2226. Employee Satisfaction in Bharti Airtel Limited[b(It]

PUNJAB TECHNICAL UNIVERSITY, JALANDHAR A PROJECT REPORT ON

SATISFACTION OF EMPLOYEES IN INDIAN COMPANIES [W.R.T. BHARTI AIRTEL LIMITED]

SUBMITTED BY AMITA ROLL NO. 11208640032 MBA [2011-2013] PTU

Learning Center CIMT, BULANDSHAHR, UTAR PRADESH CODE: 864

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ACKNOWLEDGEMENT The success of any program depends on many individuals. It is a pleasure to acknowledge the contribution of such individuals. I am thankful to my faculty guides, CIMT, Bulandshahr, Uttar Pradesh. I am also thankful to the respondents of the study who had been very cooperative towards me as well as various other friends and colleagues with deep regards.

AMITA

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TABLE OF CONTENT  . INTRODUCTION TO THE TOPIC  LITERATURE REVIEW  METHODS OF COLLECTING JOB ANALYSIS INFORMATION  PURPOSE OF REPORT  RESEARCH METHODOLOGY  COMPANY PROFILE  AN OVERVIEW OF AIRTEL  COMPANY HISTORY  ORGANIZATIONAL STRUCTURE  VISION  MISSION  BOARD OF DIRECTORS  REPORT ON CORPORATE GOVERNANCE 

ANALYSIS AND INTERPRETATION



LIMITATIONS



RECOMMENDATIONS

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CONCLUSION



FINDINGS

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IMPLICATIONS FOR FUTURE RESEARCH



STRATEGIES

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ANNEXURE 1  EMPLOYEE SATISFACTION QUESTIONNAIRE

ANNEXURE 2  EMPLOYEE SATISFACTION SURVEY ANNEXURE 3  DATA SOURCES  BIBLIOGRAPHY

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CHAPTER 1 INTRODUCTION Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would do well to implement. To measure employee satisfaction, many companies will have mandatory surveys or face-to-face meetings with employees to gain information. Both of these tactics have pros and cons, and should be chosen carefully. Surveys are often anonymous, allowing workers more freedom to be honest without fear of repercussion. Interviews with company management can feel intimidating, but if done correctly can let the worker know that their voice has been heard and their concerns addressed by those in charge. Surveys and meetings can truly get to the center of the data surrounding employee satisfaction, and can be great tools to identify specific problems leading to lowered morale. Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. Holding office events, such as parties or group outings, can help build close bonds among workers. Many companies also participate in team-building retreats that are designed to strengthen the working relationship of the employees in a nonwork related setting. Camping trips, paintball wars and guided backpacking trips are versions of this type of team-building strategy, with which many employers have found success.

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Of course, few workers will not experience a boost in morale after receiving more money. Raises and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet money cannot solve all morale issues, and if a company with widespread problems for workers cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an unpleasant job continues to mount. If possible, provide amenities to your workers to improve morale. Make certain they have a comfortable, clean break room with basic necessities such as running water. Keep facilities such as bathrooms clean and stocked with supplies. While an air of professionalism is necessary for most businesses, allowing workers to keep family photos or small trinkets on their desk can make them feel more comfortable and nested at their workstation. Basic considerations like these can improve employee satisfaction, as workers will feel well cared for by their employers. The backbone of employee satisfaction is respect for workers and the job they perform. In every interaction with management, employees should be treated with courtesy and interest. An easy avenue for employees to discuss problems with upper management should be maintained and carefully monitored. Even if management cannot meet all the demands of employees, showing workers that they are being heard and putting honest dedication into compromising will often help to improve morale. The following are the variables which contribute to Employee satisfaction: 1.Overall Individual satisfaction: Employees be should satisfied with the organisation as a great place to work. 2. Work Environment: Employees have to feel satisfied with the environment within which they work for it would result in high productivity. 3.Communication Methods:When administrative policies and all important announcements are communicated to the emplyees,it boosts thier morale. 5

The methods chosen for communication also play an integral role. SOme of the methods that could be used are intranet,monthly newsletters,weekly meetings etc... 4. Compensation and benefits: This is the most important variable for employee satisfaction.Employees should be provided with competitive salary packages and they should be satisfied with it when comparing their pay packets with those of the outsiders who are working in the same industry. The study of "Employee satisfaction" helps the company to maintain a standards & increase productivity by motivating the employees. this study tells us how much the employees are capable & their interest at wok place? what are the things still to be satisfy to the employees. although "human resource" are the most important resources for any organization, so to study on employees satisfaction helps to know the working conditions & what are the things that affects them not to work properly. always majority of done by the machines/equipments but without any manual moments nothing can be done. so to study on employee satisfaction is necessary.

Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures purport that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. Employee satisfaction, while generally a positive in your organization, can also be a downer if mediocre employees stay because they are satisfied with your work environment. Factors contributing to employee satisfaction include treating employees with respect, providing regular employee recognition, empowering employees, offering above industry-average benefits and compensation, providing employee perks and company activities, and positive management within a success framework of goals, measurements, and expectations.

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Employee satisfaction is often measured by anonymous employee satisfaction surveys administered periodically that gauge employee satisfaction in areas such as: 

management,



understanding of mission and vision,



empowerment,



teamwork,



communication, and



coworker interaction.



The facets of employee satisfaction measured vary from company to company. A second method used to measure employee satisfaction is meeting with small groups of employees and asking the same questions verbally. Depending on the culture of the company, either method can contribute knowledge about employee satisfaction to managers and employees. Exit interviews are another way to assess employee satisfaction in that satisfied employees rarely leave companies. Employee Satisfaction is a prerequisite for the customer satisfaction. Enhanced employee satisfaction leads to higher level of employee retention. A stable and committed workforce ensures successful knowledge transfer, sharing, and creation --- a key to continuous improvement, innovation, and knowledge-based total customer satisfaction. When companies are committed with providing high quality products and services; when companies set high work standards for their employees; and when employees are empowered through training and development,

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provided with knowledge and information, permitted to make mistakes without punishment, and trusted; they will experience an increase in their level of satisfaction at work. This level of satisfaction can be enhanced further if teamwork and visionary leadership are introduced.

Continuous improvement comes from the efforts of the empowered employees motivated by visionary leadership. This is supported by the findings that empowerment and visionary leadership both have significant correlation with employee satisfaction. Teamwork is also supported by the findings. In addition, the study found significant correlation between employee satisfaction and employee’s intention to leave.

