SUMMER TRAINING REPORT

ON

SATISFACTION PROJECT ON IDEA CELLUR

EMPLOYEE

SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE DEGREE OF MASTER 0F BUSINESS ADMINISTRATION BY LUCKNOW UNIVERSITY SESSION: 2010-2012
SUBMITTED SUBMITTED BY: Archana Raj Santosh Kumar Cordinator M.B.A. ( HR&IR) M.B.A.(HR&IR)- 3rd Sem IMS, University Of Lucknow Roll No. 10001116043 Batch : 2010- 12 TO:

INSTITUTE OF MANAGEMENT AND SCIENCES, LUCKNOW

ACKNOWLEDGEMENT
I have no word to express to propound gratitude to Mr.Himanshu Kumar Mishra who had been the source of perpetual help in the completion of this project because any successful work is always a result of high co-operation and guidance. I am also highly obliged to all faculty member and also all staff of the College. I would always be indebted to all above for their co-operation and guidance and in last I thankful for my parents and my friends.

CONTENT
1. 2. 3.
4.

Executive summary Objective of the project Introduction Company profile Research methodology Finding and analysis Interpretation Conclusion Recommendations Bibliography Annexure

5. 6. 7. 8. 9. 10. 11.

PREFACE
Employee satisfaction is a result of various attitudes possessed by an employee in a narrow sense these attitude are related to the job and are concerned with such specification factors such as wages, supervision, steadiness of employment, conditions of work advancement,

opportunities, recognition of abilities, air evaluation of work social relation in job, prompt settlement of grievances, air treatment by the employers and others similar items. However a more comprehensive approach requires that many additional factors be included before a complete understanding of Employee satisfaction can be attained. Such factors such as Faculty members, age, health,

temperament, desires and level of aspiration should be considered. In short Employee satisfaction is a general attitude, which is a result of many specific aptitudes in threes areas-

namely specific job factors, individuals characteristics and group relationship outside the job.

OBJECTIVE OF THE STUDY

OBJECTIVE OF THE STUDY

1. The primary objective of the research is to compare the

Employee satisfaction level of the organization.

2. To suggest ways to increase the level of Employee

satisfaction level can also be increases. 3. To test the feedback of the Employees satisfaction level. 4. Which type of feedback is provided by the service class? 5. To note the total problem occurring in the service class. What is the major problem that comes in their jobs.

INTRODUCTION

INTRODUCTION
Employee satisfaction has been defined as a pleasurable emotional state resulting attitude towards ones job. Weiss (2002) has argued that Employee satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive from the appraisal of ones job; an affective reaction to ones job; and an evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors. Employee satisfaction is a result of various attitudes possessed by an employee in a narrow sense these attitude are related to the job and are concerned with such specification factors such as wages, supervision, steadiness of employment, conditions of work advancement,

opportunities, recognition of abilities, air evaluation of work

social relation in job, prompt settlement of grievances, air treatment by the employers and others similar items.

10

HISTORY
One of the biggest preludes to the study of Employee satisfaction was the Hawthorne studies. 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 Employee satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of Employee satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific

Management, argued that there was a single best way to

11

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 Employee satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for Employee

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

12

early

researchers

could

develop

Employee

satisfaction

theories.

Models of Employee satisfaction

Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous Employee 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 muchone values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively

13

(when

expectations

are

met)

and

negatively

(when

expectations are not met), compared to one who doesnt 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.

Dispositional Theory
Another well-known Employee 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 ones job. This approach became a notable explanation of Employee satisfaction in light of evidence that Employee satisfaction tends to be stable over time and

14

across careers and jobs. Research also indicates that identical twins have similar levels of Employee 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 ones disposition towards Employee 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/her self) and general self-efficacy (the belief in ones 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 Employee satisfaction. Finally, lower levels of neuroticism lead to higher Employee satisfaction.

15

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzbergs 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. An

employees motivation to work is continually related to Employee satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement These in work,

recognition,

promotion

opportunities.

motivating

factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working

16

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 artifact. Furthermore, 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 criticized in that it does not specify how motivating/hygiene factors are to be measured.

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

17

Employee 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 (Employee 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.

Communication Overload and Communication Under load

One of the most important aspects of an individuals work in a modern organization concerns the management of

communication demands that he or she encounters on the

18

job (Krayer, K. J., & Westbrook, L., p. 85). Demands can be characterized as a communication load, which refers to the rate and complexity of communication inputs an individual must process in a particular time frame (Faraca, Monge, & Russel, 1977). Individuals in an organization can experience communication over-load and communication under- load which can affect their level of Employee satisfaction. Communication overload can occur when an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process (Farace, Monge, & Russel, 1997). Due to this process, given an individuals style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of overload (Krayer, K. J., & Westbrook, L., p. 86) which can be positively or negatively related to Employee satisfaction. In comparison,

communication under load can occur when messages or inputs are sent below the individuals ability to process them

19

(Farace, Monge, & Russel, 1997). According to the ideas of communication over-load and under-load, if an individual does not receive enough input on the job or is unsuccessful in processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a low level of Employee satisfaction . Employee satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Employee satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance Employee satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Employee satisfaction is a very important attribute which is frequently measured by

organizations. The most common way of measurement is the

20

use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied").

Definitions
Employee satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss (2002) has argued that Employee satisfaction is an attitude but points out that researchers should

clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This definition

21

suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.

History:
One of the biggest preludes to the study of Employee satisfaction was the Hawthorne studies. 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 Employee satisfaction.

22

Scientific management (aka Taylorism) also had a significant impact on the study of Employee satisfaction. Frederick Winslow Taylors 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 Employee

satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work.

23

Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for Employee

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 Employee satisfaction

theories.

24

MODELS OF EMPLOYEE SATISFACTION

Affect Theory:
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous Employee 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/arent 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 doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A
25

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.

Dispositional Theory:
Another well-known Employee 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 ones job. This approach became a notable explanation of Employee satisfaction in light of evidence that Employee satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of Employee

satisfaction.
26

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 ones disposition towards Employee 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/her self) and general self-efficacy (the belief in ones 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 Employee satisfaction. Finally, lower levels of neuroticism lead to higher Employee satisfaction.

