1.1 HUMAN RESOURCE MANAGEMENT

INTRODUCTION

Earlier, Human Resource Management was called as Personnel Management.

To deal with the people at work. Personnel Management was the part of General

Management. Pay attention to work, Getting maximum at minimum cost. From 1920-

1997 the term personnel management was used. American Society for Personnel

Administration (ASPA) is the largest professional association for the development of

the people at work and refine. It renamed Personnel Management to Human Resource

Management (HRM).

Thus, both are related and gave the scope and existence to other. The word

HRM is a new concept in management. It implies technique of developing Human

Resource on a most technical and planned way. It is a responding and a creative

resource. It started thinking to give opportunity for the developing human beings. HR

is inevitable and indispensable part of the industry.

HRM has occupied an important place in the corporate world. It is having the

legacy now a day to consider the employees as an asset and not as liability. Human

Resource Management is a management function that managers recruit, select, train

and develop members for an organization. Obviously HRM is concerned with the

dimension of employees in organizations.

Human Resource Management is also a management function concerned with

hiring, motivating and maintaining the employees in an organization. It focuses on

employees in an organization

The philosophy of managing human being, as a concept was founded and developed in

Ancient Literature in general and in Indian Philosophy in particular.

The HR function was enriched itself, over the years, by including within it a

‘Development Dimension’ and thus moved itself from a ‘Reactive’ and ‘Maintenance-

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Oriented’ function to a ‘Proactive’, ‘Path-Breaking’, development oriented function. In

present organization HR functions are viewed as ‘change agents’.

Sustained competitive advantage is possible through Innovation, Creativity and

continued Improvement. This is possible only through people. Hence, focus is given to

employees. Example is Japanese management.

The responsibility of Development of Human Resources and Management of

Personnel is not the sole responsibility of HR department. It is concern of all departments.

Good HRD practices can influence financial and other performance indicators of Corporation

by generating employee satisfaction, which in turn can influence customer satisfaction.

There is ample research and experimental data to suggest this. Any practices that deal

with enhancing competencies, commitment and culture building can be considered as an HR

practice. The activity can take the form of a system, a process, a norm, a rule, an expected

habit or just a way of doing things. Human resource development has been defined as

essentially consisting of these three C’s: Competencies, Commitment and Culture. All three

are needed to make an organizational function well.

1.2 Meaning of HRM:

Human Resource Management is a series of integrated decisions that form the

employment relationship; their quality contributes to the ability of the organizations and the

employees to achieve their objective.

1.3 Scope of HRM

The scope of HRM is indeed vast. All major activities in the working life of a worker-

from the time of his or her entry into an organization until he or she leaves-come under the

purview of HRM. We can categories he scope of HRM as Introduction to HRM, Employee

hiring, Employee and Executive remuneration, Employee motivation, Employee

maintenance, Industry relations, Prospects of HRM etc.

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1.4 Objectives of HRM:

Social Objectives

To be ethically and socially responsible to the needs and challenges of the society

while minimizing the negative impact of such demands upon the organization. It includes

legal compliance, benefits, union management relations etc.

Organizational Objectives

To recognize the role of HRM in bringing about organizational effectiveness. It

includes human resource planning, employee relations, selection, training and development,

appraisal, placement, assessment etc.

Functional Objectives

To maintain the department’s contribution at a level appropriate to the organization’s

needs. It includes appraisal, placement, assessment etc.

Personal Objectives

To assist employees in achieving their personal goals, at least insofar as these goals

enhance the individual’s contribution to the organization. It includes training and

development, appraisal, placement, compensation, assessment etc.

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1.5 Introduction to the topic:

Job satisfaction describes how content an individual is with his or her job. The

happier people are within their job, the more satisfied they are said to be. Job satisfaction is

not the same as motivation, although it is clearly linked. Job design aims to enhance job

satisfaction and performance; methods include job rotation, job enlargement and job

enrichment.

Other influences on satisfaction include the management style and culture, employee

involvement, empowerment and autonomous work groups. Job satisfaction is a very

important attribute which is frequently measured by organizations. The most common way of

measurement is the use of rating scales where employees report their reactions to their jobs.

Questions relate to rate of pay, work responsibilities, variety of tasks, promotional

opportunities the work itself and co-workers. Some questioners ask yes or no questions while

others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5

represents "extremely satisfied").

Definitions:

Job satisfaction has been defined as a pleasurable emotional state resulting from the

appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job.

Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers

should clearly distinguish the objects of cognitive evaluation which are affect (emotion),

beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by

taking into account our feelings, our beliefs, and our behaviors.

In today’s world, man’s life can be characterized largely as one of the organizational

memberships. He commits a major portion of working hours to participate in at least one and

more often several social organizations.

With the increasing specialization of workers, and the increasing age and complexity

of organization, there comes the increased complexity of relationships among the individuals

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within the modern society. This has lead to the need for effective communication among

individuals, the importance of team work, and the demand for skill in leadership.

Industrialization has made our relationships and the problems resulting there from more

complex and has forced us to recognize the need for intensive study of this area of inter

personal behavior in order to be better able to control and predict etc.

The ways, in which organizations have long fascinated both casual observers and

researchers, we still rely on individual firms, government agencies among others to deliver

the goods and services so that our needs are met efficiently and effectively.

Whatever, their structure, whatever their business strategy, organization quickly come

to the realization that it is the performance of their difference between success and failure.

Yet as the organization and nature of work have changed, so too have the employees.

With the increased emphasis on technology, quality and services, we are quickly

moving away from the purely “merchandized” work force to “intellectualized” one. We no

longer want people to act like robots, but rather to make their own informed intelligent,

decisions, use good judgments and assume more responsibility for the organizations

performance. Such a drastic change would require people to accept new values, behave

differently, and learn new skills and competencies and to take more risk.

One of the great frontiers of understanding and prescribing the effective organization

is the dimension of human behavior, a source of indefinite variability, yet consistent and

predictable patterns the sources, mechanisms and consequences of the behaviors of

organizational numbers constitute an emerging body of knowledge.

Organizational behavior focuses primarily on people, technical, economical, structural

and other elements are considered only as they relate to the people. The principal focus of

organizational behavior is to improve the people. Organization relationship- the key activity

in organizational behavior is developing an environment in which people are motivated

towards team work requiring both co-ordination or the work and co-operation of persons

involved.

Everyone in organization has needs that he seeks to fulfil through organizational

objectives, irrespective of the fact whether they are economic, social and psychological. It,

therefore, becomes the foremost responsibility of the organization to provide a better

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behavioral climate in which people can gain need satisfaction while helping the organization

to achieve its objectives. The desired goal is organization success and employee satisfaction.

Organizational behavior seeks to fulfil employees need as well as achieve organizational

objectives.

An alternative approach is that proposed by Sousa-Poza and Sousa-Poza, based on the

assumption that there are basic and universal human needs, and that, if an individual’s needs

are fulfilled in their current situation, then that individual will be happy.

This framework postulates that job satisfaction depends on the balance between work-

role inputs - such as education, working time, effort - and work-role outputs - wages, fringe

benefits, status, working conditions, intrinsic aspects of the job. If work-role outputs

(‘pleasures’) increase relative to work-role inputs (‘pains’), then job satisfaction will increase

(Sousa-Poza and Sousa-Poza, 2000).

Other theorists (e.g. Rose, 2001) have viewed job satisfaction as a bi-dimensional

concept consisting of intrinsic and extrinsic satisfaction dimensions. Intrinsic sources of

satisfaction depend on the individual characteristics of the person, such as the ability to use

initiative, relations with supervisors, or the work that the person actually performs; these are

symbolic or qualitative facets of the job.

Extrinsic sources of satisfaction are situational and depend on the environment, such

as pay, promotion, or job security; these are financial and other material rewards or

advantages of a job. Both extrinsic and intrinsic job facets should be represented, as equally

as possible, in a composite measure of overall job satisfaction.

1.6 Models of job satisfaction:

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. This theory states that

satisfaction and dissatisfaction are driven by different factors – motivation and hygiene

factors, respectively. An employee’s motivation to work is continually related to job

satisfaction of a subordinate.

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Motivation can be seen as an inner force that drives individuals to attain personal and

organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those

aspects of the job that make people want to perform, and provide people with satisfaction, for

example achievement in work, recognition, promotion opportunities.

These motivating factors are considered to be intrinsic to the job, or the work carried

out. Hygiene factors include aspects of the working environment such as pay, company

policies, supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable

to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's

original formulation of the model may have been a methodological artifact. Furthermore, the

theory does not consider individual differences, conversely predicting all employees will

react in an identical manner to changes in motivating/hygiene factors. Finally, the model has

been criticised in that it does not specify how motivating/hygiene factors are to be measured.

Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one has in a job. Further, the theory

states that how much one values a given facet of work (e.g. the degree of autonomy in a

position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met.

When a person values a particular facet of a job, his satisfaction is more greatly

impacted both positively (when expectations are met) and negatively (when expectations are

not met), compared to one who doesn’t value that facet. To illustrate, if Employee A values

autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A

would be more satisfied in a position that offers a high degree of autonomy and less satisfied

in a position with little or no autonomy compared to Employee B. This theory also states that

too much of a particular facet will produce stronger feelings of dissatisfaction the more a

worker values that facet.

Dispositional Theory

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Another well-known job satisfaction theory is the Dispositional Theory . It is a very

general theory that suggests that people have innate dispositions that cause them to have

tendencies toward a certain level of satisfaction, regardless of one’s job. This approach

became a notable explanation of job satisfaction in light of evidence that job satisfaction

tends to be stable over time and across careers and jobs. Research also indicates that identical

twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core

Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are

four Core Self-evaluations that determine one’s disposition towards job satisfaction: self-

esteem, general self-efficacy, locus of control, and neuroticism.

This model states that higher levels of self-esteem (the value one places on his/her

self) and general self-efficacy (the belief in one’s own competence) lead to higher work

satisfaction. Having an internal locus of control (believing one has control over her\his own

life, as opposed to outside forces having control) leads to higher job satisfaction. Finally,

lower levels of neuroticism lead to higher job satisfaction.

1.7 Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as

a framework to study how particular job characteristics impact on job outcomes, including

job satisfaction. The model states that there are five core job characteristics (skill variety, task

identity, task significance, autonomy, and feedback) which impact three critical

psychological states (experienced meaningfulness, experienced responsibility for outcomes,

and knowledge of the actual results), in turn influencing work outcomes (job satisfaction,

absenteeism, work motivation, etc.).

