A Seminar Report

On
Employer-Employee Relationship
(At Vodafone)

SUBMITTED IN PARTIAL FULFILLMENT TO
THE IIS UNIVERSITY
For the Degree of
MBA- HUMAN RESOURCE MANAGEMENT
(Department of HRM & IB))
SUPERVISED BY: DR.Reena
The IPP University
Department of HRM & IB

SUBMITTED BY:Jyoti
MBA-HR (Sem 1)
Enroll No.IPP/2011/1507

2012-13

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ACKNOWLEDGEMENT

The work on this project has been an inspiring, often exciting, sometimes challenging,
but always interesting experience. It has been made possible by other people, who have
supported me.
I would like to thank My Dean Mr. L. K. Sharma for giving me this
great opportunity .I would also like to express my sincere thanks to Ms. Ankita gaur,
Head of Department, Commerce for her invaluable experience and advice.
I am very grateful to my supervisor Dr.Reena for her invaluable experience and advice
and for giving me the chance to participate in an interesting research as this. She has
supported me with her encouragement and many fruitful discussions.
Finally, I wish to thank my Parents for their continuous support and encouragement.
Jyoti
MBA HR SEM 1

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PREFACE
I have been assigned a project on the Employer-Employee Relationship, as a part of our
course curriculum.
The survey began with listing down the objectives of the project work and then designing
the questionaire accordingly. In designing the questionaire I considered all the required
parameters. After that I did a survey on 50 employees and the necessary changes were
made in the questionaire. Then we started off with the final survey and in the survey , we
included the employees wprking in the company.
The methodology used for data collection was through primary and secondary sources.
The primary data was collected through a questionnaire distributed amongst the
employees and secondary data was collected from internet, newspaper and magazines.
The procedure adopted to select the sample was simple random sampling. The sample
consists of 50 employees and was restricted to people residing in Jaipur.

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Contents
TABLE OF CONTENTS
S.NO
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6

TOPIC
Introduction
Research Methodology
Company profile
Data analysis and interpretation
Findings and suggestions
Conclusion
Bibliography
Annexure- Questionnaire
- Raw data sheet

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CHAPTER 1
INTRODUCTION

INTRODUCTION
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they necessarily develop relationships. it is wise to avoid getting too close to employees. keep the business running smoothly. employer and employee relationships should be mutually respectful. Mutual Reliance The employer-employee relationship should be one of mutual reliance. keep the dynamics of your employer-employee relationship in mind: Relationship Basics Generally. as strong relationships can lead to greater employee happiness and even increased productivity. While neither option is entirely right or wrong. Because employers and employees often work in close quarters. the employer and employee relationship is one that must develop over time. Conversely. the employee is relying upon the employer to pay her and enable her to support herself. in doing so.When an employer hires a new employee. To reap these benefits. financially. Employers can promote the building of relationships by speaking candidly with their employees about their lives. he is also starting a new relationship. 6 . asking them about their families and learning about their interests. Relationship Building Just as with all relationships. in doing so. as doing so can cause the line between employer and employee to become blurred. The degree of closeness in these relationships will depend on both the employer and the employee. and potentially her family. Managing these relationships is vital to business success. he is not just bringing a new member of the workforce aboard. Some employers opt to keep their employees at a distance and. Others elect to become friendlier with their employees. seeing this as a way to amp up employee happiness. The employer is relying upon the employee to perform her job and. ensure that there is no confusion as to the hierarchy that exists between them.

The degree of closeness in these relationships will depend on both the employer and the employee. Managing these relationships is vital to business success. as strong relationships can lead to greater employee happiness and even increased productivity. but rather conditions outlined in jurisprudence. the inspector/health and safety officer must keep in mind that the many "tests" are not tests in and of themselves. he is also starting a new relationship. they necessarily develop relationships. as doing so can cause the line between employer and employee to become blurred. While neither option is entirely right or wrong. Because employers and employees often work in close quarters. employer and employee relationships should be mutually respectful. ensure that there is no confusion as to the hierarchy that exists between them. Others elect to become friendlier with their employees. Employer-employee relationship is the management of relations between the employers or managers of an enterprise and their employees. boundaries exist at almost all companies. Generally. Similarly. as this can lead to concerns regarding favoritism or similar issues of unfairness within the workplace. seeing this as a way to amp up employee happiness. They may be given more or less weight in a particular case to determine if a worker is simply part of the payer's business or in business on his or her own account. When an employer hires a new employee. in doing so. keep the dynamics of your employer-employee relationship in mind. it is wise to avoid getting too close to employees. with no quick and easy formulae to use which will provide an instant solution. When gathering information from the parties in regards to their work relationship. The employment relationship can be complex. Generally. 7 . Some employers opt to keep their employees at a distance and. To reap these benefits. he is not just bringing a new member of the workforce aboard. employers should exercise care to ensure that the relationship they develop with one employee isn't notably closer than the relationships they develop with others.Boundaries Though the type of employee and employer relationship that is considered appropriate varies from company to company. it is unwise for employers to develop romantic relationships with their employees.

