a study on employee satisfaction in the it industry

8/18/2019 A Study on Employee Satisfaction in the IT Industry

http://slidepdf.com/reader/full/a-study-on-employee-satisfaction-in-the-it-industry 1/69

PROJECT REPORTON

A Study on Employee Satisfaction in the IT Industry

Submitted in partial fulfillment of requirement of achelor of Commerce !"ons#$# CO% !"ons#$

BCOM VI SemesterBatch 2013-2016

Submitted to: Submitted by:Ms. Poo a !a"a #r"a$ %ri&athi#ssista"t Pro'essor 00(1)1(((13

JA&ANNAT" INTERNATIONA' %ANA&E%ENT SC"OO'( )A')AJI

1



CERTIFICATE OF COMPLETION

TO WHOMESOEVER IT MAY CONCERN

This is to certify that Arna* Tripathi+ Enrollment No, --./0/.../1( Student of #com

!hons$ 23-/143-/56( JI%S( )al7a8i( Ne9 :elhi( has successfully pro8ect on ; <A Study

on Employee Satisfaction in the IT Industry=# This pro8ect has been corrected by me#

"is 9or7 is up to my satisfaction and 9orth appreciation#

Poo8a Rana

!Internal Pro8ect &uide$

2



STUDENT’S UNDERTAKING

DECLARATION

I( ARNA> TRIPAT"I hereby declare that the pro8ect entitled < A Study on

EMPLOYEE SATISFACTION IN THE IT INDUSTRY = is the ori?inal 9or7 done by me

and the information pro*ided in the study is authentic to the best of my 7no9led?e#

This study report has not been submitted to any other institution or uni*ersity for the

a9ard of any other de?ree#

ST@:ENT NA%E, PROJECT &@I:E,

ARNA> TRIPAT"I POOJA RANA

!--./0/.../1$ !Internal Pro8ect &uide$

3



ACKNOWLEDGEMENT

< A lot of effort has ?one into this pro8ect report I am usin? this opportunity to e pressmy ?ratitude to e*eryone 9ho supported me throu?hout the course of this Pro8ect# I

am than7ful for their aspirin? ?uidance( in*aluably constructi*e criticism and friendly

ad*ice durin? the pro8ect 9or7# I am sincerely ?rateful to them for sharin? their

truthful and illuminatin? *ie9s on a number of issues related to the pro8ect#

I e press my deepest and most sincere than7s to %s Poo8a Rana !Baculty &uide$ for

pro*idin? me materials inputs( support and proper ?uidance 9hich 9as necessary to

complete this Pro8ect#

Binally I 9ould li7e to than7 e*eryone at Ja?annath International %ana?ement

School includin? the esteemed Professors and the Administration department for the

encoura?ement and ?uidance pro*ided by them#

I hereby certify that this is my ori?inal 9or7 and it has ne*er been submitted

else9here#

Than7 you(

Arna* Tripathi

2 #com !"ONS$( JI%S( )al7a8i6

)



CONTENTS

SNO. TOPIC PAGE NO./ :EC'ARATION 13 AC)NO 'E:&E%ENT 01 INTRO:@CTION D4/-0 CO%PAN PROBI'E //4/5F IN:IAN IT IN:@STR AT

A &'ANCE

/D433

5 IN:IAN PO IN:@STR AT A &'ANCE

3143F

D O JECTI>ES 35. RESEARC"

%ET"O:O'O&

3D43G

G ANA' SIS AN:

BIN:IN&S

1-4F1

/- 'I%ITATIONS F0// RECO%%EN:ATIONS

AN: CONC'@SIONS

FF4F.

/3 APPEN:ICES FG450

*



FIGURES

Fi u!" no. To#i$ P% " No.

/ Structure of ipro /F

3 &eo?raphical 'ocation /51 Period of 9or7in? 1-0 Income of employees 1/F or7in? period and

monthly salary

11

5 %onetary and non

monetary benefits

10

D Satisfaction of employees

in the or?anisation

1F

. 'e*el of satisfaction 15G Preference of employees 1D/- opinion on 9or7

en*ironment1.

// Culture and policies 1G/3 Preference on salary

hi7es

0-

/1 Team9or7 H cooperation 0//0 Preference on trainin? 03/F Performance e*aluation 01

/5 Praise and reco?nition 00/D %ana?er feedbac7 0F/. opinion on ?ro9th oppor# 05/G satisfaction 9ith per7s H

benefits

0D

3- mana?er s support 0.3/ opinion on nature of 9or7 0G33 opinion on 9or7 life bal# / F-31 opinion on 9or7 life bal# 3 F/30 opinion on accountability F3

3F O*erall 8ob satisfaction F1CHAPTER&' INTRODUCTION

“People don't leave their jobs, they leave their managers."

Althou?h committed and loyal employees are the most influential factor to becomin?an employer of choice( it s no surprise that companies and or?aniKations facesi?nificant challen?es in de*elopin? ener?iKed and en?a?ed 9or7forces# "o9e*er(there is plenty of research to sho9 that increased employee commitment and trust inleadership can positi*ely impact the company s bottom line# In fact( the true potentialof an or?aniKation can only be realiKed 9hen the producti*ity le*el of all indi*iduals

6



and teams are fully ali?ned( committed and ener?iKed to successfully accomplish the?oals of the or?aniKation#

As a result( the ?oal of e*ery company should be to impro*e the desire of employeesto stay in the relationship they ha*e 9ith the company# hen companies understandand mana?e employee loyalty 4 rather than retention specifically 4 they can reapbenefits on both sides of the balance sheet i#e#( re*enues and costs# On the re*enueside of the balance sheet( loyal and committed employees are more li7ely to ?oLabo*e and beyondL to meet customer needs and are hi?hly moti*ated to 9or7 to thebest of their ability#

On the cost side( loyal employees stay lon?er( resist competiti*e 8ob offers( do notacti*ely loo7 for other employment and recommend the company to others as a ?oodplace to 9or7# These four beha*iors positi*ely influence the cost side of the balancesheet#

In other 9ords( rather than focusin? only on retention !that is( tryin? to retainemployees 9ho ha*e already decided to lea*e$( or?aniKations should proacti*elyreco?niKe the benefits of understandin?( mana?in? and impro*in? employeesatisfaction# The most successful or?aniKations are those that can adapt their or?aniKational beha*ior to the realities of the current 9or7 en*ironment 9heresuccess is dependent upon inno*ation( creati*ity and fle ibility#

One of the 7ey steps to understandin? and impro*in? employee satisfaction is byac7no9led?in? the importance of the follo9in? factors in buildin? loyalty andsatisfaction,

• roadly4defined responsibilities rather than narro9ly4defined 8ob functions

• Effecti*e and re?ular performance e*aluations( both formally and informally

• A corporate emphasis on employee learnin?( de*elopment and ?ro9th

• ide4ran?in? employee participation in the or?aniKation as a 9hole#

Typically( a combination of factors influences employees decisions to stay at their current 8ob# Contributin? factors include satisfyin? 9or7( a sense of 8ob security( clear opportunities for ad*ancement( a compellin? corporate mission combined 9ith theability to contribute to the or?aniKation s success( and a feelin? that their s7ills arebein? effecti*ely used and challen?ed# Specifically( employees 9ho en8oy their 9or7identify themsel*es 9ith their employer and percei*e that the company is fle iblere?ardin? 9or7 and family issues also intend to stay 9ith the or?aniKation#

In particular( consider the follo9in? elements of effecti*e strate?ies desi?ned to buildsatisfaction and retain 7ey employees,

• Include opportunities for personal ?ro9th and in*est hea*ily in the professionalde*elopment of the best people in the or?aniKation#

+



• Pro*ide employees 9ith 9ell4defined career paths !includin? a successionplan$( mentors and tuition reimbursement for 8ob4related education#

• Train employees( e*en if it ma7es them more attracti*e to the competition#ithout seein? an opportunity on the horiKon( fe9 hi?h potential employees

9ill stay 9ith a company and allo9 themsel*es to ?ro9 sta?nant#

• Ac7no9led?e non49or7 priorities by reco?niKin? and respondin? toemployees needs for ?reater balance in their li*es( since employees 9illde*elop loyalty for or?aniKations that respect them as indi*iduals( not 8ust as9or7ers#

D"(inition) o( E*#+oy"" S%ti)(%$tion,

The term Employee Satisfaction 9as brou?ht to limeli?ht in /G1F#the studiesconducted prior to /G11 by "oppoc7 obser*ed that Employee Satisfaction iscombination of psycholo?ical( physiolo?ical and en*ironment circumstances thatcause a person to say <I am satisfied 9ith my 8ob=#

Some of the definitions of Employee Satisfaction,

/ Employee satisfaction is defined as <a pleasurable or positi*e emotional stateresultin? from the appraisal of one s 8ob or 8ob e perience=#

3 Employee satisfaction is <a set of fa*orable or unfa*orable feelin?s 9ith 9hichemployees *ie9 their 9or7=#

1 Employee Satisfaction 9ill be as <the amount of o*erall positi*e affect !or feelin?s$ that indi*iduals ha*e to9ards their 8obs#

Need for the Study

Why Measure Employee Satisfaction

A company is only as stron? and successful as its members( its employees( are# y

measurin? employee satisfaction in 7ey areas( or?aniKations can ?ain theinformation needed to impro*e employee satisfaction( retention( and producti*ity#

(



"o9e*er( a recent study by the Society of "uman Resource %ana?ement !S"R%$indicated that often the "R department s perceptions of employee satisfaction *ersusthe true measure of employee satisfaction are not al9ays in sync#Employees 9ho aren t satisfied 9ith their 8obs are *ery li7ely to lea*e# If they don t

lea*e they can become a source of bad morale and do a ?reat deal of harm in theor?aniKation# In many cases employers 9ithout proper data 9ill assume the 9ron?reasons for employee dissatisfaction# %any bosses 9ill automatically thin7 thatmoney is the top reason for lea*in? a 8ob# ouldn t it be better to ha*e real data andreact accordin?lyM Sur*eyin? employees on a re?ular basis is a ?reat 9ay to stay in touch 9ith thepulse of the business# efore launchin? a sur*ey thou?h it is important to establishthe ?round rules#%any employees 9ill be un9illin? to e press their honest feelin?s if they thin7 they9ill be sin?led out# %a7e sure that the sur*eys are conducted 9ith anonymity# ecertain to ha*e the support of company mana?ement all the 9ay to the top#Employees 9ant to 7no9 that the leadership is behind the sur*ey and that theirresponse 9ill be ta7en seriously#

E plain that employee comments are important to the company# State 9hat 9ill bedone 9ith the results# And then li*e up to those statements# Employees 9ill becomedoubtful of mana?ement s intentions if they don t follo9 throu?h# There are many resources to assist companies in the sur*ey process# "o9e*er mosthuman resource mana?ers are *ery capable of desi?nin? and conductin? their o9nemployee satisfaction sur*ey#

The need to sur*ey is ?reater 9hen one or more of the follo9in? factors are present#

R%#id+y !o-in o! %ni %tion hen an or?aniKation is ?ro9in? quic7ly( it is critical to find out ho9 employees feelabout their 8obs( the or?aniKation( and their fit and future 9ithin it#

Hi / o! !o-in tu!no0"! !%t"hile some industries ha*e a naturally hi?h turno*er( ?ro9in? turno*er is a problem

for any or?aniKation# If your absolute le*el of turno*er e ceeds the industry a*era?e(you ha*e a problem that an employee satisfaction survey is the first step tosol*in?#

