Ekaterina Zubova Motivation and Satisfaction of Employees ...
CHAPTER IV EMPLOYEES’ JOB SATISFACTION - AN ANALYSIS...
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CHAPTER IV
EMPLOYEES’ JOB SATISFACTION - AN ANALYSIS ON PRE AND POST CORPORATISATION
This Chapter contains three parts. Part I deals with the socio economic profile
of the respondents. The Part II analyses the opinion of the respondents on their level
of satisfaction on their job and the Part III contains the multiple regression model
forming the predictor equations assuming the level of job satisfaction on pre and post
corporatization of DOT as dependent variable and its attributable Five main
variables.
Part - I: SOCIO ECONOMIC BACKGROUND OF THE EMPLOYEES
The socio-economic background of the employees of BSNL in Kerala Circle,
selected as sample respondents for knowing the job satisfaction level for the proper
functioning of the BSNL in Kerala circle, is illustrated here:
The parameters in socio-economic profile considered in it are: (1) Gender; (2)
Area of Work Place (3) Age; and (4) Educational Qualifications
1. Gender Composition
The gender is an important aspect for knowing the level of satisfaction of
employees and their satisfaction in their job. The composition of male and female
respondents in the sample selected from employees is given in Table 4.1.
233
Table 4.1
Gender wise Classification of Employees
Details of Employees’ Gender
District
Male Female Total
No Per centage No Per centage No Per centage
Thiruvananthapuram 60 32.43 65 34.21 125 33.33
Ernakulam 65 35.14 60 31.58 125 33.33
Kannur 60 32.43 65 34.21 125 33.33
Total 185 100.00 190 100.00 375 100.00
Source: primary data
As is seen from Table 4.1 that out of the 375 respondents in the Sample, 185
(49 per cent) are males spread over 32 per cent each (60 respondents) each in
Thiruvanathapuram and Kannur and the remaining 36 per cent (65 respondents) in
Ernakulam district, whereas 190 respondents (50 per cent) are from female category
spread in Thiruvananthapuram and Kannur (34 per cent) each and in Ernakulam 32
per cent. It is clear that the majority of the stakeholder respondents are from both the
categories but female respondents have a simple majority.
2. Area of Work Place
The area to which the respondents belong is an important criteria especially in
the case of technology driven items. In the case of knowing the satisfaction level of
respondents, 50 respondents each are selected from the rural population of three
districts viz. Thiruvananthapuram, Ernakulam and Kannur aggregating in all 150
respondents (40 per cent) and 75 respondents each from these three districts
representing urban population in aggregate 225 respondents (60 per cent). It is clear
234
from this, that a larger part of the respondents are from the urban area. The statistics is
given in Table 4.2.
Table 4.2
Area of work place wise classification of Employees
Details of Employees’ Area
District
Rural Urban Total
No. Per centage No. Per centage No. Per centage
Thiruvananthapuram 50 33.33 75 33.33 125 33.33
Ernakulam 50 33.33 75 33.33 125 33.33
Kannur 50 33.33 75 33.33 125 33.33
Total 150 100.00 225 100.00 375 100.00
Source: Primary Data
3. Age
Age of respondents is another important factor which influences determining
the level of satisfaction of employees of telephone users. The age wise classification
of respondents are depicted in Table 4.3.
Table.4.3
Age wise Distribution of Respondents
Details of Employees’ Age
District
Below 35 yrs 35 - 50 yrs Above 50 yrs Total
No.Per centage No.
Per centage No.
Per centage No.
Per centage
Thiruvananthapuram 32 35.16 61 33.70 32 31.07 125 33.33
Ernakulam 29 31.87 57 31.49 39 37.86 125 33.33
Kannur 30 32.97 63 34.81 32 31.07 125 33.33
Total 91 100.00 181 100.00 103 100.00 375 100.00
Source : Primary Data
235
Age group of the respondents in the sample revealed (Table 3.3) that majority
of the respondents are in the age group of 35 to 50 years (48 per cent). 103
respondents (28 per cent) of the total respondents are in the age group of above 50
years and the rest 91 respondents (26 per cent) in the age group of less than 35 years.
It is concluded that a large majority of the respondents in the sample are in the age
group between 35 and 50 years and a large majority are from Thiruvananthapuram
and Kannur districts.
4. Educational Qualification
The educational qualification of respondents is another major attribute
determining the stakeholder satisfaction on the service given by DOT and BSNL.
The higher the level of education the better the ability to judge the performance of the
organisation. The details of educational qualification of respondents are furnished in
Table 4.4
Table 4.4
Educational Qualification wise Classification
Details of Employees’ Qualification
District
Below Degree Degree
Above Degree Total
No Per centage No
Per centage No
Per centage No
Per centage
Thiruvananthapuram 48 41.74 45 26.63 32 35.16 125 33.33
Ernakulam 34 29.57 58 34.32 33 36.26 125 33.33
Kannur 33 28.70 66 39.05 26 28.57 125 33.33
Total 115 100.00 169 100.00 91 100.00 375 100.00
Source : Primary Data .
236
As is noticed from the Table 4.4 169 respondents (45 per cent) of the sample
are educated at the graduation level. 115 respondents (31 per cent) have an education
level at below graduation and the rest 91 respondents have an education of above
graduation (24 per cent). It can be concluded that the large majority of the
respondents are in the level of education at degree level and at above degree level.
Part II - ANALYSIS ON THE OPINIONS OF EMPLOYEES
The analysis of opinion of the employees in the organization is analysed by
taking into consideration of the Five main variable viz, Organisational Dimension
(V2) with 20 sub-variables, People Dimension (V3) with 37 sub-variables,
Technological Dimension (V4) with 10 sub-variables, Planning and Management
Dimension (V5) with 11 sub-variables and Operational Dimension (V6) with 6 sub-
variables. Let us analyse the variables one by one:
I. MAIN VARIABLE – ORGANISATIONAL DIMENSION (V2)
The level of satisfaction of employees belong to the BSNL are analysed by
taking into account the dimension of the organisation concerned. It is a perceived fact
that the role played in retaining DOT and BSNL is possible only if they extent the
same kind of services as provided by the competitor or MNCs. The identified main
variable organisation factor is a combined effect of several identified sub-variables.
In this case, 20 sub-variables identified for assessing the level of satisfaction of
employees of BSNL in the pre and post corporatisation are analysed in the foregoing
paragraphs:
1. Number of Layers in the Organisation
The employees’ structure in the organisation is analysed by taking into account
the different layers in the organisation. There exists different layers in providing
237
services like A, B, C and, D Grade type of employees. Those who are placed in the
different layers are looked into for knowing the level of satisfaction attained by them
during the pre and post corporatisation.
The opinions of employees on their satisfaction about the number of layers in
the organisation on pre-corporatisation era is collected and is presented as item
number V2.1 of Table 4.5. In this case 186 respondents (50 per cent) marked a level
at 40 per cent and less. In between 50 per cent and 60 per cent levels are marked by
81 respondents (22 per cent) and 48 respondents (13 per cent) respectively. The 80
per cent and above are recorded by 60 respondents (16 per cent). The average score
in this case is 46 per cent with a standard deviation of 21 per cent and a co-variance
of 47. This shows that the employees were not satisfied with the number of layers in
the organization during the pre-corporatisation era.
The opinions of employees on their satisfaction about the number of layers in
the organisation in the post-corporatisation era is collected and is presented as item
number V2.1 of Table 4.6. The expressed views are 40 per cent and less by 164
respondents (44 per cent). Between 50 per cent and 60 per cent levels are marked by
81 respondents (22 per cent) and 48 respondents (13 per cent) respectively. But 46
respondents (12 per cent) and 36 respondents (10 per cent) marked a level between
80 per cent and 100 per cent. The average score in this case is 53 per cent with a
standard deviation of 23 per cent and a co-variance of 43. The average makes it
clear that the employees are satisfied with the present system of layers in the
organisation.
238
2. Degree of centralization
Another important variable used for analysis is degree of centralization in the
organization. The power of organization are scattered from the top to the bottom
depending on the type and nature of the work especially service. It means that there
exists centralization and decentralization depending on the nature and work or
operation of services. A via media between the two exists in the organization.
The opinion of employees on the degree of centralisation in the organisation
on pre-corporatisation era is depicted as item number V2.2 of Table 4.5. The level of
opinion is marked at 40 per cent and less by 313 respondents (83 per cent). 62
respondents marked a level at 60 per cent and a minor per cent in 80 per cent. The
average score in this case is 32 per cent with a standard deviation of 15 per cent and a
co-variance of 47. This shows that there was centralisation but it was not high.
The opinion of employees on their satisfaction about the degree of
centralisation in the organisation on the post-corporatisation is shown as item
number V2.2 of Table 4.6. The expressed views are 40 per cent and less by 308
respondents (82 per cent). Between 60 per cent and 80 per cent level is marked by 67
respondents (18 per cent). The average score in this case is 35 per cent with a
standard deviation of 13 per cent and a co-variance of 37. The average pin points
that the employees are not satisfied with the present system of the degree of
centralisation.
3. Emphasis on Structure and Procedure or Formality
The structure and procedures of extending services are another variable which
affect the level of satisfaction of employees in the organisation. The cumbersome
formalities reduce the role of employees in providing services of various kinds and
the formalities are liberal in turn increase the role in extending of services.
239
The opinion of employees on their level of satisfaction on emphasis on
structure and procedures is given as item number V2.3 of Table 4.5. The respondents’
opinion falls up to and less than 40 per cent by 31 respondents (9 per cent). In
between 50 per cent and 60 per cent levels are marked by 28 respondents (7 per cent)
and 271 respondents (72 per cent) respectively. The 80 per cent and above are
recorded by 45 respondents (12 per cent). The average score in this case is 58 per
cent with a standard deviation of 16 per cent and a co-variance of 27. The high
average shows that the employees are satisfied with the present structure and
formalities of the organisation.
The opinions of employees on their satisfaction about the structure and
procedures in the organisation during the post-corporatisation is given as item
number V2.3 of Table 4.6. The expressed views are 40 per cent and less by only 14
respondents (4 per cent) and none of them marked a level at 20 per cent and less.
Between 50 per cent and 60 per cent levels are marked by 28 respondents (7 per
cent) and 272 respondents (73 per cent) respectively. But 41 respondents (11 per
cent) and 20 respondents (5 per cent) marked a level between 80 per cent and 100 per
cent. The average score in this case is 63 per cent with a standard deviation of 12
per cent and a co-variance of 19. The average indicates that the employees are
satisfied with the present system of structure and the procedures.
4. Extent of Entrepreneurship in the Organisation
The entrepreneurial culture is important for any organisation engaged in
production or extending of services. In respect of telecommunication services the
satisfaction depends purely on the entrepreneurial culture exits in the institution.
240
The views of employees on the extent of entrepreneurship in the organisation
on pre-corporatisation era are depicted as item number V2.4 of Table 4.5. The marked
level of opinion at 40 per cent and less by 217 respondents (59 per cent), whereas
between 50 and 60 per cent levels are marked by 78 respondents (21 per cent) and 31
respondents (8 per cent) respectively. Only 49 respondents (13 per cent) at 80 per
cent and above. The average score in this case is 41 per cent with a standard
deviation of 23 per cent and a co-variance of 56. The mean score revealed that the
extent of entrepreneurship in the organisation was not up to the mark.
The opinions of employees on their satisfaction on the extent of
entrepreneurship in the organisation during the post-corporatisation period is
depicted as item number V2.4 of Table 4.6. The expressed views are 40 per cent and
less by 182 respondents (49 per cent). Between 50 per cent and 60 per cent levels are
marked by 78 respondents (21 per cent) and 32 respondents (9 per cent) respectively.
But a high level is marked at 80 per cent and above by 83 respondents (22 per cent).
The average score of opinion level is 50 per cent with a standard deviation of 24 per
cent and a co-variance of 47. The average score of opinions of employees reveal
that they are satisfied with the extent of entrepreneurship in the organisation in the
corporatised era .
5. Strength of Company’s Market Research System
The next important variable looked into for knowing the level of satisfaction
of employees in the BSNL is the strength of company’s market research system.
There is high turnover and generation of more revenue basically on the company’s
system for strengthening the marketing activities in the globalised era.
241
The views of employees on the Strength of company’s market system in the
organisation on pre-corporatisation era is given as item number V2.5 of Table 4.5.
The level of opinion is marked at 40 per cent and less by 24 respondents (7 per cent),
whereas between 50 and 60 per cent levels are marked by 61 respondents (16 per
cent) and 109 respondents (29 per cent) respectively. A large majority of the
respondents, 181 respondents (48 per cent) at 80 per cent and none of them recorded
a level at above 80 per cent. The average score in this case is 65 per cent with a
standard deviation of 19 per cent and a co-variance of 30. The mean score reveals that
the there existed a good market research system in the organisation.
The opinion of employee on the strength of company’s market system in the
organisation on post-corporatisation era is shown as item number V2.5 of Table 4.6.
The level of opinion is marked at 40 per cent and less by only 2 respondents (1 per
cent), whereas between 50 and 60 per cent levels are marked by 61 respondents (16
per cent) and 109 respondents (29 per cent) respectively. A large majority of the
respondents, 173 respondents (46 per cent) at 80 per cent and 30 respondents (8 per
cent ) at 100 per cent. The average score in this case is 71 per cent with a standard
deviation of 15 per cent and a co-variance of 21. The mean score reveals that there
exists a good market research system in BSNL than the pre-corporatisation era.
6. Company’s Customer Performance Feedback System
The improvement in customer orientation is made possible only when there is
feedback process. It is made for knowing the level of satisfaction attained by the
customers from this organization and it helps them in improving the existing position
of services delivery.
242
The views of employees on the DOT’s Customer Performance Feedback
system in the organisation on pre-corporatisation era are given as item number V2.6
of Table 4.5. The level of opinion is marked at 40 per cent and less by 274
respondents (73 per cent), whereas between 50 and 60 per cent levels are marked by
44 respondents (12 per cent) and 43 respondents (11 per cent) respectively. Only 14
respondents (3 per cent) at 80 per cent and above. The average score in this case is
35 per cent with a standard deviation of 20 per cent and a co-variance of 58. The
mean score reveals that the respondents were not satisfied with the system of
performance feedback in DOT.
The opinion of employees on their satisfaction on the company’s customer
performance feedback system in the organisation during the post-corporatisation
period is depicted as item number V2.6 of Table 4.6. The expressed views are 40
per cent and less by 240 respondents (64 per cent). Between 50 per cent and 60 per
cent levels are marked by 45 respondents (12 per cent) and 43 respondents (11 per
cent) respectively. But a high level is marked at 80 per cent and above by 47
respondents (13 per cent). The average score of opinion level is 44 per cent with a
standard deviation of 25 per cent and a co-variance of 58. The average score of
opinions of employees reveal that they are not satisfied with the system of
performance feedback in the organisation in the post-corporatized era .
7. Company’s Competitor Intelligence System
The success or failure of organization in the globalised era depends on the
ability on assessing the competitor policies and practices for knowing the strengths
and weakness that the organization possess in the process of survival and growth.
243
The views of employees on the competitor intelligence system in the
organisation on pre-corporatisation era is shown as item number V2.7 of Table 4.5.
The level of opinion is marked at 40 per cent and less by 20 respondents (5 per cent),
whereas between 50 and 60 per cent levels are marked by 38 respondents (10 per
cent) and 60 respondents (16 per cent) respectively. A large majority of the
respondents, 257 respondents (69 per cent) at 80 per cent and none of them recorded
a level of above 80 per cent. The average score in this case is 71 per cent with a
standard deviation of 15 per cent and a co-variance of 21. The mean score reveals
that there existed a good competitor intelligence system in the organisation.
The opinions of employees on company’s competitor intelligence system in
the organisation during the post-corporatisation period are shown as item number
V2.7 of Table 4.6. The expressed views are 40 per cent and less by 12 respondents (3
per cent). Between 50 per cent and 60 per cent levels are marked by 37 respondents
(10 per cent) and 60 respondents (16 per cent) respectively. But a high level is
marked at 80 per cent and above by 240 respondents (64 per cent) and 26 respondents
(7 per cent) marked a very high level of 100 per cent. The average score of opinion
level is 74 per cent with a standard deviation of 14 per cent and a co-variance of 19.
The average score of opinions of employees shows the company’s competitor
intelligence system is very high in the organisation in the corporatized era.
8. Company’s Linkage with Suppliers
A proper linkage with the stakeholders of the organization is important for
improving their conditions. An important stake part of the organization is supplier.
So it should maintain a proper linkage with the suppliers for their continuous services.
244
The opinion of employees on the company’s linkage with suppliers in the
organisation on pre-corporatisation era is depicted as item number V2.8 of Table 4.5.
The level of opinion is marked at 40 per cent and less by 237 respondents (64 per
cent), whereas between 50 and 60 per cent levels are marked by85 respondents (23
per cent) and 27 respondents (7 per cent) respectively. Only 26 respondents (7 per
cent) at 80 per cent and none of them marked above this level. The average score in
this case is 38 per cent with a standard deviation of 19 per cent and a co-variance of
51. The average score indicates that the respondents were not satisfied with the
system of linkage with customers in the organisation.
The opinion of employees on their satisfaction on the company’s linkage
with suppliers in the organisation during the post-corporatisation period are
depicted as item number V2.8 of Table 4.6. The expressed views are 40 per cent and
less by 216 respondents (58 per cent). Between 50 per cent and 60 per cent levels are
marked by 86 respondents (23 per cent) and 31 respondents (8 per cent) respectively.
But a high level is marked at 80 per cent and above by 42 respondents (11 per cent).
The average score of opinion level is 42 per cent with a standard deviation of 19 per
cent and a co-variance of 45. The average score of opinions of employees on the
company’s linkage with suppliers is not satisfactory in the post corporatized era .
9. Company’s Linkage with Customers
The most important stakepart of any organization in delivering goods or
services is the customer. Creation of customer is important for any organization which
in turn determines the existence and survival of the organization and they are treated
as the king now ( let the buyer beware of ).
245
The opinions of employees on the company’s linkage with customers in the
organisation on pre-corporatisation era are given as item number V2.9 of Table 4.5.
The level of opinion is marked at 40 per cent and less by 128 respondents (34 per
cent), whereas between 50 and 60 per cent levels are marked by79 respondents (21
per cent) and 63 respondents (17 per cent) respectively. Majority of the respondents,
105 respondents (28 per cent) at 80 per cent and above. The average score in this
case is 54 per cent with a standard deviation of 22 per cent and a co-variance of 41.
The mean score reveals that the DOT’s linkage with customers was satisfactory.
The views of employees s on the company’s linkages with customers in the
organisation during the post-corporatisation period are given as item number V2.9
of Table 4.6. The expressed views are 40 per cent and less by 101 respondents (27
per cent). Between 50 per cent and 60 per cent levels are marked by 79 respondents
(21 per cent) and 63 respondents (17 per cent) respectively. But a high level is
marked at 80 per cent by 103 respondents (27 per cent) and 29 respondents (8 per
cent) marked a level at 100 per cent. The average score of opinion level is 61 per cent
with a standard deviation of 19 per cent and a co-variance of 32. The average score
of opinions of employees reveal that the company’s linkage with customers is
satisfactory in the post-corporatisation period also.
10. Adequacy of Resources
Another important variable which determines the performance of the
organization is adequacy of resources of all kinds. Finance and other input resources
are needed for strengthening the service delivery process of the organisation.
The opinion of employee on adequacy of resources in the pre-corporatisation
era is shown as item number V2.10 of Table 4.5. The level of opinion at 40 per cent
246
and less is marked by 92 respondents (25 per cent), whereas between 50 and 60
per cent levels are marked by 59 respondents (16 per cent) and 95 respondents (25
per cent) respectively. Majority of the respondents, 129 respondents (34 per cent),
marked a level at 80 per cent and above. The average score in this case is 57 per
cent with a standard deviation of 23 per cent and a co-variance of 41. The mean
score reveals that there existed adequacy of resources in the organisation in the pre-
corporatisation period.
The opinion of employees on adequacy of resources in the organisation
during the post-corporatisation period are presented as item number V2.10 of
Table 4.6. The expressed views are 40 per cent and less by 67 respondents (18 per
cent). Between 50 per cent and 60 per cent levels are marked by 59 respondents (16
per cent) and 96 respondents (26 per cent) respectively. But a high level is marked at
80 per cent by 131 respondents (35 per cent) and 22 respondents (6 per cent) marked
a very high level at cent per cent. The average score of opinion level is 63 per cent
with a standard deviation of 19 per cent and a co-variance of 31. This high average
score of opinions of employees indicates that there is adequacy of resources in the
organisation in the post corporatized era
247
Tabl
e 4.
5 M
ain
Var
iabl
e: O
RG
AN
ISA
TIO
NA
L D
IME
NSI
ON
(V2)
( It
em N
umbe
r V
2.1 t
o V
2.10)
(Pr
ior
to C
orpo
ratis
atio
n)
Cod
e Su
b-va
riabl
es
Sat
isfa
ctio
n Sc
ore
Stat
istic
s All
0
2040
50
6080
100
Perc
A
vgSD
C
V
V2.1
N
umbe
r of l
ayer
s in
the
orga
niza
tion
No
2252
112
8148
564
375
46
21
47
%
614
30
2213
151
100
V2.2
D
egre
e of
cen
traliz
atio
n N
o 36
103
174
583
10
375
32
15
47
%
1027
46
151
00
100
V2.3
Em
phas
is o
n st
ruct
ure
and
proc
edur
e (f
orm
ality
)N
o 17
014
28
271
414
375
58
16
27
%
50
4 7
7211
110
0
V2.4
Ex
tent
of e
ntre
pren
eurs
hip
in th
e or
gani
zatio
n N
o 36
8110
0 78
3146
337
541
23
56
%
10
2227
21
812
110
0
V2.5
St
reng
th o
f com
pany
’s m
arke
t res
earc
h sy
stem
N
o 17
52
6110
918
10
375
65
19
30
%
51
1 16
2948
010
0
V2.6
C
ompa
ny’s
cus
tom
er p
erfo
rman
ce fe
edba
ck
syst
em
No
3513
010
9 44
439
537
535
20
58
%
9
3529
12
112
110
0
V2.7
C
ompa
ny’s
com
petit
or in
telli
genc
e sy
stem
N
o 1
811
38
6025
70
375
71
15
21
%
02
3 10
1669
010
0
V2.8
C
ompa
ny’s
link
age
with
supp
liers
N
o 17
134
86
8527
260
375
38
19
51
%
536
23
237
70
100
V2.9
C
ompa
ny’s
link
age
with
cus
tom
ers
No
274
97
7963
104
137
554
22
41
%
7
126
21
1728
010
0
V2.1
0 A
dequ
acy
of re
sour
ces
No
2521
46
5995
124
537
557
23
41
%
7
612
16
2533
110
0So
urce
: SPS
S O
ut P
ut o
f Prim
ary
Dat
a
248
Tabl
e 4.
