SUMMER TRAINING REPORT ON

“ Job Satisfaction and employee commitment at Vodafone”

2013

Prepared By PallabiPattanayak

REGD. NO: 1261333001 BATCH: 2012-14

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SUMMER TRAINING REPORT ON “ Job Satisfaction and employee commitment ”
AT Vodafone BHUBANESWAR

Prepared By PallabiPattanayak
REGD. NO: 1261333001 BATCH: 2012-14

EXTERNAL GUIDE
Mrs. Pragnya Paramita Mohapatra Asst. MANAGER (HR) Vodafone, Bhubaneswar

INTERNAL GUIDE
Dr. P.K Swain Asst. Professor, IBCS, SOA University, BBSR

INSTITUTE OF BUSINESS AND COMPUTER STUDIES BHUBANESWAR

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CERTIFICATE
This is to certify that the project report entitled “Job satisfaction and employee committment” is an authentic record of the project work done byPallabiPattanayakofINSTITUTE OF BUSINESS & COMPUTER STUDIES, during the year 2012-2014 in this organization under my guidance and supervision for the partial fulfilment of the MBA course.

Date: Place:

Mrs. Pragnya ParamitaMohapatra

(Asst. HR MANAGER) Project Guide

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Bhubaneswar. “ Job Satisfaction and employee commitment at Vodafone” in the partial fulfilment for the degree of MBA to IBCS. Previous works in this field have been duly acknowledged as and when they have been referred.SOA UNIVERSITY 4 . is the record of original work done by me. No part of the content of this report has been submitted to any institution / university for the award of any other degree.29-08-2013 PallabiPattanayak Place : . SOA University. PallabiPattanayak.DECLARATION I. hereby declare that the project report submitted by me entitled. Date : .

I sincerely extend my gratitude to Mrs.Pragnya Paramita Mohapatra who has given me this golden opportunity to have an insight in the corporate world and who has been a source of inspiration. I PallabiPattanayak sincerely thank my esteemed guide Mrs.ACKNOWLEDGEMENT This is serve gratitude to all those people without whom this PROJECT would have never seen the light of the day. Team members in Vodafone who directly or indirectly helped me during the course of project without which project would have been a Herculean task. guidance and support. Last but not the least I would like to thank my Parents. An endeavor is difficult to even initiate without the help of many souls who were always there by the grace of god. cooperation and guidance from time to time for completion of this project. This project is a blessing from them. HR MANAGER) for her valuable guidance and cooperation rendered to me throughout the project report. My project has become a reality only because of cooperation of many people who had helped me in completing this project.Pragyan Paramita Mohapatra (Asst. CHAPTER-1 5 . Friends. It would not have been possible for me to complete this project without their meticulous guidance and suggestions.K Swain for his valuable contribution. I give my thanks to P.

DuBrins has defined job satisfaction in terms of pleasure and contentment when he says that: “Job satisfaction is the amount of pleasure or contentment associated with a job.” If dislike your job OBJECTIVES OF THE STUDY The main aim of the study is to analyze and examine level of job satisfaction among the Vodafone employees and to know the problems faced by the employees of the various categories. Various studies have been conducted to find out the factors which determine job satisfaction and the way it influences productivity in the organization.. Though there is no conclusive evidence that job satisfaction affects productivity directly because productivity depends on so many variables. The specific objectives are as follows: o To present a profile of Vodafone and organizational structure etc. o To identify the extent of job satisfaction in the Vodafone employees and its impact on the job performance of the employees. o To evaluate the working environment in Vodafone. you will experience high job satisfaction. o To observe the level of satisfaction among of employees relating to the nature of the job and other factors. If you like your job intensely.INTRODUCTION: JOB SATISFACTION: Job satisfaction is one of the important factors which have drawn attention of managers in the organization as well as academicians. you will experience job dissatisfaction. it is still a prime concern for managers. o To suggest suitable measures to improve the overall satisfaction of the employees in the organization. 6 . Job satisfaction is the mental feeling of favorableness which an individual has about his job. intensely.

During the study.SCOPE OF THE STUDY In the survey an attempt has been made to analyze the job satisfaction of employees of Vodafone. The selected methodology is quantitative. The study was survey based. Job satisfaction of the employees has been analyzed on the basis of the following seventeen job related factors. and the understanding of that question.              Salary and monetary benefits Job security Promotion policy Working environment Employees participation in management Freedom of expressions Nature of job Interest taken by superiors Superiors and sub-ordinate relationship Medicare Loans Conveyance L.T. and the data was analyzed by using a 5 point Likert scale that is quantified and measured in terms of the participant‟s answer to the questions to the survey. RESEARCH METHODOLOGY The research carried out was descriptive in nature. Bhubaneswar. It further explains the area on which employees are mostly dissatisfied. The main objective is to identify the job satisfaction of employees.  RESEARCH DESIGN 7 . the data was collected from the different department of internal employees of Vodafone with similar and dissimilar work.C. The overall research adhered to a combined qualitative and quantitative methodology called mixed method research. The study tries to understand the level of satisfaction among the employees of Vodafone. ability to answer the question. The participants selected for the study will use a questionnaire and provide honest answer based on their best judgment.

Sample Plan Consists of: Sample Plan   Sampling Design Sample Size : : : Simple Random Design 20 Internal Employee of Vodafone . The survey was conducted in Vodafone. A research design is the detailed blue print used to guide a research study towards its objectives.  Sampling Units It means – who is to be surveyed. Results are sufficiency accurate and much lesser time. energy and money is spending in field studies.  SAMPLE DESIGN Sampling plan Sampling plan consists of sampling unit.  Nature of Research : The study is quantitative in nature. The present study seeks to find out the employee engagement in VSL. no elements of change are left and highest accuracy is obtained. In sample survey we select only few items from the total population. sampling size and sampling procedure therefore it is necessary to find out sampling plan if population is 20. money and energy. The effectiveness of the research depends on the sample size selected for the survey purpose.A complete enumeration of the items in the population is known as census enquiry. It helps to collect. Here target population is decided and it is who are interested to purchase-footwear. Bhubaneswar. It can be presumed that in such as enquiry when all items are covered.  Sampling Plan Sampling is the processes of obtaining the information about the entire population by examine a part of it. it was decided to opt for sample survey. question based interview. It is structured. standardized.  Type of Research The study undertaken is of –Descriptive Research in nature. measure and analysis of data.Bhubaneswar  Sample Location  Descriptive Research design. However this type of inquiry involves a great deal of time. And sampling frame is developed so that everyone in the 8 . Hence.

 Sample Duration The sample duration between 3rd June to 31st July 2013. It consists of a set of questions presented to respondents.target population has known chance of being selected. So the survey was conducted particularly in Vodafone Bhubaneswar.carrier business. transmission planning etc. Primary Data Collection: 9 . marketing . To provide the best end results without any kind of biasness. which can give a brief idea about sampling and would be beneficial for making inferences for tabulations and calculations with research instruments.  Sample Extent The sample extent is limited to employees of Vodafone.customer service . Bhubaneswar. Primary Source: The primary source of collecting data for research is: Questionnaire filed by the employee of Vodafone and telephonic interview. Close ended question already have the possible answers and the open ended question allow the respondents to answer in their own word.commercial .network .  Sample Size The population consisted employees with the designation as from various field like sales. I made a survey through questionnaire as prepared by me. METHODS OF DATA COLLECTION  Data collection There are two types of data collection  Primary Data Collection: Questionnaire had been prepared to get the response of the people as per guided by the organizational guide.finance .  Sample Element The sample element of research is internal employees of Vodafone.  Sampling Procedure The sampling procedure followed was systematic random sampling  Research Instrument In this study the research instrument is questionnaire. The questionnaire is structured and combinations of various close and open ended questions.

