HCL Full Project-1

CHAPTER 1
INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION
Every organization requires human resources, in addition to financial and physical resources
for it to function. Three behavioral dimensions of HR are significant to the organization- (i) People
must be attracted not only, to join the organization but also to remain in it. (ii) People must perform
the tasks for which they are hired, and must do so in a dependable manner and (iii) People must go
beyond this dependable role performance and engage in some form of creative, spontaneous, and
innovative behavior at work. In other words, for an organization to be effective, it must come to grips
with the motivational problems of stimulating both- the decision to participate and the decision to
produce at work.
Employees join organizations with different needs and expectations. Their values, beliefs,
backgrounds, lifestyles, perceptions and attitudes are different. Not many organizations have
understood these and many HR experts are clear about the ways of motivating such diverse
workforce.
Most business and organizations strive to improve quality and performance of their products,
services, internal or external operations. The reasons for this can be various, depending on the goals
the business or the organization have set. Important goals could concern an effort to assure a firm
and stable ground in the market or to improve cost effectiveness. The competition between
organizations and business can be a difficult task, and make it difficult to reach higher goals and
development.
One strategy for reaching higher goals and development is motivation. Employees who are
motivated produce a higher quality of work and effectiveness which means that motivation is a key
factor for progress within an organization or business. It is important that the management in the
organizations dedicate time and interest to their employee’s individual needs and to improve their
motivation. By doing so, the quality of work and efficiency might be improved.
Management’s basic job is the effective utilization of human resources for achievements of
business goals. The utilization should be in such a way to get maximum output to the enterprise and
to develop the talent of people at work to the fullest satisfaction. Motivation implies that one person,
in organization context a manager, includes another, say an employee, to engage in action by
ensuring that a channel to satisfy those needs and aspirations becomes available to the person. In
addition to this, the strong needs in a direction that is satisfying to the latent needs in employees and
harness them in a manner that would be functional for the organization.
Motivation is the major task of every manager to motivate his subordinates or to create the
‘will to work’ among the subordinates. It should also be remembered that a worker may be
immensely capable of doing some work; nothing can be achieved if he is not willing to work. A
manager has to make appropriate use of motivation to enthuse the employees to follow them. Hence
this studies also focusing on the employee motivation among the IT Professionals’ in Coimbatore.
The process of motivation is much more complex than many people believe. People have
different needs, establish different goals to satisfy those needs and take different actions to achieve
those goals.It is wrong to assume that one approach to motivation fits all.
1.2 STATEMENT OF THE PROBLEM

There are various factors that can influence a person’s level of motivation; some of these
factors are:-
 The level of pay and benefits

 The perceived fairness of promotion system within a company,
 Quality of the working conditions,
 Career development opportunities etc.
 Leadership and social relationships,
 Employee recognition Unreasonable workload3
When the employees feel that they do not get proper Rewards, Motivation and Recognition from the
management, it leads to the employees’ poor performance and grievances and working conditions or
individual’s efficiency can also be affected. When employees fail to get the satisfaction they need
from the work itself, efficiency declines. Motivated employees are great asset to any Organization. It
is because the motivation and Job satisfaction are clearly linked.
Motivation has many effects. These effects may be seen in the context of an individual’s physical
and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in
more than one way. This helps in retaining and nurturing the true believers “who can deliver value to
the organization.
1.3 OBJECTIVES OF THE STUDY
 The study is undertaken with the following objectives:
 To understand the type of products and services provided by the company.
 To analyze the overall growth of the company.
 To find the different initiative that will help in environmental sustainability.
 To understand the HR training strategies and corporate social responsibilities of the company.
 To find the competitors of HCL.
1.4 SCOPE OF THE STUDY
The study aims is to find out the perception towards E-marketing. The study is by
ascertaining the factors that influencing the buying behavior of consumers who are doing e
marketing through online. The study focuses on the problems faced by the Consumer in e marketing
and remedial measures for this problems i.e the Consumer must be aware of all the techniques,
strategies, methods adopted by the sellers to market their products in E-marketing which will help
them to get their products at the competitive rate with better quality.
1.5 RESEARCH METHODOLOGY

 To examine the current practices of IT Companies in Coimbatore in
motivating the employees
 To assess the employees perception on reward and recognition in the
organizations selected for the study.
 To assess the impact of motivational factors (non-monetary and monetary)
provided by the organization on employee performance
RESEARCH QUESTIONS
 How are the IT Professionals motivated by the Companies?

 What are the employees’ perception on the recognition and rewarding system?
 What is the impact of motivational factors on employees’ performance?
SCOPE & LIMITATIONS
This study is conducted among the Professionals from the selected IT Companies in the city
of Coimbatore.
Due to time constraint only seven IT units are being considered for the study. Hence, results
cannot be generalized. The area of motivation is a complicated and diverse area. This study cannot
possibly cover all aspects of the area of motivation. Since employees’ perception change with time
and circumstances, the study results may be valid only for the study perio
AREA OF THE STUDY
The sample area chosen for conducting the study in HCL technologies, Elcot Sez,
Sholinganallur, Chennai, Tamil Nadu 600119
STATISTICAL TOOLS
RESEARCH DESIGN
A research design is the arrangement of condition for collection and analysis of data
in manner that aims to combine relevance to the research purpose with economy in
procedure. The study is descriptive in nature. As it is describes, the effectiveness of training
and development.
SAMPLING METHOD
The study depends on primary data. A pilot study is conducted with 30 respondents to
validate the questionnaire and to confirm the feasibility of the study. Based on the pilot study,
the questionnaire is modified suitably to elicit response from the sample group. To study the
Convenient Sampling Method is adopted. To study Job Satisfaction of employees of HCL
technologies, Elcot Sez, Sholinganallur, Chennai.
SAMPLING SIZE
The employees of HCL technologies were taken as the sampling area to conduct the
survey for the purpose of study. The sample size of the study is claimed as 90, comprising
with 6 departments each with 15 respondents put together reaches 90.
METHOD OF DATA COLLECTION
The data for this study are of two types: -
 Primary data
 Secondary data
5
PRIMARY DATA
Primary data is the data is collected from the respondent for the first time, it is
original in nature. For the purpose of collection of primary data, a well structured
questionnaire was framed and filled by the respondents. The questionnaire comprises of close
ended as well as open ended questions. In close ended questions, checklist questions and
multiple choice questions are used.
SECONDARY DATA
Secondary data are collected from books, magazines, web sites etc, and both open
ended & close-ended questions are incorporated in the questionnaire for the collection of
data.
STATISTICAL TOOLS
The following statistical tools are used in the study
 Percentage Analysis
 Chi-Square test
PERCENTAGE ANALYSIS
Percentage refers to a special kind of ratio in making comparison between two or

more data and to describe relationships. Percentage can also be used to compare the relation
terms in the distribution of two or more sources of data.
Number of Respondents
Percentage of Respondents = --------------------------------- X 100
Total Respondents
CHI SQUARE TEST
The chi square test is an important test among the several tests of signification
developed by satisfaction. Chi-square, symbolically written x2 is a statistical measure used in
the contexts of sampling analysis for comparing a variance to a theoretical variance. It can
also be used to make comparison between theoretical population and actual data when
categories as used. By comparing a calculated value with the table value of x 2 for degrees of
freedom at given level of significance. We may either accept or reject the null hypothesis .Lf
6
the calculate value of x2 is less than the value, the null hypothesis is accepted ,but if the
calculate value is equal or greater tan table, value the hypothesis is rejected.
The formula applied for Chi-square
(Oi−Ei)2
x 2=¿ ∑
Ei
Oi = Observed Frequency
Ei = Expected frequency
1.6 LIMITATION OF THE STUDY
The following of the limitations study are:
 The study was completed in short period ie. 6 months. Lack of time for study is
another drawback.
 The data provided by the respondents may be biased due to the confidential nature of
the information sort.
 The sample size was limited to 50.
1.7 CHAPTER SCHEME

