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1.

1 HUMAN RESOURCE MANAGEMENT


INTRODUCTION
Earlier, Human Resource Management was called as Personnel Management. To
deal with the people at work. Personnel Management was the part of General
Management. Pay attention to work, Getting maximum at minimum cost. From 19201997 the term personnel management was used. American Society for Personnel
Administration (ASPA) is the largest professional association for the development of the
people at work and refine. It renamed Personnel Management to Human Resource
Management (HRM).
Thus, both are related and gave the scope and existence to other. The word HRM
is a new concept in management. It implies technique of developing Human Resource on
a most technical and planned way. It is a responding and a creative resource. It started
thinking to give opportunity for the developing human beings. HR is inevitable and
indispensable part of the industry.
HRM has occupied an important place in the corporate world. It is having the
legacy now a day to consider the employees as an asset and not as liability. Human
Resource Management is a management function that managers recruit, select, train and
develop members for an organization. Obviously HRM is concerned with the dimension
of employees in organizations.
Human Resource Management is also a management function concerned with
hiring, motivating and maintaining the employees in an organization. It focuses on
employees in an organization
The philosophy of managing human being, as a concept was founded and developed in Ancient
Literature in general and in Indian Philosophy in particular.
The HR function was enriched itself, over the years, by including within it a
Development Dimension and thus moved itself from a Reactive and Maintenance-Oriented

function to a Proactive, Path-Breaking, development oriented function. In present


organization HR functions are viewed as change agents.
Sustained competitive advantage is possible through Innovation, Creativity and continued
Improvement. This is possible only through people. Hence, focus is given to employees.
Example is Japanese management.
The responsibility of Development of Human Resources and Management of Personnel is
not the sole responsibility of HR department. It is concern of all departments. Good HRD
practices can influence financial and other performance indicators of Corporation by generating
employee satisfaction, which in turn can influence customer satisfaction.
There is ample research and experimental data to suggest this. Any practices that deal
with enhancing competencies, commitment and culture building can be considered as an HR
practice. The activity can take the form of a system, a process, a norm, a rule, an expected habit
or just a way of doing things. Human resource development has been defined as essentially
consisting of these three Cs: Competencies, Commitment and Culture. All three are needed to
make an organizational function well.
1.2 Meaning of HRM:
Human Resource Management is a series of integrated decisions that form the
employment relationship; their quality contributes to the ability of the organizations and the
employees to achieve their objective.
1.3 Scope of HRM
The scope of HRM is indeed vast. All major activities in the working life of a workerfrom the time of his or her entry into an organization until he or she leaves-come under the
purview of HRM. We can categories he scope of HRM as Introduction to HRM, Employee
hiring, Employee and Executive remuneration, Employee motivation, Employee maintenance,
Industry relations, Prospects of HRM etc.

1.4 Objectives of HRM:


Social Objectives
To be ethically and socially responsible to the needs and challenges of the society while
minimizing the negative impact of such demands upon the organization. It includes legal
compliance, benefits, union management relations etc.
Organizational Objectives
To recognize the role of HRM in bringing about organizational effectiveness. It includes
human resource planning, employee relations, selection, training and development, appraisal,
placement, assessment etc.
Functional Objectives
To maintain the departments contribution at a level appropriate to the organizations
needs. It includes appraisal, placement, assessment etc.
Personal Objectives
To assist employees in achieving their personal goals, at least insofar as these goals
enhance the individuals contribution to the organization. It includes training and development,
appraisal, placement, compensation, assessment etc.

1.5 Introduction to the topic:


Job satisfaction describes how content an individual is with his or 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, although it is clearly linked. Job design aims to enhance job satisfaction and
performance; methods include job rotation, job enlargement and job enrichment.
Other influences on satisfaction include the management style and culture, employee
involvement, empowerment and autonomous work groups. 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").
Definitions:
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.

In todays world, mans life can be characterized largely as one of the organizational
memberships. He commits a major portion of working hours to participate in at least one and
more often several social organizations.
With the increasing specialization of workers, and the increasing age and complexity of
organization, there comes the increased complexity of relationships among the individuals within
the modern society. This has lead to the need for effective communication among individuals, the
importance of team work, and the demand for skill in leadership. Industrialization has made our
relationships and the problems resulting there from more complex and has forced us to recognize
the need for intensive study of this area of inter personal behavior in order to be better able to
control and predict etc.
The ways, in which organizations have long fascinated both casual observers and
researchers, we still rely on individual firms, government agencies among others to deliver the
goods and services so that our needs are met efficiently and effectively.
Whatever, their structure, whatever their business strategy, organization quickly come to
the realization that it is the performance of their difference between success and failure. Yet as
the organization and nature of work have changed, so too have the employees.
With the increased emphasis on technology, quality and services, we are quickly moving
away from the purely merchandized work force to intellectualized one. We no longer want
people to act like robots, but rather to make their own informed intelligent, decisions, use good
judgments and assume more responsibility for the organizations performance. Such a drastic
change would require people to accept new values, behave differently, and learn new skills and
competencies and to take more risk.
One of the great frontiers of understanding and prescribing the effective organization is
the dimension of human behavior, a source of indefinite variability, yet consistent and
predictable patterns the sources, mechanisms and consequences of the behaviors of
organizational numbers constitute an emerging body of knowledge.
Organizational behavior focuses primarily on people, technical, economical, structural
and other elements are considered only as they relate to the people. The principal focus of

organizational behavior is to improve the people. Organization relationship- the key activity in
organizational behavior is developing an environment in which people are motivated towards
team work requiring both co-ordination or the work and co-operation of persons involved.
Everyone in organization has needs that he seeks to fulfil through organizational
objectives, irrespective of the fact whether they are economic, social and psychological. It,
therefore, becomes the foremost responsibility of the organization to provide a better behavioral
climate in which people can gain need satisfaction while helping the organization to achieve its
objectives. The desired goal is organization success and employee satisfaction. Organizational
behavior seeks to fulfil employees need as well as achieve organizational objectives.
An alternative approach is that proposed by Sousa-Poza and Sousa-Poza, based on the
assumption that there are basic and universal human needs, and that, if an individuals needs are
fulfilled in their current situation, then that individual will be happy.
This framework postulates that job satisfaction depends on the balance between workrole inputs - such as education, working time, effort - and work-role outputs - wages, fringe
benefits, status, working conditions, intrinsic aspects of the job. If work-role outputs
(pleasures) increase relative to work-role inputs (pains), then job satisfaction will increase
(Sousa-Poza and Sousa-Poza, 2000).
Other theorists (e.g. Rose, 2001) have viewed job satisfaction as a bi-dimensional
concept consisting of intrinsic and extrinsic satisfaction dimensions. Intrinsic sources of
satisfaction depend on the individual characteristics of the person, such as the ability to use
initiative, relations with supervisors, or the work that the person actually performs; these are
symbolic or qualitative facets of the job.
Extrinsic sources of satisfaction are situational and depend on the environment, such as
pay, promotion, or job security; these are financial and other material rewards or advantages of a
job. Both extrinsic and intrinsic job facets should be represented, as equally as possible, in a
composite measure of overall job satisfaction.
1.6 Models of job satisfaction:

Two-Factor 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
organization goals (Hoskinson, 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 Hackman & 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. Finally, the model has been
criticised in that it does not specify how motivating/hygiene factors are to be measured.
Affect Theory
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 . 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
Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four
Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem,
general self-efficacy, locus of control, and neuroticism.
This model states that higher levels of self-esteem (the value one places on his/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.
1.7 Job Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job

satisfaction. The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical psychological
states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of
the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, etc.).
The five core job characteristics can be combined to form a motivating potential score
(MPS) for a job, which can be used as an index of how likely a job is to affect an employee's
attitudes and behaviors----. A meta-analysis of studies that assess the framework of the model
provides some support for the validity of the JCM.
1.8 Measuring job satisfaction:
There are many methods for measuring job satisfaction. By far, the most common method
for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert).
Other less common methods of for gauging job satisfaction include: Yes/No questions,
True/False questions, point systems, checklists, and forced choice answers. This data is typically
collected using an Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a
specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction
in five facets: pay, promotions and promotion opportunities, co-workers, supervision, and the
work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by
?) in response to whether given statements accurately describe ones job.
The Job in General Index is an overall measurement of job satisfaction. It is an
improvement to the Job Descriptive Index because the JDI focuses too much on individual facets
and not enough on work satisfaction in general.
1.9 Subject background of the study
Job satisfaction has been defined in several different ways and a definitive designation for
the term is unlikely to materialise. A simple or general way to define it therefore is as an
attitudinal variable:

Job satisfaction is simply how people feel about their jobs and different aspects of their
jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs.
(Spector, 1997).
The satisfaction which an individual obtains in his job is largely result of the extent to
which different aspects of his work situation are relevant to job related system such as
opportunities for advancement of company workers, working conditions, cleanliness, working
hours, communications, recognition, individual adjustment and group relationship outside the
job.
The most important need of organization is to achieve the effective utilization of the
resources that the organization has got at its disposal. Men, money and material have been
classified as the principle resources. From all these three resources the most important source
that needs to be taken care of properly in the handling of its workforce is men.
If the workforce in an organization is properly looked after and understood and if their
primary needs are properly cared, studied and met, and then these are the people who can take
the organization to the maximum height of glory and achievement.
For the success of any organization employee satisfaction is of vital importance. The
workers who are satisfied are the biggest assets to an organization. The organization cannot
achieve its goal and targets unless its workforce who constitutes the organization is satisfied with
his job.
Employee satisfaction plays an important role for the happiness and prosperity of the
individuals and the organization that has employed them. The needs of the workers, their
thinking and their aspirations have undergone a rapid change on account of the fact of
technological charges and rapid industrial growth. Therefore, the attitude and behavior of men
have become an object and critical study for behavioral scientists these days.
One of the surest signs of deteriorating conditions in an organization is low job
satisfaction or low employee satisfaction. In its more sinister forms it lurks behind wildcat
strikes, absenteeism and employee turnover. It also may be a part of grievances, low productivity,
disciplinary problems and other organizational difficulties.

