1.

INTRODUCTION

As the title of the project suggests the main aim of the project lies in the studying the

EMPLOYEE SATISFACTION and during this process to understand the psychology-

employee behaviour and various reactions of the employees and several attributes influencing

satisfaction of employees in the IT and ITES Sector

The project gives an introduction to the concept of employee satisfaction its concepts,

definitions and various factors of employee satisfaction. Nearly eight out of every ten

employees are satisfied with their jobs and say benefits, compensation, and work/life balance

are the most important factors to their overall job satisfaction, according to the Society for

Human Resource Management’s (SHRM) Job Satisfaction Survey released recently.

Retaining and finding the best staff is becoming harder and harder. Positively influencing

staff is one way to develop an environment and culture where people want to do their best

and want to stay.

Success comes through people. If you understand what motivates people, you have at

your command the most powerful tool for dealing with them to get them achieve

extraordinary results. "When companies are effective in satisfying their employees,

employees stay longer, make a deeper commitment to the business, recommend ways to

improve the company's products and services, and work harder to satisfy the customer."

"In almost every survey of factors that motivate employees in the workplace, job

satisfaction is at or near the top of the list, far surpassing pay and benefits." Creating a work

environment that encourages rapid response to customers' needs and attentive follow-through

is the key to leveraging the power of your service-profit chain. This is only possible when

people are empowered to make decisions and are motivated to solve problems. Encourage

employees to go beyond the literal boundaries of their jobs – to make suggestions for
improvement – and you will gain not just a part, but also the full potential of their

contributions to the business.

Employee satisfaction:

Employees are the real capital of every industry; they are the ones that make a

difference between successful strategy implementation and mediocre one. Employee

satisfaction is a requirement for good employee performance as well as employee retention.

Retaining and finding the best staff is becoming harder and harder. Positively

influencing staff is one way to develop an environment and culture where people want to do

their best and want to stay.

Success comes through people. If you understand what motivates people, you have at

your command the most powerful tool for dealing with them to get them achieves

extraordinary results. "When companies are effective in satisfying their employees,

employees stay longer, make a deeper commitment to the business, recommend ways to

improve the company's products and services, and work harder to satisfy the customer."

"In almost every survey of factors that motivate employees in the workplace, job

satisfaction is at or near the top of the list, far surpassing pay and benefits." Creating a work

environment that encourages rapid response to customers' needs and attentive follow-through

is the key to leveraging the power of your service-profit chain. This is only possible when

people are empowered to make decisions and are motivated to solve problems. Encourage

employees to go beyond the literal boundaries of their jobs – to make suggestions for

improvement – and you will gain not just a part, but also the full potential of their

contributions to the business.

 There is Sample research to show people are more motivated by recognition than

money. Despite this "it is rare that a business has a systematic process for thanking staff let

alone some other accomplishment above and beyond. Simple facts many of the coming X and

Y generation won’t put up with coercion and fear tactics to keep a job. They will seek out

work places that are positive, productive, able to learn new skills and enjoyable. In short

Employers of choice or “Good Boss” environment."

Quick and easy Kaizen is aimed at increasing productivity, quality, and worker

satisfaction, all from a very grassroots level. Every company employee is encouraged to

come up with ideas – however small – that could improve his/her particular job activity, job

environment or any company process for that matter. The employees are also encouraged to

implement their ideas as small changes can be done by the worker him or herself with very

little investment of time.

Quick and easy Kaizen helps eliminate or reduce wastes, promotes personal growth of

employees and the company, provides guidance for employees, and serves as a barometer of

leadership. Each kaizen may be small, but the cumulative effect is tremendous.

Nearly eight out of every ten employees are satisfied with their jobs and say benefits,

compensation, and work/life balance are the most important factors to their overall job

satisfaction, according to the Society for Human Resource Management’s (SHRM) Job

Satisfaction Survey released recently.

Representatives of the company were most satisfied with the attitude to work of both

apprentices and career starters. According to the company managers, the cooperative ability

of young people is excellent about career starters. Young people’s work discipline is also

considered to be good of employers in relation to career starters and employers in respect of

apprentices.
 The most significant inadequacy in this area was found in the ability to work

independently. The employers reported that as many as career starters and apprentices in their

experience were unable to work without the instructions of an older worker.

Employee satisfaction is supremely important in an industry because it is what

productivity depends on. If your employees are satisfied they would produce superior quality

performance in optimal time and lead to growing profits. Satisfied employees are also more

likely to be creative and innovative and come up with a breakthrough that allows a company

to grow and change positively with time and changing market conditions.

FIVE FACTORS OF EMPLOYEE SATISFACTION:

The research revealed five factors that determine an employee’s attitude toward a company:

 The atmosphere of the workplace.

 The employee’s supervisor.

 The employee’s co-workers.

 The management team.

 The employee’s attachment to the work of the company.

Why Employee Satisfaction?

Retaining and finding the best staff is becoming harder and harder. Positively

influencing staff is one way to develop an environment and culture where people want to do

their best and want to stay.

Success comes through people. If you understand what motivates people, you have at

your command the most powerful tool for dealing with them to get them achieved

extraordinary results. "When companies are effective in satisfying their employees,

employees stay longer, make a deeper commitment to the business, recommend ways to

improve the company's products and services, and work harder to satisfy the customer.
 The Power of Recognition:

There is ample research to show people are more motivated by recognition than

money. Despite this "it is rare that a business has a systematic process for thanking staff let

alone some other accomplishment above and beyond. Simple fact many of the coming X and

Y generation won’t put up with coercion and fear tactics to keep a job. They will seek out

work places that are positive, productive, able to learn new skills and enjoyable. In short

Employers of choice or “Good Boss” environment.

JOB SATISFACTION

A positive relationship has consistently been found between job satisfaction and

performance: Happy workers perform better. Although the strength of this relationship has

varied across studies, there is a clear message that job satisfaction has important implications

for organizational functioning. This is because job satisfaction also has been linked to costly

organizational outcomes such as turnover and absenteeism. As a result, many organizations

are concerned with the job satisfaction of employee

Human resource is considered to be the most valuable asset in any organization. It is

the sum total of the inherent abilities, acquired knowledge and skills represented by the

talents and aptitudes of the employed persons who comprise executives, supervisors, and the

rank and file employees. It may be noted here that human resources should be utilized to the

maximum possible extent, in order to achieve individual and organizational goals. It is thus

the employee’s performance, which ultimately decides, attainment of goals. However, the

employee performance is to a large extent, influenced by motivation and job satisfaction.

