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1Lahore Business School
Dissertation Report
(Pakistan Telecommunication Company Limited Contact Center Lahore)
Dissertation Report submitted in partial fulfillment of the requirement for the degree of
MASTER OF BUSINESS ADMINISTRATION
By
Muhammad Awais Safdar
Reg. No. MBA 02093097
&
Muhammad Waqas Shabbir
Reg. No. MBA 02093136
Faculty of Management Sciences
LAHORE BUSINESS SCHOOL
Lahore, Pakistan
Semester Fall 2011
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Abstract
No doubt happy employees are more productive for an organization and these employees become
loyal with an organization when they facilitate by their organization. Organization is just like a mother
which simply cares. In this research we cover some important aspects through which we can understand
Job Dissatisfaction, to understand this term we chose PTCL Contact Center Lahore. For the data
collection we use primary data and distribute 75 questioners within the contact center.
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ACKNOWLEDGEMENT
All acclamation to Allah who has empowered and enabled us to accomplish
the task successfully. First of all we would like to thank our Allah Almighty who really helps us in everyproblem during the project. We would like to express our sincere and humble gratitude to Almighty
whos Blessings, help and guidance has been a real source of all our achievements in our life.
We would like to admit that we completed this project due to parents who pray for our success.
We also wish to express our appreciation to our project advisor Sir Aasim Niamat Gill who helps us and
introduce us to new dimensions of Professional life and Human Resource Management.
Last but not the least our team efforts, support, cooperation and encouragement showed by my copartner
Muhammad Waqas Shabbir.
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Table of Contents
ACKNOWLEDGEMENT ............................................................................................................................ 3
Introduction................................................................................................................................................... 5
Profile of the telecom industry in Pakistan ................................................................................................... 6
Introduction of PTCL Contact Center Lahore .............................................................................................. 7
Recent Management of CC Laahore ......................................................................................................... 7
PTCL Contact Center Hierarchy................................................................................................................... 7
Abstract/Literature Review ........................................................................................................................... 8
Problem Statement ........................................................................................................................................ 8
Research Methodology ................................................................................................................................. 9
Data Sources ............................................................................................................................................. 9
Primary Data: ........................................................................................................................................ 9
Secondary Data: .................................................................................................................................... 9
Sample Population: ................................................................................................................................... 9
Sample Size:.............................................................................................................................................. 9
Sample Method: ........................................................................................................................................ 9
Instrument: ................................................................................................................................................ 9
Method: ..................................................................................................................................................... 9
Techniques for data analysis: .................................................................................................................... 9
Results ......................................................................................................................................................... 10
Demographic Analysis:........................................................................................................................... 10
Reliability Test:....................................................................................................................................... 11
Result of the Questioner.............................................................................................................................. 13
Limitation of Research................................................................................................................................ 21
SUGGESTIONS ......................................................................................................................................... 22
References:.................................................................................................................................................. 23
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Job Dissatisfaction In PTCL CC Lahore
IntroductionHappy employees are productive employees. Happy employees are not productive
employees. We hear these conflicting statements made by HR professionals and managers in
organizations. There is confusion and debate among practitioners on the topic of job satisfaction even at a
time when employees are increasingly important for organizational success and competitiveness.
According to Meyer (1999), most South African employees experience a lack of job satisfaction resulting
in a low level of employee commitment that, in turn, impacts on performance and the achievement of
organizational goals. The symptoms of these problems result in low productivity, high absenteeism,
labour unrest, industrial action and high labour turnover. The current situation in the public sector in
South Africa is not dissimilar. Public sector employees are faced with a multitude of factors that impact
on effective and efficient service delivery.
Meyer, M., Mabaso, J., & Lancaster, K. (2002). ETD practices in South Africa. Durban: Butterworths.
Ting (1997) states that empirical evidence consistently indicates that job characteristics such as pay
satisfaction, opportunities for promotion, task clarity and relationships with co-workers and supervisors
have significant effects on job satisfaction of government employees. In support, a study conducted by
Ellickson and Logsdon (2002) reflected that job satisfaction of public sector employees was significantly
influenced by perceptions of employee satisfaction in terms of pay, promotional opportunities,
relationships with supervisors, employees performance management systems and fringe benefits.
Ting, Y. (1997). Determinants of job satisfaction of federal government employees. Public Personnel
Management, 26(3), 313-334.