The five core job characteristics can be combined to form a motivating potential

score (MPS) for a job, which can be used as an index of how likely a job is to affect an

employee's attitudes and behaviors----. A meta-analysis of studies that assess the framework

of the model provides some support for the validity of the JCM.

1.8 Measuring job satisfaction:

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There are many methods for measuring job satisfaction. By far, the most common

method for collecting data regarding job satisfaction is the Likert scale (named after Rensis

Likert). Other less common methods of for gauging job satisfaction include: Yes/No

questions, True/False questions, point systems, checklists, and forced choice answers. This

data is typically collected using an Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a

specific questionnaire of job satisfaction that has been widely used. It measures one’s

satisfaction in five facets: pay, promotions and promotion opportunities, co-workers,

supervision, and the work itself. The scale is simple, participants answer either yes, no, or

can’t decide (indicated by ‘?’) in response to whether given statements accurately describe

one’s job.

The Job in General Index is an overall measurement of job satisfaction. It is an

improvement to the Job Descriptive Index because the JDI focuses too much on individual

facets and not enough on work satisfaction in general.

1.9 Subject background of the study

Job satisfaction has been defined in several different ways and a definitive designation

for the term is unlikely to materialise. A simple or general way to define it therefore is as an

attitudinal variable:

Job satisfaction is simply how people feel about their jobs and different aspects of

their jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their

jobs. (Spector, 1997).

The satisfaction which an individual obtains in his job is largely result of the extent to

which different aspects of his work situation are relevant to job related system such as

opportunities for advancement of company workers, working conditions, cleanliness,

working hours, communications, recognition, individual adjustment and group relationship

outside the job.

The most important need of organization is to achieve the effective utilization of the

resources that the organization has got at its disposal. Men, money and material have been

classified as the principle resources. From all these three resources the most important source

that needs to be taken care of properly in the handling of its workforce is men.

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If the workforce in an organization is properly looked after and understood and if their

primary needs are properly cared, studied and met, and then these are the people who can

take the organization to the maximum height of glory and achievement.

For the success of any organization employee satisfaction is of vital importance. The

workers who are satisfied are the biggest assets to an organization. The organization cannot

achieve its goal and targets unless its workforce who constitutes the organization is satisfied

with his job.

Employee satisfaction plays an important role for the happiness and prosperity of the

individuals and the organization that has employed them. The needs of the workers, their

thinking and their aspirations have undergone a rapid change on account of the fact of

technological charges and rapid industrial growth. Therefore, the attitude and behavior of

men have become an object and critical study for behavioral scientists these days.

One of the surest signs of deteriorating conditions in an organization is low job

satisfaction or low employee satisfaction. In its more sinister forms it lurks behind wildcat

strikes, absenteeism and employee turnover. It also may be a part of grievances, low

productivity, disciplinary problems and other organizational difficulties.

High employee satisfaction, on the other hand, gladdens the heart of the

administrators, because it tends to be connected with positive conditions that the

administrators want. Although high job satisfaction is the hallmark of a well managed

organization, it cannot be persuaded into existence of even bought. It is fundamentally the

result of effective behavioral management. If furnishes a measure of the progress that has

been made in developing a sound behavioral climate in an organization.

The term employee satisfaction or job satisfaction came in 1935 with the publishing

of a book ‘job satisfaction’ by hoppock (100). Since then numbers of investigators in this

field have defines the term job satisfaction. Hoppock was the first industrial psychologist to

provide the concept of job satisfaction. Hoppock defined employee satisfaction as ‘any

combination of psychological, physiological and environmental circumstances that causes a

person truthfully to say, I am satisfied with the job’. He has included both on the job and off

the job factors.

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Bullock (22) considers employee satisfaction as ‘an attitude which results from a

balancing and summation of many likes and dislikes experienced in connections with the job.

This attitude manifests itself in evaluations of the job and of the employing organization.

These evaluations may rest largely upon one’s own success of failure in the achievement of

personal objectives and upon the perceived contribution of the job and company towards

these ends. Thus a worker may like certain aspects of his work yet thoroughly dislike others.

Blum (12) has suggested that the term job satisfaction is ‘A general attitude which is

the result of many specific attitudes in these areas viz., specific job factor such as wages,

supervision and steadiness of work, individual characteristics such as the employee’s age,

health, temperature, desires and level of aspiration, and group relationship outside the job,

such as his family relationship social status, recreational outlets and his activity in

organizations like labor, political or purely social. In other words, job satisfaction may be

defined as a favorable feeling of psychological conditions of a person towards his job

situations.

French, kornhauser and marrow (50) have compiled a list of ‘on the job’ factors

which were found by various investigations as underlying causes of satisfaction and

dissatisfaction of workers.

These are:

1. Factors in the individual ability, health, age, temperament, desires and expectations,

neurotic tendencies, unconscious conflicts, etc.

2. Factors in employment relations – wages or earnings, steadiness of employment,

transfer, lay off, kind of work performed, supervision, training, condition of work,

opportunity for advancement, opportunity to use ability, social relationships on the

job, recognitions and fair evaluation of work, opportunities for participation, free

interchange of ideas, prompt and fair setting of grievances, understanding and respect

by employer.

3. Factors in life away from work home conditions, reaction, consumer problem, labor

union activities, socio- political and economic conditions, etc.

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

generated by the many individual attitudes and factors inherent in the worker and conditions

that emanate from the ‘social environment of work’.

Morse (166) points out that satisfaction from a job are a function not only of how much a

worker receives from the job or the environment, but also of where he stands with respect to

his level of aspiration.

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.

These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School,

sought to find the effects of various conditions (most notably illumination) on workers’

productivity. These studies ultimately showed that novel changes in work conditions

temporarily increase productivity (called the Hawthorne Effect).

It was later found that this increase resulted, not from the new conditions, but from the

knowledge of being observed. This finding provided strong evidence that people work for

purposes other than pay, which paved the way for researchers to investigate other factors in

job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management,

argued that there was a single best way to perform any given work task. This book

contributed to a change in industrial production philosophies, causing a shift from skilled

labor and piecework towards the more modern approach of assembly lines and hourly wages.

The initial use of scientific management by industries greatly increased productivity

because workers were forced to work at a faster pace. However, workers became exhausted

and dissatisfied, thus leaving researchers with new questions to answer regarding job

satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo

Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the

foundation for job satisfaction theory. This theory explains that people seek to satisfy five

specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and

self-actualization. This model served as a good basis from which early researchers could

develop job satisfaction theories.

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2. RESEARCH DESIGN

2.1Title of the study:

“A study on Job satisfaction and its impact on the employees at Wenger & Watson”

2.2 Statement of the problem:

This study is an effort to understand the impact of Job satisfaction on the employees

of an organization. In today’s world, to become successful organization, the company should

satisfy its most important resources, the human resources. For the success of any organization

employee satisfaction is of vital importance. The workers who are satisfied are the biggest

assets to an organization. The organization cannot achieve its goal and targets unless its

workforce who constitutes the organization is satisfied with his job.

Employee satisfaction plays an important role for the happiness and prosperity of the

individuals and the organization that has employed them. The needs of the workers, their

thinking and their aspirations have undergone a rapid change on account of the fact of

technological charges and rapid industrial growth. Therefore, the attitude and behavior of

men have become an object and critical study for behavioral scientists these days.

2.3 Objectives of the study:

1. To analyse and interpret the factors contributing to employee satisfaction and

enhancement of their skills

2. To measure the level of job satisfaction of the employees in Wenger &Watson..

3. Identify a list of parameters and its variation with rates given by the participants.

4. To analyse the extent to which the suggestions of employees are taken into

consideration.

5. To formulate suggestions for any improvement in employee satisfaction

2.4 Need for the study:

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For the last three decades, the problem of employee satisfaction has attracted

considerable attention of industrial psychologists. It is regarded as a very significant attention

of the industrial psychologists. It is regarded as a very significant factor in worker’s morale,

absenteeism, and accidents, turnover and to some extent productivity, through its relationship

with productivity is not very clear.

Job satisfaction is of great significance of efficient and profitable functioning of any

organization. Satisfied workers are the greatest asset of any organization and dissatisfied

workers the biggest liabilities. In fact, an organization cannot successfully achieve its goals

unless and until those who constitute the organization are satisfied in their jobs. It is believed

that workers dissatisfied with their job may be militant in their attitudes towards the

management. Dissatisfaction is infectious and quickly spreads to other workers, and shape the

morale in the organization.

The amount of co-operation that the management may derive from the employees

would depend greatly on the extent of satisfaction amongst them. A dissatisfied worker may

seriously cause damage to the reputation and property of the company and harm its business

interests. Since individuals join to make small groups, small groups together make large

organizations, and large organizations constitute the society, job satisfaction is of great

importance for the individuals, the organization which employ them and the society as a

whole

2.5 Methodology of the study

Primary data : The primary data will be collected from the employees.

Questionnaires were given to all the respondents, Personal observation method.

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

journal, Brochures ,Textbooks of HRM

1. Sampling Techniques : The employees are considered as samples and are selected

randomly to collect their opinion regarding their participation. The type of sampling

technique used is Simple Random Sampling

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

within the organization itself.

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

2.6 Hypothesis of the study:

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

employees.

There is no significant difference between the support received for additional training

and opportunities to use the skills and talent acquired through the training programme.

2.7 Methods of Analysis:

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

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

Construction of tables relating to data collected.

Visual representation of data through graphs and charts.

The graphical tools used in the study were

1. Pie charts

2. Bar diagrams

2.8 Limitations of the study:

The study conducted is of academic nature and therefore the respondents’

participation may be limited.

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

respondents was correct.

.

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3. INDUSTRY PROFILE

India stands tall today among global contemporaries in the software market, its name

having become synonymous with expertise in this discipline. A World Bank- funded study

has confirmed that foreign vendors rated India as their top choice for software outsourcing.

The list of these companies is as long as it is illustrious. It includes General Motors, British

Airways, Wal-Mart, Coke, General Electric, Ford, Sony, Nokia, Siemens, United Airlines,

Pepsi, Boeing and Citibank.

Indian software companies are increasingly providing sophisticated solutions for e-

commerce, e-banking, CRM, SCM, telecom software, mobile internet, network integration,

application development, robotics, embedded software, microelectronics design and software

engineering among others.

India has been exporting computer software for years, but what's new is the extent

to which American businesses have begun entrusting critical, leading-edge software

development to Indian programmers. Past and present Infosys clients include such marquee

American names as Visa, Xerox, General Electric, Reebok, and AT&T. The Indian software

industry truly symbolizes India’s strength in the knowledge based economy. Highly skilled

human resources coupled with low wage structure and world class quality have transformed

India into a global powerhouse in the Information Technology (IT) software services and

solutions sectors.

