TRAINING REPORT

ON
A Study On Job Satisfaction
In the fulfillment for the degree of
Master of Business Administration
Session:- 2016-2018

SUBMITTED TO: SUBMITTED BY:

(ASTT PROF) LOVELEEN KAUR

VIDHI KHANNA ROLL NO.160600435

BGIMT SANGRUR

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 Certificate
This is to certify that the project “A study on job satisfaction” at HCL Infosystem ltd. is a

bonafied work done by loveleen Kaur, Roll no.160600435 a student of Bhai Gurdas Institute

of Management and Technology, Sangrur in partial fulfillment of the requirement for the

award of MBA Bhai Gurdas Institute of Management and Technology, Sangrur during the

academic year 2016-18.

Guide Head of Department

Sign of student
(LOVELEEN KAUR)

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 Acknowledgement

The Bhai Gurdas Institute of Management and Technology, Sangrur has introduced research
project for MBA students to get the practical hand and to introduce us to the environment of
industry. Therefore I, Loveleen kaur had undergone my project at HCL Infosysem ltd. as a
part of my curriculum of MASTER of Leadership and Development.
First and foremost, I thank the almighty God for sustaining the enthusiasm with which I
plunged into the endeavor.
I avail this opportunity to express my profound sense of sincere and deep gratitude to many
people who are responsible for the knowledge and experience I gained from here.
I extend my overwhelming gratitude to Head of Department for his valuable guidance
and meticulous supervision during the preparation of this project report.
I have great pleasure in expressing my deep sense of gratitude to guide MISS. VIDHI
KHANNA for his valuable and prompt guidance without which this project would not have been
a successful one.
My hearty thanks to all the respondent who have helped me to bring out the project in a
successful manner.
Last but not least, I extend my gratitude towards my parents, faculties and funds who
extended their wholehearted support towards the successful completion of the project.

LOVELEEN KAUR
S
Roll No.160600435

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 PREFACE

While pursuing to consider my project I came across with news item of PTI of 3 rd April, 2015
which revealed that “Seven in ten workers are satisfied with their current jobs, but most of them
still hunt for new openings, says a survey by Career Builder India. The survey findings indicate
that job satisfaction may not necessarily equal job loyalty . While 71 per cent of employees
report being "satisfied" or "very satisfied" in their jobs, more than 63 per cent say they regularly
look for new opportunities, the survey said.
As the future of the economy is looking...Human resource is considered to be the most valuable
asset in any organization. It is the sum-total of inherent abilities, acquired knowledge and skills
represented by the talents and are responsible for the growth of any organization. This makes the
subject of Job Satisfaction more important.
The present study investigates that the Human Resource Development (HRD) Practices
influencing Job Satisfaction with special reference to HCL, Patiala. The human resource
management is a function which is mainly concerned with people at work and with their
relationship within the organization. HRD Practices using variables such as Recruitment and
Selection, Training and Development, Appraisal and Reward, Performance Management,
Managing people, Promotion and Transfer, Compensation management and welfare measure,
Employee health and safety, Industrial relations its Relationship. The human resource

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management function has emerged as one of the most important areas of organizational practice.
The uniqueness of human resource function has the characteristics that provide the greatest
challenge as well as the opportunity. It is alarming time for all those organizations that wish to be
successful in global HR to gear up and implement desired shift in their prevailing HRD practices
and leverage their human resource along with the other resources. To examine the level of HRD
Practices associated with Job Satisfaction using by Job Descriptive Index (JDI) Scale among
HCL employees. The JDI scale included Work, Supervision, Pay, Promotions, and Co-worker.
Job satisfaction may be defined as a pleasurable positive emotional state resulting from the
appraisal of one’s job or job experiences. For conducting this research a sample of 100
employees in HCL, Patiala. Some important implications for future research are also derived
from the study.

