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A STUDY ON THE LEVEL OF JOB SATISFACTION OF EMPLOYEES

IN REFERENCE WITH (HCLTECHNOLOGIES) A project submitted in partial fulfillment of the requirements for the degree of BACHELOR OF COMMERCE By PRINCY MARIAM PETER (REGISTER NO: 091CO125) UNDER THE GUIDANCE OF PROF.TABITHA DURAI; M.COM; M.PHIL

DEPARTMENT OF COMMERCE MADRAS CHRISTIAN COLLEGE (AUTONOMOUS) TAMBARAM CHENNAI 600059 MARCH 2012

CERTIFICATE

This is to certify that the project titled A STUDY ON LEVEL OF JOB SATISFACTION OF EMPLOYEES is a record of personal work done by PRINCY MARIAM PETER, a full time student of bachelor of commerce, Madras Christian College (Autonomous), Chennai, during the period of the study in the academic year 2009-2012.This project report represents entirely an independent work of the candidate under my supervision and guidance.

Mrs. Tabitha Durai, Research Guide

ACKNOWLEDGEMENT
I am very grateful to Almighty God and his channels in this world for giving me the strength, confidence and knowledge to conduct this study at every step of it.

I express my heartfelt thanks to Dr. Alexander Jesudasan, the principal, Madras Christian College for giving me an opportunity to be part of this distinguished institution.

I also thank Mr. Charles Suresh David, Head of the department, for his constant support and encouragement towards the research. I extend special thanks to my research guide Mrs. ,Tabitha Durai for her continuous and strong guidance at every stage of the research process. I thank all other faculty members of the department who have been helpful and supportive for the completion of the research. I extend my gratitude towards my parents who have always encouraged me and gave suggestions. Their support has always motivated me

My heart full thanks to HR Executives and all the respondents who have been a source of help to complete my research.

Place: Chennai Date: Princy Mariam Peter

CONTENTS
S.NO
1

TITLE
1.1 INTRODUCTION 1.2 SCOPE OF THE STUDY 1.3 OBJECTIVES OF THE STUDY 1.4 RESEARCH METHODOLOGY 1.5 LIMITATIONS 1.6 ORGANISATION OF THE STUDY

PAGE NO:

2 3 4

COMPANY PROFILE ANALYSIS AND INTERPRETATION FINDINGS, SUGGESTIONS &CONCLUSION

BIBLIOGRAPHY ANNEXURE -QUESTIONNAIRE

CHAPTER 1 INTRODUCTION

1.1 INTRODUCTION Job Satisfaction:


Human beings strive to seek satisfaction in every aspect of their life. From satisfying their basic primal needs - hunger, thirst, rest and social interaction - the complex society today has its benchmark of goals and fulfillment that should be achieved by individuals. This set of goals and fulfillment includes securing a good job, preferably with a good pay and hopeful with job satisfaction

Why the wishful thinking in the latter part? Is it so hard to achieve job satisfaction? What is satisfaction anyway? Human beings are known for their nature of being hard to please. It is human nature to be inquisitive and curious. The insatiable thirst for knowledge coupled with the incessant desire and craving for something new are factors which determine the never ending quest of humans striving for "satisfaction" in every aspect of their life. The ever changing and developing technology proves the never ending quest for satisfaction in life and the ever increasing number of people experiencing undue stress and problems denote an underlying sense of dissatisfaction. There are many ways to seek satisfaction and different people opted for different ways to search for job satisfaction. There is a general rule of thumb - change your mindset and be realistic

Definition
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 (2002) 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), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors. Importance of improving job satisfaction Human capital in any organization is its greatest asset and this asset should not be compromised during times of economic disorder. The retention of good employees is essential for the organization to achieve constant growth. During times of financial crisis in

the organization, many employees intend to leave the organization due to payroll cuts and layoffs. In spite of such crisis, the organization can devote their attention for taking effective steps on selective basis to improve job satisfaction of employees for their retention. If this is not done, top talented people may leave the organization adding to further crisis. The productivity of the organization depends significantly on employee job satisfaction. It not only influences the maximum workforce but greatly improves the sense of morale and commitment towards the organization amongst the employees. The necessity of job satisfaction is not related only to performance of employees but its great contribution to cohesiveness of workers for sustainability of achieving the organizations goals. Conductive work environment is one that gives workers a sense of pride in what they do. However, employers that implement monetary as well as non- monetary initiatives to increase employee job satisfaction in the organization.

Signs of high employee job satisfaction: Opportunity for growth Exceptional compensation package Boss is a mentor Morale is high Innovation Corporate values Ethics and integrity

Ways to enhance job satisfaction: Positive work culture Appreciation, reward and recognition Employee participation Improve workers skills and potential Assessment of job satisfaction

Non monetary ways to enhance job satisfaction: Reduce employee stressors

Encourage flexible work schedule Give meaningful and consistent praise Make frequent and honest communication Provide onset wellness opportunities

Strategies to enhance employee job satisfaction:


Shared mission and vision: The employees in many organizations do not know the mission, vision and objectives of the organization in spite of being an integral part of the organization who contribute effectively for the development of the organization through their talents and competencies. It is therefore necessary to build appropriate corporate culture to achieve the same. Regular feedback should be obtained from employees to know their opinion in this regard Work itself: The job satisfaction of employees can be increased by job rotation, knowledge enlargement, task enlargement and job enrichment of each employee on a periodical basis. Compensation and benefits: Suitable policies should be built as regards compensation and various benefits for the employees to motivate them, considering the financial position from time to time. Performance appraisal: The proper and fair assessment of the work done by each employee needs to be carried out with reasonable justice which certainly encourages employees to perform better. Relationship with supervisors: Cordial employee- management relationship plays an important role in the development of an organization or vice versa. In order to have a cordial relationship of the employees with the management the company should treat the staff fairly, be ready to help them, provide training to enhance their skills and positive attitudes and be ready to listen and respond to employees.

There are many ways to seek satisfaction and different people opted for different ways to search for job satisfaction. There is a general rule of thumb - change your mindset and be realistic in your expectations.

Tips for improving job satisfaction level


Tip1: Embrace changes Accept the fact that things may change - people change and you may also change over time. Embrace changes and you will find that, you just might be a step closer to job satisfaction. Bear in mind that what brings you satisfaction today may not be so in the future. There is no one set rule of how to be satisfied with your job. There is also no fixed guideline on how to overcome challenges at work into a motivation for you to achieve job satisfaction.

Tip2: Acknowledge differences For a gardener with eight mouths to feed at home, the meaning of job satisfaction may be to bring home his daily pay of RM15 and to ensure that his wife has the means to put the needed food on the table. For a top executive with a five-figure salary, job satisfaction is no longer a matter of daily survival - unlike the aforementioned gardener - it may be a matter of fulfilling his own personal goals and meeting other set objectives and aims of his organization. With such a broad definition and interpretation of satisfaction, we are back to square one - How to achieve job satisfaction Can happiness bring you satisfaction? Yes, to a certain extent. Those who are wiser will say that satisfaction equates happiness and contentment. How to be happy then? "It is all in the mind" - a clich which applies to almost everything in life - including in your quest for job satisfaction

Tip3: forgive yourselves Be kind to yourself. Most people who find it hard to achieve job satisfaction are normally too harsh on themselves. Do not blame yourself if things do not turn out as you expect them to be. Admit your weaknesses but do not disparage yourself in any way. Always remember that regardless of what others say about you, they cannot make you feel bad about yourself until you allow yourself to do so. In other words, forgive yourself for making mistakes because after all, "to err is human". Build up your self-esteem and selfconfidence to perform better the next time around. Once you accept your own shortcomings and come to terms with your limitation, you are on the right path to achieving job satisfaction.