27

Two-Factor Theory):

Theory

(Motivator-Hygiene

Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace[5] This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An

employees motivation to work is continually related to Employee satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work,

recognition,

promotion

opportunities.

These

motivating

factors

are

considered to be intrinsic to the job, or the work carried out.

28

Hygiene 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 artifact. Furthermore, 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 criticized in that it does not specify how motivating/hygiene factors are to be measured.

Job Characteristics Model:

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics

29

impact on job outcomes, including Employee 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 (Employee 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

30

Communication Overload and Communication Under load

One of the most important aspects of an individuals work in a modern organization concerns the management of

communication demands that he or she encounters on the job (Krayer, K. J., & Westbrook, L., p. 85). Demands can be characterized as a communication load, which refers to the rate and complexity of communication inputs an individual must process in a particular time frame (Faraca, Monge, & Russel, 1977). Individuals in an organization can experience communication over-load and communication under- load which can affect their level of Employee satisfaction. Communication overload can occur when an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process (Farace, Monge, & Russel, 1997). Due to this process, given an individuals style of work and motivation

31

to complete a task, when more inputs exist than outputs, the individual perceives a condition of overload (Krayer, K. J., & Westbrook, L., p. 86) which can be positively or negatively related to Employee satisfaction. In comparison,

communication under load can occur when messages or inputs are sent below the indiviauls ability to process them (Farace, Monge, & Russel, 1997). According to the ideas of communication over-load and under-load, if an individual does not receive enough input on the job or is unsuccessful in processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a low level of Employee satisfaction .

32

MEASURING EMPLOYEE SATISFACTION

There are many methods for measuring Employee

satisfaction . By far, the most common method for collecting data regarding Employee satisfaction is the Likert scale

(named after Rensis Likert). Other less common methods of for gauging Employee satisfaction include: Yes/No

questions, True/False questions, point systems, checklists, and forced choice answers. This data is typically collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of Employee satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or

33

cant decide (indicated by ?) in response to whether given statements accurately describe ones job. The Job in General Index is an overall measurement of Employee satisfaction. It is an improvement to the Job Descriptive Index because the

JDI focuses too much on individual facets and not enough on work satisfaction in general. Other Employee satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Employee satisfaction Survey (JSS), and the Faces Scale. The MSQ measures Employee satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of Employee satisfaction . Finally, the Faces Scale of Employee satisfaction , one of the first scales used widely, measured

34

overall Employee satisfaction

with just one item which

participants respond to by choosing a face.

Superior-Subordinate Communication
Superior-subordinate communication is an important

influence on Employee satisfaction in the workplace. The way in which subordinates perceive a supervisors behavior can positively or negatively influence Employee satisfaction. Communication behavior such as facial

expression,

eye

contact,

vocal

expression,

and

body

movement is crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal formation, interactions with respect social to impression and

deception,

attraction,

influence,

emotional expression (Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting

35

Employee satisfaction. The manner in which supervisors communicate their subordinates may be more important than the verbal content (Teven, p. 156). Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work where as individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. The relationship of a subordinate with their supervisor is a very important aspect in the workplace. Therefore, a supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more willing to receive positive feedback and high Employee satisfaction from a subordinate where as a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and very low Employee satisfaction from their subordinates in the workplace.

36

EMPLOYEE SATISFACTION AND EMOTIONS

Mood and emotions while working are the raw materials which cumulate to form the affective element of Employee satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. There is some evidence in the literature that state moods are related to overall Employee satisfaction. Positive and negative emotions were also found to be significantly related to overall Employee satisfaction

Frequency of experiencing net positive emotion will be a better predictor of overall Employee satisfaction than will intensity of positive emotion when it is experienced.

37

Emotion regulation and emotion labor are also related to Employee satisfaction . Emotion work (or emotion

management) refers to various efforts to manage emotional states and displays. Emotion regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional labor emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional labor are not uniformly negative. It was found that suppression of unpleasant emotions decreases Employee satisfaction and the amplification of pleasant emotions increases Employee satisfaction. The understanding of how emotion regulation relates to

Employee satisfaction concerns two models:

1.

EMOTIONAL

DISSONANCE.

Emotional

dissonance is a state of discrepancy between public displays of emotions and internal experiences of

38

emotions, that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational

commitment, and low Employee satisfaction .

2.

SOCIAL INTERACTION MODEL.

the social interaction perspective, workers

Taking

emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own Employee satisfaction. For example: to displays The of

accumulation pleasant

of favorable responses might positively

emotions

affect

Employee

satisfaction performance of emotional labor that produces desired outcomes could increase Employee satisfaction.

RELATIONSHIPS AND PRACTICAL IMPLICATIONS

Employee satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviours such as organizational citizenship, absenteeism, and turnover. Further, Employee satisfaction can partially
39

mediate the relationship of personality variables and deviant work behaviors.

One common research finding is that Employee satisfaction is correlated with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that Employee satisfaction is not significantly related to life satisfaction when other variables such as nonwork satisfaction and core self-evaluations are taken into account.

An important finding for organizations to note is that Employee satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and

40

job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recent meta-analysis found an average

uncorrected correlation between Employee satisfaction and productivity to be r=.18; the average true correlation, corrected for research artifacts and unreliability, was r=.30. Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by

Job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher (=.52) than for jobs of low to moderate complexity (=.29). In short, the relationship of satisfaction to productivity is not necessarily straightforward and can be influenced by a number of other work-related constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making.

41

With regard to job performance, employee personality may be more important than Employee satisfaction. The link between Employee satisfaction and performance is thought to be a spurious relationship; instead, both satisfaction and performance are the result of personality.

