Indian Institute of Planning and Management (Delhi)

MASTER OF BUSINESS ADMINISTRATION

A REPORT ON
Marketing Strategy Of Aamod Resort Submitted towards the partial fulfillment of the curriculum of MBA for the academic year 2012

Submitted to:

Prof. Faculty of IIPM Delhi

Submitted by:
Gaur P465 Mr. Deepak

M.B.A Vth Semester ISBE-A,SS1012

DECLARATION
We hereby declare that this research work embodied in this entitled dissertation Marketing Strategy of Aamod Resort has been carried out by us, under the guidance of Prof. . We also declare that this dissertation has not been submitted to any University or Institution for the award of any Degree or diploma.

PLACE: Delhi DATE: Mr. Deepak Gaur

ACKNOWLEDGEMENT
We are thankful to many people whose timely help and guidance has helped us to conduct this research successfully. We would also like to express my thankfulness to Prof.Racchna Faculty of IIPM, Delhi for giving us an opportunity to pursue this project. We also wish to thank all those respondents who were patient enough in giving answer to our questionnaire. Finally, we would like to extend our grateful thanks to all our friends and Faculty members of IIPM, Delhi whose assistance has a lot to us personally for the completion of this research.

PLACE: Delhi DATE: Mr. Deepak Gaur

Executive Summary

The project is on Marketing Strategy and the company which we have chosen for our research is Aamod Resort. The company is a part of Bharti Enterprises, and is India's leading provider of telecommunications services. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBU.s) - mobile services, broadband & telephone services (B&T) & enterprise services. Quality of work life refers to humanizing the work. It is the sum total of activities and factors like economic factors, physical surrounding, working environment etc. It is concerned not only to improve life inside work but outside work also. Keeping in view this thing we have done a survey on employees of Airtel, Gurgaon Branch with a sample size of 50 and the methodology which we have chosen is Questionnaire and Interview. We interviewed HR Manager over there and asked employees to fill up questionnaire as we wanted to check whether if any difference of opinion arises between the two or not. Some common questions were asked to both employees and HR manager and the results which we analyzed are stated below: The feedback system facility in the company was accessible to the employees at manager level. Employees individual objectives were aligned with corporate objectives. As 20% employees remained neutral about individual initiatives, it seems they feel reluctant to share their ideas.
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 Company believes in worker participation in management. Employees are aware about their KPIs.

After analyzing the findings we came into some conclusions as under: Employees wanted that their incentive structure to be changed. They wanted that bonuses should be received on a yearly basis while incentives linked with their performance should be paid to them quarterly.
Feedback system facility should be communicated all over the

organization.
Company should arrange for counseling to those employees who

are finding problem in work life balance.

Bharti Enterprises Profile

Bharti Enterprises has successfully focused its strategy on telecom while straddling diverse fields of business. From the creation of 'Airtel', one of India's finest brands, to becoming the largest manufacturer and exporter of world class telecom terminals under its 'Beetel' brand, Bharti has created a significant position for itself in the global telecommunications sector. Bharti Airtel Limited is today acknowledged as one of India's finest companies, and its flagship brand 'Airtel', has over 22 million customers across the length and breadth of India. While a joint venture with TeleTech Inc., USA marked Bhartis successful foray into the Customer Management Services business, Bharti Enterprises. venturing Dynamic into diversification software has continued development. with the company has telecom Recently, Bharti

successfully launched an international venture with EL Rothschild Group owned ELRO Holdings India Ltd., to export fresh Agri products exclusively to markets in Europe and USA.

Our Vision & promise

By 2010 Airtel will be the most admired brand in India:

Loved by more customers Targeted by top talent Benchmarked by more businesses

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We at Airtel always think in fresh and innovative ways about the needs of our customers and how we want them to feel. We deliver what we promise and go out of our way to delight the customer with a little bit more

Our Brand
Airtel was born free, a force unleashed into the market with a relentless and unwavering determination to succeed. A spirit charged with energy, creativity and a team driven to seize the day with an ambition to become the most globally admired telecom service. Airtel, after just ten years, has risen to the pinnacle of achievement.

As India's leading telecommunications company Airtel brand has played the role as a major catalyst in India's reforms, contributing to its economic resurgence. Today we touch peoples lives with our Mobile services, Telemedia services, to connecting India's leading 1000+ corporate. We also connect Indians living in USA with our call home service.