Tip 4: forgive others: Your quest for job satisfaction is one that should be taken alone but along the way, you need to work with others and answer to your bosses. Hence the need for you to accept the fact that you cannot please everybody. Learn to forgive others who actually seemed to have tried to sabotage your plans and career advancement. Holding grudges can be a temporary measure to express anger but you should learn how to let go of the feelings of ill-will against those who have wronged you at work and free yourself of the unnecessary stress. By being angry with others or by being frustrated with your surroundings, you are only subjecting yourself to more hurt and pain while others have almost no inkling of how troubled you are and they might just perform better than yourself while you were still wallowing in self-pity and anger. This is where you learn to let go of your bruised ego and actually try to accept things as they are and forgive others. Accept the work environment and only then will you strive to improve on things.

Enriching with knowledge.!!!


Job satisfaction describes how content an individual is with his /her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation or aptitude, although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement, job enrichment and job re-engineering. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work position. 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 rate of pay, work responsibilities, variety of tasks, promotional opportunities, the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied").

History
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (19241933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and selfactualization. This model served as a good basis from which early researchers could develop job satisfaction theories. Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions.

Models of job satisfaction


Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory Template:Jackson April 2007. 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 of 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 Selfevaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in 1997. Judge et al. 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/her self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.

Opponent Process Theory


According to opponent process theory, emotional events, such as criticisms or rewards, elicits two sets of processes. Primary processes give way to emotions that are steady with the event in question. Events that seem negative in manner will give rise to the feelings of stress or anxiety. Events that are positive give rise to the feeling of content or relaxation. The other process is the opponent process, which induces feelings that contradict the feelings in the primary processes. Events that are negative give rise to feelings of relaxation while events that are positive give rise to feelings of anxiety. A variety of explanations have been suggested to explain the uniformity of mood or satisfaction. This theory shows that if you try to enhance the mood of individual it will more likely fail in doing so. The opponent process theory was formulated to explain these patterns of observations

Equity Theory
Equity Theory shows how a person views fairness in regard to social relationships. During a social exchange, a person identifies the amount of input gained from a relationship compared to the output, as well as how much effort another persons puts forth. Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals, the person is likely to be distressed because the ratio between the input and the output are not equal. For example, consider two employees who work the same job and receive the same benefits. If one individual gets a pay raise for doing the same or less work than the other, then the less benefited individual will become distressed in his workplace. If, on the other hand, one individual gets a pay raise and new responsibilities, then the feeling of inequality is reduced.

Discrepancy theory
The concept of self-discrepancy theory explains the ultimate source of anxiety and dejection]. An individual, who has not fulfilled his responsibility feels the sense of anxiety and regret for not performing well, they will also feel dejection due to not being able to achieve their hopes and aspirations. According to this theory, all individuals will learn what their obligations and responsibilities for a particular function, over a time period, and if they fail to fulfill those obligations then they are punished. Over time, these duties and obligations consolidate to form an abstracted set of principles, designated as a self-guide Agitation and anxiety are the

main responses when an individual fails to achieve the obligation or responsibility. This theory aslo explains that if achievement of the obligations is obtained then the reward can be praise, approval, or love. These achievements and aspirations also form an abstracted set of principles, referred to as the ideal self guide. When the individual fails to obtain these rewards, they begin to have feelings of dejection, disappointment, or even depression TwoFactor Theory (Motivator-Hygiene Theory) Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace] This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hokinson, Porter, & Wrench, p. 133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hack man & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. The Results of Positive or Negative Job Satisfaction A major practitioner knowledge gap is in the area of understanding the consequences of job satisfaction. We hear debates and confusion about whether satisfied employees are productive employees, and HR practitioners rightfully struggle as they must reduce costs and are concerned about the effects on job satisfaction and, in turn, the impact on performance and other outcomes. The focus of our discussion in this section is on job satisfaction, because this is the employee attitude that is most often related to organizational outcomes. Other employee attitudes, such as organizational commitment, have been studied as well, although they have similar relationships to outcomes as job satisfaction.

Job Satisfaction and Job Performance The study of the relationship between job satisfaction and job performance has a controversial history. The Hawthorne studies, conducted in the 1930s, are often credited with making researchers aware of the effects of employee attitudes on performance. Shortly after the Hawthorne studies, researchers began taking a critical look at the notion that a happy worker is a productive worker. Most of the earlier reviews of the literature suggested a weak and somewhat inconsistent relationship between job satisfaction and performance.

Job Satisfaction and Life Satisfaction An emerging area of study is the interplay between job and life satisfaction. Researchers have speculated that there are three possible forms of the relationship between job satisfaction and life satisfaction: (1) spill over, where job experiences spill over into non work life and vice versa; (2) segmentation, where job and life experiences are separated and have little to do with one another; and (3) compensation, where an individual seeks to compensate for a dissatisfying job by seeking fulfillment and happiness in his or her non work life and vice versa

Job Satisfaction and Withdrawal Behaviors Numerous studies have shown that dissatisfied employees are more likely to quit their jobs or be absent than satisfied employees Job satisfaction shows correlations with turnover and absenteeism in the.25 range. Job dissatisfaction also appears to be related to other withdrawal behaviors, including lateness; unionization, grievances, and drug abuse, and decision to retire. Hulin et al. (1985) have argued that these individual withdrawal behaviors are all manifestations of job adaptation and have proposed that these individual behaviors be grouped together. Because the occurrence of most single withdrawal behaviors is quite low, looking at a variety of these behaviors improves the ability for showing the relationship between job attitudes and withdrawal behaviors. Building Job Satisfaction Once you have identified the blend of status, power, or intrinsic enjoyment that need to be present in your work for you to feel satisfied, you then need to work on some of our seven 'ingredients' for a satisfying job. These ingredients are:

Self-awareness.

Challenge. Variety. Positive attitude. Knowing your options. Balanced lifestyle. A sense of purpose.

Self-Awareness The first step in the search for job satisfaction is to know yourself. If you're to be happy and successful, you need to understand your strengths and weaknesses. This will help you identify what types of profession will allow you to build on those strengths, and minimize those weaknesses. A useful framework for conducting this type of analysis is a Personal SWOT analysis. It is difficult to feel satisfied with something you arent very good at, so rather than spend time beating yourself up about it, take a long hard look at the things at which you excel, and try to find a position that uses some of those skills too. Another important component of self-awareness is to have a good understanding of your personality traits and your preferred style of working. A useful tool for this is Scheins Career Anchors, which helps you understand what you value and what motivates you in your career, (and also what you do not value, and what de-motivates you By increasing your self-awareness, you can work towards the ideal blend of compensation, status, and intrinsic reward that suits you, and that you can realistically achieve. Knowing this will help you to set appropriate goals, and manage your own expectations. The greater the match between your preferences and the requirements of the job, the more potential for job satisfaction you have. The remaining six 'ingredients' determine how much of that potential you actually achieve. Challenge Different things challenge different people at different times. You just need to figure out what you can do to make sure you dont allow yourself to go stale at work.