In a little over a decade India has emerged as a major exporter of software in the

international economy. Since last five years the industry has expanded at a compound rate of

56%. More than two thirds of this was exports making this industry export earner to the

country. Indian Software and Service Sector: Growth of Knowledge Professionals.

Electronics and Information Technology is the fastest growing segment of Indian

industry both in terms of production and exports. Today, the electronics industry is

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completely deli censed with the exception of aerospace and defense electronics, and along

with the liberalization in foreign investment and export-import

Policies of the entire economy, this sector are attracting considerable interest not only as a

vast market but also as potential production base by international companies.

E-Recruitment center:

While the Indian recruitment industry is still reeling from the impacts of the US

slowdown (in terms of cost cutting measures induced by the companies), one significant

area which has actually witnessed a growth in such a conflicting situation is the e-

recruitment market. Growing at a pace of about 100 to 150 per cent, this recruitment mode

promises to increase its share from the present 2 per cent to 10 per cent in the next 3-4 years

i.e. by 2012. The Internet, in fact, has completely revolutionized the role of the traditional

recruiter. Gone are the days where cold calling and candidate networking were the only

option available to identify new potential candidates. Now it's about searching through

hundreds of thousands of CV's placed on personal web pages and browsing online corporate

staff directories. In a candidate-starved (quality candidate) market, the Internet can prove a

valuable resource for finding potential candidates who are not necessarily looking to change

their current jobs but would be open to the 'right' opportunity. Meanwhile in a candidate rich

marketplace, consultants can use the Internet to find relevant 'live' job vacancies where

companies have advertised directly on the web. You can also use the Internet to find

information on company's financial results, their budget information, who has been recently

appointed, and business wins & losses. In fact, with the right search techniques, exact

profiles can be sourced.

Presently, the total Indian recruitment market is approximately around `500- 600Crores.

The decade old online recruitment industry in India seems to be flooded with different

jobsites, each of them promising a better job to candidates and better candidates to

employers. The Indian market for e-recruitment is still at least five years behind the West.

This shows in the big numbers. According to industry estimates, the top four or five job

portals account for only 1.5 to 2 per cent of total recruitments.

Internationally, online recruitment is almost neck-to-neck with other recruiting channels. In

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the US, for instance, the online recruitment market already accounts for 29 per cent of total

recruitment related advertising.

Job-Sites:

The online recruitment revolution started in India in 1997 with the launch of naukri.com

which changed the entire platform for job seekers and employers. A typical job site offers a

dynamic candidate database to employers apart from standard web-based advertising

solutions (which include simple text based listings/classifieds to dynamic banners and

animated pages). Online recruitment facilitates just-in-time hiring.

Resume Database Sizes of India’s Major Job Sites

When an organization needs a candidate it can access the database of job portals,

screen resumes and send a mass mail. It can also shortlist people based on skills, location,

salary and availability and move on to the interview stage. Some of the jobsites in India

include naukri.com, monsterindia.com, timesjobs.com, clickjobs.com, shine.com,

cybermediadice.com, jobstreet.com etc.

India’s E-Recruitment Market:

The Indian e-recruitment sector took birth with the advent of Naukri.com-India’s first

online job site. This was sometime in 1997. Naukri had the first mover advantage until

Jobsahead entered the scene sometime later. Before the entry of Jobsahead, Naukri was

virtually a monopoly. Of course since the concept was new the cost of introduction was

higher. Once the product gained acceptance with both the corporate as well as job seekers

Naukri started commanding a premium for its e-recruitment solutions. Sales representatives

would charge a price higher than that listed. Naukri even resorted to exorbitant price

increases almost every six months to literally “milk the cash cow”.

Jobsahead did bring in some amount of competition, threat and challenge to Naukri

but later on an informal cartel structure developed with neither player willing to cut prices.

Further, innovation in technology was easily imitated by the other since there was minimal

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capital expenditure required. Monster, a multinational player in the e-recruitment sector

entered the Indian market quite some time later. Monster acquired Jobsahead and posed a big

challenge to Naukri using the “power of 2” advertising. This was the beginning of the

consolidation stage in the Indian e-recruitment sector and of course it took place too early as

the market was very nascent at that point in time.

Recruitment Consultancies:

Recruitment is a priority activity for any successful business. So when recruitment

need arises, the organization has to consider whether it has the resources (in term of skills and

personnel time) to manage that process effectively. If it does not, that means bringing in

external specialist.

These companies specialize wholly in recruitment and generally keep a up-to-date

database of experience potential employees.   They take the time out of advertising,

interviewing and selecting candidates, and can hand out a ready-made employee to fit the job

specification. They offer part and full-time candidates.  If a specialist candidates is required, a

job agency has the expertise to attract the right person; many also agencies specialize in the

candidates they attract e.g. accountancy, haulage.  Agencies take the worry out of the

employment headache, and for the small business this can save a lot of time.

1. Reasons for appointing a recruitment consultancy:

Calling in external help may be appropriate where some or all of the following conditions

exist:

1. Lack of in-house recruitment expertise

2. Lack of in-house time to handle applications

3. The company is unsure what the best approach may be to attract applicants for the

vacant position(s)

4. The role is so high or in such a specialized area that advertising the position is

unlikely to generate a significant number of appropriate applications

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

individual required.

2. Types of consultancy firm

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Practices can very broadly be divided into four main types:

Generalist

Strategy

HR

Niche firms.

2.1 Generalist

These large consulting firms offer a wide range of services from strategy consulting and

human resources to IT and in some cases outsourcing on a global basis. Many of these firms

grew out of the audit firms, e.g. Accenture, AtosKPMG Consulting, CapGemini, Ernst &

Young: some developed within IT service companies e.g. IBM Business Consulting Services,

LogicaCMG and Computer Sciences Corporation. Some were established as consulting firms.

2.2 Strategy Consulting

Within this category are firms like McKinsey and Bain. Smaller than the generalists in the

UK, the majority of these organizations are American. As the term suggests, they primarily

offer strategic advice to companies on a project-by-project basis.

2.3 Human Resource Consulting

These firms offer specialist advice ranging from reviews of salaries and benefits to

development of leadership skills. They include organizations like Hay Group, Mercer Human

Resource Consulting, Towers Perrin, Watson Wyatt and Penna Consulting.

2.4 Niche Firms

Much of the growth in UK consulting has been as a result of consultants leaving the

larger firms and setting up their own consultancy firms in a particular sector or offering a

specialist service.

3. Changing relationships with clients and competitors

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As clients look for integrated solutions to their management and IT requirements,

many consultancy firms are entering into alliances with software suppliers, telecoms or

communications conglomerates in order to provide a broader range of services and to extend

their global reach. Consultants can become part of the client organization for periods of time,

and may sometimes share the rewards as well as the risks of a project. Consultancy firms

which have historically competed are now working together on client projects and there will

be continuing convergence within and outside the industry as firms co-operate and merge in

order to better service their clients.

COMPANY PROFILE

A. Background and Inception of The Company:

Wenger and Watson In is a management consulting company and commenced business

on 26th April, in the year 2002. The sole purpose of Wenger and Watson Inc., coming into

existence is to provide world class consulting services to its clients in the areas of Human

Resources.

Wenger & Watson Inc. is a professionally managed & established IT recruitment

consultancy with over a decade of successful track record to its credit. Its success is based on

providing quality candidates and speedy resourcing solutions to the clients. The extensive

database, refined over a decade, is maintained through local & national advertising on a

regular basis and particularly through referrals and recommendations.

The services provided in Wenger & Watson Inc. are Recruitment, Executive Search,

Performance Management Systems, Value added HR Services and Six Sigma. Wenger and

Watson Inc. stands for Trust, Integrity, Commitment and Unmatched Delivery

Benchmarks. The success of Wenger and Watson Inc. has been built on unparalleled

insights into the people dynamics of corporations and their leadership requirement at the

highest levels.

B. Nature Of the business carried:

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Wenger and Watson Inc. provide world class services to its clients in the areas of

Human Capital Solutions & Executive Search in the shortest timeframe and at a sustainable

value.

Wenger & Watson Inc. was founded on the philosophy of serving clients and

aspirants with an entrepreneurial approach, combined with the highest levels of

professionalism and integrity. A clear and perfect understanding of their client's domain of

business, technology and expertise with minimum turnaround time provides Wenger and

Watson Inc. an edge over competitors. This focused approach allows for a better

understanding of a client's competitive landscapes, business strategies and unique operations.

Their clients are industry icons who command expertise and leadership in their own

specialized field of technologies / business domains like, Microsoft, Sun Microsystems,

Texas Instruments, BEA Systems, Amazon, EMC2, Yahoo Inc! etc, to name a few.

Wenger & Watson Inc. strives continually to exceed client and aspirant expectations.

The consultants are committed to providing the highest level of service in the human capital

industry, delivering unparalleled reach, expertise and results in the recruitment and

development of world-class leadership teams. Here the consultants possess the requisite

market based expertise - and global candidate network - to find out the most qualified leaders

for business across the IT industry. Here the consultants are committed to completing each

assignment with speed, accuracy and, most important, total client and aspirant satisfaction.

Today, Wenger & Watson Inc., is the premier provider of executive human capital

solutions, with services ranging from CEO recruitment to executive search, middle-

management recruitment, strategic management assessment and executive coaching and

development.

Wenger & Watson Inc has been rated amongst the top 5 companies in the IT search

domain. The success of Wenger and Watson Inc. has been built on unparalleled insights into

the people dynamics of corporations and their leadership requirement at the highest levels.

Wenger & Watson Inc. is poised for further growth, having emerged as the clear leader in the

booming IT segment for the third year in a row. The company’s forward thinking and long-

term dedication to its clients set it apart.

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

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Harish Kumar M- Managing Director

Amita Awasare – Co founder

Darshan Godbole – Branch Manager.

C. Product/ Service Profile:

1. Service:

The below mentioned are some of the services provided by Wenger & Watson.

1.1. Permanent Staffing

The company’s search service extends to 50 clients which are a mix of product

development and services companies in the IT domain.