Another study conducted by Pohlmann (1999) found that public sector employees indicated
dissatisfaction with supervision, communication and pay. However, a survey conducted by Schneider and
Vaught (1993) indicated that lower skilled public sector employees place more emphasis on factors such
as achievement, growth, the work itself and recognition while public sector professionals indicated
extrinsic factors such as management policies and rules, job security, pay, supervision and working
conditions to be important.
Pohlmann, C. (1999). Study on workplace satisfaction in private, public sectors. Retrieved April 15,
2005, from: http://www.cfib.ca/research/reports/aspects_e.asp
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Profile of the telecom industry in Pakistan
For years, Pakistan's telecom sector has been flourished tremendously, seemingly stuck in the
mid-20th century. From 2.1 phones per 100 Pakistanis in 1999, the number of fixed lines has crept up to
just 2.9 per 100 today. And while cellular has been more dynamic and rapid, only about 5% of Pakistanis
have cell phones.
All that is about to change in the technology and mind set of the people in Pakistan. The government is
taking Pakistan's telecom future seriously and has deregulated the sector. As a result, scores of new
private entrants are gearing up to provide service, and since June cellular subscriptions have shot up by
56%, to 7 million -- making Pakistan one of the fastest-growing cellular markets. Within the next 18
months the number of phone lines -- both fixed and mobile -- in Pakistan is expected to double. "It's anabsolute revolution.
Companies from as far away as Norway company names Telenor has been tempted by Pakistan and its
population of 140 million. Since July, 2003, regulators have handed out more than 200 fixed, mobile, and
long-distance licenses to some 50 companies. Although there will surely be a shakeout with so many new
entrants, officials believe operators will pour as much as $8 billion into networks and equipment over the
next five years, compared with just $1.5 billion since 1999. Karachi-based telecard Ltd., for instance, in
January launched a $200 million fixed-wireless network, and expects to have 2 million subscribers within
three years.
Adding to the competition will be a privatized Pakistan Telecommunications Company. The state-
controlled carrier that had a monopoly until last year. After four years of often rancorous discussion,
Islamabad in November finally settled on a plan to sell off a controlling 26% stake to investors by mid-
2005.
Current management is already gearing up to take on the new rivals. The company plans to add 2.4
million lines by June, increasing its capacity by 50%. And over the past year, PTCL has cut rates twice,
though new entrants have proposed prices that are even lower.
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Introduction of PTCL Contact Center Lahore
PTCL Contact center Lahore is one of the main customer service centers of PTCL, it started itsoperations in early 2005. Its was organized with limited recourses and that era of PTCL was very bad but
PTCL contact center provide healthy support and dedication toward customer retention and gain, thats
why PTCL declared 2009 a year of customer gain. PTCL contact center has following Departments,
including HR Department, IT Department, CC Support, Validation Department, Quality Assurance,
Training & Development and Operations.
Recent Management of CC Laahore
EVP of PTCL CC (Mr Junaid Azeem)Senior Manager (Mr Naveed Akhtar)Manager Operations (Mr Shahid Sadique)
Assistant Manager (Sir Welim)Floor Supervisor (Sir Qasim Aly/ Haroom Hamid)Team LeaderCustomer Service Executive
PTCL Contact Center Hierarchy
Executive VicePresident
Senior ManagerCC Lhr
AssistentManager
ManagerOperations
FloorSupervisor
TL
Operations
Backup TL
CSE
Senior ManagerCC Isb
Senior ManagerCC Karachi
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Abstract/Literature Review
The existing literature clearly shows a job dissatisfaction of PTCL CC Lahore employees. Thedifference in people and their work certainly contributes to the differences in how the stress symptoms
can manifest. Sources of stress in a particular job, combined with individual personality characteristics
may be appear in a variety of forms. These forms include job dissatisfaction, mental ill health, physical ill
health (including high blood pressure), burnout, cardiovascular disease, gastrointestinal disorders,
accident occurrence, smoking and substance abuse, social/emotional problems, reduced productivity and
absenteeism.
A survey of almost 75 PTCL CC employees found that most of the employees are dissatisfied with their
jobs due to many reasons that include job security, low salary, job timings, job stress, wrong HR Policies,
career development and many other reasons. Males reported more indigestion, ulcers, distrustful feelings,
increased blood pressure, increased smoking and/or alcohol abuse, while female workers reportedsignificantly more continual tiredness, cramps, headaches, and sleeplessness. Most of workers identified
management issues such as lack of communication and consultation, increased workload, restructuring
and organizational change, and lack of job security as the most stressful conditions at work.
