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A Project Report On







External Guide Miss Smita Mishra HR Executive

Under The Guidance of

Internal Guide Mr Partha Sarathi Das (HOD)


Guide name: Prof. Mr. Partha Sarathi Das. Designation: HOD MBA department.

This is to certify that the project report entitled TO STUDY EMPLOYEESATISFACTION







Mr.MANORAN AN MAHARAJ under my supervision and guidance for fulfilment of master in business administration and his field work is satisfactory.

Signature & seal of HOD:

Signature of guide:



Attach your External guide certificate



SATISFACTION AT AEGIS BPO KOLKATA Submitted on partial fulfilment for degree of MBA i a record of studies and benefited project work for degree of MBA is a record of studies and bonafied project work carried out by MANORANJAN MAHARAJ student of MBA programme 2009-2011 of Trident Academy of Creati e Technology,


I wish his all success in life.





i to ce tify th t thi

piece of wo k entitled EM LOYEES

It is really a great pleasure to have this opportunity to describe the feeling of gratitude imprisoned in the core of my heart.

I convey my sincere gratitude to Miss Smita Mishra(HR Executive AEGIS BPO KOLKATTA) for giving me the opportunity to prepare my project work in AEGIS BPO KOLKATTA I express my sincere thanks to all the staff members (of the company) .

I am thankful to internal guide Prof

.Partha Sarathi Das ,MBA HOD for hisguidance

during my project work and sparing his valuable time for the same.

I am also thankful to my family for their kind co-operation which made my take easy. .

Name: MANORANJAN MAHARAJ Regd No: 0906266021


I hereby declare that this project report titled To study the customer satisfaction of AEGIS BPO in Kolkata has been surveyed and compose by me and has not previously formed the basis for award of any degree of business management.

The work contain in this report is authentic matters drawn from other known sources are properly mentioned. All kind of resemble of any published or unpublished work to this report are purely coincidental in nature.

MANORANJAN MAHARAJ TACT(BHUBANESWAR) REG. no: 0906266021 Session: 2009-2011



This study is based on a research which was done in order to know the awareness and usage of the people towards AEGIS,BPO.service. Mainly this study was focused on the urban people who are lived in the place like Kolkata and much more educated than the rural people.


CH.NOS Chapter Title page Internal guide certificate External guide certificate Examiner certificate Acknowledgement Declaration Executive Summary Content 1 2.i 2,ii 3 4 5 6 7 Introduction Company profile SWOT Analysis Literature Review Research Methodology Data Analysis and Interpretation Findings and Suggestions Conclusion Bibliography Annexure Page No I ii iii iv v vi vii viii 1 2-5 5-8 9-13 14-18 19-35 36-39 40-41





ESSAR GLOBAL LIMITED the parent company of AEGIS is a business corporation with a balance portfolio of assets in the diverse manufacturing and services sectors of steel , energy , power , communications , shipping ports and logistics and construction .Privately owned and professionally managed .ESSAR has judiciously invested in the commodity , annuity and services business segments .It is an $ 15 billion group operating from 130 countries . The company is headquartered in MUMBAI .India , it has Call Canters the United State and India AEGIS BPO SERVICES LIMITED operates as a subsidiary of ESSAR GROUP . As a leader in customer care and acquisition for over three decades .AEGIS has a track record of introducing process and technology innovations . AEGIS BPO SERVICES LIMITED operates as a services outsourcing company .It offers interaction services including business to consumer solutions , such as customer acquisition and customer care services and business to business solutions , account acquisition and account care services .The company also provides back office services including service warranty completion, process analytics , quality verifications , sales verifications and validations implementation , manageme nt and logistics management services .AEGIS BPO Services Telecommunications , banking , financial services , insurance healthcare , energy and utilities , retail , education and entertain ment sectors . The company headquartered is in MUMBAI .