The success of a corporation depends very much on customer satisfaction. A high level of customer service leads to customer retention, thus offering growth and profit opportunities to the organization. There is a strong relationship between customer satisfaction and employee satisfaction. Satisfied employees are more likely to stay with company and become committed and have more likely to be motivated to provide high level of customer service, by doing so will also further enhance the employee’s satisfaction through feeling of achievement. Enhanced employee satisfaction leads to improved employee retention; and employee stability ensures the successful implementation of continuous improvement and customer satisfaction. Customer satisfaction will no doubt lead to corporate success and greater job security. These will further enhance employee satisfaction. Therefore, employee satisfaction is a prerequisite for customer satisfaction.

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Literature Review “If you want to get a leg up on customer satisfaction race as well as develop and maintain a participative company culture, a great first step is an employee satisfaction survey” -Bob Piper “Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures purport that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. Employee satisfaction, while generally a positive in your organization, can also be a downer if mediocre employees stay because they are satisfied with your work environment.” -www.humanresources.com “Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would do well to implement. -www.wisegeek.com “Employee satisfaction helps the company to maintain a standard & increase productivity by motivating the employees. This study tells us how much the employees are capable & their interest at wok place? What are the things still to be satisfy to the employees. Although “human resources” are the most important resources for any organization, so to study on employee satisfaction helps to know the working conditions & what is the thing that affects them not to work properly. Always majority of done by the machines/ equipments but without any manual moments nothing can be done. So to study on employee satisfaction is necessary”. -Anonymous

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In the article published by ‘Wilson World Wide’, Michael Leimbach says, “In a business environment that requires employees who are flexible, creative and willing to take risks, it is necessary to find ways to help employees feel fulfilled and empowered at their work”. He further adds that the managers and leaders have the major impact on the fulfillment satisfaction of employees and, consequently, on how well they perform. Clearly, while organizational leaders are rethinking how to manage the corporation, they must also rethink how they lead the people who drive it. We found that leadership skills directly related to employee satisfaction include: having a clear direction for the group; having realistic and clear objectives; and being able to give appropriate feedback, recognition, and support. Perhaps most importantly, the results emphasize empowering and developing employees so they can do the work themselves and eliminate barriers to getting the work done. Managers who have the leadership skills to accomplish these conditions will create a high level of fulfillment in their employees with a direct impact to the bottom line [1].

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This has been said by Michael Leimbach, while concluding his article

“Redefining Employee Satisfaction, he is the president, research & design at Wilson Learning Worldwide Employee Satisfaction in Extension: A Texas Study

[2]

Abstract This 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 10

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. Background of the study To accomplish its vital mission, the Cooperative Extension System is constantly changing to meet the shifting needs and priorities of the people that demand its services. Specific program priorities, organizational structures and external relationships are captured in the seven base program strategic plans (U.S. Department of Agriculture, 1994). Grass roots involvement and identifying expressed needs are central to national, state, and local strategic planning efforts. Although the issue identification process is customer driven, it does little to uncover the internal factors that may accelerate our ability to be responsive and visionary. Just as it is in our best interests to be educationally relevant to Extension clientele, it is also necessary to be more organizationally relevant to Extension employees. 2

This research was conducted by Barbara V. Boltes, Associate Professor &

Extension Program Development Specialist, Lawrence A. Lippke, Professor& State Program Leader - Computer Technology & Elizabeth Gregory, Assistant Professor & Extension Communication Specialist, Texas A & M University, College Station, Texas. Job Satisfaction survey at The Professional Couriers, Coimbatore In an another study conducted at ‘The Professional Couriers”

[3]

, it has been

observed that the majority of the respondents believe that the high satisfaction levels are derived by the old age groups. The report has been analyzed through Chi- Square and Co-relation. The tests revealed that there is no significant relationship between the age and satisfaction level. As far as gender goes, the study reveals that there are more males as respondents and the satisfaction levels of the males are higher than females. 11

For educational qualification, the chi-square test reveals that there is no significant relationship between educational qualification and level of satisfaction For the parameter, ‘Marital Status’, the study reveals that there is significant relationship between marital status and satisfaction levels. Research Articles: Zailskas, S. (October 2008), A Tough Economy hasn’t Dampened Northern California employees’ spirit to satisfy customer and better themselves, www.probuilder.com: pp. 33-34. Piper, B. (October 2008), Why Employee Satisfaction? The Talon Group, www.probuilder.com: pp. 43. Leimbach, M. (March 2007), Redefining Employee Satisfaction, Wilson Learning Worldwide: pp. 1-12. Tanur, J. (February 2007), Measuring Employee Satisfaction, State University of New York: pp. 426-431 Sprietzer, G M. (November 1998), Preserving Employee Morale during Downsizing, Solan Management Review: pp. 83-95 Koys, JD. (), The Effects of Employee Satisfaction, Organizational Citizenship Behavior, and Turnover on Organizational Effectiveness: A Unit Level, Longitudinal Study, Department of Management, De Paul University: pp. 101-114. Saltzstein,

AL.

(August

2001),

Work

Family

Balance

and

Job

Satisfaction, Public Administration Review, Vol. 61, No. 4: pp.452-467 Ostroff C. (1992). The Relationship Between Satisfaction, Attitudes, and Performance: An Organizational-level Analysis. Journal of Applied Psychology, pp. 77,963-974. 12

Arthur JB. (1994). Effects of Human Resource Systems on Manufacturing Performance and Turnover. Academy of Management Journal, pp. 37,670-687. Iaffaldano MT, Muchinsky PM. (1985). Job Satisfaction and Job Performance: A Metaanalysis. Psychological Bulletin, pp. 97,251-273. Moorman RH, Niehoff BP, Organ DW. (1993). Treating Employees Fairly and Organizational Citizenship Behavior: Sorting the Effects of Job Satisfaction, Organization Commitment, and Procedural Justice. Employee Responsibilities and Rights Journal, pp. 6,209-225. Bhargava, B (2008), Employee Satisfaction in Max New York Life, Jagannath Institute of Management Studies, New Delhi. Mathur, D (2008), Employee Satisfaction at Su-Kam, Institute of Management and Technology, Ghaziabad. Grover, M (2008), Employee Satisfaction at Bharti AXA Life Insurance, JIMS Vikas Puri, New Delhi. Sharma, M (2007), Employee Satisfaction at Standard Chartered Banks Management Development Institute, Gurgaon Gupta, P (2007), Job Satisfaction at ONGC, Jagannath Institute of Management Studies, New Delhi

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Methods of collection job analysis information

Having employee fill out questionnaire to describe their job-related duties in responsibilities is another good way to obtain job analysis information. We have to decide how structured the questionnaire should be and what questions to include. Some questionnaires are very structured checklists. Each employee gets an inventory of perhaps hundreds of specific duties or tasks (such as ‘charge and splice wire’). He or she is asked to indicate whether or not he or she performs each task and, if so, how much time is normally spent on each. At the other extreme, the questionnaire can be open ended and simply ask the employee to ‘describe the major duties of your job’. In practice the best questionnaires often falls between these two extremes. As illustrated, a typical analysis questionnaire might have several open ended questions (such as ‘state your jobs’ overall purpose) as well as structured question concerning for instance, previous education required. Whether structured or un-structured, questionnaires have both pros and cons. A questionnaire is a quick and efficient way to obtain information from a large number of employees; it’s less costly than interviewing hundreds of workers, for instance. However, developing the questionnaire and testing it perhaps by making sure the workers understand the questions can be expensive and time consuming.