It was collected in all the hours of the day. Secondary data has been collected from Internet which may not be sufficient. Discussion with marketing and sales staff. 4. the limitation are . Most of the participants didn‟t give any interest to fill up the last question (descriptive question).Research Technique: In this study the survey method is used as a research technique. LIMITATION OF THE STUDY As far as limitation of the project is concerned. 2.3 TOOLS AND TECHNIQUES The researchers have identified 11 questions that most effectively identify the strong feeling of job satisfaction. Data is collected by the help of questionnaire. 5. Report of Company. And for the analysis the data percentage method and t-test has been used. motivated employees will create higher customer satisfaction and in turn positively influence organizational performance. many organizations are investing in measuring and quantifying employee opinions and attitudes by 10 . Books on Marketing and Research Methodology. Authorized Retailer. Internet. 3. Secondary data collection – In this study the secondary data is collected from the following sources: 1. Noticing this trend.     Employee has less time to give answer. Study is area specific. Magazine. 1. Pamphlets. EMPLOYEE Satisfaction survey towards the organization : Research shows that satisfied. etc. Company Website. This method helps to obtain right information from respondents.

enterprises can identify problem areas and solutions to create a supportive work environment encouraging a motivated and loyal workforce. Companies are able to turn responses into actionable results to vacillate organization changes. IMPROVED CUSTOMER SERVICE: Because motivated employees are critical to improved organizational initiatives. TRAINING NEEDS ASSENSSMENT: Employee satisfaction surveys aid in developing individual goal and career potential. eliminating the inconveniences of manual data entry and reducing the turnaround time from creation of the survey to its deployment and results. confirm it Alfords more relevant and personalized surveys. versus compensation. maximizing the response rate and value of employee satisfaction feedback. Improve management and to increase employee loyalty. Confirm it solutions enable enterprises to retain and develop their most vital asset: Employees.incorporating Employee Satisfaction Survey into their exciting HR and organizational processes. By establishing frequent and consistent employee feedback processes. such as increasing customer satisfaction. such as benefits versus career development. With more insight into their opinions and attitudes. ACCURATE & PERSONALIZED SURVEYS: By fully integrating into current HR system and utilizing existing employee information. Collect date and prepare personalized individual reports. management can establish professional development initiatives. thus reducing response time and increasing overall satisfaction. Confirm it enables creation of automated online survey & reporting processes that are 100% tailored to their business and employees. The following are just a few benefits of an employee satisfaction survey powered by Confirmit : MORE ACCURATE PERSPECTIVE: Organizations achieve a more accurate view of current policies and a more clear perspective of issues that ate of higher priority to employees than others. enterprises that value and strive for greater employee satisfaction ultimately create higher customer satisfaction. 11 . INCREASED EMPLOYEE LOYALTY By quantifying and analyzing employee attitudes and opinions. FASTER TURN AROUND: Confirm it real-time capability reduces the speed to create and deploys surveys. companies can follow-up with employees who have not completed their survey. FOLLOW-UP & REPORTIG CAPABILITIES: Using confirm it .

since employees will develop loyalty for organizations that respect them as individuals not just as workers. Typically.  Train employees. reducing lead time from months to days or hours. clear opportunities for advancement. 12 . a compelling corporate mission combined with the ability to contribute to the organization‟s success and a feeling that their skills are being effectively used and challenged.Instate of creating hundreds of thousands of results reports manually . Mentors and tuition reimbursement for job-related education. Positively impact the company‟s bottom line. One of the key steps to understanding and improving employee loyalty is by acknowledging the importance of the following factors in building loyalty and satisfaction:  Broadly . both formally and informally. Contributing factors include satisfying work. development and growth.  A corporate emphasis on employee learning.defined responsibilities rather than narrowly. they can all be automated in confirm it report providing a single platform for report viewing and analyzing furthering consistency across global organizations . consider the following element of effective strategies designed to build loyalty and retain key employees:  Include opportunities for personal growth and invest heavily in the professional development of the best people in the organization.  Acknowledge now work priorities by recognizing and responding to employees needs for greater balance in their lives. employees who enjoy their work indentify themselves with their employer and perceive that the company is flexible regarding work and family issues also intend to stay with the organization. Defined job functions. few high potential employees will stay with a company and allow themselves to grow stagnant .  Effective and regular performance evaluations. a sense of job security. A comprehensive employees satisfaction process powered by confirm it can be key to a more a motivated and loyal workforce leading to increased customer satisfaction and overall profitability for an enterprise. Even if it makes them more attractive to the competition.  Provide employees with well defined career paths (include a succession plan). In particular. a combination of factors influences employee‟s decisions to stay at their current job.  Wide-ranging employee participation in the organization as a whole. FLEXIBILITY: Global organizations can vitalize the full multi-lingual survey and reporting capabilities enabling a single platform throughout an enterprise. Confirm it is fully customizable around the organization in which it s being used and can gather process and act upon feedback from thousands to millions of customers. Without seeing an opportunity on the horizon. Specifically.

Weed out poor managers because many employees leave their jobs because they are unhappy with their bosses-remember the adage that “people don‟t leave their jobs. 13 . Demonstrate to employees that the company cares about them . Include making the rewards system consistent with strategic goals. Watch for and eliminate all inconsistencies between promoting you belief in employees and managerial behavior or policies that undermines but commitment. 5. 3. 2. Fight attrition with smart training that is not only relevant but helps broaden employee experiences and provides development opportunities. they leave their managers”. “Walk the talk” by not only communicating the corporate strategy but by also ensuring that it is applied consistently throughout the organization. wants them to advance in their careers and will help them to satisfy their need for personal growth.In short . then there are five actions organizations should take to reduce attrition and improve employee satisfaction: 1. 4.

there are individual variables which affect job satisfaction thus all those factors which provide a fit among individual variables.CHAPTER-2 LITERATURE REVIEW/THEORITICAL BACKGROUND DETERMINANTS OF JOB SATISFACTION : While analyzing the various determinants of job satisfaction. we have to keep in mind that: all individuals do not derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. Therefore. nature of job. it appears that besides the nature of job and job environment. Let us see what these factors are. INDIVIDUAL FACTORS: 14 . and the situational variables determine the degree of job satisfaction.

NATURE OF JOB: Nature of job determines job satisfaction which is in the form of occupation level and job content. starts rising up to certain stage. In their case. For example several studies have found negative correlation between the level of education. particularly at the fag end of the career. If an individual does not have favorable social and family life. These expectations are based on an individual‟s level of education. particularly higher level of education. Age: individuals experience different degree of job satisfaction at different stages of their life. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. The possible reasons for this phenomenon are like this. At the last. 2. and other factors. gets gradually reduced. applies more quickly. 3. job satisfaction goes down because of fear of retirement and future outcome. It starts rising again as the people start to asses the jobs in right perspective and correct their assumptions. Peter‟s principle which suggests that every individual tries to reach his level of incompetence. These assumptions make them more satisfied. 1. he may not feel happy at the work place. When an individual joins an organization. He may have some unrealistic assumptions about what they are going to derive from their work. Occupational level: Higher level jobs provide more satisfaction as compared to lower levels. This happens because high level jobs carry prestige and status in the society which 15 . age. Other Factors: besides the above two factors. Similarly other personal problems associated with him may affect his level of job satisfaction. when these assumptions fall short of reality.Individuals have certain expectations from their jobs. and finally dips to a low degree. and job satisfaction. However. there are other individual factors which affect job satisfaction. Level of Education: Level of education of an individual is a factor which determines the degree of job satisfaction. Job satisfaction is high at the initial stage. 1. they feel satisfied. job satisfaction goes down. If there expectations are met from the jobs.