Big 5 consulting firms

Leading Search engine Companies

Software Product Development Companies

Software Service Organizations

Technology Start-ups

1.2 Executive Level Search:

Wenger and Watson Inc. does a mandate search on candidates with specific skill

sets and expertise levels based on very specific criteria laid down by the client. This service is

essentially provided for middle management position. Getting talent right, or not,

dramatically influences the success or failure of companies, and creates a ripple effect that

cannot be ignored. Executive Search is more than just an agency to fill holes in your staff; its

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recruiting strategy begins with gaining firsthand knowledge of the clients’ infrastructure,

management philosophy, and precise human capital requirements and we are just as

painstaking in matching the goals of candidates to the client’s requirements. Executive

Search can streamline the interviewing process and quickly find the best person for the

position. It believes that evaluation at middle level management is very crucial, because it

means seeking out and identifying leaders of tomorrow.

1.3. CXO Level Search:

The company’s Executive Search Consultants have all worked in industry as Senior

Line Managers and therefore. Its added value is that they know the business and approach

assignments from the business perspective. They recruit candidates for senior level

management positions, as well as Board of directors across a diverse range of industries. The

company work to provide its clients with the best candidate for the job. It is believed that

each Executive Search project is a chance to move your organization closer to its stated

mission and strengthen the culture around its honored values.

1.4 Temporary Staffing:

It provides temporary staffing solutions to the industry leaders in following sectors:

IT

Retail

Manufacturing & Engineering

FMCG

Telecom

Aviation

BFSI

Automotive

Infrastructure

Pharma

Hospitality

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“In another ten or fifteen years, organizations may have outsourced all its work that is

'support' rather than 'revenue producing' and all activities that do not offer career

opportunities into senior management”. This means that in many organizations a majority of

people working might not be employees of that organization but employees of an outsourcing

contractor.

Guided by this legendary thought W&W Inc. decided to leverage its rich experience in

executive search domain to provide Temporary Staffing Solutions. Facing challenges boldly

and emerging victorious has become a habit at W&W Inc. ‘Watson Dynamites’ – the

experienced team at W&W Inc. is ready to explode into the Temporary Staffing arena in a

big way.

The Temporary staffing division creates a co-employment relationship with clients and

takes responsibility for all HR and administrative issues and the compliance related matters,

of the employees on a particular assignment. The options for temporary staffing include

Short term contract

Contract to Permanent Hire

Fixed-term contract

Pay rolling

1.3. Other Services:

These are some of the other services provided by Wenger & Watson on request.

1.3.1 COMPENSATION SURVEY:

“Compensation is a key determining factor for any organizations growth”. It’s no

longer a matter of just a few numbers. ‘Compensation packages’ as they are popularly known

need to be designed, keeping in mind a various factors, which will continue to motivate

employees and also work wonders for the company that is hiring. W&W Inc. assists its

clients in arriving at the right numbers that will help them grow year after year.

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1.3.2 TRAINING:

Corporate training modules have been delivered as and when clients have expressed such

requirements. Wenger and Watson Inc. provides training in the areas of

Technical Training

Soft skill Training

Managerial Training

Executive Training

1.4 Varied set of traits distinguish them from the remaining:

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

competitors

1.4.1 Commitment

Wenger and Watson Inc., stands for Trust, Integrity, Commitment and Unmatched

Delivery Benchmarks. As a Company we will engender respect for one another through the

management of diversity, it honours its commitments with its employees, work cohesively as

a team, promote open communication and value individual ability and equity.

1.4.2 Precision:

The quality and relevance of resumes are assured at Wenger and Watson Inc. How the

right candidate is precisely targeted, as well as how the aspirant is perfectly matched with the

subjective and the objective parameters specified by clients is a special skill that W&W Inc.

brings to the table.

1.4.3 Turn around Time

W&W Inc. goes a step further – It strives to beat that committed deadline by allocating

focused attention of its consultants to quicken the delivery process. This is made possible

largely due to an inherent nimbleness in the organization. The shorter reaction times are

further enabled by a high degree of market knowledge.

1.4.4 Complexity:

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Consultants at Wenger and Watson Inc. are highly skilled and trained to handle some of

the most complex and technically challenging assignments given to them; an area where

other consulting firms fail to deliver. In fact, interestingly so, W&W Inc. history has proved

beyond doubt that the more complex the specifications, the more we seem to relish it. This

not only serves as a better business opportunity but also an accomplishment to further

existing opportunities.

1.4.5 Innovation:

Innovation at Wenger and Watson Inc. is a way of life. Whatever be the activity,

consultants look at performing differently to maximize the ROI of its clients. This is the very

essence of everyday functioning at W&W Inc. wherein, every assignment undertaken,

involves a constant effort to innovate rigorously so that the closures are in synchrony with the

clients' expectations.

D. Area of operation- National/ Regional

The Wenger & Watson Inc. is operating in Bangalore area and following are the two

branches in Bangalore.

1) Wenger & Watson Inc.

#4, Subhodayam, 2nd and 3rd floor

NewB.E.LRoad,R.M.V.2nd

Landmark: Near SLK Software/ Dollars colony bus stop

Bangalore – 560 054

2) Wenger & Watson Inc.

2nd and 4th Floor,"Girija" situated at [No. 67 – 6 - 817],

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80 feet road, 8th block, Koramangala,

(Diagonally opposite to Koramangala police station)

Bangalore – 560 095

E. Ownership pattern

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

Harish Kumar M

Amita Awasare

Darshan Godbole

F. Clients:

Product Development Companies:

Google

Amazon.com

eBay

Philips

Flipkart.com

Sabre Holdings

PayPal

Home Shop18

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Apigee Corporation

Sun Gaurd

IBM ISL

Komli Media

Innovation Labs

Thought Works

Services Companies:

IBM GBS

Deloitte Consulting India Ltd

MakeMyTrip.com

Pubmatic

Earnst & Young

Siemens.

G. Competitors information

ABC Consultants

Ma Foi

Career Access

Career Net

Elixir Web Solutions

Team lease

Stanton Chase

Global Hunt

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Quadrangle

Adecco peopleone.

Kelly Services

Futurestep

J. Work flow model:

Manpower Analysis

Billing

Reject

No Yes

Out sources Sourcing

(JD) JP Head hunting

Customer’s Raw material

Schedule Interviews

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Select

HR team client

Base W&W Candidates

3. MCKINSEY 7S FRAMEWORK

Description

The McKinsey 7S Framework is a management model developed by well-known

business consultants Waterman and Peters  in the 1980s. This was a strategic vision for

groups, to include businesses, business units, and teams. The 7S are structure, strategy,

systems, skills, style, staff and shared values. The model is most often used as a tool to assess

and monitor changes in the internal situation of an organisation.

1. Strategy

 Strategy is the plan of action an organisation prepares in response to, or anticipation

of, changes in its external environment. Strategy is differentiated by tactics or

operational actions by its nature of being premeditated, well thought through and

often practically rehearsed. It deals with essentially three questions.

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Structure

Shared values

Strategy Systems

Skills Style

Staff

Where the organisation is at this moment in time?

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

How to get there?

Thus, strategy is designed to transform the firm from the present position to the new position

described by objectives, subject to constraints of the capabilities or the potential.

2. Structures

Business needs to be organised in a specific form of shape that is generally referred to

as organisational structure. The structure of the company often dictates the way it operates

and performs. Traditionally, the businesses have been structured in a hierarchical way with

several divisions and departments, each responsible for a specific task such as human

resources management, production or marketing. Although this is still the most widely used

organisational structure, the recent trend is increasingly towards a flat structure where the

work is done in teams of specialists rather than fixed departments. The idea is to make the

organisation more flexible and devolve the power by empowering the employees and

eliminate the middle management layers. 

3. Systems

Every organisation has some systems or internal processes to support and implement

the strategy and run day-to-day affairs. For example, a company may follow a particular

process for recruitment. These processes are normally strictly followed and are designed to

achieve maximum effectiveness. Traditionally the organisations have been following a

bureaucratic-style process model where most decisions are taken at the higher management

level and there are various and sometimes unnecessary requirements for a specific decision

(e.g. procurement of daily use goods) to be taken. Increasingly, the organisations are

simplifying and modernising their process by innovation and use of new technology to make

the decision-making process quicker. Special emphasis is on the customers with the intention

to make the processes that involve customers as user friendly as possible.

4. Style/Culture

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 All organisations have their own distinct culture and management style. It includes

the dominant values, beliefs and norms which develop over time and become relatively

enduring features of the organisational life. It also entails the way managers interact with the

employees and the way they spend their time. There have been extensive efforts in the past

couple of decades to change to culture to a more open, innovative and friendly environment

with fewer hierarchies and smaller chain of command. Culture remains an important

consideration in the implementation of any strategy in the organisation.

5. Staff

 Organisations are made up of humans and it's the people who make the real

difference to the success of the organisation in the increasingly knowledge-based society. The

importance of human resources has thus got the central position in the strategy of the

organisation, away from the traditional model of capital and land. Facilitating employees with

rigorous training and mentoring support, and pushing their staff to limits in achieving

professional excellence, and this forms the basis of these organisations strategy and

competitive advantage over their competitors. It is also important for the organisation to instil

confidence among the employees about their future in the organisation and future career

growth as an incentive for hard work.

6. Shared Values/Super ordinate Goals

 All members of the organisation share some common fundamental ideas or guiding

concepts around which the business is built. This may be to make money or to achieve

excellence in a particular field. These values and common goals keep the employees working

towards a common destination as a coherent team and are important to keep the team spirit

alive. The organisations with weak values and common goals often find their employees

following their own personal goals that may be different or even in conflict with those of the

organisation or their fellow colleagues.

7. Skills

These are the questions answered and which helps us to collect information on.

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What are the strongest skills represented within the

company/team?

Are there any skills gaps?

What is the company/team known for doing well?

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

How are skills monitored and assessed?

McKinsey 7S Framework at Wenger & Watson Inc.

1. Structure (Organizational Structure)

From the below figure we can say that the organization has a functional and

line structure. It is a functional structure, because the hierarchy is divided into General

Managers of different departments. The rest is line structure only that is why the structure of

the organization can be attributed to be as a combination of both functional and line

structures.

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Business Partner

Branch Manager

Delivery Manager Branch Manager

Team Lead

Senior Consultant

Consultant

Associate Consultant

Starting from sourcing the CV’s from various job portals or through headhunting as

per the requirements outsourced by its clients in the form of job descriptions (JD) to

scheduling the interviews and finally placing the candidate safely at client’s place is what the

operations department does. It also takes into its shoulders the billing process after the

candidate has joined and completed three successful months in the client’s side.