 Chapter I: Introduction and design of the study
 Chapter II: Review of Literature
 Chapter III: Overview of Women Entrepreneurship
 Chapter IV: Data analysis and interpretation
 Chapter V: Finidngs,Suggesstion and Conclusion
7
CHAPTER II
REVIEW OF LITERATURE
2.1 INTRODUCTION
Recruitment forms the first stage in the process which continues with selection and
ceases with the placement of the candidate. It is the next step in the procurement function,
the first being the manpower planning. Recruitment makes it possible to acquire the number
and types of people necessary to ensure the continued operation of the organization.
Companies are now looking out for new ways of giving themselves a competitive advantage.
New product, new image& new marketing idea are some of the ways this can be achieved
but enlightened and successful companies look towards their people to provide the leading
edge. Business process outsourcing is a type of outsourcing that involves contracting of the
operations and the responsibilities of a specific business processes or functions to a third
party service provider. Outsourcing system allows companies to contract for services that are
not within the scope of their expertise, so that they can focus their time, money and energy
on their core competencies instead of wasting valuable resources trying to gain
understanding of areas that are somebody else's expertise.
2.2 LITERATURE REVIEW
Taylor, M. Susan; Bergmann, Thomas J. (1987) in their article emphasis that the
Organizational recruitment activities have been hypothesized to affect applicants’ reactions
to the organization, independent of effects exerted by the job attributes associated with the
position (e.g., location, salary, title). The authors utilized a co relational design and a field
setting in assessing applicants’ reactions to a five-stage recruitment program. Henning
Weiner (2008) examines an area of the recruitment process in today’s labor market from the
point of view of the employer. More specifically, an analysis is conducted with respect to the
recruitment channels that Swedish firms utilize in the present days. Lars Behrenz (2001)
gives a picture of the recruitment behavior of Swedish employers. Employers mainly recruit
personnel in order to expand a certain activity of their firm. On an average the total
recruitment process takes about a month. In first round employers mainly look for job
seekers with good education and experience. During the job interview the employer search
8
for persons with professional knowledge, personal engagement and social competence.
Stephen Taylor (2001) investigated the effectiveness of different recruitment sources used by
six American companies for new employees. New workers who came through referrals by
current employees had longer tenure with the organizations than did those recruited in other
ways. Individual job performance and attitudes toward the employer were largely unaffected
by the source through which the employee was recruited. Alexandra Rufini (2008) analyzed
the recruitment strategies of firms aiming to fill high job positions. They have considered
four recruitment channels actually used to hire high skilled workers: employee referrals,
private agencies, promotion and top notch Universities.
Muhammad Rizwan (2010), “Empirical Study of Employee Job Satisfaction”. The main
objective of this research report is to find the crucial problems, faced by the employees while
working in organizations and find the ways how we make our employees loyal with their
organization. The purpose of this research is to elaborate the key factors which are useful for
the satisfaction of the employees i.e. workplace environment, reward and recognition,
training and development and team work. These factors help to make the policies effective
and through this effectiveness, efficiency takes place in the management process. This
research paper is based on theoretical considerations, a model was proposed linking the
employee job satisfaction (EJS) constructs. The survey was conducted in 2012 and covered
200 employees within the territory of Punjab in Pakistan. Through this survey we find a
strong positive relationship between team work and all other factors
Shagufta Sarwar and James Abugre (2011), “The Influence of Rewards and Job
Satisfaction on Employees in the Service Industry”. The purpose of this study was to find out
the relationship between employees’ rewards, and the dimension of their job satisfaction in
the service sector. We hypothesized that rewards play a significant role in employee
satisfaction, resulting in increased customer satisfaction and loyalty. A questionnaire was
constructed, tested and administered to a total 110 subjects at two private organizations. Out
of that 104 usable surveys were analyzed with microsoft excel to test the hypotheses of the
study. Findings showed that rewards induced positive job satisfaction of employees. The
study result highlights the role of employees’ job satisfaction and the responsibilities of
organizations in fostering good quality HRM practices in the service sectors, and offers an
alternative pathway in employee satisfaction and performance. These results add to the
evidence that HR practises influences business outcomes rather than the other way around.
9
Sadegh Rast (2012), “Evaluation of Employees job Satisfaction And Role Of Gender
Difference: An Empirical Study At Airline Industry In Iran”. This purpose of this study is to
determine level of employees’ job satisfaction and to investigate effect of gender on
employees’ job satisfaction. Important factors that have an impact on job satisfaction are
supervision, relationship with co-workers, present pay, nature of work, and opportunities for
promotion. Data for this study was collected from employees of three private airline
companies in Iran. Descriptive analysis performed to determine level of employees’ job
satisfaction. In addition, independent-sample t-test was utilized to empirically test
relationship between employees’ job satisfaction and their gender. Findings suggest that
employees are moderately satisfied with their job and there is no significant difference
between male and female employees’ job satisfaction.
Annelore Deprez and Karin Raeymaeckers (2012), “A Longitudinal Study of Job

Satisfaction among Flemish Professional Journalists”. The focus of this paper is on the job
satisfaction among the population of professional Flemish journalists by means of two
surveys conducted in 2003 (N = 1,026) and 2008 (N = 682). Both surveys focus on intrinsic
and extrinsic variables linked to job satisfaction as well as on several predictors of job
satisfaction such as type of contract, job function, age, and gender. The longitudinal
perspective allows us to identify any evolutions or differences in satisfaction between 2003
and 2008. By taking into consideration previous mentioned predictors also the influence of
external elements on job satisfaction can be researched. The 2003 and 2008 surveys suggest
that the “average” Flemish professional journalist is fairly satisfied with the job content.
However, we observe a slightly negative but non-significant shift occurring in 2008. The
degree of job satisfaction seems to be related to the type of contract (freelance or employed
on a permanent basis) and the job function. We noticed also a clear gender element in the
discussion: Female journalists are not less satisfied but state to have more difficulties to
combine the journalistic job with a private and family life.
Samuel Emeka Mbah and C. O . Ikemefuna (2012), “Job Satisfaction and Employees’
Turnover Intentions in total Nigeria plc. in Lagos State”. This paper examines job satisfaction
and employees’ turnover intentions in Total Nigeria PLC in Lagos State. The paper highlights
and defines basic concepts of job satisfaction and employees’ turnover intention. It
specifically considered satisfaction with pay, nature of work and supervision as the three
facets of job satisfaction that affect employee turnover intention. To achieve this objective,
10
authors adopted a survey method by administration of questionnaires, conducting interview
and by reviewing archival documents as well as review of relevant journals and textbooks in
this field of learning as means of data collection. Four (4) major hypotheses were derived
from literature and respective null hypotheses tested at .05 level of significance It was found
that specifically job satisfaction reduces employees’ turnover intention and that Total Nigeria
PLC adopts standard pay structure, conducive nature of work and efficient supervision not
only as strategies to reduce employees’ turnover but also as the company retention strategy.
Muhammad Javed, Muhammad Rafiq, Maqsood Ahmed and Mustajab Khan (2012),
“Impact of HR Practices on Employee Job Satisfaction in Public Sector Organizations of
Pakistan”. The purpose of this study is to observe the relationship between three HR Practices
i.e. (Training and Development, Rewards, Recognition) and the employee job satisfaction in
the public sector organizations of a developing country, Pakistan. Data has been collected
from the employees of various public sector organizations and then regression and correlation
have been applied to check the relationship between the dependent and independent
variables. Recognition and training and development are a key source of employee job
satisfaction in Public sector organizations of Pakistan but rewards do not have any significant
impact upon employee job satisfaction.
Javad Eslami and Davood Gharakhani (2012), “Organizational Commitment and Job
Satisfaction”. The purpose of this paper is to examine the role Job satisfaction on
Organizational commitments. In this study, Data collected from 280 Iranian employees. The
present study employs a questionnaire survey approach to collect data for testing the research
hypotheses. Relevant statistical analytical techniques including regression for analysis was
then used. The results indicate that all three factors of Job satisfaction (Promotions‚ Personal
relationships‚ and Favorable conditions of work) have positive and significant effects on
Organizational commitments. Our results indicate that job satisfaction have positive and
significant effects on organizational commitments. These findings highlight the critical roles
of Components of job satisfaction in organizational commitments. The practical implication
of the results is that managers need to actively improve their firm's job satisfaction to
Employees would achieve a higher level of organizational commitments.
Bidyut Bijoya Neog and Dr. Mukulesh Barua (2014), “Factors Influencing Employee’s
Job Satisfaction: An Empirical Study among Employees of Automobile Service Workshops
in Assam”. The Automobile industry is one of the major industries for country’s economic
11
development. The main objective of this study is to assess the factors which are responsible
for influencing employee’s job satisfaction. This paper aims to study relationships in between
fair compensation and job satisfaction, supervisor support and job satisfaction, working
environment and job satisfaction and Job Security and job satisfaction. The result revealed
that salary is the most important factor for influencing job satisfaction of employees. Apart
from salary, it has been found that the influence of supervisor support, healthy working
environment, high JS level, proper work-life balance, career opportunities and promotion,
proper training and development opportunities are also very important factors for determining
employee’s job satisfaction. Data have been collected from 100 respondents by visiting the
authorised service workshops of ten automobile manufacturers. The result of this study shows
that the job satisfaction level of employees is average and it calls for management attention
towards enhancing the employee job satisfaction level. This paper presents relationship
between various factors and puts forth suggestions for improving employee’s job satisfaction
level.
Wong Yvonne (2014), “Employee Job Satisfaction And Job Performance: A Case Study In
A Franchised Retail- Chain Organization”. This study examines the relationship between job
satisfaction and job performance among the employees. Job satisfaction is being discussed in
term of its nine facets: pay, promotion, supervision, fringe benefits, contingent rewards,
operating procedures, co-workers, nature of works and communication. On the other hand,
job performance is being viewed in the aspects of contextual performance and task
performance. The result of the study found that the two variables (job satisfaction and job
performance) are correlated to each other and the relationship is significant.
Wong Yvonne, Rabeatul Husna Abdull Rahman and Choi Sang Long (2014), “Employee
Job Satisfaction and Job Performance”. This study examines the relationship between job
satisfaction and job performance among the employees. Job satisfaction is being discussed in
term of its nine facets: pay, promotion, supervision, fringe benefits, contingent rewards,
operating procedures, co-workers, nature of works and communication. On the other hand,
job performance is being viewed in the aspects of contextual performance and task
performance. The result of the study found that the two variables (job satisfaction and job
performance) are correlated to each other and the relationship is significant.
12
Chengedzai Mafini and Nobukhosi Dlodlo (2014), “The relationship between extrinsic
motivation, job satisfaction and life satisfaction amongst employees in a public organisation”.
To examine the relationships between extrinsic motivation, job satisfaction and life
satisfaction amongst employees in a public organisation. This study contributes to this subject
by identifying the extrinsic factors that could be optimized with a view to enhancing job and
life satisfaction amongst government employees. The study used the quantitative research
survey approach: a questionnaire was administered to 246 employees in a South African
public organisation. Extrinsic motivation factors were identified using principal components
analysis. Mean score ranking was used to compare the relative importance of all factors. The
conceptual framework was tested using Spearman’s rank correlation analysis and linear
regression analysis. The findings may be used to implement strategies for enhancing
employee performance and industrial relations within public organisations. The study
provides evidence of the interplay between extrinsic motivation, job satisfaction and life
satisfaction for public servants in developing countries.
Sharon Ruvimbo Terera and Hlanganipai Ngirande (2015), “The Impact of Training on
Employee Job Satisfaction and Retention”. The paper presents the findings of the study that
was conducted to explore the impact of training on job satisfaction and retention of
employees at a selected tertiary institution. A quantitative research methodology was used
and 120 randomly selected respondents participated in this study. Self-administered
questionnaires were administered to respondents drawn from academic administrators. The
data collected was analysed using SPSS version 22.0. The results revealed that there is no
significant relationship between training and employee retention. However, there is a
significant positive relationship between employee job satisfaction and retention.
Amir Abou Elnaga and Amen Imran (2016), “The Impact of Employee Empowerment on
Job Satisfaction”. The purpose of this study is to determine the relationship between
employee empowerment and job satisfaction by reviewing and determining all factors which
affect on this relation. For this purpose, a novel and innovative conceptual framework are
used and presented. . Empowerment is mainly concerned with establishing and building trust
between management and employees, and motivating their participation. It is one of the
modern concepts which is believed able to improve the human element in the modern
organisations to achieve high levels of cooperation, team spirit, self-confidence, innovation,
independent thinking and entrepreneurship. Since the major goal of the management of the
13
company is the increase of shareholders wealth, they are going to involve employees in the
decision-making process only as long as it helps the organization to reach the highest level of
performance.
CHAPTER III
OVERVIEW OF THE STUDY
14
3.1 INTRODUCTION
This methodology explain about the overall objective of research design, data
collection method, sampling procedure, construction of questionnaire, tools of analysis.
COMPANY PROFILE
HCL turns 30 on Aug 11, 2006. As India's original IT "garage start-up", HCL has
been hardwired into India's digital multiplier right from the start. Starting with calculating
machines, HCL moved onto computers and now spans the entire infotech and digital
spectrum. It created saveral path breaking technology at the same time as US Global
corporations. It was HCL that spawned the concept of computer literacy and education way
back in 1981, identifying a yawning gap between the growth in technology and education at
the user level.
HCL has always had the uncanny ability to read ahead, of any market inflexion point
and adapt itself to derive maximum advantage. In all such transitions (or 'genesis points') in
the company's 30-year-history, it has repeatedly leveraged its fundamental strengths in
imagining a future, taking calculated risks to make the future a reality and being at the
leading edge of technology, on its own or jointly with customer/partners.
HCL had its 'first' genesis with grassroot development of complete systems in the mid
70s, an era of proprietary systems and vertically integrated industry. Subsequently, it saw a
great opportunity in combining Unix with 32 bit processors to offer 'open systems' that would
be more powerful and cost effective compared to proprietary ones. HCL had its 'second
genesis' by anticipating this inflexion and moving rapidly to adopt this technology
abandoning its proprietary approach. In its 'third genesis' in the 90s, it rode the wave of
engineering innovation by shifting focus from Unix servers to networking hardware and
software, positioning itself as an R&D services provider to other OEMs and database
companies. By the time it experienced its 'fourth genesis', HCL stood at the threshold of a
great new opportunity of being a Design House for the world, and setting the stage for
technology outsourcing. It was ready for the new world of desktop and server centric
computing, and a multi tier, distributed processing paradigm for the web.
Among the first to understand the benefits of partnerships and employee involvement,
HCL created a culture of entrepreneurship within the company. A large part of its
15
predominant position in services came from a very creative carve-out strategy which involved
building financial services competencies with numerous JVs and a host a similar acquisitions
which transformed HCL from a pure-play Tech/ R&D/Product Engineering player into a very
well rounded IT services player. This impact is quite a dramatic strategic turnaround where
many have fallen by the wayside.
Source : http://www.hcl.in/30/discovernext.asp
III .2 HCL next 30 years
HCL believes in taking chances. Endorsing high risks, and a "mistakes is a key to
growth" approach, it has spread across every aspect of IT - hardware, software, networking,
telecom and digital entertainment. It is No.1 in Remote Infrastructure, No.3/4 in BPO, and a
power to reckon with in other spaces where it has experienced large marquee wins. This has
made HCL Technologies a $1 billion run rate entity with a top 5 position in all segments
(Apps, Technology/ Product Engineering , Enterprise Consulting, Infrastructure and BPO).
HCL Infosystems (http://www.hclinfosystems.com) is now a $2.3 billion IT