individuals experience higher level of job supervision. like conditions of workplace and associated facilities for performing the job determine job satisfaction. Equitable Rewards: The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. formal organization is created by the management and informal organization emerges out of the interaction of individuals in the organization. Working conditions: working conditions.itself becomes source of satisfaction for the job holders. 2. In job-oriented supervision. provision of these conditions affect the individuals perception about the organization. As we shall see in the next part of text. particularly physical work environment. job and people become secondary. 16 . For example. Job content: job content refers to the intrinsic value of the job which depends on the requirement of skills for performing it. job enlargement. In employee-oriented supervision. professionals derive more satisfaction as compared to salaried people. the degree of importance attached to individuals varies. and the degree of responsibility and growth it offers. This situation decreases job 3. 2. Some of the important factors which affect job satisfaction are given below. satisfaction. These work in two ways. A higher content of these factors provides higher satisfaction. Supervision: The type of supervision affects job satisfaction as in each type of If these factors are favorable. it offers higher satisfaction. 1. there is more emphasis on the performance of the satisfaction. factory workers are least satisfied. and job enrichment. First. Situational variables: Situational variables related to a job satisfaction lie in organizational context-formal and informal. there is more concern for people which is perceived favorably by them and provides them more satisfaction. it affects job satisfaction adversely. For example. If the reward is perceived to be based on the job performance and equitable. If the reward is perceived to be based on considerations other than the job performance. a routine and repetitive job provides lesser satisfaction . Second. these provide means for job performance. the degree of satisfaction progressively increases in job rotation.

and turnover. when job satisfaction decreases. Since job satisfaction is a type of mental feeling. Opportunity for Promotion: It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment but they also attach importance to the opportunities for promotion that these jobs offer. If the present job offers opportunity of promotion in future. it provides more satisfaction. alcoholism. Effect of Job Satisfaction: Job satisfaction has a variety of effects. 2. For example. since a job is and important part of life. These effects may be seen in the context of an individuals physical and mental health. productivity increases. its favorableness or unfavourableness affects the individual psychologically which ultimately affects his physical health. the degree of satisfaction is high. 5. this may not be true in all cases. Further. and mental and physical health result from psychologically harmful jobs. such groups are cohesive. For example Lawler has pointed out that drug abuse. If the opportunity for such promotion is lacking.4. A happy worker is a productive worker. it reduces satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction. A happy worker is not necessarily a productive worker. To the extent. However. when job satisfaction increases. absenteeism. The basic logic behind this is that a happy worker will put more efforts for job performance. a worker having low expectations from his job may feel satisfied but he may not put his efforts 17 . The first view establishes a direct cause-effect relationship between job satisfaction and productivity. If the group satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction. job satisfaction influences general life satisfaction. productivity. Work Group: Individuals work in group either created formally or they develop on their own to seek emotional satisfaction at the workplace. Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. productivity decreases. Productivity: There are two views about the relationship between job satisfaction and productivity: 1.

he opts to leave the organization. The another view: that is a satisfied worker is not necessarily a productive worker explains the relationship between job satisfaction and productivity. Job performance leads to job satisfaction and not the other way round. the satisfaction on such a type of reward may help to increase productivity. If he is not able to do so. etc. 1. employee turnover is related to job satisfaction. This absence is due to lack satisfaction from the job which produces a „lack of will to work‟ and alienate a worker from work as far as possible. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance.more vigorously because of his low expectations from the job. Employee Turnover: Turnover of employees is the rate at which employees leave the organization within a given period of time. It is the former type of absence which is a matter of concern. any increase in these factors does not help to increase productivity though these factors increase job satisfaction. Various research studies also support this view. therefore. Therefore. Job satisfaction is related to absenteeism. he cannot go beyond certain output. The intrinsic reward stems from the job itself which may be in the form of growth potential. challenging job. The extrinsic reward is subject to control by management such as salary. Thus. Thus. Thus. 2. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity. in general case. bonus. Further. There are two types of rewards-intrinsic and extrinsic. when an individual feels dissatisfaction in the organization. As discussed earlier in this chapter under defense mechanism. However. it does not mean that the job satisfaction has no impact on productivity. This relationship may be explained in terms of the operation and organizational expectations from individuals for job performance. A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and. the work situation is pegged to minimally acceptable level of performance. he tries to overcome this through the various ways of defense mechanism. this view does not explain fully the complex relationship between job satisfaction and productivity. etc. 18 . Absenteeism: Absenteeism refers to the frequency of absence of a job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. this constraint affects the managements expectations from the individual in the form of lower output.

Improving Job Satisfaction: Job satisfaction plays significant role in the organization. When the six factors were low. job satisfaction was high. job satisfaction is not the only cause of employee turnover. managers should take concrete steps to improve the level of job satisfaction. These factors are similar to what we have found in other organizations. As part of a larger project whose goal was to create an employee-driven. in the present context. job satisfaction was low. linking rewards with performance. the rate of turnover of computer software professionals is very high in India. and improving overall organizational climate. these professionals leave their organizations not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad. These steps may be in the form of job redesigning to make the job more interesting and challenging. improving quality of work life.However. For example. However. survey-improvement process six factors that influenced job satisfaction. Therefore. 19 . the other cause being better opportunity elsewhere. When these six factors were high.

Opportunity: Employees are more satisfied when they have challenging opportunities at work. jobs with a satisfying degree of 20 . This includes chances to participate in interesting projects.

Employees are more satisfied when their managers are good leaders. They simply demonstrate achievement Stress. team Leadership. Manage the number of interruptions employees have to endure while trying to do their jobs.challenge and opportunities for increased responsibility. Review work procedures to remove unnecessary "red tape" or bureaucracy. striving for excellence or just taking action. special assignments-as well as promotions. Divide jobs into levels of increasing leadership and responsibility.  Some organizations utilize exercise or "fun" breaks at work. This includes motivating employees to do a good job. When negative stress is continuously high. Actions:    Promote from within when possible." As organizations have become flatter. job satisfaction is low. Promote a balance of work and personal lives. Make sure that senior managers model this behavior. Jobs are more stressful if they interfere with employees' personal lives or are a continuing source of worry or Actions:  concern. Reward promising employees with roles on interesting projects. Promotions can be rare. People have found challenge through projects. Important: this is not simply "promotional opportunity. It may be possible to create job titles that demonstrate increasing levels of expertise.    Distribute work evenly (fairly) within work teams. Actions: 21 . Leadership. which are not limited by availability of positions.

Be consistent in your reward policies. Trap: be cautious of slick. Celebrate achievements in quality. Work Standards.Employeesare more satisfied when their entire workgroup takes pride in the quality of its work. the effort they have put forth. experience less stress. If your wages are competitive. Rewards can include a variety of benefits and perks other than money. employees who are rewarded fairly. the work they have done well and the demands of their jobs. Fair Rewards. Actions:     Make sure rewards are for genuine contributions to the organization. Quality gains importance when employees see its impact on customers. make sure employees know this. Make sure your managers are well trained. Actions:  Encourage communication between employees and customers. "packaged" campaigns that are perceived as superficial and patronizing.  People respond to managers that they can trust and who inspire them to achieve meaningful goals. Employees are more satisfied when they feel they are rewarded fairly for the work they do. 22 .  Develop meaningful measures of quality. It can be learned. As an added benefit. Consider employee responsibilities. Adequate Authority. Leadership combines attitudes and behavior.

Their successes don't have to be monumental before they deserve recognition. If you do not have an open position to which to promote a valuable employee. take the time to acknowledge their good work immediately. Write them a kind note of praise. Or give them a bonus."  Ask. he or she has achieved. support employees by allowing them to pursue further education. When feasible. but your praise should be sincere. consider giving him or her a new title that reflects the level of work. Individuals at all levels of the organization want to be recognized for their achievements on the job. You may even want to establish a formal recognition program. Later reviews may identify innovative "best practices. which ones would make the biggest difference in your job?" 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. 23 . If you notice employees doing something well. if appropriate." Advancement. Establish work goals but let employees determine how they will achieve those goals. Recognition. Allow employees to have input on decisions that will affect them. "If there were just one or two decisions that you could make. which will make them more valuable to your practice and more fulfilled professionally. and Are more productive. Actions: When reasonable:    Let employees make decisions.Employees are more satisfied when they have adequate freedom and authority to do their jobs. such as "employee of the month. Publicly thank them for handling a situation particularly well. Reward loyalty and performance with advancement.