6 M
ain
Var
iabl
e: O
RG
AN
ISA
TIO
NA
L D
IME
NSI
ON
(V2)
( It
em N
umbe
r V
2.1 t
o V
2.10)
(Pos
t-C
orpo
ratis
atio
n )
Cod
e Su
b-va
riabl
es
Sat
isfa
ctio
n Sc
ore
Stat
istic
s All
0
20
4050
6080
100
Perc
A
vg
SD
CV
V2.1
N
umbe
r of l
ayer
s in
the
orga
niza
tion
No
052
11
281
4846
3637
553
23
43
%
0
14
3022
1312
1010
0
V2.2
D
egre
e of
cen
traliz
atio
n N
o 10
113
185
614
20
375
35
13
37
%
330
49
161
10
100
V2.3
Em
phas
is o
n st
ruct
ure
and
proc
edur
e (f
orm
ality
) N
o 0
0 14
2827
241
2037
563
12
19
%
0
0 4
773
115
100
V2.4
Ex
tent
of e
ntre
pren
eurs
hip
in th
e or
gani
zatio
n N
o 0
81
101
7832
5231
375
50
24
47
%
022
27
219
148
100
V 2.5
St
reng
th o
f com
pany
’s m
arke
t res
earc
h sy
stem
N
o 0
0 2
6110
917
330
375
71
15
21
%
00
116
2946
810
0
V2.6
C
ompa
ny’s
cus
tom
er p
erfo
rman
ce fe
edba
ck
syst
em
No
612
5 10
945
432
4537
544
25
58
%
2
33
2912
111
1210
0
V2.7
C
ompa
ny’s
com
petit
or in
telli
genc
e sy
stem
N
o 0
1 11
3760
240
2637
574
14
19
%
0
0 3
1016
647
100
V2.8
C
ompa
ny’s
link
age
with
supp
liers
N
o 0
120
9686
3141
137
542
19
45
%
0
32
2623
811
010
0
V2.9
C
ompa
ny’s
link
age
with
cus
tom
ers
No
04
9779
6310
329
375
61
19
32
%
01
2621
1727
810
0
V2.1
0 A
dequ
acy
of re
sour
ces
No
021
46
5996
131
2237
563
19
31
%
0
6 12
1626
356
100
Sour
ce: S
PSS
Out
Put
of P
rimar
y D
ata
249
11. Reputation of the Company
The best service is usually extended by all organizations with a hidden
objective of increasing their image or fame. In the globalised era there exists
competition which usually benefited to the people and they usually prefer reputed
companies for getting better services.
The views of employees on reputation of the company in the pre-
corporatisation era are given as item number V2.11 of Table 4.7. The level of
opinion at 40 per cent and less is recorded by 50 respondents (13 per cent), whereas
between 50 and 60 per cent levels are marked by 50 respondents (13 per cent) and
122 respondents (33 per cent) respectively. Majority of the respondents, 153
respondents, 41 per cent marked a level at 80 per cent and above. The average
score in this case is 60 per cent with a standard deviation of 25 per cent and a co-
variance of 42. The mean score reveals that the DOT had sufficient reputation in the
pre-corporatisation period.
The views of employees on reputation of the company in the post-
corporatisation era are given as item number V2.11 of Table 4.8. The level of
opinion at 40 per cent and less is recorded by a minor number of 4 respondents (1 per
cent), whereas between 50 and 60 per cent levels are marked by35 respondents (9
per cent) and 122 respondents (33 per cent) respectively. Majority of the respondents,
123 respondents, 33 per cent marked a level at 80 per cent and 91 respondents (24
per cent) marked a level at cent per cent. The average score in this case is very high
as 75 per cent with a standard deviation of 17 per cent and a co-variance of 23. The
mean score reveals that the respondents viewed that the company has sufficient
reputation even in the post-corporatisation period.
250
12. Physical Work Environment
The next important variable which is examined for the service delivery for
better satisfaction is the physical work environment exists in the organization. The
employees’ satisfaction depends on the physical work environment provided by the
organization.
The views of employees on reputation of the company in the pre-
corporatisation era are depicted as item number V2.12 of Table 4.7. The level of
opinion at 40 per cent and less is recorded by 39 respondents (11 per cent), whereas
between 50 and 60 per cent levels are marked by 128 respondents (34 per cent) and
159 respondents (42 per cent) respectively. 49 respondents (14 per cent) marked a
level at 80 per cent and above. The average score in this case 55 per cent with a
standard deviation of 16 per cent and a co-variance of 29. The mean score reveals
that the respondents were satisfied with the DOT’s physical work environment in
the organisation in the pre-corporatisation period.
The opinion of employees on physical work environment of the company in
the post-corporatisation era is depicted as item number V2.12 of Table 4.8. The
level of opinion at 40 per cent and less is recorded by 23 respondents (7 per cent),
whereas between 50 and 60 per cent levels are marked by 128 respondents (34 per
cent) and 159 respondents (42 per cent) respectively. 65 respondents (18 per cent)
marked a level at 80 per cent and above. The average score in this case 60 per cent
with a standard deviation of 14 per cent and a co-variance of 24. The mean score
reveals that the respondents are satisfied with the company’s physical work
environment in the organisation in the post-corporatisation period.
251
13. Cross –department Relations
Another important variable which determines the satisfaction level of
employees is the cross department relations exist in the organisation. The employees
are satisfied with those organisation having better cross department relations.
The opinion of employees on cross department relations of the company in the
pre-corporatisation era is shown as item number V2.13 of Table 4.7. The level of
opinion at 40 per cent and less is recorded by 83 respondents (22 per cent), whereas
between 50 and 60 per cent levels are marked by 154 respondents (41 per cent) and 91
respondents (24 per cent) respectively. 47 respondents (13 per cent) marked a level
at 80 per cent and none of them recorded a level at cent per cent. The average score
in this case is 50 per cent with a standard deviation of 20 per cent and a co-variance
of 40. The mean score reveals that there existed cross department relations in the
organisation in the pre-corporatisation period.
The views of employees on cross department relations in the organisation in
the post-corporatisation era is shown as item number V2.13 of Table 4.8. The level
of opinion at 40 per cent and less is recorded by 46 respondents (12 per cent),
whereas between 50 and 60 per cent levels are marked by 154 respondents (41 per
cent) and 91 respondents (24 per cent) respectively. 84 respondents (22 per cent)
marked a level at 80 per cent and above. The average score in this case 60 per cent
with a standard deviation of 18 per cent and a co-variance of 30. The mean score
reveals that the respondents are satisfied with the company’s cross department
relations are satisfactory in the post-corporatisation period.
252
14. Communication Between Units
Communication between Units is a factor which is directly related to the
growth of an organization as the employees are more satisfied with an organization
having good communication between units. The opinion of employees on
communication between units in the pre-corporatisation era is given as item
number V2.14 of Table 4.7. The level of opinion at 40 per cent and less is recorded by
49 respondents (13 per cent), whereas between 50 and 60 per cent levels are
marked by 136 respondents (36 per cent) and 105 respondents (28 per cent)
respectively. 85 respondents (23 per cent) marked a level at 80 per cent and above.
The average score on it is 57 per cent with a standard deviation of 17 per cent and a
co-variance of 29. The mean score reveals that there was communication in between
units in the organisation in the pre-corporatisation period.
The views of employees on communication between units of the organisation
in the post-corporatisation era is given as item number V2.14 of Table 4.8. The
level of opinion at 40 per cent and less is recorded by 39 respondents (10 per cent),
whereas between 50 and 60 per cent levels are marked by 136 respondents (36 per
cent) and 105 respondents (28 per cent) respectively. 95 respondents (26 per cent)
marked a level at 80 per cent and above. The average score in this case 60 per cent
with a standard deviation of 16 per cent and a co-variance of 26. The mean score
reveals that the respondents are satisfied with the company’s communication between
units in the post-corporatisation period.
15. Gender Balancing
The next variable which is taken for evaluating the satisfaction level of
employees is the gender balancing. A balance in between males and females in the
organisation is important for keeping a better level of satisfaction.
253
The opinions of employees on gendering balancing in the organisation during
the pre-corporatisation era are shown as item number V2.15 of Table 4.7. The level
of opinion at 40 per cent and less is recorded by 84 respondents (23 per cent),
whereas between 50 and 60 per cent levels are marked by 108 respondents (29 per
cent) and 111 respondents (30 per cent) respectively. 72 respondents (19 per cent)
marked a level at 80 per cent and above. The average score in this case is 55 per
cent with a standard deviation of 17 per cent and a co-variance of 31. The mean
score reveals that there existed gender balance in the organisation in the pre-
corporatisation period.
The views of employees on gender balancing in the company in the post-
corporatisation era is depicted as item number V2.15 of Table 4.8. The level of
opinion at 40 per cent and less is recorded by 83 respondents (22 per cent), whereas
between 50 and 60 per cent levels are marked by 108 respondents (29 per cent ) and
111 respondents (30 per cent) respectively. 73 respondents (20 per cent) marked a
level at 80 per cent and above. The average score in this case is 57 per cent with a
standard deviation of 21 per cent and a co-variance of 36. The mean score reveals
that there exist gender balancing in the organisation in the post-corporatisation
period also.
16. Loyalty to the Organisation
The loyalty to the organisation is another important variable in determining
the level of satisfaction of employees. The employees become loyal to the
organisation when better the facilities are extend to them .
The views of employees on loyalty to the organisation in the pre-
corporatisation era are depicted as item number V2.16 of Table 4.7. The level of
254
opinion at 40 per cent and less is recorded by 123 respondents (32 per cent), whereas
between 50 and 60 per cent levels are marked by 46 respondents (12 per cent) and 45
respondents (12 per cent) respectively. 161 respondents (43 per cent) marked a level
at 80 per cent and above. The average score in this case is 59 per cent with a
standard deviation of 21 per cent and a co-variance of 35. The mean score reveals
that the employees were loyal to the organisation in the pre-corporatisation period.
The views of employees on loyalty to the organisation in the post
corporatisation era is depicted as item number V2.16 of Table 4.8. The level of
opinion at 40 per cent and less is recorded by 123 respondents (32 per cent), whereas
between 50 and 60 per cent levels are marked by 46 respondents (12 per cent) and 45
respondents (12 per cent) respectively. A large majority of the respondents marked a
higher level at 80 per cent and above by 161 respondents (43 per cent). The average
score in this case is 62 per cent with a standard deviation of 25 per cent and a co
variance of 40. The mean score reveals that the employees are very loyal to the
organisation in the post-corporatisation period.
17. Quality of Organisations
The quality of the organistion is important in determining the level of
satisfaction of employees. The better the quality offered by the organisation the
better the services provided by the employees to their customers.
The views of employees on quality of the organisation in the pre-
corporatisation era are depicted as item number V2.17 of Table 4.7. The level of
opinion at 40 per cent and less is recorded by 23 respondents (6 per cent), whereas
between 50 and 60 per cent levels are marked by 46 respondents (12 per cent) and 108
respondents (29 per cent) respectively. A large majority of the respondents, 198
255
respondents (53 per cent) marked a level at 80 per cent and none of them recorded a
level of cent per cent. The average score in this case is 68 per cent with a standard
deviation of 14 per cent and a co-variance of 20. The mean score reveals that the
respondents were satisfied with the quality of the organisation in the pre-
corporatisation period.
The views of employees on quality of organisations in the post-
corporatisation era are given as item number V2.17 of Table 4.8. The level of
opinion at 40 per cent and less is recorded by only 23 respondents (6 per cent),
whereas between 50 and 60 per cent levels are marked by 46 respondents (12 per
cent) and 108 respondents (29 per cent) respectively. 170 respondents (45 per cent)
marked a level at 80 per cent and 28 respondents (7 per cent) at cent per cent. The
average score in this case 70 per cent with a standard deviation of 16 per cent and a
co-variance of 23. The mean score reveals that the respondents are satisfied with the
quality of the organisation in the post-corporatisation period.
18. Fairness of Organisation
Fairness of the organistion is another determinant in assessing the level of
satisfaction from the organisation. The organisation’s fairness in extending their
services leads to quality services.
The opinion of employees on Fairness of organisation in the pre-
corporatisation era is shown as item number V2.18 of Table 4.7. The level of opinion
at 40 per cent and less is recorded by 14 respondents (3 per cent), whereas between
50 and 60 per cent levels are marked by 22 respondents (6 per cent) and 59
respondents (16 per cent) respectively. A large majority of the respondents, 254
respondents (68 per cent) marked a level at 75 per cent and 26 respondents (7 per
256
cent) at cent per cent. The average score in this case is 75 per cent with a standard
deviation of 14 per cent and a co-variance of 19. The mean score reveals that there
existed fairness in the organisation in the pre-corporatisation period.
The opinions of employees on fairness of organisation in the post-
corporatisation era are given as item number V2.18 of Table 4.8. The level of
opinion at 40 per cent and less is recorded by 14 respondents (3 per cent), whereas
between 50 and 60 per cent levels are marked by 22 respondents (6 per cent) and 59
respondents (16 per cent) respectively. A large majority of the respondents, 151
respondents (40 per cent) and 129 respondents (34 per cent) marked a level at 80 per
cent and cent per cent. The average score in this case is 80 per cent with a standard
deviation of 18 per cent and a co-variance of 23. The mean score reveals that the
respondents are satisfied with the fairness exist in the organisation in the post-
corporatisation period.
19. Proud on Organisation
The organisation and its proud in giving services to the employees is another
factor taken for evaluating the service facilities of the employees in the organisation.
The opinions of employees on the proud of organisation in the pre-
corporatisation era are shown as item number V2.19 of Table 4.7. The level of
opinion at 40 per cent and less is recorded by 30 respondents (8 per cent), whereas
between 50 and 60 per cent levels are marked by 123 respondents (33 per cent) and
116 respondents (31 per cent) respectively. A very high level at 80 per cent and above
is marked by 106 respondents (28 per cent). The average score in this case is 61 per
cent with a standard deviation of 14 per cent and a co-variance of 23. The mean
257
score reveals that the respondents were proud on their organisation in the pre-
corporatisation period.
The views of employees on proud of organisation in the post-corporatisation
era are depicted as item number V2.19 of Table 4.8. The level of opinion at 40 per
cent and less is recorded by 31 respondents (8 per cent), whereas between 50 and
60 per cent levels are marked by 123 respondents (33 per cent) and 117 respondents
(31 per cent) respectively, whereas 104 respondents (27 per cent) marked a level at
80 per cent and above. The average score in this case is 62 per cent with a standard
deviation of 17 per cent and a co-variance of 28. The mean score reveals that the
respondents are proud on their organisation even during the post-corporatisation
period.
20. Organisational Dynamism
The dynamism in the organisation in giving services to the stakepart in the
organisation is yet another factor responsible for knowing the level of satisfaction of
employees.
The opinions of employees on the organisational dynamism in the pre-
corporatisation era are given as item number V2.20 of Table 4.7. The level of opinion
at 40 per cent and less is recorded by 126 respondents (34 per cent), whereas
between 50 and 60 per cent levels are marked by 89 respondents (24 per cent) and 99
respondents (26 per cent) respectively. But only 61 respondents (17 per cent) marked
a level at 80 per cent and above. The average score in this case 54 per cent with a
standard deviation of 15 per cent and a co-variance of 29. The mean score reveals
that the respondents were satisfied with the DOT’s organisational dynamism in the
pre-corporatisation period.
258
The opinions of employees on organisational dynamism exists in the
company in the post-corporatisation era are given as item number V2.20 of Table
4.8. The level of opinion at 40 per cent and less is recorded by 126 respondents (34
per cent), whereas between 50 and 60 per cent levels are marked by 89 respondents
(24 per cent) and 99 respondents (26 per cent) respectively. Only 61 respondents (16
per cent) marked a level at 80 per cent and above. The average score in this case is
54 per cent with a standard deviation of 17 per cent and a co-variance of 32. The
mean score reveals that the respondents are satisfied with the company’s
organisational dynamism in the post-corporatisation period.
259
Tabl
e 4.
7 M
ain
Var
iabl
e: O
RG
AN
ISA
TIO
NA
L D
IME
NSI
ON
(V2)
( It
em N
umbe
r V
2.11
to V
2.20)
(Pri
or to
Cor
pora
tisat
ion)
Cod
e Su
b-va
riabl
es
Sat
isfa
ctio
n Sc
ore
Stat
istic
s All
0
2040
50
60
8010
0Pe
rcA
vg
SD
CV
V2.1
1 R
eput
atio
n of
the
com
pany
N
o 43
34
50
122
149
437
560
25
42
%
11
11
13
3340
110
0
V2.1
2 Ph
ysic
al w
ork
envi
ronm
ent
No
162
21
128
159
472
375
55
16
29
%
41
6 34
42
131
100
V2.1
3 C
ross
-dep
artm
ent r
elat
ions
N
o 37
145
15
4 91
470
375
50
20
40
%
100
12
41
2413
010
0
V2.1
4 C
omm
unic
atio
n be
twee
n un
its
No
111
37
136
105
832
375
57
17
29
%
30
10
36
2822
110
0
V2.1
5 G
ende
r bal
anci
ng
No
232
50
108
111
720
375
55
17
31
%
19
13
29
3019
010
0
V2.1
6 Lo
yalty
to th
e or
gani
zatio
n N
o 0
3588
46
45
161
037
559
21
35
%
0
923
12
12
430
100
V2.1
7 Q
ualit
y of
org
aniz
atio
ns
No
00
23
46
108
198
037
568
14
20
%
0
06
12
2953
010
0
V2.1
8 Fa
irnes
s of o
rgan
izat
ion
No
05
9 22
59
254
2637
575
14
19
%
0
12
6 16
687
100
V2.1
9 Pr
oud
on o
rgan
izat
ion
No
03
27
123
116
105
137
561
14
23
%
0
17
33
3128
010
0
V2.2
0 O
rgan
isat
iona
l Dyn
amis
m
No
210
114
89
9959
237
554
15
29
%
1
330
24
26
161
100
Sour
ce: S
PSS
Out
Put
of P
rimar
y D
ata
260
Tabl
e 4.
8
Mai
n V
aria
ble:
OR
GA
NIS
AT
ION
AL
DIM
EN
SIO
N (V
2) (
Item
Num
ber
V2.1
1 to
V2.2
0) (P
ost-
Cor
pora
tisat
ion)
Cod
e Su
b-va
riabl
es
Sat
isfa
ctio
n Sc
ore
Stat
istic
s All
0
2040
50
6080
100
Perc
A
vg
SD
CV
V2.1
1 R
eput
atio
n of
the
com
pany
N
o 0
04
3512
212
391
375
75
17
23
%
00
1 9
3333
2410
0
V2.1
2 Ph
ysic
al w
ork
envi
ronm
ent
No
02
21
128
159
4421
375
60
14
24
%
01
6 34
4212
610
0
V2.1
3 C
ross
-dep
artm
ent r
elat
ions
N
o 0
145
15
491
4242
375
60
18
30
%
00
12
4124
1111
100
V2.1
4 C
omm
unic
atio
n be
twee
n un
its
No
11
37
136
105
7718
375
60
16
26
%
00
10
3628
215
100
V2.1
5 G
ende
r bal
anci
ng
No
132
50
108
111
3241
375
57
21
36
%
09
13
2930
911
100
V2.1
6 Lo
yalty
to th
e or
gani
zatio
n N
o 0
3588
46
4510
160
375
62
25
40
%
09
23
1212
2716
100
V2.1
7 Q
ualit
y of
org
aniz
atio
ns
No
00
23
4610
817
028
375
70
16
23
%
00
6 12
2945
710
0
V2.1
8 Fa
irnes
s of o
rgan
izat
ion
No
05
9 22
5915
112
937
580
18
23
%
0
12
616
4034
100
V2.1
9 Pr
oud
on o
rgan
izat
ion
No
03
28
123
117
6935
375
62
17
28
%
01
7 33
3118
910
0
V2.2
0 O
rgan
isat
iona
l Dyn
amis
m
No
210
114
8999
4318
375
54
17
32
%
13
30
2426
115
100
Sour
ce: S
PSS
Out
Put
of P
rimar
y D
ata
261
II. MAIN VARIABLE – PEOPLE DIMENSION (V3)
The employees are the most crucial factor in any organisation to whom they
have connection with various stakeholders of the organisation. Their level in the
organisation and their satisfaction are very important considerations for giving
benefits to the customers. It is not an exception to telecommunication too in the
globalised scenario. The satisfaction levels of employees belong to the BSNL are
analysed by taking into account the main variable people dimension. In this case 37
sub-variables are identified for assessing the level of satisfaction of employees in the
pre and post corporatisation of DOT. They are:
1. Employee Involvement in Design
Employee involvement in all activities of the organisation is important for
getting the desired level of achievement. Because they are the persons who have some
connections with the media, society, suppliers, customers, competitors, political
parties and the government officials. So provide opportunity to participate the
employees in all matters of the business other than their personal matters is of much
importance for the betterment of the level of attainment of the objectives of the
organisation.
The opinion on the level of satisfaction of employees on this sub-variable is
collected and is presented as item number V3.1 of Table 4.9. The level of opinion at
40 per cent and less is marked by 123 respondents (33 per cent), whereas 60
respondents (16 per cent) and 66 respondents (18 per cent) marked a level between
50 and 60 per cent. But 126 respondents (34 per cent) marked a level at 80 per cent
and none of them marked a level of above 80 per cent. The average score in this case
is 56 per cent with a standard deviation of 21 per cent and a co-variance of 38. The
262
mean score indicates that there was involvement of employee in designing the
programmes in the pre-corporatisation period.
The views of respondents on the level of satisfaction on this sub-variable are
shown as item number V3.1 of Table 4.10. The level of opinion at 40 per cent and
less is marked by 118 respondents (32 per cent), whereas 60 respondents (16 per
cent) and 66 respondents (18 per cent) marked a level between 50 and 60 per cent.
But 65 respondents (17 per cent) marked a level at 80 per cent and 66 respondents
(18 per cent) marked a very high level at cent per cent. The average score in this case
is 60 per cent with a standard deviation of 25 per cent and a co-variance of 41. The
mean score makes it clear that there is greater involvement of employee in designing
the programmes in the post-corporatisation period.
2. Employee Involvement in Planning
Planning is a pervasive function and is applicable in every case. For fulfilment
of the objectives it is necessary to involve all people in the organisation to plan the
activities to be carried out for better satisfaction and result.
The opinion on the level of satisfaction of employees on this sub-variable is
collected and is presented as item number V3.2 of Table 4.9. The level of opinion at
40 per cent and less is marked by 22 respondents (6 per cent), whereas 65
respondents (17 per cent) and 110 respondents (29 per cent) marked a level between
50 and 60 per cent. But a very high number, 178 respondents (47 per cent) marked
a level at 80 per cent and none of them marked a level of above 80 per cent. The
average score in this case is 66 per cent with a standard deviation of 14 per cent and a
co-variance of 22. The mean score indicates that there was involvement of employee
in formulating the planning programmes in the pre-corporatisation period.
263
The views on the level of satisfaction of respondents on this sub-variable are
given as item number V3.2 of Table 4.10. The level of opinion at 40 per cent and
less is marked by 22 respondents (6 per cent), whereas 65 respondents (17 per cent)
and 111 respondents (30 per cent) marked a level between 50 and 60 per cent. But
133 respondents (35 per cent) marked a level at 80 per cent and 44 respondents (12
per cent) marked a level at cent per cent. The average score in this case is 69 per cent
with a standard deviation of 18 per cent and a co-variance of 26. The mean score
indicates that there is involvement of employee in formulating the planning
programmes in the post-corporatisation period also.
3. Employee Education
Education is knowledge and spreading it different aspects and jobs is important for
better service delivery and satisfied workers. So educate employees for better understanding
and behaviour for continued services.
The opinion on the level of satisfaction of employees on this sub-variable is
enquired into, collected and shown as item number V3.3 of Table 4.9. The level of
opinion at 40 per cent and less is marked by 192 respondents (51 per cent), whereas
80 respondents (21 per cent) and 46 respondents (12 per cent) marked a level
between 50 and 60 per cent. But 57 respondents (15 per cent) marked a level at 80
per cent and none of them marked a level of above 80 per cent. The average score in
this case is 46 per cent with a standard deviation of 19 per cent and a co-variance of
42. The mean score indicates that the education of workers was not satisfactory in
the pre-corporatisation period.
The views of respondents on the level of satisfaction on this sub-variable are
given as item number V3.3 of Table 4.10. The level of opinion at 40 per cent and
less is marked by 192 respondents (51 per cent), whereas 80 respondents (21 per
264
cent) and 46 respondents (12 per cent) marked a level between 50 and 60 per cent.