The body that represents trade unions in this country at a national level is the Trades Union Congress (TUC). These can range from fairly small groups on each side of the bargaining table to over 20 8 . Many of these everyday problems are easily dealt with by meetings. An individuals relationship is with their employer and relates to their contract of employment and conditions of work. The vast number of trade unionists have never been on strike. however. Collective relationships. Wherever people work or meet together. It is the trade union representative of an organisation like Unison who expresses the views of the employees.Employers and employees need to have some system for communicating their views and requirements to each other. Most collective bargaining over major issues. Trade union representatives help to ensure the smooth running of industry. complicated payment systems and work that lacks stimulation are bound to create dissatisfaction. discussion and bargaining. At one extreme negotiation may just involve two people. This is a very common arrangement . In this country the number of disputes is remarkably low when compared with other countries. Collective bargaining Collective bargaining involves representatives of employers and employees getting together to discuss and bargain. Trade unions Collective relationships typically involve groups of employees and often involve trade unions like Unison and an individual employer or group of employers. Individual relationships 2. and in industry the problems of new technology. The body that represent employers collectively is the Confederation of British Industry (CBI). involves inter-party negotiations. Employee-employer relations take place at two main levels: 1. disputes and grievances will occur.the human resource manager and a representative of each trade union at a place of work will probably have short meetings every week. Sometimes an individual employee may have a dispute with their employer leading to a tribunal case.

training and guidelines for employers and employees and their representatives to follow. Employers can promote the building of relationships by speaking candidly with their employees about their lives. It is important to remember that talk and discussion is the major tool of employment relations.representatives from management and a similar number from different trade unions. Conversely. the employee. Generally. A contract of employment is a contract by which a person. Similarly. the inspector/health and safety officer shall first examine what defines employment. financially. the employee is relying upon the employer to pay her and enable her to support herself. in doing so. as this can lead to concerns regarding favoritism or similar issues of unfairness within the workplace. Similarly. One of the reasons why we have had such good employment relations in this country is because of the work of the Advisory. employees can promote the building of this relationship by being open with their employer and sharing information about themselves and their lives. undertakes for a limited or indeterminate period of time to do work for remuneration 9 . The job of Acas is to create harmonious working relationships by encouraging employees to develop best practice in this field and by providing codes of conduct. The general principles of contract law govern the formation of the contract of employment. Though the type of employee and employer relationship that is considered appropriate varies from company to company. The employer-employee relationship should be one of mutual reliance. boundaries exist at almost all companies. asking them about their families and learning about their interests. Relationship Building Just as with all relationships. The employer is relying upon the employee to perform her job and. keep the business running smoothly. Conciliation and Arbitration Service (Acas). and potentially her family. it is unwise for employers to develop romantic relationships with their employees. employers should exercise care to ensure that the relationship they develop with one employee isn't notably closer than the relationships they develop with others. In attempting to sort out the question of employee or independent contractor. the employer and employee relationship is one that must develop over time.

the volatility of international and domestic markets. has become more prevalent in the workplace. Due to these economic and social reasons. Importance of employer-employee status Over the past two decades the emergence of "own-account" self-employment such as freelancers. So when disputes arise as to whether a person is an employee under a certain statute.according to the instructions and under the direction or control of another person. the employer. the boundary between independent contractor and paid employment is blurring. Within the framework of a contract of employment. Employees in the federal jurisdiction labour relations system are given numerous protections under labour standards and health and safety legislations. This has been due to a range of factors such as the globalization of trade. which is an employer/employee relationship. 10 . the introduction of new technologies. but both are equally binding and enforceable. courts and tribunals have resorted to the common law and civil law tests to determine employee status. Common Law tests in determining an employment relationship The definition of "employee" and "employer" contained in the specific statutes is not usually helpful in determining an employment relationship between two parties. so it is possible that a worker may be held to be an "employee" for one law. There is a need to differentiate if a worker is categorized as an employee or as an independent contractor. consultants and independent contractors. the person enters into a contract of service. The inspector/health and safety officer shall review the nature of the relationship to determine if an employer/employee relationship exists. and the workers' desire for autonomy and independence. receives remuneration and the work is carried out according to the direction and control of the employer. but not for another. All statutes have particular policy goals. Independent contractors are not employees and thus do not enjoy the protection of these statutes. a person carries out the service of work. When a person is hired to be an employee. The terms of the contract may be either in writing or given orally.

Ltd. This approach attempts to find if the service being provided by the worker is performed as an integral part of the business. MacDonald and Evans. or done on behalf of the business but not integrated into that business. Walker (1858). The Control Test was simply assessing the presence or absence of control a manager or supervisor might or might not have over their worker. His test was seen as too simplistic especially in recent years. 11 . to determine whether a worker is part of the payer's business or in business on his own account. when highly skilled and professional workers possess skills beyond the ability of their employers to direct. The Control Test This was the first attempt to clarify the relationship between a worker and a payer. The following "tests" are only pieces of evidence that shall be weighed. depending on the situation. as well as be able to scrutinize how each factor of the working relationship between a payer and a worker was weighed. It was set out in Regina v. at times differently. in order to understand the legal principles and observe how the judge or arbitrator identifies the salient points of each case. The Fourfold Test This was developed in a 1947 Privy Council decision in Montreal v. (1952). the inspector/health and safety officer shall read and analyze the cases referenced in this document. v. Montreal Locomotive Works Ltd. The Integration Test This was first developed in Stevenson Jordon and Harrison.In order to be able to make a determination on the issue of employer/employee relationship.

