OBJECTIVE OF THE STUDY

The present study is an evaluative survey of employees satisfaction and assessment system of engineers with special reference to TATA COMMUNICATIONS with the objective to determine the following. Degree of effectiveness of the present working environment. Employees evaluation of the limitations influencing the growth of the organization. Employees feeling of being motivated by their subordinates & the level of cooperation achieved. Employees suggestions regarding changes in the present working conditions in order to get success.

APPROACH TO THE STUDY

This study will relate to the amount of satisfaction achieved by the engineers at work with special reference to TATA COMMUNICATIONS and will be limited to engineers at different levels. Therefore, to start with, it is obvious to involve the engineers of TATA COMMUNICATIONS from different departments. Engineers will be put through a questionnaire and personal discussion for data collection. A detailed questionnaire will be drawn with a view to collect comments and suggestions of the engineers as to how they perceive their present job. The questionnaire will be designed after the review of the background of knowledge and experience and the time people will like to devote to give reasonable and correct views. The questions will be arranged in sequence in order to avoid confusion and misunderstanding. A common questionnaire will be designed for all the employees keeping in mind the different aspects of employee satisfaction. A sample size of engineers from each level will be taken for study and the response received from the respondents will be analyzed by study of percentage.

EXPECTED CONTRIBUTION FROM THE STUDY

This study, based on the suggestion of the employees, will help in evolving an improved way for performing the tasks in the organizations. This study will help to understand the factors that lead to satisfaction contributing to the growth of the organization . It will also help to understand the problems faced by the employees during work which would increase the efficiency and output of the organization with same manpower.

CHAPTER 1 (COMPANY PROFILE)

COMPANY PROFILE

Tata Communication Ltd.

Tata Communications has an ISO 20000 and 27001 certifications for managed services and data cent and the company has renewed ISO 14001 certificate. This achievement is a key milestone in securing a leadership position in the managed hosting and storage and hosted messaging services provider space.

Vision
We will strive to be the preferred partner to our customers by providing appropriate and cost-effective communication solutions

Values
Customer Delight Trust Competitive Employer of choice Excellence Team Work

Tata Communications comprehensive portfolio includes :

Transmission IP converged voice mobility managed network connectivity data centres communications solutions business transformation services for global and Indian enterprises service providers as well as broadband and content services to Indian consumers. Tata Communication serves its customers from offices in 80 cities across 40 countries, reflecting the reflecting the diversity of the customers and markets we live in and serve. Our unique market

TATA COMMUNICATIONS OFFERINGS

We want access to integrated IT, telecom and BPO capabilities through industry-leading domain expertise across all communication segments. We offer business transformation solutions to leverage next-generation technologies, enhance profitability and drive value creation.

Comprehensive experience in telecom domain operations Innovative solutions for revenue and customer experience enhancement Best-in-class managed network, application and infrastructure solutions Truly global scalability options Core market strengths in emerging BPO countries

Network Related Netwo rk Engineering - Planning - Design Network Implementation - Installation - Commissioning Network Operations - Network Operations Centers - Capacity Planning - Access Mgmt

Service Related Service Planning & Deployment - Enterprise - Retail (Consumer) Service Fulfillment - Order Mgmt - Provisioning Service Assurance - Complaint Mgmt - Service Mgmt

- Testing

- Technical Account Mgmt

Communications unique capabilities and partnership with TCS enable it to deliver at every stage of telecom outsourcing. It offers the full spectrum of global, end-to-end business transformation solutions for worldwide carrier customers through identified practice areas. It is uniquely positioned to be a partner of choice for telecom companies around the world looking to improve business results.

Recent Achievements
Tata Communications features among the top five national long distance (NLD) players in India with a revenue of Rs692 crore, a 37 per cent growth over last fiscals revenue of Rs505 crore. Other players such as BSNL, Bharti Airtel, Reliance Communications and Vodafone feature along with Tata Communications in the NLD Market. Tata Communications (NYSE: TCL) announced the launch of its Telepresence services, the first ever offering to deliver both private and public Cisco Telepresence rooms to businesses across the world. Telepresence provides life-like, high definition conferencing facilities with superior audio, video and environmental qualities to provide a viable alternative to traditional face-to-face meetings.

CULTURE AT TATA COMMUNICATIONS FORMERLY KNOWN AS VSNL

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VSNL was first under the GOVT.; has been transformed into a PSU and now been privatized & taken over by TATA.. The culture of VSNL has gone into metamorphoses from pure Govt. to PSU to a Private Organization & hence is a blend of old & new style of thoughts & practices. One can find people who vary widely in their capabilities, expectations, & concerns. People of both stature are seen; an expert in their functional area who has expedited him/her-self to the process of adopting to the fast & competitive pace of the Private company & still others who are slow in adopting to the change. This transformation thrusts a greater responsibility into the hands of HR department & provides an impetus to manage change more than anything else. But certainly the feel good factor of taken over by TATAs is certainly there. It will take some time to build a culture of its own as massive restructuring is in the process. But there has been many initiatives of developing & orienting people in the organization, which has helped in charting ways to first, build back the confidence in the organization & then continuously improving the performance of the employees. Over the years repeated time-based promotions, transfers and rotations contributed to diffused roles, ownership and accountability within the system. But with the advent of TATA the Roles have been redefined & people are oriented to give them a boost to perform better & identify with the companies vision, mission & policies and work towards it. The work culture in VSNL is that of a people Friendly one where the people in any department, due to a long time bonding perhaps, share good vibes with each other & are utmost cooperative to each other. Some of the highlights of the culture of PSU set up that were, are: Job Security Less accountability at all levels Procedure oriented Working rather than Result oriented Bureaucracy Lack of ownership Lack of Customer Focus

 A sense of Complacency Well there are positive aspects of the PSU set up which encompasses Easy Going Culture No cut throat competition But this culture could not have sustained the fast paced, competitive telecom industry whose hallmark can be stated as Speed & Quality. Though the privatization has brought in many changes for the better, to tackle some of the problems & bring in reforms to forego the lack of efficiency & accountability prevalent in the PSU set, but it brings with it a sea change in terms of Processes, evaluation procedures, job profile, simply it brings about change in the way things are done & builds up an atmosphere of competitiveness across the organization which will take time to sink in the minds of people working with VSNL. But people in VSNL are quick to adapt to the new culture, as they are already a witness to the transition from GOVT. to PSU. Though reservations are there for few people who are taking a long time to adopt to the new culture of one that of competitiveness, one that keeps one always on their toes to constantly improve. But TATAs are making sure that the company is catapulted to success by way of many initiatives creating a value driven company. Following the initiatives the company has gone through many transformations, both in its business as well as people-related policies. On the people front, the first thing that the company did was involving its employees at every level of change. Tata strives to help align individual goals with the companys objectives. Tata believes, that focus should be on creating a high performance environment, which is conducive to innovation, risk-taking, teamwork, recognition, competence, accountability and speed. To encourage a performance-driven culture, Tata Telecom has adopted a performance management system to align individual objectives with the companys goal, identify and reward good performers and provide feedback to all employees

Some of the other people excellence initiatives arecompetitive compensation, opportunities for personal and professional development, quality of work life, concept of pay-for-performance, rewards and family engaging activities and one of the crucial is giving a direction to the people of VSNL by making them imbibe the TATA code of conduct, making them establish their process as per the Quality mandate-TBEM which is constantly pushing them to the path of EXCELLENCE.

WHY TATA COMMUNICATIONS?