But 57 respondents (16 per cent) marked a level at 80 per cent and above. The
average score in this case is 46 per cent with a standard deviation of 20 per cent and a
co-variance of 42. The mean score indicates that the education of employees is not
satisfactory in the post-corporatisation period.
4. Employee Training
Training is important for giving practical knowledge in a particular task. The
speedy work is ensured when the employees are trained in the field in which they are
engaging or on the job training as well as orientation training for better performance.
The opinion on the level of satisfaction of respondents on this sub-variable is
shown as item number V3.4 of Table 4.9. The level of opinion at 40 per cent and less
is marked by 35 respondents (10 per cent), whereas 52 respondents (14 per cent)
and 119 respondents (32 per cent) marked a level between 50 and 60 per cent. But
169 respondents (45 per cent) marked a level at 80 per cent and none of them
marked a level of above 80 per cent. The average score in this case is 66 per cent with
a standard deviation of 14 per cent and a co-variance of 22. The mean score indicates
that the employees were satisfied with the training to employees in the pre-
corporatisation period.
The level of satisfaction of employees on this sub-variable is collected and is
depicted as item number V3.4 of Table 4.10. The level of opinion at 40 per cent and
less is marked by 35 respondents (10 per cent), whereas 52 respondents (14 per cent)
and 119 respondents (32 per cent) marked a level between 50 and 60 per cent. But
137 respondents (37 per cent) marked a level at 80 per cent and 32 respondents (9
per cent) marked a level at cent per cent. The average score in this case is 67 per cent
265
with a standard deviation of 17 per cent and a co-variance of 25. The mean score
indicates that there is sufficient training to employees in the post-corporatisation
period.
5. Employee Well Being
The workers are satisfied in those cases where the employee well being is
protected. When the welfare of the employees are protected well, the employees
work hard and become loyal to the organization.
The views of employees on the level of satisfaction on this sub-variable are
depicted as item number V3.5 of Table 4.9. The level of opinion at 40 per cent and
less is marked by 101 respondents (27 per cent), whereas 98 respondents (26 per
cent) and 99 respondents (26 per cent) marked a level between 50 and 60 per cent.
But 77 respondents (21 per cent) marked a level at 80 per cent and none of them
marked a level of above 80 per cent. The average score in this case is 54 per cent with
a standard deviation of 18 per cent and a co-variance of 34. The mean score reveals
that the employees were satisfied with the employee well being in the organisation in
the pre-corporatisation period.
The opinions on the level of satisfaction of employees on this sub-variable are
presented as item number V3.5 of Table 4.10. The level of opinion is marked at 40
per cent and less by 98 respondents (26 per cent), whereas 98 respondents (26 per
cent) and 100 respondents (27 per cent) marked a level between 50 and 60 per cent.
But 66 respondents (18 per cent) marked a level at 80 per cent and 13 respondents
(3 per cent) marked a level at cent per cent. The average score in this case is 55 per
cent with a standard deviation of 19 per cent and a co-variance of 35. The mean
score indicates that the employees are satisfied with the well being in the post-
corporatisation period.
266
6. Employee Morale
The workers need better working conditions, good environment and better
salary. In any case any organisation meets the expectations of the employees, there is
increased moral and high productivity.
The level of opinions of employees on this sub-variable is given as item
number V3.6 of Table 4.9. The level of opinion at 40 per cent and less is marked by
112 respondents (30 per cent), whereas 94 respondents (25 per cent) and 92
respondents (25 per cent) marked a level between 50 and 60 per cent. But 77
respondents (21 per cent) marked a level at 80 per cent and none of them marked a
level of above 80 per cent. The average score in this case is 51 per cent with a
standard deviation of 22 per cent and a co-variance of 44. The mean score indicates
that the level of employee morale was somewhat satisfactory in the pre-
corporatisation period.
The opinions on the level of satisfaction of employees on this sub-variable are
examined and the collected data is presented as item number V3.6 of Table 4.10.
The level of opinion at 40 per cent and less is marked by 89 respondents (24 per
cent), whereas 96 respondents (26 per cent) and 97 respondents (26 per cent)
marked a level between 50 and 60 per cent. But 93 respondents (25 per cent)
marked a level at 80 per cent and above. The average score in this case is 57 per cent
with a standard deviation of 18 per cent and a co-variance of 31. The mean score
indicates that the morale of employee is satisfactory in the post-corporatisation period
than before.
7. Employees’ Interaction with Subscribers
An organisation can obtain sufficient customers only when there exists a better
interaction, established with them by the employees. It means a better support and
267
co-operation from the part of employees is a must for better delivery of
services/products.
The level of opinions of employees on this sub-variable is depicted as item
number V3.7 of Table 4.9. The level of opinion at 40 per cent and less is marked by
130 respondents (35 per cent), whereas 69 respondents (18 per cent) and 47
respondents (13 per cent) marked a level between 50 and 60 per cent. But 110
respondents (29 per cent) marked a level at 80 per cent and 19 respondents (5 per
cent) marked a level at cent per cent. The average score in this case is 54 per cent
with a standard deviation of 27 per cent and a co-variance of 51. The mean score
shows that employees’ interaction with subscribers was satisfactory in the pre-
corporatisation period.
The opinions on the level of satisfaction of employees on this sub-variable are
looked into and the collected data is shown as item number V3.7 of Table 4.10. The
level of opinion at 40 per cent and less is marked by 86 respondents (23 per cent),
whereas 70 respondents (19 per cent) and 47 respondents (13 per cent) marked a
level between 50 and 60 per cent. But 110 respondents (29 per cent) marked a level
at 80 per cent and 62 respondents (17 per cent) marked a level at cent per cent. The
average score in this case is 65 per cent with a standard deviation of 23 per cent and a
co-variance of 35. The mean score reveals that the employees’ interaction with
subscribers is higher during the post-corporatisation period than before.
8. Employees’ Interaction with Suppliers
Employees are the main stay of every organisation to those who approach the
organisation for any kind of service or for supply of materials. So they must maintain
a better interaction with the suppliers as well.
268
The opinions of employees on this sub-variable are shown as item number
V3.8 of Table 4.9. The level of opinion at 40 per cent and less is marked by 94
respondents (25 per cent), whereas 96 respondents (26 per cent) and 100
respondents (27 per cent) marked a level between 50 and 60 per cent. But 80
respondents (21 per cent) marked a level at 80 per cent and 5 respondents (1 per
cent) marked a level at cent per cent. The average score in this case is 54 per cent with
a standard deviation of 22 per cent and a co-variance of 40. The mean score indicates
that the employees’ interaction with suppliers was satisfactory in the pre-
corporatisation period.
The level of opinion of respondents on this sub-variable is examined and the
collected data is depicted as item number V3.8 of Table 4.10. The level of opinion
at 40 per cent and less is marked by 67 respondents (18 per cent), whereas 97
respondents (26 per cent) and 100 respondents (27 per cent) marked a level between
50 and 60 per cent. But 82 respondents (22 per cent) marked a level at 80 per cent
and 29 respondents (8 per cent) marked a very high level at 100 per cent. The average
score in this case is 61 per cent with a standard deviation of 19 per cent and a co-
variance of 31. The mean score indicates that the employees interaction with
suppliers are satisfactory in the post-corporatisation period than before .
9. Active Suggestion System
For improving the present service delivery it requires an active suggestion for
clearing the defect in the present practice of service delivery is informed. Active
suggestion system and its proper consideration of the suggestions put in by the
employees in the organisation for improvement in the performance of the organisation
is considered with due weight .
269
The level of opinion of employees on this sub-variable is shown as item
number V3.9 of Table 4.9. The level of opinion at 40 per cent and less is marked by
218 respondents (58 per cent), whereas 67 respondents (18 per cent) and 46
respondents (12 per cent) marked a level between 50 and 60 per cent. But 44
respondents (12 per cent) marked a level at 80 per cent and above. The average
score in this case is 41 per cent with a standard deviation of 22 per cent and a co-
variance of 54. The mean score indicates that the active suggestion system from the
part of the employees were not satisfactory in the pre-corporatisation period.
The level of opinion of respondents on this sub-variable is examined and the
collected data is given as item number V3.9 of Table 4.10. 198 respondents (53 per
cent) marked the level of opinion at 40 per cent and less, whereas 68 respondents
(18 per cent) and 52 respondents (14 per cent) marked a level between 50 and 60 per
cent. But 57 respondents (15 per cent) marked a level at 80 per cent and above.
The average score in this case is 45 per cent with a standard deviation of 21 per cent
and a co-variance of 45. The mean score indicates that the employees are not
satisfied with the active suggestion system in the post-corporatisation period.
10. Employee Autonomy
Next important variable considered for becoming satisfied workers in the
organisation is the employee autonomy. The provision of autonomy in the
performance of their tasks is important for a worker in the organisation. This
improves their satisfaction level.
The opinions of employees on this sub-variable are depicted as item number
V3.10 of Table 4.9. 76 respondents (20 per cent) marked the level of opinion at 40
per cent and less, whereas 92 respondents (25 per cent) and 100 respondents (27 per
cent) marked a level between 50 and 60 per cent. But 95 respondents (25 per cent)
270
marked a level at 80 per cent and 12 respondents (3 per cent) marked a level at cent
per cent. The average score in this case is 57 per cent with a standard deviation of 22
per cent and a co-variance of 39. The mean score indicates that the employees were
satisfied with the system of employee autonomy in DOT in the pre-corporatisation
period.
The level of employees on this sub-variable is shown as item number V3.10 of
Table 4.10. 53 respondents (14 per cent) marked the level of opinion at 40 per cent
and less, whereas 93 respondents (25 per cent) and 101 respondents (27 per cent)
marked a level between 50 and 60 per cent. But 99 respondents (26 per cent)
marked a level at 80 per cent and 29 respondents (8 per cent) marked a level at cent
per cent. The average score in this case is 62 per cent with a standard deviation of 19
per cent and a co-variance of 30. The mean score indicates that the employees are
fully satisfied with the present system of employee autonomy in the post-
corporatisation period.
271
Tabl
e 4.
9 M
ain
Var
iabl
e: P
EO
PLE
DIM
EN
SIO
N(V
3) (
Item
Num
ber
V3.1
to
V3.1
0) (
Prio
r to
Cor
pora
tisat
ion)
Cod
e Su
b-va
riabl
es
Satis
fact
ion
Scor
e St
atis
tics A
ll
020
40
5060
8010
0Pe
rc
Avg
SDC
V
V3.1
Em
ploy
ee in
volv
emen
t in
desi
gn
No
541
77
6066
126
037
556
21
38
%
1
1121
16
1834
010
0
V3.2
Em
ploy
ee in
volv
emen
t in
plan
ning
N
o 0
517
65
110
178
037
566
14
22
%
0
15
1729
470
100
V3.3
Em
ploy
ee e
duca
tion
No
088
104
8046
570
375
46
19
42
%
023
28
2112
150
100
V3.4
Em
ploy
ee tr
aini
ng
No
02
33
5211
916
90
375
66
14
22
%
01
9 14
3245
010
0
V3.5
Em
ploy
ee w
ell b
eing
N
o 8
3063
98
9977
037
554
18
34
%
2
817
26
2621
010
0
V3.6
Em
ploy
ee m
oral
e N
o 33
2059
94
9277
037
551
22
44
%
9
516
25
2521
010
0
V3.7
Em
ploy
ees’
inte
ract
ion
with
Su
bscr
iber
s N
o 44
1472
69
4711
019
375
54
27
51
%
124
19
1813
295
100
V3.8
Em
ploy
ees’
inte
ract
ion
with
supp
liers
N
o 28
1155
96
100
805
375
54
22
40
%
73
15
2627
211
100
V3.9
A
ctiv
e su
gges
tion
syst
em
No
2710
289
67
4642
237
541
22
54
%
7
2724
18
1211
110
0
V3.1
0 Em
ploy
ee a
uton
omy
No
2313
40
9210
095
1237
557
22
39
%
6
311
25
2725
310
0So
urce
: SPS
S O
ut P
ut o
f Prim
ary
Dat
a
272
Tabl
e 4.
10
Mai
n V
aria
ble:
PE
OPL
E D
IME
NSI
ON
(V3)
( It
em N
umbe
r V
3.1 t
o V
3.10)
(Pos
t-C
orpo
ratis
atio
n)
Cod
e Su
b-va
riabl
es
Sat
isfa
ctio
n Sc
ore
Stat
istic
s All
0
2040
50
6080
100
Perc
A
vg
SD
CV
V3.1
Em
ploy
ee in
volv
emen
t in
desi
gn
No
041
77
6066
6566
375
60
25
41
%
011
21
1618
1718
100
V3.2
Em
ploy
ee in
volv
emen
t in
plan
ning
N
o 0
517
65
111
133
4437
569
18
26
%
0
15
1730
3512
100
V3.3
Em
ploy
ee e
duca
tion
No
088
104
8046
552
375
46
20
42
%
023
28
2112
151
100
V3.4
Em
ploy
ee tr
aini
ng
No
02
33
5211
913
732
375
67
17
25
%
01
9 14
3237
910
0
V3.5
Em
ploy
ee w
ell b
eing
N
o 5
3063
98
100
6613
375
55
19
35
%
18
17
2627
183
100
V3.6
Em
ploy
ee m
oral
e N
o 2
2067
96
9786
737
557
18
31
%
1
518
26
2623
210
0
V3.7
Em
ploy
ees’
inte
ract
ion
with
su
bscr
iber
s N
o 0
1472
70
4711
062
375
65
23
35
%
04
19
1913
2917
100
V3.8
Em
ploy
ees’
inte
ract
ion
with
supp
liers
N
o 0
1156
97
100
8229
375
61
19
31
%
03
15
2627
228
100
V3.9
A
ctiv
e su
gges
tion
syst
em
No
010
494
68
5253
437
545
21
45
%
0
2825
18
1414
110
0
V3.1
0 Em
ploy
ee a
uton
omy
No
013
40
9310
199
2937
562
19
30
%
0
311
25
2726
810
0So
urce
: SPS
S O
ut P
ut o
f Prim
ary
Dat
a
273
11. Support for Professional Activities
Sufficient support for professional activities is required for creating satisfied
workers in the organisation. The organisation must be liberal in supporting for the
professional type of activities undertaken by the employees .
The level of opinions of employees on this sub-variable is given as item
number V3.11 of Table 4.11. 126 respondents (33 per cent) marked the level of
opinion at 40 per cent and less, whereas 53 respondents (14 per cent) and 54
respondents (14 per cent) marked a level between 50 and 60 per cent. But 94
respondents (25 per cent) marked a level at 80 per cent and 48 respondents (13 per
cent) marked a level at cent per cent. The average score in this case is 57 per cent with
a standard deviation of 28 per cent and a co-variance of 49. The mean score indicates
that the employees were satisfied with the system of support for professional activities
in the pre-corporatisation period.
The opinion of employees on this sub-variable is given as item number V3.11
of Table 4.12. The level of opinion at 40 per cent and less is marked by 96
respondents (25 per cent), whereas 53 respondents (14 per cent) and 55 respondents
(15 per cent) marked a level between 50 and 60 per cent. But 94 respondents (25 per
cent) marked a level at 80 per cent and a very high level at 77 respondents (21 per
cent) marked a level at cent per cent. The average score in this case is 65 per cent with
a standard deviation of 25 per cent and a co-variance of 38. The mean score indicates
that the employees are satisfied with the present system of support for professional
activities in the post-corporatisation period.
274
12. Hiring Practice in the Unit
The practice of hiring in the unit is looked into for knowing the performance
of the organisation in bettering their services and for their satisfaction.
The level of opinion of employees on this sub-variable is given as item
number V3.12 of Table 4.11. The level of opinion at 40 per cent and less is marked
by 93 respondents (25 per cent), whereas 93 respondents (25 per cent) and 93
respondents (25 per cent) marked a level between 50 and 60 per cent. But 90
respondents (24 per cent) marked a level at 80 per cent and only 6 respondents (2
per cent) marked a very high level at cent per cent. The average score in this case is
55 per cent with a standard deviation of 22 per cent and a co-variance of 40. The
mean score indicates that the employees were satisfied with the hiring practice in
DOT in the pre-corporatisation period.
The level of opinion of employees on this sub-variable is shown as item
number V3.12 of Table 4.12. The level of opinion at 40 per cent and less is marked
by 66 respondents (18 per cent), whereas 93 respondents (25 per cent) and 93
respondents (25 per cent) marked a level between 50 and 60 per cent. But 93
respondents (25 per cent) marked a level at 80 per cent and 30 respondents (8 per
cent) marked a very high level at cent per cent. The average score in this case is 62
per cent with a standard deviation of 19 per cent and a co-variance of 31. The mean
score reveals that the employees are satisfied with the present system of hiring
practice in the post-corporatisation period.
275
13. Clarity of Performance
Another important variable taken for knowing the level of satisfaction in the
organisation is the clarity in performance. Performance and its clarity is important for
knowing the level of satisfaction of employees in the organisation.
The opinion of employees on this sub-variable is shown as item number
V3.13 of Table 4.11. 43 respondents (11 per cent) marked the level of opinion at 40
per cent and less, whereas 48 respondents (13 per cent) and 114 respondents (30 per
cent) marked a level between 50 and 60 per cent. But 146 respondents (39 per cent)
marked a level at 80 per cent and 24 respondents (6 per cent) marked a very high
level at cent per cent. The average score in this case is 64 per cent with a standard
deviation of 23 per cent and a co-variance of 36. The mean score indicates that the
employees were very much satisfied with the clarity of performance criteria in the
organisation in the pre-corporatisation period.
The opinion of employees on this sub-variable is depicted as item number
V3.13 of Table 4.12. 16 respondents (4 per cent) marked the level of opinion at 40
per cent and less, whereas 49 respondents (13 per cent) and 114 respondents (30 per
cent) marked a level between 50 and 60 per cent. But 146 respondents (39 per cent)
marked a level at 80 per cent and 50 respondents (13per cent) marked a very high
level at cent per cent. The average score in this case is 71 per cent with a standard
deviation of 17 per cent and a co-variance of 24. The mean score indicates that the
employees are very much satisfied with the clarity of performance criteria in the
organisation in the post-corporatisation period.
276
14. Fairness of Workload Distribution
The work load distribution is very important in getting support and co-
operation from the workers in the organisation. The management must be fair while
distributing the workload to the employees .
The Level of opinion of employees on this sub-variable is shown as item
number V3.14 of Table 4.11. 51 respondents (14 per cent) marked the level of
opinion at 40 per cent and less, whereas 77 respondents (21 per cent) and 116
respondents (31 per cent) marked a level between 50 and 60 per cent. But 106
respondents (28 per cent) marked a level at 80 per cent and 25respondents (7 per
cent) marked a very high level at cent per cent. The average score in this case is 60
per cent with a standard deviation of 23 per cent and a co-variance of 38. The mean
score indicates that the employees were very much satisfied with the fairness of
workload distribution in the DOT in the pre-corporatisation period.
The level of opinion of employees on this sub-variable is shown as item
number V3.14 of Table 4.12. 23 respondents (7 per cent) marked the level of
opinion at 40 per cent and less, whereas 77 respondents (21 per cent) and 116
respondents (31 per cent) marked a level between 50 and 60 per cent. But 106
respondents (28 per cent) marked a level at 80 per cent and 53 respondents (14per
cent) marked a very high level at cent per cent. The average score in this case is 68
per cent with a standard deviation of 18 per cent and a co-variance of 27. The mean
score indicates that the employees are very much satisfied with the fairness of
workload distribution in the post-corporatisation period.
277
15. Promotion Opportunity
The employees look into the promotion scope in the organisation. The
employees are satisfied in those concerns where there is ample opportunity for
further promotion and development. In the case of DOT and BSNL what type of
opportunities exist in further promotion are important for judging the satisfaction
level of employees.
The opinion of employees on this sub-variable is shown as item number
V3.15 of Table 4.11. 118 respondents (31 per cent) marked the level of opinion at 40
per cent and less, whereas 69 respondents (18 per cent) and 111 respondents (30
per cent) marked a level between 50 and 60 per cent. But 77 respondents (21 per cent)
marked a level at 80 per cent and none of them marked a level at cent per cent. The
average score in this case is 51 per cent with a standard deviation of 23 per cent and a
co-variance of 46. The mean score indicates that the employees were somewhat
satisfied with the promotion opportunities in the DOT in the pre-corporatisation
period.
The opinion of employees on this sub-variable is shown as item number
V3.15 of Table 4.12. 98 respondents (26 per cent) marked the level of opinion at 40
per cent and less, whereas 72 respondents (19 per cent) and 125 respondents (33 per
cent) marked a level between 50 and 60 per cent. But 80 respondents (21 per cent)
marked a level at 80 per cent and none of them marked a level at cent per cent. The
average score in this case is 54 per cent with a standard deviation of 20 per cent and a
co-variance of 36. The mean score indicates that the employees are satisfied with the
promotion opportunities in the post-corporatisation period than before.
278
16. Fairness of Hiring External Candidates
Fairness of hiring external candidates whenever necessary is important in
examining the attitude of workers and their level of satisfaction.
The opinion of employees on this sub-variable is shown as item number
V3.16 of Table 4.11. 61 respondents (16 per cent) marked the level of opinion at 40
per cent and less, whereas 81 respondents (22 per cent) and 129 respondents (34
per cent) marked a level between 50 and 60 per cent. But 104 respondents (27 per
cent) marked a level at 80 per cent and above. The average score in this case is 58
per cent with a standard deviation of 21 per cent and a co-variance of 36. The mean
score indicates that the employees were satisfied with the fairness in hiring of
external candidates in DOT in the pre-corporatisation period.
The opinion of employees on this sub-variable is shown as item number
V3.16 of Table 4.12. 40 respondents (11 per cent) marked the level of opinion at 40
per cent and less, whereas 85 respondents (23 per cent) and 134 respondents (36
per cent) marked a level between 50 and 60 per cent. But 116 respondents (31 per
cent) marked a level at 80 per cent and above. The average score in this case is 62
per cent with a standard deviation of 15 per cent and a co-variance of 25. The mean
score indicates that the employees are satisfied with the fairness in hiring of external
candidates in the post-corporatisation period.
17. Recognition for employees’ Contributions
An appealing interest from the part of employees gets only when their
activities are properly recognised and acknowledged. Their ability and task
performance must be taken with due weight.
279
The opinion of employees on this sub-variable is shown as item number
V3.17 of Table 4.11. 47 respondents (13 per cent) marked the level of opinion at 40
per cent and less, whereas 82 respondents (22 per cent) and 113 respondents (30
per cent) marked a level between 50 and 60 per cent. But 112 respondents (30 per
cent) marked a level at 80 per cent and 21 respondents (6 per cent) marked a very
high level at cent per cent. The average score in this case is 61 per cent with a
standard deviation of 22 per cent and a co-variance of 37. The mean score indicates
that the employees were satisfied with the recognition for employees’ contributions
by the DOT in the pre-corporatisation period.
The opinion of employees on this sub-variable is given as item number
V3.17 of Table 4.12. 24 respondents (7 per cent) marked the level of opinion at 40
per cent and less, whereas 82 respondents (22 per cent) and 113 respondents (30
per cent) marked a level between 50 and 60 per cent. But 112 respondents (30 per
cent) marked a level at 80 per cent and 44 respondents (12 per cent) marked a very
high level at cent per cent. The average score in this case is 67 per cent with a
standard deviation of 18 per cent and a co-variance of 27. The mean score shows that
the employees are satisfied with the recognition for employees’ contributions in the
post-corporatisation period.
18. Recognition for Employee’s Expertise
There are employees in the organisation having good expertise and no
expertise in the task assigned to them. So due recognition must be given to those
having expertise in job and in their performance .