Even if the job itself is not all that challenging, you can make it challenging. Some great ideas here include:

Set performance standards for yourself aim to beat your previous record, or set up a friendly competition among co-workers. Teach others your skills nothing is more challenging, or rewarding, than passing your skills and knowledge on to others. Ask for new responsibilities these will give you opportunities to stretch yourself. Start or take on a project that uses skills you would like to use, or want to improve. Commit to professional development take courses, read books or trade magazines and attend seminars. However you do it, keep your skills fresh and current.

Variety Closely related to the need for challenge is the need to minimize boredom. Boredom is a common culprit when it comes to job dissatisfaction. When your mind is bored you lack interest and enthusiasm and even a well-matched job becomes dissatisfying. Some common methods to alleviate boredom at work include:

Cross train and learn new skills. Ask to be moved to a new assignment or department requiring the same skills. Ask to work a different shift. Volunteer to take on new tasks. Get involved with committee work. Go on an extended leave, or take a sabbatical.

Positive Attitude Attitude plays a huge role in how you perceive your job and your life in general. If you are depressed, angry or frustrated, you're much less likely to be satisfied with anything. Making a change to a positive attitude is a complex process that requires a lot of work and a strong commitment. However, over time, you can turn your internal dialogues around and start to see most events in your life as positive and worthwhile. Here are some tips:

Stop negative thoughts from entering your brain. Reframe your thoughts to the positive.

Put the events of the day in the correct context. Don't dwell on setbacks. Commit to viewing obstacles as challenges. Accept that mistakes are simply opportunities to learn. Become an optimist.

Know Your Options When you feel trapped, you can start to get anxious. At first you wonder what else is out there for you. This progresses to the point where you become convinced that anything other than the job you're doing has got to be more satisfying. To combat this, continuously scan your environment for opportunities. When you feel you have options, you have more control. When you make a positive choice to stay with a job, that job has much more appeal than if you feel forced to stay because you feel you have no alternative.

Keep a list of your accomplishments. Update your resume on a regular basis. Keep up to date on employment trends. Research other jobs that interest you. Adopt an 'Im keeping my options open' approach.

Maintain a Balanced Lifestyle You'll have heard many times that you need to keep your life and work in balance. When you focus too much on one at the expense of the other you risk putting your whole system in distress. When work takes over your life, it is easy to resent it and lose your sense of perspective: Suddenly everything about your life is clouded with negativity. Find a Sense of Purpose Last, but certainly not least (for many people) is the need to find a sense of purpose in the things you do. Even if you have a boring job, it helps a lot if you can see the real benefit you're providing for people. Even the most mundane job usually has purpose if you dig deep enough. And if it doesn't, should you be wasting your life doing it?

1.2 NEED OF THE STUDY:


The basic need of the study is to know the level of job satisfaction of employees in HCL technologies. This study also enhances various tools to reduce the level of dissatisfaction among the employees. The overall objective of the study is to acquire knowledge about the job satisfaction strategies undertaken in the organization and tools to improve the same. The study analyzed the actual atmosphere of the organization which helped in giving a clear picture of the employees work culture. The study is carried out among the employees to know how they are able to cope up their job dissatisfaction as it will affect employee both at work and in personal life and vice versa.

1.3OBJECTIVES OF THE STUDY

Primary objective
To study the level of job satisfaction of employees

Secondary objectives
To analyse the measures taken by the company to improve the job satisfaction level To study the level of job dissatisfaction among the employees To ascertain employees opinion about the organization culture and work environment To find out the cause of absenteeism, conflicts and disputes among the employee

1.4 RESEARCH METHODOLOGY

Field of study: This research is done on the study on employees working in the IT sector, HCL technologies. IT is the area of managing technology and spans wide variety of areas that include but are not limited to things such as processes, computer software, information systems, computer hardware, programming languages and data constructs. In short anything that renders data, information or perceived knowledge in any visual format whatsoever, via any multimedia distribution mechanism, is considered part of the IT domain.

Research design

The nature of the study is descriptive research. Descriptive study attempts to obtain complete and accurate description of the situation. The methodology involved in the design is mostly qualitatively in nature.

Sampling details

Universe:

The universe includes the employees working in HCL technologies

Sample size:

The sample size chosen for the study is 50. These respondents were selected randomly from every department are covered under the study. Sampling technique Snow ball sampling method: Tools of data collection

Questionnaire method List of a research or survey questions asked to respondents, and designed to extract specific information. It serves four basic purposes: to (1) collect the appropriate data, (2) make data

comparable and amenable to analysis, (3) minimize bias in formulating and asking question, and (4) to make questions engaging and varied.

Sources of data collection

Primary data: The employees who are working in the corporate office and involved in back office functions were the sources of primary data.

Secondary data: Internet, articles, journals pertaining to the research topic becomes the source for secondary data.

1.5 Limitations of the study


1. There may be difficulty in talking to the respondents as they may not be open to answer a third person. 2. This study is limited only to a certain company and hence may not have generalized results. 3. Time constraints 4. This study is restricted to 50 respondents only 5. This study is conducted in Chennai city only

1.6 Organization of the study

The study would be divided into five different chapters:

Chapter 1 Chapter I the INTRODUCTION brings to light the research topic. It begins with introduction of job satisfaction, explains about the statement of the problem, need and importance of the study, objectives, limitations. It also focuses on the methodology to be adopted by the researcher for the systematic problem of the study.

Chapter II Chapter II the COMPANY PROFILE critically investigates the details of the company including its history, achievements etc.

Chapter III Chapter III the ANALYSIS AND INTERPRETATION deals with statistical analysis and interpretation of the data collected through research with the aid of structured questionnaire. 10 Analysis refers to studying the data collected in terms of statistical numbers and interpretation refers to understanding the implication of the statistical finding. Chapter IV Chapter IV exhibits the important and relevant MAIN FINDINGS AND SUGGESTION AND CONCLUSIONS of the complete body of research. Main findings mean something that has been found. It is a conclusion reached after examination or investigation. A Suggestion is a proposal offered for acceptance or rejection. It is also a psychological process by which an idea is induced in or adopted by another without argument, command, or coercion. If implemented the researcher hopes it would bring certain improvements and a probable change for the better. The conclusions gives a brief overview of the entire research from the Chapter I to the end of the research.

The last part of the project consists of the bibliography and the appendix where a copy of tool used to collect data (questionnaire) is attached.