Leader in Telecommunication TATA COMMUNICATIONS has been a pioneer in the area of international telecommunications for over a century. It has developed a very strong presence in the area of Enterprise Business Solutions and Retail business. TATA COMMUNICATIONS has now diversified its business operations internationally in Asia, America and Europe. It has offices in Singapore, Srilanka , USA and UK. Going forth there are scorching growth plans with TATA COMMUNICATIONS planning to be the biggest player in each of these segments. Cutting edge Technology in Telecom TATA COMMUNICATIONS has a long tradition of Technical excellence. It has always managed advanced technologies in the telecom arena. Employees working at TATA COMMUNICATIONS have the opportunity to master advanced and cutting edge technologies. TATA COMMUNICATIONS embodies the well known TATA ethics and culture as given belowIntegrity: We must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny. Understanding: We must be caring, show respect, compassion and humanity for our colleagues and customers around the world, and always work for the benefit of India.

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Excellence: We must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the goods and services we provide. Unity: We must work cohesively with our colleagues across the Group and with our customers and partners around the world, building strong relationships based on tolerance, understanding and mutual cooperation.

WHAT TATA COMMUNICATIONS OFFERS?

TATA COMMUNICATIONS offers its employees careers and not jobs. The large numbers of employees with life tenure at TATA COMMUNICATIONS testify to that. The secret to this loyalty lies in the following: Performance Based Culture TATA COMMUNICATIONS has a strong performance based culture wherein the performance and potential of the employee determines their sustenance and growth. Growth Due to the scorching pace of growth TATA COMMUNICATIONS provides its achievers a fast paced growth path. Those who show potential are soon given higher responsibilities. Employees grow into higher roles within the multiple business units of as well TATA COMMUNICATIONS as group companies in the telecom space and outside it.

GOOD HR PRACTICES
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Fair and transparent Performance Evaluations TATA COMMUNICATIONS has an online appraisal system based on the Balanced Score Card. The system is completely transparent and is used to drive performance through the organization. The system defines expectations from the employee, monitors his/her performance and finally helps in the evaluation. Compensation linked to achievement At TATA COMMUNICATIONS your compensation is strongly linked to your performance. All employees have the opportunity to perform exceptionally and get paid exceptionally.

Manpower planning
HR department in VSNL has come into its full swing after the takeover by TATAs. So in its PSU days the planning for manpower requirement & deployment was done annually. Annual meeting of section/functional heads are conducted wherein the need for manpower was discussed & put into a proper format i.e; the requisite qualifications, experience etc are recorded & then the recruitment used to take place centrally for all the circles in the corporate office based on the results of the written exams & interviews conducted. After the takeover, though the HR department has grown & initiated many process for employee development yet the restructuring after the takeover will take its time for the company to get stabilized. Thus the manpower requirement is purely on the need basis, & to account for the vacancies created. There is no formal process of planning the manpower as of now on a periodic basis but the functional head who is in need of people has to put up an application along with the details of the profile of the person for the post, to the corporate functional head, whose approval will further the direction to the corporate HR who in turn checks for the validity of the requirement & then gives a permission for the hire.

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Recruitment & Selection Practices Process

Requisition from the Departments/ Line Managers Prepare the Job Description/ Person specification Decide the compensation Call for CVs from the placement agencies/ place the requirement on a few job sites Screen the applications Call for interviews Preliminary interview by HR followed by the 2nd interview by Line Managers & HR. For hiring MTs/ GETs VSNL goes for Campus recruitment. Apart from that, many reputed Placement agencies are also given the task of doing the initial screening process by conducting GDs, written tests etc on turn key basis. However, the final interview takes place at VSNL and it is conducted by HR and specialized personnel.

Induction Process Whenever new employees join, they are taken through an Induction Programme to help them in getting acquainted with the overall work culture of the organization, various Rules & Regulations & Policies & Procedures of the company at the regional level. Employees joining at senior level are also taken through an orientation programme wherein they meet the various functional/departmental heads. This is usually done by HR in the shape of Single window i.e one HR person is attached to some departments and he/ she is made responsible for taking care of the entire orientation process of the new joinee. And after a substantial number of employees joins the office they are given Formal induction program at the training center in Pune wherein they are made aware of the products/services VSNL offers, the tariffs applied & the rate in the market etc. the

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Functional head of different departments also make presentation on departments.

their

People Development Since the takeover of TATAs emphasis on training & people development initiatives has tremendously increased & following it a slew of training programs has been conducted to benefit people Over the past 2 years several new functions were created where none existed, or where they were buried as part of some other department in the organization. Areas that were weak were strengthened and supplemented by sales and marketing people brought in from other Tata Group companies. These areas included carrier relations to work with domestic and international telecom carriers or outside plant to implement the countrywide fibre optic backbone for NLD, and customer services. Having evolved, these areas continue to change with the needs of customers. The changes in structure and the creation of new roles within the company presented the need for developing new skills within the system. Traditionally, the company had been very strong in technical areas, but the increased market competition created a greater need to be more customers focused, commercially more flexible and operationally very efficient. In order to build these skills, training programmes were organized on functional areas To supplement the management skills of the team, the company also developed a management development programme. This programme focused on critical commercial skills like business management, people and performance management, negotiating skills, and planning and budgeting skills. A key part of this exercise was that Tata Group executives, who are operating managers, were invited to share their experiences as managers with the VSNL teams. Learning & Growth

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TATA COMMUNICATIONS views training as an integral part of HR process, which gives enough opportunities to learn, develop & keep one self updated with the latest trends in their respective area of work. They believe in providing an ambience conducive to learning & growth. For a technology driven company like VSNL, upgradation of skills is a continuous process. The various activities that go in this process are: Identification of Training needs & on the basis of PMS, one to one Dialogue with individuals, interaction with the Line managers. Preparation of Training calendar Identify / Groom Internal Trainers Identify Quality External Trainers for all levels, Design Customized programmes in consultation with them, negotiate for the budget Actual Conduct of Training Programmes Measuring the effectiveness of the training programme & take

corrective action. These activities help the HR in understanding the areas for improvement as well as areas of strength, which can be leveraged upon. The needs identified is being attended by sending people to Various in-house Training as well as by nominating the people to programme organized by the external agencies. TATA COMMUNICATIONS is a full time member of Commonwealth Telecom Organization (CTO), which conducts various training & development programs from which all member-countries benefit. TATA COMMUNICATIONS sends its employees in various programs conducted by CTO at domestic as well as international level. In addition to this, they also send people to various seminars, which help keeping the employees updated on the latest trends in their area of work and Industry as a whole.

HR PRACTICES

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NATURE OF WORK
Attracting the most qualified employees and matching them to the jobs for which they are best suited is important for the success of any organization. However, many enterprises are too large to permit close contact between top management and employees. Human resources, training, and labor relations managers and specialists provide this link. In the past, these workers have been associated with performing the administrative function of an organization, such as handling employee benefits questions or recruiting, interviewing, and hiring new personnel in accordance with policies and requirements that have been established in conjunction with top management. Todays human resources workers juggle these tasks and, increasingly, consult top executives regarding strategic planning. They have moved from behind-the-scenes staff work to leading the company in suggesting and changing policies. Senior management is recognizing the importance of the human resources department to their financial success. In an effort to improve morale and productivity and to limit job turnover, they also help their firms effectively use employee skills, provide training opportunities to enhance those skills, and boost employees satisfaction with their jobs and working conditions. Although some jobs in the human resources field require only limited contact with people outside the office, dealing with people is an essential part of the job. In a small organization, a human resources generalist may handle all aspects of human resources work, and thus require a broad range of knowledge. The responsibilities of human resources generalists can vary widely, depending on their employers needs. In a large corporation, the top human resources executive usually develops and coordinates personnel programs and policies. A director or manager of human resources and, in some cases, a director of industrial relations, usually implements these policies.