E1$"))i0" !u*o!) A stron? rumor mill is symptomatic of other problems in the or?aniKation# These caninclude communications( trust( and fear# Only a sur*ey can unco*er the e tent to9hich any of these issues e ists# In a hi?hly competiti*e industry( turno*er minimiKation and producti*ity and creati*ity ma imiKation are 7eys to success#Stayin? in touch 9ith employees is necessary to facilitate continued competiti*eness#Planned or recent or?aniKational chan?es( includin? chan?e of leadership# Chan?ecan be difficult for many people# If not handled properly( producti*ity and profits can

,



decline#

Hi /+y $o*#"titi0" indu)t!yIn a hi?hly competiti*e industry( turno*er minimiKation and producti*ity and creati*ityma imiKation are 7eys to success# Stayin? in touch 9ith employees is necessary to

facilitate continued competiti*eness#

Cont"*#+%t"d $/%n ") in #%y %nd 2"n"(it) ou must 7no9 9hat needs to be Lfi edL and ho9 much Lfi in?L it needs to ma imiKereturn on in*ested money and people resources#

CHAPTER&3 COMPANY PROFILE

ipro 'td#( the fla?ship company of the AKim " Prem8i ?roup 9as incorporated in theyear /G0F# The company started off ori?inally as a manufacturer of *e?etable?hee *anaspati( refined edible oils etc# &radually the company has di*ersified into*arious other businesses#Today ipro 'imited is the first PC%% 'e*el F and SEI

10



C%% 'e*el F certified IT Ser*ices Company ?lobally# ipro pro*ides comprehensi*eIT solutions and ser*ices( includin? systems inte?ration( Information Systemsoutsourcin?( pac7a?e implementation( soft9are application de*elopment andmaintenance( and research and de*elopment ser*ices to corporations ?lobally#In theIndian mar7et( ipro is a leader in pro*idin? IT solutions and ser*ices for the

corporate se?ment in India offerin? system inte?ration( net9or7 inte?ration( soft9aresolutions and IT ser*ices# ipro also has profitable presence in niche mar7etse?ments of consumer products and li?htin?# In the Asia Pacific and %iddle Eastmar7ets( ipro pro*ides IT solutions and ser*ices for ?lobal corporations# ipro s

A:Ss are listed on the Ne9 or7 Stoc7 E chan?e( and its equity shares are listed inIndia on the Stoc7 E chan?e ; %umbai( and the National Stoc7 E chan?e( amon?others# ipro is the leadin? strate?ic IT partner for companies across India( the%iddle East and Asia;Pacific ; offerin? inte?rated IT solutions# They plan( deploy(sustain and maintain your IT lifecycle throu?h their total outsourcin?( consultin?ser*ices( business solutions and professional ser*ices# ipro InfoTech helps youdri*e momentum in your or?anisation ; no matter 9hat domain you are in#

ac7ed by their stron? quality processes and rich e perience mana?in? ?lobalclients across *arious business *erticals( they ali?n IT strate?ies to your business?oals# Alon? 9ith their best of breed technolo?y partners( ipro InfoTech also helpsyou 9ith your hard9are and IT infrastructure needs#The *arious accreditations thatthey ha*e achie*ed for e*ery ser*ice they offer reflect their commitment to9ardsquality assurance# ipro InfoTech 9as the first ?lobal soft9are company to achie*e'e*el F SEI;C%%( the 9orld s first IT Company to achie*e Si Si?ma( as 9ell as the9orld s first company to attain 'e*el F PC%%#Their continuin? success in e ecutin?pro8ects is a result of their strin?ent implementation of quality processes# :eployin?quality frame9or7s to ali?n 9ith your business 9ill ?i*e you the benefit of a smoothand transparent transition 9hile pro*idin? complete IT lifecycle mana?ement#Reliability and perfection are a result of their adherence to these quality benchmar7sand this has been their 7ey differentiator( 9hile helpin? dri*e the businessmomentum#The company s e perience and e pertise are measured a?ainst ?loballyreco?niKed standards to ensure their commitment in deli*erin? competiti*e solutionsto their customers# ipro InfoTech epitomises quality by maintainin? hi?h standardsin ser*ice offerin?s and products( as 9ell as internal processes and peoplemana?ement# They belie*e in constantly scalin? quality standards by e pandin? our efficiency in all areas beyond their basic IT offerin?s#:ifferent people percei*einno*ation in *arious 9ays# At ipro InfoTech( their inno*ati*e thin7in? helps them

adopt ne9er business lines and offerin?s based on your business e pectations# Theyha*e adapted to the chan?es brou?ht about by technolo?y and business and thishas helped us impro*e customer e perience throu?h ser*ice deli*ery and processoptimisation# In 3-/1( the company decided to shut do9n its hard9are manufacturin?business because it offers no competiti*e ad*anta?e#

Di(("!"nt di0i)ion) o( t/" $o*#%ny ,

11



Wi#!o T"$/no+o i")

ipro Technolo?ies is the ?lobal IT ser*ices business di*ision of ipro 'imited# itho*er 3- offices around the 9orld( ipro Technolo?ies is the No#/ pro*ider of inte?rated business( technolo?y and process solutions on a ?lobal deli*ery platform#

Wi#!o In(ot"$/

ipro Infotech is the leadin? strate?ic IT partner for companies across India( the%iddle East and Asia;Pacific ; offerin? inte?rated IT solutions# e plan( deploy(sustain and maintain your IT lifecycle throu?h our total outsourcin?( consultin?ser*ices( business solutions and professional ser*ices#

Wi#!o Con)u*"! C%!" %nd Li /tin

ipro Consumer Care and 'i?htin?( a business unit of ipro 'imited( has aprofitable presence in the branded retail mar7et of toilet soaps( hair care soaps( babycare products and li?htin? products# It is also a leader in institutional li?htin? inspecified se?ments li7e soft9are( pharma and retail#

Wi#!o In(!%)t!u$tu!" En in""!in

ipro Infrastructure En?ineerin? 9as ipro 'imited s first di*ersification in /GDF(9hich addressed the hydraulic equipment requirements of mobile ori?inal equipmentmanufacturers in India# O*er the past 3F years( the ipro Infrastructure En?ineerin?business unit has become a leader in the "ydraulic Cylinders and Truc7 Tippin?Systems mar7ets in India( and intends ?ro9in? its business to ser*e the ?lobalmanufacturin? requirements of "ydraulic Cylinders and Truc7 Tippers#

Wi#!o GE M"di$%+ Sy)t"*)

ipro &E %edical Systems is a 8oint *enture bet9een ipro and &eneral ElectricCompany# As a part of &E %edical Systems South Asia( it caters to customer andpatient needs 9ith a commitment to uncompromisin? quality# ipro &E is India slar?est e porter of medical systems( 9ith unmatched distribution and ser*ice reachin South Asia# ipro &E pioneered the manufacture of @ltrasound and ComputedTomo?raphy systems in India and is a supplier for all &E %edical Systems productsand ser*ices in South Asia#

12



P!odu$t) %nd )"!0i$") o(("!"d 2y t/" $o*#%ny,

ipro 9as ha*in? its presence across *arious *erticals *iK+!it decided to shut itshard9are business in 3-/1$

• ipro Personal Computin? Products

• Enterprise Products

• Soft9are Products and 'icences

Wi#!o P"!)on%+ Co*#utin P!odu$t),4

D")5to#)Ent!y L"0"+,

• ipro :es7top S&1D3-F

• ipro :es7top S&1DFFF

• ipro :es7top S&/FCFF

13



• ipro :es7top S&/F:FF

• ipro :es7top S&0//FF#

M%in)t!"%*,

• ipro :es7top S&F13FF

• ipro :es7top S&1DFFF

• ipro :es7top S&/FCFF

• ipro :es7top S&/F:FF

• ipro :es7top S&0//FF#

P"!(o!*%n$" ,

• ipro :es7top S&1./-F

• ipro :es7top S&0//FF

G%*in PC ,

• Intel Processor based

• A%: Processor based

P%+*4Si "d PC,

Protos :es7top

Wi#!o G!""n Co*#utin ,• ipro :es7top S& /F:FF>

• ipro :es7top S& 1DFFF>#

Not" 6oo5,

• ipro D /5/-

• ipro E%0D--

1)



• ipro D /51-

• ipro DE//--

• ipro D //--

• ipro D 1.--

• ipro DD/-P

• ipro D /5F-#

S"!0"!,

• Entry le*el and dual ser*ers

• Performance Se?ment

• lade ser*er

• Enterprise class ser*er#

Su#"!$o*#utin S"!0i$") o(("!"d 2y t/" $o*#%ny,

• System Inte?ration

• %ana?ed Ser*ices

• Total Outsourcin?

• Application :e*elopment and Portals

• usiness Transformation Ser*ices

• Security &o*ernance• :ata arehousin? and iK Intelli?ence

• A*ailability Ser*ices

1*



ORGANI7ATIONAL STRUCTURE

Bi?ure /, Structure of ipro

ipro as sho9n abo*e has D directors 9ho come from di*ersified

bac7?rounds and brin? alon? 9ith them to the or?aniKation their rich e perience and

an ima?e of respect H inte?rity# The present :irectors ha*e ser*ed on the boards of

reputed or?aniKations li7e ata( Nortel( @nile*er Plc ( ritish Air9ays Plc( ICICI an7to name a fe9# ipro is one of the fe9 or?aniKations to ha*e t9o CEO s# %ost of the

Top %ana?ement is all home ?ro9n and ha*e 9or7ed their 9ay up the or?aniKation

and ha*e been re9arded suitably for their dedication to the %ission( >ision and

&oals of the Or?aniKation o*er the past fe9 decades#

Su!")/ S"n%#%ty heads 'e?al( usiness Plannin?( Treasury and

Controllership for ipro# "is association 9ith ipro ?oes bac7 to ipro Consumer

Care 9here he 9as the CBO# Gi!i)/ S P%!%n8#" is the ne9 Jt# Chief E ecuti*e

16



Officer of ipro s IT usiness alon?side Su!")/ V%)-%ni and is an E ecuti*e

:irector in the oard of ipro 'imited# "e 8ointly carries the o*erall responsibility for

the strate?y and operations of ipro s IT usiness# Suresh has been 9ith ipro for

31 years in *arious leadership positions and has been responsible for ipro s

leadership position in differentiated ?lobal practices and emer?in? mar7ets# P!%ti5

Ku*%! has been associated 9ith ipro for the last /D years and has contributed

si?nificantly to its ?lobal people practices#

GEOGRAPHICAL LOCATIONS,

Bi?ure 34 &eo?raphical 'ocation

COMPETITORS OF WIPRO BPO:• %he com&etitors o' i&ro BPO com&a"y are :

1+



• S / oba Ser$ices• C BPO• ICICI O"eSource IBM a4sh

INDIAN IT INDUSTRY AT A GLANCEThe Information Technolo?y !IT$ sector is one of the fastest ?ro9in? sectors in the

country( en*isa?in? dimensions of ?ro9th and ?lobalisation( achie*in? ne9milestones o*er the last decade# The ?ro9th momentum attained by the o*eralleconomy since the late /GG-s to a ?reat e tent can be o9ed to the IT sector( led bya liberalised policy re?ime 9ith reduction in telecommunication costs ha*e led tospurt in in*estments by %NCs as 9ell as domestic companies in the country#Perceptible is the transformation since liberalisation ; India today is the 9orld leader in information technolo?y and business outsourcin?# Correspondin?ly( the industry scontribution to India s &:P has ?one up si?nificantly from /#. in B -- to aroundF#0 in B -D#The sector has been ?ro9in? at a CA&R of 1-#1 since B -0#

