Inamullha Khan
-
Upload
aditya-verma -
Category
Documents
-
view
221 -
download
0
Transcript of Inamullha Khan
-
8/11/2019 Inamullha Khan
1/113
1
SUMMER TRAINING REPORT
ON
EMPLOYEE SATISFACTION PROJECT ON IDEA
CELLUR
SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE DEGREE OFMASTER 0F BUSINESS ADMINISTRATION
BYLUCKNOW UNIVERSITY
SESSION: 2010-2012
SUBMITTED TO: SUBMITTED BY:
Archana Raj Santosh Kumar
Cordinator M.B.A. ( HR&IR) M.B.A.(HR&IR)- 3rdSem
IMS, University Of Lucknow Roll No. 10001116043
Batch : 2010- 12
INSTITUTE OF MANAGEMENT AND SCIENCES
LUCKNOW
http://www.google.co.in/imgres?imgurl=http://www.topnews.in/files/idea_0.gif&imgrefurl=http://www.topnews.in/companies/idea-cellular&usg=__sHGOJpyFlnFwgnA3HdJRh-vbTsw=&h=200&w=200&sz=5&hl=en&start=3&zoom=1&tbnid=C2-hJOjsRzYEkM:&tbnh=104&tbnw=104&ei=to9gTobvEpDKrAeO7MwR&prev=/search?q=Idea+cellular&hl=en&sa=G&gbv=2&tbm=isch&itbs=1http://www.google.co.in/imgres?imgurl=http://www.topnews.in/files/idea_0.gif&imgrefurl=http://www.topnews.in/companies/idea-cellular&usg=__sHGOJpyFlnFwgnA3HdJRh-vbTsw=&h=200&w=200&sz=5&hl=en&start=3&zoom=1&tbnid=C2-hJOjsRzYEkM:&tbnh=104&tbnw=104&ei=to9gTobvEpDKrAeO7MwR&prev=/search?q=Idea+cellular&hl=en&sa=G&gbv=2&tbm=isch&itbs=1 -
8/11/2019 Inamullha Khan
2/113
2
ACKNOWLEDGEMENT
I have no word to express to propound gratitude to Mr.Himanshu Kumar Mishra who
had been the source of perpetual help in the completion of this project because any
successful work is always a result of high co-operation and guidance.
I am also highly obliged to all faculty member and also all staff of the College.
I would always be indebted to all above for their co-operation and guidance and in
last I thankful for my parents and my friends.
-
8/11/2019 Inamullha Khan
3/113
3
CONTENT
1. Executive summary
2. Objective of the project
3. Introduction
4. Company profile
5.
Research methodology
6. Finding and analysis
7.
Interpretation
8. Conclusion
9.
Recommendations
10.
Bibliography
11. Annexure
-
8/11/2019 Inamullha Khan
4/113
4
PREFACE
Employee satisfaction is a result of various attitudes possessed by an
employee in a narrow sense these attitude are related to the job and are concerned
with such specification factors such as wages, supervision, steadiness of
employment, conditions of work advancement, opportunities, recognition of abilities,
air evaluation of work social relation in job, prompt settlement of grievances, air
treatment by the employers and others similar items.
However a more comprehensive approach requires that many additional
factors be included before a complete understanding of Employee satisfaction can
be attained. Such factors such as Faculty members, age, health, temperament,
desires and level of aspiration should be considered.
In short Employee satisfaction is a general attitude, which is a result of many
specific aptitudes in threes areas-namely specific job factors, individuals
characteristics and group relationship outside the job.
-
8/11/2019 Inamullha Khan
5/113
5
OBJECTIVE OF THESTUDY
-
8/11/2019 Inamullha Khan
6/113
6
OBJECTIVE OF THE STUDY
1.
The primary objective of the research is to compare the Employee satisfaction
level of the organization.
2.
To suggest ways to increase the level of Employee satisfaction level can also be
increases.
3.
To test the feedback of the Employees satisfaction level.
4.
Which type of feedback is provided by the service class?
5.
To note the total problem occurring in the service class. What is the major
problem that comes in their jobs.
-
8/11/2019 Inamullha Khan
7/113
7
INTRODUCTION
-
8/11/2019 Inamullha Khan
8/113
8
INTRODUCTION
Employee satisfaction has been defined as a pleasurable emotional state resulting
attitude towards ones job. Weiss (2002) has argued that Employee satisfaction is an
attitude but points out that researchers should clearly distinguish the objects of
cognitive from the appraisal of ones job; an affective reaction to ones job; and an
evaluation which are affect (emotion), beliefs and behaviors. This definition suggests
that we form attitudes towards our jobs by taking into account our feelings, our
beliefs, and our behaviors.
Employee satisfaction is a result of various attitudes possessed by an
employee in a narrow sense these attitude are related to the job and are concerned
with such specification factors such as wages, supervision, steadiness of
employment, conditions of work advancement, opportunities, recognition of abilities,
air evaluation of work social relation in job, prompt settlement of grievances, air
treatment by the employers and others similar items.
-
8/11/2019 Inamullha Khan
9/113
9
HISTORY
One of the biggest preludes to the study of Employee satisfaction was the
Hawthorne studies. These studies (1924-1933), primarily credited toElton Mayo of
theHarvard Business School,sought to find the effects of various conditions (most
notably illumination) on workers productivity. These studies ultimately showed that
novel changes in work conditions temporarily increase productivity (called the
Hawthorne Effect). It was later found that this increase resulted, not from the new
conditions, but from the knowledge of being observed. This finding provided strong
evidence that people work for purposes other than pay, which paved the way for
researchers to investigate other factors in Employee satisfaction.
Scientific management (akaTaylorism)also had a significant impact on the study of
Employee satisfaction.Frederick Winslow Taylors 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given work
task. This book contributed to a change in industrial production philosophies, causing
a shift from skilled labor and piecework towards the more modern approach of
assembly lines and hourly wages. The initial use of scientific management by
industries
http://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Elton_Mayo -
8/11/2019 Inamullha Khan
10/113
10
greatly increased productivity because workers were forced to work at a faster pace.
However, workers became exhausted and dissatisfied, thus leaving researchers with
new questions to answer regarding Employee satisfaction. It should also be noted
that the work of W.L. Bryan,Walter Dill Scott,andHugo Munsterberg set the tone for
Taylors work.
Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the
foundation for Employee satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life physiological needs, safety needs, social needs,
self-esteem needs, and self-actualization. This model served as a good basis from
which early researchers could develop Employee satisfaction theories.
Models of Employee satisfaction
Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous
Employee satisfaction model. The main premise of this theory is
http://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Walter_Dill_Scott -
8/11/2019 Inamullha Khan
11/113
11
that satisfaction is determined by a discrepancy between what one wants in a job
and what one has in a job. Further, the theory states that how muchone values a
given facet of work (e.g. the degree of autonomy in a position) moderates how
satisfied/dissatisfied one becomes when expectations are/arent met. When a person
values a particular facet of a job, his satisfaction is more greatly impacted both
positively (when expectations are met) and negatively (when expectations are not
met), compared to one who doesnt value that facet. To illustrate, if Employee A
values autonomy in the workplace and Employee B is indifferent about autonomy,
then Employee A would be more satisfied in a position that offers a high degree of
autonomy and less satisfied in a position with little or no autonomy compared to
Employee B. This theory also states that too much of a particular facet will produce
stronger feelings of dissatisfaction the more a worker values that facet.
