12N11E0014

A Study on Indian Commodity Market
At
Sriram Insight, Hyderabad
Anusha E
HT No: 04413208
Project submitted in partial fulfilment for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
By
Layola Academy
Affiliated to Osmania University, Hyderabad -500007

DECLARATION
I hereby declare that this Project Report titled Recruitment and Selection Process at
Penfos Systems, Hyderabad submitted by me to the Department of Business Management,
O.U., Hyderabad, is a bonafide work undertaken by me and it is not submitted to any other
University or Institution for the award of any degree diploma / certificate or published any
time before.
Name and Address of the Student Signature of the Student

CERTIFICATION
This is to certify that the Project Report title Recruitment and Selection Process at
Penfos Systems, Hyderabad submitted in partial fulfilment for the award of MBA Programme of
Department of Business Management, O.U. Hyderabad, was carried out by Anusha E under my
guidance. This has not been submitted to any other University or Institution for the award of
any degree/diploma/certificate.
Name and address of the Guide Signature of the Guide

ACKNOWLEDGEMENT
I would like to extend my gratitude to my Project guide, Mr. Pradeep Pandey, Branch Manager
for his appreciable support and valuable time and guidance with providence of resources in
terms of knowledge, theoretical gains and practical experience.
A successful project can never be prepared by the singular effort of the person to whom project
is assigned, but it also demands the help and guardianship of some conversant persons who
undersigned actively or passively in the completion of a successful project. I would like to
extend my thankfulness to him for providing me with excellent instructors of INDIABULLS
whose guidance and co-operation have been of immense help for the successful completion of
this project. I would also thanks to all staff members of Indiabulls for guidance and co-
operation.
I would also like to thank Mr Ramanpreet (Director), and Mr. Prasad V. Bhat (Internal
Guide) who has been very cooperative and chose to remain anonymous, for giving me the
opportunity to gain from their experience in selection and recruitment processes. Without their
contributions, this project would have been rather incomplete.

HIMANSHU SINGH
Index
CONTENTS PAGE NO.
CHAPTER 1 INTRODUCTION
CHAPTER 2 RESEARCH METHODOLOGY
CHAPTER 3 INDUSTRY PROFILE
CHAPTER 4 COMPANY PROFILE
CHAPTER 5 THEORETICAL FRAME WORK
CHAPTER 6 DATA ANALYSIS & INTERPRETATION
CHAPTER 7 FINDINGS & SUGGESTIONS
CHAPTER 8 CONCLUSION & BIBLIOGRAPHY
ANNEXURE QUESTIONNAIRE
CHAPTER -1 INTRODUCTION
INTRODUCTION
Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work. Job
can be influenced by variety of factors like quality of one’s relationship with their supervisor,
quality of physical environment in which they work, degree of fulfillment in their work, etc.
Positive attitude towards job are equivalent to job satisfaction where as negative attitude
towards job has been defined variously from time to time. In short job satisfaction is a
person’s attitude towards job.
Job satisfaction is an attitude which results from balancing & summation of many specific likes
and dislikes experienced in connection with the job- their evaluation may rest largely upon
one’s success or failure in the achievement of personal objective and upon perceived
combination of the job and combination towards these ends.
According to pestonejee, Job satisfaction can be taken as a summation of employee’s feelings in
four important areas. These are:

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,
opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.
2. Management- supervisory treatment, participation, rewards and punishments, praises
and blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health and emotionality.
Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.
Job satisfaction benefits the organization includes reduction in complaints and grievances,
absenteeism, turnover, and termination; as well as improved punctuality and worker morale.
Job satisfaction is also linked with a healthier work force and has been found to be a good
indicator of longevity.
Job satisfaction is not synonyms with organizational morale, which the possessions of feeling
have being accepted by and belonging to a group of employees through adherence to common
goals and confidence in desirability of these goals.
Morale is the by-product of the group, while job satisfaction is more an individual state of
mind.
IMPORTANCE OF JOB SATISFACTION
 Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover.
 Job satisfaction can partially mediate the relationship of personality variables and
deviant work behavior.
 Common research finding is that job satisfaction is correlated with life style.
This correlation is reciprocal meaning the people who are satisfied with the life tends to
be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied
with their life.
 This is vital piece of information that is job satisfaction and job performance is directly
related to one another. Thus it can be said that, “A happy worker is a productive
worker.”
 It gives clear evidence that dissatisfied employees skip work more often and more like to
resign and satisfied worker likely to work longer with the organization.
OBJECTIVES –
Objective of the Study
 To study the Satisfaction level of the employee at Penfos Systems Pvt Ltd, Hyderabad.
 To know how the to increase satisfaction level of employees.
 To know the level of satisfaction of employees regarding the policies of the company.
 To know the policy in order to meet the manpower expected levels to satisfy them.
 To streamline the Satisfaction process to ensure that we always keep the employee
satisfaction level at highest.
 To give suggestions if any, in strengthening the Job Satisfaction Procedure in Penfos
Systems Pvt Ltd, Hyderabad.

Need of Study
Company constitutes pooling of members of scarce resources like men, material,
machinery and money. They are to be properly organized and coordinated in the accomplishing
the desired results. It is wider implications both on company and employees too.
Any organizations strives its best to follow and develop suitable techniques to attract
suitable desirable candidates. As such the management of Penfos Systems Pvt Ltd also left the
immense need to undertake the project study on recruitment. Recruitment is a process to
attract people with the multi-dimensional skills and experience that suits the present and future
organizational strategies.
As an economy steps into a globalized and liberalized arena. The amount of
regulations decreases and competition widens. This brings many firms each differentiating
themselves in some way to be best. Hence the need for more hires is increasing, and efficient
recruitment and selection is being a need for the firm.

Employee Job Satisfaction follows Productivity, Employee Retention. Keeping Employees
satisfied is a process of identifying the needs of employees. In this process relevant information
about applicant is collected through series of steps so as to evaluate their satisfaction levels for
the job to be filled. Hence the study is directed towards Satisfaction policy and its effectiveness
in terms of number of people Retained with the company.
Scope of Study
The scope of the study is confined to the following process like procedure followed for
Employee Job Satisfaction levels of the employees by taking the 50 as sample size. So I cannot
generalize all the IT Industry. The study is covered only to the employees of Penfos Systems Pvt
Ltd, Hyderabad.
CHAPTER- 2
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
Research is a scientific and systematic search for pertinent information on a specific
topic. Research is an art of scientific investigation. “Research comprises defining and redefining
problems, formulation hypothesizer suggested solutions, collecting, organizing and evaluating

the data, making deductions and reaching conclusions and at last carefully testing the
conclusions to determine whether they fit the formulating hypothesis”
- By CLIFFORD WOOD
Methodology means “a procedure designed to the extent to which it is planned and
evaluated before conducting the inquiry and the extent to which the method for making
decisions is evaluated”
-By DHONDYAL.
DATA COLLECTION: There are two types of data
 PRIMARY DATA
Primary data can be collected either through experience or through survey. Those
which are collected a fresh and for the first time thus happen to be original in character that is
called primary data.
 By observation
 Personal discussion
 Personal Interview
 Questionnaire
 SECONDARY DATA
Secondary data means the data that has already been available The secondary data
can be gathered from Journals, magazines, official records, broachers, office files, annual
reports, Internet and also through discussion with concerned officers.
 SAMPLING METHOD
The sampling techniques are the process of selecting a few from a bigger group
to become the basis for estimating or predicting the fact, situation or outcome
regarding bigger group.
 The research technique adopted is RANDOM SAMPLING TECHNIQUE
 Sample size – 50 respondents
 Sampling unit – Penfos Systems Pvt Ltd
 Sampling Area – HYDERABAD
TOOLS FOR DATA COLLECTION:
 Questionnaire – This method is used in data collection which is quite popular,
particularly in case of big enquires private individual’s research person’s private and
public organization, are adopting it. Questionnaires consist of a number of questions
printed or typed in a definite order on forms. The respondents have to answer the
questions on their own.