Indian IT companies ha*e ?lobally established their superiority in terms of costad*anta?e( a*ailability of s7illed manpo9er and the quality of ser*ices# They ha*ebeen enhancin? their ?lobal deli*ery capabilities throu?h a combination of or?anicand inor?anic ?ro9th initiati*es# &lobal ?iants li7e %icrosoft( SAP( Oracle( 'eno*oha*e already established their capti*e centres in India# These companies reco?nisethe ad*anta?e India offers and the fact that it is amon? the fastest ?ro9in? ITmar7ets in the Asia4Pacific re?ion#

Indu)t!y St!u$tu!" The demand for IT across the 9orld is 9itnessin? atremendous Accordin? to NASSCO%( the siKe of the Indian IT industry( has beenestimated to be around @SQ 0D#. bn in B -D# The Indian IT industry can be broadly

di*ided into t9o mar7ets, domestic mar7et and e ports mar7et# The e ports mar7etconstitutes the lar?est se?ment accountin? for around 5F#F of the total re*enue?enerated by the Indian IT industry includin? hard9are in B -D#

Importantly( in the e ports mar7et( IT ser*ices se?ment contributed hi?hest share9ith FD#F in B -D( follo9ed by the ITeS4 PO se?ment 9ith 35#. share and therest shared by the soft9are products and en?ineerin? ser*ices H RH:#The domesticIT mar7et is broadly classified into the follo9in? four se?ments, !i$ IT Ser*ices( !ii$soft9are products( en?ineerin? and RH: ser*ices( !iii$ IT4enabled Ser*ices and

usiness Process Outsourcin? !ITeS4 PO$( and !i*$ hard9are# hile IT Ser*icesaccounted for around 10 of the total re*enue ?enerated by the domestic mar7et in

B -D( the en?ineerin? ser*ices( RH: and soft9are products se?ments to?ether accounted for G#D of the re*enue# The ITeS4 PO se?ment( on the other hand(

1(



contributed 5#D # "ard9are contributed ma8or share of the domestic mar7et 9ithabout 0G#D # Notably( the domestic IT industry ?re9 at a CA&R of 3F#D durin?B -04-D to touch @SQ /5#F bn#Accordin? to %anufacturer Association for Information Technolo?y !%AIT$( the :es7top PC mar7et !includin? noteboo7s$sho9ed an up9ard trend totalin? o*er 5#10 mn units in B -D( re?isterin? a ?ro9th of

3F#5F o*er the same period last fiscal# :es7top sales accounted for more than.5#F per cent of the total sales( 9hile the remainin? 9as shared by noteboo7 sales#This 9as lar?ely due to the buoyant mood in IT consumption 9hich sa9 a si?nificant?ro9th in noteboo7 sales by GD # %NC s ha*e been increasin?ly raisin? their sharein Indian des7top mar7et from 1F in B -F to 1G in B -D# :ri*en by ?ro9in?domestic demand mainly in noteboo7s se?ment( as sales of %NC brands ?re9 by11 and that of assembled by 33 in B -D#

The hi?h ?ro9th in PC sales 9as accelerated due to increased consumption byindustry *erticals such as telecom( ban7in? and financial ser*ices( manufacturin?(education( retail and PO IT4enabled ser*ices as 9ell as ma8or e4&o*ernanceinitiati*es of Central and State &o*ernments# The domestic hard9are mar7et offerstremendous potential for hard9are companies( thus attractin? plenty of domestichard9are as 9ell as %NCs in the domestic mar7et# As( fe9 %NCs in the hard9arese?ment ha*e been *ie9in? India as a hub for settin? up hard9are manufacturin?facilities( for instance :ell# Imports of IT hard9are 9hich form a lar?e component of the industry are mainly from ?ro9th( in *ie9 of chan?es in the economic andbusiness en*ironment( rapid technolo?ical inno*ation and 9ide utilisation of internetand ?lobalisation# The mar7et has become more competiti*e and has forcedcorporations to ta7e inno*atin? and unique 9ays of doin? business s# Ser*iceindustry has also entered into a ne9 era 9ith the ?ro9in? acceptance of IT basedser*ices# As per NASSCO%( Indian IT Ser*ices both domestic and e ports mar7et ?re9 from@SQ/-#0 bn in B -0 to @SQ 31#5 bn in B -D# :urin? this period( its contribution tothe total IT industry has ?one up mar?inally from around 0.#3 to 0G#0 #Thepro8ect oriented IT ser*ices contributed around FD#G in B -D( 9hile outsourcin? ITser*ices accounted for around 13#. of the total re*enues of IT ser*ices se?ment inIndia .

ithin the ITeS4 PO se?ment( Customer Interaction Ser*ices !CIS$ accounted for nearly 0F405 of the total ITeS4 PO ser*ices e ports 9hile finance H accountin?contributed for rou?hly around 0-40/ # "uman resource and other hi?h4end

7no9led?e4based processes account for 1 and // respecti*ely#The Soft9are product( En?ineerin? ser*ices and RH: se?ment contributed o*er /1#. of the total IT industry in B -D# In addition to this( Indian companies offerin?these ser*ices( se*eral forei?n companies !both capti*e and third party$ are alsosettin? up base in India to pro*ide these ser*ices# O*erseas companies operatin? insectors li7e hi?h;tech( telecommunications( automobile( aerospace( hea*ymachinery( construction and industrial products are loo7in? at off4shorin? their en?ineerin? and RH: related 9or7 to India#

Be9 important characteristics of the Indian IT sector include,

1,



Export intensive: Indian IT industry is predominantly e port dri*en( 9ith e portscontributin? o*er 5- of its re*enue since B -1#

Concentration on Low-end services: 'o94end ser*ices such as customisedsoft9are ser*ices and maintenance ha*e been the 7ey offerin?s of the Indian ITcompanies# These companies are no9 ho9e*er mo*in? up the *alue chain offerin?end4to4end solutions to clients#

Fragmented industry: :H s inhouse database has identified o*er .(---companies 9hich operate in the IT space in India( offerin? a 9ide ran?e of soft9areproducts and ser*ices# A lar?e number of these companies are unor?anisedplayers#

Skewed concentration: The re*enues of the top four companies( TCS( Infosys(ipro and Satyam( account for o*er 3F of the o*erall industry# This s7e9ness is

all the more pronounced in the case of IT ser*ices#

E*"! in T!"nd) in t/" Indi%n IT S"!0i$") Indu)t!y

hile the ?lobal IT players are a??ressi*ely scalin? up their operations in India( dueto the ad*anta?es that the Indian industry offers( the Indian IT companies are alsopreparin? to tap the ?lobal mar7et# The companies are 9itnessin? si?nificantchan?e 9ith re?ard to their ser*ice offerin?s and ?eo?raphical concentration# Today(companies are e pandin? their ser*ice offerin?s from application de*elopment andmaintenance to hi?h end ser*ices li7e testin?( consultin? and en?ineerin?desi?nin?# The ?lobal deli*ery model has not only facilitated the companies indeli*erin? quality of 9or7 but also helped them to control costs#

O*er the years( the Indian companies ha*e positioned themsel*es 9ell to reapbenefits of the emer?in? scenario in the IT sector#

N"- S"!0i$" O(("!in )

The Indian IT companies are e pandin? their ser*ice offerin?s to pro*ide a completebas7et of ser*ices to their clients# These ne9 ser*ices include IT consultin?( testin?(business process mana?ement and IT infrastructure ser*ices( IT consultin?( 9hichin a 9ay allo9s the IT companies to de4ris7 their business from pricin? pressures

and enter into ne9er areas 9hich pro*ide them hi?her ?ro9th and profitability#

L%! "! D"%+ Si "

Indian IT companies ha*e successfully scaled up operations and made a mar7 inthe ?lobal outsourcin? mar7et( e*ident from the lar?e deals ba??ed by the Indian ITcompanies in the past one year( includin? the TCS ; AC Nielsen contract *alued at@SQ /#3 bn( the Social Security Institute of %e ico !I%SS$ 4TCS deal 9orth @SQ3--mn( Satyam4BIBA contract( and the SN'4"C' Infosystems deal *alued at Rs F#Gbn to name a fe9#

G!o-in #!")"n$" o( MNC)

20



Cost arbitra?e and the a*ailability of a lar?e talent pool has attracted se*eral %NCsto India# i? players li7e I %( Accenture( &oo?le( ahoo( Cap?emini and Oracleamon? others ha*e not only increased their headcounts in India but alsooutperformed their ?lobal performance in terms of re*enue ?ro9th# Their Indianoperations are 9itnessin? stron? ?ro9th as compared to their ?lobal business#

E*"! in M%!5"t),

In terms of ?eo?raphical contribution( the @S continues to remain the 7ey mar7et for Indian IT companies( accountin? for 5D#3 of the total IT4ITeS e ports from India#"o9e*er( Europe is also emer?in? as an important mar7et for the Indian IT industry(considerin? the fact that the share of e ports to Europe from India increased from33#3 in B -1 to 3F#/ in B -D# Indian companies are increasin?ly enlar?in? their footprints to countries in 'atin America( Eastern Europe( and Asia Pacific re?ion#%er?ers and acquisitions has been one of the routes that the Indian companiesha*e adopted to enhance their presence in European mar7ets#

C/%n in G!o-t/ D!i0"!),

There has been a chan?e in the re*enue composition of companies in recent years#The re*enue contribution of hi?h4?ro9th se?ments such as infrastructuremana?ement ser*ices( pac7a?e implementation( testin? H consultin? has been9itnessin? rapid ?ro9th o*er the last couple of years# These( ne9er ser*ice linesare not only enablin? Indian companies to increase their sales by cross4sellin? totheir e istin? customers( but also impro*e their a*era?e billin? rates and reco?nitionof bein? end4to4end ser*ice pro*iders# These se?ments are e periencin? hi?h?ro9th rates o*er the last couple of years# "o9e*er( the Custom Application:e*elopment and %aintenance !CA:%$ ser*ices continue to contribute a lar?er share to9ards IT ser*ices se?ment re*enue# The CA:% accounted for around1G#5 to the total IT ser*ices se?ment re*enue of @SQ31#5 bn in B -D( and it9itnessed a ?ro9th rate of 1F#1 in the same period#

N"- End&u)"!),

In terms of user industries( the BSI and hi4tech telecommunication industriesremain the leadin? *erticals for the Indian IT companies# To?ether( these sectorsaccounted for around F. of the Indian IT4ITeS e ports# Thou?h these *erticals

ha*e ?ood ?ro9th potential( other sectors such as manufacturin?( airlines andtransportation( retail( healthcare( utilities( etc#( are also emer?in? as promisin?se?ments for the Indian IT companies# hile the BSI sector has the potential topro*ide lar?e siKed contracts to the IT companies( the manufacturin? sector canpro*ide lar?e number of deals assi?nments to the Indian players#

I))u") %nd $/%++"n ")

Indian IT industry has been 9itnessin? se*eral issues and challen?es 9hich maydeter the ?ro9th in future( despite the fact that demand conditions ha*e beenoptimistic# Therefore( companies must adopt best practices to address those issuesin order to sustain the current ?ro9th momentum# Se*eral lar?ed and mid siKedcompanies are ta7in? inno*ati*e measures to address those issues( for e ample( in

21



*ie9 continuous rupee appreciation a?ainst the @S dollar( the companies are 7eento e pand their business to other emer?in? mar7ets li7e Europe( Asia Pacific re?ion(%iddle East etc#

• Rising attrition rate: &ro9th and attrition rates seem to be follo9in? a similar tra8ectory for most Indian soft9are ser*ice companies# ith a %c)inseyreport statin? that India 9ill need an additional / mn employees to 8oin the IT4

