Relationship(Peers) Relationship(Superi or) Working conditions Participation encouragement Precenage VMS MS NSND VMD Parameters Other Factors Related Satisfaction:  Majority (60%) of the respondents were MS satisfied with the Salaries paid to them. 20% were NSND and 5% of the respondents were VMD. 35% were VMS.  Regarding other benefits and allowances provided by the organization 40% were MS. .

Parameter Wages & Salaries Other benefits & allowances VMS 2 7 MS 12 8 NSND 5 4 VMD 1 1 Other Factors 70 60 Percentage 50 40 30 20 10 0 Wages & Salaries Other benefits & allowances Parameters VMS MS NSND VMD CONCLUSION AND RECOMMENDATIONS .

 Regarding the assessment of the training & development needs. the conclusion regarding the Employee Satisfaction Survey undertaken in the organization are as follows.The preceding details present the satisfaction acquired by the employees working in TATA COMMUNICATIONS. It does not help the employees in their improvement.  The flow of information between different departments is not adequate. there is no proper procedure followed. moreover the Self-Appraisal seems to be a formality. The questionnaire put up to a sample of employees. The decision regarding who should be imparted the training. Generally the employees do not come to know of the remarks regarding the information put up by their superior. Based on the feedback given by this sample group of employees. records their views & as to what level of satisfaction they get while working under various departments in the organization. . CONCLUSIONS:  There is a feeling that the Performance Appraisal system is not open to the employees.

RECOMMENDATIONS: . the employees are not briefed about their career growth in the organization.  Employees share in the risk and rewards of company performance. They also have a feeling that their senior officers are not supervising them properly.  There is a general feeling that at the time of entry in the organization.  Many people have the feeling that their workload should be reduced to a certain extent & proper working conditions should be provided to them.is more based on the management’s discretion and less on the genuine requirement.

Time to Time new opportunities should be given to the individuals. Compensation that is “real-time equitable”.  Emphasis should be to build a strong ‘pay for performance’ work culture. In return employees should be made more responsible and accountable for the job than before. It should not happen that some are sitting idle and some are slogging under the pressure of work. The superiors should continuously update their subordinate about the various opportunities and how to exploit them. I endeavor certain recommendations as a remedy to the problems faced by the employees working in the organization:  There has to be a proper work distribution among the staff. so as to sustain their interest . the employees should be made aware of the career opportunities in the organization.  Benefits that meet the individual’s needs and ensuring that they are communicated and understood.Based on the feedback & as per the interaction with the people.  Decision making power must be handed down to the employees.  It is necessary that job rotation be practiced in the organization. This will fetch a new culture in the organization.  At the time of their entry in the organization .

Thereby it . It is necessary that every employees be given a chance to go for training & development programs as suitable for him. etc. LEARNINGS FROM THE PROJECT As my project involved visiting various departments at VSNL. It is management’s responsibility to make each employee feel his/her importance in the organization and treat the organization as his or her own.and enthusiasm.  Giving employees access to the latest technology and tools. every employee would try to give his best to the organization and organization performance would automatically improve. it gave me an opportunity to know about their infrastructure. working environment & its workforce. If it happens. This privilege should not be limited to a few people.Providing work/life programs that allow employees to balance work with family. education. resources. hobbies.  There should be improvement in the relationship between management and the employees.

 Gave me a real time experience of dealing with different people. Above all I learnt to be patient & the persuasive skill to get people to interact with me despite their busy schedule . Gave me wide exposure into the HR field.  Gave me an opportunity to study different HR practices prevalent in VSNL in detail.

Annexure BIBLIOGRAPHY ______________________________________________ S.No Title ______________________________________________ Author .

C. Human Resource Management & Industrial Relations Personnel Management Personnel Management Human Resource Management Subha Rao 2.B. 4.com  www.com  www.com  www.hrsolutionsinc.com  www.confirmit.com  www.imptools.employeesatisfactions.hr-survey.Mamorria Flippo Wendall. 3. French ________________________________________________________ Website referred: www.insightlink.com  .1.

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