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

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

Introduce accountability for people in management positions. and respond to. upbeat. View your employees as assets and not liabilities. 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. customer satisfaction awareness and customer-oriented work behaviour. Show concern for total employee well-being. These qualities build customer satisfaction and loyalty. Develop an employee satisfaction system (i. Given the impact of customer satisfaction on organizational profit. so they¶re in a position to develop awareness of. a survey).how front.. Satisfied employees are more likely to be friendly.which customers appreciate. 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. customers are likely to encounter familiar faces and receive experienced service. Monitor employee satisfaction on a regular basis. View your employees as the primary source of your competitive advantage. and responsive.e.line employees deal with customers. customers¶ goals and needs. . How does this relate to the spa and wellness industry? y Employees have direct interaction with customers. Involve your employees. Introduce effective communication channels. And because satisfied employees are less prone to turnover.

respect and concern. . And they¶re more likely to do this when they¶re satisfied with their job. Employees can contribute powerfully to your organization¶s success by having a customer-focused approach in their work and work-related interactions. although. 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.´ They¶re able to understand and serve customer needs and meet customer demands. understanding. sales and profits. ethical behavior is an integral component of a strong foundation for employee satisfaction. the relationship between employee attitudes and customer satisfaction is very strong. certainly. Satisfied employees can provide customers with explanations in challenging situations. 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. y y Satisfied employees have energy and are eager to give good service. How employees feel about their job has a direct effect on their work and on your business in terms of customer satisfaction. Rather. A powerful contribution Clearly. Satisfied employees are ³empowered. Strengthening the Employee Satisfaction: Employee satisfaction translates to customer satisfaction.y y Satisfied employees are motivated to deliver the appropriate effort and care. since these employees are more likely to be able to express empathy.

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. As a result. motivation has never been higher at T-Mobile. and to the good of the organization¶s customers. both inside and outside that company. No company can keep its external promises without preparing its employees to keep them! . management has its finger on the pulse of its employee population. It elicits their input. values it and makes changes based on it. But not T-Mobile¶s customer care group. After all. They have strong reward and recognition systems: Customer service departments at telecommunications companies usually have a bad reputation. This ranges from training senior managers to become better coaches to training mailroom staff technology skills. Smart companies establish those links in a very articulated manner.Management listens and responds: At these companies. with rewards and recognition the employees care about. 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. Why? Because the company implemented a well-conceived incentive program. They link the internal to the external and vice versa: Many companies view internal and external messaging as distinctly different animals. no one is closer to the customers than the employees. Individual and organizational goals are defined. They¶re not. 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.

But. Measurement.  No path for advancement.  No opportunities for professional development. Periodic reevaluation also enables their company to benefit from an influx of fresh ideas and new perspectives.Communication.  Obstacles to achievement. Communication. . Measurement.  No sense of belonging. employee satisfaction. This enables them to determine what¶s working and what¶s not. Measurement: Companies with a highly evolved sense of the employee-to-customer-to-profitability chain constantly measure everything: customer satisfaction. and to make adjustments accordingly.  Lack of recognition. Communication: Open and frequent lines of communication are critical to building a strong link between employee efforts and external goals. contrast that experience with what you would encounter at a Ritz-Carlton. to building satisfaction among both employees and customers. where the employee is empowered to make your problem go away on the spot. rules are important. 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. 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. process efficiencies«everything. 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.

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

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

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

providing excellent customer service and performing their responsibilities efficiently. Business Knowledge: Employees do not necessarily want to know about the finances of the business. . and clients. it is obvious that employees cannot assume endless responsibilities and have limitless liberty. At the same time. 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. by employers. while functioning in a team where they know how and why their role is important. Recognition for a job well-done. 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. An employee¶s contribution beyond financial production can be recorded on a balanced score card. The truth is. However. Employee satisfaction is heightened by their ability to take on more responsibility and to perform their tasks more efficiently. they do want to know how the business works. This knowledge leads to employee satisfaction by enabling employees to better assist clients. 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 feeling of respect and mutual trust is very motivating. compensation beyond this level is not as motivating as the factors related to the internal work environment and their relationships with clients. Employees who are knowledgeable about the operation of the business become high performers. colleagues. they do not want endless liberty. is very inspirational.necessary for employers to train employees and then empower them with the freedom to make prudent decisions for clients.

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. as discussed above. Responsiveness: Is it any wonder that a satisfied employee is willing and happy to provide friendly. once in motion. It is clear that satisfied employees can provide clients with those attributes of the process component of service (Responsiveness. Satisfied employees generate satisfied clients. The following factors instill employee satisfaction. increase the satisfaction of employees. perpetuates itself. Reliability. Assurance. This reciprocal relationship.Client Relations: Satisfied clients. 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 .

