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OBJECTIVE OF THE STUDY

The present study is an evaluative survey of employees satisfaction and

assessment system of engineers with special reference to TATA

COMMUNICATIONS with the objective to determine the following.

Degree of effectiveness of the present working environment.

Employees evaluation of the limitations influencing the growth of the organization.

Employees feeling of being motivated by their subordinates & the level of

cooperation achieved. Employees suggestions regarding changes in the present working conditions in

order to get success.

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APPROACH TO THE STUDY

This study will relate to the amount of satisfaction achieved by the engineers at work

with special reference to TATA COMMUNICATIONS and will be limited to engineers

at different levels. Therefore, to start with, it is obvious to involve the engineers of

TATA COMMUNICATIONS from different departments.

Engineers will be put through a questionnaire and personal discussion for data

collection. A detailed questionnaire will be drawn with a view to collect comments

and suggestions of the engineers as to how they perceive their present job. The

questionnaire will be designed after the review of the background of knowledge and

experience and the time people will like to devote to give reasonable and correct

views. The questions will be arranged in sequence in order to avoid confusion and

misunderstanding.

A common questionnaire will be designed for all the employees keeping in mind

the different aspects of employee satisfaction. A sample size of engineers from each

level will be taken for study and the response received from the respondents will be

analyzed by study of percentage.

EXPECTED CONTRIBUTION FROM THE STUDY

This study, based on the suggestion of the employees, will help in evolving an

improved way for performing the tasks in the organizations. This study will help to

understand the factors that lead to satisfaction contributing to the growth of the

organization . It will also help to understand the problems faced by the employees

during work which would increase the efficiency and output of the organization with

same manpower.

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CHAPTER 1 (COMPANY

PROFILE)

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COMPANY PROFILE

Tata Communication Ltd.

Tata Communications has an ISO 20000 and 27001 certifications for managed services

and data cent and the company has renewed ISO 14001 certificate. This achievement

is a key milestone in securing a leadership position in the managed hosting and storage

and hosted messaging services provider space.

Vision

We will strive to be the preferred partner to our customers by providing appropriate and

cost-effective communication solutions

ValuesCustomer Delight

Trust

Competitive

Employer of choice

Excellence

Team Work

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Tata Communications comprehensive portfolio includes :

Transmission

IP

converged voice

mobility

managed network connectivity

data centres

communications solutions

business transformation services for global and Indian enterprises

service providers as well as broadband and content services to

Indian consumers.

Tata Communication serves its customers from offices in 80 cities

across 40 countries, reflecting the reflecting the diversity of thecustomers and markets we live in and serve.

Our unique market

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TATA COMMUNICATIONS OFFERINGS

We want access to integrated IT, telecom and BPO capabilities through

industry-leading domain expertise across all communication segments.

We offer business transformation solutions to leverage next-generation

technologies, enhance profitability and drive value creation.

Comprehensive experience in telecom domain operations

Innovative solutions for revenue and customer experience enhancement

Best-in-class managed network, application and infrastructure solutions

Truly global scalability options

Core market strengths in emerging BPO countries

Network Related

Network Engineering

NetworkImplementation

NetworkOperations

- Planning

- Design

- Installation

- Commissioning

- Network Operations

Centers

- Capacity Planning

- Access Mgmt

Service Related

Service Planning &

Deployment

Service

FulfillmentService Assurance

- Enterprise

- Retail (Consumer)

- Order Mgmt

- Provisioning

- Complaint Mgmt

- Service Mgmt

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- Testing - Technical Account Mgmt

Communications unique capabilities and partnership with TCS enable it to deliver at

every stage of telecom outsourcing. It offers the full spectrum of global, end-to-end

business transformation solutions for worldwide carrier customers through identified

practice areas. It is uniquely positioned to be a partner of choice for telecom companies

around the world looking to improve business results.

Recent Achievements

Tata Communications features among the top five national long distance (NLD)

players in India with a revenue of Rs692 crore, a 37 per cent growth over last

fiscals revenue of Rs505 crore. Other players such as BSNL, Bharti Airtel,

Reliance Communications and Vodafone feature along with Tata

Communications in the NLD Market.

Tata Communications (NYSE: TCL) announced the launch of its Telepresence

services, the first ever offering to deliver both private and public Cisco

Telepresence rooms to businesses across the world. Telepresence provides

life-like, high definition conferencing facilities with superior audio, video and

environmental qualities to provide a viable alternative to traditional face-to-face

meetings.

CULTURE AT TATA COMMUNICATIONS FORMERLY KNOWN

AS VSNL

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VSNL was first under the GOVT.; has been transformed into a PSU and now been

privatized & taken over by TATA.. The culture of VSNL has gone into metamorphoses

from pure Govt. to PSU to a Private Organization & hence is a blend of old & new style

of thoughts & practices. One can find people who vary widely in their capabilities,

expectations, & concerns. People of both stature are seen; an expert in their functional

area who has expedited him/her-self to the process of adopting to the fast & competitive

pace of the Private company & still others who are slow in adopting to the change. This

transformation thrusts a greater responsibility into the hands of HR department &

provides an impetus to manage change more than anything else. But certainly the feel

good factor of taken over by TATAs is certainly there. It will take some time to build a

culture of its own as massive restructuring is in the process. But there has been many

initiatives of developing & orienting people in the organization, which has helped in

charting ways to first, build back the confidence in the organization & then continuously

improving the performance of the employees.

Over the years repeated time-based promotions, transfers and rotations contributed to

diffused roles, ownership and accountability within the system. But with the advent of

TATA the Roles have been redefined & people are oriented to give them a boost to

perform better & identify with the companies vision, mission & policies and work

towards it.

The work culture in VSNL is that of a people Friendly one where the people in any

department, due to a long time bonding perhaps, share good vibes with each other &

are utmost cooperative to each other.

Some of the highlights of the culture of PSU set up that were, are: -

Job Security

Less accountability at all levels

Procedure oriented Working rather than Result oriented

Bureaucracy

Lack of ownership

Lack of Customer Focus

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A sense of Complacency

Well there are positive aspects of the PSU set up which encompasses

Easy Going Culture

No cut throat competition

But this culture could not have sustained the fast paced, competitive telecom industry

whose hallmark can be stated as Speed & Quality.

Though the privatization has brought in many changes for the better, to tackle some

of the problems & bring in reforms to forego the lack of efficiency & accountability

prevalent in the PSU set, but it brings with it a sea change in terms of Processes,

evaluation procedures, job profile, simply it brings about change in the way things are

done & builds up an atmosphere of competitiveness across the organization which will

take time to sink in the minds of people working with VSNL. But people in VSNL are

quick to adapt to the new culture, as they are already a witness to the transition from

GOVT. to PSU. Though reservations are there for few people who are taking a long

time to adopt to the new culture of one that of competitiveness, one that keeps one

always on their toes to constantly improve.

But TATAs are making sure that the company is catapulted to success by way of many

initiatives creating a value driven company. Following the initiatives the company has

gone through many transformations, both in its business as well as people-related

policies.

On the people front, the first thing that the company did was involving its employees at

every level of change. Tata strives to help align individual goals with the companys

objectives. Tata believes, that focus should be on creating a high performance

environment, which is conducive to innovation, risk-taking, teamwork, recognition,

competence, accountability and speed.

To encourage a performance-driven culture, Tata Telecom has adopted a performance

management system to align individual objectives with the companys goal, identify and

reward good performers and provide feedback to all employees

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Some of the other people excellence initiatives arecompetitive compensation,

opportunities for personal and professional development, quality of work life, concept of

pay-for-performance, rewards and family engaging activities and one of the crucial is

giving a direction to the people of VSNL by making them imbibe the TATA code of

conduct, making them establish their process as per the Quality mandate-TBEM which

is constantly pushing them to the path ofEXCELLENCE.