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The director of human resources may oversee several departments, each headed by an experienced manager who most likely specializes in one personnel activity, such as employment, compensation, benefits, training and development, or employee relations. Employment and placement managers oversee the hiring and separation of employees and supervise various workers, including equal employment opportunity specialists and recruitment specialists. Employment, recruitment, and placement specialists recruit and place workers. Recruiters maintain contacts within the community and may travel extensively, often to college campuses, to search for promising job applicants. Recruiters screen, interview, and sometimes test applicants. They also may check references and extend job offers. These workers must be thoroughly familiar with the organization and its personnel policies in order to discuss wages, working conditions, and promotional opportunities with prospective employees. They also must keep informed about equal employment opportunity (EEO) and affirmative action guidelines and laws, such as the Americans with Disabilities Act. EEO officers, representatives, or affirmative action coordinators handle EEO matters in large organizations. They investigate and resolve EEO grievances, examine corporate practices for possible violations, and compile and submit EEO statistical reports. Employer relations representatives, who usually work in government agencies, maintain working relationships with local employers and promote the use of public employment programs and services. Similarly, employment interviewerswhose many job titles include personnel consultants, personnel development specialists, and human resources coordinatorshelp to match employers with qualified jobseekers. Compensation, benefits, and job analysis specialists conduct programs for employers and may specialize in specific areas such as position classifications or pensions. Job analysts, sometimes called position classifiers, collect and examine detailed information about job duties in order to prepare job descriptions. These descriptions explain the duties, training, and skills that each job requires. Whenever a large organization

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introduces a new job or reviews existing jobs, it calls upon the expert knowledge of the job analyst. Occupational analysts conduct research, usually in large firms. They are concerned with occupational classification systems and study the effects of industry and occupational trends upon worker relationships. They may serve as technical liaison between the firm and other firms, government, and labor unions. Establishing and maintaining a firms pay system is the principal job of the compensation manager. Assisted by staff specialists, compensation managers devise ways to ensure fair and equitable pay rates. They may conduct surveys to see how their firms rates compare with others and to see that the firms pay scale complies with changing laws and regulations. In addition, compensation managers often oversee their firms performance evaluation system, and they may design reward systems such as pay-for-performance plans. Employee benefits managers and specialists handle the companys employee benefits program, notably its health insurance and pension plans. Expertise in designing and administering benefits programs continues to take on importance as employer-provided benefits account for a growing proportion of overall compensation costs, and as benefit plans increase in number and complexity. For example, pension benefits might include savings and thrift, profit sharing, and stock ownership plans; health benefits might include long-term catastrophic illness insurance and dental insurance. Familiarity with health benefits is a top priority for employee benefits managers and specialists, as more firms struggle to cope with the rising cost of healthcare for employees and retirees. In addition to health insurance and pension coverage, some firms offer employees life and accidental death and dismemberment insurance, disability insurance, and relatively new benefits designed to meet the needs of a changing workforce, such as parental leave, child and elder care, long-term nursing home care insurance, employee assistance and wellness programs, and flexible benefits plans. Benefits managers must keep abreast of changing Federal and State regulations and legislation that may affect employee benefits.

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Employee assistance plan managers, also called employee welfare managers, are responsible for a wide array of programs covering occupational safety and health standards and practices; health promotion and physical fitness, medical examinations, and minor health treatment, such as first aid; plant security; publications; food service and recreation activities; carpooling and transportation programs, such as transit subsidies; employee suggestion systems; childcare and elder care; and counseling services. Childcare and elder care are increasingly important due to growth in the number of dual-income households and the elderly population. Counseling may help employees deal with emotional disorders, alcoholism, or marital, family, consumer, legal, and financial problems. Some employers offer career counseling as well. In large firms, certain programs, such as those dealing with security and safety, may be in separate departments headed by other managers. Training and development managers and specialists conduct and supervise training and development programs for employees. Increasingly, management recognizes that training offers a way of developing skills, enhancing productivity and quality of work, and building worker loyalty to the firm. Training is widely accepted as a method of improving employee morale, but this is only one of the reasons for its growing importance. Other factors include the complexity of the work environment, the rapid pace of organizational and technological change, and the growing number of jobs in fields that constantly generate new knowledge. In addition, advances in learning theory have provided insights into how adults learn, and how training can be organized most effectively for them. Training managers provide worker training either in the classroom or onsite. This includes setting up teaching materials prior to the class, involving the class, and issuing completion certificates at the end of the class. Training specialists plan, organize, and direct a wide range of training activities. Trainers respond to corporate and worker service requests. They consult with onsite supervisors regarding available performance improvement services and conduct orientation sessions and arrange on-the-job training for new employees. They help rank-and-file workers maintain and improve their job skills, and possibly prepare for jobs requiring greater skill. They help supervisors improve their interpersonal skills in order

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to deal effectively with employees. They may set up individualized training plans to strengthen an employees existing skills or teach new ones. Training specialists in some companies set up leadership or executive development programs among employees in lower level positions. These programs are designed to develop potential executives to replace those leaving the organization. Trainers also lead programs to assist employees with transitions due to mergers and acquisitions, as well as technological changes. In government-supported training programs, training specialists function as case managers. They first assess the training needs of clients, and then guide them through the most appropriate training method. After training, clients may either be referred to employer relations representatives or receive job placement assistance. Planning and program development is an important part of the training specialists job. In order to identify and assess training needs within the firm, trainers may confer with managers and supervisors or conduct surveys. They also periodically evaluate training effectiveness. Depending on the size, goals, and nature of the organization, trainers may differ considerably in their responsibilities and in the methods they use. Training methods include on-the-job training; operating schools that duplicate shop conditions for trainees prior to putting them on the shop floor; apprenticeship training; classroom training; and electronic learning, which may involve interactive Internet-based training, multimedia programs, distance learning, satellite training, other computer-aided instructional technologies, videos, simulators, conferences, and workshops. An organizations director of industrial relations forms labor policy, oversees industrial labor relations, negotiates collective bargaining agreements, and coordinates grievance procedures to handle complaints resulting from management disputes with unionized employees. The director of industrial relations also advises and collaborates with the director of human resources, other managers, and members of their staff, because all aspects of personnel policysuch as wages, benefits, pensions, and work practices may be involved in drawing up a new or revised union contract.

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Labor relations managers and their staffs implement industrial labor relations programs. When a collective bargaining agreement is up for negotiation, labor relations specialists prepare information for management to use during negotiation, a process that requires the specialist to be familiar with economic and wage data and to have extensive knowledge of labor law and collective bargaining trends. The labor relations staff interprets and administers the contract with respect to grievances, wages and salaries, employee welfare, healthcare, pensions, union and management practices, and other contractual stipulations. As union membership continues to decline in most industries, industrial relations personnel are working more often with employees who are not members of a labor union. Dispute resolutionattaining tacit or contractual agreementshas become increasingly important as parties to a dispute attempt to avoid costly litigation, strikes, or other disruptions. Dispute resolution also has become more complex, involving employees, management, unions, other firms, and government agencies. Specialists involved in dispute resolution must be highly knowledgeable and experienced, and often report to the director of industrial relations. Conciliators, or mediators, advise and counsel labor and management to prevent and, when necessary, resolve disputes over labor agreements or other labor relations issues. Arbitrators, sometimes called umpires or referees, decide disputes that bind both labor and management to specific terms and conditions of labor contracts. Labor relations specialists who work for unions perform many of the same functions on behalf of the union and its members.