Brief Overview of Group Companies:

Bharti Airtel Ltd

Bharti Airtel Ltd is India's leading provider of telecommunications services. The company has 4 distinct Business divisions - Mobile & telephone services, broadband services, long distance services and enterprise services.
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Bharti TeleTech Ltd

Bharti TeleTech Ltd manufactures and exports world-class telecom equipment under the brand 'Beetel'

Telecom Seychelles Ltd

Telecom Seychelles Ltd provides telecom services in Seychelles, under the brand 'Airtel'

Bharti Telesoft Ltd

Bharti Telesoft Ltd delivers best-in-class, revenue-critical VAS products and services to telecom carriers.

TeleTech Services (India) Ltd

TeleTech Services (India) Ltd is joint venture with TeleTech Inc., USA. It offers a range of Customer Management Services.

Bharti Airtel Limited (Formerly known as Bharti Tele-Ventures Limited)

The company is a part of Bharti Enterprises, and is India's leading provider of telecommunications services. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBU.s) - mobile services, broadband & telephone services (B&T) & enterprise services. The mobile services group provides GSM mobile services across India in 23 telecom circles, while the B&T business group provides broadband & telephone services in 90 cities. The Enterprise services group has two subunits - carriers (long distance services) and services to corporates. All these services are provided under the Airtel brand. Bharti Airtel is one of India's leading private sector providers of

telecommunications services based on an aggregate of 22,069,003 customers as of April 30, 2006, consisting of 20,683,902 GSM mobile and 1,385,101 broadband & telephone customers. Company shares are listed on The Stock Exchange, Mumbai (BSE) and The National Stock Exchange of India Limited (NSE).

Partners
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The company has a strategic alliance with SingTel. The investment made by SingTel is one of the largest investments made in the world outside Singapore, in the company. The company also has a strategic alliance with Vodafone. The investment made by Vodafone in Bharti is one of the largest single foreign investments made in the Indian telecom sector. The companys mobile network equipment partners include Ericsson and Nokia. In the case of the broadband and telephone services and enterprise services (carriers), equipment suppliers include Siemens, Nortel, Corning, among others. The Company also has an information technology alliance with IBM for its group-wide information technology requirements and with Nortel for call center technology requirements. The call center operations for the mobile services have been outsourced to IBM Daksh, Hinduja TMT, and Teletech & Mphasis.

Organization Structure:
As an outcome of a restructuring exercise conducted within the company; a new integrated organizational structure has emerged; with realigned roles, responsibilities and reporting relationships of Bharti.s key team players. With effect from March 01, 2006, this unified management structure of 'One Airtel' will enable continued improvement in the delivery of the Groups strategic vision

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Services offered by Bharti Airtel Ltd Mobile Services

Airtel Prepaid/Prepaid: Airtel Prepaid, the Ready Cellular Card from Airtel comes to you from Bharti Enterprises, India's leading integrated telecom service provider. With tariff defined with respect to location. With following features: Total cost control No rentals
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No deposits STD/ISD facility till last rupee Instant Balance inquiry 60 Seconds pulse rate Caller line identification 24 hr recharge facility

BlackBerry: Airtel introduces a brand new offering - the BlackBerry 8700g. Uncompromising Email, Browsing and Phone Performance in all in one device. BlackBerry integrates seamlessly with your corporate email account offering a simple and secure way to communicate using GPRS/EDGE.

Business Solutions:
Vehicle Tracking Vehicle tracking solution enables a company to monitor the location of their stock in transit. Each vehicle is mounted with an Airtel mobile (Phone) or a Global Positioning System (GPS) box and a vehicle tracking enabled SIM card. The SIM card sends periodic updates of the location of vehicles to the Bharti application server, as per the frequency defined. The progress of the vehicle is displayed on a map on the tracking website. The application allows tracking of multiple vehicles simultaneously.

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Mobile SFA (Sales Field Automation) Mobile SFA will help companies to enable to make their web based application and ERP systems wireless so that the field force can have access to information on their Airtel mobile phones. Bharti has worked proactively with middleware companies (e.g. Air2Web) and system integration partners to provide these solutions to customers.

AIR (Airtel Intelligent Routing) Airtel Intelligent routing solution overlays your company's PABX to route landline traffic through the mobile network. Employees of the company can use their existing landline extensions to make calls via AIR. They just need to dial a code (for example like 8, configurable by the customer) to reach the AIR terminal. A dial tone will be heard and users can dial the number, which they want to reach. There is no change in the end user experience. Information Broadcast Information Broadcast is a means of simultaneously disseminating information to multiple employees/customers over SMS. It also gives the flexibility of sending messages at a predefined time and pre-defined date. The user logs on to the solution through internet, types the message, selects the group he wants to send the message to and after defining the date and time just clicks on the .send' button. Call Centers Business today is run for the customers. To manage customer queries (pre sales and post sales), clients require setting up small call centers with minimum expenses. To help out clients with such requirement Airtel proposes the call center solution. This solution helps the clients to start up a local call
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center with facilities to receive 4-5 simultaneous calls. These call centers can be in a single location or multi location.