High employee satisfaction, on the other hand, gladdens the heart of the administrators,
because it tends to be connected with positive conditions that the administrators want. Although
high job satisfaction is the hallmark of a well managed organization, it cannot be persuaded into
existence of even bought. It is fundamentally the result of effective behavioral management. If
furnishes a measure of the progress that has been made in developing a sound behavioral climate
in an organization.
The term employee satisfaction or job satisfaction came in 1935 with the publishing of a
book job satisfaction by hoppock (100). Since then numbers of investigators in this field have
defines the term job satisfaction. Hoppock was the first industrial psychologist to provide the
concept of job satisfaction. Hoppock defined employee satisfaction as any combination of
psychological, physiological and environmental circumstances that causes a person truthfully to
say, I am satisfied with the job. He has included both on the job and off the job factors.
Bullock (22) considers employee satisfaction as an attitude which results from a
balancing and summation of many likes and dislikes experienced in connections with the job.
This attitude manifests itself in evaluations of the job and of the employing organization. These
evaluations may rest largely upon ones own success of failure in the achievement of personal
objectives and upon the perceived contribution of the job and company towards these ends. Thus
a worker may like certain aspects of his work yet thoroughly dislike others.
Blum (12) has suggested that the term job satisfaction is A general attitude which is the
result of many specific attitudes in these areas viz., specific job factor such as wages, supervision
and steadiness of work, individual characteristics such as the employees age, health,
temperature, desires and level of aspiration, and group relationship outside the job, such as his
family relationship social status, recreational outlets and his activity in organizations like labor,
political or purely social. In other words, job satisfaction may be defined as a favorable feeling of
psychological conditions of a person towards his job situations.
French, kornhauser and marrow (50) have compiled a list of on the job factors which
were found by various investigations as underlying causes of satisfaction and dissatisfaction of
workers.
These are:

Factors in the individual ability, health, age, temperament, desires and expectations,
neurotic tendencies, unconscious conflicts, etc.

Factors in employment relations wages or earnings, steadiness of employment, transfer,


lay off, kind of work performed, supervision, training, condition of work, opportunity for
advancement, opportunity to use ability, social relationships on the job, recognitions and
fair evaluation of work, opportunities for participation, free interchange of ideas, prompt
and fair setting of grievances, understanding and respect by employer.

Factors in life away from work home conditions, reaction, consumer problem, labor
union activities, socio- political and economic conditions, etc.

Sinha (224) defined, employee satisfaction is an overall complex of attitudes that is


generated by the many individual attitudes and factors inherent in the worker and conditions that
emanate from the social environment of work.
Morse (166) points out that satisfaction from a job are a function not only of how much a
worker receives from the job or the environment, but also of where he stands with respect to his
level of aspiration.
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These
studies (1924-1933), 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 (aka Taylorism) 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 approach 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 self-actualization.
This model served as a good basis from which early researchers could develop job satisfaction
theories.

2. RESEARCH DESIGN
2.1Title of the study:
A study on Job satisfaction and its impact on the employees at Wenger & Watson
2.2 Statement of the problem:
This study is an effort to understand the impact of Job satisfaction on the employees of an
organization. In todays world, to become successful organization, the company should satisfy its
most important resources, the human resources. For the success of any organization employee
satisfaction is of vital importance. The workers who are satisfied are the biggest assets to an

organization. The organization cannot achieve its goal and targets unless its workforce who
constitutes the organization is satisfied with his job.
Employee satisfaction plays an important role for the happiness and prosperity of the
individuals and the organization that has employed them. The needs of the workers, their
thinking and their aspirations have undergone a rapid change on account of the fact of
technological charges and rapid industrial growth. Therefore, the attitude and behavior of men
have become an object and critical study for behavioral scientists these days.
2.3 Objectives of the study:
1 To analyse and interpret the factors contributing to employee satisfaction and
2
3
4

enhancement of their skills


To measure the level of job satisfaction of the employees in Wenger &Watson..
Identify a list of parameters and its variation with rates given by the participants.
To analyse the extent to which the suggestions of employees are taken into

consideration.
To formulate suggestions for any improvement in employee satisfaction

2.4 Need for the study:


For the last three decades, the problem of employee satisfaction has attracted
considerable attention of industrial psychologists. It is regarded as a very significant attention of
the industrial psychologists. It is regarded as a very significant factor in workers morale,
absenteeism, and accidents, turnover and to some extent productivity, through its relationship
with productivity is not very clear.
Job satisfaction is of great significance of efficient and profitable functioning of any
organization. Satisfied workers are the greatest asset of any organization and dissatisfied workers
the biggest liabilities. In fact, an organization cannot successfully achieve its goals unless and
until those who constitute the organization are satisfied in their jobs. It is believed that workers
dissatisfied with their job may be militant in their attitudes towards the management.
Dissatisfaction is infectious and quickly spreads to other workers, and shape the morale in the
organization.
The amount of co-operation that the management may derive from the employees would
depend greatly on the extent of satisfaction amongst them. A dissatisfied worker may seriously

cause damage to the reputation and property of the company and harm its business interests.
Since individuals join to make small groups, small groups together make large organizations, and
large organizations constitute the society, job satisfaction is of great importance for the
individuals, the organization which employ them and the society as a whole
2.5 Methodology of the study

Primary data: The primary data will be collected from the employees. Questionnaires
were given to all the respondents, Personal observation method.

Secondary Data: Company Website, organizational records, Company reports, journal,


Brochures ,Textbooks of HRM

Sampling Techniques: The employees are considered as samples and are selected randomly
to collect their opinion regarding their participation. The type of sampling technique used is
Simple Random Sampling

Sample size: For the purpose of the present study, a sample size of 50 will be drawn from
within the organization itself.

Sample unit: includes Executives, Consultants, and HR Department.

2.6 Hypothesis of the study:


There is no significant difference between the salary received and the performance of
employees.

There is no significant difference between the support received for additional training and
opportunities to use the skills and talent acquired through the training programme.

2.7 Methods of Analysis:

For the purpose of analysis, statistical tools and techniques used were:

Calculation of simple percentage to understand the response to my questionnaire.

Construction of tables relating to data collected.

Visual representation of data through graphs and charts.

The graphical tools used in the study were


1

Pie charts

Bar diagrams

2.8 Limitations of the study:

The study conducted is of academic nature and therefore the respondents participation
may be limited.

The analysis was made based on the assumption that the information given by the
respondents was correct.

3. INDUSTRY PROFILE
India stands tall today among global contemporaries in the software market, its name having
become synonymous with expertise in this discipline. A World Bank- funded study has
confirmed that foreign vendors rated India as their top choice for software outsourcing. The list
of these companies is as long as it is illustrious. It includes General Motors, British Airways,

Wal-Mart, Coke, General Electric, Ford, Sony, Nokia, Siemens, United Airlines, Pepsi, Boeing
and Citibank.

Indian software companies are increasingly providing sophisticated solutions for ecommerce, e-banking, CRM, SCM, telecom software, mobile internet, network integration,
application development, robotics, embedded software, microelectronics design and software
engineering among others.
India has been exporting computer software for years, but what's new is the extent to
which American businesses have begun entrusting critical, leading-edge software development to
Indian programmers. Past and present Infosys clients include such marquee American names as
Visa, Xerox, General Electric, Reebok, and AT&T. The Indian software industry truly symbolizes
Indias strength in the knowledge based economy. Highly skilled human resources coupled with
low wage structure and world class quality have transformed India into a global powerhouse in
the Information Technology (IT) software services and solutions sectors.
In a little over a decade India has emerged as a major exporter of software in the
international economy. Since last five years the industry has expanded at a compound rate of
56%. More than two thirds of this was exports making this industry export earner to the country.
Indian Software and Service Sector: Growth of Knowledge Professionals.
Electronics and Information Technology is the fastest growing segment of Indian industry
both in terms of production and exports. Today, the electronics industry is completely deli censed
with the exception of aerospace and defense electronics, and along with the liberalization in
foreign investment and export-import
Policies of the entire economy, this sector are attracting considerable interest not only as a vast
market but also as potential production base by international companies.

E-Recruitment center:

While the Indian recruitment industry is still reeling from the impacts of the US slowdown
(in terms of cost cutting measures induced by the companies), one significant area which has
actually witnessed a growth in such a conflicting situation is the e-recruitment market. Growing
at a pace of about 100 to 150 per cent, this recruitment mode promises to increase its share from
the present 2 per cent to 10 per cent in the next 3-4 years i.e. by 2012. The Internet, in fact, has
completely revolutionized the role of the traditional recruiter. Gone are the days where cold
calling and candidate networking were the only option available to identify new potential
candidates. Now it's about searching through hundreds of thousands of CV's placed on personal
web pages and browsing online corporate staff directories. In a candidate-starved (quality
candidate) market, the Internet can prove a valuable resource for finding potential candidates
who are not necessarily looking to change their current jobs but would be open to the 'right'
opportunity. Meanwhile in a candidate rich marketplace, consultants can use the Internet to find
relevant 'live' job vacancies where companies have advertised directly on the web. You can also
use the Internet to find information on company's financial results, their budget information,
who has been recently appointed, and business wins & losses. In fact, with the right search
techniques,

exact

profiles

can

be

sourced.

Presently, the total Indian recruitment market is approximately around `500- 600Crores. The
decade old online recruitment industry in India seems to be flooded with different jobsites, each
of them promising a better job to candidates and better candidates to employers. The Indian
market for e-recruitment is still at least five years behind the West. This shows in the big
numbers. According to industry estimates, the top four or five job portals account for only 1.5 to
2

per

cent

of

total

recruitments.

Internationally, online recruitment is almost neck-to-neck with other recruiting channels. In the
US, for instance, the online recruitment market already accounts for 29 per cent of total
recruitment related advertising.