Observation Direct observation is especially useful when jobs consist mainly of observable physical activities—assembly-line worker and accounting clerk are examples. On the other hand, observation is usually not appropriate when the job entails a lot of mental activity– lawyer, design engineer. Nor is it useful if the employee only occasionally engages in important activities, such as a nurse who handles emergencies. And reactivity – the workers changing what he or she normally does because you are watching can also be a problem. 14

Managers often use direct observation and interviewing together. One approach is to observe the worker on the job during a complete work cycle. The cycle is the time it takes to complete the job; it could be a minute for an assembly line worker or an hour, a day, or longer for complex jobs. Here you take notes of all the job activities. Then, after accumulating as much information as possible, you interview the worker. Ask the person to clarify points understood and to explain what other activities he or she performs that you didn’t observe. You can also observe and interview simultaneously, asking questions the worker performs his or her job.

Participant Diary/Logs Another approach is to ask workers to keep a dairy/log of what they do during the day. For every activity he or she engages in, the employee records the activity (along with the time) in a log. This can produce a very complete picture of the job, especially when supplemented with subsequent interviews with the worker and the supervisor. The employees, of course might try to exaggerate some activities and underplay others. However, the detailed, chronological nature of the log tends to mediate against this. Some firms take a high tech approach to dairy/logs. They give employees pocket dictating machines and pagers. Then at random times during the day, they page the workers, who dictate what they are doing at that time. His approach can avoid one pitfall of the traditional dairy/log method: relying on workers to remember what they did hours earlier when they complete their logs at the end of the day.

Quantitative Job Analysis Techniques Qualitative approaches like interviews and questionnaires are not always suitable. For example, if your aim is to compare jobs for pay purposes, you may want to be able to assign quantitative values to each job. The position

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analysis questionnaire, the Department of Labor approach, and functional job analysis are three popular Quantitative methods.

Attitude surveys

The typical attitude survey presents the employee with a set of statements or questions with a rating scale indicating the degree of agreement. The organization can include in their survey about as compared with those of other organizations, Best use of individual abilities in their job, and knowledge of employee about his job.. Ideally, the items should be tailored to obtain the specific information that management desires. An individual attitudes score is achieved by summing up responses to his or her questionnaire desires. These scores can then be averaged for work groups, teams, departments, divisions, or the organization as a whole.

Result from attitude surveys can frequently surprise management. Because employees were actively involved in division decisions and profitability was the highest within the entire company. Management assumed morale was high and to confirm their beliefs, they conducted a short attitude survey.

Employees were asked if they agreed or disagreed with the following statements: 1.At work, your opinions count. 2. Those of you who want to be a leader in this company have the opportunity to become one.

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3. In the past six months, someone has talked to you about your personal development.

PURPOSE OF REPORT

1.Increasing the effectiveness of channel partners in mobile telephony market . 2. There are number of departments in Bharti Airtel Limited and this projects seeks to measure satisfaction level among the employees . Employee satisfaction leads to customer satisfaction , so , it has to be developed first .

3. To adopt new methods so that there can be better working conditions among the employees .

4.To satisfy more and more customers by looking upon their grievances .

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CHAPTER 2 RESEARCH METHODOLOGY

Objectives

The study is conducted with the following objectives: 1. To discover the various expectations that determine the satisfaction level of employee. 2.

To rank the factors according to the importance.

3. To measure the level of satisfaction of employees with respect to the company.

Employee Satisfaction Measurement Employee satisfaction has been defined as a function of perceived performance and expectations. It is a persons’ feeling of pleasure or disappointment resulting from comparing a products’ outcome to his/her expectations. If the performance (Company Services) falls short of expectations, the employee is dissatisfied and if it matches the expectations, the employee is

satisfied. A high satisfaction implies more purchase/use of the product or

service. The process is however, more complicated then it appears. It is more important for any organization to offer high satisfaction, as it reflects high loyalty and it will not lead to switching over once a better offer comes in.

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Tools for tracking and measuring customer satisfaction : 1. Complaint and Suggestion System: Employee can freely deliver complaints and suggestions through facilities like suggestion box, personal meetings with seniors etc. 2. Lost Employee Analysis : The exit interviews are conducted or employee loss rate is computed. 3. Employee Satisfaction Survey: Periodic surveys by use of questionnaire or telephone calls to random sample of recent buyer help to find out customer satisfaction and relate to repurchase intention and word of mouth scor e.

Technique To uncover the important attributes which determine the satisfaction level of the employee with respect to the various services catered by the company, a non-structured in-depth interview of employee selected by convenience is carried out. Then a list of attributes is finalized keeping in mind that an attribute once selected is not repeated on being encountered for the second time.

Scale Construction On the basis of attributes which have been identified, a questionnaire is prepared which is analyzed for two parameters separately i.e. satisfaction and importance. To each question, there are 5 possible answers out of which one is to be ticked. In case of component pertaining to satisfaction, the respondent has to give a response in terms of highly satisfied, very satisfied, satisfied not so satisfied or dissatisfied. In case of component pertaining to satisfaction, the respondent has to give a response in terms of critical, very important, important, not so important

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and not at all important. The response for each question in either component of satisfied to dissatisfied and from critical to not at all important, respectively.

Data Collection and Analysis Exhaustive list of all the employee is obtained. A sample size of 100 is chosen to be representative of the population . Sample interval is determined by dividing total no. of employee by the sample size (=26.32).Every tenth individual appearing in the exhaustive list is then selected. Samples drawn are used to collect data pertaining to employees’ satisfaction as well as importance towards the 15 attributes listed. The results are then categorized on the basis of 1.

Total Respondents.

2.

Department wise.

3.