tech/telecom/digital product distribution, networking, SI, domestically-focused powerhouse.
HCL now has huge experience in manufacturing, distribution & logistics, and marketing
opportunities opening up in the convergence space in the domestic IT market.
It is HCL that pioneered the sub-Rs 10,000 PC and has taken connectivity to the
remotest parts of India by setting up the country’s largest V-Sat network. It is the only Indian
IT company to have as large a domestic presence as its international presence. India’s
banking network has virtually been set up by HCL. HCL has built networks for over 40,000
bank branches and 6,000 ATMs across the country. The financial markets, too, are powered
by HCL’s IT infrastructure. Traders in any part of the country enjoy real time connectivity to
the country’s leading stock exchange. HCL is also developing a comprehensive solution to
help the market regulator monitor the market.
Indian corporations are bridging the digital divide internationally too. HCL is engaged
in mission-critical work on next generation aircraft, implantable pain relieving medical
devices and remote monitoring of complex IT infrastructure. Such high-end work is being
carried out of design and development centers based in India.
16
Supersonic planes, cutting edge medical devices, or a routine share transaction, HCL
influences every aspect of technology be it in corporations, governments, schools, hospitals
or your home. With its focus on "collaborative outsourcing" and exponential growth, HCL is
ready for the future.
Source : http://www.hcl.in/30/discovernext.asp
17
III .3 HCL BPO - The Right Stuff
HCL BPO currently consists of two operational entities under a single management -
HCL Technologies BPO Services, India and Northern Ireland. Whilst the India operation is a
wholly owned subsidiary of HCL Technologies Ltd., the operation in Northern Ireland is a
joint venture with British Telecom (BT). HCL BPO represents HCL Technologies’ most
significant strategic business extension and investment to date. The focus on and commitment
to BPO is based on the following assets and attributes of the parent organization, HCL
Technologies:
 Global Client Base & Relationships

 Global Presence & Reach
 Related Technology Domain Expertise
 Relevant Industry Practices
 Funding & Scalability
III .4 PROCESS PROFILE
The Phoenix process is a customer support service and is one of the leading DSL
provider and one of the top five ISP’s in the United States. They do have a global network
that operates in 25 states and 22 countries outside the United States.
At HCL BPO, Project Phoenix is a 1000 seat technical call center providing technical
support to its clients. Presently, it is 678 strong. It is an international inbound technical
call center. The CSR’s in inbound call centers will always respond to the clients,
customers or prospects in a timely, polite and professional manner.
18
III.5 Top Ten Client Profiles of HCL
1. Global Telecom Major – U.K

2. Fortune 500 Retail Conglomerate – U.S.A
3. Fortune 500 Retail Chain – U.S.A
4. Property Services & Insurance Major – U.K
5. Global E-integration Solution Provider – U.S.A
6. Global Retail/ Financial Automation Systems – U.S.A
7. Global Telecom Major – U.S.A
8. Global Network Security Solution Provider – U.S.A
9. Global Insurance Major – U.K
10. Global Media & education Company – U.S.A
III. 6 HCL BPO: The Management Team
Shiv Nadar – Chairman
N. Ranjit - Chief Operating Officer
Raj Sirohi - Global Head, Sales and Marketing
Sumit Bhattacharya - Executive Vice President –Marketing
Kevin Houston - Center Head – Belfast
Eileen Mc Aleese - Operations Manager – Belfast
Ron Ruys - Campaign Manager – Belfast
S. K. Pillai - Vice President – Quality
A.P. Rao- Vice President - Human Resources
Vijay Reddy - Chief Technology Officer
III. 7 Awards & Certifications

India Operations
 ISO 9001:2000
19
 Purdue Benchmark (Ranked Second In Global Peer Group)
 COPC Certification awarded (Noida)
 BS 7799 Certification awarded
Source : http://www.hclbpo.com/services/services.htm
Delivery Center Network
Code Place No. of Seats
N1: Noida, India 650 Seats
Belfast, UK
A1: 1000 seats
HCLT NI- A 90:10 JV With British Telecom
B1: Bangalore, India 350 Seats
C1: Chennai, India 750 Seats
C2: Chennai, India 1000 Seats
M1: Malaysia 200 Seats
CHAPTER IV
4.1 INTRODUCTION
20
This chapter deals with the analysis and interpretation of the study. An attempt has
been made in this chapter to explain the details relating to Socio-economic profile of the
respondents. The data has been collected from 90 respondents who are residents of
Coimbatore, through a structured questionnaire. For the analysis following statistical tools
have been applied
For the analysis following statistical tools have been applied
 Percentage Analysis
 Chi-Square test
4.2 PERCENTAGE ANALYSIS
Percentage refers to a special kind of ratio in making comparison between two or

more data and to describe relationships. Percentage can also be used to compare the relation
terms in the distribution of two or more sources of data.
Number of Respondents
Percentage of Respondents = --------------------------------- X 100
Total Respondents
21
4.2.1 AGE STRUCTURE
The table 4.1 classified the age ratio of the respondents. The classifications are Below
25 years, 25 to 35 years, 36 - 45 years and Above 46 years.
Table: 4.1
Age of the respondents
Age No. of respondents (n=90) Percentage
Below 25 years 11 12
Between 25 and 35 years 51 57

Between 36 and 45 years 17 19
Above 46 years 11 12
Total 90 100
(S
INTERPRETATION
From the above table it is seen that out of 90 respondents, 11 (12%) respondents are
belonging to the age group of below 25 years, 51 (57%) respondents belonging to the age
group between 25-35 years, 17 (19%) respondents belonging to the age group between 36-45
years and remaining 11 (12%) respondents belonging to the age group of above 46 years.
Majority, 51 (57%) respondents are belonging to, the age group between 25-35 years.
22
Chart: 4.1
Age of the respondents
60 57
50
40
30
19
20
12 12
Percentage
10
Age
23
4.2.2 GENDER COMPOSITION
The Gender composition is made with the following namely classification a male and
female respectively.
Table: 4.2
Gender of the respondents
Gender No. of respondents (n=90) Percentage
Male 37 41
Female 53 59
Total 90 100
(Source : Primary data)
INTERPRETATION
The above table 4.2 seen that out of 90 respondents, 37 (41%) of the respondents are
male and remaining 53 (59%) of the respondents are female.
Majority, 53 (59%) of the respondents are female.
24
Chart: 4.2
Gender of the respondents
70
60 59
50
41
40
Percentage
30
20
10
0
Male Female
Gender
25
4.2.3 EDUCATIONAL QUALIFICATION
The Educational qualification of the respondents are classified namely No formal
education, Up to 12th Standard and Graduate.
Table: 4.3
Educational Qualification of the respondents
Educational Qualification No. of respondents (n=90) Percentage
No formal Education 20 22
Upto HSC 25 28
Graduate 45 50
Total 90 100
INTERPRETATION
The above table 4.3 seen that out of 90 respondents, 20 (22%) of the respondents have
no formal education, 25 (28%) of the respondents are educated up to 12 th standard and
remaining 45 (50%) of the respondents are graduate holders.
Majority, 45 (50%) of the respondents are graduate holders.
26
Chart: 4.3
Educational Qualification of the respondents
60
50
50
40
30 28
Percentage
22
20
10
0
No formal Education Upto HSC Graduate
Educational Qualification
27
4.2.4 ANNUAL INCOME
The table classifies the Annual income of the respondents. The Classification are done
by 4 categories that are Less than Rs.10,000, Rs.10001 - Rs.50,000 and Rs.20,001 -
Rs.50,000.
Table: 4.4
Annual Income of the respondents
Annual Income No. of respondents (n=90) Percentage
Less than Rs.10,000 6 7
Rs.10,001 - Rs.20,000 65 72
Rs.20,001 - Rs.50,000 19 21
Total 90 100
INTERPRETATION
The above table 4.4 seen that out of 90 respondents, 6 (7%) respondents Annual
Family income is below Rs.10,000, 65 (72%) respondents Annual Family income is between
Rs.10,001 and Rs.20,0000 and remaining 19 (21%) respondents Annual Family income is
between Rs.20,001 and Rs.50,000.
Majority, 65(72%) respondents, Annual Family income is between Rs.10,001 and