The two most widely used approaches in measuring job satisfaction are a single

global rating and a summation score made up of a number of facets. The single global

ratings method is nothing more than asking individuals to respond to one question, such as

“all things considered, how satisfied are you with your job?” respondents then reply by
circling a number between one and five that corresponds to answer form “highly satisfied” to

“highly dissatisfied.” The other approach- a summation of job facets- is more sophisticated. It

identifies key elements in a job and asks for the employee’s feelings about each. Typical

factors that would be included are the nature of the work, supervision, present pay, promotion

opportunities, and relations with co- workers. These factors are rated on a standardized scale

and then added up to create an overall job satisfaction score.

Job satisfaction is defined as the, “pleasurable emotional state resulting from the

appraisal of one’s job as achieving or facilitating the achievement of one’s job values.”

Factors affecting job satisfaction

Job satisfaction refers to a general attitude, which an employee retains on account of

many specific attitudes in the following areas:

(1) Job satisfaction,

(2) Individual characteristics, and

(3) Relationships outside the job. There are different factors on which job satisfaction

depends. Important among them are discussed hereunder.

 Personal factors: they include worker’s sex, education, age, marital status and their

personal characteristics, family background, socio- economic background and the like.

 Factors inherent in the job: these factors have recently been studied and found to be

important in the selection of the employees. Instead of being guided by their co- workers

and supervisors, the skilled workers would rather like to be guided by their own inclination

to choose jobs in consideration of ‘what they have to do’. These factors include: the work

itself, conditions, influence of internal and external environment on the job which are

uncontrolled by the management etc.

  Factors controlled by the management: they include the nature of supervision, job

security, kind of work group, wage rate, promotional opportunities, transfer policy, duration

of sense of responsibilities. All these factors greatly influence the workers. Their presence

in the organization motivates the workers and provides a sense of job satisfaction.

Though performance and job satisfaction are influenced by different set of factors,

these two can be related if management links rewards to performance. It is viewed that job

satisfaction is a consequence of performance rather than a cause of it. Satisfaction strongly

influences the productive efficiency of an organization whereas absenteeism, employee

turnover, alcoholism, irresponsibility, un-commitment are the result of job dissatisfaction.

However, job satisfaction or dissatisfaction forms opinions about the job and the organization

which result in employee morale.

How employees can express dissatisfaction:

Employee dissatisfaction can be expressed in a number of ways. They are defined as follows:

Exit: behavior directed toward leaving the organization, including looking for a new position

as well as resigning.

Voice: actively and constructively attempting to improve conditions, including suggesting

improvements, discussing problems with superiors, and some forms of union activity.

Loyalty: passively but optimistically waiting for conditions to improve, including speaking

up for the organization in the face of external criticism and trusting the organization and its

management to “do the right thing.”

Neglect: passively allowing conditions to worsen, including chronic absenteeism or lateness,

reduced effort, and increased error rate.

Job satisfaction and customer satisfaction:

The evidence indicates that satisfied employees increase customer satisfaction and

loyalty. In service organizations, customer retention and defection is highly dependent on

how front- line employees deal with customers. Satisfied employees are more likely to be

friendly, upbeat, and responsive- which customers appreciate. And because satisfied

employees are less prone to turnover, customers are likely to encounter familiar faces and

receive experienced service. These qualities build customer satisfaction and loyalty.

A global approach

What should one concentrate on to ensure high job satisfaction among our

employees? Fortune 100 companies have reported that employee satisfaction is the result of a

holistic approach and involves several strategic steps:

 Identify root causes of dissatisfaction among employees.

 Develop an employee satisfaction system (i.e., a survey).

 Monitor employee satisfaction on a regular basis.

 View your employees as the primary source of your competitive advantage.

 View your employees as assets and not liabilities.

 Show concern for total employee well-being.

 Involve your employees.

 Introduce effective communication channels.

 Introduce accountability for people in management positions.

Given the impact of customer satisfaction on organizational profit, it’s critical for

those of us in business to understand what aspects of service quality need to be monitored and

used to develop accountability, customer satisfaction awareness and customer-oriented work

behaviour.

How does this relate to the spa and wellness industry?

 Employees have direct interaction with customers, so they’re in a position to

develop awareness of, and respond to, customers’ goals and needs.
  Satisfied employees are motivated to deliver the appropriate effort and care.

 Satisfied employees are “empowered.” They’re able to understand and serve

customer needs and meet customer demands.

 Satisfied employees have energy and are eager to give good service.

 Satisfied employees can provide customers with explanations in challenging

situations, since these employees are more likely to be able to express empathy,

understanding, respect and concern.

A powerful contribution

Clearly, the relationship between employee attitudes and customer satisfaction is very

strong. How employees feel about their job has a direct effect on their work and on your

business in terms of customer satisfaction, sales and profits.

Employees can contribute powerfully to your organization’s success by having a

customer-focused approach in their work and work-related interactions. And they’re more

likely to do this when they’re satisfied with their job.

Strengthening the Employee Satisfaction:

Employee satisfaction translates to customer satisfaction, which in turn leads to better

profitability?

Following are 10 Common Characteristics of Companies that “Get it”:

They have principled leadership: This doesn’t mean ethics per se, although, certainly,

ethical behavior is an integral component of a strong foundation for employee satisfaction.

Rather, it means that company management makes a long-term commitment to employee

engagement and satisfaction an indelible part of the organization’s DNA—not something to

be cut or de-emphasized when times are tough.

Management listens and responds: At these companies, management has its finger on the

pulse of its employee population. It elicits their input, values it and makes changes based on

it. After all, no one is closer to the customers than the employees.

They have strong reward and recognition systems: Customer service departments at

telecommunications companies usually have a bad reputation. But not T-Mobile’s customer

care group. Why? Because the company implemented a well-conceived incentive program,

with rewards and recognition the employees care about. As a result, motivation has never

been higher at T-Mobile.

Individual and organizational goals are defined, and understood: Employee motivation

and satisfaction is nearly impossible to generate if employees don’t understand— and care

about—how their jobs contribute to the greater good of the organization, and to the good of

the organization’s customers. Smart companies establish those links in a very articulated

manner.

They emphasize training: Regular and relevant training energizes employees at all levels

and ensures that they have the necessary skills to compete—and to help the company

compete. This ranges from training senior managers to become better coaches to training

mailroom staff technology skills.

They link the internal to the external and vice versa: Many companies view internal and

external messaging as distinctly different animals. They’re not. Companies hoping to build an

employee base that expends all of its thinking and effort on achieving external goals must put

into place an integrated marketing program that reflects all constituencies, both inside and

outside that company. No company can keep its external promises without preparing its

employees to keep them!

Communication, Communication, Communication: Open and frequent lines of

communication are critical to building a strong link between employee efforts and external

goals, to building satisfaction among both employees and customers.