Job satisfaction is good not only for employees but employers, too; it increases productivity and decreases staff turnover.

An organization's policies, if unclear or unfair, can stand in the way of employee satisfaction.

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Employees need a reasonable amount of social interaction on the job. Employees also need some degree of personal space, which diffuses tension and improves working conditions.

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To begin motivating employees, help them believe that their work is meaningful. To help employees achieve on the job, provide them with ongoing feedback and adequate challenge

 

When your employees do good work, recognize them for it immediately. To increase an employee's sense of responsibility, do not simply give them more work; give them freedom and authority as well.

You can help employees advance in their professional lives by promoting them, when appropriate, or encouraging continuing education.

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CHAPTER-3
TELECOM SECTOR IN INDIA
The Indian telecommunication industry, with about 600.69 million mobile phone connections as of February 2010, is the third largest telecommunication network in the world and the second largest in terms of number of wireless connections of 563.73 million. The Indian telecom industry is one of the fastest growing in the world and is projected that India will have billion plus mobile users by 2015. Projection by several leading global consultancies is that India‟s telecom network will overtake China‟s in the next 10 years. For the past decade or so, telecommunication activities have gained momentum in India. Efforts have been made from both governmental and non-governmental platforms to enhance the infrastructure. The idea is to help modern telecommunication technologies to serve all segments of India‟s culturally diverse socity, and to transform it into a country of technologic ally aware people. Growth This rapid growth has been possible due to various proactive and positive decisions of the Government and contribution of both by the public and the private sector. The rapid strides in the telecom sector have been facilitated by liberal policies of the Government that provide easy market access for telecom equipment and a fair regulatory framework for offering telecom services to the Indian consumers at affordable prices. Wire line Vs Wireless It has also undergone a substantial change in terms of mobile versus fixed phones and public versus private participation. The preference for use of wireless phones has also been predominant in the sector. Participation of the private entities in the telecom sector is rapidly increasing rate there by presenting the enormous growth opportunities. There is a clear distinction between the Global Satellite Mobile Communication (GSM) and Code Division Multiple Access (CDMA) technologies used and the graph below shows the divide between the two. Segment wise Status Wire line Services With increasing penetration of the wireless services, the wire line services in the country is becoming stagnant. On the other hand, Broadband demand has picked up and promises to stabilise fixed line growth. 25

GSM Sector

In terms of the Global System for Mobile Communication (GSM) subscriber base this now places India third after China and Russia. China had 401.7 million GSM subscribers. CDMA Services CDMA technology was introduced in India as a limited mobility solution. The introduction of CDMA services has created competition, lowered tariffs and offered many citizens access to communication services for the first time. Internet Services Internet services were launched in India on August 15, 1995. In November 1998 the government opened up the sector to private operators. A liberal licensing regime was put in place to increase Internet penetration across the country. The growth of IP telephony or grey market is also a serious concern. Government loses revenue, while unlicensed operation by certain operators violates the law and depletes licensed operators market share. New services like IP-TV and IP-Telephony are becoming popular with the demand likely to increase in coming years. The scope of services under existing ISP license  History and Reforms in Indian Telecom Sector:India‟s telecom sector has been doing exceptionally well in past decade. Its structural and institutional reforms have provided tremendous growth opportunity to this sector. India has nearly 200 million telephone lines making it the third largest network in the world after China and USA. With a growth rate of 45%, Indian telecom industry has the highest growth rate in the world. The first reforms in Indian telecommunications sector began in 1980s when the private sector was allowed in telecommunications equipment manufacturing. In 1985, Department of Telecommunications (DOT) was established. Indian Telecom Policy:After 1991‟s liberalization in Government‟s policies, the telecom sector has allowed various private players to enter into the Indian market. Earlier, sector was operating under public 26

” has been among the chief beneficiaries of the post-1991 liberalization. sometimes considered the “poster-boy for economic reforms.” and carved the Department of Telecommunications (DOT) out of the Department of Posts and Telegraph. for example. the Telecom Regulatory Authority of India (TRAI). has earned a reputation for transparency and competence. Unlike electricity. With the recent resolution of a major dispute between cellular and fixed operators. and arguably in the world. Despite several hiccups along the way. Mahanagar Telephone Nigam Limited (MTNL) and Videsh Sanchar Nigam Limited (VSNL) but after the National Telecom Policy (NTP) by Government in 1994 many private players entered in Indian telecommunication market. For a time he also even considered corporatizing the DOT. The sector. Market oriented reforms have also been facilitated by lobbying from India‟s booming technology sector.” and thus less subject to electoral calculations. before succumbing to 27 . But this market is regulated by Telecommunication Regulatory Authority of India (TRAI). While telecom liberalization is usually associated with the post-1991 era. Rajiv Gandhi proclaimed his intention of “leading India into the 21st century. where reforms have been stalled. Indian telecommunications today benefits from among the most enlightened regulation in the region. the seeds of reform were actually planted in the 1980s. Indian telecommunications already among the most competitive markets in the world appears set to continue growing rapidly. telecommunications has generally been seen as removed from “mass concerns. At that time. whose continued success of course depends on the quality of communications infrastructure. It acts as an independent regulator of the business of telecommunications in the country which was set up in 1997 by the government of India. the independent regulator.sector giants like Bharat Sanchar Nigam Limited (BSNL).

India continues to derive substantial revenue from license fees ($800 million in 2001-2002). the incumbent‟s many challenges to its authority. At that time the government‟s New Telecommunications Policy (NTP-99) switched from a fixed fee license to a revenue sharing regime of approximately 15%. Another. leading some critics to suggest that the government has abrogated its responsibilities as a regulator to those as a seller.union pressure. Still. transparency and an increasing level of competence. Private operators complained that the licensor – the DOT – was also the incumbent operator. competition in India‟s telecom sector did not really become a reality until 1999. The many stringent conditions attached to licenses were thus seen by many as the DOT‟s attempt to limit competition. that telecommunications liberalization really took off. problem with India‟s initial attempts to introduce competition was the lack of regulatory clarity. each of which would contain two fixed operators (including the incumbent). the nation‟s first independent telecom regulator. These and other reforms were limited by the unstable coalition politics of the late 1980s. the government released its National Telecommunications Policy (NTP-94). when the courts repeatedly held that regulatory power lay with the central 28 . Under the government‟s new policy. It was in response to such concerns that the government in 1997 set up the Telecom Regulatory Authority of India (TRAI). It was not until the early 1990s. TRAI has earned a growing reputation for independence. He also introduced private capital into the manufacturing of telecommunications equipment. As a result. which allowed private fixed operators to take part in the Indian market for the first time (cellular operators had been allowed into the four largest metropolitan centers in 1992). In a compromise. and two mobile operators. It had to contend with political interference. confronted with far less lucrative networks than they had supposed. Early on. and is expected to be reduced even further over the coming years. In 1994. This figure has subsequently been lowered (to 10%-12%). As groundbreaking as NTP-94 was. which had previously been a DOT monopoly. and with the general momentum for economic reforms. its implementation was unfortunately marred by regulatory uncertainty and over-bidding. perhaps even more significant. when the political situation stabilized. the regulator was beleaguered on all fronts. Throughout the late 1990s. to operate international telecom services. TRAI‟s authority was steadily whittled away in a number of cases. Over the years. however. A number of operators were unable to live up to their profligate bids and. and Videsh Sanchar Nigam Limited (VSNL). India was divided into 20 circles roughly corresponding to state boundaries. pulled out of the country. to serve Delhi and Bombay. Gandhi created two DOT-owned corporations: MahanagarTelephone Nigam Limited (MTNL). and accusations of ineptitude by private players.