 Questionnaire Design – The questionnaire consists of a number of questions printed in
a definite order or a set of forms.
 Questions include :
 Closed Ended Questions
 Dichotomous Questions
CHAPTER 3
INDUSTRY PROFILE
Overview on India's Software Industry
According to statistics, country's software exports reached total revenues of Rs 46100 crores.
The shares of total Indian exports form 4.9 per cent in 1997 to 20.4 percent in 2002-03. It is
expected that the industry will generate a total employment of around four millions peoples,
which accounts for 7 per cent of India's total GDP as in the year 2008.
The year 1995-96 was a boom for the industry. The performance of the industry over the years
is as follows:
(In terms of US $ millions)
Domestic software Market490670920125017002450
Software Exports 73410851750265040006300
Indian Software Industry 122417552670390057008750
India's Software Exports:

Software exports has major share in India's total exports. As of the year 2004-05,
both software and services revenue grew by 32 percent to $ 22 billions and $ 28.5 billions in
2005-06.
According to NASSCOM, India's domestic market, grew by 24 per cent. Presently Indian
companies have concentrated on only two largest IT service markets. They are USA and the UK.
Even Canada, Japan, Germany and France represent huge growth potential in the industry.
Why India?
 Rapidly Improving infrastructure
 Large Talent Pool Availability
 Infrastructure High Quality Educat ional
 Low Operaing Costs
 R&D Strengths
 Established Technology Clusters
 Government Incentive
Progress of IT Industry
(In terms of US $ billion)
Year2003-042004-052005-06*IT software and service exports9.212.015.2ITE-BPO
exports3.65.27.3Domestic market3.94.86.0Total16.722.028.5
*Estimated
Source: Ministry of Communications and IT.
1995-1996 - 1224 million US Dollars
1999- 2000 - 5700 million US Dollars
According to the NASSCOM- McKinsey report on the IT industry of India, the
projected revenue of the IT industry of India for the year 2008 is 87 billion US Dollars. The
projected exports or the year 2008, accord to this report, is 50 billion US Dollars.
Some of the important aspects of the NASSCOM- McKinsey report related to the size of India's
IT industry are -
 There is potential of 3.2 million people being employed in the IT industry of India by the
end of 2012.
 Contribution of software and services to the total GDP of India will be more than 7.5%.
 FDI (Foreign Direct Investment) of 10.5 billion US Dollars expected in the IT industry by
the end of 2011.
 45% of total exports from India will be from IT exports.
 225 billion US Dollars worth of market capitalization from ITshares.

Softwares and services are exported to bout 195 companies from India. North America
accounts for 61% of the software exports from India.
The projections about the size of India's IT industry present a very optimistic picture. The
industry is expected to grow to double its current size by the year 2012. India's IT industry is
expected to grow at an annual average rate of 18% in the next five years. The industry is also
expected to cross the 100 billion US Dollar mark by 2011. One of the major areas of growth for
the IT industry of India is by tapping the potential in the domestic market. The IT industry of
India is largely dependant on the export market. Penetrating more into the domestic market
would create further opportunities of growth for the IT industry.
Adoption of new liberal policies in India has given birth immense opportunities to its industries.
Success story of India's Software Industry is a step in the same direction.
The Software Industry, which is a main component of the Information technology, has brought
tremendous success for the emerging economy.
India's young aged manpower is the key behind this success story. Presently there are more
than 500 software firms in the country.
Worldwide IT Spending to Grow 5.3 Percent in 2010
Unseasonably Strong Hardware Sales in First Quarter Sets Up 2010 for Solid IT Spending Growth
Worldwide IT spending is forecast to reach $3.4 trillion in 2010, a 5.3 percent increase from IT
spending of $3.2 trillion in 2009, according to Gartner, Inc. The IT industry will continue to show
steady growth with IT spending in 2011 projected to surpass $3.5 trillion, a 4.2 percent increase
from 2010.
"Following strong fourth quarter sales, an unseasonably robust hardware supply chain in the
first quarter of 2010, combined with continued improvement in the global economy, sets up
2010 for solid IT spending growth," said Richard Gordon, research vice president at Gartner.
"However, it's important to note that nearly 4 percentage points of this growth will be the
result of a projected decline in the value of the dollar relative to last year. IT spending in
exchange-rate-adjusted dollars will still grow 1.6 percent this year, after declining 1.4 percent in
2009."
Worldwide computing hardware spending is forecast to reach $353 billion in 2010, a 5.7
percent increase from 2009 (see Table 1). Robust consumer spending on mobile PCs will drive
hardware spending in 2010. Enterprise hardware spending will grow again in 2010, but it will
remain below its 2008 level through 2014. Spending on storage will enjoy the fastest growth in
terms of enterprise spending as the volume of enterprise data that needs to be stored
continues to increase. Near-term spending on servers will be concentrated on lower-end
servers; longer-term, server spending will be curtailed by virtualization, consolidation and,
potentially, cloud computing.
"Computing hardware suffered the steepest spending decline of the four major IT spending
category segments in 2009. However, it is now forecast to enjoy the joint strongest rebound in
2010," said George Shiffler, research director at Gartner. "Consumer PC spending will
contribute nearly 4 percentage points of hardware spending growth in 2010, powered by strong
consumer spending on mobile PCs. Additionally, professional PC spending will contribute just
over 1 percentage point of spending growth in 2010 as organizations begin their migration to
Windows 7 toward the end of the year."
Worldwide IT Spending Forecast (Billions of U.S. Dollars)
2009 2009 2010 2010

Spending Growth (%) Spending Growth (%)
Computing Hardware 333 -12.5 353 5.7
Software 221 -2.1 232 5.1
IT Services 777 -4.0 821 5.7
Telecom 1,892 -3.4 1,988 5.1
All IT 3,223 -4.5 3,394 5.3
Worldwide software spending is expected to total $232 billion in 2010, a 5.1 percent increase
from last year. Gartner analysts said the impact of the recession on the software industry was
tempered and not as dramatic as other IT markets. In 2010, the majority of enterprise software
markets will see positive growth.
The infrastructure market, which includes all the software to build, run and manage an
enterprise, is the largest segment in terms of revenue and the fastest-growing through the
2014. The hottest software segments through 2014 include virtualization, security, data
integration/data quality and business intelligence. The applications market, which includes
personal productivity and packaged enterprise applications, has some of the fastest-growth
segments. Web conferencing, team collaboration and enterprise content management are
forecast to have double-digit compound annual growth rates (CAGR), in the face of growing
competition surrounding social networking and content.
"Cost optimization, and the shifts in spending form mega suites to the automation of processes
will continue to benefit alternative software acquisition models as organizations will look for
ways to shift spending from capital expenditures to operating expenditures," said Joanne
Correia, managing vice president at Gartner. "Because of this, vendors offering software as a
service (SaaS), IT asset management, virtualization capabilities and that have a good open-
source strategy will continue to benefit. We also see mobile-device support or applications, as
well as cloud services driving new opportunities."
The worldwide IT services industry is forecast to have spending reach $821 billion in 2010, up
5.7 percent from 2009. The industry experienced some growth in reported outsourcing revenue
at the close of 2009, an encouraging sign for service providers, which Gartner analysts believe
will spread to consulting and system integration in 2010.
"We continue to see a long-term recession 'hangover' as a more-cautious mind-set continues as
the norm among a lot of buyers who keep looking for small, safe deals where cost take-out is a
key factor, said Kathryn Hale, research vice president at Gartner. "In the face of that ongoing
strong pressure to renegotiate contracts, and in the absence of equivalent pressure from
stockholders, we believe vendors will generally choose to maintain margins over revenue
growth."
Worldwide telecom spending is on pace to total close to $2 trillion in 2010, a 5.1 percent
increase from 2009. Between 2010 and 2014, the mobile device share of the telecom market is
expected to increase from 11 percent to 14 percent, while the service share drops from 80
percent to 77 percent and the infrastructure share remains stable at 9 percent of the total
market.
Worldwide enterprise network services spending is forecast to grow 2 percent in revenue in
2010, but Gartner analysts said this masks ongoing declines in Europe and many other mature
markets as well as an essentially flat North American market.
"Longer term, the global enterprise network services market is expected to grow modestly,
largely on the back of growth in Internet services, such as hosting," said Peter Kjeldsen,
research director at Gartner. "Ethernet services will also grow significantly, albeit at the
expense of both legacy services and multiprotocol label switching (MPLS)."
In India, the software boom started somewhere in the late 1990s. Most of the Indian software
companies at that moment offered only limited software services such as the banking and the
engineering software. The business software boom started with the emergence of Y2K problem,
when a large number of skilled personnel were required to fulfill the mammoth database-
correction demand in order to cope up with the advent of the new millennium
The profile of the Indian IT Services has been undergoing a change in the last few years, partly
as it moves up the value chain and partly as a response to the market dynamics. Ten years ago,
most US companies would not even consider outsourcing some of their IT projects to outside
vendors. Now, ten years later, a vast majority of US companies use the professional services of
Indian Software engineers in some manner, through large, medium or small companies or
through individuals recruited directly.
The market competition is forcing organizations to cut down on costs of products. The
professional IT services on the other hand are becoming increasingly expensive. The offshore
software development model is today where onsite professional services were ten years ago.
There is a high chance (almost a mathematical certainty), that in less than ten years, the vast
majority of IT services (software development being just one of them) from developed
countries, will be, one, outsourced and two, outsourced to an offshore vendor.
Despite the global economic slowdown, the Indian IT software and services industry is
maintaining a steady pace of growth. Software development activity is not confined to a few
cities in India. Software development centers, such as Bangalore, Hyderabad, Mumbai, Pune,
Chennai, Calcutta, Delhi-Noida-Gurgaon, Vadodara, Bhubaneswar, Ahmedabad, Goa,
Chandigarh, Trivandrum are all developing quickly. All of these places have state-of-the-art
software facilities and the presence of a large number of overseas vendors. India’s most prized
resource is its readily available technical work force. India has the second largest English-
speaking scientific professionals in the world, second only to the U.S. It is estimated that India
has over 4 million technical workers, over 1,832 educational institutions and polytechnics,
which train more than 67,785 computer software professionals every year. The enormous base
of skilled manpower is a major draw for global customers. India provides IT services at one-
tenth the price. No wonder more and more companies are basing their operations in India.
 India's IT industry caters to both domestic and export markets. Exports contribute around
75% of the total revenue of the IT industry in India. The IT industry can be broadly divided into
four segments –