WHY TATA COMMUNICATIONS?

Leader in Telecommunication

TATA COMMUNICATIONS has been a pioneer in the area of international

telecommunications for over a century. It has developed a very strong presence in the

area of Enterprise Business Solutions and Retail business. TATA COMMUNICATIONS

has now diversified its business operations internationally in Asia, America and Europe.

It has offices in Singapore, Srilanka , USA and UK. Going forth there are scorching

growth plans with TATA COMMUNICATIONS planning to be the biggest player in each

of these segments.

Cutting edge Technology in Telecom

TATA COMMUNICATIONS has a long tradition of Technical excellence. It has always

managed advanced technologies in the telecom arena. Employees working at TATA

COMMUNICATIONS have the opportunity to master advanced and cutting edge

technologies.

TATA COMMUNICATIONS embodies the well known TATA ethics and culture as

given below-

Integrity: We must conduct our business fairly, with honesty and transparency.

Everything we do must stand the test of public scrutiny.

Understanding: We must be caring, show respect, compassion and humanity for our

colleagues and customers around the world, and always work for the benefit of India.

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Excellence: We must constantly strive to achieve the highest possible standards in our

day-to-day work and in the quality of the goods and services we provide.

Unity: We must work cohesively with our colleagues across the Group and with our

customers and partners around the world, building strong relationships based on

tolerance, understanding and mutual cooperation.

WHAT TATA COMMUNICATIONS OFFERS?

TATA COMMUNICATIONS offers its employees careers and not jobs. The large

numbers of employees with life tenure at TATA COMMUNICATIONS testify to that. The

secret to this loyalty lies in the following:

Performance Based Culture

TATA COMMUNICATIONS has a strong performance based culture wherein the

performance and potential of the employee determines their sustenance and growth.

Growth

Due to the scorching pace of growth TATA COMMUNICATIONS provides its achievers

a fast paced growth path. Those who show potential are soon given higher

responsibilities. Employees grow into higher roles within the multiple business units of

as well TATA COMMUNICATIONS as group companies in the telecom space and

outside it.

GOOD HR PRACTICES

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Fair and transparent Performance Evaluations

TATA COMMUNICATIONS has an online appraisal system based on the

Balanced Score Card. The system is completely transparent and is used to drive

performance through the organization. The system defines expectations from

the employee, monitors his/her performance and finally helps in the evaluation.

Compensation linked to achievement

At TATA COMMUNICATIONS your compensation is strongly linked to your

performance. All employees have the opportunity to perform exceptionally and

get paid exceptionally.

Manpower planning

HR department in VSNL has come into its full swing after the takeover by TATAs. So in

its PSU days the planning for manpower requirement & deployment was done annually.

Annual meeting of section/functional heads are conducted wherein the need for

manpower was discussed & put into a proper format i.e; the requisite qualifications,

experience etc are recorded & then the recruitment used to take place centrally for all

the circles in the corporate office based on the results of the written exams & interviews

conducted.

After the takeover, though the HR department has grown & initiated many process for

employee development yet the restructuring after the takeover will take its time for the

company to get stabilized. Thus the manpower requirement is purely on the need basis,

& to account for the vacancies created.

There is no formal process of planning the manpower as of now on a periodic basis but

the functional head who is in need of people has to put up an application along with the

details of the profile of the person for the post, to the corporate functional head, whose

approval will further the direction to the corporate HR who in turn checks for the validity

of the requirement & then gives a permission for the hire.

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Recruitment & Selection Practices

Process

Requisition from the Departments/ Line Managers

Prepare the Job Description/ Person specification

Decide the compensation

Call for CVs from the placement agencies/ place the requirement on a few

job sites

Screen the applications

Call for interviews

Preliminary interview by HR followed by the 2nd

interview by Line Managers& HR.

For hiring MTs/ GETs VSNL goes for Campus recruitment. Apart from that, many

reputed Placement agencies are also given the task of doing the initial screening

process by conducting GDs, written tests etc on turn key basis. However, the final

interview takes place at VSNL and it is conducted by HR and specialized personnel.

Induction Process

Whenever new employees join, they are taken through an Induction Programme to help

them in getting acquainted with the overall work culture of the organization, various

Rules & Regulations & Policies & Procedures of the company at the regional level.

Employees joining at senior level are also taken through an orientation programme

wherein they meet the various functional/departmental heads. This is usually done by

HR in the shape of Single window i.e one HR person is attached to some departments

and he/ she is made responsible for taking care of the entire orientation process of thenew joinee.

And after a substantial number of employees joins the office they are given Formal

induction program at the training center in Pune wherein they are made aware of the

products/services VSNL offers, the tariffs applied & the rate in the market etc. the

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Functional head of different departments also make presentation on their

departments.

People Development

Since the takeover of TATAs emphasis on training & people development initiatives has

tremendously increased & following it a slew of training programs has been conducted

to benefit people

Over the past 2 years several new functions were created where none existed, or

where they were buried as part of some other department in the organization.

Areas that were weak were strengthened and supplemented by sales and

marketing people brought in from other Tata Group companies. These areas

included carrier relations to work with domestic and international telecom carriers

or outside plant to implement the countrywide fibre optic backbone for NLD, and

customer services. Having evolved, these areas continue to change with the

needs of customers.

The changes in structure and the creation of new roles within the company presented

the need for developing new skills within the system. Traditionally, the company had

been very strong in technical areas, but the increased market competition created a

greater need to be more customers focused, commercially more flexible and

operationally very efficient. In order to build these skills, training programmes were

organized on functional areas

To supplement the management skills of the team, the company also developed a

management development programme. This programme focused on critical commercial

skills like business management, people and performance management, negotiating

skills, and planning and budgeting skills. A key part of this exercise was that Tata Group

executives, who are operating managers, were invited to share their experiences as

managers with the VSNL teams.

Learning & Growth14

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TATA COMMUNICATIONS views training as an integral part of HR process, which

gives enough opportunities to learn, develop & keep one self updated with the latest

trends in their respective area of work. They believe in providing an ambience

conducive to learning & growth. For a technology driven company like VSNL, up-

gradation of skills is a continuous process.

The various activities that go in this process are:

Identification of Training needs & on the basis of PMS, one to one

Dialogue with individuals, interaction with the Line managers.

Preparation of Training calendar

Identify / Groom Internal Trainers

Identify Quality External Trainers for all levels, Design Customized

programmes in consultation with them, negotiate for the budget

Actual Conduct of Training Programmes

Measuring the effectiveness of the training programme & take

corrective action.

These activities help the HR in understanding the areas for improvement as well as

areas of strength, which can be leveraged upon. The needs identified is being attended

by sending people to Various in-house Training as well as by nominating the people to

programme organized by the external agencies.

TATA COMMUNICATIONS is a full time member of Commonwealth Telecom

Organization (CTO), which conducts various training & development programs from

which all member-countries benefit. TATA COMMUNICATIONS sends its employees in

various programs conducted by CTO at domestic as well as international level. In

addition to this, they also send people to various seminars, which help keeping the

employees updated on the latest trends in their area of work and Industry as a whole.

HR PRACTICES

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NATURE OF WORK

Attracting the most qualified employees and matching them to the jobs for which they

are best suited is important for the success of any organization. However, many

enterprises are too large to permit close contact between top management and

employees. Human resources, training, and labor relations managers and specialists

provide this link. In the past, these workers have been associated with performing the

administrative function of an organization, such as handling employee benefits

questions or recruiting, interviewing, and hiring new personnel in accordance with

policies and requirements that have been established in conjunction with top

management.