PO 9or7force by 3-/- in order to maintain its current mar7et share( theattrition phenomenon has come into the limeli?ht# %ana?in? attrition in the ITindustry holds si?nificant importance because s7illed professionals form thecru of this 7no9led?e4intensi*e industry# Apart from the loss of s7ill sets( thecost of recruitment and trainin? is a hu?e in*estment for most IT firms#Consequently( as most ma8or players ha*e realised( attrition affects thequality of ser*ice( leadin? to ?reater e penditure on trainin? andde*elopment( thereby affectin? the o*erall performance( includin? impro*in?utilisation rates of the company#

%a8or players in the Indian soft9are industry Tata Consultancy Ser*ices!TCS$( Infosys Technolo?ies( ipro( and Satyam Computers are currently9itnessin? hi?h attrition rates# TCS reported an attrition rate of //#F upfrom /-#5 a year a?o+ the attrition rate at Infosys 9as /1#D in B -D hi?her than //#3 recorded in B -5+ the attrition rate at Satyam declinedfrom /G#3 in B -5 to /F#D in B -D+ 9hereas the rate at ipro 9itnessed asur?e to /D#0 as a?ainst /0#5 durin? the pre*ious fiscal( in its ?lobal ITser*ices and product business#

•

Rupee appreciation: The rupee ?ained almost /3#F a?ainst the @S dollar in mid4October( 3--D *is4 4*is the same period in the pre*ious year( dentin?the earnin?s of the IT industry !the industry earns its hi?hest re*enue from the@S$# On October /D( 3--D( the rupee sur?ed to 1G#5. a?ainst the @S dollar

its hi?hest rate in G years# Importantly( durin? January;October 3--D( therupee appreciated at more than /-#5 a?ainst the @S dollar# Bor soft9arefirms 9hose e penses are mostly in the local currency( the rupee appreciationreduces the rupee equi*alent of e*ery dollar they earn o*erseas( thusaffectin? their mar?ins to a ?reat e tent# %ar?ins ha*e already be?un to facethe effects of the rupee appreciation and most Indian IT players are forced toadopt for9ard4tradin? to help miti?ate losses# Apart from losin? out on

mar?ins( Indian IT companies mi?ht lose the competiti*e ed?e o*er international firms if the trend continues for lon?# Bor e ample( China isholdin? its currency steady( offerin? stability( 9hich mi?ht turn out to adistin?uishin? factor for sur*i*al in the lon? run#

Emerging new territories: Accordin? to an I:C study( three Indian cities ran7 atthe top in the &lobal :eli*ery Inde today in the top /- off4shore destinations of

an?alore( %anila( Ne9 :elhi( %umbai( :alian( Shan?hai( ei8in?( Sydney(risbane H Auc7land in the Asia4Pacific re?ion# "o9e*er( the Indian IT industry is

?radually facin? stiff competition emer?in? from ne9 territories li7e China( %alaysia(Philippines and %e ico# The study also states that althou?h %umbai H an?aloremay be fa*ourite off4shorin? destinations as of today( Chinese commercial hubs li7e

22



ei8in? H Shan?hai are set to o*erta7e Indian cities by 3-//# A similar competitor 9ould be %alaysia ha*in? a stable socio4economic en*ironment( e cellentinfrastructure( lo9 attrition rates( H s7illed talent pool as 7ey ad*anta?es#

E*"! in M%!5"t),

In terms of ?eo?raphical contribution( the @S continues to remain the 7ey mar7et forIndian IT companies( accountin? for 5D#3 of the total IT4ITeS e ports from India#"o9e*er( Europe is also emer?in? as an important mar7et for the Indian IT industry(considerin? the fact that the share of e ports to Europe from India increased from33#3 in B -1 to 3F#/ in B -D# Indian companies are increasin?ly enlar?in? theirfootprints to countries in 'atin America( Eastern Europe( and Asia Pacific re?ion#%er?ers and acquisitions has been one of the routes that the Indian companies ha*eadopted to enhance their presence in European mar7ets manufacturin?( airlines andtransportation( retail( healthcare( utilities( etc#( are also emer?in? as promisin?se?ments for the Indian IT companies# hile the BSI sector has the potential topro*ide lar?e siKed contracts to the IT companies( the manufacturin? sector canpro*ide lar?e number of deals assi?nments to the Indian players#

23



INDIAN 6PO INDUSTRY AT A GLANCE

In India( usiness Process Outsourcin? ! PO$ is the fastest ?ro9in? se?ment of theITES !Information Technolo?y Enabled Ser*ices$ industry# Bactors such as economyof scale( business ris7 miti?ation( cost ad*anta?e( utiliKation impro*ement andsuperior competency ha*e all lead to the ?ro9th of the Indian PO industry#

usiness process outsourcin? in India( 9hich started around the mid4G-s( has no9?ro9n by leaps and bounds#

India is no9 the 9orld s fa*ored mar7et for PO companies( amon? other competitors( such as( Australia( China( Philippines and Ireland# The PO boom inIndia is credited to cheap labor costs and India s hu?e talent pool of s7illed( En?lish4spea7in? professionals# Research by the National Association of Soft9are Ser*icesand Companies !NASSCO%$ has re*ealed that quality orientation amon? leadin?

PO companies( 30 D ser*ices( India s unique ?eo?raphic location and the in*estor friendly ta structure in India ha*e all made the PO industry in India *ery popular#

What is Business process outsourcing?

The term usiness Process Outsourcin? or PO as it is popularly 7no9n( refers tooutsourcin? in all fields# A PO ser*ice pro*ider usually administers and mana?es aparticular business process for another company# POs either use ne9 technolo?yor apply an e istin? technolo?y in a ne9 9ay to impro*e a particular businessprocess# India is currently the number one destination for business process

2)



outsourcin?( as most companies in the @S and @) outsource IT4related businessprocesses to Indian ser*ice pro*iders #

Ser*ices offered by Indian PO companies

Indian PO companies offer *aried ser*ices( such as( customer support ( technicalsupport ( telemar7etin? (insurance processin? ( data processin? ( formsprocessin? ( boo77eepin? and internet online 9eb research #

• Cu)to*"! )u##o!t )"!0i$"), 30 D inbound outbound call center

ser*ices that address customer queries and concerns throu?h phone( emailand li*e chat#

• T"$/ni$%+ )u##o!t )"!0i$"), Installation( product support( runnin?

support( troubleshootin?( usa?e support and problem resolution for computer soft9are( hard9are( peripherals and internet infrastructure#

• T"+"*%!5"tin )"!0i$") , Interactin? 9ith potential customers and

creatin? interest for the customer s ser*ices products# @p4sellin?( promotin?and cross sellin? to e istin? customers and completin? online sales

processes#• IT /"+# d")5 )"!0i$"), 'e*el / and 3 multi4channel support( system

problem resolutions( technical problem resolution( office producti*ity toolssupport( ans9erin? product usa?e queries and performin? remote dia?nostics#

• In)u!%n$" #!o$"))in , Ne9 business acquisition and promotion( claims

processin?( policy maintenance and policy mana?ement#• D%t% "nt!y %nd d%t% #!o$"))in , :ata entry from paper( boo7s(

ima?es( e4boo7s( yello9 pa?es( 9eb sites( business cards( printed

documents( soft9are applications( receipts( bills( catalo?s and mailin? lists#• D%t% $on0"!)ion )"!0i$") , :ata con*ersion for databases( 9ord

processors( spreadsheets and soft9are applications# :ata con*ersion of ra9data into P:B( "T%'( ord or Acrobat formats#

• 6oo55""#in %nd %$$ountin )"!0i$") , %aintenance of the

customer s ?eneral led?er( accounts recei*ables( accounts payables( financialstatements( ban7 reconciliations and assets equipment led?ers#

2*

https://www.outsource2india.com/services/customer_interaction_services.asp

https://www.outsource2india.com/services/technical_support_services.asp


https://www.outsource2india.com/services/telemarketing.asp

https://www.outsource2india.com/services/insurance_services.asp

https://www.outsource2india.com/services/data_processing.asp

https://www.outsource2india.com/DataManagement/formprocessing.asp


https://www.outsource2india.com/services/bookkeeping_services.asp

https://www.outsource2india.com/kpo/online-research.asp

https://www.outsource2india.com/services/customer_interaction_services.asp



https://www.outsource2india.com/services/telemarketing.asp

https://www.outsource2india.com/services/insurance_services.asp

https://www.outsource2india.com/services/data_processing.asp



https://www.outsource2india.com/services/bookkeeping_services.asp

https://www.outsource2india.com/kpo/online-research.asp



• Fo!* #!o$"))in )"!0i$") , Online form processin?( payroll

processin? ( medical billin? ( insurance claim forms processin? and medicalforms processin?#

• On+in" !")"%!$/ , Internet search( product research( mar7et research(

sur*eys( analysis( 9eb research and mailin? list research#

Interestin? facts about the Indian PO industry

• The PO sector in India is estimated to ha*e reached a F0 per cent ?ro9th in

re*enue

• The demand for Indian PO ser*ices has been ?ro9in? at an annual ?ro9th

rate of F-

• The PO industry in India has pro*ided 8obs for o*er D0(0-- Indians# This

number is continuin? to ?ro9 on a yearly basis# The Indian PO sector is soon toemploy o*er /#/ million Indians

• D- of India s PO industry s re*enue is from contact centers( 3- from data

entry 9or7 and the remainin? /- from information technolo?y related 9or7

• Indian POs handle F5 of the 9orld s business process outsourcin?

The top fifteen PO companies in India

NASSCO% recently conducted a sur*ey and e*aluated the leadin? PO ser*icepro*iders across India# The top fifteen business process outsourcin? companies inIndia are,

• NS &roup• ipro Spectramind

• :a7sh e4Ser*ices

• Con*er?ys

• "C' Technolo?iess

• enta

• Birst Source

• %phasiS

26

https://www.outsource2india.com/financial/payroll-processing-service.asp


https://www.outsource2india.com/services/outsourcing_medical_billing.asp



https://www.outsource2india.com/services/outsourcing_medical_billing.asp



• EU'

• Tracmail

• &T' 'td

• *Customer

• "T%T

• 30 D Customer

• Sutherland Technolo?ies

O69ECTIVES

The first step of any research pro8ect is to define the problem that is to beans9ered by the research pro8ect itself# This is the most important part of theresearch process( as it pro*ides a focus and direction for the pro8ect and identifiesthe specific information the reader is loo7in? at in the pro8ect#

Actually( research ob8ecti*es enable the reader to understand e actly 9hat thepro8ect is attemptin? to achie*e# If the definition of problem is unclear and ob8ecti*esare poorly defined( the result could be 9aste of time( money( ener?y and resources#In )/o!t: !")"%!$/ o28"$ti0" i) % #!"&!";ui)it" (o! %ny !")"%!$/ #!o8"$t.

There should be a clear4cut definition of research ob8ecti*es# Our pro8ect(therefore( is not an e ception# Our research pro8ect4 A )tudy on t/" )%ti)(%$tion+"0"+ o( "*#+oy"") -o!5in in 6PO) %nd C%++ C"nt"!) in WIPRO Ltd. ( hascertain specific and ?eneral ob8ecti*es 9hich mainly consist of primary ob8ecti*esand secondary ob8ecti*es#

They are as follo9s,

P!i*%!y O28"$ti0") ,• To measure the employees 8ob satisfaction le*el 9or7in? in POs and call

centers in IPRO 'td#• To identify the factors that influence 8ob satisfaction le*el of employees

9or7in? in POs and call centers

S"$ond%!y O28"$ti0") ,• To identify the obstacles faced by them in their 8ob en*ironment

To assess the Policies and Procedures that 9ill ha*e an impact on employee s 8obsatisfaction

2+



RESEARCH METHODOLOGY

The first step of any research pro8ect is to define the problem that is to beans9ered by the research pro8ect itself# This is the most important part of theresearch process( as it pro*ides a focus and direction for the pro8ect and identifiesthe specific information the reader is loo7in? at in the pro8ect#

Actually( research ob8ecti*es enable the reader to understand e actly 9hat thepro8ect is attemptin? to achie*e# If the definition of problem is unclear and ob8ecti*esare poorly defined( the result could be 9aste of time( money( ener?y and resources#In )/o!t: !")"%!$/ o28"$ti0" i) % #!"&!";ui)it" (o! %ny !")"%!$/ #!o8"$t.