Measurement, Measurement, Measurement: Companies with a highly evolved sense of

the employee-to-customer-to-profitability chain constantly measure everything: customer

satisfaction, employee satisfaction, process efficiencies…everything. This enables them to

determine what’s working and what’s not, and to make adjustments accordingly. Periodic re-

evaluation also enables their company to benefit from an influx of fresh ideas and new

perspectives.

They empower employees to act in the customers’ best interest: How many times

have you been in a customer service situation where you’re frustrated, both by the

inconvenience and the fact that the employee you’re dealing with is clearly powerless to do

anything about it because of the “rules?” Yes, rules are important. But, contrast that

experience with what you would encounter at a Ritz-Carlton, where the employee is

empowered to make your problem go away on the spot. Which company would you spend

your money at again?

Employee retention is directly correlated with employee satisfaction:

The most common factors cited in this region of the world for employee

dissatisfaction include:

 Salary and benefits.

 No sense of belonging.

 No path for advancement.

 Lack of recognition.

 Obstacles to achievement.

 No opportunities for professional development.

  Feeling of being undervalued and just a part in the organization machinery rather than

a human being with needs and values.

 Inhuman working hours.

 Poor working relationship with boss or peers.

 Sense of inequity in treatment.

These factors that impact satisfaction with our jobs reflect universal human needs.

While these needs are universal, culture can impact the relative importance or stress placed

on our needs. It is essential to understand what drives and motivates employees in order to

meet those needs and retain our valued performers.

Employee Satisfaction is a Necessity for Keeping Customers Satisfied:

It is difficult to overestimate the impact of employee attitudes on the satisfaction

levels of customers. While positive employee attitudes and customer treatment may not be

enough to fully overcome problems with product or internal systems, it can reduce the

damage that product/systems' problems cause to customer satisfaction. If your products and

systems are performing to customer expectations, happy employees are in a position to dazzle

customers by treating them with respect, courtesy, and warmth.

The link between employee attitude and customer satisfaction can be seen both in

quantitative studies and in everyday life. Think back to the last sour experience you had with

a person who was servicing you. How did this make you feel? You have found yourself

making a mental note to not return to a place of business where you were mistreated. At the

very least, you probably will not recommend an organization whose employees have

mistreated you. On the other side of the coin, you probably can recall positive, memorable

experiences you have had as a customer that caused you to return to a place of business

and/or recommend it to a friend

Few points that I feel that define Employee Satisfaction are:

1. Fun at Work & Enjoying the work place.

2. Commitment to Excel, lead by the Leaders of the organizations by setting examples.

3. Openness of Growth and acceptance of new ideas as well as Criticisms.

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.

It is difficult to overestimate the impact of employee attitudes on the satisfaction

levels of customers. While positive employee attitudes and customer treatment may not be

enough to fully overcome problems with product or internal systems, it can reduce the

damage that product/systems' problems cause to customer satisfaction. If your products and

systems are performing to customer expectations, happy employees are in a position to dazzle

customers by treating them with respect, courtesy, and warmth. Because of their monopoly,

the Post Office can get away with mistreating customers. Most businesses cannot.

Employee Satisfaction and Productivity:

At the core of financial and professional success is client value. Staff satisfaction and

productivity are of pivotal importance to the delivery of client value. Those process

components through which veterinary clients derive value must be delivered through both the

professional and non-professional staff of the practice. To understand the dependence of

value upon staff satisfaction and productivity, it is necessary to appreciate what makes staff

members satisfied and productive and to understand the reciprocal relationship that staff has

with clients.
Employee Satisfaction:

Several factors influence employee satisfaction. Each factor interacts with the others,

and collectively all factors contribute to employee satisfaction.

Work Environment:

The single most important factor contributing to employee satisfaction is the internal

quality of the work environment. This internal environment is determined by the employees’

feelings towards their jobs, colleagues, and employers. Employees want to be treated with

respect and dignity by colleagues, employers and clients. Employees want to feel that they

are part of the team and that they serve a valued function in the operation of the practice.

Employees need to have a feeling of mutual respect with both colleagues and employers. Not

unlike their employers, employees thrive on responsibility and a feeling of accomplishment.

Greater responsibility gives employees a feeling of worth. Responsibility instills in

them the feeling that they are trusted and valued by their employers. Employees will go to

great lengths not to betray this sense of trust.

Ability to Achieve Results:

Employees who service the public are fulfilled by being able to achieve results for

customers. Conversely, they become frustrated and dissatisfied when they are unable to

achieve results for customers.

So what is obstructing employees from achieving results for customers?

The answer in many cases is the boss. Employees are often not trained well enough to be able

to take the responsibility of making decisions that are necessary to achieve desirable results

for clients. Even if they are sufficiently trained, many employees are prohibited from making

decisions by employers who have not placed enough trust in them. Employees are often

forced to work within the confines of very rigid practice guidelines and policies. In order to

allow employees to achieve results for clients and experience the related satisfaction, it is
necessary for employers to train employees and then empower them with the freedom to

make prudent decisions for clients.

At the same time, it is obvious that employees cannot assume endless responsibilities

and have limitless liberty. The truth is, they do not want endless liberty. However, well-

selected and well-trained employees will make a more conservative decision than would their

employer and can act within the bounds of empowerment bestowed upon them by the

employer.

Employee Rewards and Compensation:

Although it is a given that employees wish to receive what they feel is fair and

competitive financial compensation for their efforts, compensation beyond this level is not as

motivating as the factors related to the internal work environment and their relationships with

clients.

Recognition for a job well-done, by employers, colleagues, and clients, is very inspirational.

A feeling of respect and mutual trust is very motivating. An employee’s contribution beyond

financial production can be recorded on a balanced score card. A balanced score card bases

financial compensation and promotion on not only financial productivity but also qualitative

factors such as client satisfaction ratings and the ratings of colleagues relative to team effort.

Business Knowledge:

Employees do not necessarily want to know about the finances of the business. On the

other hand, they do want to know how the business works. This knowledge leads to employee

satisfaction by enabling employees to better assist clients. Employee satisfaction is

heightened by their ability to take on more responsibility and to perform their tasks more

efficiently. Employees who are knowledgeable about the operation of the business become

high performers, providing excellent customer service and performing their responsibilities

efficiently, while functioning in a team where they know how and why their role is important.
Client Relations:

Satisfied clients, as discussed above, increase the satisfaction of employees. Satisfied

employees generate satisfied clients. This reciprocal relationship, once in motion, perpetuates

itself.

The following factors instill employee satisfaction.