Rs.20,0000.
28
Chart: 4.4
Annual Income of the respondents
80
72
70
60
50
40
Percentage
30
21
20
10 7
0
Less than Rs.10,000 Rs.10,001 - Rs.20,000 Rs.20,001 - Rs.50,000
Annual Income
29
4.2.5 MARITAL STATUS
The table 4.4 classified the marital status ratio of the respondents. The classifications
are single and married.
Table: 4.5
Marital Status of the respondents
Marital Status No. of respondents (n=90) Percentage
Married 86 96
Unmarried 4 4
Total 90 100
INTERPRETATION
married and remaining 4 (4%) of the respondents are unmarried.
Majority, 86 (96%) of the respondents are married.
30
Chart: 4.5
Marital Status of the respondents
120
100 96
80
60
Percentage
40
20
4
0
Married Unmarried
Marital Status
31
4.2.6 AREA OF RESIDENCE
The table classifies the area of residence of the respondents. The area of residence
have been classified into 3 categories that are Rural, Semi – urban and urban area.
Table: 4.6
Place of living of the respondents
Place of living No. of respondents (n=90) Percentage
Urban 11 12
Semi-urban 7 8
Rural 72 80
Total 90 100
INTERPRETATION
The above table 4.6 seen that out of 90 respondents, 11 (12%) respondents are
residing in urban area, 7 (8%) respondents are residing in semi urban area and remaining 72
(80%) respondents are residing in rural area.
Majority, 72 (80%) respondents are residing in rural area.
32
Chart: 4.6
Place of living of the respondents
90
80
80
70
60
50
Percentage
40
30
20
12
10 8
0
Urban Semi-urban Rural
Place of living
33
4.2.7 TYPE OF FAMILY
The Classification of the type of family is done namely Nuclear and Joint family.
Table: 4.7
Type of family of the respondents
Type of family No. of respondents (n=90) Percentage
Joint 23 26
Nuclear 67 74
Total 90 100
INTERPRETATION
The above table 4.7 seen that out of 90 respondents, 23 (26%) respondents belong to
joint family and remaining 67 (74%) respondents belong to nuclear family.
Majority, 67 (74%) respondents belong to Nuclear family.
34
Chart: 4.7
Type of family of the respondents
80
74
70
60
50
Percentage
40
30 26
20
10
0
Joint Nuclear
Type of family
35
4.2.8 DESIGNATION OF THE RESPONDENTS
The table classifies the Designation of the respondents. The Designation have been
classified into 4 categories that are Manager, Assistant, Staffs and workers.
Table: 4.8
Designation of the respondents
Designation No. of respondents (n=90) Percentage

Manager 3 3
Assistant 10 11
Staff 16 18
Worker 61 68
Total 90 100
INTERPRETATION
managers, 10 (11%) of the respondents are Assistant staffs, 16 (18%) of the respondents are
staffs and remaining 61 (68%) of the respondents are workers of the company.
Maximum, 61 (68%) of the respondents belong to workers category.
36
Chart: 4.8
Designation of the respondents
80
70 68
60
50
40
Percentage
30
20 18
11
10
3
0
Manager Assistant Staff Worker
Designation
37
4.2.9 EXPERIENCE CLASSIFICATION
The Experience of the respondents are classified namely Below 5 years, 6 - 10 years,
11 -25 years and Above 25 years.
Table: 4.9
Working Experience of the respondents
Working Experience No. of respondents (n=90) Percentage

Below 5 years 37 41
6 to 10 years 46 51
11 to 25 years 5 6
Above 25 years 2 2
Total 90 100
INTERPRETATION
The above table 4.9 seen that out of 90 respondents, 37 (41%) of the respondents had
below 5 years of Experience in the organisation, 46 (51%) of the respondents had 6 to 10
years of experience in the organization, 5 (6%) of the respondents had 11 to 25 years of
experience in the organisation and remaining 2 (2%) of the respondents had above 25 years
of experience in the organisation.
Majority, 46 (51%) of the respondents had 6 to 10 years of experience in the

organization.
38
Chart: 4.9
Working Experience of the respondents
60
51
50
41
40
Percentage
30
20
10
6
2
0
Below 5 years 6 to 10 years 11 to 25 years Above 25 years
Working Experience
39
4.2.10 OPINION ABOUT WORKING CONDITION
The table classifies the opinion about working condition of the organisation. The
Classifications are Very Good, Good, Average, Poor and Need Improvement.
Table: 4.10
Opinion about Working Condition
Opinion about Working

No. of respondents (n=90) Percentage
Condition
Very Good 23 26
Good 37 41
Average 17 19
Poor 9 10
Need Improvement 4 4
Total 90 100
INTERPRETATION
said working condition of the organisation is very good, 37 (41%) of the respondents are said
working condition of the organisation is good, 17 (19%) of the respondents are said average
working condition of the organisation, 9 (10%) of the respondents are said working condition
of the organisation is very poor and remaining 4 (4%) of the respondents are said need
improvement of working condition of the organisation.
The majority, 37 (41%) of the respondents says working condition of the organisation
is good.
40
Chart: 4.10
45
41
40
35
30
26
25
Percentage
20 19
15
10
10
5 4
0
Very Good Good Average Poor Need Improvement
41
4.2.11 RELATIONSHIP WITH SUPERIOR
The table 4.11 classified the relationship with superior. The classifications are
Cordial, Moderate and Not cordial.
Table: 4.11
Relationship with superior
Relationship with
superior
Cordial 32 36
Moderate 40 44
Not cordial 18 20
Total 90 100
(Sou
INTERPRETATION
cordial relationship with superior, 40 (44%) of the respondents are moderate relationship with
superior and remaining 18 (20%) of the respondents not cordial relationship with superior.
The majority, 40 (44%) of the respondents have moderate relationship with superior.

42
Chart: 4.11
50
45 44
40
36
35
30
25
Percentage
20
20
15
10
5
0
Cordial Moderate Not cordial
43
4.2.12 OPINION ABOUT PROMOTIONAL OPPORTUNITIES
The respondents are classified on the basis of their leader relationship have attended
classified into four categories. Those are Cordial, Formal, Workable and Others.
Table: 4.12
Opinion about Promotional opportunities
Opinion about Promotional

opportunities
Very Good 27 30
Good 24 27
Average 28 31
Poor 11 12
Total 90 100
INTERPRETATION
said very good opinion about promotional opportunities given by the organisation, 24 (27%)
of the respondents are good opinion about promotional opportunities given by the
organisation, 28 (31%) of the respondents are average opinion about promotional
opportunities given by the organisation and remaining 11 (12%) of the respondents are poor
opinion about promotional opportunities given by the organisation.
The majority, 28 (31%) of the respondents are on average opinion about promotional
opportunities given by the organisation.
44
Chart: 4.12
35
31
30
30
27
25
20
Percentage
15
12
10
0
Very Good Good Average Poor
45
4.2.13 GRIEVANCE HANDLING SYSTEM
The respondents are classified on the basis of their grievance handling system have
classified into two categories. That is yes or no.
Table: 4.13
Grievance handling system
Grievance handling
system
Yes 84 93
No 6 7
Total 90 100
INTERPRETATION
follow any grievance handling system in the organisation and remaining 6 (7%) of the
respondent are not using the grievance handling system.
The majority, 84 (93%) of the respondents are following grievance handling system in
the organisation.
46
Chart: 4.13
100
93
90
80
70
60
50
Percentage
40
30
20
10 7
0
Yes No
47
4.2.14 PERIOD OF SOLVING GRIEVANCE
The table classifies the period of solving grievance. The period have been classified
into 4 categories that are Immediately, Delayed, Unsolved and Unnoticed.
Table: 4.14
Period of Solving Grievance
Period of Solving
No of respondents (n=84) Percentage
Grievance
Immediately 46 55
Delayed 13 15
Unsolved 10 12
Unnoticed 15 18
Total 84 100
INTERPRETATION
immediately solving the grievance, 13 (15%) of the respondents are time taken to solve the
grievance is delayed, 10 (12%) of the respondents are unsolved the grievance handling
system and remaining 15 (18%) of the respondents are unnoticed the grievance handling
system.
The majority, 46 (55%) of the respondents are immediately solving the grievances
through grievance handling system.
48
Chart: 4.14
60
55
50
40
30
Percentage
20 18
15
12
10
0
Immediately Delayed Unsolved Unnoticed
49
4.2.15 RELATIONSHIP WITH CO WORKERS
The table 4.15 classified the relationship with co workers. The classifications are
Good, Cordial, Co-operative and Not Co-operative.
Table: 4.15
Relationship with Co workers
Relationship with Co
workers
Good 35 39
Cordial 15 17
Co-operative 28 31
Not Co-operative 12 13
Total 90 100
INTERPRETATION
good relationship with coworkers, 15 (17%) of the respondents are cordial relationship with
coworkers, 28 (31%) of the respondents are cooperative with coworkers and remaining 12
(13%) of the respondents are not cooperatives with coworkers.
Majority 35 (39%) of the respondents have good relationship with coworkers and
forms the majority.
50
Chart: 4.15
45
40 39
35
31
30
25
Percentage
20
17
15 13
10
0
Good Cordial Co-operative Not Co-operative
51
4.2.16 DECISION MAKING
To examine the decision making of the respondents, it is classified into two categories
are shown below. Those are yes or no.
Table: 4.16
Decision making
Decision making No. of respondents (n=90) Percentage