COMPANY PROFILE Vodafone Essar in India is a subsidiary of Vodafone Group Plc and commenced operations in 1994 when its predecessor Hutchison Telecom acquired the cellular license for Mumbai. In Fixed line. a catalyst. completed the acquisition of Hutchison Essar in May 2007 and the company was formally renamed Vodafone Essar in July 2007. MTNL and BSNL have captured major part of the market.The start of a new conversation.The Vodafone mission is to be the communications leader in an increasingly connected world – enriching customers‟ lives. can be further divided into two parts: Global System for Mobile Communications (GSM) and Code Division Multiple Access (CDMA). will be transitioned to Vodafone across India. helping individuals. the world‟s leading mobile telecommunication company.1million customers The Essar group is one of the India‟s largest corporate houses with interest spanning themanu facturing & service sector like steel. Coming just a year after NTP-99. shipping and logistics and engineering and constructions. Vodafone Essar had announced on this day that the Vodafone brand will be launched in India from 21st September onwards. Today. Reliance. Hutch. It was not until 2000. Idea etc. and gas. Airtel. the act marks something of a watershed moment in the history of India telecom liberalization. with the passing of the TRAI Amendment Act. 2007 Mumbai. The popular and endearing brand. has fully arrived in India on Sep 19. power telecom and BPO. There are basically two areas in which these players operate: Fixed andCellular Services. the world‟s leading international mobile communications company. Vodafone Essar in India is a subsidiary of Vodafone Group Plc and commenced operations in 1994when its predecessor Hutchison Telecom acquired the cellular 29 . Tata. Vodafone Essar now has operations in 16 circles covering 86% of India's mobile customer base. Vodafone. 200 billion (US$4. This marks significant chapter in the evolution of Vodafone as a dynamic and ever-growing brand. that the regulatory body really came into its own.9 billion) and employs over 4000 people. oil. Whereas. The group has an asset base of over Rs. with over 41. Vodafone. there are many private players like Vodafone. businesses and communities be more connected by delivering their total communication needs. Cellular Services.government. Vodafone‟s logo is a true representation of that belief . a trigger. a mark of true pioneering.

with over 34. Vodafone is spending somewhere in the region of Rs 250 crore on this high-profile transition. the 'Best Mobile Service in the country' and the 'Most Creative and Most Effective Advertiser of the Year'. The Essar Group is a diversified business corporation with interests spanning the manufacturing and service sectors like Steel. Over the years. Communications. Vodafone Essar. Vodafone has partnered with the Essar Groups its principal joint venture partner for the Indian market. has been named the 'Most Respected Telecom Company'. Vodafone is the world's leading international mobile communications company. Power.000 people. The Group has an asset base of over Rs. It now has operations in 25 countries across 5 continents and 40 partner networks with over 220 million customers worldwide.license for Mumbai. Energy.400 billion (US$ 10 billion) and employs over 20.1million customers. Hutch Becomes Vodafone In one of the biggest brand transition exercises in recent times. Vodafone Essar now has operations in 16 circles covering 86% of India‟s mobile customer base. Hutch. under the Hutch brand. Shipping & Logistics and Construction. 30 . India‟s fourth-largest mobile service provider will be renamed Vodafone.

Vodafone has acquired 67 per cent in Hutchison Essar from Hong Kong-based Hutchison Whampoa. The brand change that will touch 3.5 crore customers and four lakh shops and employees will be executed through a media blitz and the pug. Leading broadcaster Star India has entered into an exclusive deal with Vodafone Essar for the latter's re-branding campaign to Vodafone from Hutch.'' a news agency quoted the company statement as saying. The brand change over the next few weeks will be unveiled nationally through a high profile campaign covering all important media. which had become famous with its network advertisement. ''This marks a significant chapter in the evolution of Vodafone as a dynamic and evergrowing brand. and completed the acquisition of Hutchison Essar in May 2007. will remain. Financial Results 31 .

Then it also targeted business users and high-end post-paid customers which helped Hutchison Essar to consistently generate a higher Average Revenue Per User ("ARPU") than its competitors. and these are shown in the first table below. It has issued results amended to IFRS standards for its 31 March 2004 and 31 March 2005 year ends for information purposes. principally in relation to the Mannesmann acquisition. Proportionate turnover is not an official accounting measure and Vodafone‟s proportionate turnover should be compared with other companies' statutory turnover. if a business in which it owns a 45% stake has turnover of £10 billion that equals £4. eg. if an operator in which it has a 30% stake has 10 million customers that equals 3 million proportionate Vodafone customers.100 million from discontinued operations. In 2006. it was able to establish leading positions in India's largest markets providing the resources to expand its footprint nationwide. Vodafone has some large minority stakes.in cities like Mumbai. By the time of Hutchison Telecom's Initial Public Offering in 2004. For example. Vodafone also produces proportionate customer number figures on a similar basis. Delhi and Kolkata. This is a common practice in the mobile telecommunications industry Losses for year to 31 March 2006 reflect write downs of assets. it announced the acquisition of a company that held licence applications for the seven remaining licence areas. Analjit Singh of Max still holds 12% in company. the company grew its business in the largest wireless markets in India . Hutchison Whampoa had acquired interests in six mobile telecommunications operators providing service in 13 of India's 23 licence areas and following the completion of the acquisition of BPL that number increased to 16.From its 31 March 2006 year end onwards Vodafone will report its results in accordance with International Financial Reporting Standards (IFRS). On these densely populated urban areas it was able to establish a robust network.5 billion of proportionate turnover for Vodafone. In order to provide additional information on the overall scale and growth trends of its business it publishes "proportionate turnover" figures and these are included in the tables below.Growth of Hutchison Essar (1992-2005): In 1992 Hutchison Whampoa and its Indian business partner established a company that in 1994 was awarded a licence to provide mobile telecommunications services in Mumbai (formerly Bombay) and launched commercial service as Hutchison Max in November 1995. 32 . Proportionate turnover includes £7. a strategic and well managed business plan is critical to success. well known brand and large distribution network -all vital to long-term success in India. which are not included in its consolidated turnover. By adopting this focused growth plan. Initially. In a country growing as fast as India.

Hutch was often praised for its award winning advertisements which all follow a clean. 'Uttar Pradesh West' and 'West Bengal' 2005: Acquired BPL. Uttar Pradesh East and Haryana telecom circles and renamed it under Hutch brand 2004: Launched in three additional telecom circles of India namely 'Punjab'. another mobile service provider in India 2008: Vodafone acquired Dishnet Wireless. Another recent successful ad campaign in 2003 featured a pug named Cheeka following a boy around in unlikely places. A recurrent theme is that its message Hello stands out visibly though it uses only white letters on red background. with the tagline.In February 2007. minimalist look. 2008: Vodafone launched the Apple iPhone 3G to be used on its 17 circle 2G network. a service provider in Orissa and has successfully launched its services in the following circle. 1992: Hutchison Whampoa and Max Group established Hutchison Max 2000: Acquisition of Delhi operations Entered Calcutta and Gujarat markets through ESSAR acquisition 2001: Won auction for licences to operate GSM services in Karnataka. Wherever you go. expenses and interests) of approximately US$11. Andhra Pradesh and Chennai 2003: Acquired AirCelDigilink (ADIL .Essar Subsidiary) which operated in Rajastan. our network follows. Hutchison Telecom announced that it had entered into a binding agreement with a subsidiary of Vodafone Group Plc to sell its 67% direct and indirect equity and loan interests in Hutchison Essar Limited for a total cash consideration (before costs. The simple yet powerful advertisement campaigns won it many admirers.1 billion or HK$87 billion. Mission : HAPPY TO HELP 33 .

the Group had 260 million customers. It has operations in 25 countries across 5 continents and 40 partner networks. Vodafone‟s logo is a true representation of that belief -The start of a new conversation. Helping Individuals. Asia Pacific and the United States thr ough the Company's subsidiary undertakings. based on the registered customers of mobile telecommunications ventures in which it had ownership interests at that date.To Be The Communications Leader In An Increasingly Connected World – Enriching Customers‟ Lives. Under the terms of these Partner Network Agreements. At 31 March 2008. Vodafone Group Plc is the world's leading mobile telecommunications company. the Middle East. During the last two financial years. The Group's mobile subsidiaries operate under the brand name 'Vodafone‟. the Group has also entered into arrangements with network operators in countries where the Group does not hold an equity stake. Businesses and Communities Be More Connected by Delivering Their Total Communication Needs. with a significant presence in Europe. a mark of true pioneering. associated undertakings and investments. Africa. the Group and its partner networks co-operate in the development and marketing of global services under dual brand logos. a catalyst. joint ventures. a trigger. 34 .