The Essar Group is a multinational conglomerate and a leading player in the sectors of steel, oil and gas, power, communications, shipping ports and logistics, construction and minerals. With operations in more than 20 countries across five continents, the Group employs 60,000 people, with revenues of $15 billion. The groups technology business is still a fledgling compared with the BPO thats been around for the last six years within the group. In 2004, when Mr Sengupta joined the Essar group to head Aegis, the BPO business was $52 million in revenues, making losses of about $22 million. It is now many times that in revenues and is profitable. Aegis is unlisted and the group doesnt disclose its profits but industry sources peg it at around $ 100 million (not including AGC). Apart from meeting the technology needs of the BPO business, which is its primary client, it also has external clients and revenues of about $65 million. Technology is a big space. There are global giants such as IBM and HP at the top with over $100 billion in revenues, then you have companies like Oracle and Accenture, and those like Tata Consultancy Services, Infosys and Cognizant. Below this layer, the players are $50 million-$250 million in revenues, mostly regional and very constrained in the way they operate this is the layer we are targeting, said S K Jha, president, Aegis Technologies. AEGIS has a specific VISION MISSION & VALUE to fulfil their aims . Their VISIONS are:At AEGIS they envision constantly innovate in order to have superior execution for their clients , thereby creating wealth for all the stakeholder . This VISION is further articulate through the acronym VIEW which guides our thoughts , plans and actions , a cause for our efficiency and customer focus and a trademark from very beginning .They explain their vision through breaking the word VIEW :V Vision Be entrepreneurial to create value I Innovation Redefine services standards approach and experience E- Execution Ensure customer advocacy W- Wealth Enriching all stakeholders


MISSION They approach this company vision with mantraa) HAPPY EMPLOYEE b) HAPP CUSTOMERS c )HAPPY SHAREHOLDERS a)HAPPY EMPLOYEE:-Provide progressive opportunities and platforms that nurture people to participate , learn and unleash prosperity through constant and relevant engagement. b)HAPPY CUSTOMERS:-Co-create with their customers and provide them superior value through their global delivery platform and a class of service that is customized and innovative to meet and exceed their expectations. c)HAPPY SHAREHOLDERS:-Provide their shareholders an institution that creates sustainable economic value by efficiently managing all classes of assets. VALUE :-Passionate , responsive , inspiring , innovative , honest , focused , energetic and committed . AWARD AND RECOGNITION :-AEGIS has earned significant industry recognition , including many awards , over its two decades of existence .Here a list of major awards .AEGIS has received recently 1.Recognised in the leaders category in 2010 THE GLOBAL OUTSOURCING 100 list by the (IAOP) . 2. 2009 MVP QUALITY AWARD from TMCS customer interaction solution Magazine. 3 . AEGIS wins M & A Cross-Border Deal of the year Award.


09. 4.AEGIS has been ranked no.6 in Data Quests listing of the top 20 BPO companies in INDIA for 2008 AEGIS BPO SERVICES LIMITED operates as a services outsourcing company .It offers interaction services including business to consumer solutions , such as customer acquisition and customer care services and business to business solutions , account acquisition and account care services .The company also provides back office services including service warranty completion, process analytics , quality verifications , sales verifications and validations implementation , management and logistics management services .AEGIS BPO Services Telecommunications , banking , financial services , insurance healthcare , energy and utilities , retail , education and entertainment sectors . The company is headquartered in MUMBAI .


SWOT Analysis



Large no. of talented graduates

Scarce foreign language skills other than English.

Affordable and quality education as compared to de eloped countries

Lack of customer service culture

English language benefit

Expensive and poor quality telecom infrastructure

Well-de eloped IT industry


Strong customer base of well known companies

Powerful venture capital interest in investing in growth opportunity


Horizontal and vertical expansion of existing customer base into new markets

Poor electricity supply

Cultural differences

High attrition rates, therefore less no. of people with extensive call centre experience


High Billing rates

Political instability


Time zone difference between India and target markets


Increasing awareness of outsourcing services

India's competitors in Eastern Europe, Latin America and the Asia Pacific regions offering cheap BPO services

Increasing technology automation.