Job-Sites:
The online recruitment revolution started in India in 1997 with the launch of naukri.com
which changed the entire platform for job seekers and employers. A typical job site offers a
dynamic candidate database to employers apart from standard web-based advertising solutions
(which include simple text based listings/classifieds to dynamic banners and animated pages).
Online recruitment facilitates just-in-time hiring.
Resume Database Sizes of Indias Major Job Sites
When an organization needs a candidate it can access the database of job portals, screen
resumes and send a mass mail. It can also shortlist people based on skills, location, salary and
availability and move on to the interview stage. Some of the jobsites in India include
naukri.com, monsterindia.com, timesjobs.com, clickjobs.com, shine.com, cybermediadice.com,
jobstreet.com etc.
Indias E-Recruitment Market:
The Indian e-recruitment sector took birth with the advent of Naukri.com-Indias first
online job site. This was sometime in 1997. Naukri had the first mover advantage until Jobsahead
entered the scene sometime later. Before the entry of Jobsahead, Naukri was virtually a
monopoly. Of course since the concept was new the cost of introduction was higher. Once the
product gained acceptance with both the corporate as well as job seekers Naukri started
commanding a premium for its e-recruitment solutions. Sales representatives would charge a
price higher than that listed. Naukri even resorted to exorbitant price increases almost every six
months to literally milk the cash cow.
Jobsahead did bring in some amount of competition, threat and challenge to Naukri but
later on an informal cartel structure developed with neither player willing to cut prices. Further,
innovation in technology was easily imitated by the other since there was minimal capital
expenditure required. Monster, a multinational player in the e-recruitment sector entered the
Indian market quite some time later. Monster acquired Jobsahead and posed a big challenge to
Naukri using the power of 2 advertising. This was the beginning of the consolidation stage in
the Indian e-recruitment sector and of course it took place too early as the market was very
nascent at that point in time.

Recruitment Consultancies:
Recruitment is a priority activity for any successful business. So when recruitment need
arises, the organization has to consider whether it has the resources (in term of skills and
personnel time) to manage that process effectively. If it does not, that means bringing in external
specialist.
These companies specialize wholly in recruitment and generally keep a up-to-date
database of experience potential employees. They take the time out of advertising, interviewing
and selecting candidates, and can hand out a ready-made employee to fit the job specification.
They offer part and full-time candidates. If a specialist candidates is required, a job agency has
the expertise to attract the right person; many also agencies specialize in the candidates they
attract e.g. accountancy, haulage. Agencies take the worry out of the employment headache, and
for the small business this can save a lot of time.
1. Reasons for appointing a recruitment consultancy:
Calling in external help may be appropriate where some or all of the following conditions
exist:
1

Lack of in-house recruitment expertise

Lack of in-house time to handle applications

The company is unsure what the best approach may be to attract applicants for the vacant
position(s)

The role is so high or in such a specialized area that advertising the position is unlikely to
generate a significant number of appropriate applications

When guidance is needed on current market demand and pay rates for the type of
individual required.

2. Types of consultancy firm


Practices can very broadly be divided into four main types:

Generalist

Strategy

HR

Niche firms.

2.1 Generalist
These large consulting firms offer a wide range of services from strategy consulting and
human resources to IT and in some cases outsourcing on a global basis. Many of these firms
grew out of the audit firms, e.g. Accenture, AtosKPMG Consulting, CapGemini, Ernst & Young:
some developed within IT service companies e.g. IBM Business Consulting Services,
LogicaCMG and Computer Sciences Corporation. Some were established as consulting firms.
2.2 Strategy Consulting
Within this category are firms like McKinsey and Bain. Smaller than the generalists in the
UK, the majority of these organizations are American. As the term suggests, they primarily offer
strategic advice to companies on a project-by-project basis.
2.3 Human Resource Consulting
These firms offer specialist advice ranging from reviews of salaries and benefits to development
of leadership skills. They include organizations like Hay Group, Mercer Human Resource
Consulting, Towers Perrin, Watson Wyatt and Penna Consulting.
2.4 Niche Firms
Much of the growth in UK consulting has been as a result of consultants leaving the
larger firms and setting up their own consultancy firms in a particular sector or offering a
specialist service.
3. Changing relationships with clients and competitors

As clients look for integrated solutions to their management and IT requirements, many
consultancy firms are entering into alliances with software suppliers, telecoms or
communications conglomerates in order to provide a broader range of services and to extend
their global reach. Consultants can become part of the client organization for periods of time, and
may sometimes share the rewards as well as the risks of a project. Consultancy firms which have
historically competed are now working together on client projects and there will be continuing
convergence within and outside the industry as firms co-operate and merge in order to better
service their clients.

COMPANY PROFILE
A. Background and Inception of The Company:
Wenger and Watson In is a management consulting company and commenced business on
26th April, in the year 2002. The sole purpose of Wenger and Watson Inc., coming into
existence is to provide world class consulting services to its clients in the areas of Human
Resources.
Wenger & Watson Inc. is a professionally managed & established IT recruitment
consultancy with over a decade of successful track record to its credit. Its success is based on
providing quality candidates and speedy resourcing solutions to the clients. The extensive
database, refined over a decade, is maintained through local & national advertising on a regular
basis and particularly through referrals and recommendations.
The services provided in Wenger & Watson Inc. are Recruitment, Executive Search, Performance
Management Systems, Value added HR Services and Six Sigma. Wenger and Watson Inc.
stands for Trust, Integrity, Commitment and Unmatched Delivery Benchmarks. The
success of Wenger and Watson Inc. has been built on unparalleled insights into the people
dynamics of corporations and their leadership requirement at the highest levels.

B. Nature Of the business carried:


Wenger and Watson Inc. provide world class services to its clients in the areas of Human
Capital Solutions & Executive Search in the shortest timeframe and at a sustainable value.
Wenger & Watson Inc. was founded on the philosophy of serving clients and aspirants
with an entrepreneurial approach, combined with the highest levels of professionalism and
integrity. A clear and perfect understanding of their client's domain of business, technology and
expertise with minimum turnaround time provides Wenger and Watson Inc. an edge over
competitors. This focused approach allows for a better understanding of a client's competitive
landscapes, business strategies and unique operations. Their clients are industry icons who
command expertise and leadership in their own specialized field of technologies / business
domains like, Microsoft, Sun Microsystems, Texas Instruments, BEA Systems, Amazon, EMC2,
Yahoo Inc! etc, to name a few.
Wenger & Watson Inc. strives continually to exceed client and aspirant expectations. The
consultants are committed to providing the highest level of service in the human capital industry,
delivering unparalleled reach, expertise and results in the recruitment and development of worldclass leadership teams. Here the consultants possess the requisite market based expertise - and
global candidate network - to find out the most qualified leaders for business across the IT
industry. Here the consultants are committed to completing each assignment with speed,
accuracy and, most important, total client and aspirant satisfaction.
Today, Wenger & Watson Inc., is the premier provider of executive human capital
solutions, with services ranging from CEO recruitment to executive search, middle-management
recruitment, strategic management assessment and executive coaching and development.
Wenger & Watson Inc has been rated amongst the top 5 companies in the IT search
domain. The success of Wenger and Watson Inc. has been built on unparalleled insights into the
people dynamics of corporations and their leadership requirement at the highest levels. Wenger
& Watson Inc. is poised for further growth, having emerged as the clear leader in the booming IT
segment for the third year in a row. The companys forward thinking and long-term dedication to
its clients set it apart.

The company has 78 employees and the leadership team is as follows

Harish Kumar M- Managing Director

Amita Awasare Co founder

Darshan Godbole Branch Manager.

C. Product/ Service Profile:


1. Service:
The below mentioned are some of the services provided by Wenger & Watson.
1.1. Permanent Staffing
The companys search service extends to 50 clients which are a mix of product development
and services companies in the IT domain.

Big 5 consulting firms

Leading Search engine Companies

Software Product Development Companies

Software Service Organizations

Technology Start-ups

1.2 Executive Level Search:


Wenger and Watson Inc. does a mandate search on candidates with specific skill sets
and expertise levels based on very specific criteria laid down by the client. This service is
essentially provided for middle management position. Getting talent right, or not, dramatically
influences the success or failure of companies, and creates a ripple effect that cannot be ignored.
Executive Search is more than just an agency to fill holes in your staff; its recruiting strategy
begins with gaining firsthand knowledge of the clients infrastructure, management philosophy,
and precise human capital requirements and we are just as painstaking in matching the goals of
candidates to the clients requirements. Executive Search can streamline the interviewing process
and quickly find the best person for the position. It believes that evaluation at middle level
management is very crucial, because it means seeking out and identifying leaders of tomorrow.
1.3. CXO Level Search:
The companys Executive Search Consultants have all worked in industry as Senior Line
Managers and therefore. Its added value is that they know the business and approach
assignments from the business perspective. They recruit candidates for senior level management
positions, as well as Board of directors across a diverse range of industries. The company work
to provide its clients with the best candidate for the job. It is believed that each Executive Search
project is a chance to move your organization closer to its stated mission and strengthen the
culture around its honored values.
1.4 Temporary Staffing:
It provides temporary staffing solutions to the industry leaders in following sectors:

IT

Retail

Manufacturing & Engineering

FMCG

Telecom

Aviation

BFSI

Automotive

Infrastructure

Pharma

Hospitality

In another ten or fifteen years, organizations may have outsourced all its work that is
'support' rather than 'revenue producing' and all activities that do not offer career opportunities
into senior management. This means that in many organizations a majority of people working
might not be employees of that organization but employees of an outsourcing contractor.
Guided by this legendary thought W&W Inc. decided to leverage its rich experience in
executive search domain to provide Temporary Staffing Solutions. Facing challenges boldly and
emerging victorious has become a habit at W&W Inc. Watson Dynamites the experienced
team at W&W Inc. is ready to explode into the Temporary Staffing arena in a big way.
The Temporary staffing division creates a co-employment relationship with clients and takes
responsibility for all HR and administrative issues and the compliance related matters, of the
employees on a particular assignment. The options for temporary staffing include

Short term contract

Contract to Permanent Hire

Fixed-term contract

Pay rolling

1.3. Other Services:


These are some of the other services provided by Wenger & Watson on request.
1.3.1 COMPENSATION SURVEY:
Compensation is a key determining factor for any organizations growth. Its no
longer a matter of just a few numbers. Compensation packages as they are popularly known
need to be designed, keeping in mind a various factors, which will continue to motivate
employees and also work wonders for the company that is hiring. W&W Inc. assists its clients in
arriving at the right numbers that will help them grow year after year.