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

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

 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 study ways in which the organization can encourage well deserving candidates. To understand how job satisfaction will help in Employee retention. .OBJECTIVES OF THE STUDY:  To analyze the level of employee satisfaction in IT and ITES Sector.

This study mainly focuses on these four elements:  The atmosphere of the workplace.  The employee¶s satisfaction towards his work. The employee¶s attachment to the work of the Company.  The employee¶s role in decision making. 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.SCOPE OF THE STUDY: Employee satisfaction is given the top priority in any organization. .

clarifies the doubts raised by the respondent and takes the responses.RESEARCH METHODOLOGY: Research methodology includes the following steps to carry out the project under study. who may fill in the questionnaire. RESEARCH INSTRUMENTS: The researcher has used questionnaire as the research instruments. Multi choice questions 2. This is a form of personal interviewing of the respondent. the respondents are given four to five choice in which he has to select one. . there are two types of questions: 1. Closed-Ended questions: In closed ended questions. RESEARCH APPROACHES: The research availed the 'survey research' type of research wherein the researcher goes to the respondent with the questionnaire. Multi choice questions: In this multi choice question. 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. Double -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.

Methodology refers to the process of collection of required data.Double-ended questions: In these questions the respondent will be given two choices for answer in which they have to choose one. Research Approach: The research worker contacted the respondents personally with well-prepared sequentially arranged questions. The questionnaire was structured with close ended questions. 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. The questionnaire is prepared on the basis of objectives of the study. The research design for this study employed a descriptive survey method. The sample size included 100 employees of the IT Industry.e. Research period: The research period of the study is 45 days of duration. contacting employees directly in order to collect data.. It helps to know the state of present affairs. Research design: Descriptive research approach has been applied to this research study because it includes survey and fact finding enquiries of different kinds. . i. Direct contract is used for survey.

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. .Data analysis is based upon classification. we collected data through questionnaires given to the employees in the organization. tabulation. SAMPLING: Sample size: The study sample constitutes 80 respondents constituting in the research area. Primary Data Collection:-In this stage. we used secondary data from the internet (old news items relevant to the topic.SOURCE OF INFORMATION Data Source: . Secondary Data Analysis:-For background information.Primary data has been collected for the research study.) and other related books. Data Analysis: .

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

motivation. There is a definite need to analyze the elements of employee retention through job satisfaction. highlighting these recommendations for employee satisfaction practices for both employers and employees. 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. Pay and benefits. retaining employees and in turn. keeping our economy healthy and our society happier. 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. Considering the positive effects on the economy that can be derived from satisfied-happy employees. according to studies. .creative and be more likely to be retained by the company. justice and leisure time all seem to play a part as to whether employees are satisfied with their jobs. Research has shown that there may be many environmental features that can be created and maintained to give employees job satisfaction. communication.

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

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

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

understand their needs. This is the most powerful pool of untapped insight in any business. which connects with the customer at the point of sale. and possibly are able to pre-empt dissatisfied customers leaving the company. 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.service quality at lower cost« this leads to higher customer retention¶ and of course increased profitability. The advantages of long-term employees are that they are often able to form personal relationships with customers. All employees are part of the process. 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.

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

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

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

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

Its direct employment for four million and indirect employment for 10 to 12 million by 2015.5 per cent in FY2008. Expected to earn revenues of US$ 64 billion in FY2008.8 per cent in 2005-06. The sector estimated well within reach of the US$ 60 billion exports target. 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).4 per cent of India¶s GDP in 2006-07.2 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. while India maintains its position as a strategic off-shoring destination for MNCs worldwide. while the domestic market is expected to touch US$ 23. growing at about 17 per cent by FY2008. growth at 23. Hardware accounted for about 49 per cent of the total domestic IT-BPO spend in FY2007. Domestic market comprises hardware. is fuelling further growth of the sector. Software exports expected to reach US$ 40.2 per cent in FY1998 to an estimated 5.5 billion. It continues to be one of the fastest growing industries in India.8 billion. an increase from 4. Domestic hardware revenues grew by 20 per cent in FY2006 and are expected to exceed US$ 7. software and IT-BPO services. IT/ITES sector contributed to over 5.2 billion by FY2008 . both as a supply and demand centre. recording a CAGR of 31 per cent over the last five years.IT and ITES in India The Indian IT-ITES industry grew at a rate of 33 per cent in FY2008.Contribution of IT/ITES industry to India¶s GDP has grown from 1.