It is clear that satisfied employees can provide clients with those attributes of the

process component of service (Responsiveness, Reliability, Assurance, and Empathy) that

client’s value.

Responsiveness:

Is it any wonder that a satisfied employee is willing and happy to provide friendly,

prompt service or to return phone calls? Is it surprising that trained employees empowered

with the freedom to make key decisions will not hesitate to resolve difficult situations or take

on stressful and urgent requests, especially when they are recognized for their

accomplishments?

 Employee training

 Desire for responsibility

 Sense of belonging

 Mutual trust and respect

 Business knowledge

 Pride in serving clients

Empathy:

Empathy is defined as the ability to be aware of, to understand, and to appreciate the

feelings and thoughts of others. Empathy is “tuning in” (being sensitive) to what, how and

why people feel and think the way they do. Empathetic people care about others and show

concern for them. Clients want to be understood. Understanding and expressing the fact that

you understand another’s circumstances shows empathy and should not be confused with

sympathy. It is highly probable that clients’ circumstances cannot be altered.

Clients wish to be understood, not pitied. Nor is empathy found in the act of cuddling

pets or being obsequious to the owner. These superficial acts often replace the more difficult

task of being empathetic. Staff that are treated with respect and dignity and thus take pride in

serving others will make the effort to understand clients’ predicaments and assist in effective

ways. This service is what clients expect of veterinary staff.

Employee Productivity:

The industrial economy has recognized for some time that quality saves money

through less waste and fewer returns. Now the service economy is recognizing that quality is

a financial benefit rather than a cost. Efficient service systems and satisfied, loyal employees

minimize the time spent recovering from failures and repeating services. Service quality

generates greater revenue through loyal customers. The factors that drive employee

satisfaction and productivity have a negligible financial cost.

Many of the drivers of employee satisfaction also drive employee productivity. If they

are well trained and understand the business, employees can play their role in the business

activities and in team efforts so that they can maximize their productivity. Motivated by the

respect of their employer, a balanced score card, and a sense of accomplishment, employees

make their best effort to be productive.

It is not surprising that satisfied employees are loyal employees. Satisfied employees work in

a favourable environment, where they enjoy the mutual respect of colleagues and employers.

They are fairly financially compensated for their efforts and are better-trained and better-

informed than their counterparts in competing practices. Satisfied employees find

professional and personal gratitude in the relationships that they have developed with

employers, colleagues, and clients.

How your employees feel about their jobs, their supervisors, and many other factors

has clear financial implications for your organization's future success.  The most objective

measures of satisfaction/dissatisfaction in organizations are employee retention and turnover.

NEED FOR THE STUDY:

 Help the industry in improving the employee performance.

 Monitoring individual level of satisfaction.

To help the organization to establish good employer/employee communication.

OBJECTIVES OF THE STUDY:

 To analyze the level of employee satisfaction in IT and ITES Sector.

 To find out the effect of cost cutting due to Recession on the levels of employee

satisfaction

 To identify the problems faced by an employee.

 To study ways in which the organization can encourage well deserving candidates.

To understand how job satisfaction will help in Employee retention.

SCOPE OF THE STUDY:

Employee satisfaction is given the top priority in any organization. Employee satisfaction

ensures

 Overall satisfaction

 Benefits

 Management/employee relation

 Career development

Employee satisfaction has been studied taking into the consideration the industry’s climatic

factors and behavioural norms of the people.

This study mainly focuses on these four elements:

 The atmosphere of the workplace.

 The employee’s role in decision making.

 The employee’s satisfaction towards his work.

The employee’s attachment to the work of the Company.

RESEARCH METHODOLOGY:

Research methodology includes the following steps to carry out the project under

study.

RESEARCH APPROACHES:

The research availed the 'survey research' type of research wherein the researcher

goes to the respondent with the questionnaire, clarifies the doubts raised by the respondent

and takes the responses. This is a form of personal interviewing of the respondent, who may

fill in the questionnaire.

RESEARCH INSTRUMENTS:

The researcher has used questionnaire as the research instruments.

Types of questions used in the questionnaire:

 Open-ended questions

 Close-ended questions

Open-Ended questions:

Open ended questions are used to get the suggestions from the respondent in order

to give feedback to the company.

Closed-Ended questions:

In closed ended questions, there are two types of questions:

1. Multi choice questions

2. Double -ended questions.

Multi choice questions:

 In this multi choice question, the respondents are given four to five choice in which he

has to select one. For this questions are we can apply statistical tools like chi-square and

ANOVA in order to relate the results to the universe.

Double-ended questions:

In these questions the respondent will be given two choices for answer in which they

have to choose one.

Research period:

The research period of the study is 45 days of duration.

Research design:

Descriptive research approach has been applied to this research study because it

includes survey and fact finding enquiries of different kinds. It helps to know the state of

present affairs. The research design for this study employed a descriptive survey method. The

sample size included 100 employees of the IT Industry. The questionnaire was structured

with close ended questions.

Research Approach:

The research worker contacted the respondents personally with well-prepared

sequentially arranged questions. The questionnaire is prepared on the basis of objectives of

the study. Direct contract is used for survey, i.e., contacting employees directly in order to

collect data.
METHODOLOGY & DATABASE:

The research methodology is a systematic way to solve the problem and it is an

important component of the study without which researcher may not be able to obtain the

facts and figures from the employees.

Methodology refers to the process of collection of required data.

SOURCE OF INFORMATION

Data Source: - Primary data has been collected for the research study.

Data Analysis: - Data analysis is based upon classification, tabulation.

Primary Data Collection:-In this stage, we collected data through questionnaires given to

the employees in the organization.

Secondary Data Analysis:-For background information, we used secondary data from the

internet (old news items relevant to the topic,) and other related books.

SAMPLING:

Sample size:

The study sample constitutes 80 respondents constituting in the research area.

Sampling Area:
The study is conducted in employees of

TOOLS AND TECHNIQUES

The tool used here to analyze the questionnaire is percentage method and a pie diagram is

used to represent the data and its outcome for each question.

REVIEW LITERATURE

Article 1

Title: Employee satisfaction and Retention through Job Satisfaction

Author: Paul L. Gerhardt, Jr.