Todays human resources workers juggle these tasks and, increasingly, consult top

executives regarding strategic planning. They have moved from behind-the-scenes staff

work to leading the company in suggesting and changing policies. Senior management

is recognizing the importance of the human resources department to their financial

success.

In an effort to improve morale and productivity and to limit job turnover, they also help

their firms effectively use employee skills, provide training opportunities to enhance

those skills, and boost employees satisfaction with their jobs and working conditions.

Although some jobs in the human resources field require only limited contact with

people outside the office, dealing with people is an essential part of the job.

In a small organization, a human resources generalistmay handle all aspects of human

resources work, and thus require a broad range of knowledge. The responsibilities of

human resources generalists can vary widely, depending on their employers needs. In

a large corporation, the top human resources executive usually develops and

coordinates personnel programs and policies. A director or manager of human

resources and, in some cases, a director of industrial relations, usually implements

these policies.

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The director of human resources may oversee several departments, each headed by an

experienced manager who most likely specializes in one personnel activity, such as

employment, compensation, benefits, training and development, or employee relations.

Employment and placement managers oversee the hiring and separation of employees

and supervise various workers, including equal employment opportunity specialists and

recruitment specialists. Employment, recruitment, and placement specialists recruit and

place workers.

Recruiters maintain contacts within the community and may travel extensively, often to

college campuses, to search for promising job applicants. Recruiters screen, interview,

and sometimes test applicants. They also may check references and extend job offers.

These workers must be thoroughly familiar with the organization and its personnel

policies in order to discuss wages, working conditions, and promotional opportunities

with prospective employees. They also must keep informed about equal employment

opportunity (EEO) and affirmative action guidelines and laws, such as the Americans

with Disabilities Act.

EEO officers, representatives, oraffirmative action coordinators handle EEO matters in

large organizations. They investigate and resolve EEO grievances, examine corporate

practices for possible violations, and compile and submit EEO statistical reports.

Employer relations representatives, who usually work in government agencies, maintain

working relationships with local employers and promote the use of public employment

programs and services. Similarly, employment interviewerswhose many job titles

includepersonnel consultants,personnel development specialists, and human

resources coordinatorshelp to match employers with qualified jobseekers.

Compensation, benefits, and job analysis specialists conduct programs for employers

and may specialize in specific areas such as position classifications or pensions. Job

analysts, sometimes calledposition classifiers, collect and examine detailed information

about job duties in order to prepare job descriptions. These descriptions explain the

duties, training, and skills that each job requires. Whenever a large organization

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introduces a new job or reviews existing jobs, it calls upon the expert knowledge of the

job analyst.

Occupational analysts conduct research, usually in large firms. They are concerned with

occupational classification systems and study the effects of industry and occupational

trends upon worker relationships. They may serve as technical liaison between the firm

and other firms, government, and labor unions.

Establishing and maintaining a firms pay system is the principal job of the

compensation manager. Assisted by staff specialists, compensation managers devise

ways to ensure fair and equitable pay rates. They may conduct surveys to see how their

firms rates compare with others and to see that the firms pay scale complies with

changing laws and regulations. In addition, compensation managers often oversee their

firms performance evaluation system, and they may design reward systems such as

pay-for-performance plans.

Employee benefits managers and specialists handle the companys employee benefits

program, notably its health insurance and pension plans. Expertise in designing and

administering benefits programs continues to take on importance as employer-provided

benefits account for a growing proportion of overall compensation costs, and as benefit

plans increase in number and complexity. For example, pension benefits might include

savings and thrift, profit sharing, and stock ownership plans; health benefits might

include long-term catastrophic illness insurance and dental insurance. Familiarity with

health benefits is a top priority for employee benefits managers and specialists, as more

firms struggle to cope with the rising cost of healthcare for employees and retirees. In

addition to health insurance and pension coverage, some firms offer employees life and

accidental death and dismemberment insurance, disability insurance, and relatively new

benefits designed to meet the needs of a changing workforce, such as parental leave,

child and elder care, long-term nursing home care insurance, employee assistance and

wellness programs, and flexible benefits plans. Benefits managers must keep abreast of

changing Federal and State regulations and legislation that may affect employee

benefits.

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Employee assistance plan managers, also called employee welfare managers, are

responsible for a wide array of programs covering occupational safety and health

standards and practices; health promotion and physical fitness, medical examinations,

and minor health treatment, such as first aid; plant security; publications; food service

and recreation activities; carpooling and transportation programs, such as transit

subsidies; employee suggestion systems; childcare and elder care; and counseling

services. Childcare and elder care are increasingly important due to growth in the

number of dual-income households and the elderly population. Counseling may help

employees deal with emotional disorders, alcoholism, or marital, family, consumer,

legal, and financial problems. Some employers offer career counseling as well. In large

firms, certain programs, such as those dealing with security and safety, may be in

separate departments headed by other managers.

Training and development managers and specialists conduct and supervise training and

development programs for employees. Increasingly, management recognizes that

training offers a way of developing skills, enhancing productivity and quality of work,

and building worker loyalty to the firm. Training is widely accepted as a method of

improving employee morale, but this is only one of the reasons for its growing

importance. Other factors include the complexity of the work environment, the rapid

pace of organizational and technological change, and the growing number of jobs in

fields that constantly generate new knowledge. In addition, advances in learning theory

have provided insights into how adults learn, and how training can be organized most

effectively for them.

Training managers provide worker training either in the classroom or onsite. This

includes setting up teaching materials prior to the class, involving the class, and issuing

completion certificates at the end of the class.

Training specialists plan, organize, and direct a wide range of training activities.

Trainers respond to corporate and worker service requests. They consult with onsite

supervisors regarding available performance improvement services and conduct

orientation sessions and arrange on-the-job training for new employees. They help

rank-and-file workers maintain and improve their job skills, and possibly prepare for jobs

requiring greater skill. They help supervisors improve their interpersonal skills in order

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to deal effectively with employees. They may set up individualized training plans to

strengthen an employees existing skills or teach new ones.

Training specialists in some companies set up leadership or executive development

programs among employees in lower level positions. These programs are designed to

develop potential executives to replace those leaving the organization. Trainers also

lead programs to assist employees with transitions due to mergers and acquisitions, as

well as technological changes. In government-supported training programs, training

specialists function as case managers. They first assess the training needs of clients,

and then guide them through the most appropriate training method. After training,

clients may either be referred to employer relations representatives or receive job

placement assistance.

Planning and program development is an important part of the training specialists job.

In order to identify and assess training needs within the firm, trainers may confer with

managers and supervisors or conduct surveys. They also periodically evaluate training

effectiveness.

Depending on the size, goals, and nature of the organization, trainers may differ

considerably in their responsibilities and in the methods they use. Training methods

include on-the-job training; operating schools that duplicate shop conditions for trainees

prior to putting them on the shop floor; apprenticeship training; classroom training; and

electronic learning, which may involve interactive Internet-based training, multimedia

programs, distance learning, satellite training, other computer-aided instructional

technologies, videos, simulators, conferences, and workshops.

An organizations director of industrial relations forms labor policy, oversees industrial

labor relations, negotiates collective bargaining agreements, and coordinates grievance

procedures to handle complaints resulting from management disputes with unionized

employees. The director of industrial relations also advises and collaborates with the

director of human resources, other managers, and members of their staff, because all

aspects of personnel policysuch as wages, benefits, pensions, and work practices

may be involved in drawing up a new or revised union contract.