1.3.2 TRAINING:
Corporate training modules have been delivered as and when clients have expressed such
requirements. Wenger and Watson Inc. provides training in the areas of

Technical Training

Soft skill Training

Managerial Training

Executive Training

1.4 Varied set of traits distinguish them from the remaining:


These are some of the characters of the company which differentiates itself from its
competitors
1.4.1 Commitment

Wenger and Watson Inc., stands for Trust, Integrity, Commitment and Unmatched
Delivery Benchmarks. As a Company we will engender respect for one another through the
management of diversity, it honours its commitments with its employees, work cohesively as a
team, promote open communication and value individual ability and equity.
1.4.2 Precision:
The quality and relevance of resumes are assured at Wenger and Watson Inc. How the right
candidate is precisely targeted, as well as how the aspirant is perfectly matched with the
subjective and the objective parameters specified by clients is a special skill that W&W Inc.
brings to the table.
1.4.3 Turn around Time
W&W Inc. goes a step further It strives to beat that committed deadline by allocating
focused attention of its consultants to quicken the delivery process. This is made possible largely
due to an inherent nimbleness in the organization. The shorter reaction times are further enabled
by a high degree of market knowledge.
1.4.4 Complexity:
Consultants at Wenger and Watson Inc. are highly skilled and trained to handle some of the
most complex and technically challenging assignments given to them; an area where other
consulting firms fail to deliver. In fact, interestingly so, W&W Inc. history has proved beyond
doubt that the more complex the specifications, the more we seem to relish it. This not only
serves as a better business opportunity but also an accomplishment to further existing
opportunities.
1.4.5 Innovation:
Innovation at Wenger and Watson Inc. is a way of life. Whatever be the activity,
consultants look at performing differently to maximize the ROI of its clients. This is the very
essence of everyday functioning at W&W Inc. wherein, every assignment undertaken, involves a

constant effort to innovate rigorously so that the closures are in synchrony with the clients'
expectations.

D. Area of operation- National/ Regional


The Wenger & Watson Inc. is operating in Bangalore area and following are the two
branches in Bangalore.
1) Wenger & Watson Inc.
#4, Subhodayam, 2nd and 3rd floor
NewB.E.LRoad,R.M.V.2nd
Landmark: Near SLK Software/ Dollars colony bus stop
Bangalore 560 054

2) Wenger & Watson Inc.


2nd and 4th Floor,"Girija" situated at [No. 67 6 - 817],
80 feet road, 8th block, Koramangala,
(Diagonally opposite to Koramangala police station)
Bangalore 560 095

E. Ownership pattern
The company has 78 employees and the leadership team is as follows
Harish Kumar M

Amita Awasare
Darshan Godbole

F. Clients:
Product Development Companies:
Google
Amazon.com
eBay
Philips
Flipkart.com
Sabre Holdings
PayPal
Home Shop18
Apigee Corporation
Sun Gaurd
IBM ISL
Komli Media
Innovation Labs

Thought Works
Services Companies:
IBM GBS
Deloitte Consulting India Ltd
MakeMyTrip.com
Pubmatic
Earnst & Young
Siemens.

G. Competitors information

ABC Consultants
Ma Foi
Career Access
Career Net
Elixir Web Solutions
Team lease
Stanton Chase
Global Hunt
Quadrangle
Adecco peopleone.
Kelly Services
Futurestep

J. Work flow model:


Manpower Analysis

Billing

Select
Reject
No

HR team
client

Yes
Out sources
(JD)

Sourcing

Base W&W

Candidates

JP Head hunting

Customers

Raw material
Schedule Interviews
3. MCKINSEY 7S FRAMEWORK

Structure

Sys

Strategy

Shared values

Skills

Staf

Description
The McKinsey 7S Framework is a management model developed by well-known
business consultants Waterman and Peters in the 1980s. This was a strategic vision for groups,
to include businesses, business units, and teams. The 7S are structure, strategy, systems, skills,
style, staff and shared values. The model is most often used as a tool to assess and monitor
changes in the internal situation of an organisation.

1 Strategy
Strategy is the plan of action an organisation prepares in response to, or anticipation of,
changes in its external environment. Strategy is differentiated by tactics or operational
actions by its nature of being premeditated, well thought through and often practically
rehearsed. It deals with essentially three questions.

Where the organisation is at this moment in time?

Where the organisation wants to be in a particular length of time?

How to get there?

Thus, strategy is designed to transform the firm from the present position to the new position
described by objectives, subject to constraints of the capabilities or the potential.
2 Structures
Business needs to be organised in a specific form of shape that is generally referred to as
organisational structure. The structure of the company often dictates the way it operates and

performs. Traditionally, the businesses have been structured in a hierarchical way with several
divisions and departments, each responsible for a specific task such as human resources
management, production or marketing. Although this is still the most widely used organisational
structure, the recent trend is increasingly towards a flat structure where the work is done in teams
of specialists rather than fixed departments. The idea is to make the organisation more flexible
and devolve the power by empowering the employees and eliminate the middle management
layers.
3 Systems
Every organisation has some systems or internal processes to support and implement the
strategy and run day-to-day affairs. For example, a company may follow a particular process for
recruitment. These processes are normally strictly followed and are designed to achieve
maximum effectiveness. Traditionally the organisations have been following a bureaucratic-style
process model where most decisions are taken at the higher management level and there are
various and sometimes unnecessary requirements for a specific decision (e.g. procurement of
daily use goods) to be taken. Increasingly, the organisations are simplifying and modernising
their process by innovation and use of new technology to make the decision-making process
quicker. Special emphasis is on the customers with the intention to make the processes that
involve customers as user friendly as possible.
4 Style/Culture
All organisations have their own distinct culture and management style. It includes the
dominant values, beliefs and norms which develop over time and become relatively enduring
features of the organisational life. It also entails the way managers interact with the employees
and the way they spend their time. There have been extensive efforts in the past couple of
decades to change to culture to a more open, innovative and friendly environment with fewer
hierarchies and smaller chain of command. Culture remains an important consideration in the
implementation of any strategy in the organisation.
5 Staff

Organisations are made up of humans and it's the people who make the real difference to
the success of the organisation in the increasingly knowledge-based society. The importance of
human resources has thus got the central position in the strategy of the organisation, away from
the traditional model of capital and land. Facilitating employees with rigorous training and
mentoring support, and pushing their staff to limits in achieving professional excellence, and this
forms the basis of these organisations strategy and competitive advantage over their competitors.
It is also important for the organisation to instil confidence among the employees about their
future in the organisation and future career growth as an incentive for hard work.

6 Shared Values/Super ordinate Goals


All members of the organisation share some common fundamental ideas or guiding
concepts around which the business is built. This may be to make money or to achieve
excellence in a particular field. These values and common goals keep the employees working
towards a common destination as a coherent team and are important to keep the team spirit alive.
The organisations with weak values and common goals often find their employees following
their own personal goals that may be different or even in conflict with those of the organisation
or their fellow colleagues.
7 Skills
These are the questions answered and which helps us to collect information on.

What are the strongest skills represented within the


company/team?

Are there any skills gaps?

What is the company/team known for doing well?

Do the current employees have the ability to do the job?

How are skills monitored and assessed?

McKinsey 7S Framework at Wenger & Watson Inc.


1. Structure (Organizational Structure)
From the below figure we can say that the organization has a functional and line
structure. It is a functional structure, because the hierarchy is divided into General Managers of
different departments. The rest is line structure only that is why the structure of the organization
can be attributed to be as a combination of both functional and line structures.
Business Partner
Branch Manager

Delivery Manager

Branch Manager

Team Lead

Senior Consultant

Consultant

Associate Consultant

Starting from sourcing the CVs from various job portals or through headhunting as per
the requirements outsourced by its clients in the form of job descriptions (JD) to scheduling the
interviews and finally placing the candidate safely at clients place is what the operations
department does. It also takes into its shoulders the billing process after the candidate has joined
and completed three successful months in the clients side.

2. Skills
The strongest skill present in the company employees is Head Hunting and to source the right
profile from job portals and the ability to communicate and convince the candidates to look for a
change. The drawback in the skill set of employees here is that their less experience in handling
candidates for top level management. The skills of employees here are monitored and assed
depending on the number of their candidates appeared for the interview and got an offer letter.
3. Style
In another ten or fifteen year, organizations may have outsourced all its work that is
'support rather than 'revenue producing' and all activities that do not offer career opportunities
into senior management. This will mean that in many organizations a majority of people working
might not be employees of that organization but employees of an outsourcing contractor. These
were the words said by Peter Drucker (1995), Wenger & Watson follows this statement and
works in this direction.
4. Strategy

The quality and relevance of resumes are assured at Wenger and Watson Inc. How the
right candidate is precisely targeted, as well as how the aspirant is perfectly matched with the
subjective and the objective parameters specified by clients is a special skill that W&W Inc.
brings to the table. Timelines are committed so as to be in line with the clients level of urgency
and how does W&W set better benchmarks - W&W Inc. goes a step further It strive to beat that
committed deadline by allocating focused attention of its consultants to quicken the delivery
process. This is made possible largely due to an inherent nimbleness in the organization. The
shorter reaction times are further enabled by a high degree of market knowledge. Head Hunting
is the major strategy performed by the employees here, there convincing ability and squeal the
candidates and choosing the right person for the right job.

5. Systems
Innovation at Wenger and Watson Inc. is a way of life. Whatever be the activity,
consultants look at performing differently to maximize the ROI of our clients. This is the very
essence of everyday functioning at W&W Inc. wherein, every assignment undertaken, involves a
constant effort to innovate rigorously so that the closures are in synchrony with the clients'
expectations. W&W Inc. decided to leverage its rich experience in executive search domain to
provide Temporary Staffing Solutions. Facing challenges boldly and emerging victorious has
become a habit at W&W Inc.
6. Staff
There are 78 employees in this organization. Dedicated consultants at Wenger and
Watson Inc. possess the requisite market based expertise - and global candidate network - to find
out the most qualified leaders for business across the IT industry. Every year clients benefit from

these consultants commitment to quality and unparalleled industry, functional and regional
expertise. The leadership team consists of

HARISH KUMAR M
AMITA AWASARE
DARSHAN GODBOLE

7. Shared Values
To provide world class consulting services to its clients in the areas of Human Resources.
To establish long-term strategic relationship with its clients and candidates. These relationships
go beyond simple pleasantries and get to the heart of what the company needs and wants in a
candidate. Wenger and Watson Inc., stands for Trust, Integrity, Commitment and Unmatched
Delivery Benchmarks. They work cohesively as a team, promote open

Organization hierarchy
The various functional departments are as follows: HR Department
Finance Department
Marketing
Operations

Administration
1

Human Resource Department.