Salary Wise. For each category, the respondents are selected and then averages of

satisfaction and importance are computed for each question respectively. Then the product of corresponding averages is computed to give the satisfaction index. The formula computation of satisfaction index is: Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i)

= ∑SXi ∑i

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Table 1: TOTAL STRENGTH OF THE EMPLOYEES IN THE COMPANY DEPARTMENT

BHARTI AIRTEL LIMITED MALE FEMALE TOTAL

HR & Administration Accounts Power Division Sales & Marketing Service Customer Care IT & ERP Total BHARTI AIRTEL LIMITED

15 15 20 200 350 150 20 770

TOTAL STRENGTH

6 21 20 35 10 30 30 230 30 380 100 250 15 35 211 1231 MALE FEMALE 875 441 1316

SAMPLE SIZE

100

SAMPLE INTERVAL

(1231/100) = 12.31

Table 2: STRENGTH OF EMPLOYEES OF BHARTI AIRTEL LIMITED IN PERCENTAGE Percentage Percentage Percentage Percentage Percentage Percentage Percentage

of of of of of of of

HR & Administration employee Accounts Dept. employee Power Division employee Sales & Marketing employee Service employee Customer Care employee It & ERP employee

1.70 2.84 2.43 18.68 30.86 20.30 2.84

CHAPTER 3 INTRODUCTION TO THE ORGANIZATION BHARTI AIRTEL LIMITED

Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti Group, has a diverse business portfolio and has created global brands in the telecommunication sector. Bharti has recently forayed into retail

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business as Bharti Retail Pvt. Ltd. under a MoU with Wal-Mart for the cash & carry business. It has successfully launched an international venture with EL Rothschild Group to export fresh agri products exclusively to markets in Europe and USA and has launched Bharti AXA Life Insurance Company Ltd under a joint venture with AXA, world leader in financial protection and wealth management. Airtel comes from Bharti Airtel Limited, India’s largest integrated and the first private telecom services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its inception has been at the forefront of technology and has steered the course of the telecom sector in the country with its world class products and services. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBU’s) - Mobile Services, Airtel Telemedia Services & Enterprise Services. The mobile business provides mobile & fixed wireless services using GSM technology across 23 telecom circles while the Airtel Telemedia Services business offers broadband & telephone services in 95 cities. The Enterprise services provide end-to-end telecom solutions to corporate customers and national & international long distance services to carriers. All these services are provided under the Airtel brand .

Bharti Airtel is one of India's leading private sector providers of telecommunications services based on an aggregate of 66,689,943 customers as on April 30, 2008, consisting of 64,370,434 GSM mobile and 2,319,509 Bharti Telemedia subscribers. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBU’s) - mobile services, telemedia services (ATS) & enterprise services. The mobile services group provides GSM mobile services across India in 23 telecom circles, while the ATS business group provides broadband & telephone services in 94 cities. The enterprise services group has two sub-units - carriers (long distance services) and services to corporates. All these services are provided under the Airtel brand.

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Company shares are listed on The Stock Exchange, Mumbai (BSE) and The National Stock Exchange of India Limited (NSE). The company has a strategic alliance with SingTel. The investment made by SingTel is one of the largest investments made in the world outside Singapore, in the company. The company’s mobile network equipment partners include Ericsson and Nokia. In the case of the broadband and telephone services and enterprise services (carriers), equipment suppliers include Siemens, Nortel, Corning, among others. The Company also has an information technology alliance with IBM for its group-wide information technology requirements and with Nortel for call center technology requirements. The call center operations for the mobile services have been outsourced to IBM Daksh, Hinduja TMT, Teletech & Mphasis Bharti Airtel Limited, together with its subsidiaries, provides telecommunication services in India. The company operates in five segments: Mobile Services, Telemedia Services, Enterprise Services Carriers, Enterprise Services Corporate, and Passive Infrastructure Services. The Mobile Services segment offers mobile services using global system for mobile communications (GSM) technology. It offers post-paid, pre-paid, roaming, and value added services through its 23 telecom circles. The Telemedia Services segment offers services through wire-line connectivity to the subscriber, as well as broadband Internet. The Enterprise Services Carriers segment offers domestic and international long dista...

Organisation Structure As an outcome of a restructuring exercise conducted within the company; a new integrated organizational structure has emerged; with realigned roles, responsibilities and reporting relationships of Bharti’s key team players. With effect from March 01, 2006, this unified management structure of 'One Airtel' will enable continued improvement in the delivery of the Group’s strategic vision.

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Bharti Airtel - Organization Structure

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VISION 25

BY 2012 AIRTEL WILL BE MOST ADMIRED BRAND IN INDIA : LOVED BY MORE CUSTOMERS TARGETED BY TOP TALENT BENCHMARKED BY MORE BUSINESS

MISSION TO BE GLOBALLY ADMIRED FOR TELECOM SERVICES THAT DELIGHT CUSTOMERS . Airtel will meet global standards for telecom services that delight customers through :

1. Customer care focus 2. Empowered employees 3. Cost efficiency 4. Unified messaging solutions 5. Innovative products and services

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HIGHLIGHTS 

Media statement from bharti airtel limited .



Airtel launches cloud computing services on broadband offer net PC low cost online computer at RS. 7999



Bharti airtel crosses 100 million customer mark .



Digital TV from Airtel to premiere khuda kay kiye



Digital TV from Airtel launches 2 new entry offers .



Bharti Airtel joins hands with Manchester United for a five year exclusive agreement .

MOBILE SERVICES Bharti Airtel offers GSM mobile services in all the 23-telecom circles of India and is the largest mobile service provider in the country, based on the number of customers. AIRTEL TELEMEDIA SERVICES The group offers high speed broadband internet with a best in class network. With Landline services in 94 cities we help you stay in touch with your friends & family and the world. Get world class entertainment with India’s best direct to home (DTH) service digital TV in more than 150 cities ENTERPRISE SERVICES (CARRIER ) Carrier business unit provides long distance wholesale voice and data services to carrier customers as well as to other business units of Airtel. It also offers virtual calling card services in the overseas markets. The business unit owns a state of the art national and international long distance network infrastructure enabling it to provide connectivity services both within India and connecting India to the world.

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The national long distance infrastructure comprises of 83,389 Rkms of optical fibre, over 1,500 MPLS and SDH POPs and over 1,000 POIs with the local exchanges, providing a pan India reach. The international infrastructure includes ownership of the i2i submarine cable system connecting Chennai to Singapore, consortium ownership of the SMW4 submarine cable system and investment in capacities across a number of diverse submarine cable systems across transatlantic and transpacific routes. In recent past it has announced investments in new cable systems such as Asia America Gateway (AAG), India Middle East and Western Europe (IMEWE), Unity North, & EIG (Europe India Gateway).

ENTERPRISE SERVICES ( CORPORATE ) This business unit delivers end to end telecom solutions to India’s large corporates. It serves as the single point of contact for all telecommunication needs for corporate customers in India by providing full suite of communication services across data, voice and managed services. It specializes in providing customized solutions to address unique requirements of different industry verticals; BFSI, IT, ITeS, Manufacturing and distribution, media, education, telecom, Government and PSUs and retail among others. Backed by the alliances with leading technology companies worldwide and state of the art infrastructure, it offers complete range of telecom solutions. These solutions enable corporates to network their offices within India and across the globe, provide them infrastructure to run business critical applications and provide them means to connect with their customers, vendors and employees.