CHAPTER 2 COMPANY PROFILE

COMPANY PROFILE

At a time when India had a total of just 250 computers, Shiv Nadar, the founder of HCL, led a young team of eight people who passionately believed in the growth of the IT industry. That vision in 1976, born out of a Delhi barsaati, (akin to a garage start-up), resulted three and a half decades later into a global transformational technology enterprise. Over the years, HCL witnessed many firsts which legitimized its status as a pioneer in modern computing. The most significant of these was the development of the first indigenous micro-computer in 1978 - at the same time as Apple and three years before IBM's PC. This micro-computer virtually gave birth to the Indian computer industry. The 80's saw HCL developing several know-hows in multiple areas of technology. HCL's in-depth knowledge of UNIX led to the development of a fine grained multi-processor UNIX in 1988 - three years ahead of Sun and HP. HCLs journey of 35 years has been truly transformational with the enterprise creating valuable Joint Ventures and alliances with marquee partners such as Hewlett Packard, Cisco, Perot Systems, Deutsche Bank and NEC Corporation, amongst others, to drive strategic growth. After a strong focus on manufacturing for over two decades, HCL Technologies was spun off as the information technology and software services arm of the enterprise, with listing in 1999. Presently, HCL Enterprise comprises two companies listed in India, HCL Technologies (www.hcltech.com) and HCL Info systems (www.hclinfosystems.in). Over a period of time, both HCL Info systems and HCL Technologies have emerged as institutions in their own right with HCL Technologies emerging as a leading player in the IT services sector. Today, HCL is a $6.2 billion global behemoth with 90,000 professionals from diverse nationalities, operating from 31 countries - including over 500 points of presence in India alone. From designing Indias first PC at the same time as global IT peers in 1978, to working on the Boeing Dream liners airborne systems today, HCL has stayed a true pioneer of innovation and technology excellence. HCLs range of offerings spans Product Engineering, Custom & Package Applications, BPO, IT Infrastructure Services, IT Hardware,

Systems Integration, and distribution of ICT products across a wide range of focused industry verticals. HCL is a global technology enterprise and a name to reckon with, in the industry. The passion of its founder and the entrepreneurial zeal of its employees have made its Information Technology and Software services arm, HCL Technologies [HCLT], a leading provider of business transformation, enterprise & custom applications, infrastructure management, business process outsourcing, and engineering services. Leveraging its extensive global offshore infrastructure and network of offices in 26 countries, HCLT delivers solutions across a wide range of verticals such as financial services, manufacturing, consumer services, public services and healthcare. HCL takes pride in its philosophy of Employees First, Customers Second which empowers its 83,076 transformers to create real value for over 500 forward looking customers, seeking to shift paradigms and transform the way business is being done. When HCLT commenced its transformation journey based on the foundation of Employees First in 2005, disruptive technologies and new business models were beginning to impact the industry. HCLT had already anticipated the shift from employer driven to employee driven market conditions. Today, the impact of this unique management philosophy is being recognized and praised worldwide for empowering employees to become the drivers of growth. HCL has also become one of the fastest-growing IT services companies in the world. Employees First, Customers Second - Turning Conventional Management Upside Down a business book authored by the CEO Vineet Nayar encapsulating HCLTs transformation journey from 2005, was launched in June 2010. Already a massive bestseller in key markets, the book has won accolades from leading management thinkers and CEOs such as Tom Peters, Gary Hamel, Tony Hsieh, Judy McGrath, and Victor Fung. Covered by leading media groups around the world, the book has already been translated into five languages - French, Spanish, Portuguese, Korean, and Chinese, and over 50 Employees First, Customers Second [EFCS] workshops for clients and partner organizations have been conducted in the USA, UK and APAC regions. HCL Technologies, along with its subsidiaries, had consolidated revenues of US$ 3.9 billion (Rs. 18,344 crores) as on 31 Dec 2011 (on LTM basis).

Vision:

"To be the technology partner of choice for forward looking customers by collaboratively transforming technology into business advantage."

Mission:
"We will be the employer of choice and the partner of choice by focusing on our stated values of Employees First, Trust, Transparency, Flexibility and Value Centricity."

Awards & Recognitions: HCL technologies recognized as one of Britains top employers for the fourth consecutive year

HCL Technologies Ltd. (HCL), a leading global IT services provider, has been named as one of Britain's Top Employers 2010 by the Corporate Research Foundation (CRF) Institute, the independent

Golden peacock innovation award


HCL Technologies Ltd. (HCL), a leading global IT services provider, today announced that it has been conferred with the prestigious Golden Peacock Innovation Award for its MTaaS...

Hewitt best employers in India

Hewitt Associates, a global human resources consulting and outsourcing company, revealed main findings in its annual Hewitt Best Employers in Asia 2009 study today, and named HCL among the 30

HCLS stunning victory at the FT arcelor mittal boldness in business awards

HCL was presented the prestigious 'Readers Award' in a ceremony that took place in London last week. This is an illustrious award where the winner is selected for their wonderful performance.

Global services 100 2009 HCL technologies leaders in human capital development

HCL

Technologies

has

been

declared Leaders in

the

category Human

Capital

Development and is ranked 3rd amongst the 100 best global IT service provider companies that made it to an exceeding level today.

Employee first customer second

Darden Business Publishing, University of Virginia, has published a case study on HCLs innovative management philosophy - Employee First, Customer Second (EFCS).

Forrester counts HCL as the leader in SAP implementation

According to Forrester report titled The Forrester Wave TM: Australia/New Zealand SAP Implementation Providers, Q2 2008 by Tim Sheedy Forrester evaluated seven of the leading SAP

HCL is providing mobile and remote working solution (MRWS) for Wiltshire police force

According to IDC case study titled Mobile and Remote Working Adopted by Wiltshire Police Force: Improving Police Visibility by Jan Duffy the case study describes how HCL built a government insights.

From volume to value: HCL strategies to growth

This IDC Flash summarizes the key highlights from the HCL Technologies' annual Asia/Pacific Industry Analyst Summit held in October 2007 in Singapore. During the event, the company presented the IDC

Investors business daily

One bedrock principle of capitalism is that customers always come first. HCL Technologies is chipping away at that idea. The India-based tech services firm is breaking new ground by placing its investors business daily.

Partnership and alliances:


Bmc software:

HCL & BMC software share a strategic alliance wherein HCL is BMC's Global Outsourcer, SI Partner & Global Managed Service Provider Partner. This partnership allows HCL to focus upon all the major BMC disciplines of Business Service Management such as Service Resource Planning, Service Automation, Service Support, Service Assurance & Atrium Core, and has a dedicated technology team known as 'Center of Excellence' which proactively develop/deploy these solutions. HCL also provides SaaS offerings based upon on BMC platforms to various customers. BMC also plays a pivotal role in HCL "Business Aligned IT" (BAIT) platform.

CA

HCL and CA have established a strategic relationship to meet the Enterprise IT Management needs of customers. The partnership is focused on solutions around CA's Govern, Secure and Manage products across distributed and mainframe environments. The HCL-CA partnership combines CA's leadership in platform technologies and HCL's business transformation services to deliver efficiency and cost advantage for customers. The joint goto-market (GTM) initiative with CA has been launched in early 2009 in all major geographies covering north America, EMEA and APAC. As part of the GTM initiative, CA & HCL has been working together developing joint solutions. The first joint solution which is Smart Certified by CA is in Governance, Risk & Compliance (GRC) where HCL has integrated the compliance Manager. process in HIP AA(Healthcare), FDA 21CFR11 (Life Sciences), ISO27001(across any industry) and others (country and vertical specific) with CAs GRC

The data that is created and replicated by HCLs client base is growing at 60% YoY. The HCL/EMC Alliance program has enabled HCL to partner with EMC to cut costs and/or improve client operations through refresh, content management, consolidation, upgrade, virtualization (VMware) and security (RSA) programs. EMC is an industry leading information and data management product and solutions provider. HCL is regarded as one of the top EMC Global Alliance partners http:. HCL is a Gold Tier Partner and a part of the Velocity Global Alliances Program - a best in class Alliance Partner program. HCL delivers full lifecycle EMC based Documented Content Management Solutions including Package Implementation, Customization, Support Upgrade/Migration, Reengineering . HCLs Content Management Practice has over 50+ Industry specific vertical frameworks & solution accelerators and has experience in over 400+ projects across various domains. HCL has also created solutions based on EMC technologies: Content Management solutions based on EMCs documented product for the managing content for the Media and Entertainment Industry and a Customer On-Boarding Solutions for the Financial Services Industry. HCL has created solutions to Optimize Code in SAP environments and an Information Lifecycle Management (ILM) to virtualize, optimize, automate, protect and store information management. HCLs Security Practice has created an Enterprise Security Solution for Banks (ESS) for Bank Fraud Protection based on EMCs RSA Security Products.

