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

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

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

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

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

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

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

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

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

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

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

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

. 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. NEED FOR THE STUDY:  Help the industry in improving the employee performance. and clients. where they enjoy the mutual respect of colleagues and employers. How your employees feel about their jobs. They are fairly financially compensated for their efforts and are better-trained and betterinformed than their counterparts in competing practices. 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. their supervisors.  Monitoring individual level of satisfaction.It is not surprising that satisfied employees are loyal employees. colleagues.

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

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

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

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

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

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

keeping our economy healthy and our society happier. The second goal of this research is to help readers find his or her definition of job satisfaction. 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. according to studies. Pay and benefits. . Research has shown that there may be many environmental features that can be created and maintained to give employees job satisfaction. 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. justice and leisure time all seem to play a part as to whether employees are satisfied with their jobs. communication. Considering the positive effects on the economy that can be derived from satisfied-happy employees. retaining employees and in turn.creative and be more likely to be retained by the company. Promotional materials for presentation can be created.

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

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

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

In intensive organizations the quality of service is determined mostly by the skills and attitudes of the people producing the services. 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. understand their needs.service quality at lower cost« this leads to higher customer retention¶ and of course increased profitability. . 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¶. All employees are part of the process. Reich held maintains that there are: powerful insights available from probing into root causes of customer and employee defections. 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.

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

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

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

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

while the domestic market is expected to touch US$ 23. growing at about 17 per cent by FY2008. recording a CAGR of 31 per cent over the last five years. Expected to earn revenues of US$ 64 billion in FY2008.8 billion. software and IT-BPO services. Software exports expected to reach US$ 40.2 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.4 per cent of India¶s GDP in 2006-07. Hardware accounted for about 49 per cent of the total domestic IT-BPO spend in FY2007.2 per cent in FY1998 to an estimated 5.5 billion.2 billion by FY2008 . both as a supply and demand centre.Contribution of IT/ITES industry to India¶s GDP has grown from 1.5 per cent in FY2008. growth at 23. while India maintains its position as a strategic off-shoring destination for MNCs worldwide. It continues to be one of the fastest growing industries in India. is fuelling further growth of the sector.Its direct employment for four million and indirect employment for 10 to 12 million by 2015. IT/ITES sector contributed to over 5. The sector estimated well within reach of the US$ 60 billion exports target. Domestic hardware revenues grew by 20 per cent in FY2006 and are expected to exceed US$ 7.8 per cent in 2005-06.IT and ITES in India The Indian IT-ITES industry grew at a rate of 33 per cent in FY2008. Domestic market comprises hardware. an increase from 4. 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).

Industry has graduated to providing a high proportion of voice-based services and a wide range of back-office processing activities.8 billion. India is estimated to continue attracting substantial investments in the sector. the segment has grown by 23 per cent to report US$ 4. India. to include increasingly complex processes involving rule-based decision making and research services requiring informed individual judgment. complementing and completing end-to-end customer requirements with the aid of offshore and onshore service offerings.6 million. The ITES segment is expected to leverage the penetration of the IT segment.Increasing traction in offshore product development and engineering services is supplementing India¶s efforts in Intellectual Property (IP) creation. with the cost-arbitrage factor expected to prevail for another 10 to 15 years. .8 billion. earlier the primary global off shoring destination for low-end back-office services. Indian IT-BPO sector grew at an estimated 28 per cent in 2007. nearly a ten-fold increase over the aggregate revenue of US$ 4. Scope of services has expanded in the last (three to four) years. reported in 1998. The concept of outsourcing is increasingly gaining acceptance even in the more conservative markets around the world. and direct employment is likely to cross 1. Total revenue aggregate for the sector is expected to exceed US$ 47.9 billion in exports in 2006-2007 Services exports account for nearly two-third of the total IT/ITES sector exports. is now emerging as an innovation and research hub.