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Labor relations managers and their staffs implement industrial labor relations programs.

When a collective bargaining agreement is up for negotiation, labor relations specialists

prepare information for management to use during negotiation, a process that requires

the specialist to be familiar with economic and wage data and to have extensive

knowledge of labor law and collective bargaining trends. The labor relations staff

interprets and administers the contract with respect to grievances, wages and salaries,

employee welfare, healthcare, pensions, union and management practices, and other

contractual stipulations. As union membership continues to decline in most industries,

industrial relations personnel are working more often with employees who are not

members of a labor union.

Dispute resolutionattaining tacit or contractual agreementshas become increasingly

important as parties to a dispute attempt to avoid costly litigation, strikes, or other

disruptions. Dispute resolution also has become more complex, involving employees,

management, unions, other firms, and government agencies. Specialists involved in

dispute resolution must be highly knowledgeable and experienced, and often report to

the director of industrial relations. Conciliators, ormediators, advise and counsel labor

and management to prevent and, when necessary, resolve disputes over labor

agreements or other labor relations issues.Arbitrators, sometimes called umpires or

referees, decide disputes that bind both labor and management to specific terms and

conditions of labor contracts. Labor relations specialists who work for unions perform

many of the same functions on behalf of the union and its members.

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EMPLOYEE SATISFACTION

Over the years researchers have studied and attempted to quantify employee

commitment, loyalty, morale and overall employee satisfaction. This gave rise to many

types of employee surveys whose purpose was to measure one or all of these

components. Extensive research in this area has been conducted. This research came

to the conclusion that overall employee satisfaction is manifest in the level of

engagement that employees have in their work. In other words, employee engagement

was the ultimate expression of employee commitment, loyalty, morale and overall

employee satisfaction. Therefore organizations needed to focus on employee

engagement rather than on these other components of employee satisfaction. This

research clearly pointed out the large gap in employee engagement and the magnitude

of the challenge facing most organizations.

Measuring satisfaction is measuring a passive employee state, while measuring

engagement is measuring an active state. For example, an employee that is not

engaged at work might very well indicate a high level of satisfaction with their

organization. This employee is getting everything they wish: a steady paycheck,

benefits, sick leave and paid vacation. Their actual contribution to the well being of the

organization in terms of innovation, creativity and productivity is negligible. But they are

satisfied.

On the other hand, a fully engaged employee that is enthusiastic about their work is

creative, innovative and wants to contribute might indicate a lower level of satisfaction

with the same organization, as the disengaged employee. When a company measures

employee satisfaction are they getting data that provides them with meaningful

information that will allow them to improve their competitive advantage and profitability?

The simple answer is that they are not. This is why they need to focus on employee

engagement and understand the principle components of employee engagement.

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Employee satisfaction and retention have always been important issues for physicians.

After all, high levels of absenteeism and staff turnover can affect your bottom line, as

temps, recruitment and retraining take their toll. But few practices (in fact, few

organizations) have made job satisfaction a top priority, perhaps because they have

failed to understand the significant opportunity that lies in front of them. Satisfied

employees tend to be more productive, creative and committed to their employers, and

recent studies have shown a direct correlation between staff satisfaction and patient

satisfaction.

Family physicians who can create work environments that attract, motivate and retain

hard-working individuals will be better positioned to succeed in a competitive health

care environment that demands quality and cost-efficiency. What's more, physicians

may even discover that by creating a positive workplace for their employees, they've

increased their own job satisfaction as well.

The Employee Satisfaction Survey measures employee satisfaction and helps to:

Foster commitment instead of compliance

Identify managers in need of leadership development

Determine your organizations readiness and its ability to accomplish its mission

Leverage best demonstrated practices

Create a rich working environment

Improve the performance of teams

Shape customer-centric behavior

Track progress over time

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TWO DIMENSIONS OF EMPLOYEE SATISFACTION

In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation

theory, interviewed a group of employees to find out what made them satisfied and

dissatisfied on the job. He asked the employees essentially two sets of questions:

1. Think of a time when you felt especially good about your job. Why did you feel

that way?

2. Think of a time when you felt especially bad about your job. Why did you feel

that way?

From these interviews Herzberg went on to develop his theory that there are two

dimensions to job satisfaction: motivation and "hygiene". Hygiene issues, according to

Herzberg, cannot motivate employees but can minimize dissatisfaction, if handled

properly. In other words, they can only dissatisfy if they are absent or mishandled.

Hygiene topics include company policies, supervision, salary, interpersonal relations

and working conditions. They are issues related to the employee's environment.

Motivators, on the other hand, create satisfaction by fulfilling individuals needs for

meaning and personal growth. They are issues such as achievement, recognition, the

work itself, responsibility and advancement. Once the hygiene areas are addressed,

said Herzberg, the motivators will promote job satisfaction and encourage production.

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Employee satisfaction survey basically deals with the following factors:

Applying the theory :

To apply Herzberg's theory to real-world practice, let's begin with the hygiene issues.

Although hygiene issues are not the source of satisfaction, these issues must be dealt

with first to create an environment in which employee satisfaction and motivation are

even possible.

Company and administrative policies. An organization's policies can be a great

source of frustration for employees if the policies are unclear or unnecessary or if not

everyone is required to follow them. Although employees will never feel a great sense of

motivation or satisfaction due to your policies, you can decrease dissatisfaction in this

area by making sure your policies are fair and apply equally to all. Also, make printed

copies of your policies-and-procedures manual easily accessible to all members of your

staff. If you do not have a written manual, create one, soliciting staff input along the

way. If you already have a manual, consider updating it (again, with staff input). You

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might also compare your policies to those of similar practices and ask yourself whether

particular policies are unreasonably strict or whether some penalties are too harsh.

Supervision. To decrease dissatisfaction in this area, you must begin by making wise

decisions when you appoint someone to the role of supervisor. Be aware that good

employees do not always make good supervisors. The role of supervisor is extremely

difficult. It requires leadership skills and the ability to treat all employees fairly. You

should teach your supervisors to use positive feedback whenever possible and should

establish a set means of employee evaluation and feedback so that no one feels

singled out.

Salary. The old adage "you get what you pay for" tends to be true when it comes to

staff members. Salary is not a motivator for employees, but they do want to be paid

fairly. If individuals believe they are not compensated well, they will be unhappy working

for you. Consult salary surveys or even your local help-wanted ads to see whether the

salaries and benefits you're offering are comparable to those of other offices in your

area. In addition, make sure you have clear policies related to salaries, raises and

bonuses.

Interpersonal relations. Remember that part of the satisfaction of being employed is

the social contact it brings, so allow employees a reasonable amount of time for

socialization (e.g., over lunch, during breaks, between patients). This will help them

develop a sense of camaraderie and teamwork. At the same time, you should crack

down on rudeness, inappropriate behavior and offensive comments. If an individual

continues to be disruptive, take charge of the situation, perhaps by dismissing him or

her from the practice.

Working conditions. The environment in which people work has a tremendous effect

on their level of pride for themselves and for the work they are doing. Do everything you

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can to keep your equipment and facilities up to date. Even a nice chair can make a

world of difference to an individual's psyche. Also, if possible, avoid overcrowding and

allow each employee his or her own personal space, whether it be a desk, a locker, or

even just a drawer. If you've placed your employees in close quarters with little or no

personal space, don't be surprised that there is tension among them.

Before you move on to the motivators, remember that you cannot neglect the hygiene

factors discussed above. To do so would be asking for trouble in more than one way.

First, your employees would be generally unhappy, and this would be apparent to your

patients. Second, your hardworking employees, who can find jobs elsewhere, would

leave, while your mediocre employees would stay and compromise your practice's

success. So deal with hygiene issues first, then move on to the motivators.

