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INTRODUCTION As the title of the project suggests the main aim of the project lies in the studying the EMPLOYEE SATISFACTION and during this process to understand the psychologyemployee behaviour and various reactions of the employees and several attributes influencing satisfaction of employees in the IT and ITES Sector The project gives an introduction to the concept of employee satisfaction its concepts, definitions and various factors of employee satisfaction. Nearly eight out of every ten employees are satisfied with their jobs and say benefits, compensation, and work/life balance are the most important factors to their overall job satisfaction, according to the Society for Human Resource Management¶s (SHRM) Job Satisfaction Survey released recently.

Retaining and finding the best staff is becoming harder and harder. Positively influencing staff is one way to develop an environment and culture where people want to do their best and want to stay. Success comes through people. If you understand what motivates people, you have at your command the most powerful tool for dealing with them to get them achieve extraordinary results. "When companies are effective in satisfying their employees, employees stay longer, make a deeper commitment to the business, recommend ways to improve the company's products and services, and work harder to satisfy the customer."

"In almost every survey of factors that motivate employees in the workplace, job satisfaction is at or near the top of the list, far surpassing pay and benefits." Creating a work environment that encourages rapid response to customers' needs and attentive follow-through is the key to leveraging the power of your service-profit chain. This is only possible when people are empowered to make decisions and are motivated to solve problems. Encourage employees to go beyond the literal boundaries of their jobs ± to make suggestions for

improvement ± and you will gain not just a part, but also the full potential of their contributions to the business.

Employee satisfaction:

Employees are the real capital of every industry; they are the ones that make a difference between successful strategy implementation and mediocre one. Employee satisfaction is a requirement for good employee performance as well as employee retention. Retaining and finding the best staff is becoming harder and harder. Positively influencing staff is one way to develop an environment and culture where people want to do their best and want to stay. Success comes through people. If you understand what motivates people, you have at your command the most powerful tool for dealing with them to get them achieves extraordinary results. "When companies are effective in satisfying their employees, employees stay longer, make a deeper commitment to the business, recommend ways to improve the company's products and services, and work harder to satisfy the customer." "In almost every survey of factors that motivate employees in the workplace, job satisfaction is at or near the top of the list, far surpassing pay and benefits." Creating a work environment that encourages rapid response to customers' needs and attentive follow-through is the key to leveraging the power of your service-profit chain. This is only possible when people are empowered to make decisions and are motivated to solve problems. Encourage employees to go beyond the literal boundaries of their jobs ± to make suggestions for improvement ± and you will gain not just a part, but also the full potential of their contributions to the business.

There is Sample research to show people are more motivated by recognition than money. Despite this "it is rare that a business has a systematic process for thanking staff let alone some other accomplishment above and beyond. Simple facts many of the coming X and Y generation won¶t put up with coercion and fear tactics to keep a job. They will seek out work places that are positive, productive, able to learn new skills and enjoyable. In short Employers of choice or ³Good Boss´ environment." Quick and easy Kaizen is aimed at increasing productivity, quality, and worker satisfaction, all from a very grassroots level. Every company employee is encouraged to come up with ideas ± however small ± that could improve his/her particular job activity, job environment or any company process for that matter. The employees are also encouraged to implement their ideas as small changes can be done by the worker him or herself with very little investment of time. Quick and easy Kaizen helps eliminate or reduce wastes, promotes personal growth of employees and the company, provides guidance for employees, and serves as a barometer of leadership. Each kaizen may be small, but the cumulative effect is tremendous. Nearly eight out of every ten employees are satisfied with their jobs and say benefits, compensation, and work/life balance are the most important factors to their overall job satisfaction, according to the Society for Human Resource Management¶s (SHRM) Job Satisfaction Survey released recently. Representatives of the company were most satisfied with the attitude to work of both apprentices and career starters. According to the company managers, the cooperative ability of young people is excellent about career starters. Young people¶s work discipline is also considered to be good of employers in relation to career starters and employers in respect of apprentices.

The most significant inadequacy in this area was found in the ability to work independently. The employers reported that as many as career starters and apprentices in their experience were unable to work without the instructions of an older worker. Employee satisfaction is supremely important in an industry because it is what productivity depends on. If your employees are satisfied they would produce superior quality performance in optimal time and lead to growing profits. Satisfied employees are also more likely to be creative and innovative and come up with a breakthrough that allows a company to grow and change positively with time and changing market conditions.

FIVE FACTORS OF EMPLOYEE SATISFACTION: The research revealed five factors that determine an employee¶s attitude toward a company:  The atmosphere of the workplace.  The employee¶s supervisor.  The employee¶s co-workers.  The management team.  The employee¶s attachment to the work of the company. Why Employee Satisfaction? Retaining and finding the best staff is becoming harder and harder. Positively influencing staff is one way to develop an environment and culture where people want to do their best and want to stay. Success comes through people. If you understand what motivates people, you have at your command the most powerful tool for dealing with them to get them achieved extraordinary results. "When companies are effective in satisfying their employees, employees stay longer, make a deeper commitment to the business, recommend ways to improve the company's products and services, and work harder to satisfy the customer.

The Power of Recognition: There is ample research to show people are more motivated by recognition than money. Despite this "it is rare that a business has a systematic process for thanking staff let alone some other accomplishment above and beyond. Simple fact many of the coming X and Y generation won¶t put up with coercion and fear tactics to keep a job. They will seek out work places that are positive, productive, able to learn new skills and enjoyable. In short Employers of choice or ³Good Boss´ environment. JOB SATISFACTION A positive relationship has consistently been found between job satisfaction and performance: Happy workers perform better. Although the strength of this relationship has varied across studies, there is a clear message that job satisfaction has important implications for organizational functioning. This is because job satisfaction also has been linked to costly organizational outcomes such as turnover and absenteeism. As a result, many organizations are concerned with the job satisfaction of employee Human resource is considered to be the most valuable asset in any organization. It is the sum total of the inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the employed persons who comprise executives, supervisors, and the rank and file employees. It may be noted here that human resources should be utilized to the maximum possible extent, in order to achieve individual and organizational goals. It is thus the employee¶s performance, which ultimately decides, attainment of goals. However, the employee performance is to a large extent, influenced by motivation and job satisfaction. The two most widely used approaches in measuring job satisfaction are a single global rating and a summation score made up of a number of facets. The single global

ratings method is nothing more than asking individuals to respond to one question, such as ³all things considered, how satisfied are you with your job?´ respondents then reply by