Research I examined repeatedly focused on Job Dissatisfaction as primary factors in causing negative
effects by subjecting employees to role conflict, poor communication and not allowing them to participate
in making decisions. These effects appear to become dysfunctional and compromise employee health
especially when management exacerbates the problems.
Problem StatementThe selected Topic was A STUDY ON LEVEL OF JOB DISSATISFACTION In PTCL CC
LAHORE
It is said that satisfied employee is a productive employee, any kind of grievance relating
to organizational or personal to a greater extent influence on the job.
So every organization is giving higher priority to keep their employees with satisfaction
by providing several facilities which improves satisfaction and which reduces dissatisfaction.
Job Satisfaction is considered as a key issue by the entrepreneur where efforts are taken and
programs are initiated.
If an employee is not satisfied with the job there are chances for absenteeism, Job turnover,
lower productivity. Committing of mistakes, diverting energy for different types of conflictskeeping this thing in view all organizations are trying to identify the areas where satisfaction to be
improved to get out of the above dangers .
In this connection a survey was conducted on behalf of KMF Limited to identify the level of
satisfaction in terms of strongly agree to strongly disagree on various job related factors.
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Research MethodologyThere are 3 types, they are:
Explorative
DescriptiveExperimental
Descriptive methodology is used in the present study.
Data Sources
Primary Data:
The Primary data was collected from the respondents by administering a structured questionnaire
and also through observations, interviews & discussion with Management team. Further More I
(Muhammad Awais Safdar) have 8 months experience of Job in PTCL CC as a CSE.
Secondary Data:
Apart from Primary data, the secondary data is being collected through Text books, meeting with Senior
Manager of CC Lahore Sir Naveed, Journals from Library, Academic Reports, and Internet, used for this
study.
Sample Population:
There are approximately 600 employees working in the CC Lahore.
Sample Size:
Out of the total population, the sample taken among respondents from the CC Lahore is 75.
Sampling Area:
The research was conducted at CC Lahore 1236 Employees.
Sample Method:
The research was made by the survey in accordance to the convenience of the employees. So the
sample type is convenience sampling.
TOOLS USED FOR ANALYSIS
Instrument:
A structured Questionnaire is used, and the type of questionnaire is target questions.
Method:
The research was conducted by using contact methods through Questionnaire, Interview and
Observation. The information was collected from the employees of PTCL CC Lahore only.
Techniques for data analysis:
The data is analyzed with Simple analysis technique .The data tool is percentage method.
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Percentage method is used in making comparison between two or more criteria. This method is used to
describe relationship.
Percentage of Respondents = No. Of Respondents/ Total no of Respondents X 100
Percentage of Respondents = 68/75*100
90% response rate
Results
Demographic Analysis:1. In term of gender, females 42%, males are 58%.
2. In term of age, 86.8% are 20-30 years old, 10.3% are 31-40 years old and 2.9% are 40-50.
Male 58% Female 42%
0
10
20
30
40
50
60
70
Gender
Gender
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3. For our primary data source we select PTCL CC and primary data was collected 36.76% from DSL,
48.53% from WLL, 7.36% from PSTN and 7.35 % from R&A.
Reliability Test:
We check the reliability of our two scales by finding their Cronbachs alphas. The Cronbachs alphas forour two scales are:
Reliability Statistics
86.8
10.32.9
0
20
40
60
80
100
20-30 31-40 41-50
Age (Year)
Age (Year)
36.76
48.53
7.36 7.35
0
10
20
30
40
50
60
DSL WLL PSTN RNA
Percent
Percent
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Cronbach's
Alpha N of Items
.044 2
Result:1. Table 1 above show the Cronbachs alphas value forJob Dissatisfaction is 0.44.
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Result of the QuestionerTable 1:
I feel that i am valued by this organization
Frequency Percent Valid PercentCumulativePercent
Valid Agree 16 23.5 23.5 23.5
Strongly agree 13 19.1 19.1 42.6
Disagree 18 26.5 26.5 69.1
Strongly disagree 15 22.1 22.1 91.2
Don't know 6 8.8 8.8 100.0
Total 68 100.0 100.0
Result: Table 1 shows that most of the employees are dissatisfied by giving their opinion in a way that
organization is not giving value to the employees.