There should be a clear4cut definition of research ob8ecti*es# Our pro8ect(therefore( is not an e ception# Our research pro8ect4 A )tudy on t/" )%ti)(%$tion+"0"+ o( "*#+oy"") -o!5in in 6PO) %nd C%++ C"nt"!) in WIPRO Ltd. ( hascertain specific and ?eneral ob8ecti*es 9hich mainly consist of primary ob8ecti*esand secondary ob8ecti*es#

They are as follo9s,

P!i*%!y O28"$ti0"),• To measure the employees 8ob satisfaction le*el 9or7in? in POs and call

centers in IPRO 'td#• To identify the factors that influence 8ob satisfaction le*el of employees

9or7in? in POs and call centers

S"$ond%!y O28"$ti0"),• To identify the obstacles faced by them in their 8ob en*ironment

To assess the Policies and Procedures that 9ill ha*e an impact on employee s 8ob satisfaction purpose# These inter*ie9s 9ere based on a structured questionnairethat has been put up in the appendi in this report#

2(



The process of cross chec7in? 9as also used to ensure the authenticity of thedata and *alidation of the inter*ie9s both formal as 9ell as informal one# E*eryattempt 9as made to ensure that their response do not ?et influence by their mana?ement and en*ironment#

The process( 9e follo9( in ma7in? the pro8ect is as follo9s,

P!o2+"* D"(inin <O28"$ti0")=: D%t% $o++"$tion: R")"%!$/ d")i n: D%t%$o++"$tion: D%t% %n%+y)i) %nd P!")"nt%tion t/" !")u+t).

e ha$e used the 5ob escri&ti$e I"de 75 I89 created by Smith9 e"da 9 ; u i"71,6,8 <hich measures o"e=s satis'actio" i" 'i$e 'acets : pay, promotions and promotionopportunities, coworkers, super ision, and t!e work itse"#$

• T/" -o!5 it)"+( -responsibility( interest( and ?ro9th#• >u%+ity o( )u#"!0i)ion 4 technical help and social support#• R"+%tion)/i#) -it/ $o&-o!5"!) 4 social harmony and respect#• P!o*otion o##o!tuniti") 4chances for further ad*ancement

Ty#") o( d%t% %n%+y)i) u)"d,

I" order to &ro&er y a"a y>e the data9 there <ou d be t<o ty&es o' data a"a ysis i" this &ro ect. %hey are as 'o o<s:

/# Vualitati*e data analysis ; throu?h Bindin?s( Analysis and e planation3# Vuantitati*e data analysis ; throu?h charts( schedules( fi?ures( and

structures

S%*#+" )i ", Ho- *%ny "*#+oy"") -"!" )u!0"y"d

At the plannin? sta?e of a statistical in*esti?ation part( the question of samplesiKe is *ery critical# If the sample siKe is lar?e( there could be a 9aste of money(ener?y and resources( and if it is small( it doesn t ma7e any sense of practical use in

ma7in? ?ood decisions# So( the sample should be ta7en in such a 9ay that it canbrin? fair( accurate le*el of accuracy and unbiased results#The ob8ecti*e of ta7in? sample 9as to obtain desirable le*el of accuracy andconfidence 9ith minimum of cost( time( and ener?y#

A random sample siKe of 0-- employees and /- "#R#offcials 9ere ta7en for thesur*ey purpose# "#R# official sur*ey 9as needed to *erify the response recei*ed fromthe employees#

DATA COLLECTION,

2,



:ata ?atherin? is a *ery important part of the research pro8ect process# It is throu?hdata( 9ith the help of 9hich 9e 9ould be able to analyKe the problem in terms of facts and fi?ures# Actually( the reliability of research decisions depends on the quality of data?athered# y ta7in? this concept into consideration( the data can be classified into

primary data and secondary data# e ha*e used both the types of data( as far as our pro8ect is concerned#

S"$ond%!y D%t%,These are those data 9hich are collected from the *arious sources 9hich

ha*e been already created for the purpose of first time use and future use#e ha*e used the follo9in? secondary data in our pro8ect,

Internet Journals %a?aKines Publications( Articles and Research Papers done before Brom *arious Or?aniKations

Researc! instrument:

The researcher has used a structured questionnaire as a research instrument toolfor 9hich consists of open ended questions( multiple choice nd dichotomousquestions in order to ?et data# Thus( questionnaire is the data collection instrumentused in the study# All the questions in the questionnaire are or?anised in such a9ay that elicit all the rele*ant information that is needed for the study#

30



CHAPTER&? ANALYSIS AND FINDINGS

%&ESTIO'()PERIO* OF WOR+I' I' T-E OR .'IS.TIO':Period ? 1 year 1-2 years 2-* years @*years %ota!es&o"de"t 216 130 36 1( )00Perce"taAe *) 32.* , ).* 100

<1 year 1-2 years 2-5 years >5 years0

10

20

3040

50

60 54

32.5

94.5

Chart showing the Period of Working

period

percentage

Bi?ure 14 Period of 9or7in?

Findings:

31



• Brom the abo*e information( 9e can find that out of total sample of 0--respondents almost F0 of them are 9or7in? in the or?aniKation for a lessthan / year#

• Almost 13#F of them 9or7in? bet9een / to 3 years in the or?aniKation 9hile

G of them 9ere 9or7in? bet9een 3 to F years#• The most e perienced employees 9ere less+ they 9ere about 0#F 9ho ha*e9or7ed for more than F years#.na"ysis:• As more than F- !F0 $( as a total( of employees 9or7in? in the *arious

or?aniKation are 9or7in? for less than one year( It clearly indicates the si?nof hi?h attrition rate!the rate at 9hich employees lea*e the or?aniKations$in POs and Call centers

• If 9e analyKe the 9hole chart more closely( 9e find that more than .F of employees ha*e been in the or?aniKations for less than 3 years 9hichre*eals that employees li7e to chan?e their 8obs *ery frequently( may bebecause of lac7 of moti*ation or satisfaction purposes

• The concrete reasons for this 9ould be du? out in the follo9in? questionsand their results

%&ESTIO'(/MO'T-01 I'COME:

I"come 3000-6000 6000-,000 ,000-12000 @12000 %ota

!es&o"de"t 1,6 1)( 32 2) )00Perce"taAe ), 3+ ( 6 100

3000-6000 6000-9000 9000-12000 >120000

20

40

60 4937

8 6

Chart showing Income of the Employee

Income(in s!"

percentage

Bi?ure 04 Income of employeesFindin2s:

• Out of total respondents( 0G respondents fall under the cate?oryof monthly income of around Rs# 1--- to 5--- 9hile 1D of them

are ?ettin? around Rs# 5--- to G---#

32



• here at the other side the employees 9ho 9ere ?ettin? salary of Rs# G--- to /3---( 9ere only . 9hile there 9ere only 5employees 9ho 9ere ?ettin? salary abo*e Rs# /3---#

.na"ysis:• Nearly half !F- $ of the employees 9or7 in the call centre fall under

the cate?ory of Rs#1--45---# It may be due to poor financialconditions and also( the education le*el doesn t matter in other 8ob

• As the attrition rate is hi?h in this industry( it also result in lo9er initial salary for the employees( because employees 9ill ha*e toaccept the salary 9hich ran?es mainly from 1--- to 5--- Rupees in

ipro• 1D of employees falls under the cate?ory of salary income of Rs#

5---4G--- 9hich can be said to be a standard in this industry but

the percenta?e of 9hich is *ery lo9( leadin? to the conclusion(e ploitation of candidates

• Nearly /F of employees recei*e their salary in F di?its 9hichmainly of the employees 9or7in? for more than 04F years( ane perienced one

A +%n$" %t /o- Wo!5in #"!iod %nd S%+%!y o")@

.na"ysis:• The chart 9as thou?ht out to reflect employees 9or7in? period and

their monthly payment• This chart sho9s that ho9 employees seniority and pay scale are

related4As employee ?ets senior in the or?aniKation( his her salaryincreases

• The most surprisin? result( 9e find is that nearly F- of employees fall

under the *ery first cate?ory of less than / year ?ettin? a monthlysalary of Rs#1---45---

• This sho9s hi?h attrition rate!the rate at 9hich employees lea*e theor?aniKations$ and e ploitation of candidates

• It also re*eals that( in ipro( only /5 of employees recei*e their salary in bet9een G--- and abo*e fallin? under a seniority of morethan 341 years spendin? in the or?aniKation

33



<1 year 1-2 year 2-5 year >5 year0

50

100

150

200

250

175

26

102

18

2

12

9

10

1

3

4

2

15

>120009000-120006000-90003000-6000

Ta3"e s!owin2 workin2 period and Mont!"y Sa"ary o# emp"oyees

Bi?ure F4 or7in? period and monthly salary

3)

45 year - 2 1 )6Tota" )78 )96 / 9;;



%&ESTIO'(

W-ET-ER MO'ET.R1 .'* 'O'(MO'ET.R1 BE'EFITS MOTI<TE .'*.FFECT EMP0O1EES S.TISF.CTIO' 0E<E0OR 'OT:O&tio"s S O %ota!es&o"de"t 3)( *2 )00Perce"taAe (+ 13 100

yes; 87%

no; 13%

, MO'ET.R1 .'* 'O '(MO'ET.R1 BE'EFITS MOTI<TE .'* .FFECT EMP

Bi?ure 54%onetary and non monetary benefitsFindin2:• Brom the abo*e information( 9e can find that .D employees say

that these 7ind of monetary and non4monetary benefits moti*ateand affect them#

• The rest /1 said that they are not affected by these 7ind of monetary and non4monetary benefits

.na"ysis:• The question 9as purposed to identify 9hether is there any impact

on moti*ation le*el of employees by these monetary and nonmonetary benefits

• As the chart indicates that .D of employees responded positi*elymeanin? there is a si?nificant correlation bet9een employeesatisfaction and monetary and non monetary benefits

• This also leads to conclusion that system of incenti*es( re9ards andmoti*ational concepts in the or?aniKations matter to maintain themoti*ation le*el of employees

• Si?nificant!.- $ amount of employee ha*e responded positi*ely

9hich indirectly tells us that satisfaction le*el of employees isimpacted( but as the analysis of abo*e question re*ealed that only

3*



1- non monetary benefits are pro*ided to the employees 9hereas si?nificantly lo9er amount of monetary benefits in the formbonus!0G $ and o*ertime are pro*ided to the employees#

%&ESTIO'(9S.TISFIE* WIT- WOR+I' I' T-E OR .'IS.TIO' OR 'OT:O&tio"s es o %ota!es&o"de"t 3(0 20 )00Perce"taAe ,* * 100

YES; 95%

NO; 5%

I', T-.T T-E EMP0O1EES .RE S.TISFIE* WIT- WOR+I', I' T-E OR,.'IS.