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EMPLOYEE SATISFACTION

Over the years researchers have studied and attempted to quantify employee commitment, loyalty, morale and overall employee satisfaction. This gave rise to many types of employee surveys whose purpose was to measure one or all of these components. Extensive research in this area has been conducted. This research came to the conclusion that overall employee satisfaction is manifest in the level of engagement that employees have in their work. In other words, employee engagement was the ultimate expression of employee commitment, loyalty, morale and overall employee satisfaction. Therefore organizations needed to focus on employee engagement rather than on these other components of employee satisfaction. This research clearly pointed out the large gap in employee engagement and the magnitude of the challenge facing most organizations. Measuring satisfaction is measuring a passive employee state, while measuring engagement is measuring an active state. For example, an employee that is not engaged at work might very well indicate a high level of satisfaction with their organization. This employee is getting everything they wish: a steady paycheck, benefits, sick leave and paid vacation. Their actual contribution to the well being of the organization in terms of innovation, creativity and productivity is negligible. But they are satisfied. On the other hand, a fully engaged employee that is enthusiastic about their work is creative, innovative and wants to contribute might indicate a lower level of satisfaction with the same organization, as the disengaged employee. When a company measures employee satisfaction are they getting data that provides them with meaningful information that will allow them to improve their competitive advantage and profitability? The simple answer is that they are not. This is why they need to focus on employee engagement and understand the principle components of employee engagement.

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Employee satisfaction and retention have always been important issues for physicians. After all, high levels of absenteeism and staff turnover can affect your bottom line, as temps, recruitment and retraining take their toll. But few practices (in fact, few organizations) have made job satisfaction a top priority, perhaps because they have failed to understand the significant opportunity that lies in front of them. Satisfied employees tend to be more productive, creative and committed to their employers, and recent studies have shown a direct correlation between staff satisfaction and patient satisfaction. Family physicians who can create work environments that attract, motivate and retain hard-working individuals will be better positioned to succeed in a competitive health care environment that demands quality and cost-efficiency. What's more, physicians may even discover that by creating a positive workplace for their employees, they've increased their own job satisfaction as well.

The Employee Satisfaction Survey measures employee satisfaction and helps to: Foster commitment instead of compliance Identify managers in need of leadership development Determine your organizations readiness and its ability to accomplish its mission Leverage best demonstrated practices Create a rich working environment Improve the performance of teams Shape customer-centric behavior Track progress over time

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TWO DIMENSIONS OF EMPLOYEE SATISFACTION

In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation theory, interviewed a group of employees to find out what made them satisfied and dissatisfied on the job. He asked the employees essentially two sets of questions: 1. Think of a time when you felt especially good about your job. Why did you feel that way? 2. Think of a time when you felt especially bad about your job. Why did you feel that way? From these interviews Herzberg went on to develop his theory that there are two dimensions to job satisfaction: motivation and "hygiene". Hygiene issues, according to Herzberg, cannot motivate employees but can minimize dissatisfaction, if handled properly. In other words, they can only dissatisfy if they are absent or mishandled. Hygiene topics include company policies, supervision, salary, interpersonal relations and working conditions. They are issues related to the employee's environment. Motivators, on the other hand, create satisfaction by fulfilling individuals needs for meaning and personal growth. They are issues such as achievement, recognition, the work itself, responsibility and advancement. Once the hygiene areas are addressed, said Herzberg, the motivators will promote job satisfaction and encourage production.

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Employee satisfaction survey basically deals with the following factors:

Applying the theory :

To apply Herzberg's theory to real-world practice, let's begin with the hygiene issues. Although hygiene issues are not the source of satisfaction, these issues must be dealt with first to create an environment in which employee satisfaction and motivation are even possible.

Company and administrative policies. An organization's policies can be a great

source of frustration for employees if the policies are unclear or unnecessary or if not everyone is required to follow them. Although employees will never feel a great sense of motivation or satisfaction due to your policies, you can decrease dissatisfaction in this area by making sure your policies are fair and apply equally to all. Also, make printed copies of your policies-and-procedures manual easily accessible to all members of your staff. If you do not have a written manual, create one, soliciting staff input along the way. If you already have a manual, consider updating it (again, with staff input). You

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might also compare your policies to those of similar practices and ask yourself whether particular policies are unreasonably strict or whether some penalties are too harsh.

Supervision. To decrease dissatisfaction in this area, you must begin by making wise
decisions when you appoint someone to the role of supervisor. Be aware that good employees do not always make good supervisors. The role of supervisor is extremely difficult. It requires leadership skills and the ability to treat all employees fairly. You should teach your supervisors to use positive feedback whenever possible and should establish a set means of employee evaluation and feedback so that no one feels singled out.

Salary. The old adage "you get what you pay for" tends to be true when it comes to
staff members. Salary is not a motivator for employees, but they do want to be paid fairly. If individuals believe they are not compensated well, they will be unhappy working for you. Consult salary surveys or even your local help-wanted ads to see whether the salaries and benefits you're offering are comparable to those of other offices in your area. In addition, make sure you have clear policies related to salaries, raises and bonuses.

Interpersonal relations. Remember that part of the satisfaction of being employed is

the social contact it brings, so allow employees a reasonable amount of time for socialization (e.g., over lunch, during breaks, between patients). This will help them develop a sense of camaraderie and teamwork. At the same time, you should crack down on rudeness, inappropriate behavior and offensive comments. If an individual continues to be disruptive, take charge of the situation, perhaps by dismissing him or her from the practice.

Working conditions. The environment in which people work has a tremendous effect
on their level of pride for themselves and for the work they are doing. Do everything you

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can to keep your equipment and facilities up to date. Even a nice chair can make a world of difference to an individual's psyche. Also, if possible, avoid overcrowding and allow each employee his or her own personal space, whether it be a desk, a locker, or even just a drawer. If you've placed your employees in close quarters with little or no personal space, don't be surprised that there is tension among them. Before you move on to the motivators, remember that you cannot neglect the hygiene factors discussed above. To do so would be asking for trouble in more than one way. First, your employees would be generally unhappy, and this would be apparent to your patients. Second, your hardworking employees, who can find jobs elsewhere, would leave, while your mediocre employees would stay and compromise your practice's success. So deal with hygiene issues first, then move on to the motivators.

Work itself. Perhaps most important to employee motivation is helping individuals

believe that the work they are doing is important and that their tasks are meaningful. Emphasize that their contributions to the practice result in positive outcomes and good health care for your patients. Share stories of success about how an employee's actions made a real difference in the life of a patient, or in making a process better. Make a big deal out of meaningful tasks that may have become ordinary, such as new-baby visits. Of course employees may not find all their tasks interesting or rewarding, but you should show the employee how those tasks are essential to the overall processes that make the practice succeed. You may find certain tasks that are truly unnecessary and can be eliminated or streamlined, resulting in greater efficiency and satisfaction.