Work itself. Perhaps most important to employee motivation is helping individuals

believe that the work they are doing is important and that their tasks are meaningful.

Emphasize that their contributions to the practice result in positive outcomes and good

health care for your patients. Share stories of success about how an employee's actions

made a real difference in the life of a patient, or in making a process better. Make a big

deal out of meaningful tasks that may have become ordinary, such as new-baby visits.

Of course employees may not find all their tasks interesting or rewarding, but you

should show the employee how those tasks are essential to the overall processes that

make the practice succeed. You may find certain tasks that are truly unnecessary and

can be eliminated or streamlined, resulting in greater efficiency and satisfaction.

Achievement. One premise inherent in Herzberg's theory is that most individuals

sincerely want to do a good job. To help them, make sure you've placed them in

positions that use their talents and are not set up for failure. Set clear, achievable goals

and standards for each position, and make sure employees know what those goals and

standards are. Individuals should also receive regular, timely feedback on how they are

doing and should feel they are being adequately challenged in their jobs. Be careful,

however, not to overload individuals with challenges that are too difficult or impossible,

as that can be paralyzing.

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Recognition. Individuals at all levels of the organization want to be recognized for

their achievements on the job. Their successes don't have to be monumental before

they deserve recognition, but your praise should be sincere. If you notice employees

doing something well, take the time to acknowledge their good work immediately.

Publicly thank them for handling a situation particularly well. Write them a kind note of

praise. Or give them a bonus, if appropriate. You may even want to establish a formal

recognition program, such as "employee of the month."

Responsibility. Employees will be more motivated to do their jobs well if they have

ownership of their work. This requires giving employees enough freedom and power to

carry out their tasks so that they feel they "own" the result. As individuals mature in their

jobs, provide opportunities for added responsibility. Be careful, however, that you do not

simply add more work. Instead, find ways to add challenging and meaningful work,

perhaps giving the employee greater freedom and authority as well. Employees will be

more motivated to do their jobs well if they have ownership of their work.

Advancement. Reward loyalty and performance with advancement. If you do not

have an open position to which to promote a valuable employee, consider giving him or

her a new title that reflects the level of work he or she has achieved. When feasible,

support employees by allowing them to pursue further education, which will make them

more valuable to your practice and more fulfilled professionally.

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TWO DIMENSIONS OF EMPLOYEE SATISFACTION

Frederick Herzberg theorized that employee satisfaction depends on two sets of issues:

"hygiene" issues and motivators. Once the hygiene issues have been addressed, hesaid, the motivators create satisfaction among employees.

Hygiene issues

(Dissatisfiers)

Company and administrative policies

Supervision

Salary

Interpersonal relations

Working conditions

Motivators

(Satisfiers)

Work itself

Achievement

Recognition

Responsibility

Advancement

KEY POINTS:

Employee satisfaction affects every aspect of a medical practice, from patient

satisfaction to overall productivity.

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Frederick Herzberg theorized that employee satisfaction has two dimensions:

"hygiene" and motivation.

Hygiene issues, such as salary and supervision, decrease employees

dissatisfaction with the work environment.

Motivators, such as recognition and achievement, make workers more productive,

creative and committed.

KEY FACTS:

Job satisfaction is good not only for employees but employers, too; it increases

productivity and decreases staff turnover.

Employee satisfaction is also correlated with patient satisfaction.

Research from motivation theorist Frederick Herzberg suggests that employee

satisfaction has two components: "hygiene" and motivation.

Hygiene issues can only dissatisfy if they are absent or handled improperly by

employers.

An organization's policies, if unclear or unfair, can stand in the way of employee

satisfaction.

Although employees do want to be paid fairly for their work, money is not an effective

way to motivate individuals.

Employees need a reasonable amount of social interaction on the job.

Employees also need some degree of personal space, which diffuses tension and

improves working conditions.

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Practices should address the hygiene issues before attempting to tackle the

motivators.

If hygiene issues are ignored, excellent employees will seek jobs elsewhere while

mediocre employees will stay behind.

To begin motivating employees, help them believe that their work is meaningful.

If you discover a task that is truly unnecessary, eliminate it so that your employees

can focus on tasks that matter.

To help employees achieve on the job, provide them with ongoing feedback and

adequate challenges.

When your employees do good work, recognize them for it immediately.

To increase an employee's sense of responsibility, do not simply give them more

work; give them freedom and authority as well.

You can help employees advance in their professional lives by promoting them, when

appropriate, or encouraging continuing education.

METHODS FOR MEASURING EMPLOYEE SATISFACTION

We can measure employee satisfaction using a number of different methods, including:

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Paper questionnaire distributed internally and returned to us directly,

Internet survey

Mixed methodology, combining the above. This enables all employees to respond,

regardless of Internet access or comfort levels.

Paper questionnaires are a proven methodology for this type of research, and continue

to be used with success. However, if everyone in your organization has Internet access

(and actually uses it), you may want to consider utilizing a web-based methodology to

conduct your research. We'll work with you to help you determine the most appropriate

methodology for your particular circumstance.

Optimizing employee satisfaction is key to the success of any business. And sound,

insightful employee satisfaction research is key to understanding how to achieve that

optimization. The Business Research Lab offers an experienced professional team to

help you understand and optimize your employee satisfaction programs.

Employees with higher job satisfaction:

Believe that the organization will be satisfying in the long run

Care about the quality of their work

Are more committed to the organization

Have higher retention rates, and

Are more productive.

Uses for Employee Satisfaction Surveys include:

Focusing of Employee Development Programs

Enhancing Management/Employee Relations

Training Needs Assessment

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Evaluation of Training

Organizational Climate Survey

Customer Satisfaction Survey

This process can also be a motivator of performance since it shows the employee that

their opinions and views are considered important.

How it is conducted?

Checklist of what to do when conducting an employee survey.

1. Needs Analysis Why is the survey being conducted? Meetings are held to

determine the goals and objectives, as well as the content of the project.

Whether implemented through individual interview or focus group this needs

analysis will ensure that the critical information is gathered in the manner that

best fits the customer need and will assist in determining the best method of

collecting the data.

2. Focus Groups Structured meetings to gather qualitative information relevant to

the survey development. Our staff will handle all the details, including

recruitment of focus group members, moderation of the actual meeting in any

city, and report generation on information gathered.

3. Survey Design Develop survey instrument by synthesizing the information

gathered from needs analysis, focus groups and other documents available.

Determine the rating scale to be used:

1. Strongly agree | agree | (neither agree nor disagree) | disagree | strongly

disagree.

2. Excellent | good | fair | poor

3. All of the time | most of the time | some of the time | hardly ever | never

4. To a very great extent | to a great extent | to some extent | to a very little

extent | to no extent at all

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5. Very satisfied | satisfied | (neither satisfied nor dissatisfied) | dissatisfied |

very dissatisfied

4. Develop questionnaireA questionnaire used for Employee Attitude/Opinion

Surveys typically contains items that are rated on a 5-point scale. These itemsmay be developed to measure different dimensions of the organization (e.g.,

communication, teamwork, leadership, initiative, management, compensation,).

Questionnaires also typically include one or more open-ended questions to

solicit written feedback.

Questionnaires typically include from 50 to 100 items. When estimating the

amount of time to complete the questionnaire you should estimate about 1

minute per questionnaire item.

If using a printed questionnaire form, you should consider using forms that can

be scanned into a computer.

It should be noted that the design of a questionnaire is usually an iterative

process -- questions are formulated, tested, reformulated, tested, and so on.