The industry is in an expansion mode right now, with dozens of new offshore IT services
vendors emerging everyday, the industry has a high probability of being subjected to the 80:20
rule in not too distant a future. In perhaps another ten years, 80 percent of all outsourced
offshore development work will be done by 20 percent of all vendors, a small number of high
quality, trusted vendors. Only a few select countries and only the most professional companies
in those countries, will emerge as winners. India will definitely be the country of choice for
offshore software development. We have the potential to become and remain the country of
choice for all software developments and IT enabled services, second only to the USA. The third
choice could be far distant.
India is among the three countries that have built supercomputers on their own. The other two
are USA and Japan. India is among six countries that launch satellites and do so even for
Germany and Belgium. India's INSAT is among the world's largest domestic satellite
communication systems. India has the third largest telecommunications network among the
emerging economies, and it is among the top ten networks of the world.
To become a global leader in the IT industry and retain that position, we need to constantly
keep moving up the value chain, focusing on finished products and solutions, rather than purely
on skill sets and resumes. We need to be able to package our services as products, rather than
offering them as raw material. We need to be able to recognize and build up on our strengths
and work on our weaknesses.
The IT industry has emerged as one of the most important industries in the Indian economy
contributing significantly to the growth of the economy.

The IT industry of India got a major boost from the liberalization of the Indian economy. India's
software exports have grown at an annual average rate of more than 50% since 1991. The
structure of the IT industry is quite different from other industries in the Indian economy. The
IT industry of India is hugely dependant on skilled manpower. Primarily a knowledge based
industry, the IT industry of India has reordered significant success due to the huge availability of
skilled personnel in India.
The industry structure in the IT sector has four major categories. These are -
 IT services
 IT enabled services
 Software products
 Hardware
 IT services
IT services
IT services constitute a major part of the IT industry of India. IT services include client, server
and web based services. Opportunities in the IT services sector exist in the areas of consulting
services, management services, internet services and application maintenance. The major users
of IT services are
 Government
 Banking
 Financial services
 Retail and distribution
 Manufacturing
The services which make extensive use of information andtelecommunication technologies
are categorized as IT enabled services. The IT enabled services is the most important
contributor to the growth of the IT industry of India. Some of the important services covered by
the ITES sectorin India are -
 Customer-interaction services including call-centers
 Back-office services
 Revenue accounting
 Data entry and data conversion
 HR services
 Transcription and translation services
 Content development and animation
 Remote education,
 Data search
 GIS
 Market research
 Network consultancy
Software products
Software products are among the most highly exported products from India. The software
industry in India originated in the 1970s and grew at a significant pace in the last ten years.
Between 1996-1997 and 2002-2003, the Indian software industry grew more than five times
from 2630 crores to 13200 crores. During the same period software and service exports from
India grew by almost twelve times.
Hardware
The hardware sector of the It industry focuses on the manufacturing and assembling of
computer hardware. The consumption of computer hardware is high in the domestic market.
Due to the rise in the number of ITcompanies, sales of desktops, laptops, servers, routers, etc
have been on the rise in recent years. Many domestic and multi-national; companies have
invested in the computer hardware market in India.
Another categorization in the structure of India's IT industry is related to the market. There are
two major market classifications - the domestic market and the export market. The export
market, dominates the IT industry accounting for 75% of the revenue.

Challenges before Indian IT Industry
At present there are a number of challenges that are facing the information technology industry
of India. One of the major challenges for the Indian information technology industry was to
keep maintaining its excellent performance standards.
The experts are however of the opinion that there are certain things that need to be
done in order to make sure that India can maintain its status as one of the leading information
technology destinations of the world. The first step that needs to be taken is to create an
environment for innovation that could be carried for a long time.
The innovation needs to be done in three areas that are connected to the information
technology industry of India such as business models, ecosystems and knowledge. The
information technology sector of India also has to spread the range of its activities and also look
at the opportunities in other countries
. The improvement however, also needs to be qualitative rather than just being
quantitative. The skill level of the information technology professionals is one area that needs
improvement and presents a considerable amount of challenge before the Indian information
technology industry.
The Indian information technology industry also needs to co-ordinate with the
academic circles as well as other industries in India for better performance and improved
productivity. The experts are of the opinion that the business process outsourcing service
providers in India need to change their operations to a way that is more oriented to the
knowledge process outsourcing. One of the most important crises facing the Indian information
technology industry concerns the human resources aspect. The problems with outsourcing in
countries like the United States of America are posing problems for the Indian information
technology industry as well.
In the recent times a bill has been passed in the state of New Jersey that allows only the citizens
or legal non-Americans to be given contracts. This legislation has also affected some other
states like Missouri, Connecticut, Wisconsin and Maryland. These states are also supposed to
be considering these laws and their implementation. This is supposed to have an adverse effect
on the outsourcing that is the source upon which the information technology industry of India
thrives. The information technology professionals who aim at working in the country are also
likely to be hindered by the legislation as a significant amount of these professionals have been
going to work in the USA for a long time

The size of India's IT industry has grown significantly over the years. The size of this sunshine
industry of India grew from 150 million US Dollars to 50 billion US Dollars between 1990-1991
and 2006-2007. The growth of the IT industry has been very high in the last few years. The size
of the Information Technology industry of India was 5.7 billion US Dollars in 1999-2000. After
the turn of the century the industry experienced exponential growth to reach the 50 billion
mark by 2006-2007.