Strengths - Highly skilled, English-speaking workforce. - Abundant manpower - Cheaper workforce than their Western counterparts. According to Nasscom, The wage difference is as high as 70-80 percent when compared totheir Western counterparts. - Lower attrition rates than in the West. - Dedicated workforce aiming at making a long-term career in the field. - Round-the-clock advantage for Western companies due to the huge time difference. - Lower response time with efficient and effective service. - Operational excellence - Conducive business environment Weaknesses - Recent months have seen a rise in the level of attrition rates among ITES workers who are quitting their jobs to pursue higher studies. Of late workers have shown a tendency not to pursue ITES as a full-time career. - The cost of telecom and network infrastructure is much higher in India than in the US. - Manpower shortage - Local infrastructure - Political opposition from developed countries Opportunities - To work closely with associations like Nasscom to portray India as the most favoured ITES destination in the world. - Indian ITES companies should work closely with Western governments and assuage their concerns and issues. - India can be branded as a quality ITES destination rather than a low-cost destination. - $69 billion ITES business by 2010 - $97.5 billion IT (consulting, software solutions) market by 2010 Threats

The anti-outsourcing legislation in the US state of New Jersey. Three more states in the United States are planning legislation against outsourcing Connecticut, Missouri and Wisconsin. - Workers in British Telecom have protested against outsourcing of work to Indian BPO companies. - Other ITES destinations such as China, Philippines and South Africa could have an edge on the cost factor. - Slowdown of demand

Sample Information: Leading BPO Vendors and Processes Asia Pacific India India has historically been a favored destination for outsourcing of business processes as it has a good mix of the key factors, such as skilled labor, proficiency in language and low cost location. It has been firmly established as a leading destination for offshore delivery of business processes to the US and the UK. While North America will continue to be the largest BPO market opportunity for India, there are significant untapped opportunities in geographies such as the UK, continental Europe, the Philippines and other Asia-Pacific countries. While India has a good telecommunication infrastructure, the local physical infrastructure (roads, bridges, airports and transportation) is a major challenge to the growingBPOindustry. Another major issue is the high attrition rate of the workforce, which increases recruitment and training costs. To combat with this issue, the Indian BPO industry is moving to Tier II cities in the country. Shifting to low-cost cities within India is expected to result in additional 1530% reduction in operating costs despite lower employability and higher management costs. Due to pricing pressures, many BPO vendors in India are climbing up the value chain to manage key high-end processes. For example, Ugam Solutions, an India-based provider of market research and analytics, has increased its focus on the data analytics space while players such as Tricom India and Datamatics have domain expertise in the document management segment.

Strengthening of the Indian rupee is another major challenge for the Indian BPO industry. Though the rupee appreciation supports the Indian economy, it will impact the bottom lines of BPO clients and erode the countrys competitiveness in the long term. The issues will be further compounded by the 10-year tax advantage through Software Technology Parks of India (STPI) scheme expiring in 2009. STPI extension is important for India to remain competitive on the global platform where other low-cost destinations Philippines, Malaysia, China and Sri Lanka are offering number of tax advantages. Major BPO vendors in India Most of the top global BPO vendors are based in India such as EXL Service Holdings, First source Solutions, Genpact India, HCL BPO, IBM-Daksh, Infosys BPO, TCS BPO, Tran works, Wipro BPO and WNS Global Services.





3.1 What does the term Satisfaction imply to an employee? It implies nothing else than the feeling of either being contended or non-contended on using a product. 3.2 3.3 Employee Satisfaction is a prerequisite for the customer satisfaction. Enhanced employee satisfaction leads to higher level of employee retention.