Another is the implicit belief that if an offer is too good to refuse. and customers. there is no moral obligation to refuse. “Why didn’t you tell me my job was at risk?” “Why didn’t you tell me that you were unhappy with my work so I had a chance to improve?” Does the employee owe the employer less? When an employee. it is generally thought that the employer should give the employee ample notice or severance pay. The mismatch in economic strength between the employer and the employee does not change that. and they go beyond giving a full day’s work for a full day’s pay. often covering up interviewing time with deceptions or lies. It is a significant human relationship of mutual dependency that has great impact on the people involved and both the employer and the employee have moral obligations arising from this relationship. If an employer were secretly to look for a replacement for an employee by conducting interviews behind the employee’s back. most employees would consider that an act of betrayal. co-workers. is the conduct any less untrustworthy? When an employer decides to let an employee go. The moral obligations of an employee include loyalty. “I have an opportunity I can’t turn down and they need me to start this Friday”? Because of the disparity in power. Loyalty goes both ways. Duty of Employees: Employees also have moral obligations. It doesn’t take much scrutiny to see that these are self-serving rationalizations. candor. But what of the ethics of the employee who walks into the boss’ office and says. without any notice to an employer secretly looks for a new job. If they know that their departure will jeopardize the organization. One aspect of this attitude draws on the doubtful assertions of necessity. or customers they should make it clear at the job interview that 12 . caring and respect. People of character take into account their moral obligations to their employer before they interview for another job. co-workers.Responsibilities in employer employee relations The employer-employee relationship should not be looked at simply in economic terms. many employees adopt a double standard that gives them more leeway than they afford the employer. Employees have moral duties to the organization.

Around this time of the year. We all know from our business studies that communication is a two way process. Because the employee-employer relationship operates in the context of business. However. Therefore. Every company has goals. many organisations are planning their staff retreats or team building activities. can assure oneself that it is usually a total mystery to them. However. Every time I am approached to facilitate at such events. can create a large amount of frustration among the employees. a vision and objectives which in many cases are never communicated to employees. A lack of communication. good and effective communication is required not only for good employee relations but also for good and successful business. Very often. That is probably one of the reasons why many organisation struggle to achieve their goals. and principles of expediency — what you can get away with — rather than moral principle. one finds a framed vision or mission statement at the reception of an organisation. The employee-employer relations enhancement One of the key factors that have been known to cause serious problems in many organisations is lack of adequate or effective communication systems. no communication. even in the boardroom and an even bigger one in the managing director's office. If we are not certain how much hardship departure may cause. Information must be received and feedback sent. The one thing that every organisations wants sorted out is the issue of internal 13 . employees have no idea whatsoever of where they are supposed to go. I always ask the organisation what they would like to achieve through the retreat. or even worse. there is a tendency to play by different rules dictated by who has the leverage.they are not available until they have provided a reasonable transition. the principle of respect suggests that the parties most affected be given an opportunity to participate in a discussion to suggest the least harmful alternative. asking the employees within that organisation if they know and understand the companies mission or vision. This can lead to a lowering of morale and ultimately productivity. You cannot have good employee relations without communication. Communication is one of the basic functions of management in any organisation and its importance can hardly be overemphasised.

either caused by a breakdown in communications by management to employees. Whether we choose to accept it or not. the fact of the matter is that nothing will happen. It is within a team that communicates well that a strategy can be developed and implemented. can result in improved morale of the employees in an organisation. Some difficulties will arise because of ineffective relationships and information flow between managers and the employees they supervise. 14 . This is an excellent tool that if used well. The same manager will lose his temper when there is poor performance in his department. Chances of misunderstanding and misrepresentation can be minimised with proper communication system. Employee relations can be enhanced and motivation achieved through effective and open communication. However.. after a strategy meeting. Other problems are due to the organisation itself. It takes team effort to venture into uncharted waters or a new market. When used in a wrong manner conflict can arise in an organisation and result in low employee morale. There is always a great deal of secrecy even in issues that clearly would help move a company forward.communication which always affects staff motivation. managers are naturally supposed to share information about their department's objectives with their team. Effective communication of information and decisions is an essential component for management-employee relations. develop or advance without communication. For example. It takes talking. A great deal of management problems arise because of lack of effective communication. one finds that the strategy document is immediately locked up in the cabinet and no one is allowed to see it. or the lack of the proper systems and infrastructure to enable effective exchange of information. planning and interaction between people to create a product.

CHAPTER 2 RESEARCH METHODOLOGY Research Methodology 15 .

Core details include questions relating Employer Employee Relations and the responses given by the respondent. and percentage in order to interpret the data and to draw inferences. Conclusions. Scope of the study 16 . classified.  To study the welfare facilities for the benefit of the employees. Research Instruments Primary data was collected through questionnaire by distributing 50 questionnaires to the respondents. Plan for Analysis Data collected from various sources were carefully computed. This objective may be further explained/subdivided as follows:  To study the working culture of the company. age.etc. Six personal details were included in the questions which consisted of name.  Study if training and development programes are provided by employers. Questionnaire consists of personal details and core details. which has formed a basis for giving suggestions.  To study proper co-ordination between employers and employees.. Primary data as well as secondary data provided the basis for the study. suggestion and recommendation are given from these inferences. and how the employees perceive. tabulated. being a big company Takes adequate cares of the Employees. analyzed and interpreted .The tables obtained were analysis with the help of statistical techniques. gender. average.Methods of Data Collection Random survey has been used in the study. OBJECTIVES OF THE STUDY To find out if VODAFONE.

It has been assumed that the answers given by the respondent are true and adequate. It does not cover all the employees working in Vodafone all over. A conclusion is based on assumption. Limitations of the study The study has been conducted only in Jaipur and so the opinion of the respondents in Jaipur only has been considered. SAMPLING A sample of 50 respondents of Jaipur was taken for the study. The time allotted for the study was short otherwise a more in depth study could have been made. 17 .The scope of the study is extended only to the employees of vodafone of Jaipur. The respondents areselected randomly from the Vodafone Head Office at Gaurav Tower.