The views of employees on this sub-variable is shown as item number V3.18
of Table 4.11. 39 respondents (11 per cent) marked the level of opinion at 40 per
280
cent and less, whereas 59 respondents (16 per cent) and 134 respondents (36 per
cent) marked a level between 50 and 60 per cent. But 123 respondents (33 per cent)
marked a level at 80 per cent and 20 respondents (5 per cent) marked a very high
level at cent per cent. The average score in this case is 63 per cent with a standard
deviation of 21 per cent and a co-variance of 34. The mean score indicates that the
employees were satisfied with the recognition for employees’ expertise in the DOT
in the pre-corporatisation period.
The opinion of employees on this sub-variable is shown as item number V3.18
of Table 4.12. 18 respondents (5 per cent) marked the level of opinion at 40 per
cent and less, whereas 60 respondents (16 per cent) and 134 respondents (36 per cent)
marked a level between 50 and 60 per cent. But 124 respondents (33 per cent)
marked a level at 80 per cent and 39 respondents (10 per cent) marked a very high
level at cent per cent. The average score in this case is 68 per cent with a standard
deviation of 16 per cent and a co-variance of 24. The mean score makes it clear that
the employees are satisfied with the recognition for employees’ expertise in the post-
corporatisation period.
19. Guidance from Employees’ Supervisor
All employees are not alike, some employees have sufficient capacity to do
the job independently but some other need proper guidance from their supervisory
staff of the organisation. In those cases where the employees need support must be
identified and be provided support by the supervisors concerned.
The opinions of employees on this sub-variable are shown as item number
V3.19 of Table 4.11. 67 respondents (18 per cent) marked the level of opinion at 40
per cent and less, whereas 71 respondents (19 per cent) and 117 respondents (31
281
per cent) marked a level between 50 and 60 per cent. But 101 respondents (27 per
cent) marked a level at 80 per cent and 19 respondents (5 per cent) marked a very
high level at cent per cent. The average score in this case is 58 per cent with a
standard deviation of 24 per cent and a co-variance of 41. The mean score indicates
that the employees were satisfied with the guidance from the supervisors in the
organisation in the pre-corporatisation period.
The views of employees s on this sub-variable are shown as item number
V3.19 of Table 4.12. 41 respondents (11 per cent) marked the level of opinion at 40
per cent and less, whereas 71 respondents (19 per cent) and 117 respondents (31 per
cent) marked a level between 50 and 60 per cent. But 106 respondents (28 per cent)
marked a level at 80 per cent and 40 respondents (11 per cent) marked a very high
level at cent per cent. The average score in this case is 65 per cent with a standard
deviation of 20 per cent and a co-variance of 30. The mean score makes it clear that
employees are satisfied with the guidance from the supervisors in the organisation in
the post-corporatisation period.
20. Feedback on Employees’ Performance
Another important point to be remembered in bettering the level of satisfaction
of employees is the feedback system of evaluating the performance of employees in
the organisation.
The level of opinion of employees on this sub-variable is shown as item
number V3.20 of Table 4.11. 125 respondents (33 per cent) marked the level of
opinion at 40 per cent and less, whereas 81 respondents (22 per cent) and 93
respondents (25 per cent) marked a level between 50 and 60 per cent. But 57
respondents (15 per cent) marked a level at 80 per cent and 19 respondents (5 per
282
cent) marked a very high level at cent per cent. The average score in this case is 53
per cent with a standard deviation of 23 per cent and a co-variance of 43. The mean
score indicates that the employees were somewhat satisfied with the feedback system
on employees performance in the organisation during the pre-corporatisation period.
The level of opinions of employees on this sub-variable is shown as item
number V3.20 of Table 4.12. 103 respondents (27 per cent) marked the level of
opinion at 40 per cent and less, whereas 81 respondents (22 per cent) and 94
respondents (25 per cent) marked a level between 50 and 60 per cent. But 62
respondents (17 per cent) marked a level at 80 per cent and 35 respondents (9 per
cent) marked a very high level at cent per cent. The average score in this case is 58
per cent with a standard deviation of 20 per cent and a co-variance of 35. The mean
score indicates that the employees are somewhat satisfied with the feedback system
on employees’ performance in the organisation during the post-corporatisation
period.
283
Tabl
e 4.
11
Mai
n V
aria
ble:
PE
OPL
E D
IME
NSI
ON
(V3)
( It
em N
umbe
r V
3.11
to V
3.20)
(Pri
or to
Cor
pora
tisat
ion)
Cod
e Su
b-va
riabl
es
Satis
fact
ion
Scor
e St
atis
tics A
ll
020
40
5060
8010
0Pe
rcA
vgSD
C
V
V3.1
1 Su
ppor
t for
pro
fess
iona
l act
iviti
es
No
3027
69
5354
9448
375
57
28
49
%
87
18
1414
2513
100
V3.1
2 H
iring
pra
ctic
es in
the
unit
No
2711
55
9393
906
375
55
22
40
%
73
15
2525
242
100
V3.1
3 C
larit
y of
per
form
ance
crit
eria
N
o 27
115
48
114
146
2437
564
23
36
%
7
04
1330
396
100
V3.1
4 Fa
irnes
s of w
orkl
oad
dist
ribut
ion
No
282
21
7711
610
625
375
60
23
38
%
71
6 21
3128
710
0
V3.1
5 Pr
omot
ion
oppo
rtuni
ty
No
3923
56
6911
177
037
551
23
46
%
10
615
18
3021
010
0
V3.1
6 Fa
irnes
s of h
iring
ext
erna
l can
dida
tes
No
246
31
8112
999
537
558
21
36
%
6
28
2234
261
100
V3.1
7 R
ecog
nitio
n fo
r em
ploy
ees’
co
ntrib
utio
ns
No
237
17
8211
311
221
375
61
22
37
%
62
5 22
3030
610
0
V3.1
8 R
ecog
nitio
n fo
r em
ploy
ees’
exp
ertis
e N
o 21
018
59
134
123
2037
563
21
34
%
6
05
1636
335
100
V3.1
9 G
uida
nce
from
em
ploy
ees’
supe
rvis
or.
No
2911
27
7111
710
119
375
58
24
41
%
83
7 19
3127
510
0
V3.2
0 Fe
edba
ck o
n em
ploy
ees’
per
form
ance
N
o 23
2280
81
9357
1937
553
23
43
%
6
621
22
2515
510
0So
urce
: SPS
S O
ut P
ut o
f Prim
ary
Dat
a
284
Tabl
e 4.
12
Mai
n V
aria
ble:
PE
OPL
E D
IME
NSI
ON
(V3)
( It
em N
umbe
r V
3.11
to V
3.20)
(Pos
t-C
orpo
ratis
atio
n)
Cod
e Su
b-va
riabl
es
Sat
isfa
ctio
n Sc
ore
Stat
istic
s All
0
2040
50
6080
100
Perc
A
vgSD
CV
V3.1
1 Su
ppor
t for
pro
fess
iona
l act
iviti
es
No
027
69
5355
9477
375
65
25
38
%
07
18
1415
2521
100
V3.1
2 H
iring
pra
ctic
es in
the
unit
No
011
55
9393
9330
375
62
19
31
%
03
15
2525
258
100
V3.1
3 C
larit
y of
per
form
ance
crit
eria
N
o 0
115
49
114
146
5037
571
17
24
%
0
04
1330
3913
100
V3.1
4 Fa
irnes
s of w
orkl
oad
dist
ribut
ion
No
02
21
7711
610
653
375
68
18
27
%
01
6 21
3128
1410
0
V3.1
5 Pr
omot
ion
oppo
rtuni
ty
No
1623
59
7212
580
037
554
20
36
%
4
616
19
3321
010
0
V3.1
6 Fa
irnes
s of h
iring
ext
erna
l can
dida
tes
No
16
33
8513
411
06
375
62
15
25
%
02
9 23
3629
210
0
V3.1
7 R
ecog
nitio
n fo
r em
ploy
ees’
co
ntrib
utio
ns
No
07
17
8211
311
244
375
67
18
27
%
02
5 22
3030
1210
0
V3.1
8 R
ecog
nitio
n fo
r em
ploy
ees’
exp
ertis
e N
o 0
018
60
134
124
3937
568
16
24
%
0
05
1636
3310
100
V3.1
9 G
uida
nce
from
em
ploy
ees’
supe
rvis
or.
No
311
27
7111
710
640
375
65
20
30
%
13
7 19
3128
1110
0
V3.2
0 Fe
edba
ck o
n em
ploy
ees’
per
form
ance
N
o 0
2380
81
9462
3537
558
20
35
%
0
621
22
2517
910
0So
urce
: SPS
S O
ut P
ut o
f Prim
ary
Dat
a
285
21. Authority to Make employees’ Decisions
The decisions are taken by the management on all matters connected to the
organisation. There are instances where employees are participated in taking
decisions on matters relating them. The informations regarding the authority to make
employees’ decision are examined and opinion is gathered to know the extent of
authority given to employees in decision making process.
The level of opinions of employees on this sub-variable is shown as item
number V3.21 of Table 4.13. 211 respondents (56 per cent) marked the level of
opinion at 40 per cent and less, whereas 74 respondents (20 per cent) and 56
respondents (15 per cent) marked a level between 50 and 60 per cent. But 34
respondents (9 per cent) marked a level at 80 per cent and none of them marked a
level at cent per cent. The average score in this case is 41 per cent with a standard
deviation of 21 per cent and a co-variance of 50. The mean score indicates that the
employees were not satisfied with the extent of authority given to make decision
during the pre-corporatisation period.
The opinion of employees on this sub-variable is given as item number
V3.21 of Table 4.14. 194 respondents (52 per cent) marked the level of opinion at 40
per cent and less, whereas 76 respondents (20 per cent) and 59 respondents (16 per
cent) marked a level between 50 and 60 per cent. But 46 respondents (12 per cent)
marked a level at 80 per cent and above. The average score in this case is 45 per cent
with a standard deviation of 20 per cent and a co-variance of 44. The mean score
indicates that the employees are not satisfied with the authority to make employees’
decision during the post-corporatisation period also.
286
22. Availability of Mentoring
Opinion is collected on the process of mentoring also. The opinion of
employees on this sub-variable is given as item number V3.22 of Table 4.13. 34
respondents (9 per cent) marked the level of opinion at 40 per cent and less, whereas
46 respondents (12 per cent) and 131 respondents (35 per cent) marked a level
between 50 and 60 per cent. But 138 respondents (37 per cent) marked a level at
80 per cent and 26 respondents (7 per cent) marked a level at cent per cent. The
average score in this case is 65 per cent with a standard deviation of 22 per cent and a
co-variance of 34. The mean score clearly indicates that the employees were
satisfied with the mentoring process of the organisation during the pre-
corporatisation period.
The opinions of employees on this sub-variable is given as item number
V3.22 of Table 4.14. 12 respondents (3 per cent) marked the level of opinion at 40
per cent and less, whereas 47 respondents (13 per cent) and 136 respondents (36
per cent) marked a level between 50 and 60 per cent. But 142 respondents (38 per
cent) marked a level at 80 per cent and 38 respondents (10 per cent) marked a level
at cent per cent. The average score in this case is 70 per cent with a standard
deviation of 16 per cent and a co-variance of 22. The mean score clearly indicates
that the employees are very much satisfied with the mentoring process of the
organisation during the post-corporatisation period.
23. Relationship with Senior Administrators
The opinion on the employees’ relationship with the senior administrators of the
organization is collected to know the climate exist in the organisation among superior
and subordinates. The opinions of employees on this sub-variable are depicted as
287
item number V3.23 of Table 4.13. 57 respondents (15per cent) marked the level of
opinion at 40 per cent and less, whereas 72 respondents (19 per cent) and 119
respondents (32 per cent) marked a level between 50 and 60 per cent. Again 119
respondents (32 per cent) marked a level at 80 per cent and only 8 respondents (2
per cent) marked a level at cent per cent. The average score in this case is 59 per cent
with a standard deviation of 22 per cent and a co-variance of 38. The mean score
reveals that there existed a good relationship with senior administrators by employees
of DOT during the pre-corporatisation period.
The opinion of employees on this sub-variable is given as item number V3.23
of Table 4.14. 30 respondents (8 per cent) marked the level of opinion at 40 per
cent and less, whereas 72 respondents (19 per cent) and 119 respondents (32 per
cent) marked a level between 50 and 60 per cent. But 135 respondents (36 per cent)
marked a level at 80 per cent and 19 respondents (5 per cent) marked a level at cent
per cent. The average score in this case is 65 per cent with a standard deviation of 17
per cent and a co-variance of 26. The mean score reveals that there exists a good
relationship with senior administrators by employees during the post-corporatisation
period as well.
24. Leadership in Employees’ Unit
Leaders are needed in every organisation for leading the employees in a way
to achieve the organisational goals. Better performance is possible provided there
exists leaders with good quality and personality and it in turn leads the employees to
follow their paths and take them as role models.
The opinions of employees on this sub-variable are shown as item number
V3.24 of Table 4.13. 198 respondents (52 per cent) marked the level of opinion at
288
40 per cent and less, whereas 86 respondents (23 per cent) and 79 respondents (21
per cent) marked a level between 50 and 60 per cent. But only 12 respondents (3 per
cent) marked a level at 80 per cent and none of them marked a level of above 80 per
cent. The average score in this case is 40 per cent with a standard deviation of 19 per
cent and a co-variance of 47. The mean marked level shows that there was no
leadership in employees’ unit in DOT in the pre-corporatisation period.
The opinions of employees on this sub-variable are given as item number
V3.24 of Table 4.14. 176 respondents (47 per cent) marked the level of opinion at
40 per cent and less, whereas 88 respondents (23 per cent) and 93 respondents (25
per cent) marked a level between 50 and 60 per cent. But only 18 respondents (5 per
cent) marked a level at 80 per cent and none of them marked a level of above 80 per
cent. The average score in this case is 44 per cent with a standard deviation of 17 per
cent and a co-variance of 38. The mean marked level shows that there is no
leadership in employees’ unit in the post-corporatisation period.
25. Pressure Feeling to Perform
There are cases where there is a need for application of pressure tactics by
leaders or managers of the organisation to make the employees engage in the work.
The superiors are not applying the pressure for performance, sometimes they do not
carry out their operations promptly.
The opinions of employees on this sub-variable are depicted as item number
V3.25 of Table 4.13. 286 respondents (76 per cent) marked the level of opinion at
40 per cent and less, whereas 80 respondents (21 per cent) marked a level between
50 and none of them marked a level at 60 per cent. But only 9 respondents (2 per
cent) marked a level at 80 per cent and none of them marked a level of above 80 per
289
cent. The average score in this case is 32 per cent with a standard deviation of 16 per
cent and a co-variance of 52. The low level of mean score reveals that there was no
pressure feeling to perform the tasks in DOT in the pre-corporatisation period.
The opinion of employees on this sub-variable is depicted as item number
V3.25 of Table 4.14. 269 respondents (72 per cent) marked the level of opinion at 40
per cent and less, whereas 93 respondents (25 per cent) marked a level between 50
and none of them marked a level at 60 per cent. But only 13 respondents (3 per
cent) marked a level at 80 per cent and none of them marked a level of above 80 per
cent. The average score in this case is 34 per cent with a standard deviation of 16 per
cent and a co-variance of 45. The low level of mean score reveals that there is no
pressure feeling to perform the tasks in the post-corporatisation period.
26. Degree of Freedom
Another important variable which determines the level of satisfaction of
employees in the organisation is the degree of freedom allowed to them in performing
the tasks entrusted to them. The greater the freedom given to them the higher the
productivity and the better the satisfaction.
The opinions of employees on degree of freedom given as item number V3.26
of Table 4.13. 35 respondents (9 per cent) marked the level of opinion at 40 per cent
and less, whereas 50 respondents (13 per cent) and 116 respondents (31 per cent)
marked a level between 50 and 60 per cent respectively. But 152 respondents (41
per cent) marked a level at 80 per cent and 22 respondents (6 per cent) marked a very
high level cent per cent. The average score in this case is 65 per cent with a
standard deviation of 22 per cent and a co-variance of 33. A very high mean score
290
reveals that the employees of DOT enjoyed a very high freedom in the pre-
corporatisation period.
The opinion of employees on degree of freedom is shown as item number
V3.26 of Table 4.14. 15 respondents (4 per cent) marked the level of opinion at 40
per cent and less, whereas 52 respondents (14 per cent) and 118 respondents (31 per
cent) marked a level between 50 and 60 per cent respectively. But 157 respondents
(42 per cent) marked a level at 80 per cent and 33 respondents (9 per cent) marked a
very high level cent per cent. The average score in this case is 69 per cent with a
standard deviation of 16 per cent and a co-variance of 23. A very high mean score
shows that the degree of freedom enjoyed by the employees is very high in the post-
corporatisation period.
27. Preference for Job to Salary
Salary is the basic condition now the people prefer for jobs. Now in the
present time the people seek employment depending upon the salary and not the task
assigned to them.
The opinions of employees on this sub-variable are shown as item number
V3.27 of Table 4.13. 31 respondents (8 per cent) marked the level of opinion at 40
per cent and less, whereas 49 respondents (13 per cent) and 127 respondents (34
per cent) marked a level between 50 and 60 per cent respectively. But 143
respondents (38 per cent) marked a level at 80 per cent and 25 respondents (7 per
cent) marked a very high level cent per cent. The average score in this case is 65 per
cent with a standard deviation of 21 per cent and a co-variance of 33. The mean
score reveals that there was high preference for job to salary in DOT in pre-
corporatisation period.
291
The opinions of employees on this sub-variable are depicted as item number
V3.27 of Table 4.14. 11 respondents (3 per cent) marked the level of opinion at 40
per cent and less, whereas 51 respondents (14 per cent) and 127 respondents (34 per
cent) marked a level between 50 and 60 per cent respectively. But 147 respondents
(39 per cent) marked a level at 80 per cent and 39 respondents (10 per cent) marked a
very high level cent per cent. The average score in this case is 70 per cent with a
standard deviation of 16 per cent and a co-variance of 23. The mean score reveals
that there is high preference for job to salary exists in post-corporatisation period.
28. Degree of Trust and Confidence
Another most important factor responsible for the level of satisfaction of
employees is the degree of trust and confidence vested on them. The organisation and
the leaders of the organisation must trust upon the employees and confident about
their performance tasks .
The opinions of employees on this sub-variable are shown as item number
V3.28 of Table 4.13. 166 respondents (44 per cent) marked the level of opinion at 40
per cent and less, whereas 38 respondents (10 per cent) and 63 respondents (17 per
cent) marked a level between 50 and 60 per cent respectively. But 95 respondents
(25 per cent) marked a level at 80 per cent and 13 respondents (3 per cent) marked a
very high level cent per cent. The average score in this case is 51 per cent with a
standard deviation of 25 per cent and a co-variance of 50. The mean score reveals
that there was high degree of trust and confidence among employees in pre-
corporatisation period.
The opinions of employees on this sub-variable are given as item number
V3.28 of Table 4.14. 144 respondents (38 per cent) marked the level of opinion at 40
292
per cent and less, whereas 41 respondents (11 per cent) and 67 respondents (18 per
cent) marked a level between 50 and 60 per cent respectively. But 105 respondents
(28 per cent) marked a level at 80 per cent and 18 respondents (5 per cent) marked a
very high level cent per cent. The average score in this case is 56 per cent with a
standard deviation of 23 per cent and a co-variance of 41. The mean score reveals
that the degree of trust and confidence is very great in the post-corporatisation
period.
29. Comfort with the Operator
Comfort with the operator is another important factor looked into for
checking the level of satisfaction of employees of DOT. The opinions of employees
on this sub-variable is shown as item number V3.29 of Table 4.13. 79 respondents
(21 per cent) marked the level of opinion at 40 per cent and less, whereas 111
respondents (30 per cent) and 106 respondents (28 per cent) marked a level between
50 and 60 per cent respectively. But 79 respondents ( 21 per cent) marked a level at
80 per cent and none of them marked a level at cent per cent. The average score in
this case is 55 per cent with a standard deviation of 19 per cent and a co-variance of
35. The mean score reveals that the employees of DOT were satisfied in comfort
with operator in the pre-corporatisation period.
The opinions of employees on this sub-variable are shown as item number
V3.29 of Table 4.14. 60 respondents (16 per cent) marked the level of opinion at 40
per cent and less, whereas 112 respondents (30 per cent) and 108 respondents (29
per cent) marked a level between 50 and 60 per cent respectively. But 95
respondents (25per cent) marked a level at 80 per cent and none of them marked a
level at cent per cent. The average score in this case is 59 per cent with a standard
293
deviation of 14 per cent and a co-variance of 25. The mean score reveals that the
comfort with the operator is high in the post-corporatisation period.
30. Satisfaction with Salary The opinions on the level of satisfaction of employees of DOT on the salary
given in both the pre and post corporatisation period are enquired into. The opinions
of employees on satisfaction with salary is given as item number V3.30 of Table
4.13. 167 respondents (45 per cent) marked the level of opinion at 40 per cent and
less, whereas 83 respondents (22 per cent) and 55 respondents (15 per cent) marked
a level between 50 and 60 per cent respectively. But 55 respondents (15per cent)
marked a level at 80 per cent and 15 respondents (4 per cent) marked a level at
cent per cent. The average score in this case is 50 per cent with a standard deviation
of 22 per cent and a co-variance of 43. The mean score reveals that the employees
of DOT were satisfied with the salary given to them in the pre-corporatisation period.
The opinion of employees on satisfaction with salary is given as item
number V3.30 of Table 4.14. 145 respondents (39 per cent) marked the level of
opinion at 40 per cent and less, whereas 85 respondents (23 per cent) and 58
respondents (15 per cent) marked a level between 50 and 60 per cent respectively.
But 62 respondents (17per cent) marked a level at 80 per cent and 25 respondents (7
per cent) marked a level at cent per cent. The average score in this case is 55 per
cent with a standard deviation of 19 per cent and a co-variance of 35. The mean
score reveals that the employees are satisfied with the salary given to them in the
post-corporatisation period as well.
294
Tabl
e 4.
13
Mai
n V
aria
ble:
PE
OPL
E D
IME
NSI
ON
(V3)
( It
em N
umbe
r V
3.21
to V
3.30)
(Pri
or to
Cor
pora
tisat
ion)
Cod
e Su
b-va
riabl
es
Sat
isfa
ctio
n Sc
ore
Stat
istic
s All
0
2040
50
6080
100
Perc
Avg
SD
C
V
V3.2
1 A
utho
rity
to m
ake
empl
oyee
s’
deci
sion
s N
o 22
9891
74
5634
037
541
21
50
%
6
2624
20
159
010
0
V3.2
2 A
vaila
bilit
y of
Men
torin
g N
o 22
012
46
131
138
2637
565
22
34
%
6
03
1235
377
100
V3.2
3 R
elat
ions
hip
with
seni
or a
dmin
istra
tors
N
o 29
424
72
119
119
837
559
22
38
%
8
16
1932
322
100
V3.2
4 Le
ader
ship
in e
mpl
oyee
s’ u
nit
No
2490
84
8679
120
375
40
19
47
%
624
22
2321
30
100
V3.2
5 Pr
essu
re fe
elin
g to
per
form
N
o 21
174
91
800
90
375
32
16
52
%
646
24
210
20
100
V3.2
6 D
egre
e of
free
dom
N
o 20
411
50
116
152
2237
565
22
33
%
5
13
1331
416
100
V3.2
7 Pr
efer
ence
for j
ob to
sala
ry
No
203
8 49
127
143
2537
565
21
33
%
5
12
1334
387
100
V3.2
8 D
egre
e of
trus
t and
con
fiden
ce
No
2359
84
3863
9513
375
51
25
50
%
616
22
1017
253
100
V3.2
9 C
omfo
rt w
ith th
e op
erat
or
No
214
54
111
106
790
375
55
19
35
%
61
14
3028
210
100
V3.3
0 Sa
tisfa
ctio
n w
ith sa
lary
N
o 22
1413
1 83
5555
1537
550
22
43
%
6
435
22
1515
410
0So
urce
: SPS
S O
ut P
ut o
f Prim
ary
Dat
a
295
Tabl
e 4.