Yes 82 91
No 8 9
Total 90 100
(So
INTERPRETATION
our views asked in decision making and remaining 8 (9%) of the respondents are not asked in
decision making.
The majority, 82 (91%) of the respondents views are asked in decision making.
52
Chart: 4.16
Decision making
100
91
90
80
70
60
50
Percentage
40
30
20
9
10
0
Yes No
Decision making
53
4.2.17 DECISION MAKING EXTENT
The table classifies the extent of decision making, it is classified into four categories
that are Frequently, Often, Sometimes and Not at all.
Table: 4.17
Decision making Extent
Extent of opinion No. of respondents (n=90) Percentage

Frequently 23 28
Often 47 57
Sometimes 8 10
Not at all 4 5
Total 82 100.00
(Sou
rce : Primary data)
INTERPRETATION
The above table 4.17 seen that out of 82 respondents, 23 (28%) of the respondents
frequently asked in decision making, 47 (57%) of the respondents are very often asked in
decision making, 8 (10%) of the respondents are sometimes asked in decision making and
remaining 4 (5%) of the respondents are not at all asked in decision making.
Majority, 47 (57%) of the respondents very often involved in decision making.
54
Chart: 4.17
Decision making Extent
60 57
50
40
30 28
Percentage
20
10
10
5
0
Frequently Often Sometimes Not at all
Extent of opinion
55
4.2.18 TARGET RELATED INCENTIVES
The table 4.18 classified the level of satisfaction on target related incentives. The
classifications are Highly Satisfied, Satisfied, Neutral, Dissatisfied and Highly Dissatisfied.
Table: 4.18
Target related incentives
Level of satisfaction on
target related incentives
Highly Satisfied 11 12
Satisfied 53 58
Neutral 14 16
Dissatisfied 6 7
Highly Dissatisfied 6 7
Total 90 100
(So
urce : Primary data)
INTERPRETATION
highly satisfied with target related incentives, 53 (58%) of the respondents are satisfied with
target related incentives, 14 (16%) of the respondents are neutral with target related
incentives, 6 (7%) of the respondents are dissatisfied with target related incentives and
remaining 6 (7%) of the respondents are highly dissatisfied with target related incentives.
The majority, 53 (58%) of the respondents are satisfied with target related incentives.

56
Chart: 4.18
Target related incentives
70
60 58
50
40
Percentage
30
20 16
12
10 7 7
0
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
Level of satisfaction on target related incentives
57
4.2.19 SAFETY EQUIPMENT
The table 4.19 classified the type of safety equipment given by the organization. The
classifications are Cap, Helmet, Over Coat, Shoes, Gloves and Others.
Table: 4.19
Safety equipment
Type of Safety equipment

given by the organisation
Cap 3 3
Helmet 8 9
Over Coat 60 67
Shoes 10 11
Gloves 2 2
Others 7 8
Total 90 100
INTERPRETATION
said that cap equipment given by the organisation, 8 (9%) of the respondents are said that
helmet equipment given by the organisation, 60 (67%) of the respondents are said that over
coat equipment given by the organisation, 10 (11%) of the respondents are said that shows
equipment given by the organisation, 1 (2%) of the respondents are said that gloves
equipment given by the organisation and remaining 7 (8%) of the respondents are said that
other equipment given by the organisation.
The majority, 60 (67%) of the respondents have over coat equipment given by the
organisation.
58
Chart: 4.19
Safety equipment
80
70 67
60
50
40
Percentage
30
20
11
9 8
10
3 2
0
Cap Helmet Over Coat Shoes Gloves Others
Type of Safety equipment given by the organisation
59
4.2.20 WELFARE FACILITIES
The table 4.20 classified the welfare facilities provided by the organisation. The
classifications are Educational allowance, Family group Insurance, EPF, Holiday
compensation, Vehicle loans and Housing loan.
Table: 4.20
Welfare facilities
Welfare facilities No. of respondents (n=90) Percentage
Educational allowance 2 2
Family group Insurance 12 13
EPF 2 2
Holiday compensation 58 64
Vehicle loans 14 17
Housing loan 2 2
Total 90 100
INTERPRETATION
said education allowance facilities provided by the organisation, 12 (13%) of the respondents
are said family group insurance facilities provided by the organisation, 2 (2%) of the
respondents are said EPF facilities provided by the organisation, 58 (64%) of the respondents
are said holiday compensation facilities provided by the organisation, 14 (17%) of the
respondents are said vehicle loans facilities provided by the organisation and remaining 2
(2%) of the respondents are said that housing loan facilities provided by the organisation.
Majority, 58 (64%) of the respondents enjoy holiday compensation facilities provided

by the organisation.
Chart: 4.20
Welfare facilities
60
70 64
60
50
40
30
20 17
13
Percentage
10
2 2 2
0
Welfare facilities
61
4.2.21 PAY PACKAGE
The table 4.21 classified the feel about pay package. The classifications are Good,
Adequate, Neutral, Satisfactory and Not Adequate.
Table: 4.21
Pay package
Pay package No. of respondents (n=90) Percentage

Good 51 57
Adequate 24 27
Neutral 4 4
Satisfactory 3 3
Not Adequate 8 9
Total 90 100
(Sour
INTERPRETATION
feel about pay package is good, 24 (27%) of the respondents are adequate feel about pay
package, 4 (4%) of the respondents are neutral feel about pay package, 3 (3%) of the
respondents are satisfactory about pay package and remaining 8 (9%) of the respondents are
not adequate feel about pay package.
Majority, 51 (57%) of the respondents feel good about pay package.
62
Chart: 4.21
Pay package
60 57
50
40
30 27
Percentage
20
10 9
4 3
0
Good Adequate Neutral Satisfactory Not Adequate
Pay package
63
4.2.22 JOB RECOGNITION
The table classifies the jobs are recognized by the company. The classification are
namely yes or no.
Table: 4.22
Job recognition
Jobs are recognized

by your company
Yes 86 96
No 4 4
Total 90 100
INTERPRETATION
It is evident from the above table that out of 90 respondents, 86 (96%) of the
respondents are said our jobs are recognized by the company and remaining 4 (4%) of the
respondents are said our job not recognized by the company.
Majority 86 (96%) of the respondents are said our jobs are recognized by the
company.
64
Chart: 4.22
Job recognition
120
100 96
80
60
Percentage
40
20
4
0
Yes No
Jobs are recognized by your company
65
4.2.23 FINANCIAL INCENTIVES
The following table shows the classification of respondents satisfied with financial
incentives provided by the organisation. The Classifications are Highly Satisfied, Satisfied
and Neutral.
Table: 4.23
Financial Incentives
Financial Incentives No. of respondents (n=90) Percentage

Satisfied 15 16
Neutral 6 7
Total 90 100
INTERPRETATION
highly satisfied with financial incentives provided by the organisation, 15 (16%) of the
respondents are satisfied with financial incentives provided by the organisation and
remaining 6 (7%) of the respondents are neutral with financial incentives provided by the
organisation.
Majority 69 (77%) of the respondents are highly satisfied with financial incentives
provided by the organisation.
66
Chart: 4.23
90
80 77
70
60
50
Percentage
40
30
20 16
10 7
0
Highly Satisfied Satisfied Neutral
67
4.2.24 NON - FINANCIAL INCENTIVES
The table classifies the non financial incentives provided by the organisation. The
classification is Highly Satisfied, Satisfied and Neutral.
Table: 4.24
Non - financial Incentives
Non- financial
Incentives
Satisfied 29 32
Neutral 16 18
Total 90 100
INTERPRETATION
highly satisfied with non financial incentives provided by the organisation, 29 (32%) of the
respondents are satisfied with non financial incentives provided by the organisation and
remaining 16 (18%) of the respondents are neutral with non financial incentives provided by
the organisation.
The majority, 45 (50%) of the respondents are highly satisfied with non financial
incentives provided by the organisation.
68
Chart: 4.24
Non - financial Incentives
60
50
50
40
32
30
Percentage
20 18
10
0
Non- financial Incentives
69
4.2.25 WORKING HOURS
The following table shows the classification of respondents satisfied with working
hours. The Classifications are Highly Satisfied, Satisfied, Neutral and Dissatisfied.
Table: 4.25
Working hours
Working hours No. of respondents (n=90) Percentage

Satisfied 33 37
Neutral 1 1
Dissatisfied 6 7
Total 90 100
INTERPRETATION
highly satisfied with working hours of the organisation, 33 (37%) of the respondents are
satisfied with working hours of the organisation, 1 (1%) of the respondents are neutral with
working hours of the organisation and remaining 6 (7%) of the respondents are dissatisfied
with working hours of the organisation.
Majority 50 (55%) of the respondents are highly satisfied with working hours of the
organisation.
70
Chart: 4.25
Working hours
60
55
50
40 37
30
Percentage
20
10 7
1
0
Highly Satisfied Satisfied Neutral Dissatisfied
Working hours
71
4.2.26 ACCIDENT COMPENSATION PAID
The table 4.26 classified the accident compensation paid provided by the employees.
The classifications are Highly Satisfied, Satisfied, Neutral and Dissatisfied.
Table: 4.26
Accident compensation paid
Accident compensation paid No. of respondents (n=90) Percentage
Satisfied 39 43
Neutral 3 3
Dissatisfied 8 9
Total 90 100
INTERPRETATION
highly satisfied with accident compensation paid given by the organisation, 39 (43%) of the
respondents are satisfied with accident compensation paid given by the organisation, 3 (3%)
of the respondents are neutral with accident compensation paid given by the organisation and
remaining 8 (9%) of the respondents are dissatisfied with accident compensation paid given
The majority, 40 (45%) of the respondents are highly satisfied with accident
compensation paid given by the organisation.
72
Chart: 4.26
50
45
45 43
40
35
30
Percentage
25
20
15
10 9
5 3
0
73
4.2.27 WELFARE MEASURE
The table classifies the welfare measure provided by the organisation. The
classification are Highly Satisfied, Satisfied and Neutral.
Table: 4.27
Welfare measure
Welfare measure No. of respondents (n=90) Percentage