Achievement. One premise inherent in Herzberg's theory is that most individuals

sincerely want to do a good job. To help them, make sure you've placed them in positions that use their talents and are not set up for failure. Set clear, achievable goals and standards for each position, and make sure employees know what those goals and standards are. Individuals should also receive regular, timely feedback on how they are doing and should feel they are being adequately challenged in their jobs. Be careful, however, not to overload individuals with challenges that are too difficult or impossible, as that can be paralyzing.

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Recognition. Individuals at all levels of the organization want to be recognized for

their achievements on the job. Their successes don't have to be monumental before they deserve recognition, but your praise should be sincere. If you notice employees doing something well, take the time to acknowledge their good work immediately. Publicly thank them for handling a situation particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate. You may even want to establish a formal recognition program, such as "employee of the month."

Responsibility. Employees will be more motivated to do their jobs well if they have
ownership of their work. This requires giving employees enough freedom and power to carry out their tasks so that they feel they "own" the result. As individuals mature in their jobs, provide opportunities for added responsibility. Be careful, however, that you do not simply add more work. Instead, find ways to add challenging and meaningful work, perhaps giving the employee greater freedom and authority as well. Employees will be more motivated to do their jobs well if they have ownership of their work.

Advancement. Reward loyalty and performance with advancement. If you do not

have an open position to which to promote a valuable employee, consider giving him or her a new title that reflects the level of work he or she has achieved. When feasible, support employees by allowing them to pursue further education, which will make them more valuable to your practice and more fulfilled professionally.

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TWO DIMENSIONS OF EMPLOYEE SATISFACTION

Frederick Herzberg theorized that employee satisfaction depends on two sets of issues: "hygiene" issues and motivators. Once the hygiene issues have been addressed, he said, the motivators create satisfaction among employees.

Hygiene issues (Dissatisfiers) Company and administrative policies Supervision Salary Interpersonal relations Working conditions

Motivators (Satisfiers) Work itself Achievement Recognition Responsibility Advancement

KEY POINTS:
Employee satisfaction affects every aspect of a medical practice, from patient satisfaction to overall productivity.

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 Frederick Herzberg theorized that employee satisfaction has two dimensions: "hygiene" and motivation.

Hygiene issues, such as salary and supervision, decrease employees dissatisfaction with the work environment. Motivators, such as recognition and achievement, make workers more productive, creative and committed.

KEY FACTS:
Job satisfaction is good not only for employees but employers, too; it increases productivity and decreases staff turnover. Employee satisfaction is also correlated with patient satisfaction. Research from motivation theorist Frederick Herzberg suggests that employee satisfaction has two components: "hygiene" and motivation. Hygiene issues can only dissatisfy if they are absent or handled improperly by employers. An organization's policies, if unclear or unfair, can stand in the way of employee satisfaction. Although employees do want to be paid fairly for their work, money is not an effective way to motivate individuals. Employees need a reasonable amount of social interaction on the job. Employees also need some degree of personal space, which diffuses tension and improves working conditions.

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 Practices should address the hygiene issues before attempting to tackle the motivators. If hygiene issues are ignored, excellent employees will seek jobs elsewhere while mediocre employees will stay behind. To begin motivating employees, help them believe that their work is meaningful. If you discover a task that is truly unnecessary, eliminate it so that your employees can focus on tasks that matter. To help employees achieve on the job, provide them with ongoing feedback and adequate challenges. When your employees do good work, recognize them for it immediately. To increase an employee's sense of responsibility, do not simply give them more work; give them freedom and authority as well. You can help employees advance in their professional lives by promoting them, when appropriate, or encouraging continuing education.

METHODS FOR MEASURING EMPLOYEE SATISFACTION

We can measure employee satisfaction using a number of different methods, including:

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 Paper questionnaire distributed internally and returned to us directly,

Internet survey

Mixed methodology, combining the above. This enables all employees to respond, regardless of Internet access or comfort levels.

Paper questionnaires are a proven methodology for this type of research, and continue to be used with success. However, if everyone in your organization has Internet access (and actually uses it), you may want to consider utilizing a web-based methodology to conduct your research. We'll work with you to help you determine the most appropriate methodology for your particular circumstance. Optimizing employee satisfaction is key to the success of any business. And sound, insightful employee satisfaction research is key to understanding how to achieve that optimization. The Business Research Lab offers an experienced professional team to help you understand and optimize your employee satisfaction programs. Employees with higher job satisfaction: Believe that the organization will be satisfying in the long run Care about the quality of their work Are more committed to the organization Have higher retention rates, and Are more productive.

Uses for Employee Satisfaction Surveys include:

Focusing of Employee Development Programs Enhancing Management/Employee Relations Training Needs Assessment

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Evaluation of Training Organizational Climate Survey Customer Satisfaction Survey

This process can also be a motivator of performance since it shows the employee that their opinions and views are considered important.

How it is conducted?
Checklist of what to do when conducting an employee survey. 1. Needs Analysis Why is the survey being conducted? Meetings are held to determine the goals and objectives, as well as the content of the project. Whether implemented through individual interview or focus group this needs analysis will ensure that the critical information is gathered in the manner that best fits the customer need and will assist in determining the best method of collecting the data. 2. Focus Groups Structured meetings to gather qualitative information relevant to the survey development. Our staff will handle all the details, including recruitment of focus group members, moderation of the actual meeting in any city, and report generation on information gathered. 3. Survey Design Develop survey instrument by synthesizing the information gathered from needs analysis, focus groups and other documents available. Determine the rating scale to be used: 1. Strongly agree | agree | (neither agree nor disagree) | disagree | strongly disagree. 2. Excellent | good | fair | poor 3. All of the time | most of the time | some of the time | hardly ever | never 4. To a very great extent | to a great extent | to some extent | to a very little extent | to no extent at all

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5. Very satisfied | satisfied | (neither satisfied nor dissatisfied) | dissatisfied | very dissatisfied
4.

Develop questionnaire A questionnaire used for Employee Attitude/Opinion Surveys typically contains items that are rated on a 5-point scale. These items may be developed to measure different dimensions of the organization (e.g., communication, teamwork, leadership, initiative, management, compensation,). Questionnaires also typically include one or more open-ended questions to solicit written feedback. Questionnaires typically include from 50 to 100 items. When estimating the amount of time to complete the questionnaire you should estimate about 1 minute per questionnaire item. If using a printed questionnaire form, you should consider using forms that can be scanned into a computer. It should be noted that the design of a questionnaire is usually an iterative process -- questions are formulated, tested, reformulated, tested, and so on.

5. Questionnaire Review Examine and critique of an existing survey. The review is conducted to improve the quality of the survey, and to increase the likelihood the customer receives actionable information. Critiques are also performed to increase the probability of high response rates. 6. Instrument Pre-Test Conduct an instrument pre-test, which is an examination of the data collection instrument by potential respondents. It can be completed for paper-based, as well as electronic and phone based data capture. This may include a series of telephone interviews or focus groups designed to gather feedback on the content, clarity, readability, relevance, length, and comprehensiveness of the item set, as well as the overall experience of completing the instrument. Pre-testing can show: 1. Poor question wording or sequencing, as well as errors in layout

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2. Problems caused by the length of the questionnaire or the respondents' inability or unwillingness to answer the questions 3. Additional questions or response categories that can be pre-coded on the questionnaire 4. Non-response problems 5. Any negative repercussions the survey may have on employees 7. Ensure confidentiality of participants Steps must be taken to ensure the confidentiality of the feedback results. For example, the feedback ratings from several employees should be combined (averaged) to mask the identity of an individual employee. Comments or written answers to questions may be summarized in the results to mask the identity of the author. The confidentiality helps ensure that the results are genuine. 8. Administer the questionnaire Distribute questionnaire forms (if using printed copies) with instructions. May want to prepare answers to common questions if other employees will be assisting in the administration. If possible, post the questions and answers to your website for easy access. Administer it to everyone? Or, just a sample? 1. Advantages of it to everyone: All employees are given the opportunity to express their opinions 2. Advantages of it only to a sample: Reduced time to collect and process the data Less data to collect 9. Analyze the data Basic data analysis would include averages of ratings. More complicated analyses may include item-analysis and/or factor-analysis. Types of analyses include: Performance Dimension Summary; Summary-Performance vs. Expected; Individual Item Ratings; Item Ratings-Performance vs. Expected (normed); Highest- or Lowest-Rated Items (shows individual's strengths and weaknesses); Group & Organizational Ranking, and Recommendations for Development.