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These services include; Internet, MPLS -VPN, domestic and international private leased circuits, Satellite services (VSAT), Audio & Video conferencing, Data centre services, Managed network services, corporate value added services, EPBX, Centrex, Contact centre solutions.

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SWOT ANALYSIS OF AIRTEL STRENGTHS Bharti Airtel Limited has more than 65 million customers . It is the largest cellular provider in india and also supplies broadband and telephone services as well as many other communications services to both domestic and corporate customers . The stakeholders in Bharti Airtel includes Sony Erricson , Nokia and Sing Tel , whom they hold a strategic alliance . This means that the business has access knowledge and technology from other parts of the communication world . The company has covered the entire Indian nation with its network . This has underpinned its large and rising customer base .

WEAKNESSES An often cited original weakness is that when the business was started by Sunil Bharti Mittal over 15 years ago , The business has little knowledge and experience of how a cellular telephone system actually worked . So the start up business had to outsource to industry experts in the field . Until recently Airtel did not own its new towers which was a particular strength of some of its competitors such as Hutchison Essar . Towers are important if your company wish to provide wide coverage nationally .

OPPORTUNITIES The company possesses a customized version of the google search engine which will provide broadband services to customers . The tie up with google can only enhance Airtel brand and also provide advertising opportunities in Indian for google . The telecommunicatons and new technology brands see Airtel as a key strategic player in the Indian market . The new iphone will be launched in india via an Indian distributorship . Another strategic partnership is held with blackberry wireless communications . 30

THREATS Airtel and Vodaphone seem to be having an on /off relationships . Vodaphone which owned a 5.6% stake in Airtel business sold it back to Airtel and instead invested in its rival Hutchison Essar . Knowledge and technology previously available to Airtel moves into the hands of one of its customers . Quickly changing pace of global communications industry could tempt Airtel to go along the acquisition trial which may make it vulnerable if the world goes into recession .

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CHAPTER 4 ANALYSIS AND INTERPRETATION Analysis and Interpretation

1. Listing of Important Attributes Using the in depth interview technique, numbers of attributes were determined which affect the levels of satisfaction of employees with respect to the company.

2. Ranking as per Importance Ranking is done after analyzing all the attributes for the given sample that which one has more importance and which one is least important.

3. Variation in Satisfaction It includes two different ways: Satisfaction level of the total respondents. Department wise analysis of satisfaction level. Salary wise analysis of satisfaction level.

The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

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TABLE 1: SATISFACTION INDEX FOR THE EMPLOYEES IN BHARTI AIRTEL LIMITED S.No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum

Questions

Average Satisfaction (S)

Average Importance (i)

Sxi

2.06 1.68 2.9 2.76 2.44 2.54 2.24 2.00 2.40 1.86 3.00 2.98 2.84

3.44 4.48 3.72 3.9 4.04 3.78 4.06 3.12 3.14 4.2 3.78 3.74 3.8

7.086 7.526 10.79 10.76 9.858 9.601 9.094 6.24 7.536 7.812 11.34 11.15 11.02

1.76 3.16

3.34 3.24 55.78

5.878 10.24 135.931

Working Environment Convenient Work Location Recognition for the work done Friendly working environment Opportunities for flexible working Working in dynamic organization Working in reputed organization Interesting and Enjoyable Work Work that gives a sense of achievement Working with young people Job security Opportunities for personal development Opportunities for Promotion/career Prospects Fair payment for the work done Good Policies

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i) = ∑SXi ∑i

=

135.931

=

2.436

55.78

The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

Figure 1

33

SATISFACTION INDEX FOR THE EMPLOYEES IN BHARTI AIRTEL LIMITED

20 18 16 14 12 Sxi Average Importance Average Satisfaction

10 8 6 4 2 0

34

Listing of Important Attributes

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

Working Environment. Convenient Work Location. Recognition for the Work Done. Friendly Working Environment. Opportunities for Flexible Working. Working in a ‘Dynamic’ Organization. Working in a Reputed Organization. Interesting & Enjoyable Work. Work that gives a sense of Achievement. Working with Young People. Job Security. Opportunities for Personal Development. Opportunities for Promotion/Career Prospects. Fair Payment for the Work Done. Good Policies.

Ranking as per Importance After analyzing all the attributes for the given sample, it was found that Work Location is Critically important to all employees (I = 4.48) followed by working with young people (I = 4.20) working in reputed organization (I = 4.06) and other attributes which are very important are opportunities for flexible working (I = 4.04) Friendly working environment (I = 3.90) followed by opportunities for promotion & career prospects (I = 3.80). Working in Dynamic organization and Job Security with same is also important (I = 78) followed by opportunities for personal development (I = 74) and recognition for the work done (I = 3.72). Attributes like working environment (I = 3.44) and fair salary are also more important followed by Good policies (I = 3.24) which are critically important. Work that gives a sense of achievement (I = 3.14) and interesting & enjoyable work (I = 3.12) are also equally important.

35

Variation in Satisfaction 

Satisfaction level of total respondents

The Satisfaction Index for the total respondents is for the total respondents 2.436 (Table 1 and Figure 1) which indicates that the employees are relatively satisfied with the various services being catered by the company as against their importance. It can be attributed to the fact that the company caters to the various needs of the employees and it tries to provide the more important needed services like Opportunities for promotions, Fair Salary and Good Company Policies as and when needed.



Department wise analysis of satisfaction level

Analysis of Table 2 – 8 and a glance of Figures 2 – 8 reveal that employees of Accounts Dept. are most satisfied ( Satisfaction Index = 2.825) followed by employees of Power Division ( Satisfaction Index = 2.822) and the employees of Customer Care Dept. ( Satisfaction Index = 2.666). The Satisfaction level of HR & Adm. Dept. is also good (Satisfaction Index = 2.664) followed by Sales & Marketing Dept. (Satisfaction Index = 2.390) and Employees of Service Dept. (Satisfaction Index = 2.335) and IT & ERP Dept. (Satisfaction Index = 2.106).

36

TABLE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF HR & ADMINISTRATION DEPARTMENT

S.No.

Average

Average

Satisfaction

Importance

(S)

(i)

Working Environment Convenient Work Location Recognition for the work done Friendly working environment Opportunities for flexible working Working in dynamic organization Working in reputed organization Interesting and Enjoyable Work Work that gives a sense of

3.76 3.00 2.75 1.80 2.00 1.45 2.15 1.99 3.16

4.00 2.75 3 2.64 1.83 3.25 1.90 3.78 3.24

15.04 8.25 8.25 4.752 3.66 4.712 4.085 7.522 10.238

10 11 12

achievement Working with young people Job security Opportunities for personal

3.20 2.84 2.54

4.12 3.80 3.78

13.184 10.792 9.601

13

development Opportunities for Promotion/career

4.10

2.15

8.815

Prospects Fair payment for the work done Good Policies

1.05 4.36

3.84 2.67 46.75

4.032 11.641 124.574

1 2 3 4 5 6 7 8 9

14 15 Sum

Questions

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i)

∑SXi

=

124.574 ∑i

=

2.664 46.75

37

Sxi

The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

38

FIGURE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF HR & ADMINISTRATION DEPARTMENT

25

20

15 Sxi Average Importance Average Satisfaction 10

5

0

39

TABLE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF ACCOUNTS DEPARTMENT

S.No.