Satisfied 48 53
Neutral 7 8
Total 90 100
INTERPRETATION
highly satisfied with welfare facilities provided by the organisation, 48 (53%) of the
respondents are satisfied with welfare facilities provided by the organisation and remaining 7
(8%) of the respondents are dissatisfied with welfare facilities provided by the organisation.
The majority, 48 (53%) of the respondents are satisfied with welfare facilities
74
Chart: 4.27
Welfare measure
60
53
50
40 39
30
Percentage
20
10 8
0
Welfare measure
75
4.2.28 QUALITY OF FOOD SERVES IN CANTEEN
The following table shows the classification of respondents satisfied with quality of
food serves in canteen. The Classifications are Highly Satisfied, Satisfied, Neutral and
Dissatisfied.
Table: 4.28
Quality of food serves in canteen
Quality of food serves

in canteen
Satisfied 58 65
Neutral 4 4
Dissatisfied 2 2
Total 90 100
INTERPRETATION
highly satisfied with quality of food and serves in canteen, 58 (65%) of the respondents are
satisfied with quality of food and serves in canteen, 4 (4%) of the respondents are neutral
with quality of food and serves in canteen and remaining 2 (2%) of the respondents are
dissatisfied with quality of food and serves in canteen.
The majority, 58 (65%) of the respondents are satisfied with quality of food and
serves in canteen.
76
Chart: 4.28
70
65
60
50
40
Percentage
30 29
20
10
4
2
0
77
4.2.29 RESTROOM FACILITY
The table classifies the restroom facilities provided by the employees. The facilities
program have been classified into 3 categories that are Highly Satisfied, Satisfied and
Neutral.
Table: 4.29
Restroom facility
Restroom facility No. of respondents (n=90) Percentage

Satisfied 57 63
Neutral 2 2
Total 90 100
INTERPRETATION
The above table 4.29 seen that out of 90 respondents, 31(35%) of the respondents are
highly satisfied with restroom facilities of the organisation, 57 (63%) of the respondents are
satisfied with restroom facilities of the organisation remaining 2 (2%) of the respondents are
dissatisfied with restroom facilities of the organisation.
The majority, 57 (63%) of the respondents are satisfied with restroom facilities of the
organisation.
78
Chart: 4.29
Restroom facility
70
63
60
50
40
35
Percentage
30
20
10
2
0
Restroom facility
79
4.2.30 PROMOTION SYSTEMS
The table 4.30 classified the promotion system. The classifications are Highly
Satisfied, Satisfied, Neutral and Dissatisfied.
Table: 4.30
Promotion systems
Promotion systems No. of respondents (n=90) Percentage

Satisfied 55 61
Neutral 6 7
Dissatisfied 2 2
Total 90 100
INTERPRETATION
highly satisfied with promotion system of the organisation, 55 (61%) of the respondents are
satisfied with promotion system of the organisation, 6 (7%) of the respondents are neutral
with promotion system of the organisation and remaining 2 (2%) of the respondents are
dissatisfied with promotion system of the organisation.
The majority, 55 (61%) of the respondents are satisfied with promotion system of the
organisation.
80
Chart: 4.30
Promotion systems
70
61
60
50
40
Percentage
30
30
20
10 7
2
0
Promotion systems
81
4.2.31 JOB SECURITY SYSTEMS
To examine the job security systems have achived of the respondents, it is classified
into four categories are shown Highly Satisfied, Satisfied, Neutral and Dissatisfied.
Table: 4.31
Job Security systems
Job Security systems No. of respondents (n=90) Percentage
Satisfied 54 60
Neutral 4 5
Dissatisfied 2 2
Total 90 100
INTERPRETATION
highly satisfied with job security system provided by the organisation, 54 (60%) of the
respondents are satisfied with job security system provided by the organisation, 4 (5%) of the
respondents are neutral with job security system provided by the organisation and remaining
2 (2%) of the respondents are dissatisfied with job security system provided by the
organisation.
The majority, 54 (60%) of the respondents are satisfied with job security system
82
Chart: 4.31
70
60
60
50
40
33
Percentage
30
20
10
5
2
0
83
4.2.32 EMPLOYEE COUNSELLING SCHEME
The table classifies the employees counseling scheme have conducted by the
organisation, it is classified into four categories that are Highly Satisfied, Satisfied and
Neutral.
Table: 4.32
Employee counseling scheme
Employee
counseling scheme
Satisfied 52 58
Neutral 4 4
Total 90 100
INTERPRETATION
highly satisfied with Employee counseling scheme provided by the organisation, 52 (58%) of
the respondents are satisfied with Employee counseling scheme provided by the organisation
and remaining 4 (4%) of the respondents are neutral with Employee counseling scheme
The majority, 52 (58%) of the respondents are satisfied with Employee counseling
scheme provided by the organisation.
84
Chart: 4.32
Employee counseling scheme
70
60 58
50
40 38
Percentage
30
20
10
4
0
Employee counselling scheme
85
4.2.33 EXISTING COMMITTEES
The table 4.33 classified the existing committees. The classifications are Highly
Satisfied, Satisfied and Neutral.
Table: 4.33
Existing Committees
Existing
Committees
Satisfied 48 53
Neutral 7 8
Total 90 100
(Sourc
INTERPRETATION
highly satisfied with existing committees of the organisation, 48 (53%) of the respondents are
satisfied with existing committees of the organisation and remaining 7 (8%) of the
respondents are neutral with existing committees of the organisation.
The majority 48 (53%) of the respondents are satisfied with existing committees of
the organisation.
86
Chart: 4.33
Existing Committees
60
53
50
40 39
30
Percentage
20
10 8
0
Existing Committees
87
4.2.34 GRIEVANCE PROCEDURE
The table 4.34 classified the grievance procedure of the respondents. The
classifications are Highly Satisfied, Satisfied and Neutral.
Table: 4.34
Grievance Procedure
Grievance Procedure No. of respondents (n=90) Percentage

Satisfied 55 61
Neutral 12 13
Total 90 100
INTERPRETATION
highly satisfied with Grievance Procedures provided by the organisation, 55 (61%) of the
respondents are satisfied with Grievance Procedures provided by the organisation and
remaining 12 (13%) of the respondents are neutral with Grievance Procedures provided by
the organisation.
The majority, 55 (61%) of the respondents are satisfied with Grievance Procedures
88
Chart: 4.34
Grievance Procedure
70
61
60
50
40
Percentage
30 26
20
13
10
0
Grievance Procedure
89
4.2.35 WORKING CONDITION
The table 4.35 classified the working condition of the respondents. The classifications
are Highly Satisfied, Satisfied and Neutral.
Table: 4.35
Working condition
Working condition No. of respondents (n=90) Percentage

Satisfied 46 51
Neutral 8 9
Total 90 100
INTERPRETATION
highly satisfied with working condition of the organisation, 46 (51%) of the respondents are
satisfied with working condition of the organisation and remaining 8 (9%) of the respondents
are neutral with working condition of the organisation.
The majority, 46 (51%) of the respondents are satisfied with working condition of the
organisation.
90
Chart: 4.35
Working condition
60
51
50
40
40
30
Percentage
20
10 9
0
Working condition
91
4.3 CHI SQUARE TEST
The chi square test is an important test among the several tests of significance
developed by satisfaction. Chi-square, symbolically written x 2is a statistical measure used in
the contexts of sampling analysis for comparing a variance to a theoretical variance. It can
also be used to make comparison between theoretical population and actual data when
categories as used. By comparing a calculated value with the table value of x 2for degrees of
freedom at given level of significance. We may either accept or reject the null hypothesis .If
the calculated value of x 2is less than the value, the null hypothesis is accepted ,but if the
calculate value is equal or greater than table, value the hypothesis is rejected.
The formula applied for Chi-square
2 (Oi−Ei)2
x =¿∑
Ei
Oi = Observed Frequency
Ei = Expected frequency
92
Table: 4.36
Age and Facilities provided by the organisation
H0 = There exist no significant association between age of the respondents and facilities
Facilities Provided Index

Age Total
High Moderate Low
Below 25 years 8 1 2 11
Between 25 and 35 years 20 24 7 51
Above 46 years 3 8 0 11
Total 39 39 12 90
Calculated χ2 Value: 10.592

Degree of freedom: 6
Table Value: Five per cent level: 12.592
Since the calculated χ2 value (10.592) is less than the table value (12.592 at five
percent level of significance. H0 is accepted. Hence it is concluded that there is no significant
association between age of the respondents and facilities provided by the organisation.
93
Table: 4.37
Gender and Facilities provided by the organisation
H0 = There exist no significant association between gender of the respondents and facilities

Gender Total
High Moderate Low
Male 7 21 9 37
Female 32 18 3 53
Total 39 39 12 90

Since the calculated χ2 value (16.948) is more than the table value (5.991) at five
percent level of significance. H0 is rejected. Hence it is concluded that there is a significant
association between gender of the respondents and facilities provided by the organisation.
94
Table: 4.38
Educational Qualification and Facilities provided by the organisation
H0 = There exist no significant association between educational qualification of the

respondents and facilities provided by the organisation.
Educational Facilities Provided Index

Total
Qualification High Moderate Low
No formal Education 5 12 3 20
Upto HSC 5 18 2 25
Graduate 29 9 7 45
Total 39 39 12 90

Since the calculated χ2 value (21.739) is greater than the table value (9.488) at five
association between educational qualification of the respondents and facilities provided by
the organisation.
95
Table: 4.39
Annual Income and Facilities provided by the organisation
H0 = There exist no significant association between annual income of the respondents and
facilities provided by the organisation.