3.4 A stable and committed workforce ensures successful knowledge transfer, sharing, and creation --- a key to continuous improvement, innovation, and knowledge-based total customer satisfaction. 3.5 When companies are committed with providing high quality products and services; when companies set high work standards for their employees; and when employees are empowered through training and development, provided with knowledge and information, permitted to make mistakes without punishment, and trusted; they will experience an increase in their level of satisfaction at work. 3.6 This level of satisfaction can be enhanced further if teamwork and visionary leadership are introduced. 3.7 Continuous improvement comes from the efforts of the empowered employees motivated by visionary leadership. This is supported by the findings that empowerment and visionary leadership both have significant correlation with employee satisfaction. Teamwork is also supported by the findings. In addition, the study found significant correlation between employee satisfaction and employees intention to leave. 3.8 The success of a corporation depends very much on customer satisfaction. A high level of customer service leads to customer retention, thus offering growth and profit opportunities to the organization. There is a strong relationship between customer satisfaction and employee satisfaction. Satisfied employees are more likely to stay with company and become committed and have more likely to be motivated to provide high level of customer service, by doing so will also further enhance the employees satisfaction through feeling of achievement. Enhanced employee satisfaction leads to improved employee retention; and employee stability ensures the successful implementation of continuous improvement and customer satisfaction. Customer satisfaction will no doubt lead to corporate success and

greater job security. These will further enhance employee satisfaction. Therefore, employee satisfaction is a prerequisite for customer satisfaction. Employee satisfaction is closely related to Job satisfaction. In the next few paragraphs, I am going to discuss Job satisfaction at length. 3.9 Job satisfaction describes how content an individual is with his or her job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that persons parent. There are a variety of factors that can influence a persons level of job satisfaction. Some of these factors include the level of pay and benefits, the perceived fairness o the promotion system within a company, the quality of the working conditions, leadership and social relationships, the job itself (the variety of tasks involved, the interest and challenge the job generates, and the clarity of the job description/requirements). 3.10 The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous workgroups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to relate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1 5 scale 9where 1represents not all satisfied and 5 represents extremely satisfied). Definitions 3.11 Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss (2007) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion) AEGIS BPO. This definition suggests th at we from attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviours. Affect Theory 3.12 Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premises of this theory is that satisfaction is

determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (i.e. the degree of autonomy in a position) moderates how satisfied/d issatisfied one becomes when expectations are/are not met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who does not value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy compared to Employee B. this theory also states that too much of a particular facet will produces stronger feelings of dissatisfaction the more a worker values that facet. Dispositional Theory 3.13 Another well known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the core Self-evaluations Model, proposed by Timorthy A. Judge in 1998. Judge argued that there are four Core Self -evaluations that determine ones disposition towards job satisfaction: self -esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her/his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction. Two Factor Theory (Motivation Hygiene Theory) 3.14 Fredrick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want o perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out. Motivating factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While

Herzbergs model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Herzbergs original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured. Measuring Job Satisfaction 3.15 There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging jobsatisfaction include: Yes/No questions, True/False questions, point systems, checklist, forced choice answers. The Job Descriptive Index (JDI), created by smith, Kendall, & Hulling (1969), job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and opportunities, co -workers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or decide in response to whether given statements accurately describe one job. The Job in General Index is an overall measurement of job satisfaction. It was an improvement to the job Descriptive Index because the JDI focused too much on individual facets and not enough on work satisfaction in general.


chapter 4


Research is a careful inquiry or examination to discover 4.1 Introduction . new information and to expand and verify existing knowledge. According to Clifford Woody, Research is defined as the process which includes defining and redefining problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, making deductions and reaching conclusions and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Employee Satisfaction Measurement. 4.2 Employee satisfaction has been defined as a function of perceived performance and expectations. It is a persons feeling of pleasure or disappointment resulting from comparing a products outcome to his/her expectations. 4.3 If the performance (Company Services) falls short of expectations, the employee is dissatisfied and if it matches the expectations, the employee is satisfied. A high satisfaction implies more purchase/use of the product or service. The process is however, more complicated then it appears. It is more important for any organization to offer high satisfaction, as it reflects high loyalty and it will not lead to switching over once a better offer comes in. 4.4 Tools for tracking and measuring customer satisfaction: (a) Complaint and Suggestion System: Employee can freely deliver complaints and suggestions through facilities like suggestion box, personal meetings with seniors etc. (b) Lost Employee Analysis: The exit interviews are conducted or employee loss rate is computed. (c) Employee Satisfaction Survey: Periodic surveys by use of questionnaire or telephone calls to random sample of recent buyer help to find out customer satisfaction and relate to repurchase intention and word of mouth score. 4.5 Statement of the Problem. Human behaviour is unpredictable. One can act according to ones own decision. No one can expect the same type of behaviour from anyone at all circumstances. Human behaviour is highly influenced by the environment. Because of this factor, we cannot expect that one can act in the same way on a particular problem in all situations. 4.6 Most times human behaviour is influenced by the nature of work group. Friendly cooperative co-workers will definitely have a positive approach towards