HP

HP is a leading global technology company that offers a broad product portfolio of infrastructure and business solutions. HCL, as a Global Systems Integrator for HP, is able to offer a comprehensive suite of solutions to our Customer by utilizing HP hardware and software platforms. As a Global Alliance partner HCL offers a comprehensive suite of Infrastructure and Enterprise Transformational Services that effectively utilize HPs extensive portfolio of products. Some of the most popular solutions to date have included Integrated Operations Management which utilizes the HPSS Operations Portfolio; Independent Testing services which makes use of HP QTP ; and Project Management services- featuring HP PPM. HCL has a large experienced global HP practice with hundred

of Consultants certified on BAC, QTP, QC, LR, etc. For more information on how we can help you with your HP requirements please contact Dale Bagnell at dbagnell@hcl.com.

IBMs

HCL leverages a broad range of IBM products to build world class, flexible and industry leading infrastructure and business intelligence solutions. These flexible mainframe solutions (z Series, Web sphere) and Blade Center systems infrastructure solution help our clients manage the growth and change in their business operations while simplifying their IT environment. These solutions simplify management of HCLs client IT infrastructures by making workloads independent of hardware resources. HCL uses its industry leading mainframe frameworks to deliver world class operations management and systems development services and such as Managed Mainframe Services, Integrated Operations & Application Management, Application Development & Support, End to End Migration, Application Migration, Application Modernization, Performance Optimization, and Workload Rationalization. HCL delivers full lifecycle IBM based File Net Content Management Solutions including Package Implementation, Customization, Support Upgrade/Migration, Reengineering . HCLs Content Management Practice has over 50+ Industry specific vertical frameworks & solution accelerators and has experience in over 400+ projects across various domains. HCL also leverages IBM/Congo business intelligence solution to improve business agility, manage risk and meet regulatory standards by transforming data into reliable, accurate information for better decision making

INFORMATICA

HCL is partner for Informatica for APAC, US & Canada. HCL and informatica are focusing on providing Data Integration Solutions to different verticals including Financial services, Insurance, Healthcare, Life sciences, Telecommunications etc. The Informatics Platform provides organizations with a comprehensive, unified, open and economical approach to

lower IT costs and gain competitive advantage from their information assets. For more information, please contact Global Alliance Head Durga Prakash Kone.

Microsoft

The HCL + Microsoft alliance is focused on driving individual productivity and enterprise value. Our 15+ year relationship has been built upon enabling the success of our shared clients. HCL and Microsoft leverage our collaboration to deliver this value through industry solutions and client innovation. A key driver for the Microsoft relationship is the HCL Infrastructure Services Division which continues to dramatically expand in the delivery of managed services on the Microsoft platform

Misys

HCL and Misys are long term strategic partners in offering end to end best of breed product solutions in the areas of banking and capital markets. For the past 7 years, HCL has brought in its significant understanding of banking domain and technology to build and enhance Misys products to keep it in line with changing market and regulatory requirements. HCL has taken these products to some of its key customers. HCL and Misys have jointly engaged for successfully implementing these solutions for a number of customers.

HCL has invested significantly in Misys Product CoEs, where dedicated consultants are ring fenced to carry out customer implementation, integration, development and testing activities. This relationship has successfully delivered value to customers consistently over the past years and is reflected in its growth of over 100% YOY for last two years. Some of the key highlights of our strategic partnership are:

HCL is the sole partner of Misys which has various versions of Misys products installed in its product labs. This has enabled HCL to service a large number of Misys customers as well as ensure availability of staff skilled in latest versions of the products.

HCL has developed Misys specific value added frameworks which have helped banks and institutions significantly reduce time and risk for implementation and upgrade. These include Test Automation Frameworks and Report Comparison Tools for Summit, Opics and Loan IQ.

HCL has access to detailed Knowledge Repository on Misys portal and Intranet.

Oracle

HCL has a 6+ year relationship with Oracle Corporation and today we are their Worldwide Platinum Partner. Besides this, we have partnerships with Oracle to resell their application and technology products in various parts of the Globe. We also offer subscription based Platform BPO services based on Oracle platforms being their BPO partner. In addition we also co develop and Beta test Oracle products.

HCL's strategic alignment with Oracle helps in:


Joint Solution Development across industries and products Joint Go To Market across geographies Competency development across various Oracle products Enhanced services portfolio Practice maturity improvement through various enablement programs Assured customer delivery

Quick Facts

Large engagement with Global Fortune 500 companies in Hi-tech & Manufacturing and Life Sciences Industry across the US and Europe

HCL provides multi-year, multi-service delivery for a US based Supplier of Automated Test Equipments provider, with the largest Oracle Technology footprint

HCL has set-up the Global Delivery Center for a leading Business Conglomerate, also a strategic customer with Oracle Corporation

HCLs successful execution of one of the few complex Oracle Process Manufacturing Reimplementation projects, is one of the key references for Oracle in India HCLs Oracle Universe has over 3000 Oracle professionals including Oracle EBS, Siebel, PeopleSoft, JDE, Edge Apps, Industry Apps and Oracle Technology Oracle Services include Consulting, Package Implementation & Roll-out, Migration & Upgrade, Application Maintenance & Operations Management and Product Engineering Services HCL adopts a domain centric & Micro-Virtualization strategy across select verticals that includes Hi-tech & Manufacturing, Life Sciences, Communications, Retail & Transportation and Financial Services

RedPrairie

For over 35 years, RedPrairie has put commerce in motion for the world's leading companies by optimizing inventory, improving employee productivity and increasing speed to market. With 60,000 customer sites in more than 50 countries, RedPrairie provides unparalleled service and support. Red Prairies best-of-breed supply chain and all-channel retail solutions help ensure visibility, collaboration and velocity between manufacturers, distributors and retailers to guarantee the consistent flow of goods from raw materials to finished products in the hands of consumers. Since 2009, HCL Technologies has partnered with RedPrairie to provide System Integration services and support for RedPrairie software project implementations across the globe. More recently, in 2012, RedPrairie and HCL teamed up to offer to Indian customers Red Prairies industry leading WMS - on-demand, priced on a "pay as you go" model and hosted on HCL's world-class infrastructure.