workers and supervisors. and (3) Relationships outside the job. Job satisfaction is defined as the. promotion opportunities. These factors are rated on a standardized scale and then added up to create an overall job satisfaction score. ³pleasurable emotional state resulting from the appraisal of one¶s job as achieving or facilitating the achievement of one¶s job values. which an employee retains on account of many specific attitudes in the following areas: (1) Job satisfaction. There are different factors on which job satisfaction depends. socio.is more sophisticated. age.a summation of job facets. These factors include: the work itself. education. y Factors inherent in the job: these factors have recently been studied and found to be important in the selection of the employees. . conditions. Typical factors that would be included are the nature of the work.workers. marital status and their personal characteristics.circling a number between one and five that corresponds to answer form ³highly satisfied´ to ³highly dissatisfied. family background. Important among them are discussed hereunder. Instead of being guided by their co.economic background and the like. the skilled workers would rather like to be guided by their own inclination to choose jobs in consideration of µwhat they have to do¶.´ Factors affecting job satisfaction Job satisfaction refers to a general attitude. and relations with co.´ The other approach. influence of internal and external environment on the job which are uncontrolled by the management etc. supervision. present pay. It identifies key elements in a job and asks for the employee¶s feelings about each. (2) Individual characteristics. y Personal factors: they include worker¶s sex.

transfer policy. Job satisfaction and customer satisfaction: The evidence indicates that satisfied employees increase customer satisfaction and loyalty. How employees can express dissatisfaction: Employee dissatisfaction can be expressed in a number of ways. discussing problems with superiors. these two can be related if management links rewards to performance. un-commitment are the result of job dissatisfaction. wage rate. alcoholism. They are defined as follows: Exit: behavior directed toward leaving the organization. including chronic absenteeism or lateness. reduced effort. Voice: actively and constructively attempting to improve conditions. However. promotional opportunities. including speaking up for the organization in the face of external criticism and trusting the organization and its management to ³do the right thing. All these factors greatly influence the workers. and some forms of union activity.y Factors controlled by the management: they include the nature of supervision. duration of sense of responsibilities. kind of work group. including suggesting improvements. job satisfaction or dissatisfaction forms opinions about the job and the organization which result in employee morale. In service organizations. including looking for a new position as well as resigning. customer retention and defection is highly dependent on . Satisfaction strongly influences the productive efficiency of an organization whereas absenteeism. Though performance and job satisfaction are influenced by different set of factors. Loyalty: passively but optimistically waiting for conditions to improve. irresponsibility. Their presence in the organization motivates the workers and provides a sense of job satisfaction. It is viewed that job satisfaction is a consequence of performance rather than a cause of it.´ Neglect: passively allowing conditions to worsen. job security. and increased error rate. employee turnover.

Show concern for total employee well-being. customers are likely to encounter familiar faces and receive experienced service. a survey).. Introduce effective communication channels. Develop an employee satisfaction system (i. Introduce accountability for people in management positions. How does this relate to the spa and wellness industry? y Employees have direct interaction with customers. upbeat. Involve your employees. . customer satisfaction awareness and customer-oriented work behaviour. so they¶re in a position to develop awareness of.e. Given the impact of customer satisfaction on organizational profit.line employees deal with customers. and responsive. These qualities build customer satisfaction and loyalty. and respond to. A global approach What should one concentrate on to ensure high job satisfaction among our employees? Fortune 100 companies have reported that employee satisfaction is the result of a holistic approach and involves several strategic steps: y y y y y y y y y Identify root causes of dissatisfaction among employees. it¶s critical for those of us in business to understand what aspects of service quality need to be monitored and used to develop accountability. View your employees as assets and not liabilities.how front. Monitor employee satisfaction on a regular basis. Satisfied employees are more likely to be friendly. customers¶ goals and needs.which customers appreciate. View your employees as the primary source of your competitive advantage. And because satisfied employees are less prone to turnover.

since these employees are more likely to be able to express empathy. sales and profits. . although. Employees can contribute powerfully to your organization¶s success by having a customer-focused approach in their work and work-related interactions.y y Satisfied employees are motivated to deliver the appropriate effort and care. ethical behavior is an integral component of a strong foundation for employee satisfaction. respect and concern. Satisfied employees are ³empowered. it means that company management makes a long-term commitment to employee engagement and satisfaction an indelible part of the organization¶s DNA²not something to be cut or de-emphasized when times are tough. How employees feel about their job has a direct effect on their work and on your business in terms of customer satisfaction. certainly. And they¶re more likely to do this when they¶re satisfied with their job.´ They¶re able to understand and serve customer needs and meet customer demands. A powerful contribution Clearly. Satisfied employees can provide customers with explanations in challenging situations. Strengthening the Employee Satisfaction: Employee satisfaction translates to customer satisfaction. which in turn leads to better profitability? Following are 10 Common Characteristics of Companies that ³Get it´: They have principled leadership: This doesn¶t mean ethics per se. Rather. the relationship between employee attitudes and customer satisfaction is very strong. y y Satisfied employees have energy and are eager to give good service. understanding.

Companies hoping to build an employee base that expends all of its thinking and effort on achieving external goals must put into place an integrated marketing program that reflects all constituencies.Management listens and responds: At these companies. with rewards and recognition the employees care about. As a result. motivation has never been higher at T-Mobile. They emphasize training: Regular and relevant training energizes employees at all levels and ensures that they have the necessary skills to compete²and to help the company compete. values it and makes changes based on it. Why? Because the company implemented a well-conceived incentive program. no one is closer to the customers than the employees. both inside and outside that company. and to the good of the organization¶s customers. No company can keep its external promises without preparing its employees to keep them! . They have strong reward and recognition systems: Customer service departments at telecommunications companies usually have a bad reputation. But not T-Mobile¶s customer care group. They link the internal to the external and vice versa: Many companies view internal and external messaging as distinctly different animals. It elicits their input. They¶re not. and understood: Employee motivation and satisfaction is nearly impossible to generate if employees don¶t understand² and care about²how their jobs contribute to the greater good of the organization. Individual and organizational goals are defined. This ranges from training senior managers to become better coaches to training mailroom staff technology skills. management has its finger on the pulse of its employee population. After all. Smart companies establish those links in a very articulated manner.