Bi?ure D4 Satisfaction of employees in the or?anisation

Findin2:• Almost GF of the total employees said that they are more or less

satisfied 9ith 9or7in? in the or?aniKation• The rest F of the employee said that they are not at all satisfied 9ith

9or7in? in the or?aniKation#

.na"ysis:• As many as GF of employees responded positi*ely sayin? that they

are happy 9or7in? in the or?aniKation and are more or less satisfied• Only a *ery small parenta?e of employees replied ne?ati*ely 9ho mi?ht

be ha*in? some or the other problems relatin? to monetary aspects orthe en*ironment concerns 9hich may be du? out and their resistanceshould be identified to ma7e them satisfied

• To di? out the le*el of satisfaction( 9e as7ed further question 9hichre*eals the more insi?ht about their satisfaction le*el

36



%&ESTIO'(50E<E0 OF S.TISF.CTIO':

e$e o' satis'actio" o< #$eraAe iAh %ota!es&o"de"t 30 226 12) 3(0Perce"taAe ( *, 33 100

low a era!e "#!"0

102030405060

70

8

59

33

C-.RT S-OWI', T-E 0E<E0 OF S.TISF.CTIO'

#E$E# %F &'(I&F'C(I%)

PE CE)('*E

Bi?ure .4 'e*el of satisfaction

Findin2:• As7in? about their satisfaction le*el( FG said that they are not much

satisfied 9ith the or?aniKation( it can be said that their satisfaction le*elis a*era?e

• Almost 11 said that they are hi?hly satisfied 9ith the or?aniKation• hile the remainin? . 9ere least satisfied

.na"ysis:• The question 9as purposed to identify the le*el of satisfaction of

employees 9ho are satisfied!from amon? 1.- employees$• As far as satisfaction is concerned( as the abo*e question re*ealed that

GF of employees are satisfied 9or7in? 9ithin the or?aniKations but9hen as7ed actually about the le*el of satisfaction( it re*eals thatma8ority!nearly 5- of employees$ of them are satisfied on a*era?ebasis

3+



• Only 1 of employees say that the satisfaction le*el of them is *erylo9 inferrin? that they are least satisfied( not up to the le*el it shouldbe

• Those 9ho are hi?hly satisfied belon?s to 11 ( 9hich doesn t ha*e any

issue re?ardin? their satisfaction 9or7in? in the or?aniKations

3(



%&ESTIO'(8W-ET-ER T-E COMP.'1 IS <ER1 OPE' TO I*E.S .'* S& ESTIO'S

I<E' B1 EMP0O1EES:O&tio"s Stro"A y

aAree#Aree isaAree Stro"A y

disaAree%ota

!es&o"de"t 212 1+2 16 0 )00Perce"taAe *3 )3 ) 0 100

s$ron!ly a!ree a!ree #sa!ree s$ron!ly #sa!ree0

1020

30

40

50

60 53

43

4

0

C!art s!owin2 t!e pre#erence o# t!e emp"oyee

P EFE E)CE %F (+E E,P#%-EE&

PE CE)('*E

Bi?ure G4 Preference of the employees

Findin2:• Out of the total( almost F1 of the employees ha*e stron?ly a?reed

9ith the fact that the company is *ery open to ideas and su??estions?i*en by the employees

• 01 are a?reein? 9ith this( but not to the le*el it should be• There 9ere only 0 9ho 9ere disa?reein?( and nobody falls under the

cate?ory of <stron?ly :isa?ree=

.na"ysis:• The chart sho9s that out of /-- ( more than half F1 are stron?ly

a?ree that the company is *ery open to ideas and su??estions ?i*en byemployees meanin? carin? for employees su??estions and their recommendations

• They belie*e that company approaches *ery friendly to the employee ssu??estions and their ideas and actually implement it in theor?aniKation( if it is concrete in nature

• If all and all 9e see( nearly GF of employees reported fa*orably thattheir company belie*es in open4door policies and 9ants their

employees to participate in the or?aniKation

3,



%&ESTIO'(=W-ET-ER T-E C&0T&RE OF T-E COMP.'1 IS S&C- T-.T IT CRE.TESWOR+ E'<IRO'ME'T:O&tio"s Positi$e eAati$e Stress'u Very bad %ota

!es&o"de"t 316 *0 2( 6 )00Perce"taAe +, 12.* + 1.* 100

&os#$# e ne!a$# e s$ress'(l eery )a0

2040

60

80

10079

12.5 7 1.5

C!art s!owin2 t!e pre#erence o# t!e emp"oyee

P EFE E)CE %F (+E E,P#%-EE

PE CE)('*E

Bi?ure /-4 Employee opinion on the 9or7 en*ironment

Findin2:• Out of the total employees DG said that there is a positi*e

en*ironment in the or?aniKation /3#F said that there is a ne?ati*een*ironment

• Almost D said that the en*ironment of the company is *ery stressfulin the company and almost /#F said that it is *ery bad

.na"ysis: As the chart indicates( ma8ority of employees!nearly .- $ are a?ree

that the en*ironment 9ithin 9hich they 9or7 is positi*e and ma7esthem to 9or7 and leads to their moti*ation and satisfaction in theor?aniKations

The employee 9ho replied to <Ne?ati*e= is nearly /1 ( 9hich ma7esus to infer that the factors that creates ne?ati*e en*ironment pre*ail inthe or?aniKation

D of employees came up 9ith the opinion that the en*ironment in theor?aniKation is such that it creates stress 9ithin them( may be becauseof the pressure and the load of the 9or7( call handlin? or the tra*ellin?stress or the 9ay they interact 9ith their subordinates and collea?ues

)0



A +%n$" %t "*#+oy"") $u+tu!" %nd $o*#%ny’) #o+i$i")!" %!din t/"i! o#"nn")) o( id"%) %nd )u ")tion),

79%

13% 7% 2%

the Duestio" that cu0ture o' the com&a"y is s

*os#$# e Ne!a$# e S$ress'(l +ery )a

53%43%

4%

res&o"di"A to o&e""ess o' ideas a"d suAAes

S$ron!ly a!ree

,!ree

#sa!reeS$ron!ly a!ree

Bi?ure //4 Employee culture andcompany s policies

)1



.na"ysis:

This lin7 is ?i*en to identify ho9 employees culture !their attitudes(beliefs( the 9ay of 9or7in? and life4style etc#$ respond to companies

policy and pro?rams T/i) )/o-) t/%t "*#+oy"") $u+tu!" -/i$/ $!"%t") #o)iti0"

"n0i!on*"nt < B = /%##i+y !")#ond to t/" $o*#%ni") #o+i$i") %nd#!o !%*) < =

• The chart also sho9 that there is some relationship bet9eenemployees culture and the success of companies policies andpro?rams

• The least /#F sayin? that the culture is such that it creates *ery baden*ironment also lin7s to the stron?ly disa?reement to -

%&ESTIO'(6W-ET-ER S.TISFIE* WIT- T-E +I'* OF S.0.R1 -I+ES T-E EMP0O1EE

ET OR 'OT:O&tio" iAh y

satis'iedsatis'ied dissatis'ied iAh y

dissatis'ied%ota

!es&o"de"t ,( 2*6 3) 12 )00Perce"taAe 2).* 6) (.* 3 100

"#!"ly sa$#s e saa$#s e #ssa$#s e "#!"ly #ssa$#s e0

1020304050

6070

24.5

64

8.53

C!art s!owin2 t!e pre#erence o# t!e emp"oyee re2ardin2 sa"ary !ikes

P EFE E)CE %F +E E,P#%-EE

PE CE) '*E

Bi?ure /34 Employee preference on salary hi7es

)2



Findin2:• Out of the total employees 50 employees are satisfied 9ith the salary

hi7e they ?et• hile( 30#F are hi?hly satisfied• On the other hand .#F 9ere dissatisfied 9ith their salary hi7es and

almost 1 9ere hi?hly dissatisfied

.na"ysis:• The question 9as purposed to identify 9eather the salary hi7e

employees recei*e( ma7e them satisfied or dissatisfied# Also differentscales ha*e been used to di? out more about the e act preference of the employees

• As the chart indicates( the 7ind of salary hi7e the employees ?et ma7e

the abo*e classes of employees( amon?st them the hi?hest falls under the cate?ory of <Satisfied=• Only 1 of employees are hi?hly dissatisfied and nearly G of

employees thin7 that the salary hi7e they recei*e in an or?aniKationma7es them dissatisfied

%&ESTIO'(7T-ERE IS . STRO' FEE0I' OF TE.MWOR+ .'* COOPER.TIO' I' T-EOR .'IS.TIO':O&tio"s Stro"A y


disaAree%ota

!es&o"de"t 202 1+6 16 6 )00Perce"taAe *0.* )) ) 1.* 100


10

20

30

40

50

60 50.544

4 6

s!owin2 t!e pre#erence o# emp"oyees re2ardin2 teamwork and cooper

P EFE E)CE %F E,P#%-EE

PE CE)('*E

Bi?ure /14 Employee preference on team9or7 and cooperation

)3



Findin2:

• Out of the total employees( F-#F replied that there is a stron? feelin?of team9or7 and cooperation in the or?aniKation

•

00 are only a?reein? 9ith this fact• On the other hand the remainin? 9as disa?reein? 9ith this fact( out of

9hich 5 are stron?ly disa?reein? 9ith this fact

.na"ysis:• The question 9as purposed to identify the opinions of employees

about the sentence 9ritten abo*e• As nearly F/ of employees replied *ery stron?ly that they see a

stron? cooperation and team9or7 in the or?aniKation leadin? there bystron? interpersonal relations amon?st employees and a feelin? of team 9or7

• As re?ards those employee 9ho someho9 belie*e that they a?ree 9iththe fact about the cooperation and team9or7 in the or?aniKation( isalso nearly the half one !0F $# They thin7 that it is a fact( but it is notup to the mar7

%&ESTIO'();

W-ET-ER EM0O1EES RECEI<E T-E PROPER TR.I'I' W-E' EMP0O1EE'EE*S TO *O T-EIR >OB WE00:O&tio"s Stro"A y


disaAree%ota

!es&o"de"t 2)0 12( 20 12 )00Perce"taAe 60 32 * 3 100


102030405060

70 60

32

5 3

t s!owin2 t!e pre#erence o# emp"oyee re2ardin2 trainin2 to do t!eir ?o3

P EFE E)CE

PE CE)('*E

Bi?ure /04 Employee preference on trainin?

))



Findin2:• Almost 5- of the total employees are stron?ly a?ree that they ?et the

proper trainin? 9hen they need to do their 8ob 9ell•

hile 13 are a?reein? to this fact• The remainin? . are not a?reein? to this fact( out of 9hich F isdisa?ree and 1 is stron?ly disa?ree

.na"ysis: Trainin? is the base for 9or7in? in the or?aniKation e found that most of the employees responded that they are bein?

?i*en the trainin? by their or?aniKation 9hene*er it is needed This sho9s that the employees can 9or7 easily and safely because

they are pro*ided 9ith the trainin?

%&ESTIO'())EMP0O1EE PERFORM.'CE E<.0&.TIO'S .RE F.IR .'* E'O& -:O&tio" es o %ota!es&o"de"t 3*0 *0 )00Perce"taAe (+.* 12.* 100

yes; 88%

no; 13%

art s!owin2 t!e emp"oyee per#ormance e a"uations are #air enou2! or

Bi?ure /F4 Employee opinion on performance e*aluationFindin2:

)*



• hen it came to e*aluation and performance appraisal( almost .D of the total employees said that their performance e*aluations are bein?done fair

• The remainin? /1 9ere of the opposite opinion

.na"ysis:• The question 9as inserted to identify the relationship bet9een

employees a?reement and the system of performance e*aluationbein? done in the or?aniKation

• e thin7 that if employee percei*e that they are e*aluated on a fairlybasis implyin? 9ithout any bias and partiality( their satisfaction from the

8ob 9ould be hi?her than the case opposite to this ar?ument• As .D of employees belie*e that the system of performance appraisal

is fair( 9e could consider this as one of the factor contributin? toincrease in the employee s satisfaction

• The rest /1 are of the ne?ati*e opinion that the performancee*aluation bein? done in their or?aniKation is not fair and shouldimpro*e upon

)6



%&ESTIO'()/S&PER<ISIOR I<ES T-EM PR.ISE .'* RECO 'ITIO' W-E' T-E1 *O .