Sap

HCLs ten year relationship with SAP is multi-faceted as a customer, a development partner and a go-to-market partner. While the partnership was tactical with focus on APAC and India markets, in the last one year the relationship has turned strategic with depth of investments, enhanced relationships and growth beyond application support services. Expanding the relationship to a new height, HCL has joined the SAP Global Partner Services program. As a new Global Services Partner, HCL Technologies will invest in significantly enhancing its SAP consulting practice and will create dedicated SAP sales resources and supporting marketing activities across North America, Europe and Asia Pacific.

TIBCO

TIBCO Software Inc. is a leading independent business integration software company and enabler of real-time business, helping companies become more cost-effective, agile and efficient. TIBCO has a proven track record of delivering business value to its customers by helping them solve problems and execute on strategies in three key areas Service Oriented Architecture (SOA), Business Process Management (BPM) and Business Optimization (BO). As a TIBCO Alliance Partner HCL has built a dedicated Center of Excellence featuring 550+ TIBCO Consultants experienced with Service Oriented Architecture, Enterprise Message Service, Complex Event Processing, Business Process Management, Application Integration, Adapters, Portal Builder and Portal Packs and B2B. In addition, HCL has developed the following Best Practices and Frameworks- Process monitoring framework (Process Watch); Proprietary testing framework for SOA/BPM solutions (HCL x FIT); BPM as a shared service framework and ICC Setup Methodology. To date we have delivered over 45 successful SOA/BPM implementations and developed a large number of connectors and adapters. For more information, please contact Global Alliance Head Durga Prakash Kone

Xilinx

Xilinx is the world's leading provider of programmable platforms, with more than 50 percent market share in the programmable logic device (PLD) segment of the semiconductor industry (Source: iSuppli Corp.). Xilinx has a worldwide ecosystem of qualified companies through the Xilinx Alliance Program to help mutual customers develop their products faster and with confidence on Targeted Design Platforms. Alliance Member companies include FPGA IP providers, EDA vendors, embedded software providers, system integrators, and hardware suppliers. HCL Technologies is a Certified Member of the Xilinx Alliance Program and has demonstrated qualified expertise on the latest Xilinx devices and implementation techniques on Xilinx programmable platforms. As a Certified Member, HCL Technologies has gone through a stringent certification process to ensure that our products and services are optimized to streamline customer product development cycles while minimizing risk.

CHAPTER 3 ANALYSIS AND INTERPRETATION

Table 3.1 Number of years of service in the organization

Years 0-5 years 5-10 years 10-15 years 15 years and above

No of respondents 35 8 5 2

Percentage (%) 70 16 10 4

Inference: In this table, 70% of the respondents are working in the organization within 0-5 years, 16% of the respondents are within 5-10 years, 10% of the respondents are working within 10-15 tears and only 4% of the respondents are working for more than 15 years in the organization.

10 16

4 0-5 yrs 70 5-10 yrs 10-15 yrs 15 yrs & above

Table 3.2 other works better than present work

Factors I cannot say for certain I do this better that I could do the most Almost any other work

Noof respondents 7 10 10

Percentage 14 20 20 40

There are few others which I could do 20 better I am best at this work Total 3 50

6 100

Inference: From the above table, it is found out that 40% of the respondents agrees that there are few other works that they could do better and only 3% says they are best at this work compared to others

Chart 3.2

I cannot say for certain I do this better Almost any other work There are few other works I am best at this work

Table 3.3 employees preference of work environment

Factors Sharing and caring Respect and integrity Liberty to do work Flexible in

No of respondents 2 7 8 any 8

Percentage 4 14 16 16

circumstances All the above Total 25 50 50 100

Inference: From the above table, it is clear that majority of the respondents(50%) prefers all the factors which are essential for a better work environment.

Chart 3.3
18 16 14 12 10 8 6 4 2 0 Sharing and caring Respect and integrity Liberty to do work Flexible in any circumstances All the above Chart 3.3

Table 3.4 Factors to be avoided from workplace

Factors Rumors Stress Politics Partial environment All the above Total

No of respondents 6 5 11 5 23 50

Percentage 12 10 22 10 46 100

Inference: From the above table, it is understood that 22% of the respondents wants to avoid politics from the workplace while compared to those who wants to avoid rumours, stress and all the factors to the tune of 12%, 10%, and 46%.

Chart3.4
12% 46% 10% Rumours Stress 22% 10% Politics Partial environment All the above

Table 3.5 Role of supervisor in accomplishment of work Factors Keeps you updated Takes your views No of respondents 20 into 13 Percentage 40 26

consideration Consideration interest Giving suggestions Total 10 50 20 100 of your 7 14

Inference: From the above table, it is clear that 40% of the respondents agree that their supervisor plays a major role in updating with what is happening in the organization. 26% agrees that they take the employees vies into consideration whereas 10% says they help the employees by giving suggestions.

Giving suggestions, 20 Consideration of your interest, 14 keeps you updated , 40

Takes your views into consideration, 26

Table 3.6 Satisfaction of employees with the pay scale

Factors Highly satisfied Satisfied Dissatisfied Total

No of respondents 6 32 12 50

Percentage 12 64 24 100

Inference: From the above table, it is found that 64% of the respondents are satisfied with the pay scale given to them while 24% are dissatisfied.

chart 3.6
Highly satisfied Satisfied Dissatisfied

12% 24%

64%

Table 3.7 Basis of pay scale

Factors Company norms Seniority basis Qualification Employee skills and caliber Total

No: of responded 19 10 9 15 50

Percentage 38 20 18 30 100

Inference: From the above table it is clear that 38% agrees that the basis of pay scale given to the employees is company norms whereas 30% says that it is based on employees skills and caliber

Chart 3.7

28%

36% Company norms Seniority basis

17% 19%

qualification Employess skills and caliber

Table 3.8 Satisfaction of pay packages

Factors

No: of responded

Percentage 12

High percentage of variable 6 pay Non taxable benefits Deployment allowances High basic salary Others Total 19 5 18 2 50

38 10 36 4 100

Inference: From the above table it is understood that 385 of the respondents are satisfied with the non taxable benefits provided by the organization while 36% and 12% of the employees are satisfied with high basic salary and high percentage of variable pay.

chart 3.8
2% 12% 37% 39% 10% High percentage of variable pay non taxable benefits deployment allowances high basic salary others

Table 3.9 Measures organized to evaluate job satisfaction level

Factors Yes No Total

No: of respondents 40 10 50

Percentage 80 20 100

Inference: From the above table it is understood that 80% of the respondents agrees that the company undertakes some measures to evaluate the job satisfaction level, while 20% disagrees.

chart 3.9
20%

yes no 80%

Table 3.10 Steps taken to evaluate job satisfaction

Factors Performance appraisal Regular supervision Feedback Regular meeting Total

No: of respondents 25 6 8 1 50

Percentage 50 12 16 2 100

Inference: From the above table it is clear that 50% of the respondents say that performance appraisal is undertaken by the company to evaluate job satisfaction whereas 16% said regular feedback is obtained from the employees for the same.

chart 3.10
3% 20% performance appraisal 15% 62% regular supervision feedback regular meeting

Table 3.11 Motivation of work

Factors On a regular basis Often Rarely Never motivated Total

No: of respondent 26 17 8 4 50

Percentage 42 34 16 8 100

Inference: From the above table it is clear that 42% of the respondents are motivated often for their work while 8% says that they are never motivated at all.