INDEX

List of Content
S.NO Page No
1 Certificate 2

2 Declaration 3

3 Acknowledgement 4

4 Preface 5

5 Company Profile 7-20

6 Objective of study 21

7 Scope of study 22

8 Research Methodology 23-24

9 Limitations 25

10 Introduction to Job satisfaction 26-32

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 11 Theories of job satisfaction 32-34

12 Dynamism of HR and job satisfaction 34-38

13 Data Analysis & Interpretation 39-49

14 Discussion and conclusion 50

15 Recommendation 51

16 Bibliography 52

17 Annexure 53-54

INTRODUCTION TO HINDUSTAN COMPUTER LIMITED

Hindustan Computers Limited, also known as HCL Enterprise, is one of India's

largestelectronics, computing and information technology company. Based in Noida, near Delhi,
the company comprises two publicly listed Indian companies, HCL Technologies and HCL
Infosystems.
HCL was founded in 1976 by Shiv Nadar, Ajai Chowdhry and four of their colleagues. HCL
was focused on addressing the IT hardware market in India for the first two decades of its
existence with some sporadic activity in the global market. In 1981, HCL seeded a company
focused on addressing the computer training industry, NIIT, though it has currently divested its
stake in thecompany. In 1991, HP took minority stake in the company (26%) and thecompany
was known as HCL HP for the five years of the joint venture. Ontermination of the joint venture
in 1996, HCL became an enterprise which comprises HCL Technologies (to address the global
IT services market) and HCL Infosystems (to address the Indian and APAC IT hardware
market). HCLhas since then operated as a holding company.

CORPORATE GOVERNANCE AT HCL

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It is one of the essential pillar for building efficient and sustainable environment.Corporate
Governance is based on the principles of integrity, fairness, equity, transparency, accountability
and commitment to values. Good governance practices stem from the culture and mindset of the
organization. Effectiveness of the CorporateGovernance in our Companydepends on regular
review, preferably regular independentreview. As stakeholders across the globe evince keen
interest in the practices and performance of companies. Good governance facilitates efficient,
effective and entrepreneurial management that can deliver stakeholders value over the longer
term. It is about commitment to values and ethical business conduct. It is a set of laws,
regulations, processes and customs affecting the way a company is directed, administrated,
controlled or managed.
Good corporate governance underpins the success and integrity of the organizations, institutions
and markets, Corporate Governance has emerged on the centre stage.

HCL Technologies - Philosophy on Code of Governance

 Satisfy the spirit of the law and not just the letter of the law. Corporate Governance
standards should go beyond the law.
 Be transparent and maintain a high degree of disclosures levels. When in doubt,
disclose it.
 Make a clear distinction between personal convenience and corporate resources.
 Communicate externally, in a truthful manner, about how the Company is run
internally.
 Have a simple and transparent corporate structure driven solely by business needs.
 Comply with the laws in all the countries in which we operate.
 Management is the trustee of the shareholders’ capital and not the owner.

HCL INFOSYSTEMS LIMITED

HCL Infosystems is no flash in the Information Technology pan. Founded in 1976, the firm has
climbed into pantheon of India's corporate giants on the strength of its IT products and
services. HCL Infosystems specializes in IT hardware (PC's and servers, as well as

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networking, imaging and communications products), and system integration services
serving the domestic Indian market. In addition to its consumer products, the company
provides commercial IT products, facilities management, network services, and IT security
services for clients in such industries as government, financial services, and education.
HCL Corporation owns significant stakes in HCL Infosystems (about 44%) and sister company
HCL Technologies.

HCL Infosystems Ltd, a listed subsidiary of HCL, is an India-based hardware and systems
integrator. It claims a presence in 170 locations and 300 service centers. Its manufacturing
facilities are based in Chennai, Pondicherry and Uttarakhand .Its headquarters is in Noida.
HCL Peripherals (A Unit of HCL Infosystems Limited) Founded in the year 1983, has
established itself as a leading manufacturer of computer peripherals in India, encompassing
Display Products, Thin Client solutions, Information and Interactive Kiosks. HCL Peripherals
has two Manufacturing facilities, one in Pondicherry (Electronics) and the other in Chennai
(Mechanical) .The Company has been accredited with ISO 9001:2000, ISO 14001, TS 16949
and ISO 13485.