Questions

Average

Average

Satisfaction

Importance

(S)

(i)

Sxi

1 2 3 4 5 6 7 8 9

Working Environment Convenient Work Location Recognition for the work done Friendly working environment Opportunities for flexible working Working in dynamic organization Working in reputed organization Interesting and Enjoyable Work Work that gives a sense of

2.40 1.19 3.69 2.90 3.33 1.50 4.45 3.23 2.59

3.00 2.50 1.00 4.20 4.15 1.97 2.87 4.02 1.76

7.20 2.975 3.69 12.18 13.819 2.955 12.771 12.984 4.558

10 11 12

achievement Working with young people Job security Opportunities for personal

1.48 4.39 3.50

3.79 3.57 4.19

5.609 15.672 14.665

13

development Opportunities for Promotion/career

2.25

4.69

10.552

Prospects Fair payment for the work done Good Policies

2.05 3.10

3.30 2.90 47.91

6.765 8.99 135.385

14 15 Sum

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i)

= ∑SXi

= 135.385 = 2.825 40

∑i

47.91

The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

41

FIGURE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF ACCOUNTS DEPARTMENT

18 16 14 12 10

Average Satisfaction Average Importance Sxi

8 6 4 2 0

42

TABLE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF POWER DIVISION

S.No.

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum

Questions

Average

Average

Satisfaction

Importance

(S)

(i)

Working Environment Convenient Work Location Recognition for the work done Friendly working environment Opportunities for flexible working Working in dynamic organization Working in reputed organization Interesting and Enjoyable Work Work that gives a sense of achievement Working with young people Job security Opportunities for personal development Opportunities for Promotion/career

3.58 1.50 3.20 1.39 2.46 4.62 3.00 1.38 2.85 1.11 3.67 1.29 2.87

4.25 2.35 1.59 1.38 4.03 3.27 1.28 3.81 4.19 2.59 1.98 3.08 1.78

15.21 3.52 5.08 1.91 9.91 15.10 3.84 5.25 11.94 2.87 7.26 3.97 5.10

Prospects Fair payment for the work done Good Policies

3.40 4.25

4.45 4.78 44.81

15.13 20.31 126.47

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i)

= ∑SXi ∑i

= 126.4736 = 2.8224 44.81

The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

43

Sxi

FIGURE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF POWER DIVISION

25

20

15

Average Satisfactio Average Importanc Sxi 10

5

0

TABLE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF MARKETING AND SALES DEPARTMENT

44

S.No.

Questions

Average Satisfaction

Average Importance

(S)

(i)

Sxi

1

Working Environment

1.769

3.423

6.05

2

Convenient Work Location

2.769

3.577

9.90

3

Recognition for the work done

2.923

3.615

10.56

4

Friendly working environment

3.000

3.808

11.42

5

Opportunities for flexible working

2.423

3.577

8.66

6

Working in dynamic organization

1.962

4.231

8.30

7

Working in reputed organization

2.308

2.885

6.65

8

Interesting and Enjoyable Work

2.346

4.077

9.56

9

Work that gives a sense of achievement

3.115

3.077

9.58

10

Working with young people

2.462

3.962

9.75

11

Job security

1.731

3.462

5.99

12

Opportunities for personal development

2.000

3.423

6.84

13

Opportunities for Promotion/career Prospects

2.615

3.923

10.25

14

Fair payment for the work done

1.923

3.885

7.47

15

Good Policies

2.577

3.615

9.31

54.54

130.35

Sum

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i)

= ∑SXi ∑i

= 130.359 = 2.390 54.54

45

The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

46

FIGURE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF MARKETING AND SALES DEPARTMENT

20 18 16 14 12 Sxi Average Importance Average Satisfaction

10 8 6 4 2 0

TABLE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF SERVICE DEPARTMENT

47

S.No.

Questions

Average Satisfaction

Average Importance

(S)

(i)

Sxi

1

Working Environment

2.25

3.41

7.68

2

Convenient Work Location

1.66

4.58

7.63

3

Recognition for the work done

3.16

4.08

12.93

4

Friendly working environment

2.83

4.16

11.81

5

Opportunities for flexible working

2.5

4.33

10.83

6

Working in dynamic organization

2.5

4.00

10.00

7

Working in reputed organization

2.16

4.16

9.02

8

Interesting and Enjoyable Work

1.83

3.33

6.11

9

Work that gives a sense of achievement

2.5

3.08

7.70

10

Working with young people

2.33

3.25

7.58

11

Job security

2.41

4.25

10.27

12

Opportunities for personal development

2.16

4.41

9.56

13

Opportunities for Promotion/career Prospects

1.41

4.16

5.90

14

Fair payment for the work done

2.25

4.16

9.37

15

Good Policies

3.08

4.00

12.33

59.41

138.7

Sum

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i)

= ∑SXi ∑i

= 138.774 = 2.335 59.417

48

The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

FIGURE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF SERVICE DEPARTMENT

25

20

15 Sxi Average Importance Average Satisfaction 10

5

0

49

TABLE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF CUSTOMER CARE DEPARTMENT

S.No .

Questions

Average Satisfaction

Average Importance

(S)

(i)

Sxi

1

Working Environment

1.75

3.75

6.56

2

Convenient Work Location

1.75

4.75

8.31

3

Recognition for the work done

3.00

3.50

10.50

4

Friendly working environment

2.75

4.50

12.38

5

Opportunities for flexible working

2.75

4.25

11.69

6

Working in dynamic organization

1.5

3.5

5.25

7

Working in reputed organization

2.5

3.75

9.37

8

Interesting and Enjoyable Work

3.25

3.75

12.19

9

Work that gives a sense of achievement

4.75

4.00

19.00

10

Working with young people

2.5

4.5

11.25

11

Job security

3.00

3.00

9.00

12

Opportunities for personal development

1.85

3.20

5.92

13

Opportunities for Promotion/career Prospects

1.5

3.5

5.25

14

Fair payment for the work done

4.0

3.90

15.60

15

Good Policies

3.0

4.0

12.0

57.85

154.28

Sum

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i)

50

= ∑SXi ∑i

= 154.281 = 2.666 57.85

The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

51

FIGURE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF CUSTOMER CARE DEPARTMENT

30

25

20 Sxi Average Importance Average Satisfaction

15

10

5

0

52

TABLE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT & ERP DEPARTMENT

S.No.