CHAPTER 3 COMPANY PROFILE 18 .

In the UK. it is the world's second largest mobile phone operator behind China Mobile. with over 427 million subscribers in 31 markets across 5 continents as of 2009. As of March 31.COMPANY PROFILE The Vodafone "speech mark" logo in use since 1997 Type Public limited company Industry Telecommunications Founded 1991 Headquarters Newbury. and has a market value of about \u00a371. 19 . Internet services. Vodafone is the world's largest mobile telecommunication network company.7 million customers in 2008-09. Based on subscribers. Vodafone has badly underperformed in the last few years due to brisk change in administration. Berkshire. It currently has operations in 31 countries and partner networks in a further 40 countries. It has slipped from first to third largest telecom operator generating revenue of \u00a34.2 billion (November 2009).vodafone. its home ground. Berkshire. digital television Employees 86.373 (2012) Divisions Vodafone Global Enterprise Website www.9 billion from its 18.com Vodafone Group plc is a British multinational mobile network operator headquartered in Newbury. based on revenue. United Kingdom. United Kingdom Area served Worldwide Key people Gerard Kleisterlee (Chairman) Vittorio Colao (CEO) Products Fixed line and mobile telephony.

the Company reverted to its former name. chosen by the company to "reflect the provision of voice and data services over mobile phones. The concept would be used to extend the Vodafone brand and services into markets where it does not have stakes in local operators. the company employs more than 79. Vodafone Group plc: 2000 to present The headquarters of Vodafone Romania in Bucharest On 28 July 2000. FOR THE WORLD: Vodafone believes helping people of the world to have fuller lives through their services & its impacts. Vodafone Group plc. which had introduced camera phones first in Japan. the largest wireless communications company in Ireland. VISION To enrich our customers’ lives through unique power of mobile communication. In 2001. the Company acquired Eircell. from eircom. by signing TDC Mobil of Denmark. Vodafone introduced the concept of "Partner Networks". Vodafone then went on to acquire Japan's third-largest mobile operator J-Phone. PASSION FOR CUSTOMERS: In anticipation of their customers trust Vodafone understands their needs & Delights theem with its services. FOR RESULTS: Vodafone believes in being action oriented & is driven by a desire to be the Best. 20 .000 people worldwide.2009. The new concept involved the introduction of Vodafone international services to the local market. On 17 December 2001. FOR PEOPLE: Outstanding people working together make Vodafone exceptionally successful. The name Vodafone comes from voice data fone. Eircell was subsequently rebranded as Vodafone Ireland. without the need of investment by Vodafone.

while Barclays and Rothschild advised Cable & Wireless.04 billion. Vodafone entered into a title sponsorship deal with the McLaren Formula One team. Vodafone Group Plc bought the rest of the shares of Vodafone Essar from Essar Group Ltd with value of $5 billion and became a solely owned of Vodafone Essar. On 1 December 2011. It offers integrated communication solutions in cloud computing. On 18 June 2012. and expand its enterprise service offerings in emerging markets. In April 2012. it acquired the Reading-based Bluefish Communications Ltd . The acquired operations will form the nucleus of a new Unified Communications and Collaboration practice within VGE. it acquired the Reading based Bluefish Communications Ltd – an ICT consultancy company. In December 2011. managed services. (i. mobile email. which has since traded as Vodafone McLaren Mercedes. unified communications and collaboration. In May 2011. Vodafone announced an agreement to acquire Cable & Wireless Worldwide (CWW) for £1. 21 .) In 2005. Cable & Wireless' shareholders voted in favour of the Vodafone offer.which will focus on implementing strategies and solutions in cloud computing. and a wholly owned subsidiary of Vodafone Group. which will focus on implementing strategies and solutions in cloud computing. where the Vodafone brand is added at the end of the local brand. exceeding the 75% of shares necessary for the deal to go ahead. mobile broadband. and strengthen its professional services offering. It was established in April 2007 to provide telecommunications and information technology services to large corporations. enabling it to take unified communications solutions to large enterprises in UK and globally.an ICT consultancy company. mobile payment and mobile recording.Vodafone services would be marketed under the dual-brand scheme.. Vodafone was advised by UBS AG.e. and strengthen its professional services offering. TDC Mobil-Vodafone etc.The acquired operations formed the nucleus of a new Unified Communications and Collaboration practice within its subsidiary – Vodafone Global Enterprise. Its services include domestic and international voice and data. Vodafone Global Enterprise is the business services division. Machine to Machine services. The acquisition will give Vodafone access to CWW's fibre network for businesses.