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You may want to analyse the data by organizational division or department to assess group and organizational strengths and weaknesses. This can be used to support or promote training and organizational development.

10. Written Interpretive Reports Examine data through written interpretive reports, which summarize the results of your study. We can provide reports that identify themes in the data, and provide conclusions and recommendations. 11. Presentation of Survey Results The analysis of data in report format, or on a variety of other media, such as CD-ROM, diskette, or Internet. Our research analysts can present the results in person, via videoconference, or on video. These presentations can be done at all levels of the organization with the content tailored to the needs and interest of each constituent group. A typical presentation contains two major elements, summarizing the result of the survey and of focused discussion of how to proceed with the information. 12. Develop and Distribute Results Feedback results should be shared with the employees. You may want to provide individual review sessions or group workshops conducted by a facilitator to help individuals review and understand the results and develop appropriate goals and objectives.

EMPLOYEE SATISFACTION SURVEY SOLUTION DRIVING EMPLOYEE LOYALTY

Research shows that satisfied, motivated employees will create higher customer satisfaction and in turn positively influence organizational performance. Noticing this trend, many organizations are investing in measuring and quantifying employee opinions and attitudes by incorporating Employee Satisfaction Surveys into their existing HR and organizational processes.

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The following are just a few benefits of an Employee Satisfaction Survey: More Accurate Perspective Organizations achieve a more accurate view of current policies and a more clear perspective of issues that are of higher priority to employees than others, such as benefits versus career development, versus compensation Increased Employee Loyalty By quantifying and analyzing employee attitudes and opinions, enterprises can identify problem areas and solutions to create a supportive work environment encouraging a motivated and loyal workforce.

Training Needs Assessment Employee Satisfaction Surveys aid in developing individual goals and career potential. With more insight into their opinions and attitudes, management can establish professional development initiatives. Improved Customer Service Because motivated employees are critical to improved organizational initiatives, such as increasing customer satisfaction, enterprises that value and strive for greater employee satisfaction ultimately create higher customer satisfaction. Accurate & Personalized Surveys By fully integrating into current HR systems and utilizing existing employee information, we have more relevant and personalized surveys. Companies are able to turn responses into actionable results to facilitate organizational changes, improve management and to increase employee loyalty. Faster Turnaround It reduces the speed to create and deploy surveys, collect data and prepare personalized individual reports, thus reducing response time and increasing overall satisfaction.

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Follow-up & Reporting Capabilities Companies can follow-up with employees who have not completed their survey, maximizing the response rate and value of employee satisfaction feedback. Instead of creating hundreds or thousands of results reports manually, they can all be automated providing a single platform for report viewing and analysis furthering consistency across global organizations, reducing lead time from months to days or hours Flexibility Global organizations can utilize the full multi-lingual survey and reporting capabilities enabling a single platform throughout an enterprise. It is fully customizable around the organization in which it's being used and can gather, process and act upon feedback from thousands to millions of customers.

A comprehensive Employee Satisfaction process, can be key to a more a motivated and loyal workforce leading to increased customer satisfaction and overall profitability for an enterprise.

What are the statistically significant factors that affect job satisfaction?

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SIX FACTORS THAT INFLUENCE JOB SATISFACTION ARE AS FOLLOWS:

Opportunity. Employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects, jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important: this is not simply "promotional opportunity." As organizations have become flatter,

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promotions can be rare. People have found challenge through projects, team leadership, special assignments-as well as promotions.

Actions: Promote from within when possible. Reward promising employees with roles on interesting projects. Divide jobs into levels of increasing leadership and responsibility. It may be possible to create job titles that demonstrate increasing levels of expertise, which are not limited by availability of positions. They simply demonstrate achievement.

Stress. When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees' personal lives or are a continuing source of worry or concern.

Actions: Promote a balance of work and personal lives. Make sure that senior managers model this behavior. Distribute work evenly (fairly) within work teams. Review work procedures to remove unnecessary "red tape" or bureaucracy. Manage the number of interruptions employees have to endure while trying to do their jobs.

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 Some organizations utilize exercise or "fun" breaks at work.

Leadership. Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action.

Actions: Make sure your managers are well trained. Leadership combines attitudes and behavior. It can be learned. People respond to managers that they can trust and who inspire them to achieve meaningful goals.

Work Standards. Employees are more satisfied when their entire workgroup takes pride in the quality of its work.

Actions: Encourage communication between employees and customers. Quality gains importance when employees see its impact on customers. Develop meaningful measures of quality. Celebrate achievements in quality.

Fair Rewards.

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Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs.

Actions: Make sure rewards are for genuine contributions to the organization. Be consistent in your reward policies. If your wages are competitive, make sure employees know this. Rewards can include a variety of benefits and perks other than money. As an added benefit, employees who are rewarded fairly, experience less stress.

Adequate Authority. Employees are more satisfied when they have adequate freedom and authority to do their jobs.

Actions: When reasonable: Let employees make decisions. Allow employees to have input on decisions that will affect them. Establish work goals but let employees determine how they will achieve those goals. Later reviews may identify innovative "best practices." Ask, "If there were just one or two decisions that you could make, which ones would make the biggest difference in your job?"

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The key to Employee Relations Is finding out what they really think. Where does your company stand on each of the critical "4Cs" of employee satisfaction? Commitment Culture Communications Compensation Commitment to assess employee engagement, Culture to gauge leadership and accountability, Communications to identify roadblocks to effective management and Compensation to measure employee perceptions of pay and benefits.

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Core benefits of the Employee Satisfaction analysis using Employee Response

Access to a comprehensive survey which can be adapted to meet your needs Holistic analysis of employee satisfaction as the basis for entrepreneurial and customer-oriented employees Consideration of significant of the organisation's power fields which influence employee satisfaction Concrete ideas for improving employee satisfaction Generation of core and steering sizes (e.g. for Balanced Scorecard, ISOcertification) Independence and the related cost-savings in conducting the analysis.

Employee satisfaction - fundamental to company success The willingness of employees to be customer-oriented as well as the interaction between customer and employee determine to a significant degree the customer's perception of performance. Employees are often claimed by management, entrepreneurs and researchers to be the most important resource of the company. In practice, the proclaimed importance of employees is, however, often only lip service. The related potential for increasing company success is only used half-heartedly.