CHAPTER 4
COMPANY PROFILE
Welcome to Penfos Systems
Penfos Systems Pvt Ltd is an Offshore Software Development Company catering IT sector across
the globe. We mainly focus in developing custom, scalable & secure applications leveraging
outsourcing and offshore value advantage. We specialize in offering our services to what we
believe are high growth industries such as the financial services, insurance, manufacturing,
logistics, Tele communications and health care sectors.
Our Process
Our process starts by listening to the client with an understanding about their business
requirement to deliver quality products on time. Our strong dedicated and highly qualified
developing team delivers high standards to produce a complete and unique user friendly
solution.
Research & Development
On successful completion of the Market Research, the case-study is given to the Research &
Development (R&D) division to conceptualize a cost-effective system that could potentially
solve the customer's needs in a manner that is better than the one adopted by the competitors.
Once the conceptual system is developed and tested in a hypothetical environment, the
development team takes control of it. The development team adopts best suitable software
development methodology to develop the proposed system and finally released with our
customer satisfaction. While developing software, our company out sources the non-core
activities to other companies who specialize in those activities. This accelerates the software
development process largely. We work on tie-ups to bring out a highly matured product in a
short period.
Inclusion at Penfos goes well beyond a focus on gender and race/ethnicity to also include sexual
orientation, disability, generations, cultures, military status, well-being, and flexibility. It’s really
about a focus on the whole person rather than a specific dimension, leading to an inclusive
culture for all of our people. In turn, this provides us with a diverse workforce that possesses a
variety of skills necessary to solve our clients’ complex challenges. Our inclusive culture is a
source of opportunity, enrichment, and new thinking, and is why Penfos is a place where ALL
leaders thrive.
Why Penfos
Classify your customers along family structures, financial status, lifestyles and risk profiles.
We focus on strong process and customer centric approach Clear, prompt & focused
communication process High quality software.
We are committed to providing quality, security and privacy to all our customers and
development teams.
Our software development teams are flexible and can be resized and readjusted anytime upon
customer's request.Rich experience. Since 2002 Penfos offshore software Development
Company has successfully running with customer satisfaction.
Our strength and reputation has been built upon the fundamental belief that technology should
work in harmony with your business providing real and leveraged benefits throughout the
entire organization. Technology should support the business, assisting it wherever it can to
improve, streamline, manage, and optimize day-to-day business operations. Penfos Systems
can make it happen!
Services
Today, businesses demand global vision, an in-depth understanding of customers and suppliers,
demonstrated thought leadership and a consultative partnership approach to offer the highest
possible returns on IT investment. We help businesses achieve these ends. Working closely with
our customers as transformation partners, we deliver, implement and maintain innovative
software solutions across a number of technology platforms.
Penfos Systems has proven expertise in the field of developing desktop applications. We
develop desktop applications custom suited for your requirements and are easy to use
Inventory Control solution to efficiently manage stock positions, item locations, etc.
simultaneously at multiple warehouses and sale sites Sophisticated advanced pricing to enable
multi tier pricing Item tracking systems to manage records item receipts and transfers Stock
control software to control production cycle, stock, order or supplier. Desktop solutions for the
accounts such as general ledger and accounts receivable functionality for our clients. Financial
management reports to Enhance Business process HR solution managing staffing information
and payroll payments Payroll and Personnel system with automated facilities to support the
payroll and personnel requirements of your business. Compact and easy to use ERP solutions
that can be integrated into the desktop application.
Our Specialized Services
 Professionally designed templates available to suit different application requirements.
 Fully Functional online stores or offline presentation.
 Dynamic content, spellbinding graphics, stylized layouts and embedded sounds have
transformed the very nature of website presentations.

 Flash based content creation for specific requirements with SCORM and AICC
compliance.
 Customized web based applications to fit business requirements.
 Flash communication server application supporting interactive multimedia applications
like live audio and video Collaborations, interactive flash applications.
 Flash based E-Commerce.
 UI Designing for commercial websites and applications.
 Action scripting and back end integration with remote applications.

Our Vision
Transformation partners to global corporations.
Our Mission
Leveraging technology and processes to help customers attain their goals
Our Values
Drive business transformation for our clients, with a firm commitment towards customer
sovereignty, passion for excellence, continuous innovation, transparency and integrity, and
people orientation. At the same time, strive to maintain high standards of corporate social
responsibility.
Customer Sovereignty
Indeed, customers are the reason for our existence. We believe – and rightly so - that when
customers thrive, so do we. We will, therefore, make it our business to anticipate client needs,
and strive to meet and exceed their expectations by creating lasting value. Customer interest
will be the single most important influence on our decisions.
Passion for Excellence
Our burning desire to do better, constantly and consistently, translates into a passion for
excellence. We will strive to attain individual and organizational excellence through continuous
learning, industry best practices, lofty standards, new ideals, and a commitment to high levels
of productivity and performance.
Continuous Innovation
In a hyper-competitive world, innovation acts as a bridge between the current and future needs
of marketplace. We will continuously reengineer our processes and mindsets, while
encouraging individual creativity and improvisation in all our actions. We will use ingenuity to
create a `new way’.
Transparency and Integrity
Impeccable ethical and moral standards form the cornerstone of our business. Integrity,
honesty and mutual trust will guide every decision we make, anchor every relationship we
have.
People Orientation
Zensar believes in `Zensarians’ -- just as `Zensarians’ believe in Zensar. We will accord respect
and dignity to every employee. We will aim to attract, develop and retain the best talent, and
create an enabling environment where every committed and capable member of the
organization has ample opportunities for growth.
Social Responsibility
We shall conduct ourselves in a socially responsible manner. We will bear in mind that decisions
that are bad for the society, cannot be good for business. Moreover, we will add value to the
social environment, and proactively embrace our responsibilities as a good corporate citizen in
every country we operate.

Our Technical Expertise
At Penfos Systems, we deal with the following technologies. Application/Web Development
 JAVA, J2EE, J2ME
 EJB, JDBC
 ASP.net, C#, VB.net
 PHP
 Visual Basic 6.0
Advanced Web 2.0
 AJAX
 Adobe FLEX Builder
 Silver Light
Web Designing
 CorelDraw
 Adobe Creative Suite
 Microsoft Expression Studio
 Macromedia
Enterprise Resource Planning

 CRM
 SCM
 SRM
 Oracle Apps 11i - Functional
 SAS
 SAP
RDBMS
 DB2
 Oracle
 SQL Server
 Teradata
Application / Software Testing
 Win Runner
 Load Runner
 Performance Testing
 Silk Tools
 QTP & QC
 Java test tools

 Rational test tools
As the idea of personal choice and self direction picks up in the 21st century, aided by the
power of the internet and the increased acceptance of people having multiple kinds of work,
the idea of career is sifting from a closed set of achievements, like a chronological resume of
past jobs, to a defined sett of pursuits looking forward. In its broadest sense career refers to an
individual's work and life roles over their lifespan.
Our employees work at various sites including Fortune 500 clients, in which they are
encouraged to explore their potential, take responsibility for their contribution. At the same
time, they are team players, recognizing the value of their colleagues, and finding ways to
inspire each other and their customers.
We understand our strength is our developing and Marketing teams. We are looking for
employees with very good communication and strong technical skills and Team work is central
to everything we do.Penfos Systems presently have vacancies for the following positions.
 TIL Developers
 Web Architects
 Java, J2EE, EJB
 JDBC - IBM Websphere
 CRM - Siebel
 Oracle Apps 11i (Technical)
 Programmer Analyst
 PeopleSoft: HRMS, Payroll
 RISC UNIX Administrator
 Network Management
 SAP Enterprise Suite integrator
CHAPTER- 5
THEORETICAL FRAME WORK
2.1 DEFINITIONS OF JOB SATISFACTION
Different authors give various definitions of job satisfaction. Some of them are taken from the
book of D.M. Pestonjee “Motivation and Job Satisfaction” which are given below:
Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of one’s
job. An effective reaction to one’s job.
Weiss
Job satisfaction is general attitude, which is the result of many specific attitudes in three areas
namely:
Specific job factors
Individual characteristics
Group relationship outside the job

Blum and Naylor
Job satisfaction is defined, as it is result of various attitudes the person hold towards the job,
towards the related factors and towards the life in general.
Glimmer
Job satisfaction is defined as “any contribution, psychological, physical, and environmental
circumstances that cause a person truthfully say, ‘I am satisfied with my job.”
Job satisfaction is defined, as employee’s judgment of how well his job on a whole is satisfying
his various needs Mr. Smith
Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of
one’s job or job experiences.
Locke
2.2 HISTORY OF JOB SATISFACTION
The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies on
job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of
psychological, physiological and environmental circumstances. That causes a person to say. “I m
satisfied with my job”. Such a description indicate the variety of variables that influence the
satisfaction of the individual but tell us nothing about the nature of Job satisfaction.
Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,
personal adjustment & social requirement. Morse (1953) considers Job satisfaction as
dependent upon job content, identification with the co., financial & job status & priding group
cohesiveness
One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These
studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to
find the effects of various conditions (most notably illumination) on workers’ productivity.
These studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect). It was later found that this increase resulted, not
from the new conditions, but from the knowledge of being observed.
This finding provided strong evidence that people work for purposes other than pay, which
paved the way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued
that there was a single best way to perform any given work task. This book contributed to a
change in industrial production philosophies, causing a shift
from skilled labor and piecework towards the more modern approach of assembly lines and
hourly wages.
The initial use of scientific management by industries greatly increased productivity because
workers were forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction.
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg
set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation
for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in
life – physiological needs, safety needs, social needs, self-esteem needs, and self-actualization.
This model served as a good basis from which early researchers could develop job satisfaction
theories.
2.3 IMPORTANCE OF JOB SATISFACTION
 Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover.
 Job satisfaction can partially mediate the relationship of personality variables and
deviant work behavior.
 Common research finding is that job satisfaction is correlated with life style.
This correlation is reciprocal meaning the people who are satisfied with the life tends to
be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied
with their life.
 This is vital piece of information that is job satisfaction and job performance is directly
related to one another. Thus it can be said that, “A happy worker is a productive
worker.”
 It gives clear evidence that dissatisfied employees skip work more often and more like to
resign and satisfied worker likely to work longer with the organization.
2.4 IMPORTANCE TO WORKER AND ORGANIZATION
Job satisfaction and occupational success are major factors in personal satisfaction, self-respect,
self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable
emotional state that can often leads to a positive work attitude. A satisfied worker is more likely
to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated
and committed to high quality performance. Increased productivity- the quantity and quality of
output per hour worked- seems to be a byproduct of improved quality of working life. It is
important to note that the literature on the relationship between job satisfaction and
productivity is neither conclusive nor consistent.
However, studies dating back to Herzberg’s (1957) have shown at least low correlation
between high morale and high productivity and it does seem logical that more satisfied workers
will tend to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent
of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and
also as soon as the threat is lifted performance will decline.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and