PC and Mac. operated by its "Northern Europe" (based in London. Vodafone at Home. It was established in April 2007 to provide telecommunications and information technology services to large corporations. Its services include domestic and international voice and data. which will focus on implementing strategies and solutions in cloud computing. United Kingdom). This 22 . mobile payment and mobile recording. "Southern Europe and Africa". it acquired the Reading-based Bluefish Communications Ltd – an ICT consultancy company. and strengthen its professional services offering.[64] Unilever. unified communications and collaboration.] and Volkswagen Group. a new internet service for the mobile. mobile email. In December 2011. Vodafone Global Enterprise A map showing the countries where Vodafone Global Enterprise has operations Vodafone Global Enterprise is the business services division. VGE's major customers include Deutsche Post. mobile broadband.VGE's major customers include Deutsche Post. The acquired operations will form the nucleus of a new Unified Communications and Collaboration practice within VGE. "Asia Pacific & SubSaharan Africa" (based in Singapore) and "Americas" geographical divisions. Products and services Products promoted by the Group include Vodafone live!. Vodafone Eurotraveller. In October 2009. Vodafone Connect to Friends. This was discontinued in December 2011 after disappointing hardware sales. It operates in over 65 countries. The Linde Group. "Asia Pacific & SubSaharan Africa" (based in Singapore) and "Americas" geographical divisions. "Central Europe". operated by its "Northern Europe" (based in London.and Volkswagen Group. Vodafone Mobile Connect USB Modem. United Kingdom).It operates in over 65 countries. it launched Vodafone 360. and a wholly owned subsidiary of Vodafone Group. The Linde Group. "Southern Europe and Africa". Vodafone 710 and Amobee Media Systems. It offers integrated communication solutions in cloud computing. Vodafone Freedom Packs. Machine to Machine services. "Central Europe". Unilever. managed services.

Safaricom. To introduce a Vodafone Mobile Wallet. Vodafone announced that it was to extend the service to Afghanistan. Turkey and the UK. The M-PESA system allows customers to deposit and withdraw cash via local agents. M-PESA is aimed at mobile customers who do not have a bank account. will sell for below $15 (£10) and is aimed at the developing world. Safaricom. launched a mobile payment solution developed by Vodafone. Vodafone launched world's cheapest mobile phone known as Vodafone 150. M-PESA is aimed at mobile customers who do not have a bank account.6 million customers. Mobile money transfer services: In March 2007. By February 2008. Following M-PESA’s success in Kenya. the M-PESA money transfer system in Kenya had gained 1. "The Vodafone mobile wallet represents the next stage of the smartphone revolution. In March 2007. Kenya and Ghana. Vodafone's group CEO. Spain. This will enable Vodafone subscribers to pay for goods and services using their mobile phones instead of coins and banknotes. and transfer money to other mobile phone users via SMS. Vodafone announced a worldwide partnership with Visa. initially in Germany. alongside business to business applications such as salary disbursement.was after The Director of Internet Services resigned in September 2010 tweeting "5 days before I leave Vodafone. South Africa and India. The Netherlands. which is part owned by Vodafone and the leading mobile communication provider in Kenya. By 2011 there were fourteen million M-Pesa accounts by which held 40 percent of the country’s savings. It will initially be launched in India. The service here was launched on the Roshan network under the brand M-Paisa with a different focus to the Kenyan service. M-Paisa was targeted as a vehicle for microfinance institutions' (MFI) loan disbursements and repayments. launched a mobile payment solution developed by Vodafone." says Vittorio Colao. Freedom beckons. which is part owned by Vodafone and the leading mobile communication provider in Kenya. Turkey and eight African countries including Lesotho. The Afghanistan launch was followed in April 2008 by the announcement of further a further launch of M-PESA in Tanzania. typically because they do not have access to a bank or their income is insufficient to justify a bank account." In February 2010. In February 2012. 23 .

Vodafone announced that it was to extend the service to Afghanistan. The M-PESA system allows customers to deposit and withdraw cash via local agents. During the SMS for Life pilot. By February 2008. The Afghanistan launch was followed in April 2008 by the announcement of further a further launch of M-PESA in Tanzania. enabling timely re-supply of stock. In February 2012.By 2011 there were fourteen million M-Pesa accounts by which held 40 percent of the country’s savings. initially in Germany. which covered 129 health facilities over six months." says Vittorio Colao. the M-PESA money transfer system in Kenya had gained 1. South Africa and India. stock-outs dropped from 26% to 0. To ntroduce a Vodafone Mobile Wallet. alongside business to business applications such as salary disbursement. The service here was launched on the Roshan network under the brand M-Paisa with a different focus to the Kenyan service. Following M-PESA’s success in Kenya. saving thousands of lives. One of its early success stories is with the Novartis-led “SMS for Life” project in Tanzania. and transfer money to other mobile phone users via SMS.600 public health facilities to report their levels of anti-malarial medications so that stock level data can be viewed centrally in real-time. Vodafone announced a worldwide partnership with Visa. Vodafone announced the creation of a new business unit focused on the emerging mHealth market (the application of mobile communications and network technologies to healthcare).6 million customers. for which Vodafone developed and deployed a text-message based system that enables all of the country’s 4. 24 . M-Paisa was targeted as a vehicle for microfinance institutions' (MFI) loan disbursements and repayments.typically because they do not have access to a bank or their income is insufficient to justify a bank account.8%. Vodafone's group CEO. The Netherlands. This will enable Vodafone subscribers to pay for goods and services using their mobile phones instead of coins and banknotes mHealth services: In November 2009. Turkey and the UK. Spain. "The Vodafone mobile wallet represents the next stage of the smartphone revolution.