14
Mai
n V
aria
ble:
PE
OPL
E D
IME
NSI
ON
(V3)
(Ite
m N
umbe
r V
3.21
to V
3.30)
(Pos
t-C
orpo
ratis
atio
n)
Cod
e Su
b-va
riabl
es
Satis
fact
ion
Scor
e St
atis
tics A
ll
020
40
5060
8010
0Pe
rcA
vg
SD
CV
V3.2
1 A
utho
rity
to m
ake
empl
oyee
s’ d
ecis
ions
N
o 3
9893
76
5945
137
545
20
44
%
1
2625
20
1612
010
0
V3.2
2 A
vaila
bilit
y of
Men
torin
g N
o 0
012
47
136
142
3837
570
16
22
%
0
03
1336
3810
100
V3.2
3 R
elat
ions
hip
with
seni
or a
dmin
istra
tors
N
o 2
424
72
119
135
1937
565
17
26
%
1
16
1932
365
100
V3.2
4 Le
ader
ship
in e
mpl
oyee
s’ u
nit
No
091
85
8893
180
375
44
17
38
%
024
23
2325
50
100
V3.2
5 Pr
essu
re fe
elin
g to
per
form
N
o 1
175
93
930
130
375
34
16
45
%
047
25
250
30
100
V3.2
6 D
egre
e of
free
dom
N
o 0
411
52
118
157
3337
569
16
23
%
0
13
1431
429
100
V3.2
7 Pr
efer
ence
for j
ob to
sala
ry
No
03
8 51
127
147
3937
570
16
23
%
0
12
1434
3910
100
V3.2
8 D
egre
e of
trus
t and
con
fiden
ce
No
060
84
4167
105
1837
556
23
41
%
0
1622
11
1828
510
0
V3.2
9 C
omfo
rt w
ith th
e op
erat
or
No
04
56
112
108
950
375
59
14
25
%
01
15
3029
250
100
V3.3
0 Sa
tisfa
ctio
n w
ith sa
lary
N
o 0
1413
1 85
5862
2537
555
19
35
%
0
435
23
1517
710
0So
urce
: SPS
S O
ut P
ut o
f Prim
ary
Dat
a
296
31. Company Benefits and Retirement Plans
Another important variable which determines the level of satisfaction of
employees is the benefits given to employees during the course of work and in times
of retirement. The opinion of employees on this sub-variable is shown as item
number V3.31 of Table 4.15. 232 respondents (61 per cent) marked the level of
opinion at 40 per cent and less, whereas 48 respondents (13 per cent) and 27
respondents (7 per cent) marked a level between 50 and 60 per cent respectively. But
68 respondents (18per cent) marked a level at 80 per cent and none of them marked
a level at cent per cent. The average score in this case is 43 per cent with a standard
deviation of 22 per cent and a co-variance of 52. The mean score reveals that the
employees of DOT were not satisfied with the benefits and retirement plans in the
pre-corporatisation period.
The opinions of employees on this sub-variable are shown as item number
V3.31 of Table 4.16. 211 respondents (56 per cent) marked the level of opinion at 40
per cent and less, whereas 51 respondents (14 per cent) and 29 respondents (8 per
cent) marked a level between 50 and 60 per cent respectively. But 84 respondents
(22 per cent) marked a level at 80 per cent and none of them marked a level at cent
per cent. The average score in this case is 47 per cent with a standard deviation of 21
per cent and a co-variance of 44. The mean score reveals that the employees are
not satisfied with the company benefits and retirement plans in the post-
corporatisation period.
32. Relationship with Colleagues
The atmosphere in the organisation especially in the matter of co-operation
and co-ordination of workers in the organisation is important for creating a friendly
297
work environment. The co-operative relationship exists in the organization is enquired
into.
The opinion of employees on this sub-variable is depicted as item number
V3.32 of Table 4.15. 80 respondents (21 per cent) marked the level of opinion at 40
per cent and less, whereas 71 respondents (19 per cent) and 80 respondents (21per
cent) marked a level between 50 and 60 per cent respectively. But a large number,
134 respondents (36 per cent) marked a level at 80 per cent and 10 respondents (3
per cent) marked a very high level at cent per cent. The average score in this case is
59 per cent with a standard deviation of 22 per cent and a co-variance of 37. The
mean score reveals that the employees maintained a cordial relationship with their
colleagues during the pre-corporatisation period.
The opinions of employees on this sub-variable are given as item number
V3.32 of Table 4.16. 58 respondents (16 per cent) marked the level of opinion at 40
per cent and less, whereas 72 respondents (19 per cent) and 81 respondents (22 per
cent) marked a level between 50 and 60 per cent respectively. But a large number,
147 respondents (39 per cent) marked a level at 80 per cent and 17 respondents (5
per cent) marked a very high level at cent per cent. The average score in this case is
64 per cent with a standard deviation of 17 per cent and a co-variance of 27. The
mean score reveals that the employees maintain a cordial relationship with their
colleagues during the post-corporatisation period.
33. Sense of Team Work
The employees attitude towards working with team is yet another variable
taken for knowing the level of satisfaction of employees of the organization. The
opinions of employees on this sub-variable are shown as item number V3.33 of
Table 4.15. 201 respondents (54 per cent) marked the level of opinion at 40 per cent
298
and less, whereas 20 respondents (5 per cent) and 12 respondents (3per cent) marked
a level between 50 and 60 per cent respectively. But a large number, 105
respondents (28 per cent) marked a level at 80 per cent and 37 respondents (10 per
cent) marked a very high level at cent per cent. The average score in this case is 51
per cent with a standard deviation of 30 per cent and a co-variance of 59. The mean
score reveals that there existed a sense of team work among employees in the
organisation during the pre-corporatisation period.
The opinions of employees on this sub-variable are shown as item number
V3.33 of Table 4.16. 166 respondents (44 per cent) marked the level of opinion at 40
per cent and less, whereas 20 respondents (5 per cent) and 12 respondents (3 per
cent) marked a level between 50 and 60 per cent respectively. But a large number,
109 respondents (29 per cent) marked a level at 80 per cent and 68 respondents (18
per cent) marked a very high level at cent per cent. The average score in this case is
60 per cent with a standard deviation of 28 per cent and a co-variance of 47. The
mean score reveals that there exists a sense of team work among employees in
organisation during the post-corporatisation period.
34. Supervisor Keeps Employee Informed
The supervisor informs the employees about their performance effectiveness.
The opinions of employees on this sub-variable is given as item number V3.34 of
Table 4.15. 155 respondents (41 per cent) marked the level of opinion at 40 per cent
and less, whereas 33 respondents (9 per cent) and 15 respondents (4 per cent) marked
a level between 50 and 60 per cent respectively. But a large number, 111
respondents (30 per cent) marked a level at 80 per cent and 61 respondents (16 per
cent) marked a very high level at cent per cent. The average score in this case is 59
per cent with a standard deviation of 29 per cent and a co-variance of 49. The
299
mean score indicates that there existed an efficient system for the information of all
matters related to employees during the pre-corporatisation period.
The opinions of employees on this sub-variable are given as item number
V3.34 of Table 4.16. 129 respondents (34 per cent) marked the level of opinion at 40
per cent and less, whereas 33 respondents (9 per cent) and 15 respondents (4 per cent)
marked a level between 50 and 60 per cent respectively. But a large number, 114
respondents (30 per cent) marked a level at 80 per cent and 84 respondents (22 per
cent) marked a very high level at cent per cent. The average score in this case is 66
per cent with a standard deviation of 25 per cent and a co-variance of 38. The
mean score indicates that the system of information is efficient during the post-
corporatisation period also.
35. Severity of Staff Turnover
Staff turnover is one of the important problems faced by the public sector
undertakings in Kerala. Most often they engage in other jobs for getting higher
amounts by taking leave in the present jobs. This turnover problem generally affects
the organisation and the opinion of employees towards the extent of issue in the
organisation is enquired.
The opinion of employees on this sub-variable is shown as item number
V3.35 of Table 4.15. 220 respondents (59 per cent) marked the level of opinion at 40
per cent and less, whereas 128 respondents (34 per cent) and 27 respondents (7 per
cent) marked a level between 50 and 60 per cent respectively. But none of them
marked a level at 80 per cent and above. The average score in this case is 37 per cent
with a standard deviation of 18 per cent and a co-variance of 49. The mean score
indicates that the turnover of employees in DOT was not a serious problem during
the pre-corporatisation period.
300
The opinions of employees on this sub-variable are depicted as item number
V3.35 of Table 4.16. 202 respondents (54 per cent) marked the level of opinion at 40
per cent and less, whereas 138 respondents (37 per cent) and 34 respondents (9 per
cent) marked a level between 50 and 60 per cent respectively. But only one
respondent marked a level at 80 per cent and none of them marked a level at cent per
cent. The average score in this case is 40 per cent with a standard deviation of 16
per cent and a co-variance of 40. The mean score indicates that there is no question
of turnover of employees during the post-corporatisation period as well.
36. Performance Effectiveness
The next important variable taken for evaluating the level of satisfaction of
employees is the level of performance effectiveness attained by them. The opinions of
employees on this sub-variable are given as item number V3.36 of Table 4.15. The
level of opinion at 40 per cent and less is marked by 38 respondents (10 per cent),
whereas 38 respondents (10 per cent) and 75 respondents (20 per cent) marked a
level between 50 and 60 per cent respectively. But 172 respondents ( 46 per cent)
marked a level at 80 per cent and 52respondents (14 per cent) marked a level at cent
per cent. The average score in this case is 69 per cent with a standard deviation of 24
per cent and a co-variance of 35. The mean score indicates that there was
performance effectiveness in the organisation during the pre-corporatisation period.
The opinion of employees on this sub-variable is depicted as item number
V3.36 of Table 4.16. 13 respondents (3 per cent) marked the level of opinion at 40
per cent and less, whereas 39 respondents (10 per cent) and 77 respondents (21 per
cent) marked a level between 50 and 60 per cent respectively. But 184 respondents
(49 per cent) marked a level at 80 per cent and 62respondents (17 per cent) marked a
level at cent per cent. The average score in this case is 75 per cent with a standard
301
deviation of 17 per cent and a co-variance of 22. The mean score shows that there
is performance effectiveness in the organisation during the post-corporatisation
period.
37. Satisfaction with Work and Responsibilities
The work of employee is assigned in advance for better fulfilment of their
tasks. Each and every work assigned is having a specific task to be performed with
responsibility. The level of satisfaction on work and responsibilities are enquired into.
The opinions of employees on this sub-variable are depicted as item number V3.37
of Table 4.15. 46 respondents (12 per cent) marked the level of opinion at 40 per
cent and less, whereas 53 respondents (14 per cent) and 111 respondents (30 per
cent) marked a level between 50 and 60 per cent respectively. But a large number,
114 respondents (30 per cent) marked a level at 80 per cent and 51 respondents (14
per cent) marked a level at cent per cent. The average score in this case is 64 per cent
with a standard deviation of 26 per cent and a co-variance of 40. The mean score
indicates that there was full satisfaction from the part of employees with work and
responsibilities during the pre-corporatisation period.
The opinions of employees on this sub-variable are given as item number
V3.37 of Table 4.16. 17 respondents (4 per cent) marked the level of opinion at 40
per cent and less, whereas 53 respondents (14 per cent) and 115 respondents (31 per
cent) marked a level between 50 and 60 per cent respectively. But a large number,
119 respondents (32 per cent) marked a level at 80 per cent and 71 respondents (19
per cent) marked a level at cent per cent. The average score in this case is 71 per cent
with a standard deviation of 19 per cent and a co-variance of 27. The mean score
indicates that there is full satisfaction from the part of employees with work and
responsibilities during the post-corporatisation period as well.
302
Tabl
e 4.
15
Mai
n V
aria
ble:
PE
OPL
E D
IME
NSI
ON
(V3)
( It
em N
umbe
r V
3.31
to V
3.37)
(Pri
or to
Cor
pora
tisat
ion)
C
ode
Sub-
varia
bles
Sa
tisfa
ctio
n Sc
ore
Stat
istic
s All
0
20
40
50
60
80
100
Perc
Avg
SDC
V
V3.3
1 C
ompa
ny b
enef
its a
nd re
tirem
ent p
lans
No
23
84
125
48
27
68
0 37
5 43
22
52
%
6 22
33
13
7
18
0 10
0
V3.3
2 R
elat
ions
hip
with
col
leag
ues
No
23
3 54
71
80
13
410
37
5 59
22
37
%
6 1
14
19
21
36
3 10
0
V3.3
3 Se
nse
of te
amw
ork
No
36
63
102
20
12
105
37
375
51
30
59
%
10
17
27
5 3
28
10
100
V3.3
4 Su
perv
isor
kee
ps e
mpl
oyee
info
rmed
No
26
19
110
33
15
111
61
375
59
29
49
%
7 5
29
9 4
30
16
100
V3.3
5 Se
verit
y of
Sta
ff tu
rnov
er
No
56
36
128
128
27
0 0
375
37
18
49
%
15
10
34
34
7 0
0 10
0
V3.3
6 Pe
rfor
man
ce e
ffec
tiven
ess
No
25
1 12
38
75
17
252
37
5 69
24
35
%
7 0
3 10
20
46
14
10
0
V3.3
7 Sa
tisfa
ctio
n w
ith w
ork
and
resp
onsi
bilit
ies
No
29
9 8
53
111
114
51
375
64
26
40
%
82
2 14
3030
1410
0
Sour
ce: S
PSS
Out
Put
of P
rimar
y D
ata
303
Tabl
e 4.
16
Mai
n V
aria
ble:
PE
OPL
E D
IME
NSI
ON
(V3)
( It
em N
umbe
r V
3.31
to V
3.37)
(Pos
t-C
orpo
ratis
atio
n)
Cod
e Su
b-va
riabl
es
Sat
isfa
ctio
n Sc
ore
Stat
istic
s All
0
2040
50
6080
100
Perc
Avg
SDC
V
V3.3
1 C
ompa
ny b
enef
its a
nd re
tirem
ent p
lans
No
084
127
5129
840
375
47
21
44
%
022
34
148
220
100
V3.3
2 R
elat
ions
hip
with
col
leag
ues
No
03
55
7281
147
1737
5
64
17
27
%
01
15
1922
395
100
V3.3
3 Se
nse
of te
amw
ork
No
063
103
2012
109
6837
5
60
28
47
%
017
27
53
2918
100
V3.3
4 Su
perv
isor
kee
ps e
mpl
oyee
info
rmed
No
019
110
3315
114
8437
5
66
25
38
%
05
29
94
3022
100
V3.3
5 Se
verit
y of
Sta
ff tu
rnov
er
No
3337
132
138
341
037
5
40
16
40
%
910
35
379
00
100
V3.3
6 Pe
rfor
man
ce e
ffec
tiven
ess
No
01
12
3977
184
6237
5
75
17
22
%
00
3 10
2149
1710
0
V3.3
7 Sa
tisfa
ctio
n w
ith w
ork
and
resp
onsi
bilit
ies
No
09
8 53
115
119
7137
571
19
27
%
0
22
1431
3219
100
Sour
ce: S
PSS
Out
Put
of P
rimar
y D
ata
304
III. MAIN VARIABLE – TECHNOLOGICAL DIMENSION (V4)
The satisfaction level of employees belong to the BSNL are analysed by
taking into account the main variable Technological Dimension. In this case 10 sub-
variables identified for assessing the level of satisfaction of employees in the prior
and post-corporatisation are analysed in the paragraphs noted below:
1. Process used by the Firm
The process used by the firm is yet another variable used for knowing the
level of satisfaction of employees. The simple the process used, the more the level of
satisfaction of employees.
The opinions of employees on this sub-variable are depicted as item number
V4.1 of Table 4.17. The level of opinion at 40 per cent and less is marked by 70
respondents (19 per cent), whereas between 50 and 60 per cent levels are marked by
85 respondents (23 per cent) and 90 respondents (24 per cent) respectively. But 99
respondents (26 per cent) marked a level at 80 per cent and 31 respondents (8 per
cent) marked a very high level of cent per cent. The average score in this case is 59
per cent with a standard deviation of 24 per cent and a co-variance of 41. The mean
score reveals that the respondents viewed that they were satisfied with the process
used by DOT in the pre-corporatisation period.
The views of employees on this sub-variable is given as item number V4.1 of
Table 4.18. The level of opinion at 40 per cent and less is marked by 44 respondents
(12 per cent), whereas between 50 and 60 per cent levels are marked by 87
respondents (23 per cent) and 94 respondents (25 per cent) respectively. But a
majority, 106 respondents (28 per cent) marked a level at 80 per cent and 44
respondents (12 per cent) marked a very high level of cent per cent. The average score
305
in this case is 66 per cent with a standard deviation of 19 per cent and a co-variance
of 29. The mean score reveals that the respondents viewed that they are more
satisfied with the process used by the organisation in the post-corporatisation period
than before .
2. Research and Development Intensity
Next important variable considered for knowing the level of satisfaction of
employees is the research and development intensity. The research and development
is very important for enhancing the service facilities to the customers for improving
the present level of satisfaction.
The views of employees on this sub-variable are given as item number V4.2
of Table 4.17. The level of opinion at 40 per cent and less is marked by 38
respondents (10 per cent), whereas between 50 and 60 per cent levels are marked by
46 respondents (12 per cent) and 72 respondents (19 per cent) respectively. But a
large majority, 146 respondents (39 per cent) marked a level at 80 per cent and 73
respondents (19 per cent) marked a very high level of cent per cent. The average score
in this case is 69 per cent with a standard deviation of 27 per cent and a co-variance
of 39. The mean score reveals that the respondents viewed that the intensity of
research and development in the organisation was high during the pre-corporatisation
period.
The opinions of employees on this sub-variable are shown as item number
V4.2 of Table 4.18. The level of opinion at 40 per cent and less is marked by 8
respondents (2 per cent), whereas between 50 and 60 per cent levels are marked by
47 respondents (13 per cent) and 72 respondents (19 per cent) respectively. But a
large majority, 150 respondents (40 per cent) marked a level at 80 per cent and 98
306
respondents (26 per cent) marked a very high level of cent per cent. The average score
in this case is 77 per cent with a standard deviation of 18 per cent and a co-variance
of 23. The mean score reveals that the respondents opined that intensity of research
and development in the organisation is higher during the post-corporatisation
period.
3. Innovation Programmes
Programmes developed must be innovative. Then only there is attraction from
customers. So, what all programmes introduced by the competitor need to be
reviewed and similar / better programmes need to be introduced by the DOT too.
The opinions of employees on this sub-variable are presented as item
number V4.3 of Table 4.17. The level of opinion at 40 per cent and less is marked by
88 respondents (24 per cent), whereas between 50 and 60 per cent levels are
marked by 85 respondents (23 per cent) and 91 respondents (24 per cent)
respectively. But 80 respondents (21 per cent) marked a level at 80 per cent and 31
respondents (8 per cent) marked a very high level of cent per cent. The average score
in this case is 56 per cent with a standard deviation of 26 per cent and a co-variance
of 46. The mean score reveals that the programmes introduced by DOT were
innovative ones during the pre-corporatisation period.
The views of employees on this sub-variable are depicted as item number
V4.3 of Table 4.18. The level of opinion at 40 per cent and less is marked by 52
respondents (14 per cent), whereas between 50 and 60 per cent levels are marked by
86 respondents (23 per cent) and 98 respondents (26 per cent) respectively. But 82
respondents (22 per cent) marked a level at 80 per cent and 57 respondents (15 per
cent) marked a very high level of cent per cent. The average score in this case is 65
307
per cent with a standard deviation of 20 per cent and a co-variance of 32. The mean
score reveals that the programmes introduced by BSNL are innovative ones during the
post-corporatisation period as well.
4. Low Cost Technology
Another variable used for assessing the satisfaction level of employees is the
technology and its cost. The point to be remembered in the case of technology
application is the cost, because the firm usually implement a kind of technology in
which the cost of it is affordable.
The views of employees s on this sub-variable are given as item number
V4.4 of Table 4.17. The level of opinion at 40 per cent and less is marked by 70
respondents (18 per cent), whereas between 50 and 60 per cent levels are marked by
62 respondents (17 per cent) and 56 respondents (15 per cent) respectively. But a
large majority 120 respondents (32 per cent) marked a very high level at 80 per cent
and at 100 per cent by 67 respondents (18 per cent). The average score in this case is
64 per cent with a standard deviation of 29 per cent and a co-variance of 46. The
mean score reveals that the technology implemented was low cost during the pre-
corporatisation period.
The Opinions of employees on this sub-variable are shown as item number
V4.4 of Table 4.18. The level of opinion at 40 per cent and less is marked by 27
respondents (7 per cent), whereas between 50 and 60 per cent levels are marked by
63 respondents (17 per cent) and 57 respondents (15 per cent) respectively. But a
large majority of the respondents (123) (33 per cent) marked a level at 80 per cent
(33 per cent) and 105 respondents ( 28 per cent) marked a level at 100 per cent .
The average score in this case is 75 per cent with a standard deviation of 20 per cent
308
and a co-variance of 27. The mean score reveals that the technology in force is low
cost during the post-corporatisation period as well.
5. Adaptability
Adaptability is another point which affects the satisfaction level of employees.
The technology which is adaptable only be adopted because sometimes the
employees are not trained enough to use a technology which is new .
The views of employees on this sub-variable are given as item number V4.5
of Table 4.17. The level of opinion at 40 per cent and less is marked by 41
respondents (11 per cent), whereas between 50 and 60 per cent levels are marked by
58 respondents (15 per cent) and 110 respondents (29 per cent) respectively. But
131 respondents (35 per cent) marked a level at 80 per cent and 35 respondents (9
per cent) marked a very high level of cent per cent. The average score in this case is
64 per cent with a standard deviation of 23 per cent and a co-variance of 36. The
mean score reveals that the DOT had the capacity of adaptability during the pre-
corporatisation period.
The opinions of employees on this sub-variable are depicted as item number
V4.5 of Table 4.18. The level of opinion at 40 per cent and less is marked by 20
respondents (5 per cent), whereas between 50 and 60 per cent levels are marked by
61 respondents (16 per cent) and 115 respondents (31 per cent) respectively. But 138
respondents (37 per cent) marked a level at 80 per cent and 41 respondents (11 per
cent) marked a very high level of cent per cent. The average score in this case is 69
per cent with a standard deviation of 17 per cent and a co-variance of 25. The mean
score reveals that the BSNL has the capacity to adapt the technology of the M NCs
during the post-corporatisation period.
309
6. Compatibility
Compatibility is yet another variable examined for knowing the level of
satisfaction of employees in the organisation. The opinions of employees on this sub-
variable are shown as item number V4.6 of Table 4.17. The level of opinion at 40
per cent and less is marked by 173 respondents (47 per cent), whereas between 50
and 60 per cent levels are marked by 77 respondents (21 per cent) and 46
respondents (12 per cent) respectively. But 64 respondents (17 per cent) marked a
level at 80 per cent and 15 respondents (4 per cent) marked a very high level of cent
per cent. The average score in this case is 48 per cent with a standard deviation of 24
per cent and a co-variance of 49. The mean score reveals that the compatibility of
DOT was not so satisfactory during the pre-corporatisation period.