Audio Conferencing by Airtel Instead of traveling to meet with customers and suppliers many Enterprises are saving on travel costs by using Airtel's Audio Conferencing facility. Audio Conferencing is easy ways to have multiple people participate in the same phone call together. To avail of audio conferencing one does not need to install any expensive devices, one's landline or mobile phone will suffice. The user has an option of either giving out a list of numbers to be dialed out, or he can be provided with a dial in number to which people call into. Corporate SMS Directory This service enables a user or a set of users to upload their mobile numbers, names and locations in an Airtel Server. These users can then access their numbers by using the SMS facility on their phones. Airtel provides space to its clients to upload their directories onto its servers. Bharti Airtel Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti Group, has a diverse business portfolio and has created global brands in the telecommunication sector. Bharti has recently forayed into retail business as Bharti Retail Pvt. Ltd. under a MoU with Wal-Mart for the cash & carry business. It has successfully launched an international venture with EL Rothschild Group to export fresh agri products exclusively to markets in Europe and USA and has launched Bharti AXA Life Insurance Company Ltd under a joint venture with AXA, world leader in financial protection and wealth management.
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Airtel comes to you from Bharti Airtel Limited, Indias largest integrated and the first private telecom services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its inception has been at the forefront of technology and has steered the course of the telecom sector in the country with its world class products and services. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBUs) - Mobile Services, Airtel Telemedia Services & Enterprise Services. The mobile business provides mobile & fixed wireless services using GSM technology across 23 telecom circles while the Airtel Telemedia Services business offers broadband & telephone services in 94 cities. The Enterprise services provide end-to-end telecom solutions to corporate customers and national & international long distance services to carriers.

HOSPITALITY INDUSTRY AN OVERVIEW

Hospitality is all about offering warmth to someone who looks for help at a strange or unfriendly place. It refers to the process of receiving and entertaining a guest with goodwill. Hospitality in the commercial context refers to the activity of hotels, restaurants, catering, inn, resorts or clubs who make a vocation of treating tourists. Helped with unique efforts by government and all other stakeholders, including hotel owners, resort managers, tour and travel operators and employees who work in the sector, Indian hospitality industry has gained a level of acceptance world over. It has yet to go miles for recognition as a world leader of hospitality. Many take Indian hospitality
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service not for its quality of service but India being a cheap destination for leisure tourism. With unlimited tourism and untapped business prospects, in the coming years Indian hospitality is seeing green pastures of growth. Availability of qualified human resources and untapped geographical resources give great prospects to the hospitality industry. The number of tourists coming to India is growing year after year. Likewise, internal tourism is another area with great potentials. The hospitality industry is a 3.5 trillion dollar service sector within the global economy. It is an umbrella term for a broad variety of service industries including, but not limited to, hotels, food service, casinos, and tourism. The hospitality industry is very diverse and global. The industry is cyclical; dictated by the fluctuations that occur with an economy every year. Today hospitality sector is one of the fastest growing sectors in India. It is expected to grow at the rate of 8% between 2007 and 2016. Many international hotels including Sheraton, Hyatt, Radisson, Meridian, Four Seasons Regent, and Marriott International are already established in the Indian markets and are still expanding. Nowadays the travel and tourism industry is also included in hospitality sector. The boom in travel and tourism has led to the further development of hospitality industry. In 2003-04 the hospitality industry contributed only 2% of the GDP. However, it is projected to grow at a rate of 8.8% between 2007-16, which would place India as the second-fastest growing tourism market in the world. This year the number of tourists visiting India is estimated to have touched the figure of 4.4 million. With this huge figure, India is becoming the hottest tourist destination. The arrival of foreign tourists has shown a compounded annual growth of 6 per cent over the past 10 years. Besides, travel and tourism is the second highest foreign exchange earner for India. Moreover, it is also estimated that the tourism sector will account for nearly 5.3 per cent of GDP and 5.4 per cent of total employment.