NEED FOR THE STUDY

Employers have a need to keep employees from leaving and going to work for other

companies. This is true because of the great costs associated with hiring and retraining new

employees. The best way to retain employees is by providing them with job satisfaction and

opportunities for advancement in their careers. The saying, good help is hard to find, is even

truer these days than ever before because the job market is becoming increasingly tight. They

suggest that employers are fighting to get talented employees in order to maintain a

prosperous business. Ray Hammer as well as many other researchers/authors agrees. Mark

Parrott believes that, there is a straight line between employee satisfaction and customer

satisfaction. He believes that today’s employees pose a complete new set of challenges,

especially when businesses are forced to confront one of the tightest labour markets in
decades. Therefore, it is getting more difficult to retain employees, as the pool of talent is

becoming more-and more tapped-out. The research below, which focuses primarily on

employee retention through job satisfaction, supports this contention. Employees that are

satisfied and happy in with their jobs are more dedicated to doing a good job and taking care

of customers that sustain the operation. Job satisfaction is something that working people

seek and a key element of employee retention.

Every person will have his or her own definition of what it means to be satisfied with

a job. Studies show that employees who are satisfied with their jobs are more productive,

creative and be more likely to be retained by the company. Research has shown that there

may be many environmental features that can be created and maintained to give employees

job satisfaction. Pay and benefits, communication, motivation, justice and leisure time all

seem to play a part as to whether employees are satisfied with their jobs, according to studies.

The second goal of this research is to help readers find his or her definition of job

satisfaction. I believe that this compilation of data will educate and inform the working

masses to see the benefits of creating workplaces that derive more job satisfaction, retaining

employees and in turn, keeping our economy healthy and our society happier. There is a

definite need to analyze the elements of employee retention through job satisfaction.

Considering the positive effects on the economy that can be derived from satisfied-happy

employees. Promotional materials for presentation can be created, highlighting these

recommendations for employee satisfaction practices for both employers and employees.
Article 2

Title: Employee Satisfaction in Extension: A Texas Study

Author: BarbaraV.Boltes (Associate Professor and Extension Program Development

Specialist)

Article describes a study establishing seven dimensions that contribute to

organizational effectiveness and employee satisfaction as a means of strengthening strategic

planning efforts. A survey, administered to 1,720 Extension employees, received a 66%

response. Findings suggest that balance between professional and personal life, a clear vision

of the future, attention to training and development, and employee involvement are sources of

opportunity to increase employee satisfaction and success in strategic planning and

implementation. Assessing employee attitudes resulted in the initiation of an organizational

renewal effort that was strongly linked to the long range planning process.

The purpose of this study was to investigate the relationship between dimensions that

contribute to effective organizations and employee satisfaction as a means of strengthening

strategic planning efforts. An instrument was developed to identify potential barriers between

the vision of a contemporary Extension organization and the day-to-day realities of getting

the job done. The instrument measured the perceptions of Extension employees on seven
dimensions that contribute to effective organizations. The dimensions were clientele

satisfaction, strategic planning, focus on the future, faculty involvement, and achieving

balance between work and personal life, professional development, and diversity.

Employees were provided with 50 pairs of statements describing characteristics of the

seven dimensions of organizational effectiveness. Each pair of statements described the ends

of a 7-point Likert-type scale. Reliability and validity of the survey instrument were

addressed by designing questions based on the literature, pilot testing the questionnaire,

surveying the entire population, and getting a high rate of response. Further, an outside

researcher conducted a qualitative content analysis of the written comments to supplement

the statistical analysis.

More than 80% of respondents reported having some concern about the balance

between their work and their personal lives. This concern was expressed by males and

females in equal numbers. However, among job types, rural agents and specialists with less

than five years of experience showed the highest dissatisfaction "gap."

Article 3

Introduction

We first review factors that affect employee satisfaction and factors that are affected

by employee satisfaction.

Second, a closer look at empowerment, including numerous definitions, theories, and

its modern-day origins will be examined.

Third, the benefits of empowering employees, followed by misconceptions and

limitations will be noted. Finally, companies that have implemented empowerment principles

will be considered.

Importance of Employee Satisfaction

 According to Marc Drizin, an employee loyalty specialist, “Employees are assets with

feet. They’re the only resource companies have that make a conscious decision to return the

next day”. A 2003 J.D. Power and Associates survey concluded that there is another customer

builders need to focus on satisfying besides the obvious customers. Builders need to focus on

“the rank-and-file managers and employees who work for them”. The effects employee

satisfaction has on an organization’s business are numerous. Some of the most relevant and

profitable effects are described below. Studies show that businesses that excel in employee

satisfaction issues reduce turnover by 50% from the norm, increase customer satisfaction to

an average of 95%, lower labour cost by 12% and lift pre-tax margins by an average of 4%.

Not only are employee turnover, customer satisfaction, labour costs, and pre-tax margins

improved by addressing employee satisfaction, but customers, products, and the company

itself are also positively affected. Profit and growth are stimulated directly (and primarily) by

customer loyalty. Customer loyalty is a direct consequence of customer satisfaction.

Customer satisfaction is heavily influenced by customer perceptions of the value of services

they receive. Value is created by satisfied, loyal and productive employees.

Employees who feel a sense of teamwork and common purpose, a strong commitment

to communication, and managerial empowerment are most able, and willing, to deliver the

results that customers expect.

Article 4

Employee Satisfaction Lead to Better Customer Management

Ibhar Technologies Private Limited

The specific objectives of this review are

1. To review and provide a critique on the literature on customer retention and employee

satisfaction.
 2. To consider appropriate strategies for improving customer retention.

3. To examine the relationship between customer retention and employee satisfaction.

4. To identify major potential areas for future research

Little evidence has emerged in the literature of research into the relationship between

employee satisfaction and customer retention. However, the work undertaken by Bain and Co

suggests a strong link between these two variables. (Figure 2.2) They maintain that high

customer retention will lead to dealing with satisfied customers rather than dissatisfied

customers. As a result, employees will stay longer with the company. ‘Higher retention of the

right caliber of employees creates a stable and experienced labor force that delivers higher

service quality at lower cost… this leads to higher customer retention’ and of course

increased profitability. The advantages of long-term employees are that they are often able to

form personal relationships with customers, understand their needs, and possibly are able to

pre-empt dissatisfied customers leaving the company. Reich held maintains that there are:

powerful insights available from probing into root causes of customer and employee

defections. This is the most powerful pool of untapped insight in any business. It clarifies

what is and what is not working in the business system and this is the first step toward a

meaningful and measurable improvement programme. In intensive organizations the quality

of service is determined mostly by the skills and attitudes of the people producing the

services. All employees are part of the process, which connects with the customer at the point

of sale. Employees remain the key to success at these service encounters or ‘moments of

truth’.
INDUSTRY PROFILE

Information technology (IT), as defined by the Information Technology Association

of America (ITAA), is "the study, design, development, implementation, support or

management of computer-based information systems, particularly software applications and

computer hardware." IT deals with the use of electronic computers and computer software to

convert, store, protect, process, transmit, and securely retrieve information.