Faced with increased competition. changing its name to Vodafone Group plc in the process. he saw it necessary to diversify from being a mobile-only business into a company which provided all telecommunications services. at that time an Executive with Racal Electronics plc. through the purchases such as that of Turkish operator Telsim. Sir Christopher Gent took over as Chief Executive in January 1997. and a majority stake in Hutchison Essar in India. Sir Christopher was responsible for transforming Vodafone from a small UK operator into the global behemoth that it is today. Senior management: In a period just short of twenty years from its initial public offering. supporting the adoption of mHealth through policy research and advocacy and the development of interoperable and sustainable mHealth solutions. The Mobile Telecoms division was demerged. Arun Sarin was the driving force behind the Company's move into emerging markets such as Asia and Africa. after Sir Gerald's retirement. Vittorio Colao. through the merger with the American AirTouch and the takeover of Germany's Mannesmann. Sir Gerald Whent. Each of his predecessors made a personal contribution to the development of the Company. stepped up from Deputy Chief Executive in July 2008. This has seen Vodafone launch DSL and other fixed-line services in markets such as Germany and the UK. The Vodafone Group Foundation is a founder member of the mHealth Alliance. The fourth CEO. and was floated on the London Stock Exchange in October 1988 and Sir Gerald became Chief Executive of Racal Telecom plc. Over the next few years the company grew to become the UK's Market Leader. the Goldman Sachs chief advisor on the deal was Scott Mead. and penetration rates above 100% in the more mature European markets. 25 .Vodafone has also been active in mHealth from a philanthropic perspective. was responsible for the bid for a UK Cellular Network licence. the Company had had just three Chief Executives.

Initially. In these densely populated urban areas it was able to establish a robust network. 2007. expenses and interests) of approximately $11.75G services based on 900 MHz and 1800 MHz digital GSM technology. Hinduja Group. formerly Vodafone Essar and Hutchison Essar. The transaction closed on 8 May. It offers both prepaid and postpaid GSM cellular phone coverage throughout India with good presence in the metros. Maharashtra. 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. It will leave Vodafone owning 74% of the Indian business. It has approximately 147.1 billion. Vodafone India launched 3G services in the country in the January-March quarter of 2011 and plans to spend up to $500 million within two years on its 3G networks. 26 . It is based in Mumbai. well-known brand and large distribution network – all vital to long-term success in India. 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 UK firm paid $5. Vodafone India provides 2. In February 2007. On 11 February. 2007.48 million customers as of December 2012. Vodafone agreed to acquire the controlling interest of 67% held by Li Ka Shing Holdings in Hutch-Essar for US$11. By adopting this focused growth plan. which is the owner of the remaining 33%. in compliance with Indian law. the company grew its business in the largest wireless markets in India — in cities like Mumbai. while the other 26% will be owned by Indian investors.VODAFONE INDIA Vodafone India . The whole company was valued at USD 18. Delhi and Kolkata.46 billion to its Indian counterpart to take Essar out of its 33% stake in the Indian subsidiary.8 billion. is the third largest mobile network operator in India after Airtel and Reliance Communications by subscriber base. and Essar Group. Vodafone Group agreed terms for the buy-out of its partner Essar from its Indian mobile phone business. it was able to establish leading positions in India's largest markets providing the resources to expand its footprint nationwide. pipping Reliance Communications.1 billion. On July 2011.

with the tagline. minimalist look. A recurrent theme is that its message "Hi" stands out visibly though it uses only white letters on red background.2011 published by Trust Research Advisory has ranked Vodafoneas the 16th most trusted brand in India. 27 . our network follows. Awards and recognition The Brand Trust Report. Another successful ad campaign in 2003 featured a pug named Cheeka following a boy around in unlikely places. The brand subsequently introduced ZooZoos which gained even higher popularity than was created by the Pug. Vodafone's creative agency is O&M while Harit Nagpal was the Marketing Director during the various phases of its brand evolution.Hutch was often praised for its award winning advertisements which all follow a clean." The simple yet powerful advertisement campaigns won it many admirers. "Wherever you go. Ads featuring the pug were continued by Vodafone even after rebranding.

CHAPTER 4 DATA ANALYSIS AND INTERPRETATION . 28 .

29 .Q1. What is your opinion about the working culture of the company? EXCELLENT 9 GOOD 39 SATISFACTORY 1 NOT SATISFACTORY 1 INTERPRETATION: The above table shows that 78% has good opinion 18% has an excellent and the rest 2% has a satisfactory opinion about the working culture of the company.

OF RESPONDENTS YES 48 NO 1 RARE 1 INTEREPRETATION: The above table states that 96% of employees say yes for the proper channel of communication between employers and employees. 30 .Q2 Is there a proper channel of communication between management and subordinates? OPTIONS NO.

31 .18% rate it sometimes and 6% rate it rarely. Do the employers communicate effectively and timely with the employees? OPTIONS NO.OF RESPONDENTS ALWAYS 38 SOMETIMES 9 RARELY 3 NEVER 0 INTERPRETATION: From the above table we can state that 76% employees agree that their employers communicate effectively.Q3.

32 . ”Your organization shares information with the others who should know.Q4 .” OPTIONS NO.OF RESPONDENTS STRONGLY AGREE 28 AGREE 18 NEUTRAL 4 DISAGREE 0 STRONGLY DISAGREE 0 INTERPRETATION: The above table states that 56% employees strongly agree that organisation shares information .36% agree and 8% is neutral.

Do you enjoy starting a new day at work? OPTIONS YES NO NO.Q5. 33 .OF RESPONDENTS 48 2 INTERPRETATION: From the above table we can state that 96% employees enjoy starting a new day at work and rest 4% does not.