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EVOLUTION
Hotel Industry in India has witnessed tremendous boom in recent years. Hotel Industry is inextricably linked to the tourism industry and the growth in the Indian tourism industry has fuelled the growth of Indian hotel industry. The thriving economy and increased business opportunities in India have acted as a boon for Indian hotel industry. The arrival of low cost airlines and the associated price wars have given domestic tourists a host of options. The 'Incredible India' destination campaign and the recently launched 'Atithi Devo Bhavah' (ADB) Campaigns have also helped in the growth of domestic and international tourism and consequently the hotel industry. According to a report, Hotel Industry in India currently has supply of 110,000 rooms and there is a shortage of 150,000 rooms fuelling hotel room rates across India. According to estimates demand is going to exceed supply by at least 100% over the next 2 years. Five-star hotels in metro cities allot same room, more than once a day to different guests, receiving
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almost 24-hour rates from both guests against 6-8 hours usage. With demand-supply disparity, hotel rates in India are likely to rise by 25% annually and occupancy by 80%, over the next two years. This will affect the competitiveness of India as a cost-effective tourist destination. To overcome, this shortage Indian hotel industry is adding about 60,000 quality rooms, currently in different stages of planning and development, which should be ready by 2012. Hotel Industry in India is also set to get a fillip with Delhi hosting 2010 Commonwealth Games. The future scenario of Indian hotel industry looks extremely rosy. It is expected that the budget and mid-market hotel segment will witness huge growth and expansion while the luxury segment will continue to perform extremely well over the next few years.

SWOT ANALYSIS
STRENGTHS Natural and cultural diversity: India has a rich cultural heritage. The "Unity in
diversity" tag attracts most tourists. The coastlines, sunny beaches, backwaters of Kerala, snow capped Himalayas and the quiescent lakes are Incredible.

Demand-supply gap: Indian hotel industry is facing a mismatch between the demand and
supply of rooms leading to higher room rates and occupancy levels. With the privilege of hosting Commonwealth Games 2010 there is more demand of rooms in five star hotels. This has led to the rapid expansion of the sector
Government support: The government has realized the importance of tourism and

has proposed a budget of Rs. 540 crore for the development of the industry. The priority is being given to the development of the infrastructure and of new tourist destinations and circuits. The
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Department of Tourism (DOT) has already started the "Incredible India" campaign for the promotion of tourism in India.
Increase in the market share: India's share in international tourism and

hospitality market is expected to increase over the long-term. New budget and star hotels are being established. Moreover, foreign hospitality players are heading towards Indian markets.

WEAKNESSES Poor support infrastructure: Though the government is taking necessary steps, many

more things need to be done to improve the infrastructure. In 2003, the total expenditure made in this regard was US $150 billion in China compared to US$ 21 billion in India.

Slow implementation: The lack of adequate recognition for the tourism industry has been

hampering its growth prospects. Whatever steps are being taken by the government are implemented at a slower pace.
Susceptible to political events: The internal security scenario and social

Unrest also hampers the foreign tourist arrival rates.

OPPORTUNITIES

Rising income: Owing to the rise in income levels, Indians have more spare money to spend, which is expected to enhance leisure tourism. Open sky benefits: With the open sky policy, the travel and tourism industry has seen an increase in business. Increased airline activity has stimulated demand and has helped improve the infrastructure. It has benefited both international and domestic travels.
THREATS

Fluctuations in international tourist arrivals: The total dependency on foreign tourists can be risky, as there are wide fluctuations in international tourism. Domestic tourism needs to be given equal importance and measures should be taken to promote it. Increasing competition: Several international majors like the Four Seasons, Shangri-La and Aman Resorts are entering the Indian markets. Two other groups - the Carlson Group and the

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Marriott chain - are also looking forward to join this race. This will increase the competition for the existing Indian hotel majors.

Quality of Work Life

Whilst there has, for many years, been much research into job satisfaction, and, more recently, an interest has arisen into the broader concepts of stress and subjective well-being, the precise nature of the relationship between these concepts has still been little explored. Stress at work is often considered in isolation, wherein it is assessed on the basis that attention to an individuals stress management skills or the sources of stress will prove to provide a good enough basis for effective intervention. Alternatively, job satisfaction may be assessed, so that action can be taken
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which will enhance an individuals performance. Somewhere in all this, there is often an awareness of the greater context, whereupon the home-work context is considered, for example, and other factors, such as an individuals personal characteristics, and the broader economic or cultural climate, might be seen as relevant. In this context, subjective well-being is seen as drawing upon both work and non-work aspects of life. However, more complex models of an individuals experience in the workplace often appear to be set aside in an Endeavour to simplify the process of trying to measuring stress or some similarly apparently discrete entity. It may be, however, that the consideration of the bigger, more complex picture is essential, if targeted, effective action is to be taken to address quality of working life or any of its sub-components in such a way as to produce real benefits, be they for the individual or the organization. Quality of working life has been differentiated from the broader concept of quality of life. To some degree, this may be overly simplistic, as Elizur and Shye,(1990) concluded that quality of work performance is affected by quality of life as well as quality of working life. However, it will be argued here that the specific attention to work-related aspects of quality of life is valid. Whilst quality of life has been more widely studied, quality of working life remains relatively unexplored and unexplained. A review of the literature reveals relatively little on quality of working life. Where quality of working life has been explored, writers differ in their views on its core constituents. It is argued that the whole is greater than the sum of the parts as regards quality of working life, and, therefore, the failure to attend to the bigger picture may lead to the failure of interventions which tackle only one aspect. A clearer understanding of the inter-relationship of the various facets of quality of working life offers the opportunity for improved analysis of cause and effect in the workplace. This consideration of quality of working Life as the greater context for various factors in the workplace, such as job satisfaction and stress, may offer opportunity for more cost-effective interventions in the workplace. The effective targeting of stress reduction, for example, may otherwise prove a hopeless task for employers pressured to take action to meet governmental requirements.