worker morale. Job satisfaction is also linked with a healthier work force and has been found to
be a good indicator of longevity.
Although only little correlation has been found between job satisfaction and
productivity, Brown (1996) notes that some employers have found that satisfying or delighting
employees is a prerequisite to satisfying or delighting customers, thus protecting the “bottom
line”.
2.5 WORKERS ROLE IN JOB SATISFACTION
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her
own satisfaction and well being on the job. The following suggestions can help a worker find
personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads
to more challenging work and greater responsibilities, with attendant increases in pay and
other recognition.
Develop excellent communication skills. Employer’s value and rewards excellent reading,
listening, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perform tasks more
efficiently and effectively. This will relive boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most organizations and
often results in recognition as well as in increased responsibilities and rewards.

Develop teamwork and people skills. A large part of job success is the ability to work well with
others to get the job done.
Accept the diversity in people. Accept people with their differences and their imperfections and
learn how to give and receive criticism constructively.
See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This help to give meaning to one’s existence, thus playing a
vital role in job satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress management
techniques.
2.6 FACTORS OF JOB SATISFACTION
Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of job satisfaction. These are as under:
 The way the individual reacts to unpleasant situations,
 The facility with which he adjusted himself with other person
 The relative status in the social and economic group with which he identifies himself
 The nature of work in relation to abilities, interest and preparation of worker
 Security
 Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed
various job factors of job satisfaction. These are briefly defined one by one as follows:
1. Intrinsic aspect of job
It includes all of the many aspects of the work, which would tend to be constant for the
work regardless of where the work was performed.
2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his immediate
superiors. Supervision, as a factor, generally influences job satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not necessary a part of the
work. Hours are included this factor because it is primarily a function of organization,
affecting the individuals comfort and convenience in much the same way as other physical
working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory remuneration for work
done.
5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience.

6. Security
It is defined to include that feature of job situation, which leads to assurance for continued
employment, either within the same company or within same type of work profession.
7. Company & management
It includes the aspect of worker’s immediate situation, which is a function of organizational
administration and policy. It also involves the relationship of employee with all company
superiors above level of immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those employees at same or
nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any direction within
the organization. Terms such as information of employee’s status, information on new
developments, information on company line of authority, suggestion system, etc, are used
in literature to represent this factor.
10. Benefits
It includes those special phases of company policy, which attempts to prepare the worker
for emergencies, illness, old age, also. Company allowances for holidays, leaves and
vacations are included within this factor.

2.7 REASONS OF LOW JOB SATISFACTION
Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers.
2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of loosing their job.

2.8 EFFECTS OF LOW JOB SATISFACTION
1. HIGH ABSENTEEISM
Absenteeism means it is a habitual pattern of absence from duty or obligation.
If there will be low job satisfaction among the employees the rate of absenteeism will
definitely increase and it also affects on productivity of organization.

J
High B
o
b
s
a
t
i
s
f
a
c low
A
t
i
n low High
Rate of turn over and absences
Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over
and absenteeism.
In the above diagram line AB shows inverse relationship between job satisfaction and rate of
turn over and rate of absenteesm.
As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a versa.
2.HIGH TURNOVER
In human resource refers to characteristics of a given company or industry relative to the rate
at which an employer gains and losses the staff.

If the employer is said to be have a high turnover of employees of that company have
shorter tenure than those of other companies.
3.TRAINING COST INCREASES
As employees leaves organization due to lack of job satisfaction. Then Human resource
manager has to recruit new employees. So that the training expenditure will increases.
2.9 INFLUENCES ON JOB SATISFACTION
There are no. of factors that influence job satisfaction. For example, one recent study even
found that if college students majors coinsided with their job , this relationship will predicted
subsequent job satisfaction. However, the main influences can be summerised along with the
dimentions identified above.
The work itself
The concept of work itself is a major source of satisfaction. For example, research related to the
job charactoristics approach to job design, shows that feedback from job itself and autonomy
are two of the major job related motivational factors. Some of the most important ingridents of
a satisfying job uncovered by survey include intersting and challenging work, work that is not
boring, and the job that provides status.

Pay
Wages and salaries are recognised to be a significant, but complex, multidimentional factor in
job satisfaction. Money not only helps people attain their basic needs butevel need satisfaction.
Employees often see pay as a reflection of how managemnet view their conrtibution to the
organization. Fringe benefits are also important.
If the employees are allowed some flexibility in choosing the type of benefits they prefer within
a total package, called a flexible benefit plan, there is a significant increase in both benefit
satisfaction and overall job satisfaction.
Promotions
Promotional opportunities are seem to be have avarying effect on job satisfaction. This is
because of promotion take number of different forms.
WHAT IS THE IMPACT OF JOB SATISFACTION?
Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In
other words, if management could keep the entire worker’s happy”, good performance
would automatically fallow. There are two propositions concerning the satisfaction
performance relationship. The first proposition, which is based on traditional view, is that
satisfaction is the effect rather than the cause of performance. This proposition says that
efforts in a job leads to rewards, which results in a certain level of satisfaction .in another
proposition, both satisfaction and performance are considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects employee
turnover, and consequently organization can gain from lower turnover in terms of lower
hiring and training costs. Also research has shown an inverse relation between job
satisfaction and absenteeism. When job satisfaction is high there would be low
absenteeism, but when job satisfaction is low, it is more likely to lead a high absenteeism.
What job satisfaction people need?
Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
8. No arbitrary action- a voice a matters affecting him

9. Satisfactory working conditions
10. Competence leadership- bosses whom he can admire and respect as persons and as
bosses.
However, the two concepts are interrelated in that job satisfaction can contribute to morale
and morale can contribute to job satisfaction.
It must be remembered that satisfaction and motivation are not synonyms. Motivation is a
drive to perform, where as satisfaction reflects the individual’s attitude towards the situation.
The factors that determine whether individual is adequately satisfied with the job differs from
those that determine whether he or she is motivated. the level of job satisfaction is largely
determined by the comfits offered by the environment and the situation . Motivation, on the
other hand is largely determine by value of reward and their dependence on performance. The
result of high job satisfaction is increased commitment to the organization, which may or may
not result in better performance.
A wide range of factors affects an individual’s level of satisfaction. While organizational rewards
can and do have an impact, job satisfaction is primarily determine by factors that are usually
not directly controlled by the organization. a high level of job satisfaction lead to organizational
commitment, while a low level, or dissatisfaction, result in a behavior detrimental to the
organization. For example, employee who like their jobs, supervisors, and the factors related to
the job will probably be loyal and devoted. People will work harder and derive satisfaction if
they are given the freedom to make their own decisions.
MODELS OF JOB SATISFACTION

There are various methods and theories of measuring job satisfaction level of employees in the
orgnization given by different authers.
List of all the theorise and methods measuring job satisfaction level is given below:
A MODEL OF FACET SATISFACTION
 Affect theory(Edwin A. Locke 1976)
 Dispositional Theory( Timothy A. Judge 1988)
 Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg’s)
 Job Characteristics Model (Hackman & Oldham)
 Rating scale
 Personal interviews
 action tendencies
 Job enlargement
 Job rotation
 Change of pace
 Scheduled rest periods