HCL Career Development Center

1) HCL CDC
As the training arm of HCL Infosystems, HCL Career Development Centre (CDC) carries
forth a legacy of excellence spanning across more than three decades. HCL CDC is an
initiative that enables individuals and organisations to benefit from HCL's deep expertise in
the IT space.

HCL CDC offers a complete spectrum of quality training programs on software, hardware,
networking as HCLll as global certifications in association with leading IT organisations
worldwide. HCL CDC training solutions cater to diverse consumer profiles including
individuals, enterprises, academic institutions and Government enterprises. It offers a
diverse portfolio of learning solutions catering to individuals, enterprises, corporate and
government. These offerings include career programs in software, hardware and

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networking for graduates and undergraduates as well as short-term skill enhancement
programs covering areas like soft skills, language skills and more.

Indian IT service sector is one of the fastest growing segments across the Indian domestic market
and is estimated to grow by 16.8% to reach INR 501 billion. There is a huge demand of IT
professionals in the country. At the same time there is dearth of trained skill professionals who
can be billable from the first month.

Among the fastest growing IT education brands in India, HCL CDC offers a complete spectrum
of quality training programs on software, hardware, networking as well as global certifications in
association with leading IT organizations worldwide.

As the training arm of HCL Infosystems, HCL Career Development Centre (CDC) carries forth a
legacy of excellence spanning across more than three decades. HCL CDC is an initiative that
enables individuals and organizations to benefit from HCL’s deep expertise in the IT space.

Empowered with strategic alliances with leading IT organizations in India and abroad, HCL
CDC training solutions cater to diverse consumer profiles including individuals, enterprises,
academic institutions and Government enterprises.

HCL Learning, with its experience of working with two million students has been at the forefront
of solving this problem. HCL trains and certifies students on various technologies helping them
to be prepared for the industry.

At HCL CDC, we pride upon the fact that our training programs provide students with a
sustainable competitive edge that not only helps to be industry ready but rather remains as an
asset throughout their career span. Through partnership with leading technology companies
including Microsoft, SAP and Red Hat, HCL CDC conducts certification programs in software,
system and network administration offering you a distinct edge in the job market.

HISTORY

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HCL Infosystems Ltd. is one of the pioneers in the Indian IT market, with its origins in 1976. For
over quarter of a century, we have developed and implemented solutions for multiple market
segments, across a range of technologies in India. We have been in the forefront in introducing
new technologies and solutions. The highlights of the HCL saga are summarized below:

1976 :Hindustan Computers Limited (HCL) born.

1977 :Distribution alliance formed with Toshiba for copiers.
1978 :HCL successfully ships in-house designed micro-computer at the same time as
Apple. The Indian Computer Industry was born.
1980 : Indigenously developed an RDBMS, a Networking OS and a Client Server
architecture, at the same time as global IT peers.

1986 :HCL became the largest IT Company in India.

1988 :HCL introduced fine grained multi-processor Unix-3 years ahead of “Sun” and
“HP”.
1990 :Data Quest marked HCL no. 1 amongst Top Ten computer giants.
1991 : HCL Ltd. And Hewlett Packard, USA, partner to form HCL-Hewlett Packard
Ltd. JV developed multi-processor UNIX for HP-heralds HCL’s entry into contract R&D.
1994 : Distribution alliances formed with Ericsson Switches and Nokia Cell Phones.
1997 : HCL Info systems HCLre formed. HCL’s R&D spun-off as HCL Technologies-
marks advent into software services. JV with Perot Systems, stake divested in 2003.
1999 : Initial Public Offering made by HCL Technologies Ltd. Formation of Global
Board of Directors.
2000 : Large Contracts won from Bankers Trust, KLA Tencor, Cisco, GTech, NEC
among others.
2001 : JV with Deutsche Bank- DSL software formed. HCL BPO Incorporated.
Acquired Company British Telecom’s Apollo’s contact centre in Belfast, Northern Ireland
HCL Info systems became largest Hardware
2002 : Strong pursuit of nonlinear strategy to widen services portfolio; several JVs and
Alliances formed.Strategic alliance forged with Jones Apparel Group, Inc. a fortune 500
company. Infrastructure services division launched to address emerging 0global needs.
Software businesses of HCL Info systems and HCL Technologies merged.