The company firmly believes that the human resources are the key to its growth and
survival. Managing motivating and developing the human resource are the responsibility of all
line managers and executives within the organization in order to create an environment where
individual will develop to the fullest potential in the process of contributing to the growth of
organization.
Wenger&Watson Inc. Executive Search Firm recognizes its employees as the most
important asset for its continued growth. Human resource management in Wenger&Watson Inc.
Executive Search Firm shall strive to ensure continuous organizational growth by nurturing the
strength of its employees and providing the environment and goal within the framework of
organizational, community and national objectives they will do the following:

The company shall treat all the employees impartial without any personal bias, with
mutual trust to build loyalty towards the organization.

The company shall strive to upgrade the values of the employees through training and
education to improve their technical and administrative skills.

The company shall abide by all statutory provisions relating to the employment, welfare
measures and cessation of service.

The company shall employee without gender or age bias.

The company shall ensure HR planning to resource manpower with required


knowledge/skills and will not employ those convicted for any criminal acts moral
turpitude or with bad track record or person of unsound mind.

Build teams and foster team work as the primary instrument in all activities.

Recognize worthy contributions so as to maintain a high level of employee motivation


and morale. Appraisals and promotions shall be ethical and impartial.

Contribute towards and health and welfare of the employees.

Functions
1

Human resource planning

The company assesses man power needs for future and also making plans for
recruitment
It also plans for training and development needs of the organization
Helps the organization to cope with the technological development and
modernization
Recruitment and Selection
Recruitment
95% of the recruitment is done through placement agencies
5% through internal employees

Selection

The company undergoes 3 stages for selection process


a Test [aptitude test, personality and technical tests]
b Panel members selection
Where the panel consists 3 members i.e. technical person, concerned dept
HOD and the H.R person

MD/Directors selection

Induction
Overall introduction is given to all the employees on the date of joining. A CD will be
played about the organization. Induction training is given about all the major
departments. The employee must meet all the HOD of the department. Than the feedback
is collected from the employees.

Placement
Right person to the right place at the right time.
Depending on the employees background skills qualifications they will be placed.

Training and development


Every employee should undergo 30 hours minimum training per year
The company follows the training calendar

Types of training
a

On the job training


Job instruction training
Coaching
Mentoring
Position rotation
Apprenticeship
Committee assignments
b Off the job training
Internship
6

Performance management system

360 degree P.A is followed to rate the employees based on their performance and punctuality.
7

Compensation management
The companys main purpose of compensation for the employee is to establish a fair and
equitable compensation offering similar pay for similar work

Statutory compliance
It is a rule governed by Board of Directors.

Increment
Increment in the salary is based on the employees performance; the increments are
from 5% 10% 12% 15% and 20% bonus

10 Disciplinary proceeding

Employees are expected to maintain high discipline


Strict timings are followed
Cleanliness

Finance Department

Finance & Accountant Consultant

Assistant Finance & Accountant

Objectives of this department are:


1Manage the funds
2Accounting of bills
3Statutory compliance
4Reporting
Function of this department are:

Function related to funds, legal, taxation etc:


Accounting :
1 Accounts receivable
2 Accounts payable

Taxation:
1 Central excise tax
2 Sales tax
3 Income tax
4 Quarterly tax
Reporting:
1 P&L
2 Balance Sheet
Budgeting/forecasting.
Capital budgeting.

Marketing Department:
Managing DirectorManager

(Finance & Operation)

Business Development Manager

Client Manager

Objectives of this department are:

To achieve profit
To create the market awareness

Strategies used are

To create awareness
Competitors activities
Exhibitions

Manpower Analysis

4. ANALYSIS & INTERPRETATION OF THE DATA


Table: 4.1
1

Age of the respondent


Cumulative
Frequency Percent Valid Percent Percent

Valid under 30 44

88

88

88.0

12.0

12.0

100.0

above 40 00

0.0

0.0

100.0

Total

100.0

100.0

31-40

Chart No: 4.1

06
50

Analysis: Above figure shows that 88% of respondents are in the age group of 20 - 30 years,
12% of the respondents are between the age group 31-40, and none of the respondents are above
40 years.
Interpretation: By the above analysis we infer that the workforce is young, since most of the
employees are in between the age group of 20 30 years.

Table: 4.2
Gender of the respondent
Cumulative
Frequency Percent Valid Percent Percent
Valid Male

16

68.0

68.0

68.0

Female 34

32.0

32.0

100.0

Total

100.0

100.0

100

Chart No: 4.2

Analysis: The above figure shows that 32% of the respondents are male
And 68% of the respondents are female.

Interpretation: By the above analysis it can be inferred that the companys hiring ratio for
female is double when compared to that of Male employees, the reason being that the companies
policy ask for more female candidates than male.

Table: 4.3
Designation of the employee:

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

14

14

14

34

68

68

82

16

16

98

100

50

100

100

Trainee
Consultant
Team Lead
Branch Manager
Total

Chart No: 4.3

Designation of the employee

Analysis: The above figure shows that 14% of the respondents are Trainees, 68% of the
respondents are Consultants, 16% of the respondents are Team leads and the rest 2% is the
Branch Manager.
Interpretation: By the above analysis it can be depicted that the workforce into the organization
is segmented into different designations as mentioned above, and the roles and responsibilities
vary accordingly, most of the employees are designated as Consultants, which reflects that they
are in the growth stage.
Table: 4.4
How long have you been working for the organization?

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

12

24

24

24

25

50

50

74
100

13

26

26

50

100

100

0 to 3 Months
3 Mts 1year
More than 1 yr
Total

Chart No: 4.4


How long have you been working for the organization

Analysis: The above figure shows that 24% of the respondents are freshers and are in their
probationary period, 50 % are in the range of 3 months to 1 year, and the rest 26% are serving
the company since 1 year
Interpretation: from the above analysis it is depicted that nearly half a percent of the workforce
is serving the organization, from past 1 year, therefore it can be said that the workforce is quite
satisfied and the employee turnover ratio is low.

General working Conditions


Table: 4.5: I am Satisfied with my work.

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

Disagree

10

10

10.0

Undecided

12

24

24

34.0

Agree

32

64.0

64.0

98.0

Strongly Agree

2.0

2.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.4

I am satisfied with my work

Analysis: The above figure shows that 2% of the respondents strongly agree that they are
satisfied with the work they do, 64% of the respondents agree that to the same, 24% of the
respondents are undecided, 10% of the respondents disagree, & none of the respondents strongly
disagree that they are satisfied with the work they do.
Interpretation: from the above analysis it can be revealed that more than half a percent of the
workforce is satisfied with the working environment created by the organization. This will
reduce work force absenteeism.

Table:4.6
I am satisfied with the hours worked each week
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

4.0

4.0

4.0

Disagree

10.0

10.0

14.0

Undecided

10

20.0

20.0

34.0

Agree

29

58.0

58.0

92.0

Strongly Agree

8.0

8.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.6

I am satisfied with the hours worked each week

Analysis: The above figure shows that 8% of the respondents strongly agree that they
are satisfied with the hours worked each week, 58% of the respondents agree to the
above statement, 20% of the respondents are undecided, 10% of the respondents
disagree & 4% strongly disagree.
Interpretation: from the above analysis it can be depicted that 58% of the employees
agree with the hours worked, this shows that the management takes into concern the
criteria of work life balance.

Table:4.7
The location of work is convenient to me
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

0.0

Disagree

12.0

12.0

12.0

Undecided

18

18

30.0

Agree

24

48.0

48.0

78.0

Strongly Agree

11

22.0

22.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.7

The location of work is convenient to me

Analysis: The above figure shows that 22% of respondents strongly agree that location of the
work is convenient to them, 48% of respondents agree, 18% of respondents are undecided about
the location of work, 12% of respondents &, none of respondents strongly disagree.
Interpretation: It can be inferred that nearly half a percent of the employees feel that the
location is convenient to them, this is because most of the employees reside in the nearby places,
and the company is also located in a central area.

Table:4.8
The work schedule is quite flexible
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

2.0

Disagree

16.0

16.0

18.0

Undecided

14

14

32.0

Agree

28

56.0

56.0

88.0

Strongly Agree

06

12.0

12.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.8


The work schedule is quite flexible

Analysis: The above figure shows that 12% of respondents strongly agree that location of the
work is convenient to them, 56% of respondents agree, 14% of respondents are undecided, 16%
of respondents disagree & 2% of respondents strongly disagree that location of the work is not
convenient to them.
Interpretation: It can be inferred that more than half percent of the employees agree that the
timings and work schedule is quite flexible, this may be due to convenient work timings and
work from home options provided by the management.

Pay and Benefits


Table: 4.9
I am satisfied with the salary I receive

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

16.0

16.0

16.0

Disagree

21

42.0

42.0

58.0

Undecided

14

28.0

28.0

86.0

Agree

14.0

14.0

100.0

Strongly Agree

0.0

0.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.9


I am satisfied with the salary I receive

Analysis: The above figure shows that none of the respondents strongly agree that they are
satisfied with the salary they receive, 14 % of the respondents agree, 28% of the respondents are
undecided 42% disagree, and the rest 16% of the respondents strongly disagree.
Interpretation: It can be inferred that half a percent of the workforce is not satisfied with the
pay scale. This may be due to poor remuneration policy followed by the management. This may
pose a threat for the company when it comes to employee turnover.
Table: 4.10

Is the remuneration matching your performance


Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

08

16.0

16.0

16.0

Disagree

13

26.0

26.0

42.0

Undecided

18

36.0

36.0

78.0

Agree

11

22.0

22.0

100.0

Strongly Agree

00

00.0

00.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.10

Is the remuneration matching your performance

Analysis: The above figure shows none of respondents strongly agree that their performance is
matching with the remuneration they receive, 22% of respondents agree to the above statement,
36% of the respondents are undecided about it, 26% of respondents disagree 16% of respondents
strongly disagree.
Interpretation: It can be inferred that, majority of the workforce is undecided, this is because
quarter a century is new to the organization, and still under probation. And also this task requires
a lot of skills and expertise.