Questions

Average Satisfaction

Average Importance

(S)

(i)

Sxi

1

Working Environment

2.00

3.37

6.75

2

Convenient Work Location

1.25

4.5

5.62

3

Recognition for the work done

2.875

3.75

10.78

4

Friendly working environment

2.5

3.75

9.37

5

Opportunities for flexible working

2.00

3.75

7.50

6

Working in dynamic organization

2.12

3.75

7.96

7

Working in reputed organization

1.5

3.37

5.06

8

Interesting and Enjoyable Work

2.75

3.62

9.96

9

Work that gives a sense of achievement

1.75

4.25

7.43

10

Working with young people

3.00

3.00

9.00

11

Job security

2.37

3.25

7.719

12

Opportunities for personal development

2.12

3.87

8.23

13

Opportunities for Promotion/career Prospects

1.87

3.87

7.26

14

Fair payment for the work done

2.12

3.50

7.43

15

Good Policies

1.75

3.87

6.78

55.5

116.90

Sum

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i)

53

Sum of Average Importance (i)

= ∑SXi ∑i

= 116.906 = 2.106 55.5

The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

54

FIGURE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT & ERP DEPARTMENT

20 18 16 14 12 Sxi Average Importance Average Satisfaction

10 8 6 4 2 0

55

TABLE 9: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP A ( less than equal to 75,000 p.a)

S.No.

Questions

Average Satisfaction

Average Importance

(S)

(i)

Sxi

1

Working Environment

2.07

3.46

7.17

2

Convenient Work Location

1.64

4.46

7.33

3

Recognition for the work done

3.17

3.17

11.81

4

Friendly working environment

1.82

2.10

3.92

5

Opportunities for flexible working

2.07

3.00

6.21

6

Working in dynamic organization

2.75

1.78

4.91

7

Working in reputed organization

2.22

2.00

4.45

8

Interesting and Enjoyable Work

2.71

3.50

9.50

9

Work that gives a sense of achievement

1.85

2.15

3.99

10

Working with young people

1.71

3.21

5.51

11

Job security

3.03

3.35

10.19

12

Opportunities for personal development

1.63

1.78

2.92

13

Opportunities for Promotion/career Prospects

3.53

4.28

15.16

14

Fair payment for the work done

2.64

4.00

10.57

15

Good Policies

2.77

3.96

11.01

46.25

114.67

Sum

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i)

56

= ∑SXi ∑i

= 114.679 = 2.479 46.251

The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

57

FIGURE 9: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP A (less than equal to 75,000 p.a)

16 14 12 10 Average Satisfaction Average Importance Sxi

8 6 4 2 0

58

TABLE 10: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP B ( 75,000 – 5,00,000 p.a)

S.No.

Questions

Average Satisfaction

Average Importance

(S)

(i)

Sxi

1

Working Environment

2.10

3.41

7.18

2

Convenient Work Location

1.86

4.48

8.34

3

Recognition for the work done

2.93

3.58

10.51

4

Friendly working environment

2.65

3.86

10.25

5

Opportunities for flexible working

2.34

4.03

9.46

6

Working in dynamic organization

2.17

3.17

6.88

7

Working in reputed organization

2.58

3.06

7.93

8

Interesting and Enjoyable Work

3.50

3.00

10.50

9

Work that gives a sense of achievement

1.75

2.49

6.89

10

Working with young people

3.59

3.19

7.93

11

Job security

3.40

4.12

14.01

12

Opportunities for personal development

2.72

3.96

10.80

13

Opportunities for Promotion/career Prospects

2.44

3.51

8.60

14

Fair payment for the work done

2.31

3.55

8.20

15

Good Policies

3.99

3.89

15.55

53.35

143.09

Sum

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i)

= ∑SXi

= 143.092 = 2.682 59

∑i

53.351

The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

60

FIGURE 10: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP B (75,000 – 5,00,000 p.a)

18 16 14 12 10

Average Satisfaction Average Importance Sxi

8 6 4 2 0

61

TABLE 11: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP C ( more than 5,00,000 p.a)

S.No.

Questions

Average Satisfaction

Average Importance

(S)

(i)

Sxi

1

Working Environment

2.00

3.41

6.82

2

Convenient Work Location

1.35

4.47

6.04

3

Recognition for the work done

2.94

3.94

11.59

4

Friendly working environment

2.88

3.82

11.02

5

Opportunities for flexible working

2.52

4.00

10.12

6

Working in dynamic organization

1.88

3.00

5.64

7

Working in reputed organization

1.47

3.94

5.79

8

Interesting and Enjoyable Work

2.11

3.00

6.35

9

Work that gives a sense of achievement

2.82

3.23

9.13

10

Working with young people

3.11

3.70

11.55

11

Job security

3.99

3.52

14.10

12

Opportunities for personal development

1.52

3.23

4.94

13

Opportunities for Promotion/career Prospects

3.72

4.10

15.28

14

Fair payment for the work done

4.00

4.35

17.40

15

Good Policies

3.99

4.00

15.99

55.74

151.82

Sum

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i)

62

= ∑SXi ∑i

= 151.823 = 2.723 55.744

The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

63

FIGURE 11: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP C (more than 5,00,000 p.a)

20 18 16 14 12 Average Satisfaction Average Importance Sxi

10 8 6 4 2 0

Salary wise analysis of Satisfaction Level

Tables and Figures 9 – 11 indicates that employees pertaining to Category ‘C’ (income group (more than 5, 00,000) are the most satisfied (Satisfaction Index = 2.72) followed by the employees of category ‘B’ (income group 75,000 – 5, 00,000; Satisfaction Index = 2.68) and the employees of category ‘A’ (income group less than 75,000; Satisfaction Index = 2.47) are least satisfied.

64

FINDINGS 1.On the basis of survey maximum respondents use telecom services . This shows that awareness among the people and the increased usage of telecom services . 2. Among the all user of Airtel GSM-PCO is highest that is 31% as compared to Tata Indicom and Reliance . 3.31% of the respondents say that Airtel provide a good service and 22% of the respondents say they Airtel coverage is very broad , 19% respondents use Airtel GSM-PCO because of its brand image . 4.Employees are more satisfied as conditions improved since the company was formed .

RECOMMENDATIONS By virtue of its connectivity and strategies used AIRTEL is successful in grabbing the highest market share in India but there are still some recommendations from my study point of view is that AIRTEL needs to make its network services more stronger than other service providers to dominate the market in future too . AIRTEL should introduce cheaper recharge cards than the other because its competitor HUTCH had introduced it . AIRTEL should provide customer satisfaction and more services to customers . They should bring more attractive offers to grab market . Innovative ideas should be used by recruiting talented people . They should try to solve complaints of customers as soon as possible .