Chart 3.11
8% 16% 42% On a regular basis often rarely 34% never motivated

Table 3.12 relationship among colleagues

Factors They are like my family members They are like my close friends Have a professional relationship None of the above Total

Noof respondents Percentage 5 18 21 6 50 10 36 42 12 100

Inference: From the above table it is clear that 42% of the employees says that they have a professional relationship with their colleagues while 36% and 10% of the respondent agrees that they are like their family members and close friends.

chart 3.12

12%

10%

they are like my family member they are my close friends I have a professional relationship none of the above

36% 42%

Table 3.13 role of peer groups in satisfying jobs

Factors

No:

of Percentage

respondents Provide help at the right time Team outings Team building activities Sharing knowledge and thoughts Open feedback Private discussions Sharing responsibilities in others absence Total 8 8 6 15 4 3 6 50 16 16 12 30 8 6 12 100

Inference: From the above table it is understood that peer group plays a major role in satisfying job. 30% of the respondents agree that the peer groups helps in sharing knowledge and thoughts while 16% agrees that they provide help at the right time.

chart 3.13
provide help at the right time 14% 7% 10% 16% 19% 15% team buliding activities sharing knowledge and thoughts open feed back private discussion 19% team outing

Table 3.14 enhancement of job satisfaction level

Factors Positive work culture Appreciation, rewards and recognition Employee participation Improves worker skill and potential Promotion Job rotation Training programmes Total

No: of respondents 17 20 5 17 9 5 18 91

Inference: From the above table it is clear that 20% of the respondents prefer appreciation rewards and recognition while 17% and 18% prefers positive work culture and training programmes for satisfying jobs.

chart 3.14
positiive work culture 20% 5% 10% 5% 22% 19% appreciation,rewards and recignition employee participation improve woorker skill and potential promotion job rotation training programmes

19%

Table 3.15 pattern of working hours

Factors Fixed Flexible Total

No: of respondents 17 33 50

Percentage 34 66 100

Inference: From the above table it is found that 66% of the respondents agrees that their pattern of working hours is flexible while 34% says it fixed.

chart 3.15

34%

fixed 66% flexible

Table 3.16 Exposure to experiment things

Factors Strongly agree Agree Disagree Total

No of respondents 10 35 5 50

Percentage 20 70 10 100

Inference: From the above table it is found that 20% of the respondents strongly agree that they are free to experiment on various things in the department and have minimal fear and 70% of the respondents agree to the same whereas 10% disagree that they have free exposure.

chart 3.16
10%

20%

strongly agree agree disagree 70%

Table 3.17 Accomplishment of work within the prescribed time Factors Yes No Total No of respondents 41 9 50 Percentage 82 18 100

Inference: From the above table it is found that 82% of the respondents are in a position to accomplish their work within the prescribed time whereas 18% of the respondents are not able to accomplish their work on time

chart 3.17

18%

yes no

82%

Table 3.18 Ample exposure to implement skills

Factors Yes very much Sometimes ,it depends Not at all total

No of respondents 8 36 6 50

Percentage 16 72 12 100

Inference: From the above table it is found that 16% of the respondents gets ample exposure to implement skills, 72% of the respondents says that it depends whether they get ample exposure whereas 12% of the respondents says that they doesnt get at all.

chart 3.18

12%

16%

yes very much some times it depends 72% not at all

Table 3.19

Job reliability and security

Factors Yes definitely

No of respondents 24

Percentage 48 48

May be am not sure 24 about it No not at all, am scared total 2 50

4 100

Inference: From the above table it is found that 24% of the respondents are definite about their job security and reliability, 24% of the respondents are not sure about the their job reliability and security whereas 2% are not definite and are scared about loosing their job at any time.

chart 3.19
4%

48% 48%

defenitely not sure not at all

Table 3.20 getting everything from the job

Factors Definitely I love my job

No of respondents 14

Percentage 28 62

It depends, not that am 31 getting everything Am very upset Total 5 50

10 100

Inference: From the above table it is found that, only 28% of the respondents says that they are getting everything from the job, 62% of the respondents tells that it depends whether they everything or not whereas 5% says that they are upset as they dont receive what they expect from the current job.

chart 3.20
10% 28%

i love my job it depends 62% am very upset

Table 3.21 Better place to work

Factors Yes No Somewhat Total

No of Respondents 39 9 2 50

Percentage 78 18 4 100

Inference: From the above table it is found that 78% of the respondents agrees that their organization is a better place to work when compared to any other organization whereas 18% totally disagree to the above statement and only 4% are not sure about the same.

chart 3.21
4% 18% yes no somewhat

78%

CHAPTER 4 FINDINGS, SUGGESTIONS & CONCLUSION

MAIN FINDINGS

The main findings are the nut shell of the whole study. The statistics shows the significant findings that the researcher has derived from the study, from which valuable suggestions for development can be obtained. In table 3.1, most (70%) of the respondents are working in the organization within 0-5 years. In table 3.2 , it is found out that 40% of the respondents agrees that there are few other works that they could do better

In table 3.3, it is clear that majority of the respondents (50%) prefers all the factors which are essential for a better work environment.

In table 3.4, it is understood that 22% of the respondents wants to avoid politics from the workplace while compared to those who wants to avoid rumours, stress and all the factors to the tune of 12%, 10%, and 46%.

In table3.5, it is clear that 40% of the respondents agree that their supervisor plays a major role in updating with what is happening in the organization. 26% agrees that they take the employees vies into consideration whereas 10% says they help the employees by giving suggestions.

In table 3.6, it is found that 64% of the respondents are satisfied with the pay scale given to them. In table 3.7 it is clear that 38% agrees that the basis of pay scale given to the employees is company norms whereas 30% says that it is based on employees skills and calibre

In table 3.8 it is understood that 38% of the respondents are satisfied with the non taxable benefits provided by the organization while 36% and 12% of the employees are satisfied with high basic salary and high percentage of variable pay.

From the table 3.9, it is understood that 80% of the respondents agrees that the company undertakes some measures to evaluate the job satisfaction level.

From the table 3.10, it is clear that 50% of the respondents say that performance appraisal is undertaken by the company to evaluate job satisfaction whereas 16% said regular feedback is obtained from the employees for the same.

From the table 3.11, it is clear that 42% of the respondents are motivated often for their work . From the table 3.12, it is clear that 42% of the employees say that they have a professional relationship with their colleagues while 36% and 10% of the respondent agrees that they are like their family members and close friends.

From the table 3.13, it is understood that peer group plays a major role in satisfying job. 30% of the respondents agree that the peer groups helps in sharing knowledge and thoughts while 16% agrees that they provide help at the right time. From the table 3.14 it is clear that 20% of the respondents prefer appreciation rewards and recognition while 17% and 18% prefers positive work culture and training programmes for satisfying job.

From the table 3.15 it is found that 66% of the respondents agrees that their pattern of working hours is flexible while 34% says it fixed

From the table 3.16, it is found that 70% of the respondents agree that they are free to experiment on various things in the department and have minimal fear.

From the 3.17 table it is found that 82% of the respondents are in a position to accomplish their work within the prescribed time. From the table 3.18 it is found that, 72% of the respondents say that it depends whether they get ample exposure.