Table: 4.11

I am satisfied with the benefits extended by the company


(Health Insurance, life insurance, incentives etc)

Valid

Cumulative

Frequency

Percent

Percent

Percent

07

14.0

14.0

14.0

Disagree

13

26.0

26.0

40.0

Undecided

16

32.0

32.0

72.0

Agree

14

28.0

28.0

100.0

Strongly Agree 00

00.0

00.0

100.0

Total

100.0

100.0

Valid Strongly
Disagree

50

Chart No: 4.11 I am satisfied with the benefits extended by the company

Analysis: The above figure shows that 28% of respondents strongly agree & are satisfied with
the benefits extended by the company, 22% of respondents agree, 36% of the respondents are
undecided about it, 26% of respondents disagree, & 14% of respondents strongly disagree to the
same.
Interpretation: It can be inferred that more than quarter a century, agree with the benefits
provided by the management, but, still 32% are undecided, therefore no concrete decision can be
taken regarding the benefits.
Work Relationships with Peers & Team lead/ Manger

Table: 4.12
I find my colleagues understanding and helpful
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

00

00

00

00

Disagree

00

00

00

00.0

Undecided

15

30.0

30.0

30.0

Agree

29

58.0

58.0

88.0

Strongly Agree

06

12.0

12.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.12

I find my colleagues understanding and helpful

Analysis: The above figure shows that 12% of the respondents strongly agree that their
colleagues understand to help them, 58% of the respondents agree to the same, 30% of the
respondents are undecided, and none of the respondents disagree.
Interpretation: Although most of the employees are new to the organization then too, 58% of
them believe that their colleagues are helpful. This reveals that the organization culture is good
and all of them follow the principle of Espirit De Corps.
Table: 4.13

My team lead/Manager gives feedback on my work


Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

01

2.0

2.0

2.0

Disagree

02

4.0

4.0

6.0

Undecided

07

14.0

14.0

20.0

Agree

36

72.0

72.0

92.0

Strongly Agree

04

08.0

08.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.13


My team lead/Manager gives feedback on my work

Analysis: The above figure shows that 8% of respondents strongly agree that they receive
feedback from their supervisor, 72% of respondents agree to the same, 14% of the respondents
are undecided, 4% of respondents disagree &, 2% of respondents strongly disagree.
Interpretation: it can be easily depicted from the above pie chart nearly 75% of the employee
agrees that they get the feedback of their performance regularly from their superiors. This shows
the cordial superior-subordinate relationship. Definitely, it will lead to higher satisfaction among
the workforce.
Table: 4.14

My Team lead/Manager gives me guidance whenever I require


Cumulative
Frequency

Percent

Valid Percent Percent

2.0

2.0

2.0

Disagree

2.0

2.0

4.0

Undecided

05

10.0

10.0

14.0

Agree

36

72.0

72.0

86.0

Strongly Agree

07

14.0

14.0

100.0

Total

50

100.0

100.0

Valid Strongly
Disagree

Chart No: 4.14 My Team lead/Manager gives me guidance whenever I require

Analysis: The above figure shows that 2% of respondents strongly agree that they receive
guidance from their supervisor, 14% of respondents agree, 72% of the respondents are undecided
about the guidance they receive, 10% of respondents disagree, 2% of respondents strongly
disagree.
Interpretation: It can be easily depicted from the above pie chart nearly 75% of the employees
agree that their Team leads are helpful and give them proper guidance when required, this will
build good organization culture and leads to efficiency of work.
Table: 4.15
My team lead/Manager sets clear goals/performance expectations

Cumulative
Frequency

Percent

Valid Percent Percent

01

2.0

2.0

2.0

Disagree

02

4.0

4.0

6.0

Undecided

10

20.0

20.0

26.0

Agree

30

60.0

60.0

86.0

Strongly Agree

07

14.0

14.0

100.0

Total

50

100.0

100.0

Valid Strongly
Disagree

Chart No: 4.15 My team lead/Manager sets clear goals/performance expectations

Analysis: The above figure shows that 14% of respondents strongly agree that the lead/Manager
sets clear goals/performance expectations, 60% of respondents agree, 20% of respondents are
undecided, 4% disagree, & 2% of respondents strongly disagree that the lead/Manager sets clear
goals/performance expectations.
Interpretation: 60% of the workforce feels that standard goals set by their team leads; this is
because of decentralised approach followed by the management, the goals are being set by the
mutual understanding of both the employees and the management.
Table: 4.16
My team lead/Manager distributes work equally

Cumulative
Frequency

Percent

Valid Percent Percent

01

2.0

2.0

2.0

Disagree

04

8.0

8.0

10.0

Undecided

12

24.0

24.0

34.0

Agree

30

60.0

60.0

94.0

Strongly Agree

03

6.0

6.0

100.0

Total

50

100.0

100.0

Valid Strongly
Disagree

Chart No: 4.16

My team lead/Manager distributes work equally

Analysis: The above figure shows that 6% of respondents strongly agree that team lead/Manager
distributes work equally, 60% of respondents agree team lead/Manager distributes work equally,
24% of the respondents are undecided, 8% of respondents disagree and 2% strongly disagree
that team lead/Manager distributes work equally
Interpretation: more than 50% of the employees feel that there is equal distribution of labour in
the organization, the management does not entertain any bias or prejudice with respect to any
employee or sex.
Table: 4.17
My team lead/Manager is accessible/approachable when needed

Cumulative
Frequency

Percent

Valid Percent Percent

01

2.00

2.00

2.00

Disagree

00

00.0

00.0

2.00

Undecided

01

2.00

2.00

4.00

Agree

37

74.0

74.0

78.0

Strongly Agree

11

22.0

22.0

100.0

Total

50

100.0

100.0

Valid Strongly
Disagree

Chart No: 4.17 My team lead/Manager is accessible/approachable when needed

Analysis: The above figure shows that 22% of respondents strongly agree that team
lead/Manager is accessible/approachable when needed, 74% of respondents agree, 2% of the
respondents are undecided about the same, & only 2% of respondents strongly disagree.
Interpretation: nearly 75% of the workforce agrees that their team lead is generous and
approachable whenever required, this will create an open environment and free flow of
communication at all levels of hierarchy.
Growth Opportunities
Table: 4.18

I receive ample support for additional training and education


Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

05

10.0

10.0

10.0

Disagree

10

20.0

20.0

30.0

Undecided

29

58.0

58.0

88.0

Agree

05

10.0

10.0

98.0

Strongly Agree

01

02.0

02.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.18 I receive ample support for additional training and education

Analysis: The above figure shows that the 2% of the respondents strongly agree that they receive
ample support for additional training and education, 10% of the respondents agree, 58% of the
respondents are undecided, 20% of the respondents disagree & 10% of the respondents strongly
disagree to the same.
Interpretation: It is very difficult to interpret when it comes to training and development of the
employees since 58% of the employees are undecided about it. Initiatives have to be taken to
enhance training & development activities.
Table: 4.19

I get opportunities to utilize my skills and talents acquired through training programmes
conducted
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

05

10.0

10.0

10.0

Disagree

08

16.0

16.0

26.0

Undecided

20

40.0

40.0

66.0

Agree

16

32.0

32.0

98.0

Strongly Agree

01

2.00

2.00

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.19


I get opportunities to utilize my skills and talents acquired through training programmes
conducted

Analysis: The above figure shows that 2% of respondents strongly agree that they get
opportunities to utilize your skills and talents acquired through training programmes, 32% of
respondents agree to the same, 40% of respondents are undecided,6% of respondents disagree &
10% of respondents strongly disagree to the same.
Interpretation: Although 32% of the employees agree that training programs conducted by the
organization help them to expose their skills and talents, but yet it cannot be ascertained because
40% of them are undecided.
Table: 4.20

Career advancement is good in the organization


Cumulative
Frequency Percent Valid Percent

Percent

04

8.00

8.00

8.00

Disagree

07

14.0

14.0

22.0

Undecided

20

40.0

40.0

62.0

Agree

19

38.0

38.0

100.0

Strongly Agree

00

00.0

00.0

100.0

Total

100

100.0

100.0

Valid Strongly
Disagree

Chart No: 4.20

Career advancement is good in the organization

Analysis: The above figure shows that none of respondents strongly agree that they have ample
opportunities for the advancement in their profession, 38% of respondents agree to the statement,
40% of the respondents are undecided, 14% of respondents disagree, 8% of respondents strongly
disagree
Interpretation: Although 38% of the employees feel that career advancement opportunities are
good but still 40% of them are undecided, this may be because 25% of the workforce are still in
probation period.