2. Skills

The strongest skill present in the company employees is Head Hunting and to source the right

profile from job portals and the ability to communicate and convince the candidates to look

for a change. The drawback in the skill set of employees here is that their less experience in

handling candidates for top level management. The skills of employees here are monitored

and assed depending on the number of their candidates appeared for the interview and got an

offer letter.

3. Style

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“In another ten or fifteen year, organizations may have outsourced all its work that is

'support’ rather than 'revenue producing' and all activities that do not offer career

opportunities into senior management. This will mean that in many organizations a majority

of people working might not be employees of that organization but employees of an

outsourcing contractor.” These were the words said by Peter Drucker (1995), Wenger &

Watson follows this statement and works in this direction.

4. Strategy

The quality and relevance of resumes are assured at Wenger and Watson Inc. How the

right candidate is precisely targeted, as well as how the aspirant is perfectly matched with the

subjective and the objective parameters specified by clients is a special skill that W&W Inc.

brings to the table. Timelines are committed so as to be in line with the client’s level of

urgency and how does W&W set better benchmarks - W&W Inc. goes a step further – It

strive to beat that committed deadline by allocating focused attention of its consultants to

quicken the delivery process. This is made possible largely due to an inherent nimbleness in

the organization. The shorter reaction times are further enabled by a high degree of market

knowledge. Head Hunting is the major strategy performed by the employees here, there

convincing ability and squeal the candidates and choosing the right person for the right job.

5. Systems

Innovation at Wenger and Watson Inc. is a way of life. Whatever be the activity,

consultants look at performing differently to maximize the ROI of our clients. This is the very

essence of everyday functioning at W&W Inc. wherein, every assignment undertaken,

involves a constant effort to innovate rigorously so that the closures are in synchrony with the

clients' expectations. W&W Inc. decided to leverage its rich experience in executive search

domain to provide Temporary Staffing Solutions. Facing challenges boldly and emerging

victorious has become a habit at W&W Inc.

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6. Staff

There are 78 employees in this organization. Dedicated consultants at Wenger and

Watson Inc. possess the requisite market based expertise - and global candidate network - to

find out the most qualified leaders for business across the IT industry. Every year clients

benefit from these consultants commitment to quality and unparalleled industry, functional

and regional expertise. The leadership team consists of

HARISH KUMAR M

AMITA AWASARE

DARSHAN GODBOLE

7. Shared Values

To provide world class consulting services to its clients in the areas of Human

Resources. To establish long-term strategic relationship with its clients and candidates. These

relationships go beyond simple pleasantries and get to the heart of what the company needs

and wants in a candidate. Wenger and Watson Inc., stands for Trust, Integrity, Commitment

and Unmatched Delivery Benchmarks. They work cohesively as a team, promote open

Organization hierarchy

The various functional departments are as follows:-

HR Department

Finance Department

Marketing

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Operations

Administration

1. Human Resource Department .

The company firmly believes that the human resources are the key to its growth and

survival. Managing motivating and developing the human resource are the responsibility of

all line managers and executives within the organization in order to create an environment

where individual will develop to the fullest potential in the process of contributing to the

growth of organization.

Wenger&Watson Inc. Executive Search Firm recognizes its employees as the most

important asset for its continued growth. Human resource management in Wenger&Watson

Inc. Executive Search Firm shall strive to ensure continuous organizational growth by

nurturing the strength of its employees and providing the environment and goal within the

framework of organizational, community and national objectives they will do the following:

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

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

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

4. The company shall employee without gender or age bias.

5. The company shall ensure HR planning to resource manpower with required knowledge/skills and will not employ those convicted for any criminal acts moral turpitude or with bad track record or person of unsound mind.

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

7. Recognize worthy contributions so as to maintain a high level of employee motivation and morale. Appraisals and promotions shall be ethical and impartial.

8. Contribute towards and health and welfare of the employees.

Functions

1. Human resource planning

The company assesses man power needs for future and also making plans for recruitment

It also plans for training and development needs of the organization

Helps the organization to cope with the technological development and modernization

2. Recruitment and Selection

Recruitment

95% of the recruitment is done through placement agencies

5% through internal employees

Selection

The company undergoes 3 stages for selection process

a) Test [aptitude test, personality and technical tests]

b) Panel members selection

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Where the panel consists 3 member’s i.e. technical person, concerned dept HOD and the H.R person

c) MD/Directors selection

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

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

5. Training and development Every employee should undergo 30 hours minimum training per year

The company follows the training calendar

Types of training

a) On the job training

Job instruction training

Coaching

Mentoring

Position rotation

Apprenticeship

Committee assignments

b) Off the job training

Internship

6. Performance management system

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

7. Compensation management 40

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The company’s main purpose of compensation for the employee is to establish a fair and equitable compensation offering similar pay for similar work

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

9. Increment Increment in the salary is based on the employee’s performance; the increments are from 5% 10% 12% 15% and 20% bonus

10. Disciplinary proceeding

Employees are expected to maintain high discipline

Strict timings are followed

Cleanliness

2. Finance Department

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Objectives of this department are:

1. Manage the funds

2. Accounting of bills

3. Statutory compliance

4. Reporting

Function of this department are:

Function related to funds, legal, taxation etc:

Accounting :

1. Accounts receivable

2. Accounts payable

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Manager

(Finance & Operation)

Finance & Accountant Consultant

Assistant Finance & Accountant

Taxation:

1. Central excise tax

2. Sales tax

3. Income tax

4. Quarterly tax

Reporting:

1. P&L

2. Balance Sheet

Budgeting/forecasting.

Capital budgeting.

Marketing Department:43

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Objectives of this department are:

To achieve profit

To create the market awareness

Strategies used are

To create awareness

Competitors activities

Exhibitions

Manpower Analysis

4. ANALYSIS & INTERPRETATION OF THE DATA

Table: 4.144

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Managing Director

Business Development Manager

Client Manager

1. Age of the respondent

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid under 30 44 88 88 88.0

31-40 06 12.0 12.0 100.0

above 40 00 0.0 0.0 100.0

Total 50 100.0 100.0

Chart No: 4.1

Analysis: Above figure shows that 88% of respondents are in the age group of 20 - 30 years,

12% of the respondents are between the age group 31-40, and none of the respondents are

above 40 years.

Interpretation: By the above analysis we infer that the workforce is young, since most of the

employees are in between the age group of 20 – 30 years.

Table: 4.2

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Gender of the respondent

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Male 16 68.0 68.0 68.0

Female 34 32.0 32.0 100.0

Total 100 100.0 100.0

Chart No: 4.2

Analysis: The above figure shows that 32% of the respondents are male

And 68% of the respondents are female.

Interpretation: By the above analysis it can be inferred that the company’s hiring ratio for

female is double when compared to that of Male employees, the reason being that the

companies policy ask for more female candidates than male.

Table: 4.3

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Designation of the employee:

   Frequency Percent Valid Percent

Cumulative Percent

Valid Trainee

7 14 14 14Consultant

34 68 68 82Team Lead

8 16 16 98Branch Manager

1 2 2 100 Total 50 100 100

Chart No: 4.3 Designation of the employee

Analysis: The above figure shows that 14% of the respondents are Trainees, 68% of the

respondents are Consultants, 16% of the respondents are Team leads and the rest 2% is the

Branch Manager.

Interpretation: By the above analysis it can be depicted that the workforce into the

organization is segmented into different designations as mentioned above, and the roles and

responsibilities vary accordingly, most of the employees are designated as Consultants, which

reflects that they are in the growth stage.

Table: 4.4

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How long have you been working for the organization?

   Frequency Percent Valid Percent

Cumulative Percent

Valid 0 to 3 Months12 24 24 24

3 Mts – 1year25 50 50 74

More than 1 yr13 26 26

100

Total50 100 100

Chart No: 4.4

How long have you been working for the organization

Analysis: The above figure shows that 24% of the respondents are fresher’s and are in their

probationary period, 50 % are in the range of 3 months to 1 year, and the rest 26% are serving

the company since 1 year

Interpretation: from the above analysis it is depicted that nearly half a percent of the

workforce is serving the organization, from past 1 year, therefore it can be said that the

workforce is quite satisfied and the employee turnover ratio is low.

General working Conditions

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Table: 4.5: I am Satisfied with my work.

Frequency Percent Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree0 0 0 0

Disagree 5 10 10 10.0

Undecided 12 24 24 34.0

Agree 32 64.0 64.0 98.0

Strongly Agree 1 2.0 2.0 100.0

Total 50 100.0 100.0

Chart No: 4.4 I am satisfied with my work

Analysis: The above figure shows that 2% of the respondents strongly agree that they are

satisfied with the work they do, 64% of the respondents agree that to the same, 24% of the

respondents are undecided, 10% of the respondents disagree, & none of the respondents

strongly disagree that they are satisfied with the work they do.

Interpretation: from the above analysis it can be revealed that more than half a percent of

the workforce is satisfied with the working environment created by the organization. This

will reduce work force absenteeism.

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Table:4.6

I am satisfied with the hours worked each week

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree2 4.0 4.0 4.0

Disagree 5 10.0 10.0 14.0

Undecided 10 20.0 20.0 34.0

Agree 29 58.0 58.0 92.0

Strongly Agree 4 8.0 8.0 100.0

Total 50 100.0 100.0

Chart No: 4.6 I am satisfied with the hours worked each week

Analysis: The above figure shows that 8% of the respondents strongly agree that they

are satisfied with the hours worked each week, 58% of the respondents agree to the

above statement, 20% of the respondents are undecided, 10% of the respondents

disagree & 4% strongly disagree.

Interpretation: from the above analysis it can be depicted that 58% of the employees

agree with the hours worked, this shows that the management takes into concern the

criteria of work life balance.

Table:4.7

The location of work is convenient to me

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree0 0 0 0.0

Disagree 6 12.0 12.0 12.0

Undecided 9 18 18 30.0

Agree 24 48.0 48.0 78.0

Strongly Agree 11 22.0 22.0 100.0

Total 50 100.0 100.0

Chart No: 4.7 The location of work is convenient to me

Analysis: The above figure shows that 22% of respondents strongly agree that location of the

work is convenient to them, 48% of respondents agree, 18% of respondents are undecided

about the location of work, 12% of respondents &, none of respondents strongly disagree.

Interpretation: It can be inferred that nearly half a percent of the employees feel that the

location is convenient to them, this is because most of the employees reside in the nearby

places, and the company is also located in a central area.