OO* >OB:O&tio" es o %ota!es&o"de"t 3)0 60 )00Perce"taAe (* 1* 100

yes; 85%

no; 15%

Bi?ure /54 Employee opinion on super*isor praise and reco?nitionFindin2:

• Out of the total employees( .F of them ans9ered that their super*isors ?i*e them praise and reco?nition 9hen they do a ?ood 8ob

• The remainin? /F said that there is no such 7ind of treatment is done

An%+y)i),• The ob8ecti*e of this question 9as to find out 9eather employee are

a?ree on this statement or not because 9e belie*e that employeessatisfaction and moti*ation le*el lar?ely depend upon this interpersonalbeha*ior 9ith their super*isors and subordinates

• As many as .F of the employee a?ree that their super*isors ?i*ethem praise and re9ard 9hene*er they do some ?ood 8ob( 9hich

implies that employees feel moti*ated and ?et satisfied in this issue• Only a *ery small percenta?e of employees replied that their super*isors and immediate bosses do not reco?niKe their 9or7(ho9soe*er ?ood it is

• These mindset employees must be chan?ed by implementin? a ?oodinterpersonal beha*ior and some ?ood chan?e trainin? pro?rams

)+



%&ESTIO'()RECEI<E &SEF&0 .'* <.0&.B0E FEE*B.C+ FROM M.'. ER:

O&tio" es o %ota!es&o"de"t 316 () )00Perce"taAe +, 21 100

yes; 79%

no; 21%

art s!owin2 t!e emp"oyee recei e use#u" #eed3ack #rom mana2er or n

Bi?ure /D4 Employee opinion on mana?er feedbac7Findin2:

• Out of the total employees( DG said that they recei*e useful and*aluable feedbac7 from the mana?ers re?ularly

• hile 3/ of them replied that they do not ?et such 7ind of feedbac7from the mana?er

An%+y)i),• The question 9as purposed to identify the e tension of feedbac7 and

reply ?i*en by the mana?ers and also 9eather any communication ?ape ists in any or?aniKation and if it e ists 9hat percenta?e

• It re*eals that nearly .- of employees belie*e that their mana?ersand super*isors ?i*e the feedbac7 and the 7ind of help 9hene*er theyneed it

• It is obser*ed that there is a si?nificant correlation bet9een theman?er s in*ol*ement and the le*el on satisfaction and moti*ation of employees# "o9e*er( 9e also a?ree that if mana?ers ?i*es any 9ron?or misleadin? feedbac7( then employees ?et dissatisfied

• The rest 3/ of them said that they do not recei*e any constructi*efeedbac7 9hich 9e thin7 is a?ainst to the morale boostin? and

satisfaction to the employees

)(



),



%&ESTIO'()5S.TISFIE* WIT- T-E PER+S .'* BE'EFITS .<.I0.B0E:

O&tio" es o %ota!es&o"de"t 2,) 106 )00Perce"taAe +3.* 26.* 100

yes; 74%

no; 27%

Fi?ure /G4 Employee satisfaction 9ith per7s and benefits a*ailableFindin2:

• Almost D1#F 9ere satisfied 9ith the per7s and the benefits they ?et9hile the remainin? 9ere not satisfied

An%+y)i),• The purpose of this question 9as to re*eal the satisfaction from per7s

and other benefits a*ailable to them and the e tent of a?reement to theabo*e stated statement

• As more than D- !D1 $ of the employees belie*e that they are notsatisfied 9ith the 7ind of per7s and benefits they ?et

• e a?ree on the fact that sufficient amount of benefits and a satisfiedpay ma7e the employees feel satisfied and moti*ated to 9or7

• As only 3D of employee a?ree on this statement meanin? they areonly least satisfied 9ith the 7ind of per7s and other benefits they ?etfrom the or?aniKation

*1



%&ESTIO'()8M.'. ER E'CO&R. E .'* S&PPORT T-EIR *E<E0OPME'T:

O&tio" es o %ota!es&o"de"t 320 (0 )00Perce"taAe (0 20 100

yes; 80%

no; 20%

Bi?ure 3-4 Employee opinion on mana?er s supportFindin2:

• Almost .- of the total sur*eyed employees said that they are bein?encoura?ed and supported by their mana?ers

• 9hile 3- said that they do not ?et this 7ind of encoura?ement andsupport from their mana?ers

An%+y)i),• This question 9as an attempt to identify the support and

encoura?ement deri*ed from the mana?ement team and the man?ersof the or?aniKation

• As .- of employees thin7 that they are bein? encoura?ed by their mana?ers and their mana?ers e tend the support 9hene*er they needit

• Those 9ho a?ree on this statement may be termed as satisfiedbecause they percei*e there is some persons 9ho care form them in

the or?aniKation• Those 9ho replied to <No= is only 3- 9hich thin7 that they do not ?et

this 7ind of encoura?ement and support from their mana?ers

*2



%&ESTIO'()=EMP0O1EE@S WOR+ IS C-.00E' I' , STIM&0.TI' .'* REW.R*I' :

O&tio" es o %ota!es&o"de"t 310 ,0 )00Perce"taAe ++.* 22.* 100

yes; 78%

no; 23%

Bi?ure 3/4 Employee opinion on nature of the 9or7Findin2:

• Almost DD#F employees accept that their 9or7 is challen?in?(stimulatin? and re9ardin? 9hile 33#F employees don t thin7 so

An%+y)i),

•

This question 9as purposed to identify 9eather employees 9or7 ischallen?in?( stimulatin? and re9ardin? or not( because 9e thin7 that if they belie*e so( they are satisfied 9or7in? in the or?aniKation

• This is because if they are disa?ree to this statement( then it 9ill lead todemoti*ation and dissatisfaction

• As this question re*eals more than DF !D. $ of them belie*e that their 9or7 is challen?in?( stimulatin? and re9ardin? there by meanin? theyare people 9ho li7e to 9or7 9hich is of concern 9ith this three area

• Only 31 of them replied that they don t thin7 their 9or7 is re9ardin?(

stimulatin? and challen?in?

*3



%&ESTIO'()6T-E E'<IRO'ME'T I' T-E OR .'IS.TIO' S&PPORTS . B.0.'CEBETWEE' WOR+ .'* PERSO'.0 0IFE:

O&tio" es o %ota!es&o"de"t 2,2 10( )00Perce"taAe +3 2+ 100

yes; 73%

no; 27%

Bi?ure 334 Employee opinion on 9or7 life balance /Findin2:

• hile as7in? about the question 9hether the en*ironment in theor?aniKation supports a balance bet9een 9or7 and personal life( D1 saidyes and 3D said no

An%+y)i),• This question 9as aimed at identifyin? the e tent of support to personal life

the or?aniKation ?i*es to the employees( because in the industry li7ePOs and Call centers( 9or7 timin?s and the 9ay employees ha*e to

handle their duty is 9e thin7 *ery a979ard and stressful respecti*ely• The feedbac7 of the employees re*eals that employees to D1 a?reed

that they are able to handle their 9or7 life e 9ith the personal life• Those 9ho denied to accept the statement 9ere also not minor( 9as

nearly 1- in 9hich ma8orly comprisin? of female employees 9or7in? inthis industry

*)



%&ESTIO'()7.B0E TO S.TISF1 BOT- >OB .'* F.MI01 RESPO'SIBI0IT1:

O&tio" es o %ota!es&o"de"t 2+( 122 )00Perce"taAe 6,.* 30.* 100

yes; 70%

no; 31%

Bi?ure 314 Employee opinion on 9or7 life balance 3Findin2:

• Out of the total employees 5G#F replied that they are able to satisfyboth 8ob and family responsibilities

• On the other hand 1-#F said that they are not able to do so

An%+y)i) ,•

This question 9as 7ept to identify 9eather an employee is able to fulfilltheir 8ob and family responsibility( because 9e thin7 that the 7ind of salary a PO employee ?et in ipro ( and the 7ind of 8ob they ha*e tohandle and the timin?s as 9ell as the en*ironment in 9hich they areallo9ed to 9or7 are *ery crucial issues for an employee 9or7in? in thisindustry

• As it re*eals that nearly D- of employee a?ree to the statement( theycan be termed as happy and a satisfied one because they are actuallyable to handle their personal life 9ith 9or7 life

•

The rest 9ho are not able to satisfy the abo*e issues may ha*e certainproblems li7e lo9 salary( 9or7 timin?s( en*ironment 9ithin 9hich they9or7 etc#

**



%&ESTIO'(/;PEOP0E .RE -E0* .CCO&'T.B0E FOR T-E %&.0IT1 OF WOR+ T-E1PRO*&CE :

O&tio" es o %ota!es&o"de"t 32) +6 )00Perce"taAe (1 1, 100

yes; 81%

no; 19%

Bi?ure 304 Employee opinion on accountabilityFindin2:

• ./ of the total employees said that they are held accountable for thequality of 9or7 they produce

• hile the remainin? /G said that they do not ?et such 7ind of credits

An%+y)i),• The purpose for as7in? this question is to 7no9 9hether the top

mana?ement *alues their employees or not#• Almost ./ of the total employees said that they are held accountable

for the quality of 9or7 they perform 9hich means that they are bein?*alued by the top mana?ement( that directly boost their moti*ation le*elresultin? into better efforts in the or?aniKation and hi?h satisfactionle*el#

• The rest said that they are not held accountable for the quality of 9or7

they perform 9hich means that the or?aniKation s atmosphere may bebiased# This 7ind of situation demoti*ates the employees+ theor?aniKation needs to ta7e correcti*e measures for it#

*6



%&ESTIO'(/)S.TISFIE* WIT- O<ER.00 >OB SEC&RIT1 OR 'OT:

O&tio" es o %ota!es&o"de"t 2(( 112 )00Perce"taAe +2 2( 100

yes; 72%

no; 28%

Bi?ure 3F4 O*erall 8ob satisfaction

Findin ,• hile as7in? 9hether they are satisfied 9ith o*erall 8ob security or not(

D3 said < es= and the rest 3. said <No=

An%+y)i) ,• This question 9as identified to 7no9 9hether employee feel safe abouttheir 8ob security or not because 9e thin7 that there is a si?nificantrelationship bet9een employees o*erall 8ob security and their moti*ation cum satisfaction le*el

• This question is of a ?reat rele*ance because in the industry li7e POand call centers( employees attrition rate is one of the ma8or issues

• As more than D- !D3 $ of employees belie*e that they are satisfied9ith their o*erall 8ob security and can 9or7 in the or?aniKation 9ithoutany fear of retrenchment( lay4off or attrition from the or?aniKation( incase of e treme conditions

• 3. of them replied to <No= 9hich sho9s that they are not satisfied9ith their o*erall 8ob security because of lac7 of performance or contract period etc#

*+



LIMITATIONS

• The sur*ey is sub8ected to the bias and pre8udices of the respondents#"ence /-- accuracy cant be assured#

• The researcher 9as carried out in a short span of time( 9here in theresearcher could not 9iden the study#

• The study could not be ?eneralised due to the fact that researcher adaptedpersonal inter*ie9 method#

• Responses to open ended questions 9ere not been ?i*en as the employees9ere reluctant in ?i*in? responses due( to 9hich 9e could not decipher thee act opinion of the employees for most of the questions#

• Incidents happenin? at the time of the sur*ey ha*e affected it#• E/&loyees $"o(!"$ $"a$ $"e (es$#onna#re was $oo )#!

an $oo s&e # .