Annual Income Total
High Moderate Low
Less than Rs.10,000 0 4 2 6
Rs.10,001 - Rs.20,000 32 28 5 65
Rs.20,001 - Rs.50,000 7 7 5 19
Total 39 39 12 90

association between annual income of the respondents and facilities provided by the
organisation.
96
Table: 4.40
Marital Status and Facilities provided by the organisation
H0 = There exist no significant association between marital status of the respondents and

Marital Status Total
High Moderate Low
Married 35 39 12 86
Unmarried 4 0 0 4
Total 39 39 12 90

Since the calculated χ2 value (5.474) is less than the table value (5.991) at five
association between marital status of the respondents and facilities provided by the
organisation.
97
Table: 4.41
Place of living and Facilities provided by the organisation
H0 = There exist no significant association between place of residence of the respondents and

Place of living Total
High Moderate Low
Urban 3 5 3 11
Semi-urban 0 4 3 7
Rural 36 30 6 72
Total 39 39 12 90

Since the calculated χ2 value (12.321) is greater than the table value (9.488) at five
percent level of significance. H0 is rejected.. Hence it is concluded that there is a significant
association between place of residence of the respondents and facilities provided by the
organisation.
98
Table: 4.42
Designation and Facilities provided by the organisation
H0 = There exist no significant association between designation of the respondents and


Designation Total
High Moderate Low
Manager 2 1 0 3
Assistant 2 4 4 10
Staff 9 6 1 16
Worker 26 28 7 61
Total 39 39 12 90

association between designation of the respondents and facilities provided by the
organisation.
99
Table: 4.43
Age and Job Satisfaction
H0 = There exist no significant association between age of the respondents and their level of
job satisfaction.
Job Satisfaction Index Total

Age
High Moderate Low
Below 25 years 5 2 4 11
Above 46 years 9 2 0 11
Total 50 14 26 90

association between age of the respondents and their level of job satisfaction.
100
Table: 4.44
Gender and Job Satisfaction
H0 = There exist no significant association between gender of the respondents and their level
of job satisfaction.
Job Satisfaction Index

Gender Total
High Moderate Low
Male 29 4 4 37
Female 21 10 22 53
Total 50 14 26 90

association between gender of the respondents and their level of job satisfaction.
101
Table: 4.45
Educational Qualification and Job Satisfaction
H0 = There exist no significant association between educational qualification of the

respondents and their level of job satisfaction.
Educational Job Satisfaction Index Total

Qualification High Moderate Low
No formal Education 16 2 2 20
Upto HSC 22 2 1 25
Graduate 12 10 23 45
Total 50 14 26 90

association between educational qualification of the respondents and their level of job
satisfaction.
102
Table: 4.46
Annual Income and Job Satisfaction
H0 = There exist no significant association between annual income of the respondents and
their level of job satisfaction.

Annual Income Total
High Moderate Low
Less than Rs.10,000 4 0 2 6
Rs.10,001 - Rs.20,000 33 10 22 65
Rs.20,001 - Rs.50,000 13 4 2 19
Total 50 14 26 90

association between annual income of the respondents and their level of job satisfaction.
103
Table: 4.47
Marital Status and Job Satisfaction
H0 = There exist no significant association between marital status of the respondents and

Marital Status Total
High Moderate Low
Married 48 12 26 86
Unmarried 2 2 0 4
Total 50 14 26 90

association between marital status of the respondents and their level of job satisfaction.
104
Table: 4.48
Place of living and Job Satisfaction
H0 = There exist no significant association between place of residence of the respondents and

Place of living Total
High Moderate Low
Urban 7 2 2 11
Semi-urban 5 2 0 7
Rural 38 10 24 72
Total 50 14 26 90

association between place of residence of the respondents and their level of job satisfaction.
105
Table: 4.49
Designation and Job Satisfaction
H0 = There exist no significant association between designation of the respondents and their
level of satisfaction.
Job Satisfaction Index Total

Designation
High Moderate Low
Manager 1 0 2 3
Assistant 8 0 2 10
Staff 4 4 8 16
Worker 37 10 14 61
Total 50 14 26 90

association between designation of the respondents and their level of job satisfaction.
106
CHAPTER – V
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 INTRODUCTION
The main objective is to identify the satisfaction level of the employees on the
environment and infrastructure. A structured questionnaire was prepared to collect the data
from the respondents. The major findings of the study and suitable suggestion are presented
in this chapter.
5.2 FINDINGS
5.2.1 Percentage Analysis
 Majority, 51 (57%) respondents are belonging to, the age group between 25-35 years.
 Majority, 53 (59%) of the respondents are female.
 Majority, 45 (50%) of the respondents are graduate holders.
 Majority, 65(72%) respondents, Annual Family income is between Rs.10,001 and
Rs.20,0000.
 Majority, 86 (96%) of the respondents are married.
 Majority, 72 (80%) respondents are residing in rural area.
 Majority, 67 (74%) respondents belong to Nuclear family.
 Maximum, 61 (68%) of the respondents belong to workers category.
 Majority, 46 (51%) of the respondents had 6 to 10 years of experience in the
organization.
 The majority, 37 (41%) of the respondents says working condition of the organisation
is good.
 The majority, 40 (44%) of the respondents have moderate relationship with superior.

 The majority, 28 (31%) of the respondents are on average opinion about promotional
opportunities given by the organisation.
 The majority, 84 (93%) of the respondents are following grievance handling system in
the organisation.
 The majority, 46 (55%) of the respondents are immediately solving the grievances
through grievance handling system.
107
 Majority 35 (39%) of the respondents have good relationship with coworkers and
forms the majority.
 The majority, 82 (91%) of the respondents views are asked in decision making.
 Majority, 47 (57%) of the respondents very often involved in decision making.
 The majority, 53 (58%) of the respondents are satisfied with target related incentives.
 The majority, 60 (67%) of the respondents have over coat equipment given by the
organisation.
 Majority, 58 (64%) of the respondents enjoy holiday compensation facilities provided
 Majority, 51 (57%) of the respondents feel good about pay package.
 Majority 86 (96%) of the respondents are said our jobs are recognized by the
company.
 Majority 69 (77%) of the respondents are highly satisfied with financial incentives
 The majority, 45 (50%) of the respondents are highly satisfied with non financial
incentives provided by the organisation.
 Majority 50 (55%) of the respondents are highly satisfied with working hours of the
organisation.
 The majority, 40 (45%) of the respondents are highly satisfied with accident
compensation paid given by the organisation.
 The majority, 48 (53%) of the respondents are satisfied with welfare facilities
 The majority, 58 (65%) of the respondents are satisfied with quality of food and
serves in canteen.
 The majority, 57 (63%) of the respondents are satisfied with restroom facilities of the
organisation.
 The majority, 55 (61%) of the respondents are satisfied with promotion system of the
organisation.
 The majority, 54 (60%) of the respondents are satisfied with job security system
 The majority, 52 (58%) of the respondents are satisfied with Employee counseling
scheme provided by the organisation.
108
 The majority 48 (53%) of the respondents are satisfied with existing committees of
the organisation.
 The majority, 55 (61%) of the respondents are satisfied with Grievance Procedures
 The majority, 46 (51%) of the respondents are satisfied with working condition of the
organisation.
5.2.2 Chi – Square Test
 There is no significant association between age of the respondents and facilities

 There is a significant association between gender of the respondents and facilities
 There is a significant association between educational qualification of the respondents
and facilities provided by the organisation.
 There is a significant association between annual income of the respondents and
 There is no significant association between marital status of the respondents and
 There is a significant association between place of residence of the respondents and
 There is no significant association between designation of the respondents and
 There is no significant association between age of the respondents and their level of
job satisfaction.
 There is a significant association between gender of the respondents and their level of
job satisfaction.
 There is a significant association between educational qualification of the respondents
and their level of job satisfaction.
 There is no significant association between annual income of the respondents and
 There is no significant association between marital status of the respondents and their
level of job satisfaction.
109
 There is no significant association between place of residence of the respondents and
 There is no significant association between designation of the respondents and their
level of job satisfaction.
5.3 SUGGESTION
Based on the findings of the study, the following suggestions are offered as feasible to
achieve the improvement of Satisfaction among employees.
 To there was no freedom of the employees , it is suggested to the management

reasonable freedom to the employees.
 The employee feels that the work-loads are not equal between colleagues. So equal
distribution of workloads should be done to improve the satisfaction of employee
especially in the media sector.
 In the media sector, there must be brain storming between employees and employers
relating to their job profile, job stress, and salary from time to time in order to
increase their job-commitment.
 Reward and recognition system should be fair and transparently to be adapted to each
and every employee in the Organization in both the sectors.
 Training Programmes should be conducted for both personal as well as technical
development. Management should recognize talents and encourage them to grow in
the organization.
 Reduce the working hours to motivate the employees.
 To provide more carrier opportunity promotional policy should be restricted.
 Give more attention for performance linked pay structure.
 Performance based rewards and recognitions to improve motivation of employees.
 Organisation can motivate individual through proper counseling and guidance.
 Majority of the employees feel that wage & salary provided to them may have to be
considered for hike. So the organization may consider of increasing it.
 Individual attention to employees regarding health matters may be considered on
priority basis.
110
 Better communication may yield some more results. Manager may considered for
management training.
 Make senior management friendlier with subordinates.
 Try to give timely incentives to employees to motivate financially.
5.4 CONCLUSION
Workplace happiness is very important to keep our mind fresh and stress less.
Employee job satisfaction can improve service quality and increase employee happiness and
satisfaction. In this circumstance, policy makers and managers have turned their attention to
provide different kinds of facilities to their employees in order to satisfy their employees. The
results suggest that the factors had satisfactorily explained job satisfaction and that the policy
makers and managers should focus on the factors that affect employee job satisfaction, if they
want to enhance their businesses. Based on the results for the standardized values, we are
able to see that work conditions, fairness, promotion, and pay, are key factors affecting media
industries employees job satisfaction. Money is a good motivator, actually all employees
work for money, employees need the money, a good salary and good compensations are key
factors in satisfying the employee. We can increase the employee salary and compensation to
motivate the employee, the good pay back can be one of the key factors affecting job
satisfaction, also in this way one can increase the service quality and organizational
performance. A good work environment and good work conditions can increase employee
happiness and satisfaction and the employees will try to give their best which can increase the
employee work performance.
111
BIBLIOGRAPHY
Books
 K. Aswathappa, Human Resource and Personnel management, Forth Edition, The