51MSRCASC

Table:4.8

The work schedule is quite flexible

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree1 2 2 2.0

Disagree 8 16.0 16.0 18.0

Undecided 7 14 14 32.0

Agree 28 56.0 56.0 88.0

Strongly Agree 06 12.0 12.0 100.0

Total 50 100.0 100.0

Chart No: 4.8

The work schedule is quite flexible

Analysis: The above figure shows that 12% of respondents strongly agree that location of the

work is convenient to them, 56% of respondents agree, 14% of respondents are undecided,

16% of respondents disagree & 2% of respondents strongly disagree that location of the work

is not convenient to them.

52MSRCASC

Interpretation: It can be inferred that more than half percent of the employees agree that the

timings and work schedule is quite flexible, this may be due to convenient “work timings and

work from home options” provided by the management.

Pay and Benefits

Table: 4.9

I am satisfied with the salary I receive

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree8 16.0 16.0 16.0

Disagree 21 42.0 42.0 58.0

Undecided 14 28.0 28.0 86.0

Agree 7 14.0 14.0 100.0

Strongly Agree 0 0.0 0.0 100.0

Total 50 100.0 100.0

Chart No: 4.9

I am satisfied with the salary I receive

Analysis: The above figure shows that none of the respondents strongly agree that they are

satisfied with the salary they receive, 14 % of the respondents agree, 28% of the respondents

are undecided 42% disagree, and the rest 16% of the respondents strongly disagree.

53MSRCASC

Interpretation: It can be inferred that half a percent of the workforce is not satisfied with the

pay scale. This may be due to poor remuneration policy followed by the management. This

may pose a threat for the company when it comes to employee turnover.

Table: 4.10

Is the remuneration matching your performance

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree08 16.0 16.0 16.0

Disagree 13 26.0 26.0 42.0

Undecided 18 36.0 36.0 78.0

Agree 11 22.0 22.0 100.0

Strongly Agree 00 00.0 00.0 100.0

Total 50 100.0 100.0

Chart No: 4.10 Is the remuneration matching your performance

Analysis: The above figure shows none of respondents strongly agree that their performance

is matching with the remuneration they receive, 22% of respondents agree to the above

statement, 36% of the respondents are undecided about it, 26% of respondents disagree 16%

of respondents strongly disagree.

54MSRCASC

Interpretation: It can be inferred that, majority of the workforce is undecided, this is

because quarter a century is new to the organization, and still under probation. And also this

task requires a lot of skills and expertise.

Table: 4.11

I am satisfied with the benefits extended by the company

(Health Insurance, life insurance, incentives etc)

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree07 14.0 14.0 14.0

Disagree 13 26.0 26.0 40.0

Undecided 16 32.0 32.0 72.0

Agree 14 28.0 28.0 100.0

Strongly Agree 00 00.0 00.0 100.0

Total 50 100.0 100.0

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

Analysis: The above figure shows that 28% of respondents strongly agree & are satisfied

with the benefits extended by the company, 22% of respondents agree, 36% of the

55MSRCASC

respondents are undecided about it, 26% of respondents disagree, & 14% of respondents

strongly disagree to the same.

Interpretation: It can be inferred that more than quarter a century, agree with the benefits

provided by the management, but, still 32% are undecided, therefore no concrete decision can

be taken regarding the benefits.

Work Relationships with Peers & Team lead/ Manger

Table: 4.12

I find my colleagues understanding and helpful

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree00 00 00 00

Disagree 00 00 00 00.0

Undecided 15 30.0 30.0 30.0

Agree 29 58.0 58.0 88.0

Strongly Agree 06 12.0 12.0 100.0

Total 50 100.0 100.0

Chart No: 4.12 I find my colleagues understanding and helpful

56MSRCASC

Analysis: The above figure shows that 12% of the respondents strongly agree that their

colleagues understand to help them, 58% of the respondents agree to the same, 30% of the

respondents are undecided, and none of the respondents disagree.

Interpretation: Although most of the employees are new to the organization then too, 58%

of them believe that their colleagues are helpful. This reveals that the organization culture is

good and all of them follow the principle of “Espirit De Corps”.

Table: 4.13

My team lead/Manager gives feedback on my work

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree01 2.0 2.0 2.0

Disagree 02 4.0 4.0 6.0

Undecided 07 14.0 14.0 20.0

Agree 36 72.0 72.0 92.0

Strongly Agree 04 08.0 08.0 100.0

Total 50 100.0 100.0

Chart No: 4.13

My team lead/Manager gives feedback on my work

Analysis: The above figure shows that 8% of respondents strongly agree that they receive

feedback from their supervisor, 72% of respondents agree to the same, 14% of the 57

MSRCASC

respondents are undecided, 4% of respondents disagree &, 2% of respondents strongly

disagree.

Interpretation: it can be easily depicted from the above pie chart nearly 75% of the

employee agrees that they get the feedback of their performance regularly from their

superiors. This shows the cordial superior-subordinate relationship. Definitely, it will lead to

higher satisfaction among the workforce.

Table: 4.14

My Team lead/Manager gives me guidance whenever I require

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree1 2.0 2.0 2.0

Disagree 1 2.0 2.0 4.0

Undecided 05 10.0 10.0 14.0

Agree 36 72.0 72.0 86.0

Strongly Agree 07 14.0 14.0 100.0

Total 50 100.0 100.0

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

Analysis: The above figure shows that 2% of respondents strongly agree that they receive

guidance from their supervisor, 14% of respondents agree, 72% of the respondents are

58MSRCASC

undecided about the guidance they receive, 10% of respondents disagree, 2% of respondents

strongly disagree.

Interpretation: It can be easily depicted from the above pie chart nearly 75% of the

employees agree that their Team leads are helpful and give them proper guidance when

required, this will build good organization culture and leads to efficiency of work.

Table: 4.15

My team lead/Manager sets clear goals/performance expectations

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree01 2.0 2.0 2.0

Disagree 02 4.0 4.0 6.0

Undecided 10 20.0 20.0 26.0

Agree 30 60.0 60.0 86.0

Strongly Agree 07 14.0 14.0 100.0

Total 50 100.0 100.0

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

59MSRCASC

Analysis: The above figure shows that 14% of respondents strongly agree that the

lead/Manager sets clear goals/performance expectations, 60% of respondents agree, 20% of

respondents are undecided, 4% disagree, & 2% of respondents strongly disagree that the

lead/Manager sets clear goals/performance expectations.

Interpretation: 60% of the workforce feels that standard goals set by their team leads; this is

because of decentralised approach followed by the management, the goals are being set by

the mutual understanding of both the employees and the management.

Table: 4.16

My team lead/Manager distributes work equally

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree01 2.0 2.0 2.0

Disagree 04 8.0 8.0 10.0

Undecided 12 24.0 24.0 34.0

Agree 30 60.0 60.0 94.0

Strongly Agree 03 6.0 6.0 100.0

Total 50 100.0 100.0

Chart No: 4.16 My team lead/Manager distributes work equally

60MSRCASC

Analysis: The above figure shows that 6% of respondents strongly agree that team

lead/Manager distributes work equally, 60% of respondents agree team lead/Manager

distributes work equally, 24% of the respondents are undecided, 8% of respondents disagree

and 2% strongly disagree that team lead/Manager distributes work equally

Interpretation: more than 50% of the employees feel that there is equal distribution of

labour in the organization, the management does not entertain any bias or prejudice with

respect to any employee or sex.

Table: 4.17

My team lead/Manager is accessible/approachable when needed

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree01 2.00 2.00 2.00

Disagree 00 00.0 00.0 2.00

Undecided 01 2.00 2.00 4.00

Agree 37 74.0 74.0 78.0

Strongly Agree 11 22.0 22.0 100.0

Total 50 100.0 100.0

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

61MSRCASC

Analysis: The above figure shows that 22% of respondents strongly agree that team

lead/Manager is accessible/approachable when needed, 74% of respondents agree, 2% of the

respondents are undecided about the same, & only 2% of respondents strongly disagree.

Interpretation: nearly 75% of the workforce agrees that their team lead is generous and

approachable whenever required, this will create an open environment and free flow of

communication at all levels of hierarchy.

Growth Opportunities

Table: 4.18

I receive ample support for additional training and education

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree05 10.0 10.0 10.0

Disagree 10 20.0 20.0 30.0

Undecided 29 58.0 58.0 88.0

Agree 05 10.0 10.0 98.0

Strongly Agree 01 02.0 02.0 100.0

Total 50 100.0 100.0

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

62MSRCASC

Analysis: The above figure shows that the 2% of the respondents strongly agree that they

receive ample support for additional training and education, 10% of the respondents agree,

58% of the respondents are undecided, 20% of the respondents disagree & 10% of the

respondents strongly disagree to the same.

Interpretation: It is very difficult to interpret when it comes to training and development of

the employees since 58% of the employees are undecided about it. Initiatives have to be taken

to enhance training & development activities.

Table: 4.19

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

programmes conducted

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree05 10.0 10.0 10.0

Disagree 08 16.0 16.0 26.0

Undecided 20 40.0 40.0 66.0

Agree 16 32.0 32.0 98.0

Strongly Agree 01 2.00 2.00 100.0

Total 50 100.0 100.0

Chart No: 4.19

63MSRCASC

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

programmes conducted

Analysis: The above figure shows that 2% of respondents strongly agree that they get

opportunities to utilize your skills and talents acquired through training programmes, 32% of

respondents agree to the same, 40% of respondents are undecided,6% of respondents disagree

& 10% of respondents strongly disagree to the same.

Interpretation: Although 32% of the employees agree that training programs conducted by

the organization help them to expose their skills and talents, but yet it cannot be ascertained

because 40% of them are undecided.

Table: 4.20

Career advancement is good in the organization

Frequency Percent Valid Percent

Cumulative

Percent

Valid Strongly

Disagree04 8.00 8.00 8.00

Disagree 07 14.0 14.0 22.0

Undecided 20 40.0 40.0 62.0

Agree 19 38.0 38.0 100.0

Strongly Agree 00 00.0 00.0 100.0

Total 100 100.0 100.0

Chart No: 4.20 Career advancement is good in the organization

64MSRCASC

Analysis: The above figure shows that none of respondents strongly agree that they have

ample opportunities for the advancement in their profession, 38% of respondents agree to the

statement, 40% of the respondents are undecided, 14% of respondents disagree, 8% of

respondents strongly disagree

Interpretation: Although 38% of the employees feel that career advancement opportunities

are good but still 40% of them are undecided, this may be because 25% of the workforce are

still in probation period.