3.1 MODEL OF FACET OF JOB SATISFACTION
Skill
Experience Perceived personal

job inputs
Training
Efforts Perceived
amount that
Age
Perceived inputs should be
Seniority & outcomes of received (a)
referent others
Level
Difficulty a=b
Perceived job satisfaction
Time span
characteristics
a>b
Amount of
dissatisfaction
responsibility
Perceived a<b guilt
outcome of
referent others
Perceived
amount
Actual received
outcome
(b)
received
Fig.no.2 Model of determinant of facet of job satisfaction
Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable to
understand what determines a person’s satisfaction with any facet of job.
According to this model actual outcome level plays a key role in a person’s perception of what
rewards he recieves. His perception influenced by his perception of what his referent others
recieves. The higher outcome level of his referent other the lower his outcome level will
appear. This model also focus on his perception on reward level.
3.2 AFFECT THEORY
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premise of this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job. Further, the theory states that how
much one values a given facet of work (e.g. the degree of autonomy in a position) moderates
how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person
values a particular facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to one who
doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular facet
will produce stronger feelings of dissatisfaction the more a worker values that facet.
3.3 DISPOSITIONAL THEORY
Another well-known job satisfaction theory is the Dispositional Theory it is a very general
theory that suggests that people have innate dispositions that cause them to have tendencies
toward a certain level of satisfaction, regardless of one’s job. This approach became a notable
explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over
time and across careers and jobs. Research also indicates that identical twins have similar levels
of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four
Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem,
general self-efficacy, locus of control, and neuroticism. This model states that higher levels of
self-esteem (the value one places on his self) and general self-efficacy (the belief in one’s own
competence) lead to higher work satisfaction. Having an internal locus of control (believing one
has control over her\his own life, as opposed to outside forces having control) leads to higher
job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction
3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzberg’s Two-factor theory (also known as Motivator Hygiene Theory) attempts to
explain satisfaction and motivation in the workplace. This theory states that satisfaction and
dissatisfaction are driven by different factors – motivation and hygiene factors, respectively.
Motivating factors are those aspects of the job that make people want to perform, and provide
people with satisfaction. These motivating factors are considered to be intrinsic to the job, or
the work carried out.Motivating factors include aspects of the working environment such as
pay, company policies, supervisory practices, and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's
original formulation of the model may have been a methodological artifactFurthermore, the
theory does not consider individual differences, conversely predicting all employees will react in
an identical manner to changes in motivating/hygiene factors.. Finally, the model has been
criticised in that it does not specify how motivating/hygiene factors are to be measured]
3.5 JOB CHARACTERISTICS MODEL
Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction.
The model states that there are five core job characteristics (skill variety, task identity, task
significance, autonomy, and feedback) which impact three critical psychological states
(experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the
actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, etc.).
The five core job characteristics can be combined to form a motivating potential score (MPS)
for a job, which can be used as an index of how likely a job is to affect an employee's attitudes
and behaviors.
A meta-analysis of studies that assess the framework of the model provides some support for
the validity of the JCM.

3.6 MODERN METHOD OF MEASURING JOB SATISFACTION
In this method of measuring job satisfaction the comparision between various orgnizational
terms and conditions at managerial level and also the orgnization at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE ORGANIZATION:
1. Management has a clear path for employee’s advancement
2. Decisions are made keeping in mind the good of the employees

3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is encouraged to meet business problems.
SATISFACTION WITH SUPERVISION
1. I feel I can trust what my supervisor tells me
2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6.Individual initiative is encouraged
SATISFACTION WITH COMPENSATION LEVELS
1. Overall I am satisfied with the company’s compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance

4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities
SATISFACTION WITH TASK CLARITY
1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)
2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear
SATISFACTION WITH CAREER DEVELOPMENT
1. I have adequate opportunities to learn and grow
2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level of job satisfaction of our employees.
3.7 RATING SCALE
It is one of the most common methods of measuring job satisfaction. The popular rating
scale used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent
satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension identified by Smith,
Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for management personnel and
revolves around the problems and challenges faced by managers.
3.8 CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction.
It involves asking employees to described incidents on job when they were particularly satisfied
or dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those
related aspects responsible for the positive and negative attitudes.
3.09 PERSONAL INTERVIEWS

This method facilitates an in-depth exploration through interviewing of job attitudes. The
main advantage in this method is that additional information or clarifications can be
obtained promptly.
3.10 ACTION TENDENCIES
By this method, Job satisfaction can be measured by asking questions and gathering
information on how they feel like behaving with respect to certain aspects of their jobs. This
method provides employees more opportunity to express their in-depth feeling.
In his study on American employees, hoppock identified six factors that contributed to job
satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relative’s status in the social & economic group with which he identifies himself.
4. The nature of work in relation to the abilities, interest & preparation of the workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between employees &
management in conflct.they are concern with Job satisfaction or general job attitudes with the
employees.
Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individual’s state of mind about the
work itself and about the life in general .the individual’s health, age, level of aspiration. Social
status and political & social activities can all contribute to the Job satisfaction. A person’s
attitude toward his or her job may be positive or negative.
3.11 JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply the organizing of the
work so as to relate the contents of the job to the capacity, actual and potential, of workers.
Job enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan
offers three basic assumptions behind the concept of job enlargement.
Output will increase if
1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and different tasks to a
specialized job. It may widen the number of task the employee must do that is, add variety.
When additional simple task are added to a job, the process is called horizontal job
enlargement. This also presumably adds interest to the work and reduces monotony and
boredom.
To check harmful effects of specialization, the engineering factors involved in each individual
job must be carefully analyzed. Perhaps, the assembly lines can be shortened so that there will
be more lines and fewer workers on each line. Moreover, instead of assigning one man to each
job and then allowed to decide for himself how to organize the work. Such changes permit
more social contacts and greater control over the work process.
3.12 JOB ROTATION
Job rotation involves periodic assignments of an employee to completely different sets of job
activities. One way to tackle work routine is to use the job rotation. When an activity is no
longer challenging, the employee is rotated to another job, at the same level that has similar
skill requirements.
Many companies are seeking a solution to on-the-job boredom through systematically moving
workers from one job to another. This practice provides more varieties and gives employees a
chance to learn additional skills. The company also benefits since the workers are qualified to
perform a number of different jobs in the event of an emergency.
3.13 CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he wishes will lend variety
to his work. Further if workers are permitted to change their pace that would give them a sense
of accomplishment.
3.14 SCHEDULED REST PERIODS
Extensive research on the impact of rest periods indicates that they may increase both morale
and productivity. Scheduled rest periods bring many advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of achievement.
They provide opportunities for social contacts.

CHAPTER- 6
DATA ANALYSIS
&
INTERPRETATION
DATA ANALYSIS AND INTERPRETATION
After data have been collected, the researcher turns to the task of analyzing them. The analysis
of data requires a number of closely related operations such as establishment of categories, the
application of these categories to raw data through tabulation and drawing statically
inferences.
Tabulation is the part of technical procedure where in the classified data are put in the form of
tables.
After analyzing the data, the researcher should have to explain the findings on the basis of
some theory. It is known as interpretation.
The data has been collected from 100 employees of Penfos Systems Pvt Ltd, Hyderabad
through questionnaire.
The data thus collected was in the form of master table.
That made possible counting of classified data easy. From the master table various summery
tables were prepared. They have been presented along with their interpretation in this manner.
6.1. Responses regarding whether the respondents are satisfied with the workplace of
organization
Table 6.1
Satisfaction level No. Of respondents Percentage
Strongly satisfied 31 31
Satisfied 49 49
Slightly satisfied 12 12
Dissatisfied 5 5
Strongly dissatisfied 3 3
Graph 6.1
Above table shows that 31% employees are strongly satisfied with their work place.
61% employees are satisfied with their workplace. It means over all 92% employees are
satisfied and other 18% are not satisfied with the work place.
6.2. Responses regarding whether the respondents are satisfied with the infrastructure of
organization.
Satisfied 20 20
Dissatisfied 16 16
Graph 6.2
Above table shows that 70% respondents are satisfied with infrastructure and 30% are
dissatisfied with infrastructure of SEVA.