Then known as “Racal Telecom Limited” . It was fully demerged from Racal Electronics Plc and became an independent company in September 1991. at which time it changed its name to Vodafone Group Plc.HISTORY Vodafone was formed in 1984 as a subsidiary of Racal Electronics Plc. 35 . Approximately 20% of the company's capital was offered to the public in October 1988.

and in the other seven markets Vodafone has majority-controlled subsidiaries. ("Proportionate customers" means. Inc. The loss for the year from continuing operations was £17. won one of two UK cellular telephone network licenses. The network. following approval by the shareholders in General Meeting. Vodafone currently has equity interests in 25 countries and Partner Networks (networks in which it has no equity stake) in a further 39 countries." At 31 January 2007 Vodafone had 200 million proportionate customers in 25 markets across 5 continents. On 30 May 2006. In September 1988 the company was again renamed Racal Telecom and on 26 October 1988 36 . („Air Touch‟). Vodafone Group Plc.2 billion and the bottom line loss for the financial year was £21.9 billion for 2005.8 billion. that if Vodafone has a 30% stake in a business with a million customers. India. The company was pushed into loss by impairment charges of £23.Its merger with Air Touch Communications. reverted to its former name. for example. the biggest loss in British corporate history. that is counted as 300.5 billion. Spain. the company changed its name to Vodafone Air Touch Plc on 29 June 1999 and. Vodafone‟s original logo was used until the introduction of the speech mark logo in 1998. known as Racal Vodafone was 80% owned by Racal. On 29 December 1986 Racal Electronics bought out the minority shareholders of Vodafone for GB£110 million..000). Italy. The name Vodafone comes from Voice data fone. Egypt and the United States. Germany. Vodafone was launched on 1 January 1985.6 billion in relation to its discontinued business in Japan. Turkey. The eight markets where it has more than ten million proportionate customers are the United Kingdom. which related to the acquisition of Mannesmann several years earlier.S.4 billion before impairment costs. Racal Strategic Radio was renamed Racal Telecommunications Group Limited in 1985. with Millicom and the Hambros Technology Trust owning 15% and 5% respectively. on 28July 2000. with an operating profit on continuing operations of £9. At an operating level it remained highly profitable. On this measure it is the second largest mobile telecom group in the world behind China Mobile. these customers come via its minority stake in Verizon Wireless. the company announced a loss before tax of £14. and losses of £4. chosen by the company to "reflect the provision of voice and data services over mobile phones. In the U. In 1982 Racal Electronics plc's subsidiary Racal Strategic Radio Ltd.

a service provider with 21 stores. in a defensive move.2% stake in E-Plus Mobile funk. In 1997 Vodafone introduced its Speech mark logo. Inc. as it is a quotation mark in a circle. of Jaipur is explained with the help of following diagram Marketing Head Product Marcum 37 .Racal Electronics floated 20% of the company. The flotation valued Racal Telecom at GB£1. The acquisition gave Vodafone a 35% share of Mannesmann. suggesting conversation. a 181 store chain whose customers were overwhelmingly using Vodafone's network. On 21 September 1999 Vodafone agreed to merge its U. Vodafone purchased Peoples Phone for £77 million. In a similar move the company acquired the 80% of Aztec Communications that it did not own. Trading of the new company commenced on 30 June 1999. The merger was completed on 4 April 2000.S. and changed its name to Vodafone air touch plc. Vodafone sold its 17. In July 1996 Vodafone acquired the two thirds of Talk land it did not already own for £30. On 29 June 1999 Vodafone completed its purchase of Air Touch Communications.7 billion. Structure Marketing Department The structure of marketing department of Vodafone Essar Ltd. owner of the largest German mobile network. On 16 September 1991 Racal Telecom was demerged from Racal Electronics as Vodafone Group. the O's in the Vodafone logotype are opening and closing quotation marks. To approve the merger. wireless assets with those of Bell Atlantic Corp to form Verizon Wireless.6 million. On 19 November 1996.

Product and Marcum. Creative Outdoor Tie-ups VAS Roaming New Biz Acquisition Usage &Retention Acquisition Usage &Retention There are 2 departments under Marketing Head. Postpaid. PRODUCT PROFILE Prepaid Service Go mobile with a Vodafone Prepaid cell mobile phone and control how much you spend with the best Prepaid cellphone tariff plan. Product department deals with designing new offerings and up-dation in existing schemes. eTopUp and Direct Top-Up. Postpaid Service 38 . Buy a special Prepaid mobile handset for your Vodafone Prepaid cellphone connection with our Prepaid mobile handset offers. so that you can stay connected wherever you are. as well as retention of customers whereas Marcum deals with Promotion through designing new posters and other events. It‟s easy to find a Prepaid recharge topup too: we‟ve got Prepaid outlets everywhere.Prepaid. To keep talking without any talktime or validity hassles make use of our flexible recharging options for your Vodafone Prepaid SIM cards: Prepaid recharge cards.

World Calling Cards are available at your nearest Vodafone Store. Make the most out of every penny you spend by choosing the right Vodafone Postpaid talkplan. emails and more. You can make one yours for as little as Rs 1999.Without having to route information over the internet.Go Vodafone with a new Vodafone Postpaid connection and talk without worrying about your bill. World calling card World Calling Card from Vodafone is a Prepaid long distance calling card that you can use with your Vodafone Prepaid and Postpaid mobile phones to make ISD & STD calls. Data card service EGDA Data card Vodafone Mobile Data VPN Now access your corporate intranet.including low call rates. From anywhere in the world . laptops and mobile devices. And a greater ROI from people. Vodafone Handy phone Introducing the landline that‟s loaded with all the features of a cell phone . That‟s right – you don‟t need individual ISD calling cards and STD calling cards anymore. networks. And Vodafone Handyphonearen‟t that expensive either. Become a Vodafone Postpaid user with a Postpaid mobile handset for your SIM by making use of Vodafone‟s mobile handset offers. And if you want to know which plan suits your usage best. directly through your Vodafone mobile phone with GPRS/ EDGE or on your laptop. Ensure a quicker response to customers and increased productivity. Vodafone Mini Store or at any shop that displays the “World Calling Card” sign. Plus no security deposit. With the help of this Prepaid World Calling Card. It even supports 3G speeds! 39 . It‟s easy to buy World Calling Cards in India. ask us – we‟ll be happy to help. you can keep a tab on your long-distance call expenses. USB Stick U can make the most of my Internet connection with Vodafone‟s sleek plug & play Mobile Connect USB stick.

No need for an ISP subscription or a modem! I just plug my mobile phone into my PC or laptop and start browsing – anytime. anywhere. Vodafone Mobile 3G Service 40 .Mobile Connect U can always connected with direct Internet access through my Vodafone mobile phone.

Vodafone bought the operator. The revolutionary Vodafone Loaded Cards bring pre-paid customers the same prices andadvantages as for tariff customers. (February) Vodafone reaches 200 million customers (January) 2006 41 . a leading operator in the fast growing Indian mobile market. taking over from Grahame Maher. (October) Vodafone announces completion of the acquisition of Hutch Essar from Hutchison Telecommunications International Limited. 2007 Vodafone agrees to acquire Tele2 Italia SPA and Tele2 Telecommunication Services SLU from Tele2 AB Group.Key Milestone 2008 Muriel Anton became Vodafone Czech Republic‟s General Manager. Vodafone offered the new iphone 3G without long-term contracts. (May) Vodafone agrees to buy a controlling interest in Hutchison Essar Limited. and dramatically strengthened our position in the corporate customer arena. Broad Net. (February) Vodafone announces agreements with both Microsoft and Yahoo! to bring seamless Instant Messaging (IM) services to the mobile which can be accessed from both the PC and mobile handsets.