their work. The work group serve as a source of support, comfort, advice and assistance to the individual workers. A good work group makes the job more enjoyable, and the performance of the group will be very high. This will automatically lead to the attainment of the individual as well as d ie organizational goals. As a result every one of the organization will have a high job satisfaction and will have a peaceful life. 4.7 If there is dissatisfaction with the job it will make the workers become restless which may be reflected in the form of low production, high wastage of materials, accidents, conflicts among workers, absenteeism, high employee turnover, strike and lockouts etc. Therefore, it is more important to study the job satisfaction of workers as it one of deciding factors which will determine the whole operation of an organization. 4.8 Scope of the Study. The scope of the study is as under: (a) (b) (c) (d) (e) (f) (g) 4.9 Conduct the study in the premises of AEGIS BPO Include 30 employees at random. Seek individual responses to questionnaires. Collect data from participants. No comparisons will be made with other organizations. Include open and close ended questions while seeking data. Protect the privacy of individuals responding to questionnaires. The objectives of the study are as follows:

Objectives of the Study. (a)

Measure job satisfaction of the employees of AEGIS BPO Kolkata

(b) To assess the general attitude of the employees towards AEGIS BPO Kolkata. (c) To assess the level of commitment across process and facilities.

(d) To analyze the strengths and weakness of AEGIS BPO Kolkata as an organization (e) To help the management of the company to know about the actions to be taken to increase the level of satisfaction of the employees. 4.10 Data Collection


Following are the sources for the collection of data: (a) (b) 4.11 Primary source Secondary source

Data Collection Methods

There are three main methods of data collection (a) (b) (c) (d) Observation Experimentation Survey Direct interview method

I have selected survey method of data collection which is one of the very common and widely used methods for collection of primary data. We can gather wide range of valuable information about the behavior of the employees viz. attitude, motive and options etc. 4.12 Primary Data. The Primary Data required for this project work was collected through Questionnaires. This method consisted of preparing detailed questions covering the Employee satisfaction standards in the Company. Thereafter it was distributed amongst a total of 30 personnel of the Company(respondents) who were randomly selected. Further, no names were sought from those filling in this Questionnaire so as to obtain their free and frank opinion as also to protect their privacy. The format of the Questionnaire is attached as Annexure I to this report. 4.13 Secondary Data. As Secondary Data is data which has been collected earlier for other purposes, the requirement of this type of data with respect to this report was obtained from the company website. 4.14 Sample Size and Method of Sampling. The details are as follows:

(a) Universe. The Universe for the purpose of this report was finite i.e., AEGIS BPO Kolkata. (b) The Sampling Unit was an individual employed by AEGIS BPO Kolkat and the Sample Size was limited to a total of 30 personnel of the Company.


(c) Method of Sampling adopted was Simple Random Sampling Method because all employees have relatively different levels of satisfaction, thus a sample size of 30 was considered to be adequate. (d) Tools Used. (i) (ii) (iii) 4.15 Percentage Analysis. Bar Diagram. Pie Chart.

Limitations of the Project The limitations of the project are enumerated as follows: (a) The student had no prior exposure to the Corporate environment, its work culture, work ethics etc. To that extent, understanding its dynamics in a limited period, was difficult. This reflected on obtaining data/information from the Organization for the purpose of this study. (b) Employees by and large are reluctant in expressing their feelings/thoughts in the Questionnaire and tend to be biased. (c) The Organization is reluctant to openly share data/information and tend to keep sensitive data/information confidential which is understandable. (d) Some personnel in the Organization, irrespective of their seniority, cannot pay adequate attention to the requests of such studies given the constraints of time and the work pressures prevalent in the Industry today.