Table: 4.21

I have opportunities to learn and grow


Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

4.0

4.0

4.0

Disagree

6.0

6.0

10.0

Undecided

15

30.0

30.0

40.0

Agree

25

50.0

50.0

90.0

Strongly Agree

10.0

10.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.21

I have opportunities to learn and grow

Analysis: The above figure shows that 10% of the respondents strongly agree that they have
opportunities to learn and grow, 50% of the respondents agree,30% of the respondents are
undecided, 6% of the respondents disagree, 4% of the respondents strongly disagree to the above
statement.
Interpretation: From the above analysis its depicted that half a percent of the employees agree
that there are enough opportunities to grow and learn in the organization. This shows the
managements concern towards the employees. They look for the overall growth of the employee
rather than daily work schedule.
Work Activities

Table: 4.22
I am satisfied with the variety of job responsibilities i posses
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

01

2.00

2.00

2.0

Disagree

06

12.0

12.0

14.0

Undecided

10

20.0

20.0

34.0

Agree

29

58.0

58.0

92.0

Strongly Agree

04

08.0

08.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.22 I am satisfied with the variety of job responsibilities I posses

Analysis: The above figure shows that 8% of the respondents strongly agree that they are
satisfied with the variety of job responsibilities they posses, 58% of the respondents agree, 20%
of the respondents are undecided, 12% of the respondents disagree & 2% of the respondents
strongly disagree
Interpretation: It can be revealed from the above analysis that more than half a percent of the
employees feel that they are contended with the job roles and responsibilities given by the
management. This signifies that there is a better role clarity among the employees, which is
directly related to their job satisfaction.
Table: 4.23

I find my job challenging and interesting


Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

03

06.0

06.0

06.0

Disagree

02

04.0

04.0

10.0

Undecided

15

30.0

30.0

40.0

Agree

28

56.0

56.0

96.0

Strongly Agree

02

04.0

04.0

100.0

Total

50

100.0

100.0

Disagree

Table: 4.23

I find my job challenging and interesting

Analysis: The above figure shows that 4% of the respondents strongly agree that they find their
job challenging and interesting, 56% of the respondents agree, 30% of the respondents are
undecided with the above statement, 4% of the respondents disagree, 6% of the respondents
strongly.
Interpretation: It can be depicted that more than half a percent of the workforce agree that their
job is interesting and challenging; this shows that the employees enjoy their work targets and are
constantly motivated towards achieving it.
Table: 4.24
I feel my job monotonous

Cumulative
Frequency Percent Valid Percent
Valid Strongly

Percent

01

02.0

02.0

02.0

Disagree

10

20.0

20.0

22.0

Undecided

21

42.0

42.0

64.0

Agree

11

22.0

22.0

86.0

Strongly Agree

07

14.0

14.0

100.0

Total

50

100.0

100.0

Disagree

Table: 4.24

I feel my job monotonous

Analysis: The above figure shows that 14% of the respondents strongly agree that they find their
job monotonous, 22% of the respondents agree, 42% of the respondents are undecided with the
above statement, 20% of the respondents disagree, 2% of the respondents strongly disagree
Interpretation: As 42% of the respondents are undecided about the monotony of the job,
supported by 22% agree & 14% strongly agree to the above statement, it can be clearly inferred
that most of them feel that the job is monotonous.

Table: 4.25
I give suggestions on work

Cumulative
Frequency Percent Valid Percent
Valid Strongly

00

00.0

00.0

00.0

Disagree

06

12.0

12.0

12.0

Undecided

15

30.0

30.0

42.0

Agree

27

54.0

54.0

96.0

Strongly Agree

02

04.0

04.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.25

Percent

I give suggestions on work

Interpretation: The above figure shows that 4% of the respondents strongly agree that they give
suggestions on work, 54% of the respondents agree, 30% of the respondents are undecided, 12%
of the respondents disagree and none of the respondents strongly disagree.
Interpretation: It can be inferred from the above that more than half of the respondents
constantly give suggestions to their peers and management, this encourages informal
communication and open door policy followed by the management.
Table: 4.26

I feel my suggestions are well recognized


Cumulative
Frequency Percent Valid Percent
Valid Strongly

02

04.0

04.0

04.0

Disagree

07

14.0

14.0

18.0

Undecided

25

50.0

50.0

68.0

Agree

15

30.0

30.0

98.0

Strongly Agree

01

02.0

02.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.26

Percent

I feel my suggestions are well recognized

Analysis: The above figure shows that 2% of respondents strongly agree that their suggestions
are recognized, 30% of respondents agree, 50% of respondents are undecided, 14% of
respondents disagree, & 4% of respondents strongly disagree to the same.
Interpretation: As half percent of the respondents are undecided about the recognition they
receive for their suggestions, but still 32% of them agree, hence it can be inferred that the
management gives due respect and consideration for the given suggestions.
Table: 4.27

I am satisfied with the adequate opportunity for the periodic changes in duties

Cumulative
Frequency Percent Valid Percent
Valid Strongly

02

04.0

04.0

04.0

Disagree

09

18.0

18.0

22.0

Undecided

20

40.0

40.0

62.0

Agree

18

36.0

36.0

98.0

Strongly Agree

01

02.0

02.0

100.0

Disagree

Chart
4.27
I am

Percent

No:

Total
50
100.0
100.0
satisfied with the adequate opportunity for the periodic changes in duties

Analysis: The above figure shows that 2% of respondents strongly agree that they are satisfied
with the adequate opportunity for the periodic changes in duties, 36% of respondents agree, 40%
of respondents are undecided about the same, 18% of respondents disagree &, 4% of respondents
strongly disagree.
Interpretation: It can be revealed from the above analysis that 40% of the respondents agree
about the changes taking place in their roles and duties, and they accept the change positively
and constantly work towards the achievement of the goals.
Rewards and Recognitions
Table: 4.28
Promotions go to those who deserve it

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

00

00.0

00.0

00.0

Disagree

00

00.0

00.0

00.0

Undecided

21

42.0

42.0

42.0

Agree

25

50.0

50.0

92.0

Strongly Agree

04

08.0

08.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.28

Promotions go to those who deserve it

Analysis: The above figure shows that 8% of respondents strongly agree that Promotions are
given to those who deserve it, 50% of respondents agree, 42% of respondents are undecided
about the above statement, & none of respondents disagree nor strongly disagree
Interpretation: As it can be depicted from the analysis that half a percent of the employees
agree by the promotion policy followed by the management. There is not a single respondent
who has a negative comment about the policy, Thus it can be said that the management is fair
and just when it comes to promotions.
Table: 4.29
I have been well recognized for my efforts

Cumulative
Frequency Percent Valid Percent
Valid Strongly

Percent

04

08.0

08.0

08.0

Disagree

04

08.0

08.0

16.0

Undecided

17

34.0

34.0

50.0

Agree

21

42.0

42.0

92.0

Strongly Agree

04

08.0

08.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.29

I have been well recognized for my efforts

Interpretation: The above figure shows that 8% of respondents strongly agree that they have
been well recognised for their efforts, 42% of respondents agree, 34% of respondents are
undecided about the above statement, 8% of respondents disagree and another 8% strongly
disagree to the same.
Interpretation: It can be depicted from the above analysis that 42% of the employees feel that
their efforts are recognised by the management.As we know that recognisations leads to
motivation and ultimately satisfaction of the employee. Therefore it can be said that the same
number are satisfied too.
Table: 4.30
I have been rewarded for my achievements

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

02

04.0

04.0

04.0

Disagree

04

08.0

08.0

12.0

Undecided

23

44.0

44.0

56.0

Agree

19

36.0

36.0

92.0

Strongly Agree

04

08.0

08.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.30

I have been rewarded for my achievements

Interpretation: The above figure shows that 8% of respondents strongly agree that they have
been rewarded for their achievements, 36% of respondents agree, 44% of respondents are
undecided about the above statement, 8% of respondents disagree, & 4% strongly disagree.
Interpretation: It can be depicted from the above analysis that 36% of the respondents feel that
the rewards are directly linked by their achievements, this shows that the management is not
biased and is more concerned towards the satisfaction of the employees.
Table: 4.31
Incentives are good in the organization

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly

04

02.0

02.0

02.0

Disagree

04

04.0

04.0

06.0

Undecided

12

60.0

60.0

66.0

Agree

25

32.0

32.0

98.0

Strongly Agree

05

02.0

02.0

100.0

Total

50

100.0

100.0

Disagree

Chart No: 4.31

Incentives are good in the organization

Analysis: The above figure shows that 2% of respondents strongly agree that Incentives are good
in the organization, 32% of respondents agree, 60% of respondents are undecided about the
above statement, 4% of respondents disagree, & 2% strongly disagree.
Interpretation: It can be inferred from the above analysis that 60% are undecided, that is a
clear picture cannot be depicted about the incentive structure, in the organization, 32% of them
are satisfied with the incentives given.
Overall opinion
Table: 4.32

How do you access the criteria of work life balance?


Cumulative
Frequency Percent Valid Percent
Valid Very Bad

Chart No: 4.32

Percent

01

02.0

02.0

02.0

Bad

02

04.0

04.0

06.0

Satisfactory

30

60.0

60.0

66.0

Good

16

32.0

32.0

98.0

Excellent

01

02.0

02.0

100.0

Total

50

100.0

100.0

How do you access the criteria of work life balance?

Analysis: The above figure shows that 2% of respondents strongly agree that the criteria of Work
Life balance is Excellent, 32% of respondents agree to the same, 60% of respondents feel
satisfactory, 4% feel its bad and the remaining 2% employees strongly disagree that the criteria
of Work Life balance is very bad.
Interpretation: 60% of the respondents feel that work life balance is satisfactory; this gives a
clear picture that the management is also concerned about the social life of the employees apart
from the routine work life.
Table: 4.33
What do you have to say about the companys management?

Cumulative
Frequency Percent Valid Percent Percent
Valid Very Bad

00

00.0

00.0

00.0

Bad

03

06.0

06.0

06.0

Satisfactory

28

56.0

56.0

62.0

Good

19

38.0

38.0

100.0

Excellent

00

00.0

00.0

100.0

Total

50

100.0

100.0

Chart No: 4.33 What do you have to say about the companys management?

Analysis: The above figure shows that none of respondents strongly agree that the companys
management is Excellent,39% of respondents agree the companys management is good, 56%
feel its satisfactory,6% employees agree that the companys management is bad while none of
the respondents feel that the companys management is very bad.
Interpretation: More than half a percent of the respondents find the management of the
organization satisfactory. Thus finally it can be interpreted that the organization is Employee
oriented rather than Profit oriented.
Table: 4.34
What is your overall opinion on the company as an employee?

Valid

Cumulative

Frequency

Percent

Percent

Percent

00

00

00

00.0

Bad

03

06

06

06.0

Satisfactory

26

52.0

52.0

58.0

Good

19

38.0

38.0

96.0

Excellent

02

04.0

04.0

100.0

Total

50

100.0

100.0

Valid Very Bad

Chart No: 4.29 What is your overall opinion on the company as an employee?

Analysis: The above figure shows that 4% of respondents overall opinion on the company is
excellent, 38% of respondents overall opinion about the company is good, 52% feel satisfactory,
& 6% of respondents overall opinion about the company is bad.
Interpretation: More than half a percent of the respondents feel themselves satisfied as an
employee of the company. This shows that the company is concerned about the overall welfare
and growth of the employee.