It can be interpreted that 30% are not satisfied with infrastructure which not more in number.
6.3. Responses regarding whether the respondents are satisfied with the canteen facility
provided by organization.
Table 6.3
Satisfied 17 17
Dissatisfied 9 9
Graph 6.3
Above table shows that 88% employees are satisfied with the canteen facility provided by the
organization. Only 12% employees are not satisfied with canteen facility.
6.4.Responses regarding whether the respondents are satisfied with the implementation of
rules and responsibilities.
Table 6.4
Satisfied 23 23
Dissatisfied 11 11
Graph 6.4
Above table shows that 84% employees are satisfied with implementation of rules and
responsibilities. And 16% of respondents are not seems to be satisfied with the implementing
6.5. Responses regarding whether the respondents are satisfied with the freedom given at
work.
Table 6.5
Satisfaction level No. Of respondents

Percentage
Satisfied 36 36
Dissatisfied 16 16
Graph 6.5
Above table shows that 80% respondents are happy with the freedom at work given by
management but only 20% of respondents are not satisfied with freedom given at work place.
6.6. Responses regarding whether the respondents are satisfied with the team spirit in
organization
Table 6.6
Satisfied 21 21
Dissatisfied 16 16
Graph 6.6
Above table shows that 80% employees are satisfied with team sprit built in organization and
other employees are not satisfied with team spirit in the organization.
6.7 Responses regarding whether the respondents are satisfied with convenient working
hours
Table 6.7
Satisfied 41 41
Dissatisfied 23 23
Graph 6.7
Above table shows that 20% employees strongly feels that the working hours decided by
organization are most convenient for them. Other 52% employees are satisfied with these
working hours. And only 28% employees are not much satisfied with the working hours.
6.8 Responses regarding whether the respondents are satisfied with Job security
Table 6.8
Satisfied 18 18
Dissatisfied 12 12
Graph 6.8
Above table shows that only 31 % employees are satisfied with the job security. And remaining
69% of employees are not satisfied with the job security provided by the organization.
6.9 Responses regarding whether the respondents are satisfied with the targets achievable
Table 6.9
Satisfied 21 21
Slightly satisfied 11
11
Dissatisfied 4 4
Graph 6.9
Above table shows that 96% employees are strongly in favor that the targets given are
achievable and only 4% are not feels that the targets given are achievable.
6.10 Responses regarding whether the respondents are satisfied with the targets achievable
Table 6.10
Satisfied 22 22
Dissatisfied 20 20
Graph 6.10
Above table shows that only 35% employees are satisfied with the payment as per their roles
and responsibility and remaining 65% are not satisfied with the payment according to their
roles and responsibilities.

6.11. Responses regarding whether the respondents are satisfied with the opportunities of
promotions
Table 6.11
Satisfied 14 14
Dissatisfied 26 26
Graph 6.11
Only 22% of the employees are satisfied with the opportunities of promotions given by
organization. And most of the employees nearly 78% are not satisfied with opportunities of
promotions.
6.12. Responses regarding whether the respondents are satisfied with the payment of salary
on time
Table 6.12
Satisfied 16 16
Dissatisfied 32 32
Graph 6.12
Above table shows that 60% of employees are satisfied with the payment of salaries on time.
Only 40% of the employees are not much satisfied with the payment of salaries on time.
6.13. Responses regarding whether the respondents are satisfied with the quality of formal
training and induction program
Table 6.13
Satisfied 36 36
Dissatisfied 14 14
Graph 6.13
From the above table it shows that 76% of the respondents are satisfied with the quality of
training and induction program and only
6.14. Responses regarding whether the respondents are satisfied with the quality of in-house
training
Table 6.14
51 51
Strongly satisfied
Satisfied 19 19
Dissatisfied 20 20
Graph 6.14
Above table shows that 86% of the respondents are satisfied with in house training held by the
management. And only 24% of respondents are not satisfied with the quality of in house
training.
6.15. Responses regarding whether the respondents are satisfied with the period of training
Table 6.15
Satisfaction level Percentage

No. Of respondents
Satisfied 23 23
Dissatisfied 20 20
Graph 6.15
Above table shows that 12% are strongly satisfied with the training program 41% of
respondents are satisfied with the period of training but 37% of respondents are not satisfied
with the period of training.
6.16 Responses regarding whether the respondents are satisfied with the proper and
proactive HR division
Table 6.16
Satisfaction Level No. Of Respondents

Percentage
Satisfied 18
18
Dissatisfied 6 6
Graph 6.16
Above table shows that 92% of the respondents are satisfied with the HR division
Only 8% of the respondents are not satisfied with the proactive and proper HR division, which is
very negligible in number.
6.17 Responses regarding whether the respondents are satisfied with the performance
appraisal system
Table 6.17
Satisfied 28 28
Dissatisfied 4 4
Graph 6.17
Above table shows that 90% respondents are satisfied with the performance appraisal system
and only 10% of the respondents are not much satisfied with the performance appraisal system
implemented in organization.
6.18 Responses regarding whether the respondents are satisfied with the performance
appraisal system
Table 6.18

Percentage
69 69
Strongly Satisfied
Satisfied 19 19
Slightly Satisfied 6 6
Dissatisfied 4 4
Strongly Dissatisfied 2 2
Graph 6.18
Above table shows that the 69% of respondents are strongly satisfied with the office events and
parties organized by the organization. 25% of respondents are satisfied with these events and
only 6% of respondents are not satisfied with the events organized by the management
6.19 Responses regarding whether the respondents are satisfied with the celebration of
employees birthday
Table 6.19
Satisfaction Level No. Of Respondents Percentage
Strongly Satisfied 82 82
Satisfied 16 16
Dissatisfied 0 0
Graph 6.19
Above table shows that nearly all the respondents are satisfied with the employees birthday
remembered and celebrated in the organization. No one seems to be dissatisfied with the
celebration of the employee’s birthdays.
6.20 Responses regarding whether the respondents are satisfied with forum for face-to-face
communication
Table 6.20

Percentage
Satisfied 22
22
Dissatisfied 37 37
Graph 6.20
Above table shows that only 40% of the respondents are satisfied with the forum for face-to-
face communication and remaining all the 60% of the respondents are not satisfied with the
forum for face-to-face communication.
6.21 Responses regarding whether the respondents are satisfied with encouragement to
employees suggestions
Table 6.21
Satisfied 32 32
Dissatisfied 25 25
Graph 6.21
Above table shows that the overall 59% of the respondents are satisfied with the
encouragement given to the employees suggestions in management decision making and

remaining 41% of the respondents are not much satisfied with the encouragement given to the
suggestions of the employees.
6.22 Responses regarding whether the respondents are satisfied with positive acceptance of
Table 6.22
Satisfied 22 22
Dissatisfied 45 45
Graph 6.22
Above table shows that the 26% of the respondents are satisfied with the positive acceptance
of the suggestions given by the respondents but most of the respondents 70% are dissatisfied
with this point.
6.23 Responses regarding whether the respondents are satisfied with management keeps
promises
Table 6.23
Satisfied 14 14
Dissatisfied 6 6
Graph 6.23
Above table shows that 90% of the respondents are satisfied with the management keeps
promises and only 10% of the respondents are dissatisfied with the thing that the management
keeps promises.
CHAPTER- 7
FINDINGS & SUGGESTIONS
FINDINGS
 Above table shows that 31% employees are strongly satisfied with their work place.61%
employees are satisfied with their workplace. It means over all 92% employees are
satisfied and other 18% are not satisfied with the work place.
 Above table shows that 70% respondents are satisfied with infrastructure and 30% are
dissatisfied with infrastructure of Penfos Systems Pvt Ltd. It can be interpreted that 30%
are not satisfied with infrastructure which not more in number.