Models and components of quality of working life

Various authors and researchers have proposed models of quality of working life which include a wide range of factors. Selected models are reviewed below.
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Hackman and Oldham (1976) drew attention to what they described as psychological growth needs as relevant to the consideration of Quality of working life. Several such needs were identified:

Skill variety, Task Identity, Task significance, Autonomy and Feedback.

They suggested that such needs have to be addressed if employees are to experience high quality of working life. In contrast to such theory based models, Taylor (1979) more pragmatically identified the essential components of quality of working life as basic extrinsic job factors of wages, hours and working conditions, and the intrinsic job notions of the nature of the work itself. He suggested that a number of other aspects could be added, including:

individual power, employee participation in the management, fairness and equity, social support, use of ones present skills, self development, a meaningful future at work, social relevance of the work or product, Effect on extra work activities.

Taylor suggested that relevant quality of working life concepts may vary according to organization and employee group. Warr and colleagues (1979), in an investigation of quality of working life, considered a range of apparently relevant factors, including:

work involvement, intrinsic job motivation, higher order need strength, perceived intrinsic job characteristics, job satisfaction, life satisfaction, happiness, and Self-rated anxiety.
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They discussed a range of correlations derived from their work, such as those between work involvement and job satisfaction, intrinsic job motivation and job satisfaction, and perceived intrinsic job characteristics and job satisfaction. In particular, Warr et al. found evidence for a moderate association between total job satisfaction and total life satisfaction and happiness, with a less strong, but significant association with self-rated anxiety. Thus, whilst some authors have emphasized the workplace aspects in quality of working life, others have identified the relevance of personality factors, psychological well being, and broader concepts of happiness and life satisfaction. Factors more obviously and directly affecting work has, however, served as the main focus of attention, as researchers have tried to tease out the important influences on quality of working life in the workplace. Mirvis and Lawler (1984) suggested that quality of working life was associated with satisfaction with wages, hours and working conditions, describing the basic elements of a good quality of work life as:

safe work environment, equitable wages, equal employment opportunities and Opportunities for advancement.

Baba and Jamal (1991) listed what they described as typical indicators of quality of working life, including:

job satisfaction, job involvement, work role ambiguity, work role conflict, work role overload, job stress, organizational commitment and Turn-over intentions.

Baba and Jamal also explored routinisation of job content, suggesting that this facet should be investigated as part of the concept of quality of working life. Some have argued that quality of working life might vary between groups of workers. For example, Ellis and Pompli (2002) identified a number of factors contributing to job dissatisfaction and quality of working life in nurses, including:

poor working environments,

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resident aggression, workload, inability to deliver quality of care preferred, balance of work and family, shift work, lack of involvement in decision making, professional isolation, lack of recognition, poor relationships with supervisor/peers, role conflict, Lack of opportunity to learn new skills.

Sirgy et al. (2001) suggested that the key factors in quality of working life are:

need satisfaction based on job requirements, need satisfaction based on work environment, need satisfaction based on supervisory behavior, need satisfaction based on ancillary programmes, Organizational commitment.