Today, the term information technology has ballooned to encompass many aspects of

computing and technology, and the term is more recognizable than ever before. The

information technology umbrella can be quite large, covering many fields. IT professionals

perform a variety of duties that range from installing applications to designing complex

computer networks and information databases. A few of the duties that IT professionals

perform may include data management, networking, engineering computer hardware,

database and software design, as well as the management and administration of entire

systems. When computer and communications technologies are combined, the result is

information technology, or "InfoTech". Information Technology (IT) is a general term that

describes any technology that helps to produce, manipulate, store, communicate, and/or

disseminate information. Presumably, when speaking of Information Technology (IT) as a

whole, it is noted that the use of computers and information are associated.

The IT History Society was formerly known as the Charles Babbage Foundation. For

its first quarter century, CBF's mission was to support the work of the Charles Babbage

Institute, a historical research and archive center focused on the history of computing and

information technology, located on the campus of the University of Minnesota in

Minneapolis. With CBI well established and doing excellent work, CBF broadened its
mission in 2002 to support the entire IT history community. In 2007, CBF changed its name

and reworked its programs to better support the IT history community.

The Charles Babbage Institute (CBI) was established in 1978 by over two dozen

senior executives from the information processing industry, distinguished computer

scientists, and historians for the purpose of preserving, exploring, and telling the history of

computing. The Charles Babbage Foundation was organized separately from CBI in 1981

when CBI moved from Palo Alto to the University of Minnesota. CBF's core mission has

always been to support scholarship on the history of information technology. During the

1990s, CBF continued to raise funds for CBI, making it possible for the institute to gain a

solid financial footing and develop into the world’s leading center for the preservation and

study of the history of information technology. In 1998, a task force of IT executives and

scholars hosted by CBF led to a series of initiatives by CBI expanding its study of the history

of software, helping create a productive research agenda for CBI and the wider computing-

history field .

Around 2000, CBF broadened its mission to support the history of information

technology through other organizations, collaborating, for example, with the Sloan

Foundation, Software History Center, and the Computer History Museum in experimenting

with Internet-based archival and historical research. It also advised historians, promoted

collaboration among academic organizations and museums, and raised funds for scholarship.

In recent years it also assisted or advised IT corporations in preparing their own histories.

Over the course of its own history CBF continued to recruit trustees drawn largely

from the business community interested in preserving the history of information technology.

Many trustees donated their personal papers to CBI, while others published their memoirs or

wrote histories, and served on the editorial board of the IEEE Annals of the History of

Computing.
 The presence of information technology (IT) within the global environment has been

extensively studied, but its structure and impact has not been rigorously explained. In many

ways, this failure to explain IT stems from a basic lack of understanding the technology itself,

both in terms of its historic development and its basic production patterns. Such an

explanation is important exactly because its absence limits an analysis of global processes

generally, and the discussion of “information societies and economies” in particular. If

information technologies are central in structuring new global trends, then it is an empirical

necessity to detail the social and economic impacts derived from such technologies. Such

impacts cannot be understood, or at best only partially, if the basic conceptualizations and

processes underlying IT are not defined. The purpose of this outline is to step back from more

macro approaches and consider information technology from first principles. The aim is to

clarify and define both the informational and technological aspects of IT, and then link these

into considerations of the potential impact on economic and social development. The

discussion is framed in four broad sections. First, current theorizations of information

technology are considered. This details the current weakness of analysis to outline if and how

IT is different from other forms of industrialization. The failure of such analysis stems from

not understanding IT as simultaneously a process, product and industry. Approaching IT from

each of these viewpoints helps clarify why “high-technology” and information technology

sectors are distinct, how informational and industrial patterns differ, and how such

differences play out on regional and local levels. This is followed in the second section by a

consideration of the historic development of IT as a technology and industry from

conceptualization to implementation. Such an analysis offers key insights into how the

conceptualization of an “information machine”, and the basic mathematical tools to support

such a development, preceded the actual physical development of computing machines by at

least a century. It also shows how the fulfilment of this conceptualization in reality is what
structures the current age as informational, rather than computational. Looking at IT

historically, it possible to trace the general informational concepts that frame IT, especially in

terms of algorithmic structures, as well as understand why both the technology and industry

have come to be dominated by software as the central sector and source of innovation within

the industry. The third section seeks to expand on the increasing significance of software in

IT as process, product and industry. In many ways, understanding these aspects of software

highlights the basic informational aspects of IT. For computers to function, they need both

information and tools to process that information. The conceptual tools for this, in the form of

binary structures and algorithmic logic, have existed from the beginning of computing.

Software currently is the primary form for applying these conceptual tools to social and

economic reality. Software is the means in which both knowledge and the tools that process

that knowledge are structured, transformed and transmitted. This implies that software

processes are a potentially central form, both within IT and society overall, of transforming

and structuring social knowledge into commercial products and authority. This opens up a

consideration of software, and software processes, as the ideal type of production process in

an information society. The final section considers the nature of innovative IT regions

through a comparison of hardware and software focused development strategies. As software

becomes more important in the global economy, regions will attempt to transition from

previous hardware strategies to new state-led software focused initiatives. Given the distinct

nature of software processes and industry structures, how new regions establish and sustain

IT development will be a crucial question of coming decades. A simplified matrix of

innovative regions offers a heuristic tool to evaluate what resources and capacities either IT

sector requires and generates. This opens up the possibility of separating the general global

trends that shape all regional IT developments from the distinct regional resources and

capacities that promote sustained innovative environments. In this way, the comparison helps
clarify the opportunities and limitations of software focused initiatives as quite distinct from

hardware focused strategies.

IT and ITES in India

The Indian IT-ITES industry grew at a rate of 33 per cent in FY2008.Contribution of

IT/ITES industry to India’s GDP has grown from 1.2 per cent in FY1998 to an estimated 5.5

per cent in FY2008. Potential size of India’s offshore IT/BPO industry in 2015 is estimated at

US$ 120 to 180 billion (10 to 12 per cent of GDP).Its direct employment for four million and

indirect employment for 10 to 12 million by 2015. Expected to earn revenues of US$ 64

billion in FY2008, recording a CAGR of 31 per cent over the last five years. Domestic

market comprises hardware, software and IT-BPO services. The sector estimated well within

reach of the US$ 60 billion exports target; growth at 23.2 per cent required to reach the

exports target in 2009-2010

Indian IT/ITES sector has matured considerably with its

 expansion into varied verticals

 well differentiated service offerings

 increasing geographic penetration

India’s importance among emerging economies, both as a supply and demand centre, is

fuelling further growth of the sector. It continues to be one of the fastest growing industries in

India, while India maintains its position as a strategic off-shoring destination for MNCs

worldwide. IT/ITES sector contributed to over 5.4 per cent of India’s GDP in 2006-07, an

increase from 4.8 per cent in 2005-06. Hardware accounted for about 49 per cent of the total

domestic IT-BPO spend in FY2007. Domestic hardware revenues grew by 20 per cent in

FY2006 and are expected to exceed US$ 7.5 billion, growing at about 17 per cent by
FY2008. Software exports expected to reach US$ 40.8 billion, while the domestic market is

expected to touch US$ 23.2 billion by FY2008

Increasing traction in offshore product development and engineering services is

supplementing India’s efforts in Intellectual Property (IP) creation; the segment has grown by

23 per cent to report US$ 4.9 billion in exports in 2006-2007

Services exports account for nearly two-third of the total IT/ITES sector exports.