The ITES segment is expected to leverage the penetration of the IT segment.8 billion. nearly a ten-fold increase over the aggregate revenue of US$ 4.6 million. Industry has graduated to providing a high proportion of voice-based services and a wide range of back-office processing activities.9 billion in exports in 2006-2007 Services exports account for nearly two-third of the total IT/ITES sector exports. India. reported in 1998. . earlier the primary global off shoring destination for low-end back-office services.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. and direct employment is likely to cross 1.8 billion. to include increasingly complex processes involving rule-based decision making and research services requiring informed individual judgment. Total revenue aggregate for the sector is expected to exceed US$ 47. Indian IT-BPO sector grew at an estimated 28 per cent in 2007. The concept of outsourcing is increasingly gaining acceptance even in the more conservative markets around the world. Scope of services has expanded in the last (three to four) years. the segment has grown by 23 per cent to report US$ 4. with the cost-arbitrage factor expected to prevail for another 10 to 15 years. is now emerging as an innovation and research hub. complementing and completing end-to-end customer requirements with the aid of offshore and onshore service offerings.

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

and establishing a working relationship with future employees. Salaries and benefits are the obvious costs of having additional employees. interns. The company also takes money to hire employees. just as it does to compensate them for their work. But they're hardly the only ones. 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 . In addition to the ongoing costs. contractors or consultants You can't make a decision about adding employees without knowing what it's going to cost to hire them. and they're the most important ones.Hiring: The practice of finding. evaluating. 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.

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

2 Response Strongly Disagree Disagree Agree Strongly Agree No. of employees 0 4 35 41 Figure 4.2 Str gly isagree isagree Agree Interpretation: y y 41% of the respondents ³Strongly Agreed´ that theiy are treated equally. 35% of the respondents ³Agreed´ that they are treated equally ¤£ Str g ly Agree ¢ ¡  ¢ . Employees are treated fairly and equally? Table 4.Q2.

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

  gree . of employees 1 5 16 58 Figure 4. y 16% of the respondents ³Agreed´ that management and co workers respect then.4 Response Strongly Disagree Disagree Agree Strongly Agree No.Q4. I am treated with respect by management and fellow employees? Table 4.4 Strongly Disagree Disagree Strongly gree Interpretation: y 58% of the respondents ³Strongly Agreed´ that management and co workers respect them.

Q5.5 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. .5 Response Strongly Disagree Disagree Agree Strongly Agree No. of employees 31 44 4 1 Figure 4. I feel under a great deal of stress on my job? Table 4.

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

of employees 0 1 38 41 Figure 4.  Str g ly Agree   Str gly i sagree  . How satisfied are you with the training and development of employees? Table 4.7 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. 38% of the respondents ³Agreed´ that they are satisfied with the T & D.Q7.

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

9 Response 51-60% 61-70% 71-80% 81-90% No.Q9.9 Strongly Disagree Disagree Agree Strongly Agree Interpretation: y y 63% of the respondents believe that their employee satsfaction is at 81% . What percentage do you think employee satisfaction has come down in your organization? Table 4.90% 15% of the respondents believe that their employee satsfaction is at 71% . of employees 0 2 15 63 Figure 4.80% .

10 Strongly Disagree Disagree Agree Strongly Agree Interpretation: y 42% of the respondents ³Strongly Agreed´ that they are happy with their in house training. . of employees 2 4 37 42 Figure 4. y 37% of the respondents ³Agreed´ 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.

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

37% of the respondents ³Agreed´ 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. The environment of the workplace is comfortable and safe. of employees 3 10 37 30 Figure 4. Table 4. .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.

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

 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. gym would release the employees from stress.  Training sessions required by employees should be provided as this will help them in their career development. 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 .SUGGESTIONS:  Career counselling sessions should be introduced in order to know the loop holes and establish good communication with the superior.  Not only the monetary benefits but the other benefits like recreation facilities like recreation. Employee satisfaction is a major aspect of the IT and ITES sector.  Organizations should improve their Employee Referral Scheme programme to increase the level of reference in organization. Good work climate should exist all the time. 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.  Job satisfaction is an important aspect of an employee and organizations should help in achieving that.  Organizations should work on the improvement aspects of the work place both physically and mentally.

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

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

A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree 4) Management listens to employees.APPENDICES Appendix A ± Questionnaire Questionnaire on Employee Satisfaction in IT and ITES Sector by K. A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree . 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 3) Employees are treated fairly and equally. 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 5) I am treated with respect by management and fellow employees. 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 . 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.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.

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