Periodic reevaluation also enables their company to benefit from an influx of fresh ideas and new perspectives. Measurement. employee satisfaction. process efficiencies«everything. They empower employees to act in the customers¶ best interest: How many times have you been in a customer service situation where you¶re frustrated. rules are important. both by the inconvenience and the fact that the employee you¶re dealing with is clearly powerless to do anything about it because of the ³rules?´ Yes.  No sense of belonging.  Lack of recognition. Measurement. to building satisfaction among both employees and customers.  No opportunities for professional development. .Communication. Communication. But.  No path for advancement. Which company would you spend your money at again? Employee retention is directly correlated with employee satisfaction: The most common factors cited in this region of the world for employee dissatisfaction include:  Salary and benefits. and to make adjustments accordingly. Measurement: Companies with a highly evolved sense of the employee-to-customer-to-profitability chain constantly measure everything: customer satisfaction. This enables them to determine what¶s working and what¶s not. contrast that experience with what you would encounter at a Ritz-Carlton.  Obstacles to achievement. where the employee is empowered to make your problem go away on the spot. Communication: Open and frequent lines of communication are critical to building a strong link between employee efforts and external goals.

 Feeling of being undervalued and just a part in the organization machinery rather than a human being with needs and values. you probably can recall positive. Think back to the last sour experience you had with a person who was servicing you. Employee Satisfaction is a Necessity for Keeping Customers Satisfied: It is difficult to overestimate the impact of employee attitudes on the satisfaction levels of customers.  Poor working relationship with boss or peers. memorable experiences you have had as a customer that caused you to return to a place of business and/or recommend it to a friend . The link between employee attitude and customer satisfaction can be seen both in quantitative studies and in everyday life. These factors that impact satisfaction with our jobs reflect universal human needs. it can reduce the damage that product/systems' problems cause to customer satisfaction. happy employees are in a position to dazzle customers by treating them with respect.  Sense of inequity in treatment. culture can impact the relative importance or stress placed on our needs. you probably will not recommend an organization whose employees have mistreated you. While these needs are universal. courtesy. It is essential to understand what drives and motivates employees in order to meet those needs and retain our valued performers. How did this make you feel? You have found yourself making a mental note to not return to a place of business where you were mistreated. While positive employee attitudes and customer treatment may not be enough to fully overcome problems with product or internal systems. At the very least.  Inhuman working hours. On the other side of the coin. and warmth. If your products and systems are performing to customer expectations.

Commitment to Excel. courtesy. If your products and systems are performing to customer expectations. It is difficult to overestimate the impact of employee attitudes on the satisfaction levels of customers. 3. lead by the Leaders of the organizations by setting examples. Optimizing employee satisfaction is key to the success of any business. insightful employee satisfaction research is key to understanding how to achieve that optimization. it can reduce the damage that product/systems' problems cause to customer satisfaction. it is necessary to appreciate what makes staff members satisfied and productive and to understand the reciprocal relationship that staff has with clients. To understand the dependence of value upon staff satisfaction and productivity. Most businesses cannot. Fun at Work & Enjoying the work place.Few points that I feel that define Employee Satisfaction are: 1. Those process components through which veterinary clients derive value must be delivered through both the professional and non-professional staff of the practice. happy employees are in a position to dazzle customers by treating them with respect. The Business Research Lab offers an experienced professional team to help you understand and optimize your employee satisfaction programs. Openness of Growth and acceptance of new ideas as well as Criticisms. Staff satisfaction and productivity are of pivotal importance to the delivery of client value. the Post Office can get away with mistreating customers. While positive employee attitudes and customer treatment may not be enough to fully overcome problems with product or internal systems. And sound. Because of their monopoly. and warmth. . 2. Employee Satisfaction and Productivity: At the core of financial and professional success is client value.

they become frustrated and dissatisfied when they are unable to achieve results for customers. Work Environment: The single most important factor contributing to employee satisfaction is the internal quality of the work environment. Employees are often forced to work within the confines of very rigid practice guidelines and policies.Employee Satisfaction: Several factors influence employee satisfaction. This internal environment is determined by the employees¶ feelings towards their jobs. many employees are prohibited from making decisions by employers who have not placed enough trust in them. Each factor interacts with the others. Employees will go to great lengths not to betray this sense of trust. Responsibility instills in them the feeling that they are trusted and valued by their employers. Employees need to have a feeling of mutual respect with both colleagues and employers. Even if they are sufficiently trained. Employees are often not trained well enough to be able to take the responsibility of making decisions that are necessary to achieve desirable results for clients. colleagues. and collectively all factors contribute to employee satisfaction. Not unlike their employers. Employees want to be treated with respect and dignity by colleagues. Employees want to feel that they are part of the team and that they serve a valued function in the operation of the practice. So what is obstructing employees from achieving results for customers? The answer in many cases is the boss. and employers. Conversely. it is . Greater responsibility gives employees a feeling of worth. In order to allow employees to achieve results for clients and experience the related satisfaction. employees thrive on responsibility and a feeling of accomplishment. Ability to Achieve Results: Employees who service the public are fulfilled by being able to achieve results for customers. employers and clients.

Business Knowledge: Employees do not necessarily want to know about the finances of the business. Recognition for a job well-done. providing excellent customer service and performing their responsibilities efficiently. and clients. compensation beyond this level is not as motivating as the factors related to the internal work environment and their relationships with clients. is very inspirational. colleagues. Employees who are knowledgeable about the operation of the business become high performers. while functioning in a team where they know how and why their role is important. This knowledge leads to employee satisfaction by enabling employees to better assist clients. The truth is. by employers. Employee satisfaction is heightened by their ability to take on more responsibility and to perform their tasks more efficiently. wellselected and well-trained employees will make a more conservative decision than would their employer and can act within the bounds of empowerment bestowed upon them by the employer. A feeling of respect and mutual trust is very motivating. However. At the same time. Employee Rewards and Compensation: Although it is a given that employees wish to receive what they feel is fair and competitive financial compensation for their efforts. On the other hand. A balanced score card bases financial compensation and promotion on not only financial productivity but also qualitative factors such as client satisfaction ratings and the ratings of colleagues relative to team effort. it is obvious that employees cannot assume endless responsibilities and have limitless liberty. they do want to know how the business works.necessary for employers to train employees and then empower them with the freedom to make prudent decisions for clients. they do not want endless liberty. An employee¶s contribution beyond financial production can be recorded on a balanced score card. .