5. Questionnaire Review Examine and critique of an existing survey. The review

is conducted to improve the quality of the survey, and to increase the likelihood

the customer receives actionable information. Critiques are also performed to

increase the probability of high response rates.

6. Instrument Pre-Test Conduct an instrument pre-test, which is an examination

of the data collection instrument by potential respondents. It can be completed

for paper-based, as well as electronic and phone based data capture. This may

include a series of telephone interviews or focus groups designed to gather

feedback on the content, clarity, readability, relevance, length, and

comprehensiveness of the item set, as well as the overall experience of

completing the instrument.

Pre-testing can show:

1. Poor question wording or sequencing, as well as errors in layout

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2. Problems caused by the length of the questionnaire or the respondents'

inability or unwillingness to answer the questions

3. Additional questions or response categories that can be pre-coded on

the questionnaire

4. Non-response problems

5. Any negative repercussions the survey may have on employees

7. Ensure confidentiality of participants Steps must be taken to ensure the

confidentiality of the feedback results. For example, the feedback ratings from

several employees should be combined (averaged) to mask the identity of an

individual employee. Comments or written answers to questions may be

summarized in the results to mask the identity of the author. The confidentiality

helps ensure that the results are genuine.

8. Administer the questionnaire Distribute questionnaire forms (if using printed

copies) with instructions. May want to prepare answers to common questions if

other employees will be assisting in the administration. If possible, post the

questions and answers to your website for easy access.

Administer it to everyone? Or, just a sample?

1. Advantages of it to everyone:

All employees are given the opportunity to express their opinions

2. Advantages of it only to a sample:

Reduced time to collect and process the data

Less data to collect

9. Analyze the data Basic data analysis would include averages of ratings. More

complicated analyses may include item-analysis and/or factor-analysis. Types of

analyses include: Performance Dimension Summary; Summary-Performance vs.

Expected; Individual Item Ratings; Item Ratings-Performance vs. Expected

(normed); Highest- or Lowest-Rated Items (shows individual's strengths and

weaknesses); Group & Organizational Ranking, and Recommendations for

Development.

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You may want to analyse the data by organizational division or department to

assess group and organizational strengths and weaknesses. This can be used

to support or promote training and organizational development.

10. Written Interpretive Reports Examine data through written interpretive reports,

which summarize the results of your study. We can provide reports that identify

themes in the data, and provide conclusions and recommendations.

11. Presentation of Survey Results The analysis of data in report format, or on a

variety of other media, such as CD-ROM, diskette, or Internet. Our research

analysts can present the results in person, via videoconference, or on video.

These presentations can be done at all levels of the organization with the

content tailored to the needs and interest of each constituent group. A typicalpresentation contains two major elements, summarizing the result of the survey

and of focused discussion of how to proceed with the information.

12. Develop and Distribute Results Feedback results should be shared with the

employees.

You may want to provide individual review sessions or group workshops

conducted by a facilitator to help individuals review and understand the results

and develop appropriate goals and objectives.

EMPLOYEE SATISFACTION SURVEY SOLUTION DRIVING

EMPLOYEE LOYALTY

Research shows that satisfied, motivated employees will create higher customer

satisfaction and in turn positively influence organizational performance. Noticing this

trend, many organizations are investing in measuring and quantifying employee

opinions and attitudes by incorporating Employee Satisfaction Surveys into their

existing HR and organizational processes.

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The following are just a few benefits of an Employee Satisfaction Survey:

More Accurate Perspective

Organizations achieve a more accurate view of current policies and a more clear

perspective of issues that are of higher priority to employees than others, such as

benefits versus career development, versus compensation

Increased Employee Loyalty

By quantifying and analyzing employee attitudes and opinions, enterprises can identify

problem areas and solutions to create a supportive work environment encouraging a

motivated and loyal workforce.

Training Needs Assessment

Employee Satisfaction Surveys aid in developing individual goals and career potential.

With more insight into their opinions and attitudes, management can establish

professional development initiatives.

Improved Customer Service

Because motivated employees are critical to improved organizational initiatives, such as

increasing customer satisfaction, enterprises that value and strive for greater employee

satisfaction ultimately create higher customer satisfaction.

Accurate & Personalized Surveys

By fully integrating into current HR systems and utilizing existing employee information,

we have more relevant and personalized surveys. Companies are able to turn

responses into actionable results to facilitate organizational changes, improve

management and to increase employee loyalty.

Faster Turnaround

It reduces the speed to create and deploy surveys, collect data and prepare

personalized individual reports, thus reducing response time and increasing overall

satisfaction.

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Follow-up & Reporting Capabilities

Companies can follow-up with employees who have not completed their survey,

maximizing the response rate and value of employee satisfaction feedback.

Instead of creating hundreds or thousands of results reports manually, they can all be

automated providing a single platform for report viewing and analysis furthering

consistency across global organizations, reducing lead time from months to days or

hours

Flexibility

Global organizations can utilize the full multi-lingual survey and reporting capabilities

enabling a single platform throughout an enterprise. It is fully customizable around the

organization in which it's being used and can gather, process and act upon feedback

from thousands to millions of customers.

A comprehensive Employee Satisfaction process, can be key to a more a motivated

and loyal workforce leading to increased customer satisfaction and overall profitability

for an enterprise.

What are the statistically significant factors that affect job

satisfaction?

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SIX FACTORS THAT INFLUENCE JOB SATISFACTION ARE AS

FOLLOWS:

Opportunity.

Employees are more satisfied when they have challenging opportunities at work.

This includes chances to participate in interesting projects, jobs with a satisfying

degree of challenge and opportunities for increased responsibility. Important: this is

not simply "promotional opportunity." As organizations have become flatter,

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promotions can be rare. People have found challenge through projects, team

leadership, special assignments-as well as promotions.

Actions:

Promote from within when possible.

Reward promising employees with roles on interesting projects.

Divide jobs into levels of increasing leadership and responsibility.

It may be possible to create job titles that demonstrate increasing levels of

expertise, which are not limited by availability of positions. They simply demonstrate

achievement.

Stress.

When negative stress is continuously high, job satisfaction is low. Jobs are more

stressful if they interfere with employees' personal lives or are a continuing source

of worry or concern.

Actions:

Promote a balance of work and personal lives. Make sure that senior managers

model this behavior.

Distribute work evenly (fairly) within work teams.

Review work procedures to remove unnecessary "red tape" or bureaucracy.

Manage the number of interruptions employees have to endure while trying to do

their jobs.

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Some organizations utilize exercise or "fun" breaks at work.

Leadership.

Employees are more satisfied when their managers are good leaders. This includes

motivating employees to do a good job, striving for excellence or just taking action.

Actions:

Make sure your managers are well trained. Leadership combines attitudes and

behavior. It can be learned.

People respond to managers that they can trust and who inspire them to achieve

meaningful goals.

Work Standards.

Employees are more satisfied when their entire workgroup takes pride in the quality

of its work.

Actions:

Encourage communication between employees and customers. Quality gains

importance when employees see its impact on customers.

Develop meaningful measures of quality. Celebrate achievements in quality.

Fair Rewards.

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Employees are more satisfied when they feel they are rewarded fairly for the work

they do. Consider employee responsibilities, the effort they have put forth, the work

they have done well and the demands of their jobs.

Actions:

Make sure rewards are for genuine contributions to the organization.

Be consistent in your reward policies.

If your wages are competitive, make sure employees know this.

Rewards can include a variety of benefits and perks other than money.

As an added benefit, employees who are rewarded fairly, experience less stress.

Adequate Authority.

Employees are more satisfied when they have adequate freedom and authority to

do their jobs.