42

TURNOVER (EMPLOYMENT)
In a human resources context, turnover or Employees turnover is the rate at which an employer gains and loses employees. Simple ways to describe it are "how long employees tend to stay" or "the rate of traffic through the revolving door." Turnover is measured for individual

companies and for their industry as a whole. If an employer is said to have a high turnover relative to its competitors, it means that employees of that company have a shorter average tenure than those of other companies in the same industry. High turnover can be harmful to a company's productivity if skilled workers are often leaving and the worker population contains a high percentage of novice workers. In the U.S., for the period of December 2000 to November 2008, the average total non-farm seasonally adjusted monthly turnover rate was 3.3%.

43

COSTS
When accounting for the costs (both real costs, such as time taken to select and recruit a replacement, and also opportunity costs, such as lost productivity), the cost of employee turnover to for-profit organizations has been estimated to be up to 150% of the employees' remuneration package. There are both direct and indirect costs. Direct cost relate to the leaving costs, replacement costs and transitions costs, while indirect costs relate to the loss of production, reduced performance levels, unnecessary overtime and low morale.

Internal vs. external turnover

Like recruitment, turnover can be classed as 'internal' or external. Internal turnover involves employees leaving their current position, and taking a new position with the same organization. Both positive (such as increased morale from the change of task and supervisor) and negative (such as
44

project/relational disruption, or the Peter Principle) effects of internal turnover exist, and thus this form of turnover may be as important to monitor as its external counterpart. Internal turnover might be

moderated and controlled by typical HR mechanisms, such as an internal recruitment policy or formal succession planning.

Skilled vs. unskilled employees

Unskilled positions often have high turnover, and employees can generally be replaced without the organization or business incurring any loss of performance. The ease of replacing these employees provides little incentive to employers to offer generous employment contracts;

conversely, contracts may strongly favour the employer and lead to increased turnover as employees seek, and

eventually find, more favorable employment.

45

However, high turnover rates of skilled professionals can pose as a risk to the business or organization, due to the human capital (such as skills, training, and knowledge) lost. Notably, given the natural specialization of skilled

professionals, these employees are likely to be re-Employees within the same industry by a competitor. Therefore, turnover of these individuals incurs both replacement costs to the organization, as well as resulting in a competitive disadvantage to the business.

VOLUNTARY VS. INVOLUNTARY TURNOVER

Practitioners can differentiate between instances of

voluntary turnover, initiated at the choice of the employee, and those involuntary instances where the employee has no choice in their termination (such as long term sickness, death, moving overseas, or employer-initiated termination).

46

Typically, the characteristics of employees who engage in involuntary turnover are no different from job stayers. However, voluntary turnover can be predicted (and in turn, controlled) by the construct of turnover intent.

Causes of high or low turnover

High turnover often means that employees are unhappy with the work or compensation, but it can also indicate unsafe or unhealthy conditions, or that too few employees give satisfactory performance (due to unrealistic expectations or poor candidate screening). The lacks of career opportunities and challenges, dissatisfaction with the job-scope or conflict with the management have been cited as predictors of high turnover. Low turnover indicates that none of the above is true: employees are satisfied, healthy and safe, and their performance is satisfactory to the employer. However, the predictors of low turnover may sometimes differ than those of high turnover. Aside from the fore-mentioned career
47

opportunities,

salary,

corporate

culture,

management's

recognition, and a comfortable workplace seem to impact employees' decision to stay with their employer. Many psychological and management theories exist

regarding the types of job content which is intrinsically satisfying to employees and which, in turn, should minimise external voluntary turnover. Examples include Hertzberg's Two factor theory, McClelland's Theory of Needs, and Hackman & Oldham's Job Characteristics Model

48

INVESTMENTS
Alternatively, low turnover may indicate the presence of employee 'investments' (also known 'side bets') in their position: certain benefits may be enjoyed while the

employee remains Employees with the organization, which would be lost upon resignation (e.g. health insurance, discounted home loans, redundancy packages, etc). Such employees would be expected to demonstrate lower intent to leave than if such 'side bets' were not present.

How to prevent turnover

Employees are important in any running of a business, without them the business would be unsuccessful. However, more and more employers today are finding employees remain for approximately 23 to 24 months according to the 2006 Bureau of Labor Statistics. The Employment Policy Foundation states it costs a company on an average of $15,000 per employee, including separation costs, including
49

paperwork,

unemployment;

vacancy

costs,

including

overtime or temporary employees

and replacement cots including advertisement, interview time, relocation, training and decreased productivity when colleagues environment depart. in Providing fosters a stimulating happy, workplace and

which

motivated

empowered individuals, which lowers employee turnover and absentee rates. Promoting a work environment that fosters personal and professional growth promotes harmony and encouragement on all levels, so the effects are felt company wide.

Continual training and reinforcement develops a work force that is competent, consistent, competitive, effective and efficient. Beginning on the first day of work, providing the

50

individual with the necessary skills to perform their job is important. Before the first day, it is important the interview and hiring process expose new hires to an explanation of the company, so individuals know if the job is the best choice Providing ongoing performance management by networking within the company to share the best practices, helps build relationships among co-workers. Motivating employees to focus on customer success, profitable growth and

the company well being is important. Including employees in on future plans, new purchases, policy changes, introducing new employees and employees who have gone above and beyond at meetings keeps employees informed and

involved. Early engagement and engagement along the way, shows employees they are wanted through information or recognition rewards, making them feel included. When companies hire the best people, new talent hired and veterans are enabled to reach company goals, maximizing
51

the investment of each employee. Taking the time to listen to employees and making them feel involved will create loyalty, in turn reducing turnover allowing for growth

52

CALCULATION
One typical method of calculating the turnover rate of a company is to divide the number of employees who have left the organization within a year, by total number of employees who work for that company in the same year. Let's say there were 100 employees at the beginning of the year, and 100 employees at the end of the year, and at the end of the year, 84 of those employees were the same ones as were there the previous year. You might say that the turnover rate was 16%. But suppose one of those 16 who left was actually replaced three times. The employee quit in January, the replacement quit in April, and another person was hired who lasted only until November. Then you might want to count every time an employee left the company and another one was hired - in this case you'd get 18%.