 Above table shows that 88% employees are satisfied with the canteen facility provided
by the organization. Only 12% employees are not satisfied with canteen facility.
 Above table shows that 84% employees are satisfied with implementation of rules and
responsibilities. And 16% of respondents are not seems to be satisfied with the
implementing rules and responsibilities.
 Above table shows that 80% respondents are happy with the freedom at work given by
management but only 20% of respondents are not satisfied with freedom given at work
place.
 Above table shows that 80% employees are satisfied with team sprit built in
organization and other employees are not satisfied with team spirit in the organization.
 Above table shows that 20% employees strongly feels that the working hours decided by
organization are most convenient for them. Other 52% employees are satisfied with
these working hours. And only 28% employees are not much satisfied with the working
hours.
 Above table shows that only 31 % employees are satisfied with the job security. And
remaining 69% of employees are not satisfied with the job security provided by the
organization.
 Above table shows that 96% employees are strongly in favor that the targets given are
achievable and only 4% are not feels that the targets given are achievable.
 From the above table it shows that 76% of the respondents are satisfied with the quality
of training and induction program and only.
SUGGESTIONS
The suggestions are drawn from the analysis and observations. Few suggestions are given as
under:
 In case of working hours decided by the organization are not convenient for the
employees of Penfos Systems Pvt Ltd, Hyderabad.
 The criteria for Job security is not much satisfactory so management have concentrate
on job security of employees so that they can work without fear of job loss in the
organization.
 Opportunities of growth of employees are very less so that there can be employee
turnover hence management has to give emphasis on increasing the promotion
opportunities for according to the performance of employees.
 From analysis we concluded that the period of in house training is very short that is of
only 3 days, which is not sufficient to get complete knowledge about the work. Hence
the training period should extend up to 5 days.
 As there is an active participation of employees in decision making but rarely the
suggestions given by them are drawn in action. Hence the confidence of employees gets
demotivated.
So to motivate the employees management can take into consideration some proper
suggestions given by the employees. It will help to increase the motivation and
ultimately the Job satisfaction of the employees of Penfos Systems Pvt Ltd, Hyderabad.
CHAPTER- 8
CONCLUSION
&
BIBLIOGRAPHY
CONCLUSION
All the conclusions are drawn based on the analysis and interpretation of the primary data
regarding the job satisfaction of the employees of Penfos Systems Pvt Ltd, Hyderabad
 From the analysis and interpretation, it is concluded that most of the employees are
satisfied with the workplace and only few employees are not satisfied with the
workplace, which are negligible in number. And similarly in case of infrastructure most
of the employees are satisfied and very small number of employees are not happy with
the infrastructure of Penfos Systems Pvt Ltd and the canteen facilities. It means the
workplace and infra structure of Penfos Systems Pvt Ltd is good or satisfactory.
 It is concluded that near about all the employees are satisfied with implementation of
rules and responsibilities. And only some of them are not seems to be satisfied with the
implementing rules and responsibilities. Therefore it shows that implementation of rule
and responsibility is done fairly.
 From the study it is clear that the higher percentage of employees are happy with the
freedom at work given by management but only some of them are not feeling satisfied
with the freedom given at work place.
 According to analysis and interpretation, most of the employees are satisfied with the
team spirit built in organization and only few are not happy with team spirit in the
organization. From this it seems that the team spirit in the organization is strong.
 This study shows that only few employees strongly feel that the working hours decided
by organization are most convenient for them. Other is not in favor with these working
hours. So it is clear that the management kept the main consideration about working
conditions and the hours, which satisfies the employees.
 Only little number of the employees is satisfied with the opportunities of promotions
given by organization. It shows that the employees do not have any growth of
opportunities. Analysis shows that the payment of salary is made always on time.
 An analysis shows that employees are strongly in favor that the targets given are
achievable and only are not feels that the targets given are achievable. Hence the
targets set by management are achievable.
BIBLIOGRAPHY
Books: -
 Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”, Wiley Student’s
Edition.
 Luthans Fred “Organizational Behavior”, McGraw Hill 7th Edition.
 Newstrom John W., Davis Keith, “Organizational Behavior Human Resource At Work”, 9 th
Edition, Tata McGraw Hill Edition.
 Pestonjee D. M. “Motivation and Job Satisfaction”, 1st Edition. Macmillan India Limited.
Websites: -
www.hrcouncil.com
www.workforce.com
www.google.com
ANNEXURE
1. Responses regarding whether the respondents are satisfied with the workplace of
organization
a) Strongly satisfied b) Satisfied c) Slightly satisfied d) Dissatisfied e) Strongly dissatisfied
2. Responses regarding whether the respondents are satisfied with the infrastructure of
organization.
3. Responses regarding whether the respondents are satisfied with the canteen facility
provided by organization.
4.Responses regarding whether the respondents are satisfied with the implementation of
5. Responses regarding whether the respondents are satisfied with the freedom given at
work.
6. Responses regarding whether the respondents are satisfied with the team spirit in
organization
7 Responses regarding whether the respondents are satisfied with convenient working hours
8.Responses regarding whether the respondents are satisfied with Job security
9 Responses regarding whether the respondents are satisfied with the targets achievable
10 Responses regarding whether the respondents are satisfied with the targets achievable
11. Responses regarding whether the respondents are satisfied with the opportunities of
promotions
12. Responses regarding whether the respondents are satisfied with the payment of salary on
time
13. Responses regarding whether the respondents are satisfied with the quality of formal
training and induction program
14. Responses regarding whether the respondents are satisfied with the quality of in-house
training
15. Responses regarding whether the respondents are satisfied with the period of training
16 Responses regarding whether the respondents are satisfied with the proper and proactive
HR division
17 Responses regarding whether the respondents are satisfied with the performance
appraisal system
18 Responses regarding whether the respondents are satisfied with the performance
appraisal system

19 Responses regarding whether the respondents are satisfied with the celebration of
employees birthday
20 Responses regarding whether the respondents are satisfied with forum for face-to-face
communication
21 Responses regarding whether the respondents are satisfied with encouragement to
22 Responses regarding whether the respondents are satisfied with positive acceptance of
23 Responses regarding whether the respondents are satisfied with management keeps
promises

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A Study on Indian Commodity Market

Sriram Insight, Hyderabad

Project submitted in partial fulfilment for the award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Affiliated to Osmania University, Hyderabad -500007

Penfos Systems, Hyderabad submitted by me to the Department of Business Management,

Name and Address of the Student Signature of the Student

Name and address of the Guide Signature of the Guide

terms of knowledge, theoretical gains and practical experience.

undersigned actively or passively in the completion of a successful project. I would like to

extend my thankfulness to him for providing me with excellent instructors of INDIABULLS

contributions, this project would have been rather incomplete.

CONTENTS PAGE NO.

CHAPTER 2 RESEARCH METHODOLOGY

CHAPTER 3 INDUSTRY PROFILE

CHAPTER 4 COMPANY PROFILE

CHAPTER 5 THEORETICAL FRAME WORK

CHAPTER 6 DATA ANALYSIS & INTERPRETATION

CHAPTER 7 FINDINGS & SUGGESTIONS

CHAPTER 8 CONCLUSION & BIBLIOGRAPHY

person’s attitude towards job.

combination of the job and combination towards these ends.

According to pestonejee, Job satisfaction can be taken as a summation of employee’s feelings in

four important areas. These are:

opportunities on the job for promotion and advancement (prospects), overtime

regulations, interest in work, physical environment, and machines and tools.

2. Management- supervisory treatment, participation, rewards and punishments, praises

and blames, leaves policy and favoritism.

3. Social relations- friends and associates, neighbors, attitudes towards people in

community, participation in social activity socialibility and caste barrier.

4. Personal adjustment-health and emotionality.

predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.

goals and confidence in desirability of these goals.

predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover.

deviant work behavior.

with their life.

Objective of the Study

 To know how the to increase satisfaction level of employees.

satisfaction level at highest.

 To give suggestions if any, in strengthening the Job Satisfaction Procedure in Penfos

Systems Pvt Ltd, Hyderabad.

Company constitutes pooling of members of scarce resources like men, material,

immense need to undertake the project study on recruitment. Recruitment is a process to

As an economy steps into a globalized and liberalized arena. The amount of

recruitment and selection is being a need for the firm.

in terms of number of people Retained with the company.

Research is a scientific and systematic search for pertinent information on a specific

problems, formulation hypothesizer suggested solutions, collecting, organizing and evaluating

conclusions to determine whether they fit the formulating hypothesis”

Methodology means “a procedure designed to the extent to which it is planned and

DATA COLLECTION: There are two types of data

called primary data.

reports, Internet and also through discussion with concerned officers.

regarding bigger group.

 The research technique adopted is RANDOM SAMPLING TECHNIQUE

 Sample size – 50 respondents

 Sampling unit – Penfos Systems Pvt Ltd

 Sampling Area – HYDERABAD

TOOLS FOR DATA COLLECTION:

 Questionnaire – This method is used in data collection which is quite popular,

public organization, are adopting it. Questionnaires consist of a number of questions

questions on their own.