Actions:

When reasonable:

Let employees make decisions.

Allow employees to have input on decisions that will affect them.

Establish work goals but let employees determine how they will achieve those goals.

Later reviews may identify innovative "best practices."

Ask, "If there were just one or two decisions that you could make, which ones would

make the biggest difference in your job?"

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The key to Employee Relations

Is finding out what they really think.

Where does your company stand on each of the critical "4Cs" of employee satisfaction?

Commitment

Culture

Communications

Compensation

Commitment to assess employee engagement, Culture to gauge leadership and

accountability, Communications to identify roadblocks to effective management and

Compensation to measure employee perceptions of pay and benefits.

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Core benefits of the Employee Satisfaction analysis using

Employee Response

Access to a comprehensive survey which can be adapted to meet your needs

Holistic analysis of employee satisfaction as the basis for entrepreneurial and

customer-oriented employees

Consideration of significant of the organisation's power fields which influence

employee satisfaction Concrete ideas for improving employee satisfaction

Generation of core and steering sizes (e.g. for Balanced Scorecard, ISO-

certification)

Independence and the related cost-savings in conducting the analysis.

Employee satisfaction - fundamental to company success

The willingness of employees to be customer-oriented as well as the interaction

between customer and employee determine to a significant degree the customer's

perception of performance. Employees are often claimed by management,

entrepreneurs and researchers to be the most important resource of the company. In

practice, the proclaimed importance of employees is, however, often only lip service.

The related potential for increasing company success is only used half-heartedly.

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Employee satisfaction - an important steering size

Employee satisfaction is a significant determinant for employee motivation. On this

basis, a holistic measurement of employee satisfaction is necessary on several levels

Goals

Process

Work Group

Individual Person

Communication & Information

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CHAPTER 2 (RESEARCH

METHODOLOGY)

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RESEARCH METHODOLOGY

Employee Satisfaction Survey

This Employee Satisfaction Survey asks questions which go to the heart of how an

employee feels about his or her company, job and work life. The result of the survey will

indicate if there is need to follow up.

This survey does not provide a complete list of the numerous issues that employees

could raise about management, work and work life. Even if there were a complete

survey and if the employer were to remedy all complaints, there would remain a serious

flaw in that approach. Aside from the cost & feasibility such an approach would be

paternalistic and not constructive because it would leave the employees out of the

process.

This survey is brief, yet it exposes the core issues. If the need to follow up is indicated,

then the employees need to participate in person in the development of any follow up

action. This process would build trust, openness, communication & satisfaction-

ultimately improving the quality of work life and performance.

Employee Satisfaction Surveys allow an organization to understand employee

perceptions.Perception is reality. Because employees at every organization act on the

basis of their perceptions, management must be keenly aware of employees views.

Employee satisfaction surveys deliver a successful means of measuring, and acting

upon, employees' current beliefs on many job-related subjects

The Employee Satisfaction Survey consists of the following stages:

Design --> Administration --> Analysis

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Effective employee surveys provide management with actionable items that:

Engage employees in their desire to meet individual and organizational goals.

Increase employee retention and development.

Lead to increased customer satisfaction.

Help management clarify "perception" vs. "reality" in understanding the things that

matter most to employees

Results

The information gathered from employee satisfaction surveys gives us the management

knowledge that directly impacts the bottom line and fosters positive employee relations

in any or all of the following ways:

Identifying cost-saving opportunities

Improving productivity

Reducing turnover

Curbing absenteeism

Strengthening supervision

Evaluating customer-service issues

Assessing training needs

Streamlining communication

Benchmarking the organization's progress in relation to the industry

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Dimensions

Each item in employee satisfaction surveys is combined with other related survey items

to produce dimensions. These surveys solidly measure the following key aspects of

employee satisfaction:

Overall Job Satisfaction

Satisfaction with the Work

Coworker Performance/Cooperation

Pay Satisfaction

Benefits Satisfaction

Promotions/Career Advancement

Supervisory Consideration

Supervisory Promotion of Teamwork and Participation

Supervisory Instruction/Guidance

Communication

Human Resources/Personnel Policies

Concern for Employees

Productivity/Efficiency

Training & Development

Physical Working Conditions

Customer Service

Strategy/Mission

Job Stress

It also gives you the choice to create your own customized survey dimensions, which

accurately measure topics of particular importance to your organization.

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Engineers/officials will be put through a questionnaire and personal discussion for

data collection. A detailed questionnaire will be drawn with a view to collect

comments and suggestions of the engineers/officials as to how they perceive their

jobs & their working conditions. The questionnaire will be designed after the review

of the background of knowledge and experience and the time people will like to

devote to give reasonable and correct views. The questions will be arranged in

sequence in order to avoid confusion and misunderstanding.

However, in order to build a proper atmosphere for free and frank views it will be

clarified that information and discussion will be used only for academic purpose.

This will be an attempt to test the satisfaction of the employees in their present job,

the adequacy of the existing working conditions etc. From the point of view of

academic study only, an attempt will be made to get as much reaction as possible

with the object of making the study more authentic and bring out the view point of

employees. In order to ascertain the correctness of the information given by the

employees they can also be personally interviewed.

A common questionnaire will be designed for all the employees keeping in mind the

different aspects of employee satisfaction.

A sample size of engineers from each level will be taken for study and the response

received from the respondents will be analyzed by study of percentage.

SAMPLE:

The target group of study consists of executive engineers of Videsh Sanchar Nigam

Limited, at different levels. The sample consists of50 executives of Videsh Sanchar

Nigam Limited.

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QUESTIONNAIRE:

A questionnaire was developed that consisted of particulars of the employees &

questions relating to the satisfaction acquired by the employees in accordance

with there

Job

Skills

Work culture

Other Factors

It was intended to study the employees satisfaction in Videsh Sanchar Nigam

Limited for six categories of Respondents. Those categories are :

Engineers

Assistant Managers

Sr. Managers

Executives

General managers

Managers

The questionnaire is enclosed at Annexure .

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Job Related Satisfaction

It is a diverse term, which in reference to an employee in the organization refers to

the satisfaction that he gets from the job conducive to an employees

development. Some of the critical dimensions that were considered in the

questionnaire were:

o Nature of job

o Motivation

o Flexibility

o Growth

o Work load

o Security

Skills Related Satisfaction

This refers to the system of assessment of the satisfaction among the employees

based on their skills that the management decides about the fulfillment of the

particular needs of the employee. Some of the parameters considered in the

questionnaire are as follows:

o Innovation & Changes

o Training & Development

o Performance Appraisal

o Promotion & Transfers

o Skills Utilization

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Work Culture Related Satisfaction

It is closely related to the Organizational climate and relations between the

employees of the organization. Some of the parameters, which have been

considered in the questionnaire, are as follows:

o Communication

o Relationship with Peers

o Relationship with superiors

o Supervision

o Conflict Management

o Organizational Structure

o Value for Work

o Working Conditions

Other Factors Related Satisfaction

This refers to the satisfaction, which the employees get based on some other

factors. The parameters considered in the questionnaire under this are:

o Wages & Salaries

o Other Benefits & Allowances

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CHAPTER 3 (ANALYSIS ANDINTERPRETATION OF DATA)

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ANALYSIS METHOD

Various responses to objective type questions were ranked from 1 to 4 whereby

point 1 was given to very much satisfied response and point 4 marked for very

much dissatisfied response. The responses were evaluated under four

categories:

Very much satisfied (VMS)

Moderately satisfied (MS)

Neither satisfied nor dissatisfied (NSND)

Very much dissatisfied (VMD)

The responses to various questions were placed in these four categories and

percentage was taken out for the four categories for various dimensions. It is

shown in the form of table as follows:

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Job Related Satisfaction

Rate your Satisfaction level on the basis of following parameters-

This consists of following sub dimensions:

Q1. Nature of the Job VMS MS NSND VMD

26 24 0 0

ANALYSIS & INTERPRETATION OF DATA

Majority of the respondents were very much satisfied with the nature of the job (55%),

where as 45% of other respondents were moderately satisfied.