The opinions of employees on this sub-variable are given as item number
V4.6 of Table 4.18. The level of opinion at 40 per cent and less is marked by 159
respondents (43 per cent), whereas between 50 and 60 per cent levels are marked by
79 respondents (21 per cent) and 48 respondents (13 per cent) respectively. But 69
respondents (18 per cent) marked a level at 80 per cent and 20 respondents (5 per
cent) marked a very high level of cent per cent. The average score in this case is 52
per cent with a standard deviation of 22 per cent and a co-variance of 42. The mean
score reveals that the BSNL now has the power of compatibility in the post-
corporatisation period.
7. Specialisation in Job There are employees of both specialised and not specialised in certain fields.
Specialisation is important for improving their level of knowledge in effective
performance of the tasks assigned to them.
310
The views of employees on this sub-variable are presented as item number
V4.7 of Table 4.17. The level of opinion at 40 per cent and less is marked by 121
respondents (32 per cent), whereas between 50 and 60 per cent levels are marked by
88 respondents (23 per cent) and 119 respondents (32 per cent) respectively. But 34
respondents (9 per cent) marked a level at 80 per cent and 13 respondents (3 per
cent) marked a very high level of cent per cent. The average score in this case is 50
per cent with a standard deviation of 22 per cent and a co-variance of 43. The mean
score reveals that the programmes introduced by DOT increased the specialisation in
job in the pre-corporatisation period.
The opinion of employee on this sub-variable is shown as item number
V4.7 of able 4.18. The level of opinion at 40 per cent and less is marked by 101
respondents (27 per cent), whereas between 50 and 60 per cent levels are marked by
90 respondents (24 per cent) and 127 respondents (34 per cent) respectively. But 37
respondents (10 per cent) marked a level at 80 per cent and 20 respondents (5 per
cent) marked a very high level of cent per cent. The average score in this case is 55
per cent with a standard deviation of 18 per cent and a co-variance of 33. The mean
score reveals that the programmes introduced by BSNL increase the specialisation in
jobs in the post-corporatisation period as well.
8. Enjoyment in Working
A satisfied worker means those who are enjoying the work and the work
environment. For that the employer should provide proper environment and working
conditions so that the workers do their job by enjoying the work.
The views of employees on this sub-variable is shown as item number
V4.8 of Table 4.17. The level of opinion at 40 per cent and less is marked by 98
311
respondents (27 per cent), whereas between 50 and 60 per cent levels are marked by
93 respondents (25 per cent) and 97 respondents (26 per cent) respectively. But 73
respondents (19 per cent) marked a level at 80 per cent and 14 respondents (4 per
cent) marked a very high level of cent per cent. The average score in this case is 54
per cent with a standard deviation of 23 per cent and a co-variance of 43. The mean
score reveals that the employees had been enjoying their job during the pre-
corporatisation period.
The opinion of employee on this sub-variable is given as item number V4.8
of Table 4.18. The level of opinion at 40 per cent and less is marked by 71
respondents (19 per cent), whereas between 50 and 60 per cent levels are marked by
96 respondents (26 per cent) and 101 respondents (27 per cent) respectively. But 75
respondents (20 per cent) marked a level at 80 per cent and 32 respondents (9 per
cent) marked a very high level of cent per cent. The average score in this case is 60
per cent with a standard deviation of 20 per cent and a co-variance of 33. The mean
score reveals that the employees are enjoying the job in the post-corporatisation
period as well.
9. Reliability on Subscribers’ Interests
In every case customers depend on the employees of the organisation for
various uses. The employees also act according to the specifications of the customer.
In this case customers interest consideration is the prime criterion as far as employees
are concerned .
The views of employees on this sub-variable are presented as item number
V4.9 of Table 4.17. The level of opinion at 40 per cent and less is marked by 93
respondents (25 per cent), whereas between 50 and 60 per cent levels are marked by
312
93 respondents (25 per cent) and 98 respondents (26 per cent) respectively. But 72
respondents (19 per cent) marked a level at 80 per cent and 19 respondents (5 per
cent) marked a very high level of cent per cent. The average score in this case is 54
per cent with a standard deviation of 24 per cent and a co-variance of 45. The mean
score reveals that the employees worked on reliability on subscribers’ interest in the
pre-corporatisation period.
The opinions of employees on this sub-variable are depicted as item number
V4.9 of Table 4.18. The level of opinion at 40 per cent and less is marked by 62
respondents (17 per cent), whereas between 50 and 60 per cent levels are marked by
95 respondents (25 per cent) and 101 respondents (27 per cent) respectively. But 81
respondents (22 per cent) marked a level at 80 per cent and 36 respondents (10 per
cent) marked a very high level of cent per cent. The average score in this case is 61
per cent with a standard deviation of 20 per cent and a co-variance of 33. The mean
score reveals that the workers engage tasks based on the reliability on subscribers’
interest in the post-corporatisation period as well.
10. Professional Competence
The satisfaction of employees basically depends on performance of tasks in an
efficient manner for satisfying both customers and the owners. It is made possible
only when they are professionally competent to perform the task.
The views of employees on this sub-variable is given as item number
V4.10 of Table 4.17. The level of opinion at 40 per cent and less is marked by 40
respondents (10 per cent), whereas between 50 and 60 per cent levels are marked by
55 respondents (15 per cent) and 113 respondents (30 per cent) respectively. But
148 respondents (39 per cent) marked a level at 80 per cent and 19 respondents (5
313
per cent) marked a very high level of cent per cent. The average score in this case is
63 per cent with a standard deviation of 23 per cent and a co-variance of 46. The
mean score reveals that the employees were professionally competent in the pre-
corporatisation period.
The opinions of employees on this sub-variable are shown as item number
V4.10 of Table 4.18. The level of opinion at 40 per cent and less is marked by 12
respondents (3 per cent). And none of them recorded a level at 20 per cent and less,
whereas between 50 and 60 per cent is marked by 56 respondents (15 per cent) and
114 respondents (30 per cent) respectively. But 153 respondents (41 per cent)
marked a level at 80 per cent and 40 respondents (11 per cent) marked a very high
level of cent per cent. The average score in this case is 70 per cent with a standard
deviation of 16 per cent and a co-variance of 23. The mean score reveals that the
employees of BSNL are professionally competent to do the task in the post-
corporatisation period as well.
314
Tabl
e 4.
17
Mai
n V
aria
ble:
TE
CH
NO
LO
GIC
AL
DIM
EN
SIO
N (
V4)
( It
em N
umbe
r V
4.1 t
o V
4.10)
(Pri
or to
Cor
pora
tisat
ion)
Cod
e Su
b-va
riabl
es
Sat
isfa
ctio
n Sc
ore
Stat
istic
s All
0
2040
50
60
8010
0Pe
rc
Avg
SD
C
V
V4.1
Pr
oces
s use
d by
the
Firm
N
o 29
338
85
90
9931
375
59
24
41
%
81
10
23
2426
810
0
V4.2
R
esea
rch
and
deve
lopm
ent i
nten
sity
N
o 32
15
46
7214
673
375
69
27
39
%
90
1 12
19
3919
100
V4.3
In
nova
tion
prog
ram
mes
N
o 36
1042
85
91
8031
375
56
26
46
%
103
11
23
2421
810
0
V4.4
Lo
w c
ost t
echn
olog
y N
o 43
126
62
56
120
6737
564
29
46
%
11
07
17
1532
1810
0
V4.5
A
dapt
abili
ty
No
234
14
58
110
131
3537
564
23
36
%
6
14
15
2935
910
0
V4.6
C
ompa
tibili
ty
No
2255
96
77
4664
1537
548
24
49
%
6
1526
21
12
174
100
V4.7
Sp
ecia
lisat
ion
in jo
b N
o 30
1873
88
11
934
1337
550
22
43
%
8
519
23
32
93
100
V4.8
En
joym
ent i
n w
orki
ng
No
3017
51
93
9773
1437
554
23
43
%
8
514
25
26
194
100
V4.9
R
elia
bilit
y on
subs
crib
ers’
inte
rest
s N
o 33
2238
93
98
7219
375
54
24
45
%
96
10
25
2619
510
0
V4.1
0 Pr
ofes
sion
al c
ompe
tenc
e N
o 28
012
55
11
314
819
375
63
23
36
%
70
3 15
30
395
100
Sour
ce: S
PSS
Out
Put
of P
rimar
y D
ata
315
Tabl
e 4.
18
Mai
n V
aria
ble:
TE
CH
NO
LO
GIC
AL
DIM
EN
SIO
N (
V4)
( It
em N
umbe
r V
4.1 t
o V
4.10)
(Pos
t-C
orpo
ratis
atio
n )
Cod
e Su
b-va
riabl
es
Sat
isfa
ctio
n Sc
ore
Stat
istic
s All
0
2040
50
6080
100
Perc
Avg
SD
CV
V4.1
Pr
oces
s use
d by
the
Firm
N
o 0
341
87
9410
644
375
66
19
29
%
01
11
2325
2812
100
V4.2
R
esea
rch
and
deve
lopm
ent i
nten
sity
N
o 0
17
4772
150
9837
577
18
23
%
0
02
1319
4026
100
V4.3
In
nova
tion
prog
ram
mes
N
o 0
1042
86
9882
5737
565
20
32
%
0
311
23
2622
1510
0
V4.4
Lo
w c
ost t
echn
olog
y N
o 0
126
63
5712
310
537
575
20
27
%
0
07
1715
3328
100
V4.5
A
dapt
abili
ty
No
04
16
6111
513
841
375
69
17
25
%
01
4 16
3137
1110
0
V4.6
C
ompa
tibili
ty
No
059
100
7948
6920
375
52
22
42
%
016
27
2113
185
100
V4.7
Sp
ecia
lisat
ion
in jo
b N
o 4
1978
90
127
3720
375
55
18
33
%
15
21
2434
105
100
V4.8
En
joym
ent i
n w
orki
ng
No
118
52
9610
175
3237
560
20
33
%
0
514
26
2720
910
0
V4.9
R
elia
bilit
y on
subs
crib
ers’
inte
rest
s N
o 0
2240
95
101
8136
375
61
20
33
%
06
11
2527
2210
100
V4.1
0 Pr
ofes
sion
al c
ompe
tenc
e N
o 0
012
56
114
153
4037
570
16
23
%
0
03
1530
4111
100
Sour
ce: S
PSS
Out
Put
of P
rimar
y D
ata
316
IV. MAIN VARIABLE – PLANNING AND MANAGEMENT
DIMENSION (V5)
The satisfaction level of employees belongs to the BSNL are analysed by
taking into account the planning and management dimension. In this case 11 sub-
variables are identified for assessing the level of satisfaction of employees of the
organisation in the prior and post-corporatisation period which are analysed in the
foregoing paragraphs:
1. Long Term Objectives
Every organisation fix in advance the objectives to be fulfilled. The task of
achieving the objectives is vested with the performance of the employees. They
perform well when they are satisfied with the long term objectives set by the
organisation.
The opinion of employees on long term objectives in the pre-corporatisation
era is depicted as item number V5.1 of Table 4.19. 63 respondents (18 per cent)
marked level of opinion at 40 per cent and less, whereas between 50 and 60 per cent
levels are marked by 90 respondents (24 per cent) and 69 respondents (18 per cent)
respectively. Majority of the respondents, 122 respondents (33 per cent) marked a
level at 80 per cent and 31 respondents (8 per cent) marked a very high level of
cent per cent. The average score in this case is 61 per cent with a standard deviation
of 24 per cent and a co-variance of 39. The mean score reveals that the DOT had
fixed the long term objectives in a satisfactory manner in the pre-corporatisation
period.
The views of employees on long term objectives in the post-corporatisation
era are shown as item number V5.1 of Table 4.20. 44 respondents (12 per cent)
317
marked level of opinion at 40 per cent and less, whereas between 50 and 60 per cent
is marked by 100 respondents (27 per cent) and 71 respondents (19 per cent)
respectively. Majority of the respondents, 126 respondents (34 per cent) marked a
level at 80 per cent and 34 respondents (9 per cent) marked a very high level of cent
per cent. The average score in this case is 65 per cent with a standard deviation of 19
per cent and a co-variance of 29. The mean score reveals that long term objectives of
BSNL are in a satisfactory manner in the post-corporatisation period.
2. Action Plans
Another important variable examined is the action plan. The employees
satisfaction depends on the action plans of the organisation. The opinions of
employees on action plans of the company in the pre-corporatisation era are
presented as item number V5.2 of Table 4.19. 157 respondents (42 per cent) marked
level of opinion at 40 per cent and less, whereas between 50 and 60 per cent levels
are marked by 27 respondents (7 per cent) and none of them marked a level at 60 per
cent. Majority of the respondents, 141 respondents (38 per cent) marked a level at
80 per cent and 50 respondents (13 per cent) marked a very high level of cent per
cent. The average score in this case is 58 per cent with a standard deviation of 31 per
cent and a co-variance of 53. The mean score reveals that the organisation had action
plans in the pre-corporatisation period.
The opinions of employees on action plans in the post-corporatisation era
are presented as item number V5.2 of Table 4.20. 131 respondents (35 per cent)
marked level of opinion at 40 per cent and less, whereas between 50 and 60 per cent
levels are marked by 28 respondents (7 per cent) and none of them marked a level at
60 per cent. Majority of the respondents, 143 respondents (38 per cent) marked a
level at 80 per cent and 73 respondents (19 per cent) marked a very high level of
318
cent per cent. The average score in this case is 65 per cent with a standard deviation
of 27 per cent and a co-variance of 42. The mean score reveals that they have action
plans in the post-corporatisation period.
3. Short term Objectives
The objectives, both short term and long term, are considered by the employees of
the organisation. The short term objectives are appreciable when they are satisfied
with those objectives. The views of employees on short term objectives during the
pre-corporatisation era are presented as item number V5.3 of Table 4.19. 46
respondents (13 per cent) marked level of opinion at 40 per cent and less, whereas
between 50 and 60 per cent levels are marked by 57 respondents (15per cent) and 121
respondents (32 per cent). Majority of the respondents, 131 respondents (35 per cent)
marked a level at 80 per cent and 20 respondents (5 per cent) marked a very high
level of cent per cent. The average score in this case is 62 per cent with a standard
deviation of 23 per cent and a co-variance of 37. The mean score reveals that the
DOT had fair short term objectives in the pre-corporatisation period.
The views of employees on short term objectives in the post-corporatisation
era are presented as item number V5.3 of Table 4.20. 20 respondents (6 per cent)
marked level of opinion at 40 per cent and less, whereas between 50 and 60 per cent
levels are marked by 57 respondents (15 per cent) and 122 respondents (33 per cent)
respectively. Majority of the respondents, 136 respondents (36 per cent) marked a
level at 80 per cent and 40 respondents (11 per cent) marked a very high level of
cent per cent. The average score in this case is 69 per cent with a standard deviation
of 17 per cent and a co-variance of 25. This high mean score reveals that short term
objectives of BSNL are more appreciable in the post-corporatisation period.
319
4. External Environmental Sensitivity
The company’s sensitivity in analysing the environment for survival and
growth is an important variable considered for evaluating the satisfaction level of
employees.
The opinion of employees on External Environmental Sensitivity during the
pre-corporatisation era is presented as item number V5.4 of Table 4.19. 44
respondents (11 per cent) marked level of opinion at 40 per cent and less, whereas
between 50 and 60 per cent levels are marked by 62 respondents (17per cent) and 128
respondents (34 per cent) respectively. Majority of the respondents, 114 respondents
(30 per cent) marked a level at 80 per cent and 27 respondents (7 per cent) marked a
very high level of cent per cent. The average score in this case is 62 per cent with a
standard deviation of 24 per cent and a co-variance of 38. The mean score reveals that
there existed the system of external environmental sensitivity in the pre-
corporatisation period.
The opinion of employees on external environmental sensitivity in the post-
corporatisation era is given as item number V5.4 of Table 4.20. 14 respondents (3
per cent) marked level of opinion at 40 per cent and less, whereas between 50 and
60 per cent levels are marked by 63 respondents (17 per cent) and 130 respondents
(35 per cent). Majority of the respondents, 118 respondents (31 per cent) marked a
level at 80 per cent and 50 respondents (13 per cent) marked a very high level of
cent per cent. The average score in this case is 69 per cent with a standard deviation
of 17 per cent and a co-variance of 25. This high mean score reveals that there exists
external environmental sensitivity in the post-corporatisation period also.
320
5. Planning Flexibility
The next important variable, taken for knowing the level of satisfaction of
employees is the planning flexibility. The concern should prepare the plans not in a
rigid manner, it must be flexible enough to account for the changes occur from time to
time.
The opinions of employees on planning flexibility during the pre-
corporatisation era are shown as item number V5.5 of Table 4.19. 203 respondents
(54 per cent) marked level of opinion at 40 per cent and less, whereas between 50
and 60 per cent levels are marked by 40 respondents (11per cent) and 71 respondents
(19 per cent). 45 respondents (12 per cent) marked a level at 80 per cent and 16
respondents (4 per cent) marked a very high level of cent per cent. The average score
in this case is 44 per cent with a standard deviation of 24 per cent and a co-variance
of 54. The mean score reveals that there had been no planning flexibility in DOT in
the pre-corporatisation period.
The opinions of employees on planning flexibility in the post-corporatisation
era are presented as item number V5.5 of Table 4.20. 180 respondents (48 per cent)
marked level of opinion at 40 per cent and less, whereas between 50 and 60 per cent
levels are marked by 40 respondents (11 per cent) and 72 respondents (19 per cent).
55 respondents (15 per cent) marked a level at 80 per cent and 28 respondents (7
per cent) marked a very high level of cent per cent. The average score in this case is
51 per cent with a standard deviation of 24 per cent and a co-variance of 47. This
high mean score reveals that there is planning flexibility in the post-corporatisation
period than before.
321
6. Quantum of Employees’ Input in Decision Making
Decision making is usually done by the top level authorities. But there are
instances where employees in the organisation are also involved in the process of
decision making. In any case such an opportunity is being given, the employees’
level of satisfaction becomes more.
The opinions of employees on the quantum of employees’ input in decision
making are presented as item number V5.6 of Table 4.19. 38 respondents (10 per
cent) marked level of opinion at 40 per cent and less, whereas between 50 and 60 per
cent levels are marked by 51 respondents (14 per cent) and 120 respondents (32 per
cent). Majority of the respondents, 116 respondents (31 per cent) marked a level at
80 per cent and 50 respondents (13per cent) marked a very high level of cent per cent.
The average score in this case is 65 per cent with a standard deviation of 25 per cent
and a co-variance of 38. The mean score reveals that the quantum of employees’
input in decision making was very high in the pre-corporatisation period.
The views of employees on Quantum of employees’ input in decision making
during the post-corporatisation era are presented as item number V5.6 of Table
4.20. The level of opinion at 40 per cent and less is marked by only 11 respondents
(3 per cent), whereas between 50 and 60 per cent levels are marked by 51 respondents
(14 per cent) and 121 respondents (32 per cent). Majority of the respondents, 117
respondents (31 per cent) marked a level at 80 per cent and 75 respondents (20 per
cent) marked a very high level of cent per cent. The average score in this case is 72
per cent with a standard deviation of 18 per cent and a co-variance of 25. A very
high mean score gives a clear picture that in the decision making process the
employees are given due share in the post-corporatisation period.
322
7. Pay Parity
Next important variable which determine the level of satisfaction of employees is
the parity in their pay scales. The same pay for same level of activity is appreciable
but certain instances reveal that there exists different pay scale for same level of
employment . This worsen the employees’ satisfaction. The case of DOT and BSNL
are examined.
The views of employees on this sub-variable are presented as item number
V5.7 of Table 4.19. 66 respondents (18 per cent) marked level of opinion at 40 per
cent and less, whereas between 50 and 60 per cent levels are marked by 67
respondents (18 per cent) and 111 respondents (30 per cent). Majority of the
respondents, 127 respondents (34 per cent) marked a level at 80 per cent and only 4
respondents (1 per cent) marked a very high level of cent per cent. The average score
in this case is 59 per cent with a standard deviation of 22 per cent and a co-variance
of 38. The mean score reveals that the pay parity was appreciable in the pre-
corporatisation period.
The opinion of employees on this sub-variable is shown as item number V5.7
of Table 4.20. Only 36 respondents (10 per cent) marked level of opinion at 40 per
cent and less, whereas between 50 and 60 per cent levels are marked by 67
respondents (18 per cent) and 111 respondents (30 per cent). Majority of the
respondents, 145 respondents (39 per cent) marked a level at 80 per cent and 16
respondents (4 per cent) marked a very high level of cent per cent. The average score
in this case is 66 per cent with a standard deviation of 16 per cent and a co-variance
of 25. A very high mean score gives a clear picture that the pay parity is appreciable
in the post-corporatisation period also.
323
8. Working Relationship
The relationship among employees and with their superiors in the organisation
is important for increasing the level of satisfaction of employees. The type of
relationship exists among them and with their superiors in DOT and BSNL are
examined.
The views of employees on the sub-variable are presented as item number
V5.8 of Table 4.19. 176 respondents (47 per cent) marked level of opinion at 40 per
cent and less, whereas between 50 and 60 per cent levels are marked by 36
respondents (10 per cent) and 15 respondents (4 per cent). Majority of the
respondents, 131 respondents (35 per cent) marked a level at 80 per cent and 17
respondents (5 per cent) marked a very high level of cent per cent. The average score
in this case is 51 per cent with a standard deviation of 30 per cent and a co-variance
of 59. The mean score reveals that there existed working relationship in the
organisation during the pre-corporatisation period.
The opinion of employees on this sub-variable is depicted as item number
V5.8 of Table 4.20. The level of opinion at 40 per cent and less is marked by 134
respondents (36 per cent), whereas between 50 and 60 per cent levels are marked by
36 respondents (10 per cent) and 15 respondents (4 per cent) respectively. Majority
of the respondents, 145 respondents (39 per cent) marked a level at 80 per cent and
45 respondents (12 per cent) marked a very high level of cent per cent. The average
score in this case is 61 per cent with a standard deviation of 27 per cent and a co-
variance of 43. This mean score gives a clear picture that there is proper working
relationship in the post-corporatisation period.
324
9. Sense of Common Purpose
The workers must think for attainment of a common purpose those who are
working with a sense of common purpose increase the level of satisfaction of
employees . The opinions of employees on the sub-variable is presented as item
number V5.9 of Table 4.19. 196 respondents (52 per cent) marked level of opinion at
40 per cent and less, whereas between 50 and 60 per cent levels are marked by 41
respondents (11 per cent) and 93 respondents (25per cent). 38 respondents (10 per
cent) marked a level at 80 per cent and 7 respondents (2 per cent) marked a very
high level of cent per cent. The average score in this case is 45 per cent with a
standard deviation of 22 per cent and a co-variance of 48. The mean score reveals
that the sense of common purpose was very less during the pre-corporatisation
period.
The views of employees on this sub-variable are given as item number V5.9
of Table 4.20. 172 respondents (46 per cent) marked level of opinion at 40 per cent
and less, whereas between 50 and 60 per cent levels are marked by 41 respondents (11
per cent) and 95 respondents (25 per cent) respectively. 44 respondents (12 per cent)
marked a level at 80 per cent and 23 respondents (6 per cent) marked a very high
level of cent per cent. The average score in this case is 51 per cent with a standard
deviation of 21 per cent and a co-variance of 42. This mean score gives a clear
picture that there is a sense of common purpose in the post-corporatisation period
than before.
10. Caring
The employees think about the attitude of management for caring them. In any
case the owners’ and managers’ caring attitude increases the level of satisfaction and
develop a sense of confidence on the employees.
325
The views of employees on the sub-variable are presented as item number
V5.10 of Table 4.19. 294 respondents (78 per cent) marked level of opinion at 40 per
cent and less, whereas between 50 and 60 per cent levels are marked by 39
respondents (10 per cent) and 32 respondents (9 per cent). None of them recorded a
level at 80 per cent and only 10 respondents (3 per cent) marked a level at cent per
cent. The average score in this case is 33 per cent with a standard deviation of 20 per
cent and a co-variance of 61. The mean score reveals that there was no caring
attitude in the pre-corporatisation period.