OF RESPONDENTS STRONGLY AGREE 20 AGREE 28 NEUTRAL 2 DISAGREE 0 STRONGLY DISAGREE 0 INTERPRETATION: According to the above table 28% employees agree that their company celebrates success of the members. 34 . Does your company recognize and celebrate success of team members? OPTIONS NO.Q6.the 20%employees strongly agree and rest 2 % are neutral in their opinion.

ideas and people? OPTIONS NO. How far the employers show respect for your opinions.OF RESPONDENTS ALWAYS 40 SOMETIMES 6 RARELY 3 NEVER 1 INTERPRETATION: From this table we can draw an inference that 80% employers always show respect to the ideas and opinions of 35 .Q7.

employees. Q8. Do you feel driven to make a difference at the workplace? OPTIONS NO. 36 .12% employers sometimes respect and 6% rarely respect to employee’s opinions.OF RESPONDENTS YES 47 NO 3 INTERPRETATION: 94% employees are driven to make difference at the work place and other 6% do not feel driven to make difference at workplace.

Q9. Are you appreciated for the work done efficiently? OPTIONS NO.OF RESPONDENTS HIGHLY 37 RARELY 13 NEVER 0 37 .

Q10.OF RESPONDENTS VERY IMPORTANT 33 IMPORTANT 16 UNIMPORTANT 1 VERY UNIMPORTENT 0 NEITHER IMPORTANT NOR 0 UNIMPORTANT 38 .INTERPRETATION: According to the above table 37% of employees are highly appreciated for the work done efficiently and 13% are not. How important to you is the training & development provided by the company? OPTIONS NO.

Are you satisfied with the amount of training offered for advancement? OPTIONS NO.INTERPRETATION: From the above table we can interpret that training and development programmes are very important for 65% employees.OF RESPONDENTS HIGHLY SATISFIED 33 SATISFIED 17 NOT MUCH SATISFIED 0 39 . Q11. other 36% say important and rest 2% say unimportant.

Q12.OF RESPONDENTS YES 45 NO 5 40 . Does your company consider the health.INTERPRETATION: From the above table we can conclude that 66% employees are highly satisfied with the amount of training provided to them and other 34% are satisfied with training offered to them. safety and well being of the employees? OPTIONS NO.

Q13.RARELY 0 INTERPRETATION: 90% employees say ‘yes’ that their company considers health and safety of employees and rest 10% say no. How do you rate company on treating employee problems fairly? OPTIONS NO.OF RESPONDENTS EXCELLENT 14 41 .

4% rate it good and 2% rate it typical. Q14.VERY GOOD 33 GOOD 2 TYPICAL 1 FAIR 0 POOR 0 INTERPRETATION: 28% employees rate the company excellent on treating employee problems. How do you rate your immediate superior? 42 . 66% rate very good.

43 .OPTIONS NO.OF RESPONDENTS EXCELLENT 6 VERY GOOD 42 TYPICAL 2 FAIR 0 POOR 0 INTERPRETATION: 12% rate their immediate superior as excellent. 84% rate them very good and rest 4% rate them typical.

4% rate it typical and 2% rate it fair.OF RESPONDENTS EXCELLENT 7 VERY GOOD 40 TYPICAL 2 FAIR 1 POOR 0 INTERPRETATION: From the above table we can interpret that 14% employees rate their relationship with employers as excellent. 80% rate it very good. 44 . How do you rate the overall relationship between the employers and employees? OPTIONS NO.Q15.

SUGGESTIONS 45 .CHAPTER 5 FINDINGS.

3. 2. 77% of employees are highly appreciated for the work done efficiently and 23% are not. 46 . It was observe that 76% employees agree that their employers communicate effectively. Very few employees were found to agree that their company celebrates success of the members. 8.the 40%employees strongly agree and rest 4% are neutral in their opinion. It was observed that majority of employees have good opinion 18% has an excellent and the rest 2% has a satisfactory opinion about the working culture of the company. 7. 5. 1. 9.18% rate it sometimes and 6% rate it rarely. Most of the employees are driven to make difference at the work place and other 6% do not feel driven to make difference at workplace.SUMMARY OF FINDINGS This Chapter consists of findings that are analyzed on the basis of data Procured From previous chapter. 6.12% employers sometimes respect and 6% rarely respect to employee’s opinions.36% agree and 8% is neutral. 4. It was observed that almost all employees agree that there is the proper channel of communication between employers and employees. It was observed that 56% employees strongly agree that organisation sharesinformation . We can observe that 96% employees enjoy starting a new day at work and rest 4% does not. It was observed that 80% employers always show respect to the ideas and opinions of employees.

47 . Linking performance with rewards also promotes the entrepreneurial spirit and encourages people to work as a team. 2. the greater the employee will be linked with the organization. Working relationships between employers and employees can be improved through improved training and better working conditions. 11. The more the employee interacts with other members of the team. Company can Create employee participation teams. 15. SUGGESTIONS 1. It was found that training and development programmes are very important for 65% employees. 4. 5. Employees want to be productive and involved. It was observed that 90% employees say ‘yes’ that their company considers health and safety of employees and rest 10% say no.10. Employees want to be appreciated and recognized for a job well done. 3. The company should improve the retention of staff . Link performance with rewards. other 36% say important and rest 2% say unimportant. It is observed that 14% employees rate their relationship with employers as excellent. 4% rate it typical and 2% rate it fair..job satisfaction and efficiency of health. 14. The company should create better working environment and use alternative methods of conflict resolution. 4% rate it good and 2% rate it typical. 13. 12.It was found that 28% employees rate the company excellent on treating employee problems. 80% rate it very good. 66% rate very good. Majority of employees rate their immediate superiors excellent. From the data procured we can find that 66% employees are highly satisfied with the amount of training provided to them and other 34% are satisfied with training offered to them.