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Employee satisfaction - an important steering size

Employee satisfaction is a significant determinant for employee motivation. On this basis, a holistic measurement of employee satisfaction is necessary on several levels Goals Process Work Group Individual Person Communication & Information

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CHAPTER 2 (RESEARCH METHODOLOGY)

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RESEARCH METHODOLOGY

Employee Satisfaction Survey

This Employee Satisfaction Survey asks questions which go to the heart of how an employee feels about his or her company, job and work life. The result of the survey will indicate if there is need to follow up. This survey does not provide a complete list of the numerous issues that employees could raise about management, work and work life. Even if there were a complete survey and if the employer were to remedy all complaints, there would remain a serious flaw in that approach. Aside from the cost & feasibility such an approach would be paternalistic and not constructive because it would leave the employees out of the process. This survey is brief, yet it exposes the core issues. If the need to follow up is indicated, then the employees need to participate in person in the development of any follow up action. This process would build trust, openness, communication & satisfactionultimately improving the quality of work life and performance. Employee Satisfaction Surveys allow an organization to understand employee perceptions. Perception is reality. Because employees at every organization act on the basis of their perceptions, management must be keenly aware of employees views. Employee satisfaction surveys deliver a successful means of measuring, and acting upon, employees' current beliefs on many job-related subjects

The Employee Satisfaction Survey consists of the following stages: Design --> Administration --> Analysis

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Effective employee surveys provide management with actionable items that: Engage employees in their desire to meet individual and organizational goals. Increase employee retention and development. Lead to increased customer satisfaction. Help management clarify "perception" vs. "reality" in understanding the things that matter most to employees

Results

The information gathered from employee satisfaction surveys gives us the management knowledge that directly impacts the bottom line and fosters positive employee relations in any or all of the following ways: Identifying cost-saving opportunities Improving productivity Reducing turnover Curbing absenteeism Strengthening supervision Evaluating customer-service issues Assessing training needs Streamlining communication Benchmarking the organization's progress in relation to the industry

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Dimensions

Each item in employee satisfaction surveys is combined with other related survey items to produce dimensions. These surveys solidly measure the following key aspects of employee satisfaction: Overall Job Satisfaction Satisfaction with the Work Coworker Performance/Cooperation Pay Satisfaction Benefits Satisfaction Promotions/Career Advancement Supervisory Consideration Supervisory Promotion of Teamwork and Participation Supervisory Instruction/Guidance Communication Human Resources/Personnel Policies Concern for Employees Productivity/Efficiency Training & Development Physical Working Conditions Customer Service Strategy/Mission Job Stress

It also gives you the choice to create your own customized survey dimensions, which accurately measure topics of particular importance to your organization.

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Engineers/officials will be put through a questionnaire and personal discussion for data collection. A detailed questionnaire will be drawn with a view to collect comments and suggestions of the engineers/officials as to how they perceive their jobs & their working conditions. The questionnaire will be designed after the review of the background of knowledge and experience and the time people will like to devote to give reasonable and correct views. The questions will be arranged in sequence in order to avoid confusion and misunderstanding. However, in order to build a proper atmosphere for free and frank views it will be clarified that information and discussion will be used only for academic purpose. This will be an attempt to test the satisfaction of the employees in their present job, the adequacy of the existing working conditions etc. From the point of view of academic study only, an attempt will be made to get as much reaction as possible with the object of making the study more authentic and bring out the view point of employees. In order to ascertain the correctness of the information given by the employees they can also be personally interviewed.

A common questionnaire will be designed for all the employees keeping in mind the different aspects of employee satisfaction. A sample size of engineers from each level will be taken for study and the response received from the respondents will be analyzed by study of percentage.

SAMPLE:
The target group of study consists of executive engineers of Videsh Sanchar Nigam Limited, at different levels. The sample consists of 50 executives of Videsh Sanchar Nigam Limited.

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QUESTIONNAIRE:
A questionnaire was developed that consisted of particulars of the employees & questions relating to the satisfaction acquired by the employees in accordance with there Job Skills Work culture Other Factors

It was intended to study the employees satisfaction in Videsh Sanchar Nigam Limited for six categories of Respondents. Those categories are :

Engineers Assistant Managers Sr. Managers Executives General managers Managers The questionnaire is enclosed at Annexure .

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Job Related Satisfaction

It is a diverse term, which in reference to an employee in the organization refers to the satisfaction that he gets from the job conducive to an employees development. Some of the critical dimensions that were considered in the questionnaire were: o o o o o o Nature of job Motivation Flexibility Growth Work load Security

Skills Related Satisfaction

This refers to the system of assessment of the satisfaction among the employees based on their skills that the management decides about the fulfillment of the particular needs of the employee. Some of the parameters considered in the questionnaire are as follows:

o o o o o

Innovation & Changes Training & Development Performance Appraisal Promotion & Transfers Skills Utilization

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Work Culture Related Satisfaction

It is closely related to the Organizational climate and relations between the employees of the organization. Some of the parameters, which have been considered in the questionnaire, are as follows: o o o o o o o o Communication Relationship with Peers Relationship with superiors Supervision Conflict Management Organizational Structure Value for Work Working Conditions

Other Factors Related Satisfaction

This refers to the satisfaction, which the employees get based on some other factors. The parameters considered in the questionnaire under this are: o o Wages & Salaries Other Benefits & Allowances

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CHAPTER 3 (ANALYSIS AND INTERPRETATION OF DATA)

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ANALYSIS METHOD
Various responses to objective type questions were ranked from 1 to 4 whereby point 1 was given to very much satisfied response and point 4 marked for very much dissatisfied response. categories: The responses were evaluated under four

Very much satisfied (VMS) Moderately satisfied (MS) Neither satisfied nor dissatisfied (NSND) Very much dissatisfied (VMD)

The responses to various questions were placed in these four categories and percentage was taken out for the four categories for various dimensions. It is shown in the form of table as follows:

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Job Related Satisfaction

Rate your Satisfaction level on the basis of following parametersThis consists of following sub dimensions:

Q1. Nature of the Job

VMS 26

MS 24

NSND 0

VMD 0

ANALYSIS & INTERPRETATION OF DATA Majority of the respondents were very much satisfied with the nature of the job (55%), where as 45% of other respondents were moderately satisfied.

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Q2. Degree of Motivation

VMS 24

MS 23

NSND 3

VMD 0

ANALYSIS & INTERPRETATION OF DATA 45% of respondents were very much satisfied by the degree of motivation for their job, 40% were moderately satisfied with the meager 15% were neither satisfied nor dissatisfied.

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Q3. Flexibility

VMS 28

MS 20

NSND 1

VMD 1

ANALYSIS & INTERPRETATION OF DATA 50% of respondents were moderately satisfied with the growth, whereas 30% were very much satisfied and 20% were neither satisfied nor dissatisfied.

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Q4. Growth

VMS 36

MS 10

NSND 4 0

VMD

ANALYSIS & INTERPRETATION OF DATA 50% of respondents were moderately satisfied with the growth, whereas 30% were very much satisfied and 20% were neither satisfied nor dissatisfied

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Q5. Workload

VMS 28

MS 14

NSND 4

VMD 4

ANALYSIS & INTERPRETATION OF DATA Majority of the respondents (60%) were very much satisfied with the amount of workload given to them whereas 30% were moderately satisfied, 5% were neither satisfied nor dissatisfied and 5% were very much dissatisfied.

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Q6. Job Security

VMS 24

MS 25

NSND 1

VMD 0

ANALYSIS & INTERPRETATION OF DATA 50% of respondents felt that their jobs were moderately secured, whereas 45% felt that their jobs are very much secured and rest of 5% respondents were neither satisfied nor dissatisfied with the job security factor.