". 102. Ltd. "headhunters" for executive and professional recruitment.500020. and in-house recruitment. If you succeed in getting the immigration then you will become a nation member of that country. and selecting qualified people for a job at an organization or firm.com Immigration: Immigration means that ³you want to migrate to any other country and want to settle down there for your rest of life. Recruitment: Recruitment refers to the process of screening. Ashok Nagar Hyderabad . Ashoka Ornata Towers Street No 2.40. and screening and selecting potential candidates using tests or interviews.27661974 Email: info@pruthvicybertech. mid. India Phone: + 91. recruitment websites and job search engines. While generalist managers or administrators can undertake some components of the recruitment process.COMPANY PROFILE: Pruthvi Cybertech Pvt.and large-size organizations and companies often retain professional recruiters or outsource some of the process to recruitment agencies. Flat No. you will get all the benefits of that country. or for a vacancy in a volunteer-based organization or community group. The recruitment industry has four main types of agencies: employment agencies. External recruitment is the process of attracting and selecting employees from outside the organization. The stages in recruitment include sourcing candidates by advertising or other methods. . can do any sort of job and the same rules will apply that are for the nations of that country.

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

1 Strongly Disagree Disagree Agree Strongly Agree Interpretation: y y 48% of the respondents ³Strongly Agreed´ that their voice is heard.Q1. Employees have a voice in major decisions regarding changes in the work environment? Table 4. 30% of the respondents ³Agreed´ that their voice is heard . of employees 2 0 30 48 Figure 4.1 Response Strongly Disagree Agree Strongly Agree Disagree 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.Q2.2 Response Strongly Disagree Disagree Agree Strongly Agree No. 35% of the respondents ³Agreed´ that they are treated equally ¤£ Str g ly Agree ¢ ¡  ¢ . Employees are treated fairly and equally? Table 4.

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

4 Response Strongly Disagree Disagree Agree Strongly Agree No.   gree . y 16% of the respondents ³Agreed´ that management and co workers respect then. of employees 1 5 16 58 Figure 4. 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.

5 Response Strongly Disagree Disagree Agree Strongly Agree No.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.Q5. of employees 31 44 4 1 Figure 4. I feel under a great deal of stress on my job? 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.Q6. I would recommend others to work for this company? Table 4.6 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 4.7 Response Strongly Disagree Disagree Agree Strongly Agree No. How satisfied are you with the training and development of employees? Table 4. 38% of the respondents ³Agreed´ that they are satisfied with the T & D.7 i sagree Agree Interpretation: y y 41% of the respondents ³Strongly Agreed´ that that they are satisfied with the T & D.Q7.  Str g ly Agree   Str gly i sagree  .

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

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

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

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. Overall. 32% of the respondents agreed that they are ³Satisfied´ with their company.Q11. . how satisfied are you with working for the company? 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. The environment of the workplace is comfortable and safe. Table 4.12 Response Strongly Disagree Disagree Agree Strongly Agree No. 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. . of employees 3 10 37 30 Figure 4.

 Employees are satisfied with the T & D program in the organization but still development can be made to improve it.sub ordinate relationship so as to keep the employee motivated as biasing would cause a concern at a later stage.  Employee satisfaction is the biggest asset in IT and ITES industry. 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 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.  Maximum number of employees feels that they are treated with respect and equality.  Employees have a good relation with their superiors.  Management listens to the employees and helps in solving the problems. .  Employees have an enough opportunities & avenues to upgrade their skills and knowledge.  Most of the employees agree that they are treated equally and fairly in the work place.  Most employees are happy with the compensation they are offered.  Employees agree that working in an IT industry is not much of a stress but few do feel the stress. Most agree that a little stress is part of the job and it doesn¶t affect their life.  Organizations need to improve a little the superior. 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 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.  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.  Organizations should improve their Employee Referral Scheme programme to increase the level of reference in organization.  Training sessions required by employees should be provided as this will help them in their career development. gym would release the employees from stress.  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. Good work climate should exist all the time.SUGGESTIONS:  Career counselling sessions should be introduced in order to know the loop holes and establish good communication with the superior.  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 .  Job satisfaction is an important aspect of an employee and organizations should help in achieving that. Employee satisfaction is a major aspect of the IT and ITES sector.  Not only the monetary benefits but the other benefits like recreation facilities like recreation.

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

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 . 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.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 6) I feel under a great deal of stress on my job. 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 .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.

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