Dispositional Theory
Another well-known Employee satisfaction theory is the Dispositional Theory It is a
very general theory that suggests that people have innate dispositions that cause
them to have tendencies toward a certain level of satisfaction, regardless of ones
job. This approach became a notable explanation of Employee satisfaction in light of
evidence that Employee satisfaction tends to be stable over time and across careers
-
8/11/2019 Inamullha Khan
12/113
12
and jobs. Research also indicates that identical twins have similar levels of
Employee satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the
Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued
that there are four Core Self-evaluations that determine ones disposition towards
Employee satisfaction : self-esteem, general self-efficacy, locus of control, and
neuroticism. This model states that higher levels of self-esteem (the value one
places on his/her self) and general self-efficacy (the belief in ones own competence)
lead to higher work satisfaction. Having an internal locus of control (believing one
has control over her\his own life, as opposed to outside forces having control) leads
to higher Employee satisfaction. Finally, lower levels of neuroticism lead to higher
Employee satisfaction.
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace This theory states
that satisfaction and dissatisfaction are driven by different factors motivation and
hygiene factors, respectively. An employees motivation to work is continually related
http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Self-esteem -
8/11/2019 Inamullha Khan
13/113
13
to Employee satisfaction of a subordinate. Motivation can be seen as an inner force
that drives individuals to attain personal and organization goals (Hoskinson, Porter,
& Wrench, p.133). Motivating factors are those aspects of the job that make people
want to perform, and provide people with satisfaction, for example achievement in
work, recognition, promotion opportunities. These motivating factors are considered
to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of
the working environment such as pay, company policies, supervisory practices, and
other working conditions.
While Hertzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham suggesting
that Hertzberg's original formulation of the model may have been a methodological
artifact. Furthermore, the theory does not consider individual differences, conversely
predicting all employees will react in an identical manner to changes in
motivating/hygiene factors. Finally, the model has been criticized in that it does not
specify how motivating/hygiene factors are to be measured.
-
8/11/2019 Inamullha Khan
14/113
14
Job Characteristics Model
Hackman & Oldham proposed theJob Characteristics Model,which is widely used
as a framework to study how particular job characteristics impact on job outcomes,
including Employee satisfaction. The model states that there are five core job
characteristics (skill variety, task identity, task significance, autonomy, and feedback)
which impact three critical psychological states (experienced meaningfulness,
experienced responsibility for outcomes, and knowledge of the actual results), in turn
influencing work outcomes (Employee satisfaction , absenteeism, work Motivation,
etc.). The five core job characteristics can be combined to form a motivating potential
score (MPS) for a job, which can be used as an index of how likely a job is to affect
an employee's attitudes and behaviors----. Ameta-analysis of studies that assess the
framework of the model provides some support for the validity of the JCM.
Communication Overload and Communication Under load
One of the most important aspects of an individuals work in a modern organization
concerns the management of communication demands that he or she encounters on
the job (Krayer, K. J., & Westbrook, L., p. 85). Demands can be characterized as a
http://en.wikipedia.org/w/index.php?title=Job_Characteristics_Model&action=edit&redlink=1http://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/w/index.php?title=Job_Characteristics_Model&action=edit&redlink=1 -
8/11/2019 Inamullha Khan
15/113
15
communication load, which refers to the rate and complexity of communication
inputs an individual must process in a particular time frame (Faraca, Monge, &
Russel, 1977). Individuals in an organization can experience communication over-
load and communication under- load which can affect their level of Employee
satisfaction. Communication overload can occur when an individual receives too
many messages in a short period of time which can result in unprocessed
information or when an individual faces more complex messages that are more
difficult to process (Farace, Monge, & Russel, 1997). Due to this process, given an
individuals style of work and motivation to complete a task, when more inputs exist
than outputs, the individual perceives a condition of overload (Krayer, K. J., &
Westbrook, L., p. 86) which can be positively or negatively related to Employee
satisfaction. In comparison, communication under load can occur when messages or
inputs are sent below the individuals ability to process them (Farace, Monge, &
Russel, 1997). According to the ideas of communication over-load and under-load, if
an individual does not receive enough input on the job or is unsuccessful in
processing these inputs, the individual is more likely to become dissatisfied,
aggravated, and unhappy with their work which leads to a low level of Employee
satisfaction .
Employee satisfaction describes how content anindividual is with his or her job.
http://en.wikipedia.org/wiki/Individualhttp://en.wikipedia.org/wiki/Individual -
8/11/2019 Inamullha Khan
16/113
16
The happier people are within their job, the more satisfied they are said to be.
Employee satisfaction is not the same as motivation, although it is clearly linked. Job
design aims to enhance Employee satisfaction and performance, methods include
job rotation, job enlargement and job enrichment. Other influences on satisfaction
include the management style and culture, employee involvement, empowerment
and autonomous work groups. Employee satisfaction is a very important attribute
which is frequently measured by organizations. The most common way of
measurement is the use of rating scales where employees report their reactions to
their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks,
promotional opportunities the work itself and co-workers. Some questioners ask yes
or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents
"not at all satisfied" and 5 represents "extremely satisfied").
Definitions
Employee satisfaction has been defined as a pleasurable emotional state resulting
from the appraisal of ones job; an affective reaction to ones job; and an attitude
towards ones job. Weiss (2002) has argued that Employee satisfaction is an attitude
but points out that researchers should
-
8/11/2019 Inamullha Khan
17/113
17
clearly distinguish the objects of cognitive evaluation which are affect (emotion),
beliefs and behaviors. This definition suggests that we form attitudes towards our
jobs by taking into account our feelings, our beliefs, and our behaviors.
History:
One of the biggest preludes to the study of Employee satisfaction was the
Hawthorne studies. These studies (1924-1933), primarily credited toElton Mayo of
theHarvard Business School,sought to find the effects of various conditions (most
notably illumination) on workers productivity. These studies ultimately showed that
novel changes in work conditions temporarily increase productivity (called the
Hawthorne Effect). It was later found that this increase resulted, not from the new
conditions, but from the knowledge of being observed. This finding provided strong
evidence that people work for purposes other than pay, which paved the way for
researchers to investigate other factors in Employee satisfaction.
Scientific management (akaTaylorism)also had a significant impact on the study of
Employee satisfaction.Frederick Winslow Taylors 1911
http://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Elton_Mayo -
8/11/2019 Inamullha Khan
18/113
18
book, Principles of Scientific Management, argued that there was a single best way
to perform any given work task. This book contributed to a change in industrial
production philosophies, causing a shift from skilled labor andpiecework towards the
more modern approach of assembly lines and hourly wages. The initial use of
scientific management by industries greatly increased productivity because workers
were forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regarding
Employee satisfaction. It should also be noted that the work of W.L. Bryan, Walter
Dill Scott,andHugo Munsterberg set the tone for Taylors work.
Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the
foundation for Employee satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life physiological needs, safety needs, social needs,
self-esteem needs, and self-actualization. This model served as a good basis from
which early researchers could develop Employee satisfaction theories.
http://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Piecework -
8/11/2019 Inamullha Khan
19/113
19
MODELS OF EMPLOYEE SATISFACTION
Affect Theory:
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous
Employee satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one has in
a job. Further, the theory states that how much one values a given facet of work (e.g.
the degree of autonomy in a position) moderates how satisfied/dissatisfied one
becomes when expectations are/arent met. When a person values a particular facet
of a job, his satisfaction is more greatly impacted both positively (when expectations
are met) and negatively (when expectations are not met), compared to one who
doesnt value that facet. To illustrate, if Employee A values autonomy in the
workplace and Employee B is indifferent about autonomy, then Employee A would
be more satisfied in a position that offers a high degree of autonomy and less
satisfied in a position with little or no autonomy compared to Employee B. This
theory also states that too much of a particular facet will produce stronger feelings of
dissatisfaction the more a worker values that facet.