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Q2. Degree of Motivation VMS MS NSND VMD

24 23 3 0

ANALYSIS & INTERPRETATION OF DATA

45% of respondents were very much satisfied by the degree of motivation for their job,

40% were moderately satisfied with the meager 15% were neither satisfied nor

dissatisfied.

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Q3. Flexibility VMS MS NSND VMD

28 20 1 1

ANALYSIS & INTERPRETATION OF DATA

50% of respondents were moderately satisfied with the growth, whereas 30% were very

much satisfied and 20% were neither satisfied nor dissatisfied.

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Q4. Growth VMS MS NSND VMD

36 10 4 0

ANALYSIS & INTERPRETATION OF DATA

50% of respondents were moderately satisfied with the growth, whereas 30% were

very much satisfied and 20% were neither satisfied nor dissatisfied

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Q5. Workload VMS MS NSND VMD

28 14 4 4

ANALYSIS & INTERPRETATION OF DATA

Majority of the respondents (60%) were very much satisfied with the amount of

workload given to them whereas 30% were moderately satisfied, 5% were neither

satisfied nor dissatisfied and 5% were very much dissatisfied.

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Q6.Job Security VMS MS NSND VMD

24 25 1 0

ANALYSIS & INTERPRETATION OF DATA

50% of respondents felt that their jobs were moderately secured, whereas 45% felt that

their jobs are very much secured and rest of 5% respondents were neither satisfied nor

dissatisfied with the job security factor.

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Skills Related Satisfaction

Rate your satisfaction level on the following basis

Q7.Innovations & Changes VMS MS NSND VMD

24 23 2 1

ANALYSIS & INTERPRETATION OF DATA

40% of the respondents were VMS with the innovations and changes, which are

implemented in their job, 35%, were MS whereas 20% were NSND and 5% of the

respondents were VMD.

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Q8. Training & development VMS MS NSND VMD

0 32 16 2

ANALYSIS & INTERPRETATION OF DATA

Majority of the respondents i.e. 60% were MS with the training and development

programs whereas 30% were NSND and 10% of them were VMD.

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Q9. Performance Appraisal VMS MS NSND VMD

10 12 20 8

ANALYSIS & INTERPRETATION OF DATA

Out of the whole number of respondents 50% were NSND with the performance

appraisal system followed by the organization whereas 40% were MS and out of rest of

10% of the respondents equal proportions were VMS and VMD.

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Q10. Promotions & Transfers VMS MS NSND VMD

0 20 21 9

ANALYSIS & INTERPRETATION OF DATA

Concerned with the promotion and transfers 50% of the respondents were NSND, 45%

were MS and rest of 5% were VMD.

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Q11.Skill Utilization VMS MS NSND VMD

32 16 1 1

ANALYSIS & INTERPRETATION OF DATA

Majority of the respondents (70%) were MS with the degree to which they use their

skills to accomplish the given task and 30% were VMD.

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Work Culture Related Satisfaction

Q12.Communication VMS MS NSND VMD

24 26 24 0

ANALYSIS & INTERPRETATION OF DATA

45% of the respondents were MS with the way information flows within the organization,

20% were VMS, 20% were NSND and 15% were VMD.

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Q13. Relationship (peers) VMS MS NSND VMD

23 26 1 0

ANALYSIS & INTERPRETATION OF DATA

Majority (55%) of respondents were MS with the relationship with their peers and rest

45% were VMS whereas relationship with the superiors majority (55%) were VMS and

45% were MS.

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Q14.Relationship (superiors) VMS MS NSND VMD

29 21 0 0

ANALYSIS & INTERPRETATION OF DATA

Relationship with the superiors majority (55%) were VMS and 45% were MS.

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Q15.Supervision VMS MS NSND VMD

20 16 7 7

ANALYSIS & INTERPRETATION OF DATA

Out of the total respondents 50% of them were VMS with the style of supervision

offered by the superiors, 30% were MS, 10% were NSND and 10% were VMD.

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Q16. Conflict management VMS MS NSND VMD

12 24 8 6

ANALYSIS & INTERPRETATION OF DATA

In the opinion of the total respondents about the conflict management in the

organization 40% said that they are MS, 30% said they are NSND, 20% were VMS and

rest 10% were VMD.

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Q17.Organizational Structure VMS MS NSND VMD

14 18 16 4

ANALYSIS & INTERPRETATION OF DATA

45% of the total respondents were MS with the organizational structure whereas 35%

were NSND and 20% were VMS.

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Q18.Value for Work VMS MS NSND VMD

18 20 12 0

ANALYSIS & INTERPRETATION OF DATA

Regarding the value and importance given to the employees work 50% of the

respondents were MS, 40% were VMS and 10% were NSND.

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Q19. Working conditions VMS MS NSND VMD

10 26 10 4

ANALYSIS & INTERPRETATION OF DATA

50% of the respondents were VMS with the working conditions provided to them, 30%

were MS, 15% were NSND and 5% were VMD.

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Q20.Participation encouragement VMS MS NSND VMD

10 16 14 10

ANALYSIS & INTERPRETATION OF DATA

With the amount of encouragement given in decision-making, 50% of the respondents

were VMS, 30% were MS and rest 20% were NSND.

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Other Factors Related Satisfaction

Q21.Wages & Salaries VMS MS NSND VMD

12 36 1 1

ANALYSIS & INTERPRETATION OF DATA

Majority (60%) of the respondents were MS satisfied with the Salaries paid to them,

25% were NSND, 10 % were VMS and 5% were VMD.

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Q22.Other Benefits & Allowances VMS MS NSND VMD

17 18 10 5

ANALYSIS & INTERPRETATION OF DATA

Regarding other benefits and allowances provided by the organization 40% were MS,

35% were VMS, 20% were NSND and 5% of the respondents were VMD.

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CHAPTER 4 (CONCLUSION,

FINDINGS AND

RECOMMENDATIONS)

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CONCLUSION

The preceding details present the satisfaction acquired by the employees working

in TATA COMMUNICATIONS. The questionnaire put up to a sample of

employees, records their views & as to what level of satisfaction they get while

working under various departments in the organization. Based on the feedback

given by this sample group of employees, the conclusion regarding the Employee

Satisfaction Survey undertaken in the organization are as follows.

There is a feeling that the Performance Appraisal system is not open to the

employees. It does not help the employees in their improvement; moreover the

Self-Appraisal seems to be a formality.

The flow of information between different departments is not adequate.

Generally the employees do not come to know of the remarks regarding the

information put up by their superior.

Regarding the assessment of the training & development needs, there is no

proper procedure followed. The decision regarding who should be imparted the

training, is more based on the managements discretion and less on the genuine

requirement.

There is a general feeling that at the time of entry in the organization, the

employees are not briefed about their career growth in the organization. They

also have a feeling that their senior officers are not supervising them properly.

Many people have the feeling that their workload should be reduced to a certain

extent & proper working conditions should be provided to them.

Employees share in the risk and rewards of company performance.

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FINDINGS AND RECOMMENDATIONS:

Based on the feedback & as per the interaction with the people, I endeavor

certain recommendations as a remedy to the problems faced by the employeesworking in the organization:

There has to be a proper work distribution among the staff. It should not happen

t