Japan business sold to Softbank. (August) The number of Vodafone lives! Customers with 3G reached 10 million in March 2006. 2005 Completed the acquisition of MobiFonS. 14 Partner Networks with new agreements in Cyprus. internet and corporate applications access for the US and Europe. Launch of mobile TV capability and Vodafone Radio DJ.Sale of 25% stake in Switzerland's Swisscom (December) Sale of 25% stake in Belgium's Proximus . a voice roaming price plan that provides customers with greater price clarity when using mobile voice services abroad (May). 42 . Vodafone live! With 3G launched in 13 markets (November). 2003 At the GSM Association Awards Ceremony in Cannes.Italy and Germany . „Make the most of now‟ global marketing campaign launched. Verizon Wireless and Vodafone co-operate on laptop e-mail. The trial enables customers to purchase physical and digital goods using their mobile phone. a new easy-to-use service for customers who want to use voice and text services with minimum complexity (May). interactive radio service streamed to 3G phones and PCs. 3G broadband through HSDPA launched offering faster than 3G speeds.c. (Czech Republic) (May). which offers a personalized. Acquired Telsim Mobil TelekomunikasyonHizmetleri (Turkey) in May 2006 . Launch of Vodafone Simply. Best Consumer Wireless Application or Service Best Television or Broadcast Commercial for its global consumer service Vodafone live! Premium handsets for Vodafone live! The Sharp GX10. we won the mobile industry‟s most prestigious awards in two categories. Hong Kong and Luxembourg.A. 2004 Launched our first 3G service in Europe with Vodafone Mobile Connect 3G/GPRS data card . Vodafone live! Attracts 1 million customers in its first six months. ArunSarin succeeds Sir Christopher Gent as Chief Executive. 2002 Trial global mobile payment system in the UK . France. won the Best Wireless Handset Award for the Sharp Corporation. Introduction of Vodafone Passport. (Romania) and Oskar Mobile a.

In November. The campaign features TV.Eircell. a new business proposition. 2001 Acquired Ireland's leading mobile communications company . a new consumer proposition. a faster and more efficient way to communicate using text messages via SMS or WAP . intranet and personalized information on their mobile phones. First Vodafone Partner Agreement with TDC Mobil A/S. In October. guided by the Group Social Investment Policy. calendar and other business specific applications whilst onthe move. The Vodafone Group Foundation is launched. Customers are able to seamlessly access services such as corporate e-mail. Vodafone and China Mobile (Hong Kong) ltd (CHMK) sign a 'strategic alliance agreement'. he agreement is the first of its kind in the mobile industry and means Vodafone and TDC Mobil will cooperate in developing. announce the launch of Vodafone live!.Launched the first commercial European GPRS roaming service . with plans to contribute £20 million to community programs. and Mobile Office. online and outdoor media. Introduced instant messaging to our networks. First global communications campaign launched in August . 43 . each version asking the question. Vodafone Remote Access is launched as part of Mobile Office. print. The Group completes the acquisition of a 25% stake in Swisscom Mobile. cinema. Denmark's leading mobile operator. marketing and advertising international roaming products and services to international travelers and corporate customers. The service gives business customers an easy way to connect to their corporate LAN to access e-mail. laptops r PDAs over GPRS. 'How are you?'.

all 50 employees (100%) agreed to the point that yes they are satisfied with their job and no employees disagreed to the point .From this data it can be concluded that 100% of employees are in agreement. Yes 50 No 0 Table-1 1 Yes No Satisfied Interpretation: The graphical result show that out of 50 employee who were considered as the sample size. this study is based on a survey conducted in different departments of Vodafone Spacetel Limited. Generally speaking.CHAPTER-4 Data Analysis and Interpretation: Data analysis is done by evaluating the questionnaire and the evaluation was done with the help of Microsoft Excel. As stated earlier. 1. 44 . I am very satisfied with this job. My opinion of myself goes up when I do this job well. The interpretation was done individually for each question which is as follows. 2. The interpretation was done by calculating percentages and with the help of pie charts.

3.14 employees (70%) strongly agreed to the point that their opinion goes up when they do the job well. Strongly agree Agree Neither agree Disagree Strongly disagree nor disagree 20 0 0 Table-3 0 0 45 .I am generally satisfied with the feeling of worthwhile accomplishment I get from doing this job.Strongly agree Agree Neither agree Disagree Strongly disagree nor disagree 14 6 0 Table-2 0 0 2 Strongly agree Neither agree nor disagree Strongly disagree 0% 30% 70% 0% Agree Disagree Fig-2 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size. They were no employees who disagreed and strongly disagreed. 6 employees (30%)agreed to thepoint that their opinion goes up when they do the job well. From this data it can be concluded that 100% of employees are in agreement.

They were no employees who disagreed. Strongly agree Agree Neither agree Disagree Strongly disagree nor disagree 0 0 0 9 11 Table-4 46 . all employees(100%) strongly agreed to the point that they aresatisfied with the feeling of worthwhile accomplishment I get from doing this job.3 Strongly agree Neither agree nor disagree Strongly disagree 0% 0% Agree Disagree 100% Fig-3 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size. From this data it can be concluded that 100% of employees are in agreement 4. Most of the things I have to do on this job seem useless or trivial.

0% 0% 0% 4 Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 45% 55% Fig-4 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size. 9 employees(45%) strongly disagreed to the point that Most of the things they have to do on this job seem useless or trivial. They were no employees who strongly agreed. From this data it can be concluded that 100% of employees are in agreement. 5)I usually know whether or not my work is satisfactory on this job. Strongly agree Agree Neither agree Disagree Strongly disagree nor disagree 0 12 3 Table-5 5 0 47 . 11 employees (55%) strongly disagreed to the point that Most of the things they have to do on this job seem useless or trivial.

12 employees (60%) agreed to the point that they usually know whether or not their work is satisfactory on this job. Strongly agree Agree Neither agree Disagree Strongly disagree 0 Table-6 0 nor disagree 17 3 0 48 . 5 employees (25%) disagreed to the point. 6) I feel great sense of personal satisfaction when I do this job well. From this data it can be concluded that 75% of employees are in agreement 12% employees are in neither agreement nor disagreement.5 Strongly agree Neither agree nor disagree Strongly disagree 0% 0% 25% 15% 60% Agree Disagree Fig-5 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size. There were no employees who strongly disagreed. 3 employees(15%) neither agreed nor disagreed to the point.

3 employees (15%)agreed to the point. 7) The work I do on this job is very meaningful to me. From this data it can be concluded that 100 % of employees are in agreement. 17 employees (85%) strongly agreed to the point that they feel great sense of personal satisfaction when they do this job well. There were no employees who strongly disagreed.6 Strongly agree Neither agree nor disagree Strongly disagree 0% 0% 0% 15% Agree Disagree 85% Fig-6 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size. Strongly agree Agree Neither agree Disagree Strongly disagree 0 Table-7 0 nor disagree 15 5 0 49 .

There were no employees who strongly disagreed. 8)I feel a very high degree of personal responsibility for the work I do on this job. 5 employees (25%)agreed to the point. Strongly agree Agree Neither agree Disagree Strongly disagree nor disagree 13 5 2 Table-8 0 0 50 .7 Strongly agree Neither agree nor disagree Strongly disagree 0% 0% 0% 25% Agree Disagree 75% Fig-7 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size. From this data it can be concluded that 100 % of employees are in agreement. 15 employees (75%) strongly agreed to the point that The work they do on this job is very meaningful to them.

I frequently think of quitting this job. There were no employees who strongly disagreed.8 Strongly agree Neither agree nor disagree Strongly disagree 0% 0% 10% 25% 65% Agree Disagree Fig-8 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size. 2 employees(10%) neither agreed nor disagreed to the point that that they feel a very high degree of personal responsibility for the work they do on this job.and 10% employees are in neither agreement nor disagreement. From this data it can be concluded that 90 % of employees are in agreement. 13 employees(65%) strongly agreed to the point that they feel a very high degree of personal responsibility for the work they do on this job. 9. Strongly agree Agree Neither agree Disagree Strongly disagree 14 Table-9 2 nor disagree 0 0 4 51 . 5 employees (25%)agreed to the point that that they feel a very high degree of personal responsibility for the work they do on this job.