-
8/11/2019 Inamullha Khan
20/113
20
Dispositional Theory:
Another well-known Employee satisfaction theory is the Dispositional Theory. It is a
very general theory that suggests that people have innate dispositions that cause
them to have tendencies toward a certain level of satisfaction, regardless of ones
job. This approach became a notable explanation of Employee satisfaction in light of
evidence that Employee satisfaction tends to be stable over time and across careers
and jobs. Research also indicates that identical twins have similar levels of
Employee satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the
Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued
that there are four Core Self-evaluations that determine ones disposition towards
Employee satisfaction : self-esteem, general self-efficacy, locus of control, and
neuroticism. This model states that higher levels of self-esteem (the value one
places on his/her self) and general self-efficacy (the belief in ones own competence)
lead to higher
http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Self-esteem -
8/11/2019 Inamullha Khan
21/113
21
work satisfaction. Having an internal locus of control (believing one has control over
her\his own life, as opposed to outside forces having control) leads to higher
Employee satisfaction. Finally, lower levels ofneuroticism lead to higher Employee
satisfaction.
Two-Factor Theory (Motivator-Hygiene Theory):
Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace [5]This theory states
that satisfaction and dissatisfaction are driven by different factors motivation and
hygiene factors, respectively. An employees motivation to work is continually related
to Employee satisfaction of a subordinate. Motivation can be seen as an inner force
that drives individuals to attain personal and organization goals (Hoskinson, Porter,
& Wrench, p.133). Motivating factors are those aspects of the job that make people
want to perform, and provide people with satisfaction, for example achievement in
work, recognition,
http://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4#cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4#cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4#cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Neuroticism -
8/11/2019 Inamullha Khan
22/113
22
promotion opportunities. These motivating factors are considered to be intrinsic to
the job, or the work carried out. Hygiene factors include aspects of the working
environment such as pay, company policies, supervisory practices, and other
working conditions.
While Hertzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham suggesting
that Hertzberg's original formulation of the model may have been a methodological
artifact. Furthermore, the theory does not consider individual differences, conversely
predicting all employees will react in an identical manner to changes in
motivating/hygiene factors. Finally, the model has been criticized in that it does not
specify how motivating/hygiene factors are to be measured.
Job Characteristics Model:
Hackman & Oldham proposed theJob Characteristics Model,which is widely used
as a framework to study how particular job characteristics
http://en.wikipedia.org/w/index.php?title=Job_Characteristics_Model&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Job_Characteristics_Model&action=edit&redlink=1 -
8/11/2019 Inamullha Khan
23/113
23
impact on job outcomes, including Employee satisfaction. The model states that
there are five core job characteristics (skill variety, task identity, task significance,
autonomy, and feedback) which impact three critical psychological states
(experienced meaningfulness, experienced responsibility for outcomes, and
knowledge of the actual results), in turn influencing work outcomes (Employee
satisfaction, absenteeism, work motivation, etc.). The five core job characteristics
can be combined to form a motivating potential score (MPS) for a job, which can be
used as an index of how likely a job is to affect an employee's attitudes and
behaviors----. A meta-analysis of studies that assess the framework of the model
provides some support for the validity of the JCM
Communication Overload and Communication Under load
One of the most important aspects of an individuals work in a modern organization
concerns the management of communication demands that he or she encounters on
the job (Krayer, K. J., & Westbrook, L., p. 85). Demands can be characterized as a
communication load, which refers to the rate and complexity of communication
inputs an individual must process in a particular time frame (Faraca, Monge, &
Russel, 1977). Individuals in an organization can experience communication over-
load and communication under- load which can affect their level of Employee
http://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/wiki/Meta-analysis -
8/11/2019 Inamullha Khan
24/113
24
satisfaction. Communication overload can occur when an individual receives too
many messages in a short period of time which can result in unprocessed
information or when an individual faces more complex messages that are more
difficult to process (Farace, Monge, & Russel, 1997). Due to this process, given an
individuals style of work and motivation to complete a task,when more inputs exist
than outputs, the individual perceives a condition of overload (Krayer, K. J., &
Westbrook, L., p. 86) which can be positively or negatively related to Employee
satisfaction. In comparison, communication under load can occur when messages or
inputs are sent below the indiviauls ability to process them (Farace, Monge, &
Russel, 1997). According to the ideas of communication over-load and under-load, if
an individual does not receive enough input on the job or is unsuccessful in
processing these inputs, the individual is more likely to become dissatisfied,
aggravated, and unhappy with their work which leads to a low level of Employee
satisfaction .
-
8/11/2019 Inamullha Khan
25/113
25
MEASURING EMPLOYEE SATISFACTION
There are many methods for measuring Employee satisfaction . By far, the most
common method for collecting data regarding Employee satisfaction is the Likert
scale (named after Rensis Likert). Other less common methods of for gauging
Employee satisfaction include: Yes/No questions, True/False questions, point
systems, checklists, and forced choice answers. This data is typically collected using
anEnterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a
specific questionnaire of Employee satisfaction that has been widely used. It
measures ones satisfaction in five facets: pay, promotions and promotion
opportunities, coworkers, supervision, and the work itself. The scale is simple,
participants answer either yes, no, or cant decide (indicated by ?) in response to
whether given statements accurately describe ones job.
The Job in General Index is an overall measurement of Employee satisfaction. It is
an improvement to the Job Descriptive Index because the
http://en.wikipedia.org/wiki/Likert_scalehttp://en.wikipedia.org/wiki/Likert_scalehttp://en.wikipedia.org/wiki/Rensis_Likerthttp://en.wikipedia.org/wiki/Enterprise_Feedback_Managementhttp://en.wikipedia.org/wiki/Enterprise_Feedback_Managementhttp://en.wikipedia.org/wiki/Rensis_Likerthttp://en.wikipedia.org/wiki/Likert_scalehttp://en.wikipedia.org/wiki/Likert_scale -
8/11/2019 Inamullha Khan
26/113
26
JDI focuses too much on individual facets and not enough on work satisfaction in
general.
Other Employee satisfaction questionnaires include: the Minnesota Satisfaction
Questionnaire (MSQ), the Employee satisfaction Survey (JSS), and theFaces Scale.
The MSQ measures Employee satisfaction in 20 facets and has a long form with 100
questions (five items from each facet) and a short form with 20 questions (one item
from each facet). The JSS is a 36 item questionnaire that measures nine facets of
Employee satisfaction . Finally, the Faces Scale of Employee satisfaction , one of the
first scales used widely, measured overall Employee satisfaction with just one item
which participants respond to by choosing a face.
Superior-Subordinate Communication
Superior-subordinate communication is an important influence on Employee
satisfaction in the workplace. The way in which subordinates perceive a supervisors
behavior can positively or negatively influence Employee satisfaction.
Communication behavior such as facial
http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Faces_Scale&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Faces_Scale&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1 -
8/11/2019 Inamullha Khan
27/113
27
expression, eye contact, vocal expression, and body movement is crucial to the
superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a
central role in interpersonal interactions with respect to impression formation,
deception, attraction, social influence, and emotional expression (Burgoon, Buller, &
Woodall, 1996). Nonverbal immediacy from the supervisor helps to increase
interpersonal involvement with their subordinates impacting Employee satisfaction.
The manner in which supervisors communicate their subordinates may be more
important than the verbal content (Teven, p. 156). Individuals who dislike and think
negatively about their supervisor are less willing to communicate or have motivation
to work where as individuals who like and think positively of their supervisor are
more likely to communicate and are satisfied with their job and work environment.
The relationship of a subordinate with their supervisor is a very important aspect in
the workplace. Therefore, a supervisor who uses nonverbal immediacy, friendliness,
and open communication lines is more willing to receive positive feedback and high
Employee satisfaction from a subordinate where as a supervisor who is antisocial,
unfriendly, and unwilling to communicate will naturally receive negative feedback and
very low Employee satisfaction from their subordinates in the workplace.
-
8/11/2019 Inamullha Khan
28/113
28
EMPLOYEE SATISFACTION AND EMOTIONS
Mood andemotions while working are the raw materials which cumulate to form the
affective element of Employee satisfaction. (Weiss and Cropanzano, 1996). Moods
tend to be longer lasting but often weaker states of uncertain origin, while emotions
are often more intense, short-lived and have a clear object or cause.