McGraw-Hill companies, 2006.
 B.R Virmani and Premila Seth, Evaluating Management Training and

Development, Vision Books, New Delhi, 1985.
 C.R. Kothari, Research Methodology Methods and Techniques (second revised

edition), P1, New Age International (P) Limited, 2011.
Articles
 Aarti Chahal (2013), “Job Satisfaction among Bank Employees: An Analysis Of The
Contributing Variables Towards Job Satisfaction”. IOSR Journal of Humanities and
Social Science (IOSR-JHSS) Volume 19, Issue 3, PP 57-62.
 Amir Abou Elnaga and Amen Imran (2014), “The Impact of Employee
Empowerment on Job Satisfaction”. International Journal of Business and
Management Vol. 3, No. 12; January 2014.
 Annelore Deprez and Karin Raeymaeckers (2012), “A Longitudinal Study of
Job Satisfaction among Flemish Professional Journalists”. Organizational Behavior
(Handbook), Page: 106–123.
 Bandana Nayak (2013), “Employee Satisfaction Leveraging Employee Relations and
Overall Job Satisfaction”. World Applied Sciences Journal 20 (8): 1152-1158, 2012,
ISSN 1818-4952.
 Bidyut Bijoya Neog and Dr. Mukulesh Barua (2014), “Factors Influencing
Employee’s Job Satisfaction: An Empirical Study among Employees of Automobile
Service Workshops in Assam”. International Journal of Management & Business
Studies, IJMBS Vol. 1, Issue 4, pp.78-93.
 C. P. Akpan (2013), “Job Security and Job Satisfaction as Determinants of
Organizational Commitment”. International Journal of Business, Management and
Social Sciences Vol. 2, No. 1, 2010, pp. 33-42.
112
ANNEXURE
DEMOGRAPHIC PROFILE
1. Name: -----------------------------------------------
2. Age
a) Below 25 years b) Between 25 and 35years
c) Between 36 and 45 years d) 46 & above
3. Gender
a) Male b) Female
4. Educational Qualification
a) No formal education b) Upto HSC
c) Graduate d) Post graduate
e) Others specify ------------------------------
5. Annual income
a) Less than Rs 10,000 b) Rs 10,001-20,000
c) Rs 20,001-50,000 d) Rs. 50,000 & above
6. Marital status
a) Married b) Unmarried
7. Place of living
a) Urban b) Semi-urban
c) Rural
8. Type of family
a) Joint b) Nuclear
9. Designation
a) Manager b) Assistant c) Staff d) Worker
e) Others specify ----------------------------
10. Department
a) Purchase b) Production c) Sales & Marketing
d) Finance e) Quality Control f) Packaging
g) Store h) Others specify ----------------------------
II. EMPLOYEE DETAILS
11. Working Experience
a) Below 5 years b) 6 to 10 years c) 11 to 25 years d) Above 25 years
12. Your Opinion about working condition
a) Very good b) Good c) Average
d) Poor e) Need Improvement
113
13. How is your relationship with superior?
a) Cordial b) Moderate c) Not cordial
14. Your Opinion about promotional opportunities
a) Very good b) Good c) Average d) Poor
15. Does the time follow any grievance handling system?
a) Yes b) No
16. If yes, the time period taken to solve the grievance is
a) Immediately b) Delayed c) Unsolved d) Unnoticed
17. How are your co – workers?
a) Good b) Cordial c) Co – operative d) Not- co-
operative
18. Are your views asked in decision making?
a) Yes b) No
19. If yes to what extent you opinion is considered
a) Frequently b) Often
c) Sometimes d) Not at all
III. EMPLOYEE SATISFACTION
20. Your level of satisfaction on target related incentives
a) Highly Satisfied b) Satisfied c) Neutral
d) Dissatisfied e) Highly Dissatisfied
21. What are the safety equipment given by the organization?
a) Cap b) Helmet
c) Over coat d) Shoes
e) Gloves f) Eye glass g) Others specify ----------------------------
22. What are the family welfare facilities provided by the organization?
a) Education allowance b) Family group Insurance c) EPF
d) Holiday compensation e) Vehicle loans f) Housing loan
g) Others specify ----------------------------
23. What do you feel about pay package?
a) Good b) Adequate c) Neutral
d) Satisfactory e) Not Adequate
24. Do your jobs are recognized by your company?
a) Yes b) No
25. Kindly put a tick mark in category matches you
Factors Yes No HS S N DS HDS
Financial incentives
Nonfinancial Incentives
Working hours
Welfare measures
Quality of food served in canteens
Rest rooms facilities
Promotion system
Job security system
Employees counseling scheme
Existing Committees
Grievance Procedures
114
Working conditions
IV.JOB SATISFACTION
26. Kindly put a tick mark any one of five response category of (1) strongly agree [SA], (2)
agree [A], (3) Neutral [N], (4) disagree [D], (5) strongly disagree [SD] which suits you the
best. Kindly respond to each item. All information will be kept confidential.
S.No Statement SA A N DA SD
1 My job is like a hobby to me.
My job is usually interesting enough to keep
2
me from getting bored.
It seems that my friends are interested in my
3
jobs.
4 I consider my job rather unpleasant
5 I enjoy my work more than my leisure time.
6 I am satisfied with my present job.
Most of the time I have to force my self to
7
go to work.
I feel that my job is no more interesting than
8
others I could get.
9 I definitely dislike my work.
I feel that I am happy in my work than most
10
other people.
11 Most days I am enthusiastic about my work.
Each day of work seems like it will never
12
end.
I like my job better than the average worker
13
does.
14 My job is pretty uninteresting.
15 I feel pleasure in my work.
16 I am disappointed that I ever took this job.
I often feel that my employer will not
17
terminate me if I commit a mistake
18 My Job is more varied and less monotonous
I feel badly if I do not perform well on my
19
job
I have various avenues open for refreshing
20
my knowledge in my field
115
S.No Statement SA A N DA SD
The respect and regards that people shown
21
on me is because of the job I hold.
The most important thing that happens to me
22
is involved with my job.
My present job demands a high degree of
23
accuracy.
I will quit the present job if I am offered
24
another at a higher pay.
I have never felt at ease in the present job as
25 the ways of doing things are rapidly
changing.
I have faced a situation when undeserving
26
candidate was promoted.
Recreational facilities are negligible in my
27
institution
28 I like and respect my colleagues
I have substantial discretion in scheduling
29 the work and determining the procedures in
carrying out work.
I have to work very hard here if am to keep
30
my job secure.
The activities of my superiors are governed
31
with self-interest.
32 I have control over the pace of my work.
Present job gives me a tremendous sense of
33
accomplishment.
Present job requires use of different talents
34
which are present in me.
Canteen and catering facilities are available
35
at appropriate time.
36 My opinions are given due consideration
27. Give any suggestion

----------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------
---------------
116

HCL Full Project-1

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

HCL Full Project-1

Uploaded by

Copyright:

Available Formats

CHAPTER 1

INTRODUCTION AND DESIGN OF THE STUDY

1.2 STATEMENT OF THE PROBLEM

 The level of pay and benefits

1.5 RESEARCH METHODOLOGY

 How are the IT Professionals motivated by the Companies?

SCOPE & LIMITATIONS

METHOD OF DATA COLLECTION

The data for this study are of two types: -

Percentage refers to a special kind of ratio in making comparison between two or

CHI SQUARE TEST

The formula applied for Chi-square

1.6 LIMITATION OF THE STUDY

The following of the limitations study are:

1.7 CHAPTER SCHEME

Annelore Deprez and Karin Raeymaeckers (2012), “A Longitudinal Study of Job

III .2 HCL next 30 years

HCL Infosystems (http://www.hclinfosystems.com) is now a $2.3 billion IT

 Global Client Base & Relationships

III .4 PROCESS PROFILE

that operates in 25 states and 22 countries outside the United States.

support to its clients. Presently, it is 678 strong. It is an international inbound technical

customers or prospects in a timely, polite and professional manner.

1. Global Telecom Major – U.K

III. 6 HCL BPO: The Management Team

Shiv Nadar – Chairman

N. Ranjit - Chief Operating Officer

Raj Sirohi - Global Head, Sales and Marketing

Sumit Bhattacharya - Executive Vice President –Marketing

Kevin Houston - Center Head – Belfast

Eileen Mc Aleese - Operations Manager – Belfast

Ron Ruys - Campaign Manager – Belfast

S. K. Pillai - Vice President – Quality

A.P. Rao- Vice President - Human Resources

Vijay Reddy - Chief Technology Officer

III. 7 Awards & Certifications

 COPC Certification awarded (Noida)

 BS 7799 Certification awarded

Delivery Center Network

Code Place No. of Seats

N1: Noida, India 650 Seats

N2: Noida, India 700 Seats

N3: Noida, India 700 Seats

N4: Noida, India 1000 Seats

B1: Bangalore, India 350 Seats

C1: Chennai, India 750 Seats

C2: Chennai, India 1000 Seats

M1: Malaysia 200 Seats

For the analysis following statistical tools have been applied

4.2 PERCENTAGE ANALYSIS

Percentage refers to a special kind of ratio in making comparison between two or

Age No. of respondents (n=90) Percentage

Between 25 and 35 years 51 57

Gender No. of respondents (n=90) Percentage

Majority, 53 (59%) of the respondents are female.

Educational Qualification No. of respondents (n=90) Percentage

Majority, 45 (50%) of the respondents are graduate holders.

Annual Income No. of respondents (n=90) Percentage

Less than Rs.10,000 6 7

(Source : Primary data)

Majority, 65(72%) respondents, Annual Family income is between Rs.10,001 and

Marital Status No. of respondents (n=90) Percentage

Majority, 86 (96%) of the respondents are married.