14 employees (70%) agreed to the point that they frequently think of quitting this job. 2 employees (10%) strongly disagreed to the point that they frequently think of quitting this job. 10) I feel bad and unhappy when I discover that I have performed poorly on this job Table-10 Strongly agree Agree Neither agree Disagree Strongly disagree 0 0 nor disagree 6 14 0 52 . 0 employees (0%) agreed to the point that they frequently think of quitting this job. 4 employees (20%) neither agreed nor disagreed to the point that they frequently think of quitting this job.9 Strongly agree Neither agree nor disagree Strongly disagree 0% 0% 10% 20% Agree Disagree 70% Fig-9 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size.it can be concluded that 80% of employees are in agreement and 10% employees are in neither agreement nor disagreement.

14 employees (70%) neither agreed nor disagreed to the point thattheyfeel bad and unhappy when they discover that they have performed poorly on this job. Strongly agree Agree Neither agree Disagree Strongly disagree 12 Table-7 3 nor disagree 0 0 5 53 . 11) I often have trouble figuring out whether I am doing well or poorly on this job.. There were no employees who strongly disagreed. 6 employees (30%) agreed to the point that theyfeel bad and unhappy when they discover that they have performed poorly on this job.10 Strongly agree Neither agree nor disagree Strongly disagree 0% 0% 0% 30% 70% Agree Disagree Fig-10 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size. From this data it can be concluded that 100 % of employees are in agreement.

5employees (25%) neither agreed nor disagreed to the point that they often have trouble figuring out whether they are doing well or poorly on this job. 12) I feel I should personally take the credit or blame for the result of my work on this job.11 Strongly agree Neither agree nor disagree Strongly disagree 0% 0% 15% 25% Agree Disagree 60% Fig-11 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size. Strongly agree Agree Neither agree Disagree Strongly disagree 9 Table-7 0 nor disagree 0 0 11 54 .12 employees(60%) disagreed to the point that they often have trouble figuring out whether they are doing well or poorly on this job. . And 25% of employees are in neither agreement nor disagreement. and 3 employee (15%)Strongly disagreed to the point that they often have trouble figuring out whether they are doing well or poorly on this job From this data it can be concluded that 75 % of employees are in agreement.

And 55% of employees are in neither agreement nor disagreement. Strongly agree Agree Neither agree Disagree nor disagree 16 4 0 0 Strongly disagree 0 55 .No one Strongly disagreed to the point that theyfeel they should personally take the credit or blame for the result of their work on this job. 11 employees (55%) neither agreed nor disagreed to the point that theyfeel they should personally take the credit or blame for the result of their work on this job. 13) I am generally satisfied with the kind of work I do in this job.From this data it can be concluded that45 % of employees are in disagreement.12 Strongly agree Neither agree nor disagree Strongly disagree 0% 0% 0% 45% 55% Agree Disagree Fig-12 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size. 9 employees(45%) disagreed to the point that theyfeel they should personally take the credit or blame for the result of their work on this job.

4 employees (20%) agreed to the point that that they are generally satisfied with the kind of work they do in this job. 16 employees (80%) strongly agreed to the point that they aregenerally satisfied with the kind of work they do in this job.Table-7 13 Strongly agree Neither agree nor disagree Strongly disagree 0% 0% 0% 20% Agree Disagree 80% Fig-13 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size. From this data it can be concluded that 100 % of employees are in agreement. Strongly agree Agree Neither agree Disagree Strongly disagree 3 Table-7 5 nor disagree 0 6 6 56 . There were no employees who strongly disagreed. 14) My own feelings generally are not affected much one way or the other by how well I do on this job.

And 30 % of employees are in neither agreement nor disagreement.14 Strongly agree Neither agree nor disagree Strongly disagree 0% 25% 15% 30% 30% Agree Disagree Fig-14 Interpretation: The graphical results show that out of 20 employees who were considered as the sample size. 5 employees (25%) Strongly disagreed to the point that that their own feelings generally are not affected much one way or the other by how well they do on this job. 40 % of employees are in disagreement. Strongly agree Agree Neither agree Disagree Strongly disagree 0 Table-7 0 nor disagree 10 6 4 57 . From this data it can be concluded that 30% of employee are in agreement. 15) Whether or not this job gets done right is clearly my responsibility. 3 employees (15%) disagreed to the point that that their own feelings generally are not affected much one way or the other by how well they do on this job. 6 employees (30%)neither agreed nor disagreed to the point that their own feelings generally are not affected much one way or the other by how well they do on this job. 6 employees (30%) agreed that their own feelings generally are not affected much one way or the other by how well they do on this job.

15 Strongly agree Neither agree nor disagree Strongly disagree 0% 0% 20% 50% 30% Agree Disagree Fig-15 Interpretation: The graphical results show that out of 50 employees who were considered as the sample size. 6 employees (30%)agreed to the point that Whether or not this job gets done right is clearly their responsibility.From this data it can be concluded that 80% of employees are in agreement and 20% employees are in neither agreement nor disagreement. 4 employees (20%) neither agreed nor disagreed to the point that Whether or not this job gets done right is clearly their responsibility. 10 employees(50%) strongly agreed to the point thatWhether or not this job gets done right is clearly their responsibility. There were no employees whodisagreed. 58 .

80% of the employees feel that the company policies really protect their interests. 70% of the employees are satisfied with the present management setup.  The employees get maximum satisfaction by doing their job independently. 70% of the employees feel that the management is sympathetic to some extent in their problems faced at workstation.  The employees are free to go to their superior in connection to their work. Management shares a very good relation with the workers. 59 . Employees are satisfied with the facilities provided to them and are free to express their views freely to the management. Overall the employees of VSL are having a very high job satisfaction and hence they are working with great enthusiasm and zeal to achieve their organizations goal.CHAPTER-5 CONCLUSIONS AND SUGGESTIONS CONCLUSIONS:          Almost all the employees are satisfied with the salaries paid to them. Employees are satisfied with the training provided to them in improving their performance. Supervisors are ready to clear the doubts and help in improving their performance. Employees are satisfied with the present working conditions and feel secure about their job.

o More independence should be provided to the employees during their work. o Reward schemes should be introduced in this system to increase competitiveness among individuals and to motivates the employees. They should have greater role in taking decisions. 60 . o Training is always needed by the employees whether it is a formal training or on job training. o Benefits and remuneration paid should be higher to satisfy the needs and wants of the employees.SUGGESTIONS: o 30% of the employees feel that the present management should be changed.

growth and development facilities being provided by the VSL can be truly measured by the level of satisfaction being felt by their employees. Moreover the employees are satisfied with the way the company policies are put into practice. The employees of the VSL are fully satisfied by the facilities being extended to them However a greater degree of effort is needed on the part of the management to provide benefits to the employees such as entertainment and recreation facilities..       61 .CONCLUSION  Employee satisfaction . Survey analysis and data interpretation have proved to be a yardstick in the process of measurement of the degree of satisfaction. The entire project has showed that the employees of this organization are fully satisfied with the appraisal system. Therefore to conclude it can be said that VSL needs to extend its schemes and benefits to a little extent so that it can ensure greater satisfaction & efficiency for its employees to reap greater rewards & profits. remuneration .

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 www.org 66 .Vodafone.  Mamoria C. Stand Co. D. personnel and Human Resource Management.BIBLIOGRAPHY  Dr.B. Van NO.wikipedia. 1981.B personal Management Himalaya publication Pvt. Human Resource management. C. Human Resource Management. New York. GUPTA. New Delhi.com  http: www. Ltd  Subba Rao P.2002  Andrew Durbin. published by sultan chand & sons.