The opinions of employees on this sub-variable are given as item number
V5.10 of Table 4.20. The marked level of opinion at 40 per cent and less by 265
respondents (71 per cent), whereas between 50 and 60 per cent levels are marked by
40 respondents (11 per cent) and 32 respondents (9 per cent). None of them recorded
a level at 80 per cent and 38 respondents (10 per cent) marked a very high level of
cent per cent. The average score in this case is 40 per cent with a standard deviation
of 24 per cent and a co-variance of 60. This mean score gives a clear picture that
there is no caring attitude in the post-corporatisation period.
11. Transparency in Pricing Policies
Now in the era of globalisation, the emphasis is on the transparency in
dealings. It is not an exception in BSNL also. In respect of fixing of prices, the
policies must be transparent in nature.
The views of employees on the sub-variable is given as item number V5.11
of Table 4.19. 27 respondents (7 per cent) marked level of opinion at 40 per cent and
less, whereas between 50 and 60 per cent levels are marked by 45 respondents (12
per cent) and 118 respondents (31per cent). Majority of the respondents, 183
326
respondents (49 per cent) marked a level at 80 per cent and 2 respondents (1 per
cent) marked a very high level of cent per cent. The average score in this case is 65
per cent with a standard deviation of 20 per cent and a co-variance of 32. The mean
score reveals that there was high transparency in pricing policies during the pre-
corporatisation period of DOT.
The opinions of employees on the sub-variable are given as item number
V5.11 of Table 4.20. 5 respondents (1 per cent) marked level of opinion at 40 per cent
and less, whereas between 50 and 60 per cent levels are marked by 47 respondents
(13 per cent) and 120 respondents (32 per cent). Majority of the respondents, 199
respondents (53 per cent) marked a level at 80 per cent and 4 respondents (1 per
cent) marked a very high level of cent per cent. The average score in this case is 70
per cent with a standard deviation of 13 per cent and a co-variance of 18. A very
high mean shows that there is high transparency in pricing policies during the post-
corporatisation period.
327
Tabl
e 4.
19
Mai
n V
aria
ble:
Pla
nnin
g an
d M
anag
emen
t Dim
ensi
on (V
5) ( I
tem
Num
ber
V5.1
to
V5.1
1) (P
rior
to C
orpo
ratis
atio
n)
Cod
e Su
b-va
riabl
es
Sat
isfa
ctio
n Sc
ore
Stat
istic
s All
0
20
4050
6080
100
Perc
Avg
SD
CV
V5.1
Lo
ng te
rm o
bjec
tives
N
o 21
10
3290
6912
231
375
61
24
39
%
63
924
1833
810
0
V5.2
A
ctio
n Pl
ans
No
3049
78
270
141
5037
558
31
53
%
8
13
217
038
1310
0
V5.3
Sh
ort t
erm
obj
ectiv
es
No
266
1457
121
131
2037
562
23
37
%
7
2 4
1532
355
100
V5.4
Ex
tern
al e
nviro
nmen
tal s
ensi
tivity
N
o 30
1 13
6212
811
427
375
62
24
38
%
80
317
3430
710
0
V5.5
Pl
anni
ng fl
exib
ility
N
o 24
83
9640
7145
1637
545
24
54
%
6
22
2611
1912
410
0
V5.6
Q
uant
um o
f em
ploy
ees’
inpu
t in
deci
sion
mak
ing
No
272
951
120
116
5037
565
25
38
%
7
1 2
1432
3113
100
V5.7
Pa
y pa
rity
No
303
3367
111
127
437
559
22
38
%
8
1 9
1830
341
100
V5.8
W
orki
ng re
latio
nshi
p N
o 57
29
9036
1513
117
375
51
30
59
%
158
2410
435
510
0
V5.9
Se
nse
of c
omm
on p
urpo
se
No
2461
11
141
9338
737
545
22
48
%
6
16
3011
2510
210
0
V5.1
0 C
arin
g N
o 39
140
115
3932
010
375
33
20
61
%
1037
31
109
03
100
V5.1
1 Tr
ansp
aren
cy in
pric
ing
polic
ies
No
230
445
118
183
237
565
20
32
%
6
0 1
1231
491
100
S
ourc
e: S
PSS
Out
Put
of P
rimar
y D
ata
328
T
able
4.2
0 M
ain
Var
iabl
e: P
LA
NN
ING
AN
D M
AN
AG
EM
EN
T D
IME
NSI
ON
(V5)
( Ite
m N
umbe
r V
5.1 t
o V
5.11)
(Pos
t-C
orpo
ratis
atio
n )
Cod
e Su
b-va
riabl
es
Sat
isfa
ctio
n Sc
ore
Stat
istic
s All
0
20
4050
6080
100
Perc
A
vgSD
C
V
V5.1
Lo
ng te
rm o
bjec
tives
N
o 0
10
3410
071
126
3437
565
19
29
%
0
3 9
2719
349
100
V5.2
A
ctio
n Pl
ans
No
052
79
280
143
7337
565
27
42
%
0
14
217
038
1910
0
V5.3
Sh
ort t
erm
obj
ectiv
es
No
06
1457
122
136
4037
569
17
25
%
0
2 4
1533
3611
100
V5.4
Ex
tern
al e
nviro
nmen
tal s
ensi
tivity
N
o 0
1 13
6313
011
850
375
69
17
25
%
00
317
3531
1310
0
V5.5
Pl
anni
ng fl
exib
ility
N
o 0
84
9640
7255
2837
551
24
47
%
0
22
2611
1915
710
0
V5.6
Q
uant
um o
f em
ploy
ees’
inpu
t in
deci
sion
mak
ing
No
02
951
121
117
7537
572
18
25
%
0
1 2
1432
3120
100
V5.7
Pa
y pa
rity
No
03
3367
111
145
1637
566
16
25
%
0
1 9
1830
394
100
V5.8
W
orki
ng re
latio
nshi
p N
o 14
29
9136
1514
545
375
61
27
43
%
48
2410
439
1210
0
V5.9
Se
nse
of c
omm
on p
urpo
se
No
061
11
141
9544
2337
551
21
42
%
0
16
3011
2512
610
0
V5.1
0 C
arin
g N
o 8
141
116
4032
038
375
40
24
60
%
238
31
119
010
100
V5.1
1 Tr
ansp
aren
cy in
pric
ing
polic
ies
No
00
547
120
199
437
570
13
18
%
0
0 1
1332
531
100
So
urce
: SPS
S O
ut P
ut o
f Prim
ary
Dat
a
329
V. MAIN VARIABLE – OPERATIONAL DIMENSION (V6)
The satisfaction level of employees belong to the BSNL is analysed by
taking into account the dimension of the operations. In this case 6 sub-variables are
identified for assessing the level of satisfaction of employees in the prior and post-
corporatisation period which are analysed in the foregoing paragraphs:
1. Profit Growth
The employees are satisfied with the profit position of the organisation. The
creditor growth in profit goes to the efforts of the employees. So they are more
satisfied with the growth in profit. The views of employees on profit growth in the
pre-corporatisation era are depicted as item number V6.1 of Table 4.21. 35
respondents (9 per cent) marked level of opinion at 40 per cent and less, whereas
between 50 and 60 per cent levels are marked by 90 respondents (24 per cent) and
113 respondents (30 per cent) respectively. Majority of the respondents, 105
respondents (28 per cent) marked a level at 80 per cent and 32 respondents (9 per
cent) marked at cent per cent. The average score in this case is 65 per cent with a
standard deviation of 17 per cent and a co-variance of 27. The mean score reveals
that there was profit growth in the pre corporatization period.
The views of employees on profit growth in the post-corporatisation era are
shown as item number V6.1 of Table 4.22. 63 respondents (16 per cent) marked
level of opinion at 40 per cent and less, whereas between 50 and 60 per cent levels
are marked by 90 respondents (24 per cent) and 108 respondents (29 per cent)
respectively. Majority of the respondents, 114 respondents (30 per cent) marked a
level at 80 per cent and above. The average score in this case is 58 per cent with a
330
standard deviation of 23 per cent and a co-variance of 39. The mean score reveals
that there is profit growth in the post-corporatisation period.
2. Sales Revenue
The sales is the most important revenue item of every organisation. The
profitability of the organisation purely depends on the revenue generation ability of
the firm. This is made possible because of the effort of the employees to satisfy the
subscribers.
The opinions of employees on sales revenue in the pre-corporatisation era are
given as item number V6.2 of Table 4.21. 59 respondents (16 per cent) marked
level of opinion at 40 per cent and less, whereas between 50 and 60 per cent levels
are marked by 48 respondents (13 per cent) and 110 respondents (29 per cent)
respectively. Majority of the respondents, 118 respondents (31 per cent) marked a
level at 80 per cent and 40 respondents (11 per cent) marked a level at cent per cent.
The average score in this case is 62 per cent with a standard deviation of 26 per cent
and a co-variance of 42. The mean score reveals that there was sales revenue in the
pre-corporatisation period.
The opinions of employees on sales revenue in the post-corporatisation era
are given as item number V6.2 of Table 4.22. 24 respondents (7 per cent) marked
level of opinion at 40 per cent and less, whereas between 50 and 60 per cent levels are
marked by 49 respondents (13 per cent) and 116 respondents (31 per cent)
respectively. Majority of the respondents, 131 respondents (35 per cent) marked a
level at 80 per cent and 55 respondents (15per cent) marked a level at cent per cent.
The average score in this case is 70 per cent with a standard deviation of 18 per cent
331
and a co-variance of 25. The mean score reveals that there is high sales revenue in
the post-corporatisation period.
3. Financial Strength
Finance is important for pooling all resources needed by the firm. To meet all
obligations of the creditors in the short and in the long run, finance is adequate. It
also enables them to meet the obligations of the employees fully.
The opinions of respondents on the financial strength in the pre-
corporatisation era are depicted as item number V6.3 of Table 4.21. 68 respondents
(19 per cent) marked level of opinion at 40 per cent and less, whereas between 50
and 60 per cent levels are marked by 81 respondents (22 per cent) and 138
respondents (37 per cent) respectively. Only 88 respondents (24 per cent) marked a
level at 80 per cent and above. The average score in this case is 54 per cent with a
standard deviation of 23 per cent and a co-variance of 43. The mean score reveals
that the company was in good financial strength during the pre-corporatisation
period.
The opinions of employees on financial strength in the post-corporatisation
era are shown as item number V6.3 of Table 4.22. The level of opinion at 40 per
cent and less is marked by 33 respondents (9 per cent), whereas between 50 and 60
per cent levels are marked by 84 respondents (22 per cent) and 149 respondents (40
per cent) respectively. Majority of the respondents, 104 respondents (28 per cent)
marked a level at 80 per cent and 5 respondents (1 per cent) marked a level at cent
per cent. The average score in this case is 61 per cent with a standard deviation of
16 per cent and a co-variance of 27. The mean score reveals that there is adequate
financial strength during the post-corporatisation period.
332
4. Operating Efficiency
Another important variable taken for evaluating the level of satisfaction of
employees in the organisation is the operating efficiency. In most of the public Sector
undertakings they are not able to avail the full operational possibilities. The case of
DOT and BSNL are looked into by collecting the opinions of employees .
The opinions of employees on operating efficiency in the pre corporatization
period are enquired into and the collected views are presented as item number V6.4 of
Table 4.21. 84 respondents (23 per cent) marked level of opinion at 40 per cent and
less, whereas between 50 and 60 per cent levels are marked by 67 respondents (18
per cent) and 104 respondents (28 per cent) respectively, whereas 99 respondents
(26 per cent) marked a level at 80 per cent and 21 respondents (6 per cent)
marked a level at cent per cent. The average score in this case is 55 per cent with a
standard deviation of 28 per cent and a co-variance of 52. The mean score reveals
that there was operating efficiency in the pre-corporatisation period.
The opinions of employees on operating efficiency in the post corporatization
era are enquired into and the collected views are presented as item number V6.4 of
Table 4.22. 29 respondents (8 per cent) marked level of opinion at 40 per cent and
less, whereas between 50 and 60 per cent levels are marked by 68 respondents (18
per cent) and 109 respondents (29 per cent) respectively, whereas 117 respondents
(31 per cent) marked a level at 80 per cent and 52 respondents (14 per cent) marked
a level at cent per cent. The average score in this case is 68 per cent with a standard
deviation of 19 per cent and a co-variance of 29. The mean score reveals that there is
high operating efficiency in the post-corporatisation period.
333
5. Performance Stability
The next important variable used for knowing the level of satisfaction of
employees is the performance stability. For assessing the sales revenue generation and
profitability position the performance stability is an important variable and is looked
into.
The opinions of employees on performance stability in the pre-corporatisation
era are shown as item number V6.5 of Table 4.21. 62 respondents (17per cent)
marked level of opinion at 40 per cent and less, whereas between 50 and 60 per cent
levels are marked by 58 respondents (15 per cent) and 113 respondents (30 per cent)
respectively. Majority of the respondents,133 respondents (35 per cent) marked a
level at 80 per cent and only 9 respondents (2 per cent) marked a level at cent per
cent. The average score in this case is 57 per cent with a standard deviation of 27
per cent and a co-variance of 47. The mean score reveals that there is performance
stability in operations in the pre-corporatisation period.
The opinions of employees on performance stability in the post-
corporatisation era are presented as item number V6.5 of Table 4.22. 8
respondents (2 per cent) marked level of opinion at 40 per cent and less and none of
them marked a level at 20 per cent and less, whereas between 50 and 60 per cent
levels are marked by 64 respondents (17 per cent) and 123 respondents (33 per cent)
respectively. Majority of the respondents, 159 respondents (42 per cent) marked a
level at 80 per cent and 21 respondents (6 per cent) marked a level at cent per cent.
The average score in this case is 69 per cent with a standard deviation of 15 per cent
and a co-variance of 21. The mean score reveals that there is performance stability in
operations during the post-corporatisation period.
334
6. Employee Morale
The morale is the attitude of employees in the organisation. The attitude of the
employees can be changed only when there is motivation. Motivating the employees
for better performance ultimately leads to productivity and morale. The level of
satisfaction of employees on morale is collected and is examined.
The views of employees on employee morale in the pre corporatisation era
are shown as item number V6.6 of Table 4.21. 177 respondents (47 per cent)
marked level of opinion at 40 per cent and less, whereas between 50 and 60 per cent
levels are marked by 70 respondents (19 per cent) and 68 respondents (18 per cent)
respectively. But 60 respondents (16 per cent) marked a level at 80 per cent and
above. The average score in this case is 45 per cent with a standard deviation of 23
per cent and a co-variance of 50. The mean score reveals that there was less
employee morale in the pre-corporatisation period.
The opinion of employees on employee morale in the post-corporatisation
era is shown as item number V6.6 of Table 4.22. 159 respondents (42 per cent)
marked level of opinion at 40 per cent and less, whereas between 50 and 60 per cent
levels are marked by 76 respondents (20 per cent) and 73 respondents (19 per cent)
respectively, whereas 67 respondents (18 per cent) marked a level at 80 per cent and
above. The average score in this case is 49 per cent with a standard deviation of 20
per cent and a co-variance of 40. The mean score reveals that the employee morale is
somewhat improved in the post-corporatisation period than that of pre-
corporatisation era.
335
Tabl
e 4.
21
Mai
n V
aria
ble:
OPE
RA
TIO
NA
L D
IME
NSI
ON
(V
6) (
Item
Num
ber
V6.1
to
V6.6
) (Pr
ior
to C
orpo
ratis
atio
n)
Cod
e Su
b-va
riabl
es
Satis
fact
ion
Scor
e St
atis
tics A
ll
0
2040
50
6080
100
Perc
Avg
SD
C
V
V6.1
Pr
ofit
grow
th
No
04
3190
11
310
532
375
65
17
27
%
01
1824
30
289
100
V6.2
Sa
les r
even
ue
No
352
2248
11
011
840
375
62
26
42
%
91
613
29
3111
100
V6.3
Fi
nanc
ial s
treng
th
No
442
2281
13
886
237
5
54
23
43
%
121
622
37
231
100
V6.4
O
pera
ting
effic
ienc
y
No
5710
1767
10
499
2137
5
55
28
52
%
153
518
28
266
100
V6.5
Pe
rfor
man
ce st
abili
ty
No
550
758
11
313
39
375
57
27
47
%
150
215
30
352
100
V6.6
Em
ploy
ee m
oral
e
No
2673
7870
68
591
375
45
23
50
%
719
2119
18
160
100
Sou
rce:
SPS
S O
ut P
ut o
f Prim
ary
Dat
a
336
Tabl
e 4.
22
Mai
n V
aria
ble:
OPE
RA
TIO
NA
L D
IME
NSI
ON
(V
6) (
Item
Num
ber
V6.1
to
V6.6
) (Po
st-C
orpo
ratis
atio
n)
Cod
e Su
b-va
riabl
es
Sa
tisfa
ctio
n Sc
ore
Stat
istic
s All
0
2040
5060
80
100
Perc
A
vg
SD
CV
V6.1
Pr
ofit
grow
th
No
284
3190
108
9420
375
58
23
39
%
71
824
29
255
100
V6.2
Sa
les r
even
ue
No
02
2249
116
131
5537
5
70
18
25
%
01
613
31
3515
100
V6.3
Fi
nanc
ial s
treng
th
No
82
2384
149
104
537
5
61
16
27
%
21
622
40
281
100
V6.4
O
pera
ting
effic
ienc
y
No
110
1868
109
117
5237
5
68
19
29
%
03
518
29
3114
100
V6.5
Pe
rfor
man
ce st
abili
ty
No
00
864
123
159
2137
5
69
15
21
%
00
217
33
426
100
V6.6
Em
ploy
ee m
oral
e
No
076
8376
73
661
375
49
20
40
%
020
2220
19
180
100
Sour
ce: S
PSS
Out
Put
of P
rimar
y D
ata
337
Part III: PREDICTOR EQUATION MODEL
From the light of the analysis on the views of employees on the facilities given
by Telecom Sector to protect and safeguard the welfare of the workers of BSNL in
Kerala, now the study proceed with a regression model. The Dependent variable, the
level of job satisfaction of employees before and after corporatisation of DOT, is
systematically expressed as 'V7’ and Independent Variables are: Organisational
Dimension (V2); People Dimension (V3); Technological Dimension (V4); Planning and
Management Dimension (V5); and Operational Dimension (V6). Let (V7) as 'V2’, 'V3',
‘V4', 'V5’ , and 'V6' respectively.
The different combinations of Independent Variable consisting of One (1)
Independent Variable, Two (2) Independent Variables, Three (3) Independent Variables,
Four (4) Independent Variables, Five (5) Independent Variables and Six (6) Independent
Variables are framed. All the Predictor Equations are made on the basis of Combination
Method i.e., nCx Method. Where; n = Total number of Variables ; C = Combination, x
= number of success (variables) in each combination.
In One Variable Predictor Equation, there are Five (5) Combination of Variables
(5C1 = 5); in Two Variable Predictor Equation there are Ten (10) combination of
variables (5C2 = 10); In Three Variable Predictor Equation there are Ten (10)
combination of Variables (5C3= 10); In Four Variable Predictor Equation there are Five
(5) Combination of Variables (5C4= 5) and in Five variable Predictor Equation there is
One (1) Combination of Predictor Equation (5C5= 1).
338
Altogether there are Thirty one (31) Combination of equations in Five Predictor
Equation groups and from each such group of variables the Best Fit Predictor Equation is
selected.
The selection of the Best Fit Predictor equation is based on the combination of
Independent Variables on the Dependent Variable having highest co-efficient of
correlation and lower error estimates. Hence, there are Five (5) groups of combinations
of variables each and from each group that combination with the highest Multiple
Correlation (R) and Correlation Square (R2) is selected. The general predictor equation
based upon independent variable is:
= 0+ 2v2+ v3+ β4v4+ β5v5+ β6v6 +є Where, =Level of job satisfaction
of employees before and after corporatisation of DOT (Dependent Variable); β0 =
Constant,
β0+ β2v2+ β3v3+ β4v4+ β5v5+ β6v6 are the respective dependent variables; Beta Co-
efficient (β); and є = Error of the Estimate
One Variable, Two Variable, Three Variable, Four Variable and Five Variables
are explained below under each head:
1. One Variable Predictor Equation
In one variable predictor equation there are Five (5) combination of equations for
each set. The Correlation (R) and Correlation square (R2) of each such combinations is
stated in Table 4.23 and 4.24 respectively of Pre and post corporatisation. All the
correlation of the various equations is statistically significant when compared with table
values.
339
Table 4.23
One variable Predictor Equations (Pre-Corporatisation)
Variables Predictor Equations R R2
V2 = 43.94 + 0.21V2 + 2.51 0.33 0.11
V3 = 26.27 + 0.53V3 + 1.80 0.74 0.54
V4 = 46.53 + 0.15V4 + 2.42 0.42 0.18
V5 = 46.94 + 0.15V5 + 2.42 0.42 0.18
V6 = 50.27 + 0.09V6 + 2.47 0.38 0.14
Source: SPSS Out Put of Primary Data
Table 4.24
One variable Predictor Equations (Post-Corporatisation)
Variables Predictor Equations R R2
V2 = 48.45 + 0.21V2 + 2.27 0.39 0.14
V3 = 29.55 + 0.52V3 + 1.72 0.71 0.51
V4 = 48.55 + 0.19V4 + 2.14 0.48 0.24
V5 = 50.61 + 0.17V5 + 2.17 0.47 0.22
V6 = 53.95 + 0.11V6 + 2.29 0.36 0.13
Source: SPSS Out Put of Primary Data
Table 4.23 and 4.24 reveal that the best fit one variable predictor equation, in
connection with independent variable, is People Dimension (V3) both in pre and post-
corporatistion era, since it has the highest correlation of 0.74 and correlation square of
0.54 in the pre-corporatisation and 0.71 and 0.51 in the post-corporatisation with the
dependent variable the level of job satisfaction of employees before and after
340
corporatisation of DOT (V7) among all other combinations. The Best fit equations with
the independent variable superior Relationship 'V7' is
= β0+ β3V3+є
After the calculation of the constant, the Beta co-efficient of the variable V3 and
the standard Error, the best fit one variable predictor equations in pre and post
corporatisation is
= 26.27 + 0.53V3 + 1.80 and = 29.55 + 0.52V3 + 1.72
2. Two Variable Predictor Equation
In the two variable predictor equation, there are Ten (10) combinations of
independent variable with dependent variables. The Correlation(R) and Correlation
square (R2) each of such combinations is given in Table 4.25 and 4.26 respectively of pre
and post corporatisation.