53

Another complication: suppose the work force is 100 at the beginning and 90 at the end of the year. Perhaps 16 people have left, but only 6 have been hired during the year, while 2 more were hired and retired within the same

year. You might define turnover as 18/100 or as 18/90, or as 18/95, since 95 is the average of 90 and 100. Instead of 95, you might want to do a fancier average, where you actually add up the number of employees on each day of the year, and divide the total by 365. One more complication: who decided it was a calendar year that we should use for sampling the turnover rate? Perhaps there was no turnover at all for 3 years prior, and then a shift in management caused a lot of people to leave this year. Then a more representative measure would average over 2 or 3 or 4 years. Maybe you'd want to average the turnover in each month of the last 48, but weight recent months more heavily than earlier months.
54

55

RESEARCH DONE ON EMPLOYEE SATISFACTION

RESEARCH DONE ON EMPLOYEE SATISFACTION

Employee satisfaction is one of the most important

concepts in the study of Employees behaviour along with absenteeism productivity and turnover. Many researchers and industrial psychologists are interest in finding factors
56

that increase Employee satisfaction Because it is related to the job behaviour, like performance and accident. This project studies the determinants of Employee satisfaction as Employees turnover they surveyed 59 Employees . To measure Employee satisfaction they used Happocks

Employee satisfaction Bank in addition to self rating. Results from any respondents suggest that salary and stress level do not influence Employee satisfaction . However, factors

outside the job such as age and marital status seem to correlate with Employee satisfaction . Those Employees turnover who are married or living with a partner appear to be more satisfied than those who are single or divorced.

Age is positively correlated with Employee satisfaction.

Similarly,

determinants

related

to

job

such

as

satisfaction in profession, satisfaction in position perception of room for personal growth, perception of use of talents and skills appear to maintain a

57

positive relationship with Employee satisfaction . These current finding are consistent with the Herzbegs two factor motivation theory.

58

EMPLOYEE SATISFACTION IS MORE IMPORTANT THAN MONEY OR PERKS: A RESEARCH

59

EMPLOYEE SATISFACTION IS MORE IMPORTANT THAN MONEY OR PERKS: A RESEARCH

New research shows that Employee satisfaction is

more important than money or perks. Thats according to a survey conducted by Eden recruitment. So it is not membership to health clubs or fat salaries that Employees turnover want, but plain old fashioned Employee

satisfaction . Employee satisfaction was more common as

motivating factor in IT and business services. Sectors while the benefits package available manufacturing sectors.

Remuneration was also more common in the business services sectors than is other sectors. The results of survey which are given below, reveal the main motivating factors in an employees decision to remain in or leave employment

60

EMPLOYEE SATISFACTION FALLS FOR FACULTY MEMBERS: A FINDING

61

EMPLOYEE SATISFACTION FALLS FOR EMPLOYEES TURNOVER: A FINDING

Employees turnover, servants face more stress says a survey. Employee satisfaction among Britains 6 m public sectors workers has fallen sharply over the past decades as rising levels of stress have made work less enjoyable for doctors, Nurses, Teachers, Lectures and Civil Servants said research published yesterday.

The study from Andrew Oswald and Jonathan Gardener of Warwick University found that an increase depression,
62

strain, Sleep loss and unhappiness during the 1990 had made employment more pressurized and less enjoyable in the public realm .

Employee satisfaction has dropped dramatically in the service class dramatically . throughout the 90s stress has risen quite

According to the research the decline in Employee satisfaction was linked to rising stress. The very heavy increase in work loads in the Service class has made workers much less happy. all group of Faculty in Service class have become less satisfied at work over the past decade, a have faced extra bureaucracy, targets as well as the introduction of period in which they pressure to meet

working practices from the private sector.

The sample of 5000 workers was interviewed each year through the 1990s with stress levels assessed by the answers to 12 standard questions used to measure mental distress and psychological ill health.

63

64

REASONS FOR EMPLOYEE SATISFACTION RESEARCH

65

REASONS FOR EMPLOYEE SATISFACTION RESEARCH:

Why seek information about Employee satisfaction ? For an industrial organization the consequences are extremely important. By discovering attitudes on factor related to the job, a firm can correct certain bad situations and there by improve the Employee satisfaction of its staff. From this point of view if would be justified in being concerned only with this area and neglecting the individual geo and its employee adjustments to group outside the plants. How ever and industrial organization can benefits materially. If is knows what individual attitudes contribute to Employee satisfaction , for one thing applying this knowledge will result in better selection procedures. This is a broad implication as for as the Employee satisfaction is concerned, and even though most industrial and business organization, feel that it is not their problem, it nevertheless agrees exists. It is also directly related to vocational guidance, schools and colleges, public and private employment agencies, etc society as a whole must face it realistically.

66

THE IMPORTANCE OF HIGH EMPLOYEE SATISFACTION

67

THE IMPORTANCE OF HIGH JOB SATISFACTION

The importance of Employee satisfaction is obvious, manager should be concerned with the level of Employee satisfaction in there organization for at least four reasons 1) There is clear evidence that dissatisfied Employees turnover skip work more often and are more likely to resign 2) Dissatisfied workers are more likely to engage in destructive behaviours. 3) It has been demonstrated that satisfied Employees turnover are batter health and live longer. 4) Satisfaction on the job carries over to the Employees turnover life outside the job. An often overlook dimension of Employee satisfaction is its relationship to Employees turnover health, several studies have shown that Employees turnover who are dissatisfied with their jobs are persons to health setback ranging from headaches to heart disease. Some researchers even indicate that Employee satisfaction is a better predictor of length of life than is physical condition or tobacco use. These studies suggest that dissatisfaction is not solely a psychological phenomenon.

68

The stresses that result from dissatisfaction apparently increase one susceptibility to heart attack and the like.

COMPANY PROFILE
Idea Cellular Ltd.

Public Type BSE: 532822

NSE: IDEA Industry Telecommunications Founded 1995 Headquarte Santacruz East, Mumbai, r Key people Products Revenue Operating (US$3.43 billion) (2011) 2,879.33 crore (Chairman) Mobile 15,389.00 India. Kumar Mangalam Birla

crore

69

(US$642.09 income (2011) 844.60 Net income (US$188.35

million) crore million)

(2011) Total assets US$5.334 billion (2010) Employees 6,481 (2010) Aditya Birla Group (49.05%) Axiata Parent (15%) Providence Website (10.6%) IdeaCellular.com Equity Group Berhad

Idea Cellular, usually referred to as Idea, is a wireless telephony company operating in all the 22 telecom circles in India based in Mumbai.