From the table 3.19 it is found that 24% of the respondents are definite about their job security and reliability, 24% of the respondents are not sure about the their job reliability and security whereas 2% are not definite and are scared about losing their job at any time. From the table 3.20 it is found that, 62% of the respondents tells that it depends whether they everything or not.

From the table 3.21 it is found that 78% of the respondents agrees that their

organization is a better place to work when compared to any other organization

SUGGESTIONS

Proper training should be provided as job satisfaction depends upon three criteria: a) Pay b) peer c) your work No pressure and stress is much found in the organization The employees are much free to do their work

The informal groups should be viewed carefully to control the rumors More promotional strategies should be undertaken

There should be e peaceful family relationship so as to have a peaceful work environment Some of the respondents wants to give recognition for their work

Few respondents suggest that online forums should be introduced so as to evaluate employee performance effectively Some of the respondents wants much improvement in the field of management related activities, training programs, top management interaction, skill level and also team building activities must be undertaken.

Few respondents suggest that work should be given according to their own efficiency and must be rewarded accordingly.

CONCLUSION

Work plays a significant role in our lives. In our quest to be happy and productive, having a strong sense of job satisfaction is important. When you are dissatisfied with your job, this tends to have an influence on your overall outlook on life. While you may not be in the career of your dreams right now, it is still your responsibility to make sure that what you are doing is satisfying to you. By knowing the key elements that go into job satisfaction, you can choose to take control and make the changes you need to feel really satisfied and motivated by what you do. Make one small change at work today that makes you feel good or different build on that change and create a satisfying environment for yourself. Investigated by several disciplines such as psychology, sociology, economics and management sciences, job satisfaction is a frequently studied subject in work and organizational literature. This is mainly due to the fact that many experts believe that job satisfaction trends can affect labor market behavior and influence work productivity, work effort, employee absenteeism and staff turnover. Beyond the research literature and studies, job satisfaction is also important in everyday life. Organizations have significant effects on the people who work for them and some of those effects are reflected in how people feel about their work .This makes job satisfaction an issue of substantial importance for both employers and employees. As many studies suggest, employers benefit from satisfied employees as they are more likely to profit from lower staff turnover and higher productivity if their employees experience a high level of job satisfaction. However, employees should also be happy in their work, given the amount of time they have to devote to it throughout their working lives Job satisfaction of employees in any organization is of paramount importance to achieve targeted goals on a sustainable basis. It is observed that free cafeteria food and flexible programs are not enough. It is experienced that job satisfaction is attributable to high self confidence of the individuals. It varies from individual to individual The proactive attitude together with physical and emotional resources which are bought by the employees to the workplace decides the degree of job satisfaction amongst them. They are not only satisfied with their jobs but they also feel competent in work and life, which are mutually reinforcing. This research has put forth that building of employees competencies and self confidence through training, feedback and recognition should be a permanent activity of the

organization. It is noticed that high job satisfaction is closely related to the feelings of effectiveness on the job. Similarly it can only be achieved effectively by encouragement of genuine self confidence through training, feedback and recognition should be a permanent activity in the organization. Such highly satisfied employees ultimately show extraordinary devotion for mission, vision and enthusiasm for their work. They are excited to achieve mission- driven changes within the shortest time. In order to face new challenges by the individuals and groups, constant encouragement and suitable rewards are essential from the management. High job satisfaction correlates strongly with the feelings of having fun at work. Highly satisfied individuals also are reported to have found it easy to wake in the morning and that their sleep was deep and restful. Enhancement of performance through rest and recovery at the workplace is also reported by top performers in almost every field. It is evident that monetary and non- monetary ways to enhance employee job satisfaction have to be adopted by the organization depending on the prevailing circumstances.

BIBLIOGRAPHY
Books:
Human resource management, L.M Prasad Employee job satisfaction: an essence of organization, Dr. D B Rane Stephen p bobbins , organizational behavior, prentice hall, 1997

Websites: http://articles.economictimes.indiatimes.com/ 2011-08-31/work/29948591_1 _job satisfaction

http://articles.economictimes.timesofindia.com

ANNEXURE

QUESTIONNAIRE
A STUDY ON LEVEL OF JOB SATISFACTION Name : Gender:

Occupation:

1. How long have you been working in this organization? a) 0-5 years b)5-10 years c)10-15 years d)15 years & above 2. Is there any other work you think you would be able to do better than your present work? a) I cannot say for certain b) I do this better that I could do the most c) Almost any other work I think I would be able to do better d) There are few others which I could do better e) I am best at this work 3. What type of work environment do you prefer and think will make you feel comfortable in your workplace? a) Sharing and caring b) respect and integrity c) liberty to do work d) flexible in any circumstances e) all the above 4. From the following factors which one do you like to avoid from your workplace? a) Rumors b) Stress c ) politics d) partial environment e) all the above 5. In what way does your supervisor help you in the accomplishment of work? a) Keeps you updated with what is happening in the organization b) Takes your views into your concern c) Consideration of your interest d) giving suggestions 6. How satisfied are you with the pay scale given to you? a) Highly satisfied b) satisfied c) dissatisfied 7. What you think are the basis on which the pay scale is provided by the organization? a) Company norms b) Seniority basis

c) Qualification d) Employee skills and caliber 8. Which among the following pay packages provided by the organization will satisfy you? a) High percentage of variable pay b) Non taxable or flexi benefits c) Deployment allowances d) High basic salary (PF and HRA) e) Any other specify. 9. Is there any measures organized by the department to evaluate the job satisfaction level? a) Yes b) No 10. If yes what you think are the steps to be taken by your company to evaluate the same? a) Performance appraisal b) regular supervision c) feedbacks d) regular meeting 11. How often are you motivated for your work? a) On a regular basis b) often c) rarely d) never motivated at all

12. How do you find your relationship among your colleagues in your organization? a) They are like my family members b) they are like my close friends c) I have a professional relationship d) none of the above 13. What are the ways do you think your peer groups can help you in satisfying your job? a) Provide help at the right time b) team outings c) teambuilding activities d) sharing knowledge and thoughts e) open feedback f) private discussions g) sharing responsibilities in others absence 14. Choose from the following ways that you think can enhance your job satisfaction level? a) Positive work culture b) appreciation, rewards and recognition c) Employee participation d) improve workers skills and potential e) Promotion f) job rotation g) training programs 15. How is the pattern of working hours in your dept? a) Fixed b) flexible 16. There is minimal fear of failure in my department and therefore we are free to experiment on various things. How far do you agree to the above statement?

a) Strongly agree b) agree c) disagree 17. Are you in a position to accomplish your work / projects within the prescribed time? a) Yes b)no If no, what do you think are the reasons? a) Lack of proper guidance b) work overload c) limited time d) lack of coordination 18. Do you get ample exposure to implement your skills? a) Yes very much b) sometimes, it depends 19. Do you think your job is reliable and secured? a) Yes definitely b) may be am not sure about it c) No not at all, I am scared of losing it at any point.

c) not at all

20. Are you getting everything that you have expected from your job? a) Definitely I love my job and am content with it b) it depends, not that am getting everything c) Am very upset, am not at all getting everything I deserve 21. Do you feel this organization is a better place to work compared to other organization? a) Yes b) no 22. Would you like to make any other suggestions or put forth any comments regarding your level of job satisfaction? .