Table 2:
I received adequate training to do my job well
Frequency Percent Valid PercentCumulativePercent
Valid Agree 28 41.2 41.2 41.2
Strongly agree 19 27.9 27.9 69.1
Disagree 12 17.6 17.6 86.8
Strongly disagree 5 7.4 7.4 94.1
Don't know 4 5.9 5.9 100.0
Total 68 100.0 100.0
Result: Table shows the training is good in PTCL CC to meet the KPIs.
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Table 3:
My work activities are personally meaningful to me
Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 17 25.0 25.0 25.0
Strongly agree 22 32.4 32.4 57.4
Disagree 16 23.5 23.5 80.9
Strongly disagree 9 13.2 13.2 94.1
Don't know 4 5.9 5.9 100.0
Total 68 100.0 100.0
Result: Most of the employees think that their work activities are meaningful to them.
Table 4:
Other people view my job as a valuable profession
Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 23 33.8 33.8 33.8
Strongly agree 8 11.8 11.8 45.6
Disagree 18 26.5 26.5 72.1
Strongly disagree 11 16.2 16.2 88.2
Don't know 8 11.8 11.8 100.0
Total 68 100.0 100.0
Result: Most employees (45.6%) agree that this profession is valuable profession which means we can
retain people by making good HR policies.
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Table 5:
I am satisfied with the why that this organization is managed
Frequency Percent Valid PercentCumulativePercent
Valid Agree 19 27.9 27.9 27.9
Strongly agree 4 5.9 5.9 33.8
Disagree 26 38.2 38.2 72.1
Strongly disagree 16 23.5 23.5 95.6
Don't know 3 4.4 4.4 100.0
Total 68 100.0 100.0
Result: Most of employees are in view that organization is not managed so their suggestions should be
valued.
Table 6:
I am satisfied with my income
Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 5 7.4 7.4 7.4
Strongly agree 8 11.8 11.8 19.1
Disagree 22 32.4 32.4 51.5
Strongly disagree 30 44.1 44.1 95.6
Don't know 3 4.4 4.4 100.0
Total 68 100.0 100.0
Result: Almost 77% employees are not satisfied with their salaries.
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Table 7:
I have ample opportunities for advancement in this profession
Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 16 23.5 23.5 23.5
Strongly agree 7 10.3 10.3 33.8
Disagree 22 32.4 32.4 66.2
Strongly disagree 13 19.1 19.1 85.3
Don't know 10 14.7 14.7 100.0
Total 68 100.0 100.0
Result: More than 50% employees think that they are not getting advancement in this career that is a
cause of job dissatisfaction.
Table 8:
This job demands too much,(physically ,emotionally, mentally)
Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 14 20.6 20.6 20.6
Strongly agree 31 45.6 45.6 66.2
Disagree 14 20.6 20.6 86.8
Strongly disagree 5 7.4 7.4 94.1
Don't know 4 5.9 5.9 100.0
Total 68 100.0 100.0
Result: 66% or more than PTCL CC employees consider this job a tough one that demands too much
(physically, emotionally, mentally).
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Table 9:
I am fully able to use my skill in this position
Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 15 22.1 22.1 22.1
Strongly agree 14 20.6 20.6 42.6
Disagree 21 30.9 30.9 73.5
Strongly disagree 12 17.6 17.6 91.2
Don't know 6 8.8 8.8 100.0
Total 68 100.0 100.0
Result: There is a mix result regarding employee skills that they can use in their positions.
Table 10:
I make pretty good money compared to other in this field
Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 21 30.9 30.9 30.9
Strongly agree 3 4.4 4.4 35.3
Disagree 24 35.3 35.3 70.6
Strongly disagree 18 26.5 26.5 97.1
Don't know 2 2.9 2.9 100.0
Total 68 100.0 100.0
Result: More than 62% employees think that they are not getting good salary as compared to other
telecom sector.
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Table 11:
I believe that my supervisor care deeply for me and for our clients
Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 23 33.8 33.8 33.8
Strongly agree 19 27.9 27.9 61.8
Disagree 13 19.1 19.1 80.9
Strongly disagree 4 5.9 5.9 86.8
Don't know 9 13.2 13.2 100.0
Total 68 100.0 100.0
Result: More than 60% employees consider their supervisor a caring one for them.
Table 12:
The work i do is interesting
Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 30 44.1 44.1 44.1
Strongly agree 12 17.6 17.6 61.8
Disagree 19 27.9 27.9 89.7
Strongly disagree 3 4.4 4.4 94.1
Don't know 4 5.9 5.9 100.0
Total 68 100.0 100.0
Result: Most employees consider their work an interesting one.