Satisfied employees generate satisfied clients. increase the satisfaction of employees. once in motion. This reciprocal relationship. prompt service or to return phone calls? Is it surprising that trained employees empowered with the freedom to make key decisions will not hesitate to resolve difficult situations or take on stressful and urgent requests. and Empathy) that client¶s value.Client Relations: Satisfied clients. Responsiveness: Is it any wonder that a satisfied employee is willing and happy to provide friendly. especially when they are recognized for their accomplishments?  Employee training  Desire for responsibility  Sense of belonging  Mutual trust and respect  Business knowledge  Pride in serving clients . It is clear that satisfied employees can provide clients with those attributes of the process component of service (Responsiveness. perpetuates itself. as discussed above. Reliability. Assurance. The following factors instill employee satisfaction.

a balanced score card. Efficient service systems and satisfied. loyal employees minimize the time spent recovering from failures and repeating services. not pitied. Empathetic people care about others and show concern for them.Empathy: Empathy is defined as the ability to be aware of. employees can play their role in the business activities and in team efforts so that they can maximize their productivity. Motivated by the respect of their employer. and to appreciate the feelings and thoughts of others. These superficial acts often replace the more difficult task of being empathetic. If they are well trained and understand the business. Many of the drivers of employee satisfaction also drive employee productivity. Now the service economy is recognizing that quality is a financial benefit rather than a cost. employees make their best effort to be productive. to understand. Clients wish to be understood. Understanding and expressing the fact that you understand another¶s circumstances shows empathy and should not be confused with sympathy. Staff that are treated with respect and dignity and thus take pride in serving others will make the effort to understand clients¶ predicaments and assist in effective ways. Nor is empathy found in the act of cuddling pets or being obsequious to the owner. how and why people feel and think the way they do. The factors that drive employee satisfaction and productivity have a negligible financial cost. Service quality generates greater revenue through loyal customers. Employee Productivity: The industrial economy has recognized for some time that quality saves money through less waste and fewer returns. It is highly probable that clients¶ circumstances cannot be altered. Clients want to be understood. . This service is what clients expect of veterinary staff. Empathy is ³tuning in´ (being sensitive) to what. and a sense of accomplishment.

It is not surprising that satisfied employees are loyal employees. To help the organization to establish good employer/employee communication. They are fairly financially compensated for their efforts and are better-trained and betterinformed than their counterparts in competing practices. where they enjoy the mutual respect of colleagues and employers. their supervisors. Satisfied employees work in a favourable environment. NEED FOR THE STUDY:  Help the industry in improving the employee performance. The most objective measures of satisfaction/dissatisfaction in organizations are employee retention and turnover.  Monitoring individual level of satisfaction. colleagues. . and clients. and many other factors has clear financial implications for your organization's future success. Satisfied employees find professional and personal gratitude in the relationships that they have developed with employers. How your employees feel about their jobs.

.  To find out the effect of cost cutting due to Recession on the levels of employee satisfaction  To identify the problems faced by an employee. To understand how job satisfaction will help in Employee retention.  To study ways in which the organization can encourage well deserving candidates.OBJECTIVES OF THE STUDY:  To analyze the level of employee satisfaction in IT and ITES Sector.

 The employee¶s satisfaction towards his work. . Employee satisfaction ensures  Overall satisfaction  Benefits  Management/employee relation  Career development Employee satisfaction has been studied taking into the consideration the industry¶s climatic factors and behavioural norms of the people.  The employee¶s role in decision making.SCOPE OF THE STUDY: Employee satisfaction is given the top priority in any organization. The employee¶s attachment to the work of the Company. This study mainly focuses on these four elements:  The atmosphere of the workplace.

This is a form of personal interviewing of the respondent. RESEARCH APPROACHES: The research availed the 'survey research' type of research wherein the researcher goes to the respondent with the questionnaire. RESEARCH INSTRUMENTS: The researcher has used questionnaire as the research instruments. the respondents are given four to five choice in which he has to select one.RESEARCH METHODOLOGY: Research methodology includes the following steps to carry out the project under study. Types of questions used in the questionnaire: y y Open-ended questions Close-ended questions Open-Ended questions: Open ended questions are used to get the suggestions from the respondent in order to give feedback to the company. there are two types of questions: 1. Closed-Ended questions: In closed ended questions. For this questions are we can apply statistical tools like chi-square and ANOVA in order to relate the results to the universe. Multi choice questions: In this multi choice question. . clarifies the doubts raised by the respondent and takes the responses. who may fill in the questionnaire. Double -ended questions. Multi choice questions 2.

The questionnaire was structured with close ended questions. Research period: The research period of the study is 45 days of duration. . Methodology refers to the process of collection of required data. The questionnaire is prepared on the basis of objectives of the study. It helps to know the state of present affairs.Double-ended questions: In these questions the respondent will be given two choices for answer in which they have to choose one.e. contacting employees directly in order to collect data. Research Approach: The research worker contacted the respondents personally with well-prepared sequentially arranged questions. The sample size included 100 employees of the IT Industry. Direct contract is used for survey.. i. Research design: Descriptive research approach has been applied to this research study because it includes survey and fact finding enquiries of different kinds. The research design for this study employed a descriptive survey method. METHODOLOGY & DATABASE: The research methodology is a systematic way to solve the problem and it is an important component of the study without which researcher may not be able to obtain the facts and figures from the employees.

we used secondary data from the internet (old news items relevant to the topic. . Sampling Area: The study is conducted in employees of TOOLS AND TECHNIQUES The tool used here to analyze the questionnaire is percentage method and a pie diagram is used to represent the data and its outcome for each question. Secondary Data Analysis:-For background information. Data Analysis: .Data analysis is based upon classification.Primary data has been collected for the research study. we collected data through questionnaires given to the employees in the organization. tabulation.) and other related books.SOURCE OF INFORMATION Data Source: . SAMPLING: Sample size: The study sample constitutes 80 respondents constituting in the research area. Primary Data Collection:-In this stage.