70

Inception and growth

In 2000, Tata Cellular was a company providing mobile services in Andhra Pradesh. When Birla-AT&T brought Maharashtra and Gujarat to

the table, the merger of these two entities was a reality. Thus Birla-Tata-AT&T, popularly known as Batata, was born and was later branded as !dea. Then Idea set sights on RPGs operations in Madhya Pradesh which was successfully acquired, helping Batata have a million subscribers, and the licence to be the fourth operator in Delhi was clinched. In 2004, Idea (the company had by then been rechristened) bought over the Escorts groups Escotel gaining Haryana, Uttar Pradesh (West) and Kerala and licences for three more UP (East), Rajasthan and Himachal Pradesh. By the end of that year, four million Indians were on the companys
71

network. In 2005, AT&T sold its investment in Idea, and the year after Tatas also bid good bye to pursue an independent telecom business. And Idea was left only with one promoter, the AV Birla group. Rs 2,700 crore adding Punjab and Karnataka circles. Modis joint venture partner, Telekom Malaysia, invested Rs 7,000 crore for a 14.99% stake in Idea. Just around then, Ideas subsidiary, Aditya Birla Telecom sold a

20% stake to US-based Providence Equity Partners for over Rs 2,000 crore.

Customer service
The company has its retail outlets under the "My Idea" banner. The company has also been the first to offer flexible

72

tariff plans for prepaid customers. It also offers GPRS services in urban areas. Idea Cellular won the GSM Association Award for "Best Billing and Customer Care Solution" for 2 consecutive years IDEA Cellular has been recognized as the 'Most Customer Responsive Company' in the Telecom sector, at the

prestigious Avaya GlobalConnect Customer Responsiveness Awards 2010

Holding
Initially the Birlas, the Tatas and AT&T Wireless each held one-third equity in the company. But following AT&T Wireless' merger with

73

Cingular Wireless in 2004, Cingular decided to sell its 32.9% stake in Idea. This stake was bought by both the Tatas and Birlas at 16.45% each. Tata's foray into the cellular market with its own subsidiary, Tata Indicom, a CDMA-based mobile provider, cropped differences between the Tatas and the Birlas. This dual holding by the Tatas also became a major reason for the delay in Idea being granted a license to operate in Mumbai. This was because as per Department of Telecommunications (DOT) license norms, one promoter could not have more than 10% stake in two companies operating in the same circle and Tata Indicom was already operating in Mumbai when Idea filed for its licence. The Birlas thus approached the DOT and sought its intervention, and the Tatas replied by saying that they would exit Idea but only for a good price. On 10 April 2006, the Aditya Birla Group announced its acquisition of the 48.18% stake held by the Tatas at Rs. 40.51 a share amounting to

74

Rs. 44.06 billion. While 15% of the 48.14% stake was acquired by Aditya Birla Nuvo, a company in-charge of the Birlas' new business initiatives, the remaining stake was acquired by Birla TMT holdings Private Ltd., an AV

Birla family-owned company. Currently, Aditya Birla Group holds 49.1% of the total shares of the company. Malaysia based Axiata controls a 14.99% stake in the company.[3]

3G
On 19 May 2010, the 3G spectrum auction in India ended. Idea paid 5768.59 crores for spectrum in 11 circles. The circles it will provide 3G in are Andhra Pradesh, Gujarat, Haryana, Himachal Pradesh, Jammu & Kashmir, Kerala, Madhya Pradesh, Maharashtra & Goa, Punjab, Uttar Pradesh (East) and Uttar Pradesh (West).

75

On 28 March 2011, Idea launched 3G services in Gujarat, Himachal Pradesh and Madhya Pradesh. The launch cities were Ahmedabad, Shimla and Indore. This makes Idea the sixth private operator (eighth overall) to launch its 3G services in the country following Tata Docomo, Reliance Communications, Airtel, Aircel and Vodafone. Idea currently supports up to 21.1 Mbps over 2G speeds of 256 Kbps. However, different handsets support different speeds, from 384 Kbps, 3.6

Mbps, 7.2 Mbps or 21.1 Mbps. Speeds also depend on the 3G plan/recharge that users opt for. The operator announced that IDEA 3G services will be available in 200 towns of 11 3G circles by mid-April 2011, progressively growing at the rate of ten towns per day to cover 750 towns by mid-2011 and 4000 towns by the end of 2012.

76

3G Coverage
Ideas 3G service is currently available in the following cities in 11 telecom circles:
Telecom State/Regi No.of Cities/Towns Circle on Towns Akiveedu, Amalapuram, Choutuppal,Hyderabad, Jaggaiahpet, Andhra Andhra 13 Pradesh Pradesh Palakol, Tadepalligudem, Vizag, Gujarat Gujarat Haryana Haryana Himacha Himachal l Pradesh Pradesh Jammu Jammu & & Kashmir Kashmir Madhya Madhya 3 Pradesh Pradesh Chhattisg 8 arh Indore, Bhopal, Gwalior RAIPUR, DURG & 0 5 Dharamshala Shimla, Baddi, Mandi, Sundernagar, 2 8 Panipat, Rewari, Rohtak Vijayawada, Yanam Ahmedabad, Daman Ambala, Bhiwani, Hansi, Hisar, Jhajjar, Kamareddy, Machilipatnam, Narsapur,

BHILLAI,BILASPUR,CHAMPA&JHANJGIR,K

77

ORBA,AMBIKAPUR,RAIGAD,RAJNANDGA ON Maharas Maharash 3 htra and tra Goa Punjab Kerala Delhi Kolkata Uttar

Nagpur, Nashik, Pune Ponda, Panaji, Margao Trivandrum,Cochin and Calicut Delhi Kolkata Allahabad, Azamgarh, Jhansi, Kanpur, Lucknow, Sitapur