CHAPTER&? RECOMMENDATIONS CONCLUSIONS

*(



The research 9as aimed at identifyin? the factors that influence the satisfaction le*elof employees 9or7in? in POs and Call centers# e( as a ?roup hereby 9ould li7eto conclude our research by sayin? that employee satisfaction is not the result of only one or t9o factor# ut it is sourced from *arious factors li7e 9or7in? en*ironment9ithin 9hich they 9or7( relations 9ith their collea?ues( super*isors( bosses( and rest

of the employees( their e pectation 9hen they 8oin the or?aniKation and therealiKation of the same and many more 9hat 9e ha*e hi?hli?hted in our pro8ect$#It s a result of these factors mentioned abo*e that plays ma8or role in determinationof the satisfaction le*el of employee# Employee is moti*ated and ?et satisfied notbecause only 9hat they percei*e and 9hat they realiKe after 8oinin?( but it is their belief( *alues and the 9ay of 9or7in? alon? 9ith their attitude to9ards or?aniKationand 9or7 that 9e thin7( put ma8or emphasis in determinin? the satisfaction le*el of employees# Thou?h it is a?reed that a *ery modern( educated( youth oriented andsophisticated industry li7e POs and Call centers( employees tend to belie*e 9hatthey thin7 is more re9ardin? and shinin? for them( is appropriate and a ?ro9thfuellin? for them# e thin7 employees are 9hat they thin7 and belie*e in( beyond apoint# e here do belie*e that satisfaction le*el of employees is ?oin? up in thisindustry( but challen?es remain at the same le*el# Or?aniKations and "R team 9illha*e to 9or7 hard to con*ert a dissatisfied or less dissatisfied employee into a moresatisfied( moti*ated and a result oriented employee# Satisfaction le*el of employeescan be increased by ta7in? into account *arious stets and pro?rams alon? 9ithconcrete policies( this ma8or problems of this 7ind( 9e thin7( can be lo9ered do9n#

Also recommendation of ours can be a ?reat help to this industry#

%o boost the mora e a"d satis'actio" o' em& oyees9 <e recomme"dE

EApectations o# candidates s!ou"d matc! wit! actua"rea"i ation a#ter ?oinin2 t!e or2ani ation :

e <ou d i4e to recomme"d that most o' the em& oyees e &ect that theorAa"i>atio" <i Ai$e them Aood sa aryG there <i be a Aood <or4i"Ae"$iro"me"t a"d a <or4i"A 'aci ities a"d trai"i"A "ecessary 'or the <or4 to be do"e by them. So9 the orAa"i>atio" must &ro$ide em& oyees <ith athese 'aci ities a"d trai"i"A so that the em& oyees ca" <or4 smooth y a"de''icie"t y. For this <e recomme"d:

• /i$e &romotio"9&raise9recoA"itio" a"d a<ards to those

em& oyees <ho do"e rea y Aood <or4 at the ob• Pro$ide i"sura"ce to a em& oyees 'or the security &ur&ose

• Sim& i'y the Aoa s9 missio" a"d $isio" o' the orAa"i>atio" to

the em& oyee so that em& oyees ca" he & the orAa"i>atio" toachie$e their o' orAa"i>atio"a Aoa

Timin2s o# workin2:

*,



I" our research9 <e 'i"d that there is "o 'i timi"A o' the shi'ts to a &articu ar em& oyee. It mea"s that the shi't timi"As cha"Ae e$ery'ort"iAht or e$ery <ee4. %his 4i"d o' cha"Aes i" time rea y becomesdi''icu t 'or the em& oyees to ad ust their routi"e schedu e e$ery 'ort"iAhtor e$ery <ee4. So9 recomme"d that there shou d be 'i timi"A o' shi'ts tothe em& oyees 'or <or4i"A. # so9 i"tercha"Ae the ro e o' the em& oyee

i4e i"bou"d ca re&rese"tati$e to outbou"d ca re&rese"tati$e to reducethe stress a"d timi"As ad ustme"ts

-o"idays and 0ea e issues:%here is a ma or issue <ith the orAa"i>atio" that they do "ot &ro$ideem& oyees <ith su''icie"t ho idays thereby mea"i"A i' a" em& oyee is

&utti"A a ea$e 'or a $a id reaso"9 the orAa"i>atio" <i "ot Ara"t 'or it or it <i cut that ho iday 'rom the sa ary.

%his 4i"d o' beha$ior o' the orAa"i>atio" demoti$ates the em& oyees a"d<e a 4"o< that i' em& oyees are "ot satis'ied <ith the orAa"i>atio"9 they<i ea$e the orAa"i>atio" a"d i" this ma""er the attritio" rate <i behiAh. e are "ot sayi"A that the orAa"i>atio" shou d Ai$e the ea$e<he"e$er em& oyee <a"ts but there must be $a id reaso"s to Ai$e the

ea$e.

Faci"ities and ser ices( .n Issue a##ectin2 cost as we"" asSatis#action and Moti ation o# Emp"oyees:

#s9 <e aAree that this issue a''ects budAet o' the com&a"y a so but <e'i"d that some o' the orAa"i>atio"s &ro$ide <ith tra$e i"A a o<a"cesa"d o" y 'e< are &ro$idi"A tra$e i"A 'aci ities a"d the rest do "ot &ro$ide<ith such 4i"d o' 'aci ities. e recomme"d that i' a" orAa"i>atio" is "ot

&ro$idi"A <ith tra$e i"A 'aci ities9 they must Ai$e tra$e i"A a o<a"cesa"d $ice-$ersa. # so9 because most o' the em& oyees come 'rom di''ere"tareas a"d a most 20H to 2*H o' their sa aries Ao i" the tra$e i"Ae &e"ses9 tra$e i"A a o<a"ce must be &ro$ided <ith. %hose shou d be

&ro$ided <ith mea s or iAht s"ac4s <ho <or4 a most 'or , to 10 hours i"the orAa"i>atio".

60



-ow to tack"e t!e pro3"ems o# Stress#u" and 'e2ati een ironment

e 'i"d that i" some orAa"i>atio" there &re$ai s e"$iro"me"t i4e

"eAati$e a"d stress'u <hich rea y demoti$ates a"d dissatis'iesem& oyees. %o tac4 e this &rob ems9 <e recomme"d:

• %o reduce the stress9 the com&a"y shou d i"tercha"Ae theshi'ts 'rom day to "iAht a"d "iAht to day

• %ra$e timi"A creates ots o' stress at the <or4 so thecom&a"y shou d hire the em& oyee <ithi" the "earest areaother<ise they shou d &ro$ide tra$e i"A ser$ice

• e'i"e orAa"i>atio"a structure $ery <e so that e$ery

em& oyee ca" u"dersta"d their res&o"sibi ity a"d the &rob ems o' "eAati$e e"$iro"me"t ca" be remo$ed byi"ter&erso"a beha$ior

• a$e some recreatio"a ca"tee" 'aci ity7 i4e moti' &ro$ides89 Seaso"a ce ebratio"s9 a"d &ic"ic or stressremo$i"A acti$ities

• /i$e tra"s&ort 'aci ity to the em& oyee to reduce the stress at<or4

0ook at t!ese re"ations!ips(more t!an a !intD%here is a direct re atio"shi& bet<ee" the cu ture a"d e"$iro"me"t o' theorAa"i>atio" a"d team <or4. %here must be &ositi$e a"d e"couraAi"Acu ture i" the orAa"i>atio" so that the em& oyees ca" <or4 i" the team<or4 <hich u timate y eads i" the e''icie"t <or4i"A i" the orAa"i>atio".

e a 4"o< that em& oyees come 'rom di''ere"t bac4Arou"ds o' thesociety so they must <or4 as a team 'ee i"A to dimi"ish i"dustria

dis&utes a"d the orAa"i>atio" must su&&ort this 4i"d o' e''orts. # so9 thereis a re atio"shi& bet<ee" em& oyees satis'actio" <ith the 4i"d o' mo"etary a"d "o" mo"etary be"e'its they Aet9 that shou d a so be oo4edu&o".

61



Re2u"ar e a"uation and per#ormance appraisa"( to tack"e t!epro3"ems o# a era2e satis#action

Ma ority o' the em& oyees 'a u"der the cateAory o' a$eraAe satis'actio"

i" the rati"A sca e. So the com&a"y shou d be a<are about the 4i"d o' other &rob ems or cha e"Aes <hich are sti remai"i"A to the em& oyeea"d i" the orAa"i>atio" as a <ho e. Com&a"ies shou d co"duct sur$eysystem a"d Aet the &ro&er 'eedbac4 about the &rob ems a"d other o&i"io"s. I"'orma i"teractio" a"d i"ter$ie<s ca" be a Areat he &.SuAAestio" bo es a"d em& oyees 'eedbac4 system shou d beim& eme"ted

Some 2enera" recommendation and 3est practices #o""owed 3yt!e or2ani ations in t!is industry:

• !ecruiti"A a"d hiri"AEit a starts <ith this• Pro$ide a Career JS4i = Path• m& oyee e$e o&me"t a"d %rai"i"A• Stro"A Su&er$isors /ood Coachi"A• or4 "$iro"me"t Com&a"y Cu ture• !e<ardi"A <or4 em&o<eri"A em& oyees.• !ecoA"itio" 7'irst8 a"d !e<ard 7seco"d8• S$ren!$"en wor en #ron/en$• rea$ e/&loyees as an #/&or$an$ &ar$ o' $"e

or!an# a$#on

• "couraAe &artici&atio" i" $arious & a""i"A a"d decisio"-ma4i"A• m&o<er em& oyees a"d e"sure ob security• Pro$ide eAitimate 'eedbac49 Ae"ui"e y iste" to sta'' co"cer"s a"d

ma4e their i"terests a ma"aAeme"t &riority

62



APPENDICES

63



Q.1 How long have you worked for in this organization Less than one year

Between 1-2 years Between 2-5 years ore than five years

Q.2 onthly in!ome "###-$### $###-%### %###-12### ore than 12###

Q." Level of satisfa!tion Low &verage High

Q.' (hether the !ompany is open to ideas andsuggestions given )y employees *trongly agree &gree +isagree *trongly disagree

Q.5 (hether the !ulture of the !ompany is su!h that it !reateswork environment,ositive

egative*tressful

ery )ad

Q.$ (hether satisfied with the kind of salary hikes theemployees getHighly satisfied*atisfied+issatisfiedHighly dissatisfied

6*



66



Q./ (hether there is a strong feeling of teamwork and!ooperation in the organizationHighly satisfied*atisfied+issatisfiedHighly dissatisfied

Q.0 *atisfied with working in the organizationeso

Q.% (hether monetary and non monetary )enefits motivateand affe!t employee satisfa!tion level or not

eso

Q.1# (hether ade uate opportunities for professional growthin the organization or not

eso

Q.11 *atisfied with the perks and )enefits availa)leeso

Q.12 anagers en!ourage and support their developmenteso

Q.1" 3mployees work is !hallenging4 stimulating and rewardingeso

Q.1' 3nvironment in the organization supports a )alan!e)etween work and personal life

eso

6+



Q.15 &)le to satisfy )oth o) and family responsi)ilitieseso

Q.1$ ,eople are held a!!ounta)le for the uality of workeso

Q.1/ 3mployee performan!e evaluations are fair and enougheso

Q.10 6e!eive useful and valua)le feed)a!k from theirmanagers

eso

Q.1% *upervisor gives them praise and re!ognition when theydo a good o)

eso

6(



6I6LOGRAPHY

• 999#9i7ipedia#or?• 999#9ipro#or?• 999#custominsi?ht#com• 999#forbes#com

a study on employee satisfaction in the it industry

Documents