good help is hard to find. Ray Hammer as well as many other researchers/authors agrees. Jr. Studies show that employees who are satisfied with their jobs are more productive. Mark Parrott believes that. is even truer these days than ever before because the job market is becoming increasingly tight. Gerhardt. Employees that are satisfied and happy in with their jobs are more dedicated to doing a good job and taking care of customers that sustain the operation. as the pool of talent is becoming more-and more tapped-out. . Every person will have his or her own definition of what it means to be satisfied with a job. there is a straight line between employee satisfaction and customer satisfaction. The best way to retain employees is by providing them with job satisfaction and opportunities for advancement in their careers. NEED FOR THE STUDY Employers have a need to keep employees from leaving and going to work for other companies. Job satisfaction is something that working people seek and a key element of employee retention. it is getting more difficult to retain employees.REVIEW LITERATURE Article 1 Title: Employee satisfaction and Retention through Job Satisfaction Author: Paul L. This is true because of the great costs associated with hiring and retraining new employees. especially when businesses are forced to confront one of the tightest labour markets in decades. They suggest that employers are fighting to get talented employees in order to maintain a prosperous business. The saying. He believes that today¶s employees pose a complete new set of challenges. which focuses primarily on employee retention through job satisfaction. Therefore. supports this contention. The research below.

according to studies. I believe that this compilation of data will educate and inform the working masses to see the benefits of creating workplaces that derive more job satisfaction. highlighting these recommendations for employee satisfaction practices for both employers and employees. Research has shown that there may be many environmental features that can be created and maintained to give employees job satisfaction. communication. Pay and benefits. Promotional materials for presentation can be created. The second goal of this research is to help readers find his or her definition of job satisfaction. Considering the positive effects on the economy that can be derived from satisfied-happy employees. justice and leisure time all seem to play a part as to whether employees are satisfied with their jobs. There is a definite need to analyze the elements of employee retention through job satisfaction.creative and be more likely to be retained by the company. motivation. retaining employees and in turn. . keeping our economy healthy and our society happier.

Each pair of statements described the ends of a 7-point Likert-type scale. The instrument measured the perceptions of Extension employees on seven dimensions that contribute to effective organizations. strategic planning. surveying the entire population. and diversity. Further. a clear vision of the future. Findings suggest that balance between professional and personal life.720 Extension employees. attention to training and development. and getting a high rate of response. A survey.Article 2 Title: Employee Satisfaction in Extension: A Texas Study Author: BarbaraV. The dimensions were clientele satisfaction. Reliability and validity of the survey instrument were addressed by designing questions based on the literature. Employees were provided with 50 pairs of statements describing characteristics of the seven dimensions of organizational effectiveness. and employee involvement are sources of opportunity to increase employee satisfaction and success in strategic planning and implementation. Assessing employee attitudes resulted in the initiation of an organizational renewal effort that was strongly linked to the long range planning process. and achieving balance between work and personal life. The purpose of this study was to investigate the relationship between dimensions that contribute to effective organizations and employee satisfaction as a means of strengthening strategic planning efforts. faculty involvement. professional development. administered to 1. pilot testing the questionnaire. received a 66% response. An instrument was developed to identify potential barriers between the vision of a contemporary Extension organization and the day-to-day realities of getting the job done.Boltes (Associate Professor and Extension Program Development Specialist) Article describes a study establishing seven dimensions that contribute to organizational effectiveness and employee satisfaction as a means of strengthening strategic planning efforts. an outside . focus on the future.

lower labour cost by 12% and lift pre-tax margins by an average of 4%. The effects employee satisfaction has on an organization¶s business are numerous. Studies show that businesses that excel in employee satisfaction issues reduce turnover by 50% from the norm. This concern was expressed by males and females in equal numbers. They¶re the only resource companies have that make a conscious decision to return the next day´. Power and Associates survey concluded that there is another customer builders need to focus on satisfying besides the obvious customers. ³Employees are assets with feet. Some of the most relevant and profitable effects are described below. Third. followed by misconceptions and limitations will be noted. and its modern-day origins will be examined. . More than 80% of respondents reported having some concern about the balance between their work and their personal lives. an employee loyalty specialist. Second. Importance of Employee Satisfaction According to Marc Drizin. a closer look at empowerment. among job types. companies that have implemented empowerment principles will be considered. However. rural agents and specialists with less than five years of experience showed the highest dissatisfaction "gap. including numerous definitions.D.researcher conducted a qualitative content analysis of the written comments to supplement the statistical analysis. theories. the benefits of empowering employees. Finally. A 2003 J." Article 3 Introduction We first review factors that affect employee satisfaction and factors that are affected by employee satisfaction. increase customer satisfaction to an average of 95%. Builders need to focus on ³the rank-and-file managers and employees who work for them´.

2. 3. but customers. To identify major potential areas for future research Little evidence has emerged in the literature of research into the relationship between employee satisfaction and customer retention. Profit and growth are stimulated directly (and primarily) by customer loyalty. To examine the relationship between customer retention and employee satisfaction. To consider appropriate strategies for improving customer retention. Article 4 Employee Satisfaction Lead to Better Customer Management Ibhar Technologies Private Limited The specific objectives of this review are 1. a strong commitment to communication. loyal and productive employees. and managerial empowerment are most able. Value is created by satisfied. products. to deliver the results that customers expect. employees will stay longer with the company. Customer satisfaction is heavily influenced by customer perceptions of the value of services they receive. Employees who feel a sense of teamwork and common purpose. the work undertaken by Bain and Co suggests a strong link between these two variables.Not only are employee turnover. labour costs. and willing. customer satisfaction. 4. However. (Figure 2. To review and provide a critique on the literature on customer retention and employee satisfaction. As a result.2) They maintain that high customer retention will lead to dealing with satisfied customers rather than dissatisfied customers. and pre-tax margins improved by addressing employee satisfaction. µHigher retention of the right caliber of employees creates a stable and experienced labor force that delivers higher . and the company itself are also positively affected. Customer loyalty is a direct consequence of customer satisfaction.

All employees are part of the process. This is the most powerful pool of untapped insight in any business. The advantages of long-term employees are that they are often able to form personal relationships with customers. It clarifies what is and what is not working in the business system and this is the first step toward a meaningful and measurable improvement programme. In intensive organizations the quality of service is determined mostly by the skills and attitudes of the people producing the services.service quality at lower cost« this leads to higher customer retention¶ and of course increased profitability. . understand their needs. Employees remain the key to success at these service encounters or µmoments of truth¶. Reich held maintains that there are: powerful insights available from probing into root causes of customer and employee defections. which connects with the customer at the point of sale. and possibly are able to pre-empt dissatisfied customers leaving the company.