Goa Punjab Kerala Delhi Kolkata Eastern

3 0 0 1 1 6

Pradesh Uttar (East) Pradesh

Ideas 3G service recently launched in mumbai with 3G network sharing agreement with Airtel. [Idea has launched 3G services in Chennai network sharing with Vodafone]

Subscriber base
Idea's subscriber base as at the end of January 2011 according to the [2] is as follows

Maharashtra and Goa - 12,075,220 Madhya Pradesh and Chhattisgarh - 8,401,422 Andhra Pradesh - 7,831,260

78

Kerala - 6,398,170 Kolkata -10,001,804 Gujarat - 6,632,034 Uttar Pradesh (West) & Uttarakhand - 7,361,534 Delhi - 3,609,746 Haryana - 2,847,079 Uttar Pradesh (East) - 4,935,224 Rajasthan - 2,823,910 Himachal Pradesh - 479,882 Mumbai - 1,822,280 Bihar & Jharkhand - 4,280,626 Tamil Nadu & Chennai - 1,202,343 Orissa - 985,737 Punjab (Spice) - 4,160,189 Karnataka (Spice) - 3,775,443 West Bengal - 1,728,308 Assam - 206,140 Jammu & Kashmir - 93,072 North East India except Assam - 128,807

79

Totalling to 84,289,641 or 10.93% (Approx.) of the total mobile connections in India.

Competitors
Idea competes with 14 other mobile operators throughout India. They are Aircel, Airtel Cheers Mobile, BSNL, Loop Mobile, MTNL, MTS, Ping Mobile, Reliance Communications, S Tel, Tata DoCoMo, Tata Indicom, Uninor, Videocon, Virgin Mobile and Vodafone.

80

RESEARCH METHODOLOGY

81

RESEARCH METHODOLOGY
Research design is a conceptual structure with the help of which research is conducted. There is no unique method which can entirely eliminate the elements of undertaking both research methodologies more than any other procedures can minimize the degree of uncertainty. Thus it reduces the probability of making a wrong choice amongst the alternative course of action. in this research descriptive research design is being used. a descriptive research study is concerned with describing the

characteristics of the particular field of group. The study is done for specific purpose with the help of facts collected but car should be taken the information should be free from bias and should be reliable. The design includes the following steps:1-objective formulation 2-data collection 3-sample selection 4-sample size determination
82

5-analying the information 6-result 7-limitation

83

OBJECTIVES
1. The primary objective of the research is to compare the

Employee satisfaction level of the Employees turnover and Service class.

2. To suggest ways to increase the level of Employee

satisfaction level can also be increases. 3. To test the feedback of the Employees satisfaction level. 4. Which type of feedback is provided by the service class? 5. To note the total problem occurring in the service class. What is the major problem that comes in their job.

Data collection:The data collection from two sources: SAMPLE SIZE:- 25

84

Primary data:It was collected through the survey of Employees turnover of Service class undertakings and Employees turnover.

Secondary data:It was collected from internet, various books, newspapers and company literature.

Sample instruments:All the primary data was collected using structured interview method. For this purpose the tools used was questionnaires in which the respondents were asked to rate their

experience about the various aspects of job on liker scale ranging from high jobs satisfaction to low Employee

satisfaction .

Analyzing the information:To analyze the information collected used were very basic and easy to comprehend. The measure of control tendencies and graphical method were used for analyzing the data.

85

Results:
The results are given in the forthcoming pages in from of finding and analysis and recommendations there after.

86

FINDING AND ANALYSIS

87

FINDING AND ANALYSIS

The following can be interpreted with the help of analysis of the data collected from the 25 Employees turnover of Service class and 25 Faculty members.

HS S N D HD

= = = = =

Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied.

88

Q. 1:- Communication and information flow:-

Service class HS S N D HD 15 10 0 0 0

40% HS S 60%

89

1) It was found that 60% of the respondents in Employees turnover were highly satisfied, 40% were satisfied with communication and information flow as compared to 40% high satisfaction, 20% satisfaction and 40% neutral along the Service class respondents. Q. 2:- Interpersonal relationships:Service class HS S N D HD 10 15 0 0 0

40% HS S 60%

90

2) It was found that 40% of the respondents in Employees were highly satisfied, 60% were satisfied with interpersonal relationship as compared

to 20% high satisfaction, 20% neutral and 20% dissatisfied in the Service class respondents.

91

Q. 3:- Efforts value:Service class HS S N D HD 10 10 0 5 0

12 10 8 6 4 2 0 HS S 0 N D 5 Series1 10 10

3) It was found that 40% of the respondents in Employees were highly satisfied, 40% were satisfied and 20% were dissatisfied with feeling about the manner in which the effort are value, as compared to 60% satisfaction, 20%

92

dissatisfaction and 20% highly dissatisfaction among the Service class respondents.

Q. 4:- Job itself:Service class HS S N D HD 15 5 0 5 0

4) It was found that 60% of the respondents in Employees were highly satisfied, 40% were satisfied with

communication and information flow as compared to 40% high satisfaction, 20% satisfaction and 40% neutral among the Service class respondents.

93

Q. 5:- Motivation for job:Service class HS S N D HD 0 20 0 5 0

20% 0%

0%

80%

HS S N D HD

5) It was found that 80% of the respondents in Employees were highly satisfied, 20% were satisfied with motivation for job as compared to 40% satisfaction, 20% and 60% neutral among the Service class respondents.

94

Q. 6- Current carrier opportunities:-

Service class HS S N D HD 5 20 0 5 0

17% 0%

0%

17%

66%

HS

HD

6) It was found that 20% of the respondents in Employees were highly satisfied, 80% were satisfied with current carrier opportunity as compared

95

to 20% high satisfaction, 40% satisfaction and 40% neutral among the Service class respondents. Q. 7-JOB SECURITY:Service class HS S N D HD 0 5 10 5 5

20%

0%

20%

20% 40%

HS

HD

96

7) It was found that 20% of the respondents in Employees were highly satisfied 40% were neutral, 20% dissatisfied and rest 20% were highly satisfied with level of job security as compared to 100% high satisfaction among the Service class respondents.