Table: 4.21

I have opportunities to learn and grow

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree2 4.0 4.0 4.0

Disagree 3 6.0 6.0 10.0

Undecided 15 30.0 30.0 40.0

Agree 25 50.0 50.0 90.0

Strongly Agree 5 10.0 10.0 100.0

Total 50 100.0 100.0

65MSRCASC

Chart No: 4.21 I have opportunities to learn and grow

Analysis: The above figure shows that 10% of the respondents strongly agree that they have

opportunities to learn and grow, 50% of the respondents agree,30% of the respondents are

undecided, 6% of the respondents disagree, 4% of the respondents strongly disagree to the

above statement.

Interpretation: From the above analysis it’s depicted that half a percent of the employees

agree that there are enough opportunities to grow and learn in the organization. This shows

the management’s concern towards the employees. They look for the overall growth of the

employee rather than daily work schedule.

Work Activities

Table: 4.22

I am satisfied with the variety of job responsibilities i posses

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree01 2.00 2.00 2.0

Disagree 06 12.0 12.0 14.0

Undecided 10 20.0 20.0 34.0

Agree 29 58.0 58.0 92.0

Strongly Agree 04 08.0 08.0 100.0

Total 50 100.0 100.0

66MSRCASC

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

Analysis: The above figure shows that 8% of the respondents strongly agree that they are

satisfied with the variety of job responsibilities they posses, 58% of the respondents agree,

20% of the respondents are undecided, 12% of the respondents disagree & 2% of the

respondents strongly disagree

Interpretation: It can be revealed from the above analysis that more than half a percent of

the employees feel that they are contended with the job roles and responsibilities given by the

management. This signifies that there is a better role clarity among the employees, which is

directly related to their job satisfaction.

Table: 4.23

I find my job challenging and interesting

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree03 06.0 06.0 06.0

Disagree 02 04.0 04.0 10.0

Undecided 15 30.0 30.0 40.0

Agree 28 56.0 56.0 96.0

Strongly Agree 02 04.0 04.0 100.0

Total 50 100.0 100.0

67MSRCASC

Table: 4.23 I find my job challenging and interesting

Analysis: The above figure shows that 4% of the respondents strongly agree that they find

their job challenging and interesting, 56% of the respondents agree, 30% of the respondents

are undecided with the above statement, 4% of the respondents disagree, 6% of the

respondents strongly.

Interpretation: It can be depicted that more than half a percent of the workforce agree that

their job is interesting and challenging; this shows that the employees enjoy their work targets

and are constantly motivated towards achieving it.

Table: 4.24

I feel my job monotonous

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree01 02.0 02.0 02.0

Disagree 10 20.0 20.0 22.0

Undecided 21 42.0 42.0 64.0

Agree 11 22.0 22.0 86.0

Strongly Agree 07 14.0 14.0 100.0

Total 50 100.0 100.0

68MSRCASC

Table: 4.24 I feel my job monotonous

Analysis: The above figure shows that 14% of the respondents strongly agree that they find

their job monotonous, 22% of the respondents agree, 42% of the respondents are undecided

with the above statement, 20% of the respondents disagree, 2% of the respondents strongly

disagree

Interpretation: As 42% of the respondents are undecided about the monotony of the job,

supported by 22% agree & 14% strongly agree to the above statement, it can be clearly

inferred that most of them feel that the job is monotonous.

Table: 4.25

I give suggestions on work

69MSRCASC

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree00 00.0 00.0 00.0

Disagree 06 12.0 12.0 12.0

Undecided 15 30.0 30.0 42.0

Agree 27 54.0 54.0 96.0

Strongly Agree 02 04.0 04.0 100.0

Total 50 100.0 100.0

Chart No: 4.25 I give suggestions on work

Interpretation: The above figure shows that 4% of the respondents strongly agree that they

give suggestions on work, 54% of the respondents agree, 30% of the respondents are

undecided, 12% of the respondents disagree and none of the respondents strongly disagree.

Interpretation: It can be inferred from the above that more than half of the respondents

constantly give suggestions to their peers and management, this encourages informal

communication and open door policy followed by the management.

Table: 4.26

70MSRCASC

I feel my suggestions are well recognized

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree02 04.0 04.0 04.0

Disagree 07 14.0 14.0 18.0

Undecided 25 50.0 50.0 68.0

Agree 15 30.0 30.0 98.0

Strongly Agree 01 02.0 02.0 100.0

Total 50 100.0 100.0

Chart No: 4.26 I feel my suggestions are well recognized

Analysis: The above figure shows that 2% of respondents strongly agree that their

suggestions are recognized, 30% of respondents agree, 50% of respondents are undecided,

14% of respondents disagree, & 4% of respondents strongly disagree to the same.

Interpretation: As half percent of the respondents are undecided about the recognition they

receive for their suggestions, but still 32% of them agree, hence it can be inferred that the

management gives due respect and consideration for the given suggestions.

Table: 4.27

71MSRCASC

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

Chart No:

4.27

I am

satisfied with the adequate opportunity for the periodic changes in duties

Analysis: The above figure shows that 2% of respondents strongly agree that they are

satisfied with the adequate opportunity for the periodic changes in duties, 36% of respondents

agree, 40% of respondents are undecided about the same, 18% of respondents disagree &, 4%

of respondents strongly disagree.

Interpretation: It can be revealed from the above analysis that 40% of the respondents agree

about the changes taking place in their roles and duties, and they accept the change positively

and constantly work towards the achievement of the goals.

Rewards and Recognitions

Table: 4.28

72MSRCASC

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree02 04.0 04.0 04.0

Disagree 09 18.0 18.0 22.0

Undecided 20 40.0 40.0 62.0

Agree 18 36.0 36.0 98.0

Strongly Agree 01 02.0 02.0 100.0

Total 50 100.0 100.0

Promotions go to those who deserve it

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree00 00.0 00.0 00.0

Disagree 00 00.0 00.0 00.0

Undecided 21 42.0 42.0 42.0

Agree 25 50.0 50.0 92.0

Strongly Agree 04 08.0 08.0 100.0

Total 50 100.0 100.0

Chart No: 4.28 Promotions go to those who deserve it

Analysis: The above figure shows that 8% of respondents strongly agree that Promotions are

given to those who deserve it, 50% of respondents agree, 42% of respondents are undecided

about the above statement, & none of respondents disagree nor strongly disagree

Interpretation: As it can be depicted from the analysis that half a percent of the employees

agree by the promotion policy followed by the management. There is not a single respondent

who has a negative comment about the policy, Thus it can be said that the management is fair

and just when it comes to promotions.

Table: 4.29

I have been well recognized for my efforts73

MSRCASC

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree04 08.0 08.0 08.0

Disagree 04 08.0 08.0 16.0

Undecided 17 34.0 34.0 50.0

Agree 21 42.0 42.0 92.0

Strongly Agree 04 08.0 08.0 100.0

Total 50 100.0 100.0

Chart No: 4.29 I have been well recognized for my efforts

Interpretation: The above figure shows that 8% of respondents strongly agree that they have

been well recognised for their efforts, 42% of respondents agree, 34% of respondents are

undecided about the above statement, 8% of respondents disagree and another 8% strongly

disagree to the same.

Interpretation: It can be depicted from the above analysis that 42% of the employees feel

that their efforts are recognised by the management.As we know that recognisations leads to

motivation and ultimately satisfaction of the employee. Therefore it can be said that the same

number are satisfied too.

Table: 4.30

74MSRCASC

I have been rewarded for my achievements

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree02 04.0 04.0 04.0

Disagree 04 08.0 08.0 12.0

Undecided 23 44.0 44.0 56.0

Agree 19 36.0 36.0 92.0

Strongly Agree 0408.0 08.0 100.0

Total 50 100.0 100.0

Chart No: 4.30 I have been rewarded for my achievements

Interpretation: The above figure shows that 8% of respondents strongly agree that they have

been rewarded for their achievements, 36% of respondents agree, 44% of respondents are

undecided about the above statement, 8% of respondents disagree, & 4% strongly disagree.

Interpretation: It can be depicted from the above analysis that 36% of the respondents feel

that the rewards are directly linked by their achievements, this shows that the management is

not biased and is more concerned towards the satisfaction of the employees.

Table: 4.31

75MSRCASC

Incentives are good in the organization

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Disagree04 02.0 02.0 02.0

Disagree 04 04.0 04.0 06.0

Undecided 12 60.0 60.0 66.0

Agree 25 32.0 32.0 98.0

Strongly Agree 0502.0 02.0 100.0

Total 50 100.0 100.0

Chart No: 4.31 Incentives are good in the organization

Analysis: The above figure shows that 2% of respondents strongly agree that Incentives are

good in the organization, 32% of respondents agree, 60% of respondents are undecided about

the above statement, 4% of respondents disagree, & 2% strongly disagree.

Interpretation: It can be inferred from the above analysis that 60% are undecided, that is a

clear picture cannot be depicted about the incentive structure, in the organization, 32% of

them are satisfied with the incentives given.

Overall opinion

76MSRCASC

Table: 4.32

How do you access the criteria of work life balance?

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Very Bad 01 02.0 02.0 02.0

Bad 02 04.0 04.0 06.0

Satisfactory 30 60.0 60.0 66.0

Good 16 32.0 32.0 98.0

Excellent 0102.0 02.0 100.0

Total 50 100.0 100.0

Chart No: 4.32 How do you access the criteria of work life balance?

Analysis: The above figure shows that 2% of respondents strongly agree that the criteria of

Work Life balance is Excellent, 32% of respondents agree to the same, 60% of respondents

feel satisfactory, 4% feel it’s bad and the remaining 2% employees strongly disagree that the

criteria of Work Life balance is very bad.

Interpretation: 60% of the respondents feel that work life balance is satisfactory; this gives a

clear picture that the management is also concerned about the social life of the employees

apart from the routine work life.

Table: 4.33

77MSRCASC

What do you have to say about the company’s management?

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Very Bad 00 00.0 00.0 00.0

Bad 03 06.0 06.0 06.0

Satisfactory 28 56.0 56.0 62.0

Good 19 38.0 38.0 100.0

Excellent 0000.0 00.0 100.0

Total 50 100.0 100.0

Chart No: 4.33 What do you have to say about the company’s management?

Analysis: The above figure shows that none of respondents strongly agree that the company’s

management is Excellent,39% of respondents agree the company’s management is good,

56% feel it’s satisfactory,6% employees agree that the company’s management is bad while

none of the respondents feel that the company’s management is very bad.

Interpretation: More than half a percent of the respondents find the management of the

organization satisfactory. Thus finally it can be interpreted that the organization is Employee

oriented rather than Profit oriented.