There is some evidence in the literature that state moods are related to overall
Employee satisfaction. Positive and negative emotions were also found to be
significantly related to overall Employee satisfaction
Frequency of experiencing net positive emotion will be a better predictor of overall
Employee satisfaction than will intensity of positive emotion when it is experienced.
Emotion regulation and emotion labor are also related to Employee satisfaction .
Emotion work (or emotion management) refers to various efforts to manage
emotional states and displays. Emotion regulation includes all of the conscious and
unconscious efforts to increase, maintain, or decrease one or more components of
an emotion. Although early studies of the consequences of emotional labor
emphasized its harmful effects on workers, studies of workers in a variety of
http://en.wikipedia.org/wiki/Moodhttp://en.wikipedia.org/wiki/Emotionshttp://en.wikipedia.org/wiki/Emotion_workhttp://en.wikipedia.org/wiki/Emotion_workhttp://en.wikipedia.org/wiki/Emotionshttp://en.wikipedia.org/wiki/Mood -
8/11/2019 Inamullha Khan
29/113
29
occupations suggest that the consequences of emotional labor are not uniformly
negative.
It was found that suppression of unpleasant emotions decreases Employee
satisfaction and the amplification of pleasant emotions increases Employee
satisfaction. The understanding of how emotion regulation relates to Employee
satisfaction concerns two models:
1. EMOTIONAL DISSONANCE. Emotional dissonance is a state of
discrepancy between public displays of emotions and internal experiences of
emotions, that often follows the process of emotion regulation. Emotional
dissonance is associated with high emotional exhaustion, low organizational
commitment, and low Employee satisfaction .
2. SOCIAL INTERACTION MODEL.
Taking the social interaction perspective, workers emotion regulation might
beget responses from others during interpersonal encounters that subsequently
impact their own Employee satisfaction. For example: The accumulation of
favorable responses to displays of pleasant emotions might positively affect
Employee satisfaction performance of emotional labor that produces desired
outcomes could increase Employee satisfaction.
http://en.wikipedia.org/wiki/Emotional_dissonancehttp://en.wikipedia.org/wiki/Emotional_dissonance -
8/11/2019 Inamullha Khan
30/113
30
RELATIONSHIPS AND PRACTICAL IMPLICATIONS
Employee satisfaction can be an important indicator of how employees feel about
their jobs and a predictor of work behaviours such as organizational citizenship,
absenteeism,and turnover.Further, Employee satisfaction can partially mediate the
relationship of personality variables and deviant work behaviors.
One common research finding is that Employee satisfaction is correlated with life
satisfaction. This correlation is reciprocal, meaning people who are satisfied with life
tend to be satisfied with their job and people who are satisfied with their job tend to
be satisfied with life. However, some research has found that Employee satisfaction
is not significantly related to life satisfaction when other variables such as nonwork
satisfaction and core self-evaluations are taken into account.
An important finding for organizations to note is that Employee satisfaction has a
rather tenuous correlation to productivity on the job. This is a vital piece of
information to researchers and businesses, as the idea that satisfaction and job
performance are directly related to one another is often cited in the media and in
http://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Correlationhttp://en.wikipedia.org/wiki/Correlationhttp://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Absenteeism -
8/11/2019 Inamullha Khan
31/113
31
some non-academic management literature. A recent meta-analysis found an
average uncorrected correlation between Employee satisfaction and productivity to
be r=.18; the average true correlation, corrected for research artifacts and
unreliability, was r=.30. Further, the meta-analysis found that the relationship
between satisfaction and performance can be moderated by
Job complexity, such that for high-complexity jobs the correlation between
satisfaction and performance is higher (=.52) than for jobs of low to moderate
complexity (=.29). In short, the relationship of satisfaction to productivity is not
necessarily straightforward and can be influenced by a number of other work-related
constructs, and the notion that "a happy worker is a productive worker" should not be
the foundation of organizational decision-making.
With regard to job performance, employeepersonality may be more important than
Employee satisfaction. The link between Employee satisfaction and performance is
thought to be aspurious relationship;instead, both satisfaction and performance are
the result of personality.
http://en.wikipedia.org/wiki/Meta-analysishttp://en.wiktionary.org/wiki/personalityhttp://en.wikipedia.org/wiki/Spurious_relationshiphttp://en.wikipedia.org/wiki/Spurious_relationshiphttp://en.wiktionary.org/wiki/personalityhttp://en.wikipedia.org/wiki/Meta-analysis -
8/11/2019 Inamullha Khan
32/113
32
TURNOVER (EMPLOYMENT)
In a human resources context, turnover or Employees turnover is the rate at which
anemployer gains and loses employees. Simple ways to describe it are "how long
employees tend to stay" or "the rate of traffic through the revolving door." Turnover is
measured for individual companies and for their industry as a whole. If an employer
is said to have a high turnover relative to its competitors, it means that employees of
that company have a shorter average tenure than those of other companies in the
same industry. High turnover can be harmful to a company's productivity if skilled
workers are often leaving and the worker population contains a high percentage of
novice workers.
In the U.S., for the period of December 2000 to November 2008, the average total
non-farm seasonally adjusted monthly turnover rate was 3.3%.
http://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Human_resources -
8/11/2019 Inamullha Khan
33/113
33
COSTS
When accounting for the costs (both real costs, such as time taken to select and
recruit a replacement, and also opportunity costs, such as lost productivity), the cost
of employee turnover to for-profit organizations has been estimated to be up to 150%
of the employees' remuneration package. There are both direct and indirect costs.
Direct cost relate to the leaving costs, replacement costs and transitions costs, while
indirect costs relate to the loss of production, reduced performance levels,
unnecessary overtime and low morale.
Internal vs. external turnover
Like recruitment, turnover can be classed as 'internal' or external. Internal turnover
involves employees leaving their current position, and taking a new position with the
same organization. Both positive (such as increased morale from the change of task
and supervisor) and negative (such as project/relational disruption, or the Peter
Principle)effects of internal turnover exist, and thus this form of turnover may be as
important to monitor as its external counterpart. Internal turnover might be
http://en.wikipedia.org/wiki/Peter_Principlehttp://en.wikipedia.org/wiki/Peter_Principlehttp://en.wikipedia.org/wiki/Peter_Principlehttp://en.wikipedia.org/wiki/Peter_Principle -
8/11/2019 Inamullha Khan
34/113
34
moderated and controlled by typical HR mechanisms, such as an internal
recruitment policy or formalsuccession planning.
Skilled vs. unskilled employees
Unskilled positions often have high turnover, and employees can generally be
replaced without the organization orbusiness incurring any loss of performance. The
ease of replacing these employees provides little incentive to employers to offer
generous employment contracts; conversely, contracts may strongly favour the
employer and lead to increased turnover as employees seek, and eventually find,
more favorable employment.
However, high turnover rates of skilled professionals can pose as a risk to the
business or organization, due to the human capital (such as skills, training, and
knowledge) lost. Notably, given the natural specialization of skilled professionals,
these employees are likely to be re-Employees within the same industry by a
competitor. Therefore, turnover of these individuals incurs both replacement costs to
the organization, as well as resulting in a competitive disadvantage to the business.
http://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Succession_planning -
8/11/2019 Inamullha Khan
35/113
35
VOLUNTARY VS. INVOLUNTARY TURNOVER
Practitioners can differentiate between instances of voluntary turnover, initiated at
the choice of the employee, and those involuntary instances where the employee
has no choice in their termination (such as long term sickness, death, moving
overseas, or employer-initiated termination).
Typically, the characteristics of employees who engage in involuntary turnover are
no different from job stayers. However, voluntary turnover can be predicted (and in
turn, controlled) by the construct of turnover intent.