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Skills Related Satisfaction

Rate your satisfaction level on the following basis

Q7. Innovations & Changes

VMS 24

MS 23

NSND 2

VMD 1

ANALYSIS & INTERPRETATION OF DATA 40% of the respondents were VMS with the innovations and changes, which are implemented in their job, 35%, were MS whereas 20% were NSND and 5% of the respondents were VMD.

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Q8. Training & development

VMS 0

MS 32

NSND 16

VMD 2

ANALYSIS & INTERPRETATION OF DATA Majority of the respondents i.e. 60% were MS with the training and development programs whereas 30% were NSND and 10% of them were VMD.

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Q9. Performance Appraisal

VMS 10

MS 12

NSND 20

VMD 8

ANALYSIS & INTERPRETATION OF DATA Out of the whole number of respondents 50% were NSND with the performance appraisal system followed by the organization whereas 40% were MS and out of rest of 10% of the respondents equal proportions were VMS and VMD.

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Q10. Promotions & Transfers

VMS 0

MS 20

NSND 21

VMD 9

ANALYSIS & INTERPRETATION OF DATA Concerned with the promotion and transfers 50% of the respondents were NSND, 45% were MS and rest of 5% were VMD.

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Q11.Skill Utilization

VMS 32

MS 16

NSND 1

VMD 1

ANALYSIS & INTERPRETATION OF DATA Majority of the respondents (70%) were MS with the degree to which they use their skills to accomplish the given task and 30% were VMD.

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Work Culture Related Satisfaction

Q12. Communication VMS 24 MS 26 NSND 24 VMD 0

ANALYSIS & INTERPRETATION OF DATA 45% of the respondents were MS with the way information flows within the organization, 20% were VMS, 20% were NSND and 15% were VMD.

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Q13. Relationship (peers)

VMS 23

MS 26

NSND 1

VMD 0

ANALYSIS & INTERPRETATION OF DATA Majority (55%) of respondents were MS with the relationship with their peers and rest 45% were VMS whereas relationship with the superiors majority (55%) were VMS and 45% were MS.

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Q14.Relationship (superiors)

VMS 29

MS 21

NSND 0

VMD 0

ANALYSIS & INTERPRETATION OF DATA Relationship with the superiors majority (55%) were VMS and 45% were MS.

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Q15.Supervision

VMS 20

MS 16

NSND 7

VMD 7

ANALYSIS & INTERPRETATION OF DATA Out of the total respondents 50% of them were VMS with the style of supervision offered by the superiors, 30% were MS, 10% were NSND and 10% were VMD.

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Q16. Conflict management

VMS 12

MS 24

NSND 8

VMD 6

ANALYSIS & INTERPRETATION OF DATA In the opinion of the total respondents about the conflict management in the organization 40% said that they are MS, 30% said they are NSND, 20% were VMS and rest 10% were VMD.

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Q17.Organizational Structure

VMS 14

MS 18

NSND 16

VMD 4

ANALYSIS & INTERPRETATION OF DATA 45% of the total respondents were MS with the organizational structure whereas 35% were NSND and 20% were VMS.

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Q18.Value for Work

VMS 18

MS 20

NSND 12

VMD 0

ANALYSIS & INTERPRETATION OF DATA Regarding the value and importance given to the employees work 50% of the respondents were MS, 40% were VMS and 10% were NSND.

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Q19. Working conditions

VMS 10

MS 26

NSND 10

VMD 4

ANALYSIS & INTERPRETATION OF DATA 50% of the respondents were VMS with the working conditions provided to them, 30% were MS, 15% were NSND and 5% were VMD.

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Q20.Participation encouragement

VMS 10

MS 16

NSND 14

VMD 10

ANALYSIS & INTERPRETATION OF DATA With the amount of encouragement given in decision-making, 50% of the respondents were VMS, 30% were MS and rest 20% were NSND.

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Other Factors Related Satisfaction

Q21. Wages & Salaries VMS 12 MS 36 NSND 1 VMD 1

ANALYSIS & INTERPRETATION OF DATA Majority (60%) of the respondents were MS satisfied with the Salaries paid to them, 25% were NSND, 10 % were VMS and 5% were VMD.

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Q22.Other Benefits & Allowances

VMS 17

MS 18

NSND 10

VMD 5

ANALYSIS & INTERPRETATION OF DATA Regarding other benefits and allowances provided by the organization 40% were MS, 35% were VMS, 20% were NSND and 5% of the respondents were VMD.

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CHAPTER 4 (CONCLUSION, FINDINGS AND RECOMMENDATIONS)

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CONCLUSION
The preceding details present the satisfaction acquired by the employees working in TATA COMMUNICATIONS. The questionnaire put up to a sample of employees, records their views & as to what level of satisfaction they get while working under various departments in the organization. Based on the feedback given by this sample group of employees, the conclusion regarding the Employee Satisfaction Survey undertaken in the organization are as follows.

There is a feeling that the Performance Appraisal system is not open to the employees. It does not help the employees in their improvement; moreover the Self-Appraisal seems to be a formality. The flow of information between different departments is not adequate. Generally the employees do not come to know of the remarks regarding the information put up by their superior.

Regarding the assessment of the training & development needs, there is no proper procedure followed. The decision regarding who should be imparted the training, is more based on the managements discretion and less on the genuine requirement.

There is a general feeling that at the time of entry in the organization, the employees are not briefed about their career growth in the organization. They also have a feeling that their senior officers are not supervising them properly. Many people have the feeling that their workload should be reduced to a certain extent & proper working conditions should be provided to them. Employees share in the risk and rewards of company performance.

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FINDINGS AND RECOMMENDATIONS:

Based on the feedback & as per the interaction with the people, I endeavor certain recommendations as a remedy to the problems faced by the employees working in the organization: There has to be a proper work distribution among the staff. It should not happen that some are sitting idle and some are slogging under the pressure of work. Emphasis should be to build a strong pay for performance work culture. Compensation that is real-time equitable. Benefits that meet the individuals needs and ensuring that they are communicated and understood. At the time of their entry in the organization , the employees should be made aware of the career opportunities in the organization. The superiors should continuously update their subordinate about the various opportunities and how to exploit them. It is necessary that job rotation be practiced in the organization. Time to Time new opportunities should be given to the individuals, so as to sustain their interest and enthusiasm. It is necessary that every employees be given a chance to go for training & development programs as suitable for him.

Giving employees access to the latest technology and tools. Providing work/life programs that allow employees to balance work with family, education, hobbies, etc. There should be improvement in the relationship between management and the employees. It is managements responsibility to make each employee feel

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his/her importance in the organization and treat the organization as his or her own.

LEARNINGS FROM THE PROJECT

As my project involved visiting various departments at VSNL, it gave me an opportunity to know about their infrastructure, resources, working environment & its workforce. Thereby it Gave me wide exposure into the HR field. Gave me an opportunity to study different HR practices prevalent in VSNL in detail. Gave me a real time experience of dealing with different people. Above all I learnt to be patient & the persuasive skill to get people to interact with me despite their busy schedule.

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BIBLIOGRAPHY ______________________________________________ S.No. Title Author ____________________________________________

1. Human Resource Management & Industrial Relations Personnel Management Personnel Management Human Resource Management Subha Rao

2. 3. 4.

C.B.Mamorria Flippo Wendall, French

________________________________________________________

WEBSITES REFERRED:
www.employeesatisfactions.com www.confirmit.com www.insightlink.com www.imptools.com www.hrsolutionsinc.com www.hr-survey.com

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