is "the study. design. A few of the duties that IT professionals perform may include data management. Information Technology (IT) is a general term that describes any technology that helps to produce. engineering computer hardware. protect. Today. The IT History Society was formerly known as the Charles Babbage Foundation. With CBI well established and doing excellent work. communicate. and securely retrieve information. Presumably. it is noted that the use of computers and information are associated. The information technology umbrella can be quite large. manipulate. When computer and communications technologies are combined. and/or disseminate information. support or management of computer-based information systems.INDUSTRY PROFILE Information technology (IT). particularly software applications and computer hardware. database and software design. the result is information technology. when speaking of Information Technology (IT) as a whole. development. IT professionals perform a variety of duties that range from installing applications to designing complex computer networks and information databases. implementation. In 2007." IT deals with the use of electronic computers and computer software to convert. networking. store. CBF broadened its mission in 2002 to support the entire IT history community. CBF changed its name and reworked its programs to better support the IT history community. as well as the management and administration of entire systems. covering many fields. or "InfoTech". and the term is more recognizable than ever before. located on the campus of the University of Minnesota in Minneapolis. transmit. as defined by the Information Technology Association of America (ITAA). CBF's mission was to support the work of the Charles Babbage Institute. . the term information technology has ballooned to encompass many aspects of computing and technology. a historical research and archive center focused on the history of computing and information technology. store. For its first quarter century. process.

CBF broadened its mission to support the history of information technology through other organizations. collaborating. helping create a productive research agenda for CBI and the wider computinghistory field . In recent years it also assisted or advised IT corporations in preparing their own histories.The Charles Babbage Institute (CBI) was established in 1978 by over two dozen senior executives from the information processing industry. distinguished computer scientists. Over the course of its own history CBF continued to recruit trustees drawn largely from the business community interested in preserving the history of information technology. CBF's core mission has always been to support scholarship on the history of information technology. with the Sloan Foundation. and raised funds for scholarship. a task force of IT executives and scholars hosted by CBF led to a series of initiatives by CBI expanding its study of the history of software. The presence of information technology (IT) within the global environment has been extensively studied. for example. and served on the editorial board of the IEEE Annals of the History of Computing. and telling the history of computing. and historians for the purpose of preserving. and the Computer History Museum in experimenting with Internet-based archival and historical research. Software History Center. It also advised historians. exploring. The Charles Babbage Foundation was organized separately from CBI in 1981 when CBI moved from Palo Alto to the University of Minnesota. CBF continued to raise funds for CBI. making it possible for the institute to gain a solid financial footing and develop into the world¶s leading center for the preservation and study of the history of information technology. Many trustees donated their personal papers to CBI. Around 2000. In 1998. but its structure and impact has not been rigorously explained. promoted collaboration among academic organizations and museums. while others published their memoirs or wrote histories. In many . During the 1990s.

It also shows how the fulfilment of this conceptualization in reality is what structures the current age as informational. Looking at IT historically. or at best only partially. Such an analysis offers key insights into how the conceptualization of an ³information machine´. especially in . Such impacts cannot be understood. and how such differences play out on regional and local levels. The failure of such analysis stems from not understanding IT as simultaneously a process. The discussion is framed in four broad sections. if the basic conceptualizations and processes underlying IT are not defined. First. and then link these into considerations of the potential impact on economic and social development. The aim is to clarify and define both the informational and technological aspects of IT. then it is an empirical necessity to detail the social and economic impacts derived from such technologies. and the discussion of ³information societies and economies´ in particular. both in terms of its historic development and its basic production patterns. preceded the actual physical development of computing machines by at least a century. it possible to trace the general informational concepts that frame IT. Approaching IT from each of these viewpoints helps clarify why ³high-technology´ and information technology sectors are distinct. this failure to explain IT stems from a basic lack of understanding the technology itself. If information technologies are central in structuring new global trends. product and industry. The purpose of this outline is to step back from more macro approaches and consider information technology from first principles.ways. how informational and industrial patterns differ. and the basic mathematical tools to support such a development. Such an explanation is important exactly because its absence limits an analysis of global processes generally. rather than computational. This is followed in the second section by a consideration of the historic development of IT as a technology and industry from conceptualization to implementation. current theorizations of information technology are considered. This details the current weakness of analysis to outline if and how IT is different from other forms of industrialization.

understanding these aspects of software highlights the basic informational aspects of IT. This implies that software processes are a potentially central form. how new regions establish and sustain IT development will be a crucial question of coming decades. in the form of binary structures and algorithmic logic. Software is the means in which both knowledge and the tools that process that knowledge are structured. The final section considers the nature of innovative IT regions through a comparison of hardware and software focused development strategies. of transforming and structuring social knowledge into commercial products and authority.terms of algorithmic structures. product and industry. both within IT and society overall. and software processes. the comparison helps clarify the opportunities and limitations of software focused initiatives as quite distinct from hardware focused strategies. For computers to function. . As software becomes more important in the global economy. as the ideal type of production process in an information society. In many ways. Software currently is the primary form for applying these conceptual tools to social and economic reality. This opens up the possibility of separating the general global trends that shape all regional IT developments from the distinct regional resources and capacities that promote sustained innovative environments. In this way. A simplified matrix of innovative regions offers a heuristic tool to evaluate what resources and capacities either IT sector requires and generates. transformed and transmitted. have existed from the beginning of computing. This opens up a consideration of software. Given the distinct nature of software processes and industry structures. they need both information and tools to process that information. The conceptual tools for this. The third section seeks to expand on the increasing significance of software in IT as process. regions will attempt to transition from previous hardware strategies to new state-led software focused initiatives. as well as understand why both the technology and industry have come to be dominated by software as the central sector and source of innovation within the industry.

is fuelling further growth of the sector. growth at 23. Hardware accounted for about 49 per cent of the total domestic IT-BPO spend in FY2007. It continues to be one of the fastest growing industries in India.2 per cent required to reach the exports target in 2009-2010 Indian IT/ITES sector has matured considerably with its y y y expansion into varied verticals well differentiated service offerings increasing geographic penetration India¶s importance among emerging economies. Domestic hardware revenues grew by 20 per cent in FY2006 and are expected to exceed US$ 7. Potential size of India¶s offshore IT/BPO industry in 2015 is estimated at US$ 120 to 180 billion (10 to 12 per cent of GDP).8 per cent in 2005-06.2 per cent in FY1998 to an estimated 5.2 billion by FY2008 . recording a CAGR of 31 per cent over the last five years. an increase from 4. software and IT-BPO services.8 billion. The sector estimated well within reach of the US$ 60 billion exports target. IT/ITES sector contributed to over 5.5 billion.4 per cent of India¶s GDP in 2006-07.IT and ITES in India The Indian IT-ITES industry grew at a rate of 33 per cent in FY2008.Its direct employment for four million and indirect employment for 10 to 12 million by 2015. while the domestic market is expected to touch US$ 23. while India maintains its position as a strategic off-shoring destination for MNCs worldwide.Contribution of IT/ITES industry to India¶s GDP has grown from 1. Expected to earn revenues of US$ 64 billion in FY2008. both as a supply and demand centre.5 per cent in FY2008. Domestic market comprises hardware. Software exports expected to reach US$ 40. growing at about 17 per cent by FY2008.