They defined quality of working life as satisfaction of these key needs through resources, activities, and outcomes stemming from participation in the workplace. Needs as defined by the psychologist, Abraham, were seen as relevant in underpinning this model, covering health & safety, economic and family, social, esteem, actualization, knowledge and aesthetics, although the relevance of non-work aspects is play down as attention is focused on quality of work life rather than the broader concept of quality of life. These attempts at defining quality of working life have included theoretical approaches, lists of identified factors, correlation analyses, with opinions varying as to whether such definitions and explanations can be both global, or need to be specific to each work setting. Bearfield, (2003) used 16 questions to examine quality of working life, and distinguished between causes of dissatisfaction in professionals, intermediate clerical, sales and service workers, indicating that different concerns might have to be addressed for different groups. The distinction made between job satisfaction and dissatisfaction in quality of working life reflects the influence of job satisfaction theories. Herzberg at al., (1959) used Hygiene factors and Motivator factors to distinguish between the separate causes of job satisfaction and job dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that is; job content, the work itself, responsibility and advancement. The Hygiene factors or dissatisfaction-avoidance factors include aspects of the job environment such as interpersonal relationships, salary, working conditions and security. Of these latter, the most common cause of job dissatisfaction can be company
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policy and administration, whilst achievement can be the greatest source of extreme satisfaction. An individuals experience of satisfaction or dissatisfaction can be substantially rooted in their perception, rather than simply reflecting their real world. Further, an individuals perception can be affected by relative comparison am I paid as much as that person - and comparisons of internalized ideals, aspirations, and expectations, for example, with the individuals current state (Lawler and Porter, 1966). In summary, where it has been considered, authors differ in their views on the core constituents of Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee, 2001 and Warr, Cook & Wall, 1979). It has generally been agreed however that Quality of Working Life is conceptually similar to well-being of employees but differs from job satisfaction which solely represents the workplace domain (Lawler, 1982). Quality of Working Life is not a unitary concept, but has been seen as incorporating a hierarchy of perspectives that not only include work-based factors such as job satisfaction, satisfaction with pay and relationships with work colleagues, but also factors that broadly reflect life satisfaction and general feelings of well-being (Danna & Griffin, 1999).[15] More recently, workrelated stress and the relationship between work and non-work life domains (Loscocco & Roschelle, 1991) have also been identified as factors that should conceptually be included in Quality of Working Life.

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Measurement
There are few recognized measures of quality of working life, and of those that exist few have evidence of validity and reliability, that is, there is a very limited literature based on peer reviewed evaluations of available assessments. A recent statistical analysis of a new measure, the WorkRelated Quality of Life scale (WRQoL), indicates that this assessment device should prove to be a useful instrument, although further evaluation would be useful. The WRQoWL measure uses six core factors to explain most of the variation in an individuals quality of working life: Job and Career Satisfaction; Working Conditions; General Well-Being; Home-Work Interface; Stress at Work and Control at Work. The Job & Career Satisfaction (JCS) scale of the Work-Related Quality of Life scale (WRQoL) is said to reflect an employees feelings about, or evaluation of, their satisfaction or contentment with their job and career and the training they receive to do it. Within the WRQoL measure, JCS is reflected by questions asking how satisfied people feel about their work. It has been proposed that this Positive Job Satisfaction factor is influenced by various issues including clarity of goals and role ambiguity, appraisal, recognition and reward, personal development career benefits and enhancement and training needs. The General well-being (GWB) scale of the Work-Related Quality of Life scale (WRQoL) aims to assess the extent to which an individual feels good or content in them, in a way which may be independent of their work situation. It is suggested that general well-being both influences, and is influenced by work. Mental health problems, predominantly depression and anxiety disorders, are common, and may have a major impact on the general wellbeing of the population. The WRQoL GWB factor assesses issues of mood, depression and anxiety, life satisfaction, general quality of life, optimism and happiness. The WRQoL Stress at Work sub-scale (SAW) reflects the extent to which an individual perceives they have excessive pressures, and feel stressed at work. The WRQoL SAW factor is assessed through items dealing with demand and perception of stress and actual demand overload. Whilst it is possible to be pressured at work and not be stressed at work, in general, high stress is associated with high pressure. The Control at Work (CAW) subscale of the WRQoL scale addresses how much employees feel they can control their work through the freedom to express their opinions and being involved in decisions at work. Perceived control at work as measured by the Work-Related Quality of Life scale (WRQoL) is recognized as a central concept in the understanding of
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relationships between stressful experiences, behavior and health. Control at work, within the theoretical model underpinning the WRQoL, is influenced by issues of communication at work, decision making and decision control. The WRQoL Home-Work Interface scale (HWI) measures the extent to which an employer is perceived to support the family and home life of employees. This factor explores the interrelationship between home and work life domains. Issues that appear to influence employee HWI include adequate facilities at work, flexible working hours and the understanding of managers. The Working Conditions scale of the WRQoL assesses the extent to which the employee is satisfied with the fundamental resources, working conditions and security necessary to do their job effectively. Physical working conditions influence employee health and safety and thus employee Quality of working life. This scale also taps into satisfaction with the resources provided to help people do their jobs.