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Table 13:
This job adds significant pressure and anxiety to my life
Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 15 22.1 22.1 22.1
Strongly agree 25 36.8 36.8 58.8
Disagree 16 23.5 23.5 82.4
Strongly disagree 7 10.3 10.3 92.6
Don't know 5 7.4 7.4 100.0
Total 68 100.0 100.0
Result: More than 58% employees have a feeling that this job disturbs their life so much.
Table 14:
I am satisfied with the benefits offered to me through this job
Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 9 13.2 13.2 13.2
Strongly agree 2 2.9 2.9 16.2
Disagree 27 39.7 39.7 55.9
Strongly disagree 26 38.2 38.2 94.1
Don't know 4 5.9 5.9 100.0
Total 68 100.0 100.0
Result: 78% employees are not satisfied with the benefits offered to them.
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Table 15:
I am satisfied with the ergonomics(monitors ,consuls.ctc)rive to me
Frequency Percent Valid Percent
Cumulative
Percent
Valid agree 11 16.2 16.2 16.2
Strongly agree 7 10.3 10.3 26.5
disagree 25 36.8 36.8 63.2
Strongly disagree 21 30.9 30.9 94.1
don't know 4 5.9 5.9 100.0Total 68 100.0 100.0
Results: Most of the employees are not satisfied with the operational tools like monitors etc.
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Limitation of Research
The study is conducted only in PTCL CC Lahore.Due to the limitation of the time the research could not be made more detailed.
Due to confidentiality of some information accurate response was not revealed by some of the
respondent
Some of the replies of the respondents may be biased.
Respondents had marked the answers in questionnaires which may be socially incorrect
irrespective of their actual feelings.
We develop our own questioner instead of following the format so there is a possibility of error in
accurate result.
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SUGGESTIONS
After conducting a study on job dissatisfaction among the employees at PTCL CC Lahore I haveidentified some facts based on questionnaire & interview. This may help the company to increase the
satisfaction level of the employees. Job satisfaction is an important criterion in Telecommunication
industry. It is a very important determinant of the rate the turnover for any given organization. Job
dissatisfaction by itself is a largely effected by the attitude of employees towards monetary and non-
monetary rewards. The study conducted to investigate the interdependence of these variables has led to
findings and conclusions as presented in the report. Based on those findings the following suggestions
have been made.
In order to keep employees satisfied and retain them organizations should adopt the following
practices:
Training programmers should be conducted for both personal as well as technical development.
Management should recognize talents and encourage them to grow in the organization.
Use scientific methods to align jobs this will improve the satisfaction level in case of work load.
Reduce working hours at least by 30 min to 1hour to motivate the employees.
To provide more carrier opportunity promotional policy should be restructured.
Follow more open door communication policy.
Organize trips, family meet and fun games at work.
Use modern machines, sanitation etc. To improve the physical environment.
Give more attention for performance linked pay structure.
Adopt modern technology which is highly competitive.
Organization can try and increase the level of workers participation in decision making.
More attention should be given for overall development of employees welfare facilities.
Organization can motivate individual through proper counseling and guidance.
Organization may consider for arranging transportation facilities.
Majority of the employees feel that wage & salary provided to them may have to be considered
for hike. So the company may consider of increasing it.
Individual attention to employees regarding health matters may be considered on priority basis.
Better communication may yield some more results.
Make senior management more friendly with subordinates.
Provide transport facilities so that the feel good and they reach office at right time.
Improve quality of canteen.Improve working conditions.
Try to give timely incentives to employees to motivate financially.
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References:
www.ptcl.com.pk
www.google.com
www.wickipedia.com
Meyer, M., Mabaso, J., & Lancaster, K. (2002). ETD practices in South Africa. Durban: Butterworths.
Ting, Y. (1997). Determinants of job satisfaction of federal government employees. Public Personnel
Management, 26(3), 313-334.
Pohlmann, C. (1999). Study on workplace satisfaction in private, public sectors. Retrieved April 15, 2005,
from: http://www.cfib.ca/research/reports/aspects_e.asp
Interview with PTCL CC Lahores Senior ManagerSir Naveed Akhtar.
http://www.ptcl.com.pk/http://www.google.com/http://www.wickipedia.com/http://www.cfib.ca/research/reports/aspects_e.asphttp://www.cfib.ca/research/reports/aspects_e.asphttp://www.wickipedia.com/http://www.google.com/http://www.ptcl.com.pk/