Indian IT-BPO sector grew at an estimated 28 per cent in 2007. Total revenue aggregate for

the sector is expected to exceed US$ 47.8 billion, nearly a ten-fold increase over the

aggregate revenue of US$ 4.8 billion, reported in 1998, and direct employment is likely to

cross 1.6 million. The concept of outsourcing is increasingly gaining acceptance even in the

more conservative markets around the world. Industry has graduated to providing a high

proportion of voice-based services and a wide range of back-office processing activities.

Scope of services has expanded in the last (three to four) years, to include increasingly

complex processes involving rule-based decision making and research services requiring

informed individual judgment. India, earlier the primary global off shoring destination for

low-end back-office services, is now emerging as an innovation and research hub. India is

estimated to continue attracting substantial investments in the sector, with the cost-arbitrage

factor expected to prevail for another 10 to 15 years. The ITES segment is expected to

leverage the penetration of the IT segment; complementing and completing end-to-end

customer requirements with the aid of offshore and onshore service offerings.
 COMPANY PROFILE:

Pruthvi Cybertech Pvt. Ltd.

Flat No. 102, Ashoka Ornata Towers

Street No 2, Ashok Nagar

Hyderabad - 500020, India

Phone: + 91.40.27661974

Email: info@pruthvicybertech.com

Immigration: Immigration means that “you want to migrate to any other country and want to

settle down there for your rest of life.".

If you succeed in getting the immigration then you will become a nation member of

that country, you will get all the benefits of that country, can do any sort of job and the same

rules will apply that are for the nations of that country.

Recruitment: Recruitment refers to the process of screening, and selecting qualified

people for a job at an organization or firm, or for a vacancy in a volunteer-based organization

or community group. While generalist managers or administrators can undertake some

components of the recruitment process, mid- and large-size organizations and companies

often retain professional recruiters or outsource some of the process to recruitment agencies.

External recruitment is the process of attracting and selecting employees from outside the

organization.

The recruitment industry has four main types of agencies: employment agencies,

recruitment websites and job search engines, "headhunters" for executive and professional

recruitment, and in-house recruitment. The stages in recruitment include sourcing candidates
by advertising or other methods, and screening and selecting potential candidates using tests

or interviews.

Hiring: The practice of finding, evaluating, and establishing a working relationship

with future employees, interns, contractors or consultants

You can't make a decision about adding employees without knowing what it's going

to cost to hire them. Salaries and benefits are the obvious costs of having additional

employees, and they're the most important ones. But they're hardly the only ones. The

company also takes money to hire employees, just as it does to compensate them for their

work. In addition to the ongoing costs, you'll have to budget for some or all of the following

one-time hiring costs:

 Paid newspaper classified advertising to attract job applicants

 Your own time or staff time to screen, sort and file incoming resumes and

applications

 Time or money (if you use an outside service) to conduct background checks on

potential employees

 More of your time and money to conduct interviews

 Money to pay travel expenses for candidates who are located in other towns or states

 Training for new employees to get them up to speed

 Lost productivity resulting from new employees who don't work out

Fees for executive search consultants or recruiters

Q1. Employees have a voice in major decisions regarding changes in the work environment?

Table 4.1

Response No. of employees

Strongly Disagree 2
Disagree 0
Agree 30
Strongly Agree 48

Figure 4.1

Strongly Disagree
Disagree
Agree
Strongly Agree

Interpretation:

 48% of the respondents “Strongly Agreed” that their voice is heard.

 30% of the respondents “Agreed” that their voice is heard

Q2. Employees are treated fairly and equally?

Table 4.2

Response No. of employees

Strongly Disagree 0
Disagree 4
Agree 35
Strongly Agree 41

Figure 4.2

Strongly Disagree
Disagree
Agree
Strongly Agree

Interpretation:

 41% of the respondents “Strongly Agreed” that theiy are treated equally.

 35% of the respondents “Agreed” that they are treated equally

Q3. Management listens to employees?

Table 4.3

Response No. of employees

Strongly Disagree 1
Disagree 2
Agree 31
Strongly Agree 46

Figure 4.3

Strongly Disagree
Disagree
Agree
Strongly Agree

Interpretation:

 46% of the respondents “Strongly Agreed” that management listens to Employees.

 31% of the respondents “Agreed” that management listens to Employees.

Q4. I am treated with respect by management and fellow employees?

Table 4.4

Response No. of employees

Strongly Disagree 1
Disagree 5
Agree 16
Strongly Agree 58

Figure 4.4

Strongly Disagree
Disagree
Agree
Strongly Agree

Interpretation:

 58% of the respondents “Strongly Agreed” that management and co workers respect

them.

 16% of the respondents “Agreed” that management and co workers respect then.

Q5. I feel under a great deal of stress on my job?

Table 4.5

Response No. of employees

Strongly Disagree 31
Disagree 44
Agree 4
Strongly Agree 1

Figure 4.5

Strongly Disagree
Disagree
Agree
Strongly Agree

Interpretation:

 31% of the respondents “Strongly Disagreed” that there is stress at work

 44% of the respondents “Disagreed” that there is stress at work.

Q6. I would recommend others to work for this company?

Table 4.6
 Response No. of employees
Strongly Disagree 2
Disagree 6
Agree 28
Strongly Agree 44

Figure 4.6

Strongly Disagree
Disagree
Agree
Strongly Agree

Interpretation:

 44% of the respondents “Strongly Agreed” that they would recommend others.

 28% of the respondents “Agreed” that they would recommend others.

Q7. How satisfied are you with the training and development of employees?

Table 4.7

Response No. of employees

Strongly Disagree 0
 Disagree 1
Agree 38
Strongly Agree 41

Figure 4.7

Strongly Disagree
Disagree
Agree
Strongly Agree

Interpretation:

 41% of the respondents “Strongly Agreed” that that they are satisfied with the T & D.