Causes of high or low turnover
High turnover often means that employees are unhappy with the work or
compensation, but it can also indicateunsafe or unhealthy conditions, or that too few
employees give satisfactory performance (due to unrealistic expectations or poor
candidate screening). The lacks of career opportunities and challenges,
dissatisfaction with the job-scope or conflict with the management have been cited
as predictors of high turnover.
Low turnover indicates that none of the above is true: employees are satisfied,
healthy and safe, and their performance is satisfactory to the employer. However,
http://en.wikipedia.org/wiki/Occupational_safety_and_healthhttp://en.wikipedia.org/wiki/Occupational_safety_and_health -
8/11/2019 Inamullha Khan
36/113
36
the predictors of low turnover may sometimes differ than those of high turnover.
Aside from the fore-mentioned career opportunities, salary, corporate culture,
management's recognition, and a comfortable workplace seem to impact employees'
decision to stay with their employer.
Many psychological and management theories exist regarding the types of job
content which is intrinsically satisfying to employees and which, in turn, should
minimise external voluntary turnover. Examples include Hertzberg's Two factor
theory,McClelland's Theory of Needs, and Hackman & Oldham's Job Characteristics
Model
http://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/McClellandhttp://en.wikipedia.org/wiki/McClellandhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Frederick_Herzberg -
8/11/2019 Inamullha Khan
37/113
37
INVESTMENTS
Alternatively, low turnover may indicate the presence of employee 'investments' (also
known 'side bets') in their position: certain benefits may be enjoyed while the
employee remains Employees with the organization, which would be lost upon
resignation (e.g. health insurance, discounted home loans, redundancy packages,
etc). Such employees would be expected to demonstrate lower intent to leave than if
such 'side bets' were not present.
How to prevent turnover
Employees are important in any running of a business, without them the business
would be unsuccessful. However, more and more employers today are finding
employees remain for approximately 23 to 24 months according to the 2006 Bureau
of Labor Statistics. The Employment Policy Foundation states it costs a company on
an average of $15,000 per employee, including separation costs, including
paperwork, unemployment; vacancy costs, including overtime or temporary
employees
-
8/11/2019 Inamullha Khan
38/113
38
and replacement cots including advertisement, interview time, relocation, training
and decreased productivity when colleagues depart. Providing a stimulating
workplace environment in which fosters happy, motivated and empowered
individuals, which lowers employee turnover and absentee rates. Promoting a work
environment that fosters personal and professional growth promotes harmony and
encouragement on all levels, so the effects are felt company wide.
Continual training and reinforcement develops a work force that is competent,
consistent, competitive, effective and efficient. Beginning on the first day of work,
providing the individual with the necessary skills to perform their job is important.
Before the first day, it is important the interview and hiring process expose new hires
to an explanation of the company, so individuals know if the job is the best choice
Providing ongoing performance management by networking within the company to
share the best practices, helps build relationships among co-workers. Motivating
employees to focus on customer success, profitable growth and
the company well being is important. Including employees in on future plans, new
purchases, policy changes, introducing new employees and employees who have
-
8/11/2019 Inamullha Khan
39/113
39
gone above and beyond at meetings keeps employees informed and involved. Early
engagement and engagement along the way, shows employees they are wanted
through information or recognition rewards, making them feel included.
When companies hire the best people, new talent hired and veterans are enabled to
reach company goals, maximizing the investment of each employee. Taking the time
to listen to employees and making them feel involved will create loyalty, in turn
reducing turnover allowing for growth
-
8/11/2019 Inamullha Khan
40/113
40
CALCULATION
One typical method of calculating the turnover rate of a company is to divide the
number of employees who have left the organization within a year, by total number
of employees who work for that company in the same year.
Let's say there were 100 employees at the beginning of the year, and 100
employees at the end of the year, and at the end of the year, 84 of those employees
were the same ones as were there the previous year. You might say that the
turnover rate was 16%.
But suppose one of those 16 who left was actually replaced three times. The
employee quit in January, the replacement quit in April, and another person was
hired who lasted only until November. Then you might want to count every time an
employee left the company and another one was hired - in this case you'd get 18%.
Another complication: suppose the work force is 100 at the beginning and 90 at the
end of the year. Perhaps 16 people have left, but only 6 have been hired during the
year, while 2 more were hired and retired within the same
-
8/11/2019 Inamullha Khan
41/113
41
year. You might define turnover as 18/100 or as 18/90, or as 18/95, since 95 is the
average of 90 and 100. Instead of 95, you might want to do a fancier average, where
you actually add up the number of employees on each day of the year, and divide
the total by 365.
One more complication: who decided it was a calendar year that we should use for
sampling the turnover rate? Perhaps there was no turnover at all for 3 years prior,
and then a shift in management caused a lot of people to leave this year. Then a
more representative measure would average over 2 or 3 or 4 years. Maybe you'd
want to average the turnover in each month of the last 48, but weight recent months
more heavily than earlier months.
-
8/11/2019 Inamullha Khan
42/113
42
RESEARCH DONE ON
EMPLOYEESATISFACTION
-
8/11/2019 Inamullha Khan
43/113
43
RESEARCH DONE ON EMPLOYEESATISFACTION
Employee satisfaction is one of the most important concepts in the study of
Employees behaviour along with absenteeism productivity and turnover. Many
researchers and industrial psychologists are interest in finding factors that increase
Employee satisfaction Because it is related to the job behaviour, like performance
and accident. This project studies the determinants of Employee satisfaction as
Employees turnover they surveyed 59 Employees . To measure Employee
satisfaction they used Happocks Employee satisfaction Bank in addition to self
rating. Results from any respondents suggest that salary and stress level do not
influence Employee satisfaction . However, factors outside the job such as age and
marital status seem to correlate with Employee satisfaction . Those Employees
turnover who are married or living with a partner appear to be more satisfied than
those who are single or divorced. Age is positively correlated with Employee
satisfaction.
-
8/11/2019 Inamullha Khan
44/113
44
Similarly, determinants related to job such as satisfaction in profession,
satisfaction in position perception of room for personal growth, perception of use of
talents and skills appear to maintain a
positive relationship with Employee satisfaction . These current finding are consistent
with the Herzbegs two factor motivation theory.
-
8/11/2019 Inamullha Khan
45/113
45
EMPLOYEE SATISFACTION IS
MORE IMPORTANT THAN
MONEY OR PERKS: A
RESEARCH
-
8/11/2019 Inamullha Khan
46/113
46
EMPLOYEE SATISFACTION IS MORE
IMPORTANT THAN MONEY OR PERKS: ARESEARCH
New research shows that Employee satisfaction is more important than
money or perks. Thats according to a survey conducted by Eden recruitment. So it
is not membership to health clubs or fat salaries that Employees turnover want, but
plain old fashioned Employee satisfaction .
Employee satisfaction was more common as motivating factor in IT and
business services. Sectors while the benefits package available manufacturing
sectors. Remuneration was also more common in the business services sectors than
is other sectors.
The results of survey which are given below, reveal the main motivating factors in an
employees decision to remain in or leave employment
-
8/11/2019 Inamullha Khan
47/113
47
EMPLOYEE SATISFACTION
FALLS FOR FACULTY
MEMBERS:
A FINDING
-
8/11/2019 Inamullha Khan
48/113
48
EMPLOYEE SATISFACTION FALLS FOR
EMPLOYEES TURNOVER: A FINDING
Employees turnover, servants face more stress says a survey. Employee
satisfaction among Britains 6 m public sectors workers has fallen sharply over the
past decades as rising levels of stress have made work less enjoyable for doctors,
Nurses, Teachers, Lectures and Civil Servants said research published yesterday.