DATA ANALYSIS & INTERPRETATION 5.1 T e analysis and interpretation of t e Questionnaire to t e Participants (format is as per Annexure I to t is report) is enumerated in succeeding paragrap s. Q-1 Are you clear about t e results expected of you in your job? T e responses s owed t at majority of t e employees were clear about t eir job. T e response was as under:

Response Yes No Cant say Total

Nos 28 2 0 30

Percentage 93.3 6.7 0 100

45 4

35 3

N s 14

Percenta e

15 1

5 Yes N

Can't say

Interpretation. Employees of t e company are aware of t e managements expectations from t em.


Q-2 Are you clear about t e overall goals of t e company? T e response was as under:  

Response Yes No Cant say Total

Nos 27 3 0 30

Percentage 90 10 0 100

Clarity of Company Goals ?

50 45 40

5 Percenta e
N s

0 5

15 10

5 0 Yes N

Can't say

Interpretation. Employees of t e company are quite clear of t e goals of t e organi ation



Q-3 Are you satisfied wit your job assignment? T e response was as under:" "

Response Yes No Cant say Total

Nos 19 5 6 30

Percentage 63.33 16.67 20 100

Job Satisfaction
50 45 40 5 0 5 0 15 10 5 0
Yes N

N s

Percenta e

Can't say

Interpretation. W ile a large proportion of t e employees are appy and satisfied wit t eir work assignment, a fairly large proportion do not appear to be appy and satisfied.
" " " " " "


# $ % &

Q-4 Does your job make use of your skills and abilities? T e response was as under:0

Response Yes No Cant say Total

Nos 21 3 6 30

Percentage 70 10 20 100

Utilization of Skills
50 45 40 5 0 5 0 15 10 5 0
Yes N
1 2 2 3 3

N s
Percenta e

Can't say

Interpretation. Skills and abilities of employees are being utilised by t e company. However t ese skills and abilities are not being optimally utilised.
0 0


Q-5 Do you get a sense of accomplis ment from your work? T e response was as under:6 9 A 6

Response Yes No Cant say Total

No 17 5 8 30

Percentage 56.67 16.67 26.67 100


Sense of Accomplishment

40 5
@ 8



N s

0 Yes N

Percenta e
Can't say

Interpretation. Hig er order needs of a large number of employees needs more attention. Majority of employees appear to be getting a sense of accomplis ment in t eir respective jobs.
6 6 6


0 15

Q-6 Would you like to continue in your current area of work? Response Yes No Cant say Total Nos 26 2 2 30 Percentage 86.67 6.67 6.67 100

Attitude towards current job?



70% 60%

Percenta e
N s


30% 0%


0% Yes

' s

Interpretation. Attitude of Employees towards t eir current job is reasonably satisfactory.




Q-7 Does your job, t roug variety and c allenge, provide opportunities for learning and growt ? T e response was as under:X X X X X

Response Yes No Cant say Total

Nos 18 4 8 30

Percentage 60 13.33 26.67 100

Growth Opportunities

60 50

Percenta e
N s

0 0
0 Yes
he g fed cb

' s

Interpretation. More attention needs to be given to individual growt of employees of t e company. A fair proportion of t e respondents seemed to be unsure of learning and growt prospects in t e company.