The ITES segment is expected to leverage the penetration of the IT segment. India. and direct employment is likely to cross 1.Increasing traction in offshore product development and engineering services is supplementing India¶s efforts in Intellectual Property (IP) creation. India is estimated to continue attracting substantial investments in the sector. .8 billion. with the cost-arbitrage factor expected to prevail for another 10 to 15 years.9 billion in exports in 2006-2007 Services exports account for nearly two-third of the total IT/ITES sector exports. reported in 1998. Indian IT-BPO sector grew at an estimated 28 per cent in 2007. to include increasingly complex processes involving rule-based decision making and research services requiring informed individual judgment. earlier the primary global off shoring destination for low-end back-office services. Industry has graduated to providing a high proportion of voice-based services and a wide range of back-office processing activities. Total revenue aggregate for the sector is expected to exceed US$ 47. nearly a ten-fold increase over the aggregate revenue of US$ 4. The concept of outsourcing is increasingly gaining acceptance even in the more conservative markets around the world. complementing and completing end-to-end customer requirements with the aid of offshore and onshore service offerings. is now emerging as an innovation and research hub.6 million.8 billion. Scope of services has expanded in the last (three to four) years. the segment has grown by 23 per cent to report US$ 4.

The stages in recruitment include sourcing candidates by advertising or other methods. 102. Ashok Nagar Hyderabad .COMPANY PROFILE: Pruthvi Cybertech Pvt.com Immigration: Immigration means that ³you want to migrate to any other country and want to settle down there for your rest of life. and selecting qualified people for a job at an organization or firm. Ashoka Ornata Towers Street No 2. mid. and screening and selecting potential candidates using tests or interviews.500020. The recruitment industry has four main types of agencies: employment agencies. recruitment websites and job search engines.". External recruitment is the process of attracting and selecting employees from outside the organization. and in-house recruitment. .and large-size organizations and companies often retain professional recruiters or outsource some of the process to recruitment agencies.40. can do any sort of job and the same rules will apply that are for the nations of that country. Recruitment: Recruitment refers to the process of screening.27661974 Email: info@pruthvicybertech. or for a vacancy in a volunteer-based organization or community group. Ltd. Flat No. While generalist managers or administrators can undertake some components of the recruitment process. "headhunters" for executive and professional recruitment. you will get all the benefits of that country. India Phone: + 91. If you succeed in getting the immigration then you will become a nation member of that country.

sort and file incoming resumes and applications y Time or money (if you use an outside service) to conduct background checks on potential employees y y y y More of your time and money to conduct interviews Money to pay travel expenses for candidates who are located in other towns or states Training for new employees to get them up to speed Lost productivity resulting from new employees who don't work out Fees for executive search consultants or recruiters . The company also takes money to hire employees. and establishing a working relationship with future employees. In addition to the ongoing costs. evaluating.Hiring: The practice of finding. you'll have to budget for some or all of the following one-time hiring costs: y y Paid newspaper classified advertising to attract job applicants Your own time or staff time to screen. But they're hardly the only ones. contractors or consultants You can't make a decision about adding employees without knowing what it's going to cost to hire them. Salaries and benefits are the obvious costs of having additional employees. and they're the most important ones. interns. just as it does to compensate them for their work.

30% of the respondents ³Agreed´ that their voice is heard . Employees have a voice in major decisions regarding changes in the work environment? Table 4. of employees 2 0 30 48 Figure 4.1 Response Strongly Disagree Agree Strongly Agree Disagree No.1 Strongly Disagree Disagree Agree Strongly Agree Interpretation: y y 48% of the respondents ³Strongly Agreed´ that their voice is heard.Q1.

2 Str gly isagree isagree Agree Interpretation: y y 41% of the respondents ³Strongly Agreed´ that theiy are treated equally. of employees 0 4 35 41 Figure 4. 35% of the respondents ³Agreed´ that they are treated equally ¤£ Str g ly Agree ¢ ¡  ¢ .2 Response Strongly Disagree Disagree Agree Strongly Agree No.Q2. Employees are treated fairly and equally? Table 4.

of employees 1 2 31 46 Figure 4. 31% of the respondents ³Agreed´ that management listens to Employees. ©¨ Str gly Agree § ¦¥ Str g ly i sagree § .3 i sagree Agree Interpretation: y y 46% of the respondents ³Strongly Agreed´ that management listens to Employees.Q3.3 Response Strongly Disagree Disagree Agree Strongly Agree No. Management listens to employees? Table 4.

y 16% of the respondents ³Agreed´ that management and co workers respect then.4 Response Strongly Disagree Disagree Agree Strongly Agree No. of employees 1 5 16 58 Figure 4.   gree . I am treated with respect by management and fellow employees? Table 4.Q4.4 Strongly Disagree Disagree Strongly gree Interpretation: y 58% of the respondents ³Strongly Agreed´ that management and co workers respect them.

of employees 31 44 4 1 Figure 4. .5 Strongly Disagree Disagree Agree Strongly Agree Interpretation: y y 31% of the respondents ³Strongly Disagreed´ that there is stress at work 44% of the respondents ³Disagreed´ that there is stress at work. I feel under a great deal of stress on my job? Table 4.Q5.5 Response Strongly Disagree Disagree Agree Strongly Agree No.

Q6. I would recommend others to work for this company? Table 4. . of employees 2 6 28 44 Figure 4.6 Strongly Disagree Disagree Agree Strongly Agree Interpretation: y y 44% of the respondents ³Strongly Agreed´ that they would recommend others. 28% of the respondents ³Agreed´ that they would recommend others.6 Response Strongly Disagree Disagree Agree Strongly Agree No.