 38% of the respondents “Agreed” that they are satisfied with the T & D.

Q8. I am happy with the compensation & employees benefit package offered?

Table 4.8

Response No. of employees

Strongly Disagree 0
Disagree 1
 Agree 37
Strongly Agree 42

Figure 4.8

Strongly Disagree
Disagree
Agree
Strongly Agree

Interpretation:

 42% of the respondents “Strongly Agreed” that they are happy with their

compensation.

 37% of the respondents “Agreed” that they are happy with their compensation.

Q9. What percentage do you think employee satisfaction has come down in your

organization?

Table 4.9

Response No. of employees

51-60% 0
61-70% 2
71-80% 15
81-90% 63
Figure 4.9

Strongly Disagree
Disagree
Agree
Strongly Agree

Interpretation:

 63% of the respondents believe that their employee satsfaction is at 81% - 90%

 15% of the respondents believe that their employee satsfaction is at 71% - 80%

Q10. I have received the in-house training I need to get my job done?

Table 4.10

Response No. of employees

Strongly Disagree 2
Disagree 4
Agree 37
Strongly Agree 42
Figure 4.10

Strongly Disagree
Disagree
Agree
Strongly Agree

Interpretation:

 42% of the respondents “Strongly Agreed” that they are happy with their in house

training.

 37% of the respondents “Agreed” that they are happy with their in house training.

Q11. Overall, how satisfied are you with working for the company?

Table 4.11

Response No. of employees

Very Dissatisfied 5
Dissatisfied 6
Satisfied 32
Very Satisfied 37

Figure 4.11
 Very Dissatisfied
Dissatisfied
Satisfied
Very Satisfied

Interpretation:

 37% of the respondents agreed that they are :Very satisfied” with their company.

 32% of the respondents agreed that they are “Satisfied” with their company.

Q12. The environment of the workplace is comfortable and safe.

Table 4.12

Response No. of employees

Strongly Disagree 3
Disagree 10
Agree 37
Strongly Agree 30

Figure 4.12
 Strongly Disagree
Disagree
Agree
Strongly Agree

Interpretation:

 30% of the respondents “Strongly Agreed” that the enviromnet is safe to work in.

 37% of the respondents “Agreed” that the enviromnet is safe to work in.

 10% of the respondets “Disagree” that the environment is safe to work in.

FINDINGS:

 Majority of Employee decisions are taking into consideration while making changes

in the work place so as to make the employees comfortable to work.

 Most of the employees agree that they are treated equally and fairly in the work place.

 Management listens to the employees and helps in solving the problems.

 Maximum number of employees feels that they are treated with respect and equality.

 Employees agree that working in an IT industry is not much of a stress but few do feel

the stress. Most agree that a little stress is part of the job and it doesn’t affect their life.
  Employees strongly are willing to refer prospective employees to the company but

companies need to focus on the people who agree to refer as this count may come down.

 Employees are satisfied with the T & D program in the organization but still

development can be made to improve it.

 Most employees are happy with the compensation they are offered, IT industry pays a

lot and people are attracted to it.

 Employee satisfaction is the biggest asset in IT and ITES industry. Companies

concentrate a lot on improved satisfaction and the findings are also equally satisfying

 Employees are given the information about the company’s development.

 Employees have a good relation with their superiors.

 Employees have an enough opportunities & avenues to upgrade their skills and

knowledge.

 Organizations need to improve a little the superior- sub ordinate relationship so as to

keep the employee motivated as biasing would cause a concern at a later stage.

SUGGESTIONS:

 Career counselling sessions should be introduced in order to know the loop holes and

establish good communication with the superior.

 Not only the monetary benefits but the other benefits like recreation facilities like

recreation, gym would release the employees from stress.

 Biasing should be avoided or counselling sessions should be given to employees once

a month to help them deal with the stress and other issues.
  Training sessions required by employees should be provided as this will help them in

their career development.

 Organizations should improve their Employee Referral Scheme programme to

increase the level of reference in organization.

 Organizations should work on the improvement aspects of the work place both

physically and mentally. Good work climate should exist all the time.

 Employees are satisfied with their overall work climate but organization needs to

identify its loop holes and make the work place better so the attrition rate can come

down.

 Job satisfaction is an important aspect of an employee and organizations should help

in achieving that.

Employee satisfaction is a major aspect of the IT and ITES sector. Organizations need

to understand that in today’s competitive world one needs to keep their employees satisfied as

it helps in cost cutting and helps in decreasing the cost on new employees. IT industry

concentrates a lot on employee satisfaction and every year it spends millions of rupees to

keep the employees happy and keep from moving to other companies’ employee

LIMITATIONS OF THE STUDY:

 Sample size is limited to 80 as the survey is on a whole industry.

 Respondents might be unwilling to share information freely

 BIBLIOGRAPGHY

S.n Author Book Name Publisher

o
1 Marshall & Ambrose The effect of moral development and Elsevier

employee attitude
2 D.M.Randall & Journal of business ethics Springer

A.M.Gibson netherlands
3 Stoney & Ambrose Monitoring performance and Elsevier

satisfaction
4 Sasi.b.Mishra & Ishwar Applied psychology on employee needs Black well

Dayal synergy

Websites:

WIKIPEDIA.ORD

GOOGLE.COM

WEBSITES OF COMPANIES UNDER SURVEY

ARTICLES FROM EMPLOYEE SATSFACTION SURVEY.COM

APPENDICES

Appendix A – Questionnaire

Questionnaire on Employee Satisfaction in IT and ITES Sector by K. GOUTAMI

CSI’S INSTITUTE OF PG STUDIES [Data used for Academic Purpose only]

Name of the Employee: Org: E mail ID

1) Please describe your Position with the company:

2) Employees have a voice in major decisions regarding changes in the work

environment.

A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree

3) Employees are treated fairly and equally.

A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree

4) Management listens to employees.

A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree

5) I am treated with respect by management and fellow employees.

A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree

6) I feel under a great deal of stress on my job.

A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree

7) I would recommend others to work for this company.

A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree

8) How satisfied are you with the training and development of employees?

A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree

9) I am happy with the compensation & employees benefit package offered?

A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree

10) What percentage do you think employee satisfaction has come down in your

organization?

a) 51-60% b) 61-70% c) 71-80% d) 81-90%

11) I have received the in-house training I need to get my job done?

A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree

12) Overall, how satisfied are you with working for the company?

A] Very Dissatisfied B] Dissatisfied C] Satisfied D] Very Satisfied

13) The environment of the workplace is comfortable and safe.

A] Strongly Disagree B] Disagree C] Agree D] Strongly Agree