Q-8 Is t e environment of your workplace safe clean, ealt y and ygienic? T e response was as under:q q q q q q

Response Yes No Cant say Total

Nos 28 0 2 30

Percentage 93.33 0 6.67 100

Work Environment
70 60
50 40

Percenta e
N s
w u

0 0 0 Yes N

Can't say

Interpretation. T e environment at t e work place is neat, clean, tidy and ygienic.

q q

xxxvi i

Q-9 Does your job leave you wit sufficient time for your personal/family and social life? T e response was as under:x x

Response Yes No Cant say Total

No 29 1 0 30

Percentage 97 0 3 100

Avail of Pers Time



5 N s Percenta e



Interpretation. Majority of employees are satisfied wit availability of personal time, owever, a fair proportion is not satisfied wit t e same.
x x x x

15 10

0 Can't say

xxxvi ii

Q-10 Are your superiors fair and equitable in t eir dealings wit people? Response was as under:

Response Yes No Cant say Total

No 27 2 1 30

Percentage 90 6.66 3.33 100

Inter pers Relations

45 40 35

N s

Percenta e

5 Yes N

0 Can't say

Interpretation. Reveals, ealt y inter personal relations between management and employees of t e company.


Q-11 Have your performance appraisals been fair? T e response was as under:

Response Yes No Cant say Total

Nos 20 5 5 30

Percentage 66.67 16.67 16.67 100


ce ppr s l F r?


0 Nos
Percenta e


0 Yes N

Interpretation. Reveals, a fair proportion of employees are not satisfied wit t eir appraisal.

Can't say


Q-12 Are t ere clear criteria for giving rewards? T e response was as under:f f

Response Yes No Cant say Total

No 26 3 1 30

Percentage 86.67 10 3.33 100

Fair Policy for Rewards?


j h g i

Percenta e


5 0



Can't say

Interpretation. Reflects a ealt y system of rewards in t e company.

f f f


Q-13 Is credit for work well done given timely? T e response was as under:l

Response Yes No Cant say Total

No 19 9 2 30

Percentage 63.33 30 6.67 100

Credit for Work

70 60 50 40 Percenta e
o n

0 0 0


0 Yes No Can't say

Interpretation. Reveals t e fact t at while most of the time, good work is being appreciated, however more emphasis is required to ensure that good work does not go unrecognised.
l l


Q-14 How satisfied are you with your total remuneration package considering your duties and responsibilities? The response was as under:-

Response Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total

No 13 7 4 4 2 30

Percentage 43.33 23.33 13.33 13.33 6.67 100

Satisfaction with Remuneration

18 16 14 12 0 8 6 4 2 0


Interpretation. While compensation package of the company is by and large fair, there is room for improvement.


Q-15 Roles and responsibilities of people in the workplace are clearly defined? The response was as under:-

Response Strongly agree Agree Neutral Disagree Strongly Disagree

Nos 17 5 1 4 3

Percentage 56.67 16.67 3.33 13.33 10

Clearly defined Roles

14 12


6 4 2


S rongly gree


Neutr l

Dis gree

Interpretation. Roles and responsibilities in the company are well defined in most of the cases. However more needs to be done towards better division and definition of the same.


t s

Strongly Dis gree

Q-16 Superiors in the company welcome free and frank communication from employees? The response was as under:-

Response Strongly agree Agree Neutral Disagree Strongly Disagree

No 14 6 2 4 4

Percentage 46.67 20 6.67 13.33 13.33

Frank Communications
16 14 12 10 8 6 4 2 0 Strongly agree Agree Neutral Disagree Strongly Disagree

Interpretation. Free and frank opinions from employees are welcome in the company.



x vi


i g
The findings consequent to the study are as enumerated in succeeding

paragraphs. (a) Majority(90%) of the employees were clear about their own role and

the company goals. (b) Only 63 percent of the employees were satisfied with their job

assignments. (c) Only 70 percent of the employees feel that the company is utilising

their skills and abilities. (d) work. (e) 60 percent of respondents felt that their job provided opportunities for 87 percent of the employees want to continue in their current area of

learning and growth. (f) 93 percent of respondents felt that environment of your workplace

safe clean, healthy and hygienic. (g) 97 percent of respondents felt adequate private time for self and

family was available. (h) 90 percent of employees were of the opinion that their employees were

fair and equitable in their dealings with people. (i) Only 63 percent of employees thought that credit for work well done

was given timely. (j) 67 percent of employees were satisfied with their remuneration

package considering their job and responsibilities.

x vii


67 percent of employees were satisfied with freedom for free and

frank communication with superiors.