CHI SQUARE TEST


Relation between salary received and the performance of employees
Hypothesis:
Ho: There is no significant relationship between the salary received and the performance of
employees.
H1: There is significant relationship between the salary received and the performance of
employees
Table No: 4.35
Are you satisfied with the salary you receive * Is the remuneration matching your performance
Cross tabulation-Observed values
Count

Is the remuneration matching your performance


Strongly

Strongly

Disagree Disagree Undecided Agree Agree


Are you satisfied with Strongly
the salary I receive

Disagree
Disagree
Undecided
Agree
Strongly
Agree

Total

Total

11

0
0
0

11
0
0

4
12
0

1
4
7

0
0
0

16
16
7

13

18

12

50

Estimated Frequencies got from the observed frequency table

Table No: 4.36


Count

Is the remuneration matching your performance


Strongly

Strongly

Disagree Disagree Undecided Agree Agree


Are you satisfied with Strongly
the salary I receive

Disagree
Disagree
Undecided
Agree
Strongly

1.54

2.86

3.96

2.64

11

2.24
2.24
00.98

4.16
4.16
1.82

5.76
5.76
2.52

3.84
3.84
1.68

0
0
0

16
16
7

13

18

12

50

Agree
Total

Table No: 4.37


Chi-Square Value
Level of Significance
Degree of freedom
Calculated Table Value

Chart No: 4.30

Total

88.47
0.05
16
26.3

Is the remuneration matching your performance

Inference:

The above test done here is Chi-Square test.

Significance level for Chi-Square test is 0.05

Since the calculated table value is less than the calculated chi-square value, the null
hypothesis is rejected.

So the Null Hypothesis (Ho) is rejected such that there is significant relationship between
the salary received and the performance of employees.

This proves that the salary received by the employees does not match the performance of
the employees.

Relation between Effectiveness of training and the opportunities to utilize the skills and
talent acquired through it.
Hypothesis:
Ho: There is no significant relationship between the ample support for training received and the
opportunities to utilize the skill acquired through training programme
H1: There is significant a relationship between the ample support for training received and the
opportunities to utilize the skill acquired through training programme

Table No:4.38
I receive ample support for additional training and education * I get opportunities to utilize my
skills and talents acquired through programme conducted
Cross tabulation
Count

Do you get opportunities to utilize your skills and


talents acquired through programme
Strongly

Total
Strongly

Disagree Disagree Undecided Agree Agree


Do you receive ample Strongly

4
support for additional Disagree
training and education Disagree 1
Undecided 0
Agree
0
Strongly
0
Agree
Total
5

5
2
0

4
12
0

0
11
9

0
0
0

10
25
9

16

20

50

Estimated Frequencies got from the observed frequency table


Table No: 4.36
Count

Is the remuneration matching your performance


Strongly

Strongly

Disagree Disagree Undecided Agree Agree


Are you satisfied with Strongly
the salary I receive

Disagree
Disagree
Undecided
Agree
Strongly
Agree

Total

Total

0.5

2.5

0.9

0.1

0.8
1.6
2

1.6
3.2
4

4
8
10

1.44
2.88
3.6

0.16
0.32
0.4

8
16
20

0.1

0.2

0.5

0.18

0.02

10

25

50

Table No: 4.37


Chi-Square Value
Level of Significance
Degree of freedom
Calculated Table Value

137.34
0.05
16
26.3

Chart No: 4.31


Do you get opportunities to utilize your skills and talents acquired through programme

Inference:

The above test done here is Chi-Square test.

Significance level for Chi-Square test is 0.05

Since the calculated table value is less than the calculated chi-square value, the null
hypothesis is rejected.

So the Null Hypothesis (Ho) is rejected such that there is significant relationship between
the ample support for training received and the opportunities to utilize the skill acquired
through training programme

5. FINDINGS

Among the number of respondents 88% of them are under the age group under 30 years,
we infer that the workforce is young, since most of the employees are in between the age
group of 20 30 years.

Its depicted that the workforce into the organization is segmented into different
designations as mentioned above, and the roles and responsibilities vary accordingly,
most of the employees are designated as Consultants, which reflects that they are in the
growth stage.

It was found that 50% of them between the ranges of 3 months to 1 year, hence its
depicted that nearly half a percent of the workforce is serving the organization, from past
1 year, therefore it can be said that the workforce is quite satisfied and the employee
turnover ratio is low.

It was found that above 65% of the respondents were satisfied with their work and half a
percent of them are satisfied with the working environment created by the organization.
This will reduce work force absenteeism.

It was found that above 60% of the respondents were satisfied with the working hours;
this shows that the management takes into concern the criteria of work life balance.

About 56% a percent of the employees agree that the timings and work schedule is quite
flexible, this may be due to convenient work timings and work from home options
provided by the management.

Its depicted that half a percent of the workforce is not satisfied with the pay scale. This
may be due to poor remuneration policy followed by the management, which may pose
as a threat for the company when it comes to employee turnover.

Although most of the employees are new to the organization then too, 58% of them
believe that their colleagues are helpful. This reveals that the organization culture is good
and all of them follow the principle of Espirit De Corps.

Nearly 75% of the employees agree that they get the feedback of their performance
regularly from their superiors. This shows the cordial superior-subordinate relationship.
Definitely, it will lead to higher satisfaction among the workforce.

60% of the workforce agrees that standard goals set by their team leads; this is because of
decentralised approach followed by the management, the goals are being set by the
mutual understanding of both the employees and the management.

Its found that more than 50% of the employees feel that there is equal distribution of
labour in the organization, the management does not entertain any bias or prejudice with
respect to any employee or sex.

75% of the workforce agrees that their team lead is generous and approachable whenever
required, this has created an open environment and free flow of communication at all
levels of hierarchy.

Although 32% of the employees agree that training programs conducted by the
organization help them to expose their skills and talents, but yet it cannot be stamped
because 40% of them are undecided.

Its depicted that 38% of the employees feel that career advancement opportunities are
good but still 40% of them are undecided, this may be because 25% of the workforce are
still freshers.

58% of the respondents feel that they are contended with the job roles and responsibilities
given by the management. This signifies that there is a better role clarity among the
employees, which is directly related to their job satisfaction

56% of the employees find their job interesting and challenging; this shows that the
employees enjoy their work targets and are constantly motivated towards achieving it.

54 % of the employees agree that they give suggestions to their peers and management;
this gives a small hint about the informal communication and open door policy followed
by the management.

40% of the respondents agree about the changes taking place in their roles and duties, and
they accept the change positively and constantly work towards the achievement of the
goals.

50% of the employees agree by the promotion policy followed by the management. There
is not a single respondent who has a negative comment about the policy, Thus it can be
said that the management is fair and just when it comes to promotions.

36% of the respondents feel that the rewards are directly linked by their achievements,
this shows that the management is not biased and is

more concerned towards the

satisfaction of the employees

60% of the respondents feel that work life balance is satisfactory; this gives a clear
picture that the management is also concerned about the social life of the employees apart
from the routine work life.

56% of the respondents find the management of the organization satisfactory hence it can
be interpreted that the organization is Employee oriented rather than Profit oriented.

52% of the respondents feel themselves satisfied as an employee of the company. This
shows that the company is concerned about the overall welfare and growth of the
employee.

SUGGESTIONS & RECOMMENDATIONS

Conduct regular training and development programmes to update employees to work


more effectively and keep up with the latest methods so that they can perform better and
deliver their best.

Employees Incentive Structure as well as the salary structure has to be revised on a


regular period, to help them feel secure and motivated. Along with the Monetary
Incentives, Non-Monetary Incentives should also be provided, because this creates higher
job satisfaction in the employees.

Provide them with more of challenging jobs and regular job rotations to avoid monotony.

Employee participation into the management must be encouraged, and the suggestions
given by them have to be taken on a serious note.

Employee get together, summer camps for family members and children, periodical break
through sessions will refresh the employees. It has a positive effect to control stress levels
faced at work. The above will increase the employee commitment towards the
management.

Regular performance appraisal and feedback programmes must be conducted, so that the
employee has a clear picture about his performance into the organization, the best form of
appraisal would be the 360 degree appraisal method.

Initiatives has to be taken to improve the working environment such as a cafeteria,


Ventilation, sanitation etc

The company should cab facility for the employees who live in far flung areas.

Keep regular flow of communication with all the employees.

CONCLUSION

Job satisfaction describes how content an individual is with his or her job. It is a relatively
recent term since in previous centuries the jobs available to a particular person were often
predetermined by the occupation of that person's parent. There are a variety of factors that can
influence a person's level of job satisfaction; some of these factors include the level of pay and
benefits, the perceived fairness of the promotion system within a company, the quality of the
working conditions, leadership and social relationships, and the job itself (the variety of tasks
involved, the interest and challenge the job generates, and the clarity of the job
description/requirements).
During the course of my internship at Wenger & Watson, I found that more than half a percent of
the employees are satisfied with most of the factors which lead to job satisfaction, such as Job
location, hours worked on a daily basis, the Benefits extended by the company such as life
insurance ,Provident fund etc, working Conditions, growth opportunities etc.
While others were not so contended and satisfied with the other factors such as Pay and
Incentives which included Monetary as well as the non monetary incentives, and also with most
of the Hygiene factors like Infrastructure, Sanitation, and Cafeteria.
To conclude I would say that efforts have to be made and seen to it that the employees living/
working conditions are made more favourable and friendly. Appropriate Salary as well as
Incentive structures should be revised, reconsidering the overall Companys goals and objectives,
and also seen to it that the employees have a belongingness of Job Satisfaction.

6. BIBLIOGRAPHY
BOOKS:

Organizational Behavior, S. Ashwathappa, 5th Edition, Himalaya Publishing House.

Research Methodology, C.R. Kothari, 2nd Edition, Wishwa Prakashan.

Business research methods, Donald R. Cooper and Pamela S. Schindler, 6th Edition, Tata
McGraw Hill Edition.

Personnel Management, C.B.Mamoria, S.V. Gankar, 22nd Edition, Himalaya Publishing


House.

WEBSITES:
www.wengerwatson.com
www.google.com
http://en.wikipedia.org/wiki/Job_satisfaction
http://www.citehr.com