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Applications
Regular assessment of Quality of Working Life can potentially provide organisations with important information about the welfare of their employees, such as job satisfaction, general well-being, work-related stress and the homework interface. Studies in the UK University sector have shown a valid measure of Quality of Working Life exists and can be used as a basis for effective interventions. Worrall and Cooper (2006) recently reported that a low level of well-being at work is estimated to cost about 5-10% of Gross National Product per annum, yet Quality of Working Life as a theoretical construct remains relatively unexplored and unexplained within the organizational psychology research literature. A large chunk of most peoples lives will be spent at work. Most people recognize the importance of sleeping well, and actively try to enjoy the leisure time that they can snatch. But all too often, people tend to see work as something they just have to put up with, or even something they dont even expect to enjoy. Some of the factors used to measure quality of working life pick up on things that dont actually make people feel good, but which seem to make people feel bad about work if those things are absent. For example, noise if the place where someone works is too noisy, they might get frequent headaches, or find they cannot concentrate, and so feel dissatisfied. But when it is quiet enough they dont feel pleased or happy - they just dont feel bad. This can apply to a range of factors that affect someone's working conditions. Other things seem to be more likely to make people feel good about work and themselves once the basics are OK at work. Challenging work (not too little, not too much) can make them feel good. Similarly, opportunities for career progression and using their abilities can contribute to someone's quality of working life. A recent publication of the National Institute of Clinical Excellence (NICE) emphasizes the core role of assessment and understanding of the way working environments pose risks for psychological wellbeing
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through lack of control and excessive demand. The emphasis placed by NICE on assessment and monitoring wellbeing springs from the fact that these processes are the key first step in identifying areas for improving quality of working life and addressing risks at work.

ANALYSIS AND INTERPRETATION

How satisfied are you with Airtel as an employer?
Rating Very Dissatisfied Somewhat Satisfied Neutral Somewhat Satisfied Very Satisfied No. of Respondent 0 1 9 18 22

Airtel
0% 2%

18%
Very Dissatisfied

44%

Somewhat Dissatisfied Neutral Somewhat satisfied

36%

Very Satisfied

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Interpretation:Almost 50% people are satisfied being an employee with Airtel and barely minimum to 2% are dissatisfied.

Are you satisfied working with your peer group?

Rating Very Dissatisfied Somewhat Dissatisfied Neutral Somewhat Satisfied Very Satisfied No. 1 0 9 20 20

S ales
2% 0%

18% 40% VeryDissatisfied Som ewhat Dissatisfied Neutral Som ewhat Satisfied VerySatisfied 40%

Interpretation:Around 80% people enjoy working with their peer group as per the survey.
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Are you provided organization?

Rating Yes No 49 1

with

Leisure

activities

in

the

S ales
2%

Yes No

98%

Interpretation:Almost every employee as per our sample said that they are provided with leisure activities in the organization.

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How satisfied objectives?

are

you

with

planning

of

corporate

Rating Very Dissatisfied Somewhat Dissatisfied Neutral Somewhat Satisfied Very Satisfied

0 1 5 34 10

2% 0% 20%

S ales
10% VeryDissatisfied Som ewhat Dissatisfied Neutral Som ewhat Satisfied VerySatisfied 68%

Interpretation:32

68% Employees in the Airtel have compliance with the corporate objectives and rest have no idea about link between corporate and individual objectives.

Do the individual initiatives are encouraged at Airtel?

Rating Very Dissatisfied Somewhat Dissatisfied Neutral Somewhat Satisfied Very Satisfied

0 0 10 20 16

S ales
0% 0%

22% 35% VeryDissatisfied Som ewhat Dissatisfied Neutral Som ewhat Satisfied VerySatisfied 43%

Interpretation:
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Almost 78% said that individual initiatives are encouraged while rest 22% remain neutral in this case.

Does the company entertain workers participation in management?

Yes No 40 10

Participation

20%

Yes No

80%

Interpretation:80% people said that company entertain worker participation in management while rest were negative in this context.

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Do you know what exactly is expected from you at work?

Strongly Disagree Disagree Neutral Agree Strongly agree 0 0 8 19 23

S ales
0% 0% 16% Strongly Disagree 46% Disagree Neutral agree 38% Strongly agree

Interpretation:84% employee knew their KPI where as rest 16% remain neutral.

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How satisfied are you with the recognition given to you for your quality work?

Very Dissatisfied Somewhat Dissatisfied Neutral Somewhat Satisfied Very Satisfied

1 1 14 23 11

S ales
2% 2%

22% 28% VeryDissatisfied Som ewhat Dissatisfied Neutral Som ewhat Satisfied VerySatisfied 46%

Interpretation: 68% employees were satisfied with the recognition given to them where as 28% had no answer with them and only 4% were against the matter.
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Does the management give you a reasonable work load so that you can balance between work and personal life?
Very Dissatisfied Somewhat Dissatisfied Neutral Somewhat Satisfied Very Satisfied 2 1 21 17 10

2% 20% 4%
Very Dissatisfied Somewhat Dissatisfied

41%

Neutral Somewhat Satisfied Very Satisfied

33%

Interpretation: 53% people were able to meet their targets along with managing work life balance where as 41% remain neutral and only 6% were finding problem to manage work life.