97

Q. 8-Involevement and identification with the organization goals and image:Service class HS S N D HD
0% 40%

10 15 0 0 0

60%

HS

HD

8) It was found that 40% of the respondents in Employees were highly satisfied, 60% were satisfied, with involvement and identification with organization goal as compared to

98

60% satisfaction 20% neutral and 20% dissatisfied among the Service class respondents.

Q. 9:- Nature of supervision for organisation:-

Service class HS S N D HD 5 15 5 0 0

99

Service class 0%

20%

20%

60% HS S N D HD

9) It was found that 20% of the respondents in Employees were highly satisfied, 60% were satisfied and 20% were neutral with nature of

supervision as compared to 40% satisfaction and 60% neutral among the Service class respondents.

100

Q. 10:- Method of change innovation implementation Employees:Service class HS S N D HD

Service class

10 10 5 0 0

20%

0% 40%

40%

HS

HD

10) It was found that 40% of the respondents in Employees were highly satisfied, 40% were satisfied with involvement and 20% were neutral with

101

methodology of change implementation as compared to 60% neutral, 20% dissatisfied among the Service class

respondents.

Q. 11:- Task required to performance:-

Service class HS S N D HD
Service class

0 20 5 0 0

20%

0%

80%

HS

HD

11) It was found that 80% of the respondents were satisfied and 20% were neutral in Employees turnover with manner on which task are required to
102

perform as compared to 80% neutral, 20% dissatisfied among the Service class respondents. Q. 12:- Extent to which personal growth and development is possible:Service class HS S N D HD
0%

0 20 5 0 0

20%

80%

HS

HD

103

12) It was found that 80% of the respondents in Employees were satisfied, 20% were neutral with the extent of which personal growth and

development is possible as compared to 20% highly satisfied, 40% satisfied, 40% were neutral among the Service class respondents. Q. 13:- Job helps in realizing your ambition and aspiration:Service class HS S N D HD 5 15 0 5 0

104

20% 0%

0%

20%

60%

HS

HD

14) It was found that 20% of the respondents in Employees were highly satisfied, 60% were satisfied, 20% were dissatisfied, with the extent to

which the job help in realizing aspiration and ambition as compared to 80% neutral and 20% highly dissatisfied among the Service class respondents. Q. 15:- Extent of participation in important decision:-

Service class HS S 0 20
105

N D HD
20% 0%

5 0 0

80%

HS

HD

15) It was found that 80% of the respondents in Employees were satisfied, 20% were dissatisfied, with the extent of which the participation in

important decisions as compared to 40% satisfied and 20% neutral, 20% dissatisfied and 20% highly dissatisfied among the Service class respondents. Q. 16:- Skill utilization:Service class HS 15

106

S N D HD

10 0 0 0

0% 40%

60%

HS

HD

16) It was found that 60% of the respondents in Employees were highly satisfied and 40% were satisfied, with their skill utilization as compared to 20% highly satisfied and 60% satisfied among the Service class respondents.

Q. 17:- Organizational climate:-

107

Service class HS S N D HD
Service class

10 10 5 0 0

20%

0% 40%

40%

HS

HD

17) It was found that 80% of the respondents in Employees were satisfied and 20% were neutral with flexibility and independence as compared to 20% highly satisfied and 20% satisfied and 60% neutral among the Service class

respondents.
108

Q. 18:- Flexibility and independence allow:-

Service class HS S N D HD
20% 0%

0 20 5 0 0

80%

HS

HD

18) It was found that 40% of the respondents in Employees were highly satisfied and 40% were satisfied with and 20% were neutral with the organizational climate as compared to

109

60% satisfied and 20% neutral and 20% highly dissatisfied among the Service class respondents.

110

Q. 19:- Level of Salary with respect to experience:-

Service class HS S N D HD 10 10 5 0 0

20%

0% 40%

40%

HS

HD

19) It was found that 40% of the respondents in Employees were highly satisfied and 40% were satisfied with and 20%

111

were neutral with the level of salary with respect to experience as compared to 40% highly satisfied

and 20% satisfied and 40% dissatisfied among the Service class respondents. Q. 20:- Organizational structure:-

Service class HS S N D HD
0% 40%

0 10 15 0 0

60%

HS

HD

112

20) It was found that 40% of the respondents in Employees were satisfied and 60% were neutral with the organization structure as compared to 40%

satisfied and 40% neutral and 20% dissatisfied among the Service class respondents.

Q. 21:- Work expected allotted:-

Service class HS S N D HD 0 15 5 5 0

113

20%

0%

20%

60%

HS

HD

21) It was found that 40% of the respondents in Employees were satisfied and 60% were neutral with the organization structure as compared to 40% satisfied and 40% neutral and 40% dissatisfied among the Service class respondents.

Q. 22:- Feeling of extension in job:Service class HS S N D 10 15 0 0

114

HD

0% 40%

60%

HS

HD

22) It was found that 40% of the respondents in Employees were highly satisfied and 60% were satisfied with the feeling of extension in job as compared to 20% highly satisfied and 40% satisfied, 40% neutral among the Service class

respondents. Over all Employee satisfaction its impacts on Employees:-

Service class HS 24.7%

115

S N D HD
12% 6% 1% 25%

56.4% 11.6% 6.4% 0.90%

56%

HS

HD

It was found that 24.70% of the respondents in Employees were highly satisfied and 56.40% were satisfied 11.6% were neutral, 6.40% were highly dissatisfied and 0.90% highly dissatisfied with the overall Employee satisfaction 40% as compared to 13.6% highly satisfied, 33.6% satisfied.

116

117

INTERPRETATION

INTERPRETATION
It is evident from the interpretation of the data that there are 24.7% of Respondent are highly satisfied with their jobs as compared 13.6% respondent Service class. Almost 56% respondent satisfied as 33.6% of that of Service class. More over there are 11.6% and 38.2% of respondent who
118

have an overall neutral attitude towards their in Employees turnover and Service class undertakings respectively. The Percentage of dissatisfy respondent of Employees is 6.3% which is much lower than 10% of Service class. Only 0.9% Employees were found to be highly satisfied with their turnover as 4.5% respondent were highly dissatisfied with their jobs in the Service class.