Sugg ti
6.2 In general, level of employee satisfaction in the company is quite high.

However as far as satisfaction goes, sky is the limit and there is no end to expectations. Following suggestions are made with the intention of further improvement:(a) System of reward and recognition may be improved. Though there is

no bias in rewards, employees have a feeling that their good work is not given credit in time. (b) (c) Remuneration to employees may be improved, if feasible. Communication (free and frank exchange between employees and

employers) may be given more attention. (d) Opportunities for personal learning, growth and personal

development of the employees deserves due attention. Investment in employees is indirectly investment in the company. (e) Job assignment needs to be reviewed periodically in order to avoid monotony and boredom.

x viii


x ix



The project has given me an opportunity to interact with the Corporate

Sector and to actually see how academic teaching of the classrooms in Management is translated to reality and practice. In fact it was very heartening to experience that all concepts and theories mentioned in various books are actually implemented by the Company albeit under a different name to suit its needs/style/culture. 7.2 Also, undertaking this project has helped me in learning to think of a

topic/subject/issue in a logical manner and examining the issue in its totality. This has also promoted interaction with people from different walks of life, experiences and outlooks thus giving me a broader perspective to the issue of training in particular and the business environment in general. 7.3 Finally to conclude, I would like to submit that while pursuing this rese arch,

I learnt that it is very important to learn the background/genesis of the topic/subject/issues first, so as to understand the requirement/problem at hand and then consider its present status and future prospects so as to arrive at a suggested set of solutions/recommendations/suggestions so vital to the purpose of such studies.



 Kothari, C. R. Research Methodology, new age International (p)

Limited, Publisher, New Delhi, Bangalore, 2009,







Introduction. This questionnaire seeks data from respondents(employees of

the company) chosen at random. This data is for the purpose of this study alone and will not be used for any other purpose and is purely academic in nature. 2. The questions are as follows:

Q-1 Are you clear about the results expected of you in your job?
a. Yes. b. No. c. Cant say.

Q-2 Are you clear about the overall goals of the company?
a. Yes. b. No. c. Cant say.

Q-3 Are you satisfied with your job assignment?

a. Yes. b. No. c. Cant say.

Q-4 Does your job make use of your skills and abilities?


a. Yes. b. No. c. Cant say.

Q-5 Do you get a sense of accomplishment from your work?

a. Yes. b. No. c. Cant say.

Q-6 Would you like to continue in your current area of work?

a. Yes. b. No. c. Cant say.


Does your job, through variety and challenge, provide opportunities for

learning and growth?

a. Yes. b. No. c. Cant say.

Q-8 Is the environment of your workplace safe clean, healthy and hygienic?
a. Yes. b. No. c. Cant say.


Does your job leave you with sufficient time for your personal/family and

social life?

a. Yes. b. No. c. Cant say.

Q-10 Are your superiors fair and equitable in their dealings with people?
a. Yes. b. No. c. Cant say.

Q-11 Have your performance appraisals been fair?

a. Yes. b. No. c. Cant say.

Q-12 Are there clear criteria for giving rewards?

a. Yes. b. No. c. Cant say.

Q-13 Is credit for work well done given timely?

a. Yes. b. No. c. Cant say.


How satisfied are you with your total remuneration package considering

your duties and responsibilities? a. Extremely satisfied.


b. Satisfied. c. Neutral. d. Satisfied. e. Extremely dissatisfied. Q-15 Roles and responsibilities of people in the workplace are clearly defined?
a. Strongly agree. b. Agree. c. Neutral. d. Disagree. e. Strongly disagree.


Superiors in the company welcome free and frank communication from

a. Strongly agree. b. Agree. c. Neutral. d. Disagree. e. Strongly disagree.


Do your superiors encourage you to think innovatively and challenge

outmoded traditions and practices?

a. Strongly agree. b. Agree. c. Neutral.

d. Disagree. e. Strongly disagree.