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Does your supervisor management decisions?

Strongly Disagree Disagree Neutral Agree Strongly agree 0 2 6 11 32

ask

you

for

your

input

in

0% 4% 12%
Strongly Disagree Disagree

21% 63%

Neutral agree Strongly agree

Interpretation: It can be seen that 84% employees agreed that their inputs are considered while only 4% were not favoring management.

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Does your organization have feedback system facility?

Yes No

24 6

20%

Yes No

80%

Interpretation: 80% people said that organization do have feedback system facility while 20% employees may not have access to this.

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What factors do you consider most for your commitment towards organization?
Rating Salary & Incentives Personal Growth Fringe Benefits Work Conditions Challenging Opportunities Recognition 20 12 2 4 5 4

Salary& Incentives Personal Growth Fringe Benefits Work Conditions C hallenging Opportunities Recognition

Interpretation:

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40% people were favoring salary & incentives while 24% were towards personal growth. Rest all were ranging from 8 -10%

Would you recommend employment at Airtel to a friend?

0% 8% 10%
Definitely Not Probably Not May Be

23%

59%

Probably Would Definitely Would

Interpretation: 58% people said that they will refer their friend for employment in Airtel while 23% said no and others could refer but are not sure.

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FINDINGS

After DI it was found that employees over there wanted that incentives to be received on a monthly basis. The feedback system facility in the company was accessible to the employees at manager level. Employees individual objectives were aligned with corporate objectives. As 20% employees remained neutral about individual initiatives, it seems they feel reluctant to share their ideas. Company believes in worker participation in management. Employees are aware about their KPIs. 42% employees are unable to maintain balance between work and personal life which is affecting employees work in the company.

RECOMMENDATIONS
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 As employees are not satisfied with the incentive structure because

yearly incentives are provided to them but they are demanding for incentives to be provided on a monthly basis. Company should focus on this. Feedback system facility should be communicated all over the organization. So Airtel should keep a drop box in each floor or department so that every employee can have access to it and their queries will be addressed without disclosing their identity so that they feel free to discuss anything which hampers their work. Company should arrange for counseling to those employees who are finding problem in work life balance so that they can perform their job more effectively and efficiently and tell ways how they can maintain a balance between professional and personal life. To increase satisfaction level of employees, company should also provide some bonuses for employee referral. Also they can conduct some competition bi-monthly or quarterly basis to develop enthusiasm in the working environment.

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QUESTIONNAIRE
Gender: Age: Designation: Department:

Q.1.

How satisfied are you with Airtel as an employer? Somewhat Dissatisfied Neutral Very Satisfied

Very Dissatisfied Somewhat Satisfied

Q.2. Are you satisfied working with your peer group? Very Dissatisfied Somewhat Satisfied Somewhat Dissatisfied Neutral Very Satisfied

Q.3. Are you provided with Leisure activities in the organisation? Yes If NO, what all are your requirements Q.4. How satisfied are you with the planning of corporate objectives? Very Dissatisfied Somewhat Satisfied Somewhat Dissatisfied Neutral Very Satisfied No

Q.5. Do the Individual initiatives are encouraged at Airtel ? Very Dissatisfied Somewhat Dissatisfied Neutral Very Satisfied

Somewhat Satisfied

Q.6. Do the company entertain workers participation in management ? Yes Rate your satisfaction,
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No

Very Dissatisfied

Somewhat Dissatisfied

Neutral Very Satisfied

Somewhat Satisfied

Q.7. Do you know what exactly is expected from you at work? Strongly Disagree Agree Disagree Strongly Agree Neutral

Q.8. How satisfied are you with the recognition given to you for your quality work ? Very Dissatisfied Somewhat Satisfied Somewhat Dissatisfied Neutral Very Satisfied

Q.9. Do the management give you a reasonable work load so that you can balance between work and personal life ? Very Dissatisfied Somewhat Satisfied Somewhat Dissatisfied Neutral Very Satisfied

Q.10. Do your supervisor asks you for your input in management decisions ? Strongly Disagree Agree Disagree Strongly Agree Neutral

Q.12. Do your organisation have feedback system facility? Yes If YES, rate your satisfaction Strongly Dissatisfied Satisfied Dissatisfied Strongly Satisfied Neutral No

If NO, How do you put forward your complaints or requirements before the management?

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Q.13. What factors do you consider most for your commitment towards organisation? Salary & Incentives Fringe Benefits Work Conditions Recognition Others, please specify Q.14. Would you recommend employment at Airtel to a friend? Definitely Not be Probably would Definitely would Probably Not May Personal Growth Challenging Opportunities

Q.15. What can Airtel do to increase your satisfaction as an employee ?

THANK YOU

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