How satisfied are you with the training and development of employees? Table 4. of employees 0 1 38 41 Figure 4. 38% of the respondents ³Agreed´ that they are satisfied with the T & D.Q7.7 i sagree Agree Interpretation: y y 41% of the respondents ³Strongly Agreed´ that that they are satisfied with the T & D.7 Response Strongly Disagree Disagree Agree Strongly Agree No.  Str g ly Agree   Str gly i sagree  .

y 37% of the respondents ³Agreed´ that they are happy with their compensation.8 isagree Agree Interpretation: y 42% of the respondents ³Strongly Agreed´ that they are happy with their compensation.8 Response Strongly Disagree Disagree Agree Strongly Agree No. "! Str gly Agree   Str g ly isagree . of employees 0 1 37 42 Figure 4. I am happy with the compensation & employees benefit package offered? Table 4.Q8.

What percentage do you think employee satisfaction has come down in your organization? Table 4. of employees 0 2 15 63 Figure 4.80% .9 Response 51-60% 61-70% 71-80% 81-90% No.90% 15% of the respondents believe that their employee satsfaction is at 71% .9 Strongly Disagree Disagree Agree Strongly Agree Interpretation: y y 63% of the respondents believe that their employee satsfaction is at 81% .Q9.

of employees 2 4 37 42 Figure 4. . y 37% of the respondents ³Agreed´ that they are happy with their in house training.10 Strongly Disagree Disagree Agree Strongly Agree Interpretation: y 42% of the respondents ³Strongly Agreed´ that they are happy with their in house training. I have received the in-house training I need to get my job done? Table 4.10 Response Strongly Disagree Disagree Agree Strongly Agree No.Q10.

. Overall.11 Very Dissatisfied Dissatisfied Satisfied Very Satisfied Interpretation: y y 37% of the respondents agreed that they are :Very satisfied´ with their company. of employees 5 6 32 37 Figure 4.11 Response Very Dissatisfied Dissatisfied Satisfied Very Satisfied No. how satisfied are you with working for the company? Table 4. 32% of the respondents agreed that they are ³Satisfied´ with their company.Q11.

Table 4. The environment of the workplace is comfortable and safe. 37% of the respondents ³Agreed´ that the enviromnet is safe to work in.Q12.12 Strongly Disagree Disagree Agree Strongly Agree Interpretation: y y y 30% of the respondents ³Strongly Agreed´ that the enviromnet is safe to work in. . 10% of the respondets ³Disagree´ that the environment is safe to work in.12 Response Strongly Disagree Disagree Agree Strongly Agree No. of employees 3 10 37 30 Figure 4.

Most agree that a little stress is part of the job and it doesn¶t affect their life.  Management listens to the employees and helps in solving the problems.  Employees have an enough opportunities & avenues to upgrade their skills and knowledge. .  Maximum number of employees feels that they are treated with respect and equality.FINDINGS:  Majority of Employee decisions are taking into consideration while making changes in the work place so as to make the employees comfortable to work.  Most employees are happy with the compensation they are offered.  Employees have a good relation with their superiors. Companies concentrate a lot on improved satisfaction and the findings are also equally satisfying  Employees are given the information about the company¶s development.  Employees are satisfied with the T & D program in the organization but still development can be made to improve it.  Employee satisfaction is the biggest asset in IT and ITES industry.  Employees agree that working in an IT industry is not much of a stress but few do feel the stress.  Most of the employees agree that they are treated equally and fairly in the work place.  Organizations need to improve a little the superior. IT industry pays a lot and people are attracted to it.  Employees strongly are willing to refer prospective employees to the company but companies need to focus on the people who agree to refer as this count may come down.sub ordinate relationship so as to keep the employee motivated as biasing would cause a concern at a later stage.

Organizations need to understand that in today¶s competitive world one needs to keep their employees satisfied as it helps in cost cutting and helps in decreasing the cost on new employees. Good work climate should exist all the time.  Organizations should improve their Employee Referral Scheme programme to increase the level of reference in organization. gym would release the employees from stress.  Training sessions required by employees should be provided as this will help them in their career development.  Organizations should work on the improvement aspects of the work place both physically and mentally. IT industry concentrates a lot on employee satisfaction and every year it spends millions of rupees to keep the employees happy and keep from moving to other companies¶ employee . Employee satisfaction is a major aspect of the IT and ITES sector.  Job satisfaction is an important aspect of an employee and organizations should help in achieving that.  Employees are satisfied with their overall work climate but organization needs to identify its loop holes and make the work place better so the attrition rate can come down.  Biasing should be avoided or counselling sessions should be given to employees once a month to help them deal with the stress and other issues.  Not only the monetary benefits but the other benefits like recreation facilities like recreation.SUGGESTIONS:  Career counselling sessions should be introduced in order to know the loop holes and establish good communication with the superior.

 Respondents might be unwilling to share information freely .LIMITATIONS OF THE STUDY:  Sample size is limited to 80 as the survey is on a whole industry.

Mishra & Ishwar Applied psychology on employee needs Dayal Black synergy well Websites: WIKIPEDIA.b.BIBLIOGRAPGHY S.COM .ORD GOOGLE.no Author 1 Marshall & Ambrose Book Name Publisher The effect of moral development and Elsevier employee attitude 2 D.COM WEBSITES OF COMPANIES UNDER SURVEY ARTICLES FROM EMPLOYEE SATSFACTION SURVEY.Randall & A.M.M.Gibson Journal of business ethics Springer netherlands 3 Stoney & Ambrose Monitoring performance and satisfaction Elsevier 4 Sasi.

A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree 4) Management listens to employees. A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree 3) Employees are treated fairly and equally. GOUTAMI CSI¶S INSTITUTE OF PG STUDIES [Data used for Academic Purpose only] Name of the Employee: Org: E mail ID 1) Please describe your Position with the company: 2) Employees have a voice in major decisions regarding changes in the work environment. A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree 6) I feel under a great deal of stress on my job. A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree 7) I would recommend others to work for this company. A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree 5) I am treated with respect by management and fellow employees. A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree .APPENDICES Appendix A ± Questionnaire Questionnaire on Employee Satisfaction in IT and ITES Sector by K.

8) How satisfied are you with the training and development of employees? A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree 9) I am happy with the compensation & employees benefit package offered? A] Strongly Disagree B] Disagree C] Agree D] Stron gly Agree 10) What percentage do you think employee satisfaction has come down in your organization? a) 51-60% b) 61-70% c) 71-80% d) 81-90% 11) I have received the in-house training I need to get my job done? A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree 12) Overall. how satisfied are you with working for the company? A] Very Dissatisfied B] Dissatisfied C] Satisfied D] Very Satisfied 13) The environment of the workplace is comfortable and safe. A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree .

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