The study from Andrew Oswald and Jonathan Gardener of Warwick
University found that an increase depression, strain, Sleep loss and unhappiness
during the 1990 had made employment more pressurized and less enjoyable in the
public realm .
Employee satisfaction has dropped dramatically in the service class
throughout the 90s stress has risen quite dramatically .
According to the research the decline in Employee satisfaction was linked to
rising stress. The very heavy increase in work loads in the Service class has made
workers much less happy. all group of Faculty in Service class have become less
satisfied at work over the past decade, a period in which they have faced extra
-
8/11/2019 Inamullha Khan
49/113
49
bureaucracy, pressure to meet targets as well as the introduction of working
practices from the private sector.
The sample of 5000 workers was interviewed each year through the 1990s with
stress levels assessed by the answers to 12 standard questions used to measure
mental distress and psychological ill health.
-
8/11/2019 Inamullha Khan
50/113
50
REASONS FOR EMPLOYEE
SATISFACTION RESEARCH
-
8/11/2019 Inamullha Khan
51/113
51
REASONS FOR EMPLOYEE SATISFACTION
RESEARCH:
Why seek information about Employee satisfaction ? For an industrial
organization the consequences are extremely important. By discovering attitudes on
factor related to the job, a firm can correct certain bad situations and there by
improve the Employee satisfaction of its staff. From this point of view if wouldbe
justified in being concerned only with this area and neglecting the individual geo andits employee adjustments to group outside the plants. How ever and industrial
organization can benefits materially. If is knows what individual attitudes contribute to
Employee satisfaction , for one thing applying this knowledge will result in better
selection procedures. This is a broad implication as for as the Employee satisfaction
is concerned, and even though most industrial and business organization, feel that it
is not their problem, it nevertheless agrees exists. It is also directly related to
vocational guidance, schools and colleges, public and private employment agencies,
etc society as a whole must face it realistically.
-
8/11/2019 Inamullha Khan
52/113
52
THE IMPORTANCE OF
HIGH EMPLOYEE
SATISFACTION
-
8/11/2019 Inamullha Khan
53/113
53
THE IMPORTANCE OF HIGH JOB
SATISFACTIONThe importance of Employee satisfaction is obvious, manager should be concerned
with the level of Employee satisfaction in there organization for at least four reasons
1) There is clear evidence that dissatisfied Employees turnover skip work
more often and are more likely to resign
2)
Dissatisfied workers are more likely to engage in destructivebehaviours.
3) It has been demonstrated that satisfied Employees turnover are batter
health and live longer.
4)
Satisfaction on the job carries over to the Employees turnover life
outside the job.
An often overlook dimension of Employee satisfaction is its relationship to
Employees turnover health, several studies have shown that Employees turnover
who are dissatisfied with their jobs are persons to health setback ranging from
headaches to heart disease.
Some researchers even indicate that Employee satisfaction is a better predictor of
length of life than is physical condition or tobacco use. These studies suggest that
dissatisfaction is not solely a psychological phenomenon. The stresses that result
from dissatisfaction apparently increase one susceptibility to heart attack and the
like.
-
8/11/2019 Inamullha Khan
54/113
54
COMPANY PROFILEIdea Cellular Ltd.
Type
Public
BSE:532822
NSE:IDEA
Industry Telecommunications
Founded 1995
Headquarter Santacruz East,Mumbai, India.
Key peopleKumar Mangalam Birla
(Chairman)
Products Mobile
Revenue15,389.00 crore (US$3.43
billion) (2011)
http://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/bseplus/StockReach/AdvanceStockReach.aspx?scripcode=532822http://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://www.nseindia.com/marketinfo/companyinfo/companysearch.jsp?cons=IDEA§ion=7http://en.wikipedia.org/wiki/Telecommunicationhttp://en.wikipedia.org/wiki/Santacruz,_Mumbaihttp://en.wikipedia.org/wiki/Mumbai,_Indiahttp://en.wikipedia.org/wiki/Kumar_Mangalam_Birlahttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Mobile_phonehttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/File:Idea_Cellular_Logo.svghttp://en.wikipedia.org/wiki/File:Idea_Cellular_Logo.svghttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/Mobile_phonehttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Kumar_Mangalam_Birlahttp://en.wikipedia.org/wiki/Mumbai,_Indiahttp://en.wikipedia.org/wiki/Santacruz,_Mumbaihttp://en.wikipedia.org/wiki/Telecommunicationhttp://www.nseindia.com/marketinfo/companyinfo/companysearch.jsp?cons=IDEA§ion=7http://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://www.bseindia.com/bseplus/StockReach/AdvanceStockReach.aspx?scripcode=532822http://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Types_of_business_entity -
8/11/2019 Inamullha Khan
55/113
55
Operating
income
2,879.33 crore (US$642.09
million) (2011)
Net income844.60 crore (US$188.35
million) (2011)
Total assets US$5.334 billion (2010)
Employees 6,481 (2010)
Parent
Aditya Birla Group (49.05%)
Axiata Group Berhad (15%)
Providence Equity (10.6%)
Website IdeaCellular.com
Idea Cellular, usually referred to as Idea, is a wirelesstelephony company operating
in all the 22 telecom circles inIndia based inMumbai.
Inception and growth
In 2000, Tata Cellular was a company providing mobile services in Andhra Pradesh.
When Birla-AT&T brought Maharashtra and Gujarat to
http://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Assethttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/wiki/Axiata_Group_Berhadhttp://en.wikipedia.org/wiki/Providence_Equity_Partnershttp://www.ideacellular.com/http://en.wikipedia.org/wiki/Telephonyhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Telephonyhttp://www.ideacellular.com/http://en.wikipedia.org/wiki/Providence_Equity_Partnershttp://en.wikipedia.org/wiki/Axiata_Group_Berhadhttp://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Assethttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/Earnings_before_interest_and_taxes -
8/11/2019 Inamullha Khan
56/113
56
the table, the merger of these two entities was a reality. Thus Birla-Tata-AT&T,
popularly known as Batata, was born and was later branded as !dea.
Then Idea set sights on RPGs operations in Madhya Pradesh which was
successfully acquired, helping Batata have a million subscribers, and the licence to
be the fourth operator in Delhi was clinched.
In 2004, Idea (the company had by then been rechristened) bought over the Escorts
groups Escotel gaining Haryana, Uttar Pradesh (West) and Kerala and licences
for three more UP (East), Rajasthan and Himachal Pradesh. By the end of that
year, four million Indians were on the companys network. In 2005, AT&T sold its
investment in Idea, and the year after Tatas also bid good bye to pursue an
independent telecom business. And Idea was left only with one promoter, the AV
Birla group. Rs 2,700 crore adding Punjab and Karnataka circles. Modis joint
venture partner, Telekom Malaysia, invested Rs 7,000 crore for a 14.99% stake in
Idea. Just around then, Ideas subsidiary, Aditya Birla Telecom sold a
-
8/11/2019 Inamullha Khan
57/113
57
20% stake to US-based Providence Equity Partners for over Rs 2,000 crore.
Customer service
The company has its retail outlets under the "My Idea" banner. The company has
also been the first to offer flexible tariff plans for prepaid customers. It also offers
GPRS services in urban areas.
Idea Cellular won the GSM AssociationAward for "Best Billing and Customer Care
Solution" for 2 consecutive years
IDEA Cellular has been recognized as the 'Most Customer Responsive Company' in
the Telecom sector, at the prestigious Avaya GlobalConnect Customer
Responsiveness Awards 2010
Holding
Initially the Birlas, the Tatas and AT&T Wireless each held one-third equity in the
company. But following AT&T Wireless' merger with
http://en.wikipedia.org/wiki/GPRShttp://en.wikipedia.org/wiki/GSM_Associationhttp://en.wikipedia.org/wiki/AT%26T_Wirelesshttp://en.wikipedia.org/wiki/AT%26T_Wirelesshttp://en.wikipedia.org/wiki/GSM_Associationhttp://en.wikipedia.org/wiki/GPRS -
8/11/2019 Inamullha Khan
58/113
58
Cingular Wireless in 2004, Cingular decided to sell its 32.9% stake in Idea. This
stake was bought by both the Tatas and Birlas at 16.45% each.