Table: 4.34

78MSRCASC

What is your overall opinion on the company as an employee?

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Very Bad 00 00 00 00.0

Bad

Satisfactory

03

26

06

52.0

06

52.0

06.0

58.0

Good 19 38.0 38.0 96.0

Excellent 02 04.0 04.0 100.0

Total 50 100.0 100.0

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

Analysis: The above figure shows that 4% of respondent’s overall opinion on the company is

excellent, 38% of respondent’s overall opinion about the company is good, 52% feel

satisfactory, & 6% of respondent’s overall opinion about the company is bad.

Interpretation: More than half a percent of the respondents feel themselves satisfied as an

employee of the company. This shows that the company is concerned about the overall

welfare and growth of the employee.

79MSRCASC

CHI – SQUARE TEST

Relation between salary received and the performance of employees

Hypothesis:

Ho: There is no significant relationship between the salary received and the performance of

employees.

H1: There is significant relationship between the salary received and the performance of

employees

Table No: 4.35

Are you satisfied with the salary you receive * Is the remuneration matching your performance

Cross tabulation-Observed values

Count Is the remuneration matching your performance

Total

Strongly

Disagree Disagree Undecided Agree

Strongly

Agree

Are you satisfied with

the salary I receive

Strongly

Disagree7 2 2 0 0 11

Disagree 0 11 4 1 0 16

Undecided 0 0 12 4 0 16

Agree 0 0 0 7 0 7

Strongly

Agree0 0 0 0 0 0

Total 7 13 18 12 0 50

80MSRCASC

Estimated Frequencies got from the observed frequency table

Table No: 4.36

Count Is the remuneration matching your performance

Total

Strongly

Disagree Disagree Undecided Agree

Strongly

Agree

Are you satisfied with

the salary I receive

Strongly

Disagree1.54 2.86 3.96 2.64 0 11

Disagree 2.24 4.16 5.76 3.84 0 16

Undecided 2.24 4.16 5.76 3.84 0 16

Agree 00.98 1.82 2.52 1.68 0 7

Strongly

Agree0 0 0 0 0 0

Total 7 13 18 12 0 50

Table No: 4.37

81MSRCASC

Chi-Square Value 88.47

Level of Significance 0.05

Degree of freedom 16

Calculated Table Value 26.3

Chart No: 4.30

Is the remuneration matching your performance

Inference:

The above test done here is Chi-Square test.

Significance level for Chi-Square test is 0.05

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

hypothesis is rejected.

So the Null Hypothesis (Ho) is rejected such that there is significant relationship

between the salary received and the performance of employees.

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

of the employees.

82MSRCASC

Relation between Effectiveness of training and the opportunities to utilize the skills and

talent acquired through it.

Hypothesis:

Ho: There is no significant relationship between the ample support for training received and

the opportunities to utilize the skill acquired through training programme

H1: There is significant a relationship between the ample support for training received and the

opportunities to utilize the skill acquired through training programme

Table No:4.38

I receive ample support for additional training and education * I get opportunities to utilize my

skills and talents acquired through programme conducted

Cross tabulation

CountDo you get opportunities to utilize your skills and

talents acquired through programme

Total

Strongly

Disagree Disagree Undecided Agree

Strongly

Agree

Do you receive ample

support for additional

training and education

Strongly

Disagree4 1 0 0 0 5

Disagree 1 5 4 0 0 10

Undecided 0 2 12 11 0 25

Agree 0 0 0 9 0 9

Strongly

Agree0 0 0 0 1 1

Total 5 8 16 20 1 50

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Estimated Frequencies got from the observed frequency table

Table No: 4.36

Count Is the remuneration matching your performance

Total

Strongly

Disagree Disagree Undecided Agree

Strongly

Agree

Are you satisfied with

the salary I receive

Strongly

Disagree0.5 1 2.5 0.9 0.1 5

Disagree 0.8 1.6 4 1.44 0.16 8

Undecided 1.6 3.2 8 2.88 0.32 16

Agree 2 4 10 3.6 0.4 20

Strongly

Agree0.1 0.2 0.5 0.18 0.02 1

Total 5 10 25 9 1 50

Table No: 4.37

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Chi-Square Value 137.34

Level of Significance 0.05

Degree of freedom 16

Calculated Table Value 26.3

Chart No: 4.31

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

Inference:

The above test done here is Chi-Square test.

Significance level for Chi-Square test is 0.05

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

hypothesis is rejected.

So the Null Hypothesis (Ho) is rejected such that there is significant relationship

between the ample support for training received and the opportunities to utilize the

skill acquired through training programme

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5. FINDINGS

Among the number of respondents 88% of them are under the age group under 30

years, we infer that the workforce is young, since most of the employees are in

between the age group of 20 – 30 years.

It’s depicted that the workforce into the organization is segmented into different

designations as mentioned above, and the roles and responsibilities vary accordingly,

most of the employees are designated as Consultants, which reflects that they are in

the growth stage.

It was found that 50% of them between the ranges of 3 months to 1 year, hence it’s

depicted that nearly half a percent of the workforce is serving the organization, from

past 1 year, therefore it can be said that the workforce is quite satisfied and the

employee turnover ratio is low.

It was found that above 65% of the respondents were satisfied with their work and

half a percent of them are satisfied with the working environment created by the

organization. This will reduce work force absenteeism.

It was found that above 60% of the respondents were satisfied with the working

hours; this shows that the management takes into concern the criteria of work life

balance.

About 56% a percent of the employees agree that the timings and work schedule is

quite flexible, this may be due to convenient “work timings and work from home

options” provided by the management.

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It’s depicted that half a percent of the workforce is not satisfied with the pay scale.

This may be due to poor remuneration policy followed by the management, which

may pose as a threat for the company when it comes to employee turnover.

Although most of the employees are new to the organization then too, 58% of them

believe that their colleagues are helpful. This reveals that the organization culture is

good and all of them follow the principle of “Espirit De Corps”.

Nearly 75% of the employees agree that they get the feedback of their performance

regularly from their superiors. This shows the cordial superior-subordinate

relationship. Definitely, it will lead to higher satisfaction among the workforce.

60% of the workforce agrees that standard goals set by their team leads; this is

because of decentralised approach followed by the management, the goals are being

set by the mutual understanding of both the employees and the management.

It’s found that more than 50% of the employees feel that there is equal distribution of

labour in the organization, the management does not entertain any bias or prejudice

with respect to any employee or sex.

75% of the workforce agrees that their team lead is generous and approachable

whenever required, this has created an open environment and free flow of

communication at all levels of hierarchy.

Although 32% of the employees agree that training programs conducted by the

organization help them to expose their skills and talents, but yet it cannot be stamped

because 40% of them are undecided.

Its depicted that 38% of the employees feel that career advancement opportunities are

good but still 40% of them are undecided, this may be because 25% of the workforce

are still fresher’s.

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58% of the respondents feel that they are contended with the job roles and

responsibilities given by the management. This signifies that there is a better role

clarity among the employees, which is directly related to their job satisfaction

56% of the employees find their job interesting and challenging; this shows that the

employees enjoy their work targets and are constantly motivated towards achieving it.

54 % of the employees agree that they give suggestions to their peers and

management; this gives a small hint about the informal communication and open door

policy followed by the management.

40% of the respondents agree about the changes taking place in their roles and duties,

and they accept the change positively and constantly work towards the achievement of

the goals.

50% of the employees agree by the promotion policy followed by the management.

There is not a single respondent who has a negative comment about the policy, Thus it

can be said that the management is fair and just when it comes to promotions.

36% of the respondents feel that the rewards are directly linked by their achievements,

this shows that the management is not biased and is more concerned towards the

satisfaction of the employees

60% of the respondents feel that work life balance is satisfactory; this gives a clear

picture that the management is also concerned about the social life of the employees

apart from the routine work life.

56% of the respondents find the management of the organization satisfactory hence it

can be interpreted that the organization is Employee oriented rather than Profit

oriented.

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52% of the respondents feel themselves satisfied as an employee of the company. This

shows that the company is concerned about the overall welfare and growth of the

employee.

SUGGESTIONS & RECOMMENDATIONS

Conduct regular training and development programmes to update employees to work

more effectively and keep up with the latest methods so that they can perform better

and deliver their best.

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

regular period, to help them feel secure and motivated. Along with the Monetary

Incentives, Non-Monetary Incentives should also be provided, because this creates

higher job satisfaction in the employees.

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

monotony.

Employee participation into the management must be encouraged, and the suggestions

given by them have to be taken on a serious note.

Employee get together, summer camps for family members and children, periodical

break through sessions will refresh the employees. It has a positive effect to control

stress levels faced at work. The above will increase the employee commitment

towards the management.

Regular performance appraisal and feedback programmes must be conducted, so that

the employee has a clear picture about his performance into the organization, the best

form of appraisal would be the 360 degree appraisal method.

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

Ventilation, sanitation etc

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

Keep regular flow of communication with all the employees.

CONCLUSION

Job satisfaction describes how content an individual is with his or her job. It is a relatively

recent term since in previous centuries the jobs available to a particular person were often

predetermined by the occupation of that person's parent. There are a variety of factors that

can influence a person's level of job satisfaction; some of these factors include the level of

pay and benefits, the perceived fairness of the promotion system within a company, the

quality of the working conditions, leadership and social relationships, and the job itself (the

variety of tasks involved, the interest and challenge the job generates, and the clarity of the

job description/requirements).

During the course of my internship at Wenger & Watson, I found that more than half a

percent of the employees are satisfied with most of the factors which lead to job satisfaction,

such as Job location, hours worked on a daily basis, the Benefits extended by the company

such as life insurance ,Provident fund etc, working Conditions, growth opportunities etc.

While others were not so contended and satisfied with the other factors such as Pay and

Incentives which included Monetary as well as the non monetary incentives, and also with

most of the Hygiene factors like Infrastructure, Sanitation, and Cafeteria.

To conclude I would say that efforts have to be made and seen to it that the employees living/

working conditions are made more favourable and friendly. Appropriate Salary as well as

Incentive structures should be revised, reconsidering the overall Company’s goals and

objectives, and also seen to it that the employees have a belongingness of Job Satisfaction.

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6. BIBLIOGRAPHY

BOOKS:

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

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

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

Tata McGraw Hill Edition.

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

Publishing House.

WEBSITES:

www.wengerwatson.com

www.google.com

http://en.wikipedia.org/wiki/Job_satisfaction

http://www.citehr.com

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