119

LIMITATIONS

LIMITATIONS
It is not possible to remove the limitation of any

investigators. So this project also has certain limitation that is:

120

1) Information was gathered through the rating of the subject, thus biasness is possible.
2) As the sample size was very small it is possible that it

may not represent the precise picture. 3) Since the feedback of the employees was done through Questionnaire major limitation was unavailability of employees thus leading to highly low success rate. 4) Most of the employees were so furious refused to part with any information 5) Time factor that they

121

CONCLUSION

CONCLUSION
1) The hypothesis of Employee satisfaction levels as

Employees of the Service class proved. It is evident from the

122

interpretation of data that there are 24.7% of respondent highly satisfied with their job as 13.6% of Employees turnover. More over there are 11.6% and 38.25 of

Employees turnover who have an overall neutral attitude towards their job & Service class undertakings respectively. The percentage of dissatisfy Employees turnover is 6.3% which is much lower than 10% of Service class. 2) Employees were found to be highly satisfied with aspects such as communication and information flow manner in which their efforts are valued, job itself, carrier

opportunities, methodology by which change or innovation is implemented, scope the job offers to realize the aspirations and ambitions, skills, utilizations, organization climate and level of salary with respect to experience. They are highly satisfied with level of job security, communication an information flow.

123

RECOMMENDATION S

124

125

RECOMMENDATIONS
The following recommendations on the basis of the data collected can be made the concerned authorities of Service class :

1.

It was found that the Employees were

particularly dissatisfied with the level of salary. In consonance with the Maslows hierarchy of needs

theory the monetary remunerations is required for full filling the first two lower level needs, which is not up to the mark and fails to satisfy the Faculty members. Now unless the lower level needs will be full fill there are remote chances that the Employees can full fill or even sense the need for existence of any high level needs.
2. In accordance with the Herzberg dual structure model

of Employee satisfaction the motivators such as salary, supervision, Institution policy and administration,

technical supervision, working condition should be

126

improved to increase the among the Faculty members. And factors like advancement that is the hygiene factors.

3. Suggested

by

Herzberg

is

also

an

important

determinant in Employee satisfaction

and should be

improved so that the Employees are not dissatisfied with their jobs. 4. All the group of Faculty in Service class have become less satisfied at work the past decade.
5. The Employees were neutral to wards a large number

determinants of Employee satisfaction

including the

job it self, the degree of motivation and the like. On the other hand there was high degree of motivation in the Employees of Faculty members. Therefore proper attention should be given to motivate the Employees towards their job.

127

The following recommendations are made to the Employees that they can increase their Employee satisfaction :1. They should first decide, depending upon their abilities, which job they want to do and should only take careers, which is interesting to them 2. The job should be chosen according to the aptitude to the Faculty members. This will lead to greater level of learning, achievement and ultimately

motivation in the Employees. 3. The Employees should make sure that they do not let their personal tension affect their work. They should keep their personal relationships harmonious.
4. Physical

health

affect

the

level

of

Employee

satisfaction . Proper care should be taken by Employees in this respect. 5. Employees turnover should put in their best in their jobs so that their is no fear of loosing their jobs.

128

Over all the researches found that

Employee satisfaction

was U shaped in age , with initial continent at work during teenage years disappearing by the age of 25. Employee

satisfaction was lowest when people work in their 20s and 30s the period when people struggle to balance work with their family commitments and highest among staff in their 50s and 60s.

129

BIBLIOGRAPHY

130

BIBLIOGRAPHY
1- ASHWATHAPA Management.
2- MONAPPA & SAIYADAIN, Personal Management, TATA

K,

Human

Resource

and

Personal

MC GrawHill, second edition.

3- RAO VSP, Human Resource Management

4- Newspaper Times of India Economic Times 5- Magazines : Business Today Business world 6- Website : www.Ideacellur.com WWW.Google.com

131

ANNEXURES

132

QUESTIONNAIRE
Dear respondent:Given here are some question based on various aspects of Employee satisfaction . You have to rate them according to what you feel, starting from high satisfaction to low satisfaction.

Q.1:- Communication and information flow in your organization:High satisfaction Low satisfaction

Q. 2:- Interpersonal relationships ? High satisfaction Low satisfaction

133

Q. 3:- Feeling about the manner in which your effects are valued :High satisfaction Low satisfaction

Q. 4:- The job itself ? High satisfaction Low satisfaction

Q. 5:- Degree of motivation as for as the job is concerned :High satisfaction Low satisfaction

Q. 6:- Current carrier opportunities :High satisfaction Low satisfaction

Q.7:- The level of job security :High satisfaction Low satisfaction

134

Q. 8:- Extent of your involvement and identification with the organization goals and image :High satisfaction Low satisfaction

Q. 9:- The nature of supervision :High satisfaction Low satisfaction Q. 10:The by which change /

methodology

innovation is implemented in the organization :High satisfaction Low satisfaction

Q. 11:- The manner of tasks you are required to perform. :High satisfaction Low satisfaction

Q. 12:- The extent to which personal growth and development is possible:-

135

High satisfaction Low satisfaction

Q. 13:- The methods of conflicts resolution in your organization :High satisfaction Low satisfaction

Q. 14:- The scope of your job offer for you realize your aspiration and ambition :High satisfaction Low satisfaction

Q.15:- The extent of your participation in important decision:High satisfaction Low satisfaction

Q. 16:- The degree to which your skills are utilized:High satisfaction

136

Low satisfaction

Q.17:- Flexibility and independent allowed :High satisfaction Low satisfaction

Q.18:- The organizational climate :High satisfaction Low satisfaction

Q.19:- Your level of salary with respect to your experience :High satisfaction Low satisfaction Q.20:Your with the organization

satisfaction

structure :High satisfaction Low satisfaction

137

Q.21:- The quantity of work expected / allotted to you :High satisfaction Low satisfaction

Q. 22:- The degree to which you feel extended in your job :High satisfaction Low satisfaction Name: Age: Designation: Name of Organization: Thank you, for your time and input

138