Tata's foray into the cellular market with its own subsidiary, Tata Indicom,aCDMA-
based mobile provider, cropped differences between the Tatas and the Birlas. This
dual holding by the Tatas also became a major reason for the delay in Idea being
granted a license to operate in Mumbai. This was because as per Department of
Telecommunications (DOT) license norms, one promoter could not have more than
10% stake in two companies operating in the same circle and Tata Indicom was
already operating in Mumbai when Idea filed for its licence.
The Birlas thus approached the DOT and sought its intervention, and the Tatas
replied by saying that they would exit Idea but only for a good price. On 10 April
2006, theAditya Birla Group announced its acquisition of the 48.18% stake held by
the Tatas at Rs. 40.51 a share amounting to Rs. 44.06 billion. While 15% of the
48.14% stake was acquired byAditya Birla Nuvo,a company in-charge of the Birlas'
new business initiatives, the remaining stake was acquired by Birla TMT holdings
Private Ltd.,an AV
http://en.wikipedia.org/wiki/Cingular_Wirelesshttp://en.wikipedia.org/wiki/Cingular_Wirelesshttp://en.wikipedia.org/wiki/Tata_Indicomhttp://en.wikipedia.org/wiki/CDMAhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Department_of_Telecommunicationshttp://en.wikipedia.org/wiki/Department_of_Telecommunicationshttp://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/w/index.php?title=Aditya_Birla_Nuvo&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Birla_TMT_holdings_Private_Ltd.&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Birla_TMT_holdings_Private_Ltd.&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Birla_TMT_holdings_Private_Ltd.&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Birla_TMT_holdings_Private_Ltd.&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Aditya_Birla_Nuvo&action=edit&redlink=1http://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/wiki/Department_of_Telecommunicationshttp://en.wikipedia.org/wiki/Department_of_Telecommunicationshttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/CDMAhttp://en.wikipedia.org/wiki/Tata_Indicomhttp://en.wikipedia.org/wiki/Cingular_Wireless -
8/11/2019 Inamullha Khan
59/113
59
Birla family-owned company. Currently, Aditya Birla Group holds 49.1% of the total
shares of the company. Malaysia based Axiata controls a 14.99% stake in the
company.[3]
3G
On 19 May 2010, the 3G spectrum auction in India ended. Idea paid 5768.59
crores for spectrum in 11 circles. The circles it will provide 3G in are Andhra
Pradesh,Gujarat,Haryana,Himachal Pradesh,Jammu & Kashmir,Kerala,Madhya
Pradesh, Maharashtra & Goa, Punjab, Uttar Pradesh (East) and Uttar Pradesh
(West).
On 28 March 2011, Idea launched 3G services in Gujarat, Himachal Pradesh and
Madhya Pradesh. The launch cities were Ahmedabad, Shimla and Indore. This
makes Idea the sixth private operator (eighth overall) to launch its 3G services in the
country following Tata Docomo, Reliance Communications, Airtel, Aircel and
Vodafone.
Idea currently supports up to 21.1 Mbps over 2G speeds of 256 Kbps. However,
different handsets support different speeds, from 384 Kbps, 3.6
http://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/wiki/Axiata_Group_Berhadhttp://en.wikipedia.org/wiki/Idea_Cellular#cite_note-2#cite_note-2http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-2#cite_note-2http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-2#cite_note-2http://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Western_Uttar_Pradeshhttp://en.wikipedia.org/wiki/Western_Uttar_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Tata_Docomohttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Tata_Docomohttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Western_Uttar_Pradeshhttp://en.wikipedia.org/wiki/Western_Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Idea_Cellular#cite_note-2#cite_note-2http://en.wikipedia.org/wiki/Axiata_Group_Berhadhttp://en.wikipedia.org/wiki/Aditya_Birla_Group -
8/11/2019 Inamullha Khan
60/113
60
Mbps, 7.2 Mbps or 21.1 Mbps. Speeds also depend on the 3G plan/recharge that
users opt for.
The operator announced that IDEA 3G services will be available in 200 towns of 11
3G circles by mid-April 2011, progressively growing at the rate of ten towns per day
to cover 750 towns by mid-2011 and 4000 towns by the end of 2012.
3G Coverage
Ideas 3G service is currently available in the following cities in 11 telecom circles:
Telecom
CircleState/Region
No.of
TownsCities/Towns
Andhra
Pradesh
Andhra
Pradesh13
Akiveedu,Amalapuram,Choutuppal,Hyderabad,
Jaggaiahpet,Kamareddy,Machilipatnam,Narsapur,
Palakol,Tadepalligudem,Vizag,Vijayawada,Yanam
Gujarat Gujarat 2 Ahmedabad,Daman
Haryana Haryana 8Ambala, Bhiwani, Hansi, Hisar, Jhajjar, Panipat,
Rewari,Rohtak
Himachal
Pradesh
Himachal
Pradesh5 Shimla,Baddi,Mandi,Sundernagar,Dharamshala
Jammu &Jammu & 0
http://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Akiveeduhttp://en.wikipedia.org/wiki/Amalapuramhttp://en.wikipedia.org/wiki/Choutuppalhttp://en.wikipedia.org/wiki/Hyderabadhttp://en.wikipedia.org/wiki/Jaggaiahpethttp://en.wikipedia.org/wiki/Kamareddyhttp://en.wikipedia.org/wiki/Machilipatnamhttp://en.wikipedia.org/wiki/Narsapurhttp://en.wikipedia.org/wiki/Palakolhttp://en.wikipedia.org/wiki/Tadepalligudemhttp://en.wikipedia.org/wiki/Vizaghttp://en.wikipedia.org/wiki/Vijayawadahttp://en.wikipedia.org/wiki/Yanamhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Damanhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Ambalahttp://en.wikipedia.org/wiki/Bhiwanihttp://en.wikipedia.org/wiki/Hansihttp://en.wikipedia.org/wiki/Hisar,_Haryanahttp://en.wikipedia.org/wiki/Jhajjarhttp://en.wikipedia.org/wiki/Panipathttp://en.wikipedia.org/wiki/Rewarihttp://en.wikipedia.org/wiki/Rohtakhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Baddihttp://en.wikipedia.org/wiki/Mandihttp://en.wikipedia.org/wiki/Sundernagarhttp://en.wikipedia.org/wiki/Dharamshalahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Dharamshalahttp://en.wikipedia.org/wiki/Sundernagarhttp://en.wikipedia.org/wiki/Mandihttp://en.wikipedia.org/wiki/Baddihttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Rohtakhttp://en.wikipedia.org/wiki/Rewarihttp://en.wikipedia.org/wiki/Panipathttp://en.wikipedia.org/wiki/Jhajjarhttp://en.wikipedia.org/wiki/Hisar,_Haryanahttp://en.wikipedia.org/wiki/Hansihttp://en.wikipedia.org/wiki/Bhiwanihttp://en.wikipedia.org/wiki/Ambalahttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Damanhttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Yanamhttp://en.wikipedia.org/wiki/Vijayawadahttp://en.wikipedia.org/wiki/Vizaghttp://en.wikipedia.org/wiki/Tadepalligudemhttp://en.wikipedia.org/wiki/Palakolhttp://en.wikipedia.org/wiki/Narsapurhttp://en.wikipedia.org/wiki/Machilipatnamhttp://en.wikipedia.org/wiki/Kamareddyhttp://en.wikipedia.org/wiki/Jaggaiahpethttp://en.wikipedia.org/wiki/Hyderabadhttp://en.wikipedia.org/wiki/Choutuppalhttp://en.wikipedia.org/wiki/Amalapuramhttp://en.wikipedia.org/wiki/Akiveeduhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradesh -
8/11/2019 Inamullha Khan
61/113
61
Kashmir Kashmir
Madhya
Pradesh
Madhya
Pradesh 3 Indore,Bhopal,Gwalior
Chhattisgarh 8
RAIPUR, DURG &
BHILLAI,BILASPUR,CHAMPA&JHANJGIR,KORBA,A
MBIKAPUR,RAIGAD,RAJNANDGAON
Maharashtr
a and Goa
Maharashtra 3 Nagpur,Nashik,Pune
Goa 3 Ponda,Panaji,Margao
Punjab Punjab 0
Kerala Kerala 0 Trivandrum,Cochin and Calicut
Delhi Delhi 1 Delhi