65

AIRTEL should sign more celebrities from cricket and bollywood to attract customers .

LIMITATIONS 1.FOCUS ON PARTICULAR TERRITORY The main focus of the study is limited to particular area only . 2.OPINION ORIENTED Some of the respondents may get biased towards their organization and may project a rosy picture which may affect the reliability and relevance of the study . 3.PROBLEM OF GETTING INFORMATION FROM SOME DEPARTMENTS Some of the people were not interested in answering questions which were asked to them which created problem in analyzing the data . 4. DATA COLLECTED FROM SECONDARY SOURCES Data collected from secondary sources may not be exactly applicable in practical situations .

66

CHAPTER 5 CONCLUSION Research shows that satisfied, motivated employees will create higher customer satisfaction and in turn positively influence organizational performance. Convenient work location, working with young people, opportunities for promotion and career prospects, fair salary, good policies, job security and dynamic working environment are few attributes which are critically important from the view point of most of the employees. Employees have an overall satisfaction index of 2.43 which indicates that the employees are relatively satisfied with the various services being catered by the company as against their important. It seems that employees of Accounts Department. are nearly as satisfied as Power Division, Customer Care, Human Resources & Administration, Service Department, however IT & ERP Department are most dissatisfied. Employees falling in ‘C’ category of the income group (Rs.5, 00,000 and more p.a.) are the most satisfied than the other categories of income.

IMPLICATIONS FOR FUTURE RESEARCH 1. NEWSPAPER ARTICLES There should be articles related with the telecom sector in the daily newspapers because almost every educated person comes across it everyday . It can help in increasing awareness level of the telecom sector among the people . 2. BROADCAST MEDIA RADIO There should be various programs regarding the telecom sector either in the evening or in the morning because it can serve as a powerful tool in providing awareness . the daily analysis of the telecom sector must be broadcasted during these programs . the information may constitute of

67

the daily prices of various telecom which are generating maximum cheaper etc TELEVISION It is most powerful tool to spread the messages 3. Some awareness campaign should be launched to make the people aware of the Telecom Sector instruments

STRATEGIES Some of the strategies that are being followed by me during my project is 1. To meet atleast 10-15 employees a day . 2. To maintain a personal relationship with the employees and look upon their problems . 3 Collecting the data of the employee from various sources . We are required to undertake assignments along with the day to day functions of the company , both at the assistance and execution level . This helps us to gain a better understanding of the work , culture , deadlines , pressure etc of the organization . The objective of the on the job training is to learn and develop knowledge and quality of interaction with employees .

68

ANNEXURE 1 EMPLOYEE SATISFACTION QUESTIONNAIRE SBU/ENTITY :

LOCATION :

DEPARTMENT: DESIGNATION: SEX : CATEGORY:CLERICAL/LABOUR NO. OF YEARS OF SERVICE IN THE ORGANIZATION : (1) Strongly Agree, (2) Agree, (3) Uncertain, (4) Disagree, (5) Strongly Disagree (6) Not Applicable 1.) I get all information about the events and affairs of the company which have an effect on my work. (1) (2) (3) (4) (5) (6) 2.) Employees are encouraged to suggest new ideas about their work (1) (2) (3) (4) (5) (6) 3.) When you have a suggestion to improve your job it is easy for you to get your ideas across to your immediate supervisor. (1) (2) (3) (4) (5) (6) 4.) I am provided with clear instructions and sufficient facilities regarding new assignments. (1) (2) (3) (4) (5) (6) 5.) I am clearly informed about what exactly is expected of me regarding my work. (1) (2) (3) (4) (5) (6) 6.) Employees receive recognition and appreciation for their abilities, efficiency and good work done. (1) (2) (3) (4) (5) (6) 7.) There are adequate training programs and workshops conducted as per my requirement to perform my job well (1) (2) (3) (4) (5) (6) 8.) Every employee is given a fair chance, by the head of the concerned department to attend the workshops and training programs. (1) (2) (3) (4) (5) (6)

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9.) We have good opportunities to learn new skills and new jobs (1) (2) (3) (4) (5) (6) 10.) The company provides excellent benefits and welfare facilities for the employees and their families. (1) (2) (3) (4) (5) (6) 11.) If all the required documents are furnished properly, applications for various loans are processed promptly. (1) (2) (3) (4) (5) (6) 12.) All the allowances and advances are provided on time (1) (2) (3) (4) (5) (6) 13.) Medical facilities are adequate and provided on time (1) (2) (3) (4) (5)

(6)

14.) Proper health and safety training is provided (1) (2) (3) (4) (5)

(6)

15.) I feel free to discuss my personal and professional problems with my peers (1) (2) (3) (4) (5) (6) 16.) I feel free to discuss my personal and professional problems with my superiors (1) (2) (3) (4) (5) (6) 17.) The management takes good care of the problems of the employees and tries to solve or redress them with proper counseling as soon as possible (1) (2) (3) (4) (5) (6) 18.) The appraisals are read out and known to the concerned employees on time (1) (2) (3) (4) (5) (6) 19.) The management periodically provides feedback on the good and the bad aspects of an employees work and where he/she must improve, by way of performance appraisal (1) (2) (3) (4) (5) (6) 20.) Everyone in this organization trust each other very much (1) (2) (3) (4) (5) (6) 21.) I feel totally secure in this job (1) (2) (3)

(4)

(5)

(6)

22.) How satisfied are you with the physical working conditions mentioned below, in the organization (1) Very satisfied, (2) Satisfied, (3) Uncertain, (4) Dissatisfied,

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(5) Very dissatisfied, (6) Not Applicable Drinking water facilities Toilet facilities Lighting Work area(space) Maintenance of computers and other equipments Cleanliness of workplace Sports club Noise control Maintenance and storage of hazardous chemicals Telephone facilities Canteen facilities

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ANNEXURE 2 DATA SOURCES Data is collected from both primary sources i.e. questionnaire and also from secondary sources .

PRIMARY SOURCES

The primary sources of data collection is through questionnaire . the questionnaires are distributed among 100 people and their view is recorded and is used in analyzing the data .

SECONDARY SOURCES

The secondary sources includes online sites , newspapers and templates from AIRTEL distribution centers and AIRTEL Customer Care .

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BIBLIOGRAPHY WEBSITES

http://airtelworld.com www.hutch.co.in www.bsnl.co.in www.infoline.com

SEARCH ENGINES

www.google.com www.yahoo.com www.nbci.com

BOOKS REFERRED

EMPLOYEE SATISFACTION IN KNOWLEDGE INDUSTRY BY : Jegadeesan G Santanan Krishnan R

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