6. 48 . 7. Decision making should be two way process and employee’s opinions and ideas should be taken into consideration for achieving company goals. The management should communicate effectively and regulary with the employees. They should provide complete information about the company which is of their use.

CHAPTER 6 CONCLUSION 49 .

The employees find the working culture satisfactory and in their opinion work culture of company is good. And there are certain points and areas found where company is doing a good job. The relationship between employees and their immediate superior is good. They are satisfied with the welfare activity provided like health facilities. 50 . there are many things to take away for us in personal and academic use. And most of the employees are satisfied at the workplace because their opinions are valued by employers. They share a good bond.Conclusion There are various things that have been seen and noted carefully. There are some areas which company has to take into consideration. From the whole research. There fore majority of employees are motivated and driven to make a difference at their workplace.

BIBLIOGRAPHY 51 .

” Oxford University Press. Limited. Peter Nicholls. 52 . “Employee Relations : Understanding The Employment Relationship. 2002 Journals: “Industrial Relations Journal” Blackwell publishing Ltd 2013 Edited by Peter Nolan. “Employee Relations. Thornville Adrian.www. “Introduction to Human Resource Management. Stephanie Tailby (2002). Saunder Mark (2003).vodafone.” Pearson Education. P114 Graham Hollinshead.in Books: Lewis Philip.” Banfield Paul. Kay Rebecca (2008).

ANNEXURE 53 .

Excellent B. No C. Good C.Rarely D. Strongly disagree 7. Agree C. Is there a proper channel of communication between management and subordinates? A.Yes B.B.”Your organization shares information with the others who should know” A.QUESTIONNAIRE I .How far the employers show respect for your opinions.Never 4.Do you enjoy starting a new day at work? A.am conducting research on “Employer-Employee relationship”at Vodafone. Never 54 . Disagree E. Neutral D.Rare 3. The information provided by you will be used for academic purpose Name _________________ Contact No. Not Satisfactory 2. Strongly disagree 5.ideas and people? A. ___________________________ Age __________________ Sex (Male ) / (Female___________________________ 1.Always B. Agree C.Jyoti Rajawat.student of M.Rarely D. Neutral D.A HR . No 6 Does your company recognize and celebrate success of team members? A. Strongly Agree B.Yes B. Satisfactory D. Sometimes C. Disagree E. Always B. What is your opinion about the working culture of the company? A. Do the employers communicate effectively and timely with the employees? A. Strongly agree B.Sometimes C.

Are you appreciated for the work done efficiently? A. Does your company consider the health. 11. Very good C. No 9. Rarely C. Satisfied C. Typical D. very important B. How do you rate company on treating employee problems fairly? A. Yes B. 14.Never 10. neither important nor unimportant. How do you rate the overall relationship between the employers and employees? A. Excellent B. Poor 15.8. Typical D.. Poor 55 . Fair E.safety and well being of the employees? A.Fair E Poor. Very good C. Highly B. Typical D. Fair E. Rarely C.unimportant D.Yes B. . Not much satisfied 12. A.very unimportant E. How important to you is the training & development provided by the company? A. important C. Very good C.Excellent B.Do you feel driven to make a difference at the workplace? A. How do you rate your immediate superior? A. Excellent B.Are you satisfied with the amount of training offered for advancement. No 13. Highly satisfied B.

of respondent 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 Q 1 A B B C A D B A B B B B B B B B A B B B B B B B B B B B B A B A B B B B B B B Q 2 A A A A B C A A A A A A A A A A B A A A A A A A A A A A A A A A A A A A A A A Q 3 B A A B C C B A B A A A A A A A A A A A A A A A A A A A A B B A A A B C B A A Q 4 A B B A D C A A A A B B B A A B A A B A A A A A B B A A B A A C A B A C A B B Q 5 A A A B A A A A A A A A A A A A A A A A A A A A A A A A A A A B A A A A A A A Q 6 B A A B A C B B A A B A B B A A B B A B B A A B B B A A A A C B A B A B B B B Q 7 A B B A D C A A C B A A A A A A A A B A A A A A A A A A A A A C A A A B A A A Q 8 A A A B B B A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A Q 9 A A A B B B A A B B B B A B B A A B A A A A A A A A A A A A A B A A A B A A A Q1 0 A A A A A A B B B A A A A A B A B A A A A A A A A A A A A A B A A A A B A B A Q1 1 B B A B A A B B A A A B A A A A B A B A A A A A A A A A B A B A A A A B A B A Q1 2 A A A A B A A A A A A A A A A A A A A A B A A A A A A A A A A B A A A A A A A Q1 3 A A B C B A C B B B B B A B B A B B B B A B A B B B B B B A A A A B A B B B B Q1 4 B B B B A A C B B B B B B B B B B B B B B B A B B B B B B A B C A B B B B B B Q1 5 B A B C C A B A B B B B B B B B B B B B B B B B B B B B B A A B B B B B B B B 56 .RAW DATA SHEET no.

40 41 42 43 44 45 46 47 48 49 50 B B B A B B B B B A A A A A A A A A A A A A A A B A A A B A A A A B A A B A A B B B A A A A A A A A A A A A A B A B B A B B B B A B A A A A A A A A A A B A A A A A A A A A A A A B A A A A A A A A A B B A B B B B B B A B A A A A A B B B B A B A B A A B A A A A A A B B A B B B B D B A B B B B B B B D D B A B B B B B B B B D B A A 57 .