Kolkata Kolkata 1 Kolkata
Uttar
Pradesh
(East)
Eastern Uttar
Pradesh6
Allahabad, Azamgarh, Jhansi, Kanpur, Lucknow,
Sitapur-
Ideas 3G service recently launched in mumbai with 3G network sharing agreement
with Airtel. [Idea has launched 3G services in Chennai network sharing with
Vodafone]
http://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Bhopalhttp://en.wikipedia.org/wiki/Gwaliorhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/w/index.php?title=RAIPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=DURG_%26_BHILLAI&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=DURG_%26_BHILLAI&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=BILASPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=CHAMPA%26JHANJGIR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=KORBA&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=AMBIKAPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=AMBIKAPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAIGAD&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAJNANDGAON&action=edit&redlink=1http://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Nashikhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Ponda,_Goahttp://en.wikipedia.org/wiki/Panajihttp://en.wikipedia.org/wiki/Margaohttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/w/index.php?title=Trivandrum,Cochin_and_Calicut&action=edit&redlink=1http://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Allahabadhttp://en.wikipedia.org/wiki/Azamgarhhttp://en.wikipedia.org/wiki/Jhansihttp://en.wikipedia.org/wiki/Kanpurhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Sitapurhttp://www.teletechnology.in/?p=2675http://www.teletechnology.in/?p=2675http://www.teletechnology.in/?p=2675http://www.teletechnology.in/?p=2675http://en.wikipedia.org/wiki/Sitapurhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Kanpurhttp://en.wikipedia.org/wiki/Jhansihttp://en.wikipedia.org/wiki/Azamgarhhttp://en.wikipedia.org/wiki/Allahabadhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/w/index.php?title=Trivandrum,Cochin_and_Calicut&action=edit&redlink=1http://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Margaohttp://en.wikipedia.org/wiki/Panajihttp://en.wikipedia.org/wiki/Ponda,_Goahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Nashikhttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/w/index.php?title=RAJNANDGAON&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAIGAD&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=AMBIKAPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=AMBIKAPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=KORBA&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=CHAMPA%26JHANJGIR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=BILASPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=DURG_%26_BHILLAI&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=DURG_%26_BHILLAI&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAIPUR&action=edit&redlink=1http://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Gwaliorhttp://en.wikipedia.org/wiki/Bhopalhttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmir -
8/11/2019 Inamullha Khan
62/113
62
Subscriber base
Idea's subscriber base as at the end of January 2011 according to the [2] is as
follows
Maharashtra andGoa - 12,075,220
Madhya Pradesh andChhattisgarh - 8,401,422
Andhra Pradesh - 7,831,260
Kerala - 6,398,170
Kolkata -10,001,804
Gujarat - 6,632,034
Uttar Pradesh (West) &Uttarakhand - 7,361,534
Delhi - 3,609,746
Haryana - 2,847,079
Uttar Pradesh (East) - 4,935,224
Rajasthan - 2,823,910
Himachal Pradesh - 479,882
Mumbai - 1,822,280
Bihar &Jharkhand - 4,280,626
Tamil Nadu &Chennai - 1,202,343
http://coai.in/statistics.phphttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Jharkhandhttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Jharkhandhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Maharashtrahttp://coai.in/statistics.php -
8/11/2019 Inamullha Khan
63/113
63
Orissa - 985,737
Punjab (Spice) - 4,160,189
Karnataka (Spice) - 3,775,443
West Bengal - 1,728,308
Assam - 206,140
Jammu & Kashmir - 93,072
North East India exceptAssam - 128,807
Totalling to 84,289,641 or 10.93% (Approx.) of the total mobile connections inIndia.
Competitors
Idea competes with 14 other mobile operators throughout India. They are Aircel,
Airtel Cheers Mobile, BSNL, Loop Mobile, MTNL, MTS, Ping Mobile, Reliance
Communications, S Tel, Tata DoCoMo, Tata Indicom, Uninor, Videocon, Virgin
Mobile andVodafone.
http://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Punjab_(India)http://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/North_East_Indiahttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/w/index.php?title=Cheers_Mobile&action=edit&redlink=1http://en.wikipedia.org/wiki/BSNLhttp://en.wikipedia.org/wiki/Loop_Mobile_Indiahttp://en.wikipedia.org/wiki/MTNLhttp://en.wikipedia.org/wiki/MTS_Indiahttp://en.wikipedia.org/w/index.php?title=Ping_Mobile&action=edit&redlink=1http://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/S_Telhttp://en.wikipedia.org/wiki/Tata_DoCoMohttp://en.wikipedia.org/wiki/Tata_Indicomhttp://en.wikipedia.org/wiki/Uninorhttp://en.wikipedia.org/wiki/Videocon_Telecommunications_Limitedhttp://en.wikipedia.org/wiki/Virgin_Mobile_Indiahttp://en.wikipedia.org/wiki/Virgin_Mobile_Indiahttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Virgin_Mobile_Indiahttp://en.wikipedia.org/wiki/Virgin_Mobile_Indiahttp://en.wikipedia.org/wiki/Videocon_Telecommunications_Limitedhttp://en.wikipedia.org/wiki/Uninorhttp://en.wikipedia.org/wiki/Tata_Indicomhttp://en.wikipedia.org/wiki/Tata_DoCoMohttp://en.wikipedia.org/wiki/S_Telhttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/w/index.php?title=Ping_Mobile&action=edit&redlink=1http://en.wikipedia.org/wiki/MTS_Indiahttp://en.wikipedia.org/wiki/MTNLhttp://en.wikipedia.org/wiki/Loop_Mobile_Indiahttp://en.wikipedia.org/wiki/BSNLhttp://en.wikipedia.org/w/index.php?title=Cheers_Mobile&action=edit&redlink=1http://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/North_East_Indiahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/Punjab_(India)http://en.wikipedia.org/wiki/Orissa -
8/11/2019 Inamullha Khan
64/113
-
8/11/2019 Inamullha Khan
65/113
65
RESEARCH METHODOLOGY
Research design is a conceptual structure with the help of which research is
conducted. There is no unique method which can entirely eliminate the elements of
undertaking both research methodologies more than any other procedures can
minimize the degree of uncertainty. Thus it reduces the probability of making a
wrong choice amongst the alternative course of action. in this research descriptive
research design is being used. a descriptive research study is concerned with
describing the characteristics of the particular field of group. The study is done for
specific purpose with the help of facts collected but car should be taken the
information should be free from bias and should be reliable. The design includes the
following steps:-
1-objective formulation
2-data collection
3-sample selection
4-sample size determination
5-analying the information
6-result
7-limitation
-
8/11/2019 Inamullha Khan
66/113
66
OBJECTIVES
1.
The primary objective of the research is to compare the Employee satisfaction
level of the Employees turnover and Service class.
2.
To suggest ways to increase the level of Employee satisfaction level can also
be increases.
3.
To test the feedback of the Employees satisfaction level.
4. Which t