Table 4.25
Two variable Predictor Equations (Pre-Corporatisation) Variables Predictor Equations R R2
V2, V3 = 14.11 + 0.22V2 + 0.53V3 + 1.54 0.82 0.67
V2, V4 = 35.98 + 0.20V2 + 0.15V4 + 2.27 0.53 0.28
V2, V5 = 34.11 + 0.23V2 + 0.16V5 + 2.22 0.55 0.31
V2, V6 = 38.34 + 0.22V2 + 0.09V6 + 2.29 0.51 0.26
V3, V4 = 21.51 + 0.50V3 + 0.11V4 + 1.59 0.80 0.64
V3, V5 = 20.65 + 0.51V3 + 0.13V5 + 1.54 0.82 0.67
V3, V6 = 24.31 + 0.50V3 + 0.06V6 + 1.65 0.79 0.62
V4, V5 = 38.16 + 0.15V4 + 0.15V5 + 2.14 0.60 0.35
V4, V6 = 40.84 + 0.16V4 + 0.10V6 + 2.17 0.58 0.34
V5, V6 = 42.73 + 0.14V5 + 0.08V6 + 2.23 0.55 0.30
Source: SPSS Out Put of Primary Data
341
Table 4.26
Two variable Predictor Equations (Post-Corporatisation) Variables Predictor Equations R R2
V2, V3 = 14.53 + 0.23V2 + 0.54V3 + 1.38 0.83 0.68
V2, V4 = 37.92 + 0.19V2 + 0.18V4 + 1.98 0.59 0.35
V2, V5 = 37.43 + 0.22V2 + 0.17V5 + 1.95 0.61 0.37
V2, V6 = 39.01 + 0.23V2 + 0.13V6 + 2.04 0.55 0.30
V3, V4 = 22.31 + 0.48V3 + 0.15V4 + 1.45 0.81 0.65
V3, V5 = 23.21 + 0.49V3 + 0.14V5 + 1.45 0.81 0.65
V3, V6 = 27.80 + 0.49V3 + 0.06V6 + 1.66 0.74 0.54
V4, V5 = 39.61 + 0.18V4 + 0.16V5 + 1.86 0.65 0.42
V4, V6 = 43.47 + 0.18V4 + 0.09V6 + 2.01 0.57 0.33
V5, V6 = 43.71 + 0.17V5 + 0.11V6 + 1.99 0.59 0.34
Source: SPSS Out Put of Primary Data
The Table 4.25 and 4.26 reveal that the best fit two variable predictor equation is
the combination of the variable in connection with Organisational Dimension (V2) and
People Dimension (V3) since it has the highest Correlation and Correlation square i.e.,
0.82 and 0.67 in the pre-corporatisation and 0.83 and 0.68 respectively of pre and post
corporatisation with the dependent variable level of job satisfaction of employees
before and after corporatisation (V7). The best fit equation is
= β0+ β2V2+β3V3+є
After the calculation of the constant, the beta co-efficient of the variable V2 and
V3 and the standard error, the best fit two variable predictor equation in both pre and
post corporatisation is = 14.11 + 0.22V2 + 0.53V3 + 1.54 and = 14.53 + 0.23V2 + 0.54V3 + 1.38
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3. Three Variable Predictor Equation
In the Three variable predictor equation, there are Ten (10) combinations of
independent variable with dependent variables. The Correlation(R) and Correlation
square (R2) each of such combinations is given in Table 4.27 and 4.28 respectively of pre
and post corporatisation.
Table 4.27 Three variable Predictor Equations (Pre-Corporatisation)
Variables Predictor Equations R R2
V2, V3, V4 = 9.95 + 0.21V2 + 0.50V3 + 0.11V4 + 1.32 0.87 0.76
V2, V3, V5 = 7.20 + 0.23V2 + 0.51V3 + 0.14V5 + 1.18 0.90 0.81
V2, V3, V6 = 11.73 + 0.22V2 + 0.51V3 + 0.07V6 + 1.35 0.86 0.75
V2, V4, V5 = 26.08 + 0.22V2 + 0.15V4 + 0.16V5 + 1.94 0.69 0.48
V2, V4, V6 = 29.63 + 0.21V2 + 0.15V4 + 0.10V6 + 1.99 0.67 0.45
V2, V5, V6 = 29.32 + 0.23V2 + 0.15V5 + 0.09V6 + 2.00 0.66 0.44
V3, V4, V5 = 15.67 + 0.47V3 + 0.12V4 + 0.13V5 + 1.28 0.88 0.77
V3, V4, V6 = 19.01 + 0.46V3 + 0.12V4 + 0.07V6 + 1.39 0.85 0.73
V3, V5, V6 = 19.00 + 0.48V3 + 0.12V5 + 0.06V6 + 1.39 0.86 0.73
V4, V5, V6 = 33.24 + 0.16V4 + 0.14V5 + 0.09V6 + 1.90 0.70 0.50
Source: SPSS Out Put of Primary Data
343
Table 4.28
Three variable Predictor Equations (Post-Corporatisation)
Variables Predictor Equations R R2
V2, V3, V4 = 9.06 + 0.22V2 + 0.50V3 + 0.14V4 + 1.10 0.89 0.80
V2, V3, V5 = 7.80 + 0.24V2 + 0.51V3 + 0.14V5 + 1.01 0.91 0.83
V2, V3, V6 = 11.54 + 0.25V2 + 0.50V3 + 0.08V6 + 1.26 0.86 0.74
V2, V4, V5 = 28.30 + 0.20V2 + 0.17V4 + 0.16V5 + 1.65 0.71 0.55
V2, V4, V6 = 30.73 + 0.21V2 + 0.16V4 + 0.11V6 + 1.79 0.69 0.47
V2, V5, V6 = 28.10 + 0.24V2 + 0.17V5 + 0.12V6 + 1.68 0.73 0.53
V3, V4, V5 = 16.60 + 0.45V3 + 0.15V4 + 0.13V5 + 1.15 0.88 0.78
V3, V4, V6 = 21.09 + 0.45V3 + 0.15V4 + 0.05V6 + 1.40 0.83 0.68
V3, V5, V6 = 21.30 + 0.45V3 + 0.14V5 + 0.06V6 + 1.37 0.83 0.69
V4, V5, V6 = 34.53 + 0.17V4 + 0.16V5 + 0.09V6 + 1.71 0.72 0.52
Source: SPSS Out Put of Primary Data
The Table 4.27 and 4.28 reveal that the best fit three variable predictor equation is
the combination of the variable in connection with Organisational Dimension (V2),
People Dimension (V3) and Planning and Management Dimension (V5) since it has the
highest Correlation and Correlation Square is 0.90 and 0.81 and 0.91 and 0.83
respectively of pre and post corporatisation with the dependent variable level of job
satisfaction of employees before and after corporatisation (V7). The best fit equation is
7 = β0+ β2V2+β3V3+ β5V5є
After the calculation of the constant, the beta co-efficient of the variable V2 , V3
and V5 and the standard error, the best fit two variable predictor equation both in pre
and post corporatisation is = 7.20 + 0.23V2 + 0.51V3+ 0.14V5 + 1.18 and
=7.80+ 0.24V2+ 0.51V3+0.14V5 + 1.01
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4. Four Variable Predictor Equation
In this variable Predictor Equation, there are Five (5) combinations of
independent variables. The Correlation (R) and Correlation Square (R2) of each such
combination are given in Tables 4.29 and 4.30 respectively of pre and post
corporatisation.
Table 4.29
Four Variable Predictor Equations (Pre-Corporatisation)
Variables Predictor Equations R R2
V2, V3, V4, V5 = 2.84 + 0.23V2 + 0.48V3 + 0.11V4 + 0.14V5 + 0.84 0.95 0.90
V2, V3, V4, V6 = 7.03 + 0.22V2 + 0.47V3 + 0.12V4 + 0.07V6 + 1.04 0.92 0.85
V2, V3, V5, V6 = 5.16 + 0.24V2 + 0.48V3 + 0.13V5 + 0.06V6 + 0.94 0.94 0.88
V2, V4, V5, V6 = 20.59 + 0.22V2 + 0.15V4 + 0.15V5 + 0.09V6 + 1.64 0.79 0.62
V3, V4, V5, V6 = 13.51 + 0.44V3 + 0.12V4 + 0.12V5 + 0.07V6 + 1.04 0.92 0.85
Source: SPSS Out Put of Primary Data
Table 4.30 Four Variable Predictor Equations (Post-Corporatisation)
Variables Predictor Equations R R2
V2, V3, V4, V5 = 2.90 + 0.22V2 + 0.47V3 + 0.13V4 + 0.14V5 + 0.62 0.97 0.94
V2, V3, V4, V6 = 6.75 + 0.23V2 + 0.47V3 + 0.13V4 + 0.07V6 + 0.98 0.92 0.84
V2, V3, V5, V6 = 4.56 + 0.25V2 + 0.46V3 + 0.14V5 + 0.08V6 + 0.81 0.94 0.89
V2, V4, V5, V6 = 21.05 + 0.22V2 + 0.15V4 + 0.16V5 + 0.11V6 + 1.41 0.82 0.67
V3, V4, V5, V6 = 15.23 + 0.42V3 + 0.14V4 + 0.13V5 + 0.05V6 + 1.08 0.90 0.81
Source: SPSS Out Put of Primary Data
The Table 4.29 and Table 4.30 reveal that the best fit Four variable predictor
equation is the combination Organisational Dimension (V2), People Dimension (V3),
Technological Dimension (V4) and Planning and Management Dimension (V5) since it
has the highest Correlation 0.95 and Correlation square is 0.90 and 0.97 and 94
345
respectively of pre and post corporatisation with the dependent variable level of job
satisfaction of employees on corporatisation (V7). The best fit equation is
=β0+ β2V2+β3V3+ β4V4+ β5V5+є.
After the calculation of constant, the beta co-efficient of variables and standard
error, the best fit from variable predictor equation is
= 2.84+0.23V2+ 0.48V3+0.11V4+0.14V5+0.84 and
= 2.90 + 0.22V2 + 0.47V3 + 0.13V4 + 0.14V5 + 0.62
5. Five Variable Predictor Equation
In this variable Predictor Equation, there is One (1) combination of independent
variables. The Correlation (R) and Correlation Square ( R2) of each such combination are
given in Table 4.31 and 4.32 respectively of pre and post corporatisation.
Table 4.31
Five variable Predictor Equation (Pre-Corporatisation)
Variables Predictor Equations R R2
V2, V3, V4, V5, V6 =0.30+0.23V2 +0.44V3 +0.12V4 + 0.13V5 + 0.07V6 + 0.33 0.99 0.99
Source: SPSS Out Put of Primary Data
Table 4.32 Five variable Predictor Equation
Variables Predictor Equations R R2
V2, V3, V4, V5, V6 = 0.35 + 0.23V2 + 0.43V3 + 0.12V4 + 0.14V5 + 0.07V6 + 0.33 0.99 0.98
Source: SPSS Out Put of Primary Data
It reveals that the best fit Five variable predictor equation is the combination of
Organisational Dimension (V2), People Dimension (V3), Technological Dimension (V4),
Planning and Management Dimension (V5) and Operational Dimension (V6) since it has
the highest Correlation value of 0.99 and Correlation square of 0.99 in both the cases
346
with the dependent variable Level of job satisfaction of employees during pre and post
corporatisation of DOT ). The best fit equation with the independent variables is
= β0+ β2V2+β3V3+β4V4+ β5 V5+ β6 V6+є
After the calculation of constant, the beta co-efficient of variables and standard error,
the best fit from variable predictor equation is
= 0.30 + 0.23V2 + 0.44V3 + 0.12V4 + 0.13V5 + 0.07V6 + 0.33; and
= 0.35 + 0.23V2 + 0.43V3 + 0.12V4 + 0.14V5 + 0.07V6 + 0.33
The selected Seven Predictor Equation is shown in Table 4.33 and Table 4.34
Table 4.33 Regression Model of Predictor Equations on the level of satisfaction of Employees
during the pre-corporatisation period Variables Predictor Equations R R2
V3 = 26.27 + 0.53V3 + 1.80 0.74 0.54
V2, V3 = 14.11 + 0.22V2 + 0.53V3 + 1.54 0.82 0.67
V2, V3, V5 = 7.20 + 0.23V2 + 0.51V3 + 0.14V5 + 1.18 0.90 0.81
V2, V3, V4, V5 = 2.84 + 0.23V2 + 0.48V3 + 0.11V4 + 0.14V5 + 0.84 0.95 0.90
V2, V3, V4, V5, V6 = 0.30 + 0.23V2 + 0.44V3 + 0.12V4 + 0.13V5 + 0.07V6 + 0.33
0.99 0.99
Source: SPSS Out Put of Primary Data
Table 4.34 Regression Model of Predictor Equations on the level of satisfaction of Employees
during the post-corporatisation period
Variables Predictor Equations R R2
V3 = 29.55 + 0.52V3 + 1.72 0.71 0.51
V2, V3 = 14.53 + 0.23V2 + 0.54V3 + 1.38 0.83 0.68
V2, V3, V5 = 7.80 + 0.24V2 + 0.51V3 + 0.14V5 + 1.01 0.91 0.83
V2, V3, V4, V5 = 2.90 + 0.22V2 + 0.47V3 + 0.13V4 + 0.14V5 + 0.62 0.97 0.94
V2, V3, V4, V5, V6 = 0.35 + 0.23V2 + 0.43V3 + 0.12V4 + 0.14V5 + 0.07V6 + 0.33
0.99 0.98
Source: SPSS Out Put of Primary Data
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The Variables identified and analysed are Organisational Dimension (V2), People
Dimension (V3), Technological Dimension (V4), Planning and Management
Dimension(V5) and Operational Dimension (V6). The mean score, standard deviation and
co-efficient of variation is ascertained based on their opinion at different levels to know
the significance of the variables. It is made clear that all these variables are significant.
The existence of these variables is analysed and compared with the help of individual
mean score of opinion level of all the sub-variables fall under Five heads. It is seen
significant based on the mean score. The regression analysis is made to know the
relationship of the independent variables such as Organisation level, Peoples level,
Technology level, Planning and Management aspect and Operational level and the
dependent variable Level of job satisfaction of employees during the pre and post
corporatisation periods. It is analysed through One variable, Two variable, Three
variable, Four variable and Five variable predictor equations (Regression Model). It is
seen proved from the regression model that the major factors such as Organisation,
People, Technology, Planning and Management and the Operational ones are very
significant in increasing the level of job satisfaction of the employees in both pre and
post corporatisation eras.
not the same during the pre and post corporatization periods stands rejected.
Based on this finding the researcher further examines the improvement in
satisfaction level if any after the corporatization period. For that, the summary mean
scores on main variables before and after corporatization are illustrated in Table 4.35 to
Table 4.39.
Hence, the null hypothesis that the major job satisfaction variables of employees are
348
Table 4. 35
Organisational Dimension Score of Employees
Code Sub-variables
Average Score Pre corpora- tisation
Post corpora- tisation
Change
V2.1 Number of layers in the organization 46 53 +7
V2.2 Degree of centralization 32 35 +3
V2.3 Emphasis on structure and procedure (formality) 58 63 +5
V2.4 Extent of entrepreneurship in the organization 41 50 +9
V2.5 Strength of company’s market research system 65 71 +6
V2.6 Company’s customer performance feedback system 35 44 +9
V2.7 Company’s competitor intelligence system 71 74 +3
V2.8 Company’s linkage with suppliers 38 42 +4
V2.9 Company’s linkage with customers 54 61 +7
V2.10 Adequacy of resources 57 63 +6
V2.11 Reputation of the company 60 75 +15
V2.12 Physical work environment 55 60 +5
V2.13 Cross-department relations 50 60 +10
V2.14 Communication between units 57 60 +3
V2.15 Gender balancing 55 57 +2
V2.16 Loyalty to the organization 59 62 +3
V2.17 Quality of organizations 68 70 +2
V2.18 Fairness of organization 75 80 +5
V2.19 Proud on organization 61 62 +1
V2.20 Organisational Dynamism 54 54 0 Source: Computed from Table 4.5 to 4.8
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Table 4. 36
People Dimension Score of Employees
Code Sub-variables
Average Score pre corpora- tisation
Post corpora- tisation
Change
V3.1 Employee involvement in design 56 60 +4
V3.2 Employee involvement in planning
66 69 +3
V3.3 Employee education
46 46 0
V3.4 Employee training 66 67 +1
V3.5 Employee well being 54 55 +1
V3.6 Employee morale 51 57 +6
V3.7 Employees’ interaction with subscribers 54 65 +11
V3.8 Employees’ interaction with suppliers 54 61 +7
V3.9 Active suggestion system 41 45 +4
V3.10 Employee autonomy 57 62 +5
V3.11 Support for professional activities 57 65 +8
V3.12 Hiring practices in the unit 55 62 +7
V3.13 Clarity of performance criteria 64 71 +7
V3.14 Fairness of workload distribution 60 68 +8
V3.15 Promotion opportunity 51 54 +3
V3.16 Fairness of hiring external candidates 58 62 +4
V3.17 Recognition for employees’ contributions 61 67 +6
V3.18 Recognition for employees’ expertise 63 68 +5
350
V3.19 Guidance from employees’ supervisor. 58 65 +7
V3.20 Feedback on employees’ performance 53 58 +5
V3.21 Authority to make employees’ decisions 41 45 +4
V3.22 Availability of Mentoring 65 70 +5
V3.23 Relationship with senior administrators 59 65 +6
V3.24 Leadership in employees’ unit 40 44 +4
V3.25 Pressure feeling to perform 32 34 +2
V3.26 Degree of freedom 65 69 +4
V3.27 Preference for job to salary 65 70 +5
V3.28 Degree of trust and confidence 51 56 +5
V3.29 Comfort with the operator 55 59 +4
V3.30 Satisfaction with salary 50 55 +5
V3.31 Company benefits and retirement plans 43 47 +4
V3.32 Relationship with colleagues 59 64 +5
V3.33 Sense of team work 51 60 +9
V3.34 Supervisor keeps employee informed 59 66 +7
V3.35 Severity of Staff turnover 37 40 +3
V3.36 Performance effectiveness 69 75 +6
V3.37 Satisfaction with work and responsibilities 64 71 +7 Source: Computed from Table 4.9 to 4.16
351
Table 4. 37
Technological Dimension Score of Employees
Code Sub-variables
Average Score Pre corpora- tisation
Post corpora- tisation
Change
V4.1 Process used by the firm 59 66 +7
V4.2 Research and development intensity 69 77 +8
V4.3 Innovation programmes 56 65 +9
V4.4 Low cost technology 64 75 +11
V4.5 Adaptability 64 69 +5
V4.6 Compatibility 48 52 +4
V4.7 Specialisation in job 50 55 +5
V4.8 Enjoyment in working 54 60 +6
V4.9 Reliability on subscribers’ interests 54 61 +7
V4.10 Professional competence 63 70 +7 Source: Computed from Table 4.17 to 4.18
352
Table 4.38
Planning and Management Dimension Score of Employees
Code Sub-variables
Average Score Pre corpora- tisation
Post corpora- tisation
Change
V5.1 Long term objectives 61 65 +4
V5.2 Action Plans 58 65 +7
V5.3 Short term objectives 62 69 +7
V5.4 External environmental sensitivity 62 69 +7
V5.5 Planning flexibility 45 51 +6
V5.6 Quantum of employees’ input in decision making 65 72 +7
V5.7 Pay parity 59 66 +7
V5.8 Working relationship 51 61 +10
V5.9 Sense of common purpose 45 51 +6
V5.10 Caring 33 40 +7
V5.11 Transparency in pricing policies 65 70 +5 Source: Computed from Table 4.19 to 4.20
353
Table 4. 39
Operational Dimension Score of Employees
Code Sub-variables
Average Score
Pre corpora-tisation
Post corpora- tisation
Change
V6.1 Profit growth 65 58 -7
V6.2 Sales revenue 62 70 +8V6.3 Financial strength 54 61 +7 V6.4 Operating efficiency 55 68 +13
V6.5 Performance stability 57 69 +12
V6.6 Employee morale 45 49 +4 Source: Computed from Table 4.21 to 4.22
As far as the Organisational Dimension is concerned, the mean level of opinion of all the
sub-variables except Organisational Dynamism show increase in the post-corporatisation
period. The sub-variables viz., Reputation of the company (15 per cent), Cross-department
relations (10 per cent) and Company’s customer performance feedback system (9 per cent)
possess the highest rate of increase in the post-corporatisation period.
As far as the People Dimension is concerned, the mean level of opinion of all the
other sub-variables except Employee education show increase in the post-corporatisation
period. The sub-variables Employees’ interaction with customers (11 per cent) and Sense of
team work (9 per cent) possess high rate of increase in the post-corporatisation period.
As far as the Technological Dimension is concerned, the mean level of opinion of
all the sub-variables in the Technological Dimension show increase in the post-
corporatisation period. The sub-variables viz., Research and development intensity (8 per
354
cent), Low cost technology (9 per cent) and Innovation programmes (11 per cent) possess high
rate of increases in the post-corporatisation period.
As far as the Planning and Management Dimension is concerned, the mean level
of opinion of all the sub-variables show increase in the post-corporatisation period. The
sub-variable viz., Working relationship possess the highest rate of increase (10 per cent)
in the post-corporatisation period. The sub-variable Long term objectives has the lowest
increase (4 per cent) in the mean level of opinion in the post-corporatisation period.
As far as the Operational Dimension is concerned, there is a negative change (7 per
cent) in the mean level of opinion on the sub-variable Profit growth. The mean level of
opinion of all the other sub-variables in it show increase in the post-corporatisation
period. The sub-variables viz., Operating efficiency and Performance stability possess high
rate of increase (13 per cent and 12 per cent respectively) in the post-corporatisation
period.
Based on these analyses it is evident that corporatization has increased the job
satisfaction level of employees as 81 sub-variables out of 84 reported an increased mean
score. To see whether it is statistically significant or not the researcher further attempts
to test the null hypothesis formulated that:
H04: There is no significant difference in Employees’ job satisfaction during pre
and post corporatisation of DOT
The employees’ job satisfaction before and after the corporatization of DOT has
been subjected to the statistical test as to whether there is any significant difference in
their levels. The null hypothesis laid down was that ‘there is no significant difference
355
between the employees’ job satisfaction during pre and post corporatisation of DOT’.
Thus it is assumed that the mean satisfaction level of employees during these two periods
is one and the same. When test is conducted, if it is found that the computed value of test
statistic falls in rejection region, i.e., the mean of these two sets (pre and post
corporatisation) are not equal, the null hypothesis (H0) is rejected and the alternative
hypothesis (H1) is accepted.
The mean employees’ job satisfaction in respect of periods before and after the
corporatisation of DOT is shown in table 4.40.
Table 4.40
Group Statistics on Employees’ Job Satisfaction before and after Corporatisation of DOT
Source: SPSS output on analysis of Primary Data
To test the hypothesis, the Independent Sample test is administered. The test is
conducted in two stages, first Levene’s test for Equality of variance before and after
corporatisation and then t – test for equality of means of satisfaction before and after
corporatisation. The table contains two sets of analysis, the first one assuming equal
variances in the two groups and the second one assuming unequal variances. The
Levene’s test throws light on which statistics to consider analyzing the equality of means.
It tests the null hypothesis that the two groups have equal variances. A small value of
significance associated with Levene’s test indicates that the two groups have equal
variance and the null hypothesis is true. Here in this case, a considerable value of this
375 55.21 2.659 .137375 60.98 2.444 .126
PeriodPre CorporatisationPost Corporatisation
V7N Mean Std. Deviation
Std. ErrorMean
356
test statistic indicates that the employees’ satisfaction level during these two periods, viz.,
before and after corporatisation of DOT, do have equal variances.
Therefore, the statistic associated with equal variance assumed should be used for
the t – test for equality of means.
Table 4.41
Independent Sample Test on Job Satisfaction level of Employees before and after Corporatisation
Source: SPSS output on analysis of Primary Data
The test result in the above table (Table 4.41) shows the t statistic of – 30.928
with 748 degree of freedom. The corresponding two – tailed p – value is 0.000 which is
less than 0.05 and 0.01. Therefore, we can reject the null hypothesis both at 5 per cent
and one per cent level of significance, which means that the average employees’
satisfaction during the pre and post corporatisation periods are significantly different
from each other i.e., the employees’ satisfaction is more during the post corporatization
period.
Independent Samples Test
.923 .337 -30.928 748 .000 -5.768 .186
-30.928 742.74 .000 -5.768 .186
EqualvariancesassumedEqualvariances notassumed
V7F Sig.
Levene's Test forEquality ofVariances
t dfSig.
(2-tailed)Mean
DifferenceStd. ErrorDifference
t-test for Equality of Means