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 2003 : Largest BPO order ever outsourced to an Indian BPO firm, won from British
Telecom. Landmark deals signed with Airbus and AMD.
2004 : Accorded leader status by Meta Group in Offshore Outsourcing. HCL was India’s
No. 1 PC 4th year in a row.
HCL signed Software Development Agreement with Boeing for the 787 Dreamliner
Program. JV with NEC, Japan. HCL integrated all group employees 2002 Strong
pursuit of nonlinear strategy to widen services portfolio; several JVs and Alliances
formed. Strategic alliance forged with Jones Apparel Group, Inc. a fortune 500 company.
Infrastructure services division launched to address emerging global needs. Software
businesses of HCL Info systems and HCL Technologies merged.

2005: HCL signed Software Development Agreement with Boeing for the 787 Dreamliner
Program under hcl.in domain.
2006 : 75,000+ machines produced in a single month. HCL Info systems in partnership
with Toshiba expands its retail presence in India by Unveiling ‘Shop Toshiba’. HCL Info
systems & Nokia announced a long term distribution strategy.
HCL Info systems showcases Computer Solutions for the Rural Markets in India.

2013:
 HCL Digi school wins ‘Best Smart Classroom Solution Provider’ at the prestigious Shiksha
Ratan Award - State Education Summit 2013
 Office Automation (OA) Business bagged the Silver Award for Technical Proficiency in Color
Category at the 15th Quality Service Campaign conducted by Toshiba-APAC among 29
participants from various countries.

 Bagged “Corporate - Best Government to Citizens (G2C) Initiative of the Year” award at the e-
Maharashtra Summit 2013. HCL Infosystems was awarded the honor for implementing turnkey
ICT solutions in design, supply, installation, automation, integration, and subsequent
maintenance of India’s first state-of-the-art Border Check Post (BCP) project undertaken by
the Maharashtra Government.
 Bagged the prestigious Golden Peacock Eco Innovation Award 2013 for eNBA project during
the 15th World Congress on Environment Management.

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 Won eINDIA Public Sector Enterprises Award 2013 for the project eProcurement by Indian
Railways.

 Education Project (Silver) for eNBA. The project has brought complete transparency and
reduced the accreditation process time from 1.5 years to 4 months for higher educational
institutions seeking accredited.

VISION STATEMENT

“Together we create the Enterprises of Tomorrow”

MISSION STATEMENT

“To provide world-class Information Technology solutions and services.”

CORE VALUES

 We shall honor all commitments

 We shall be committed to Quality, Innovation and Growth
 We shall be responsible corporate citizens

QUALITY POLICY

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"We shall deliver defect-free products, services and solutions to meet the requirements of our
external and internal customers, the first time, every time."

OBJECTIVES

MANAGEMENT OBJECTIVES
To fuel initiative and foster activity by allowing individuals, freedom of action and innovation in
attaining defined objectives.

PEOPLE OBJECTIVE
To help people in HCL Infosystems Ltd., share company’s success which they make possible to
provide job security based on their performance to recognize their achievements and help them
to gain a sense of satisfaction and accomplishment from the world.

ALLINCES AND PARTNERSHIPS

To provide world-class solutions and services to all our customers, HCL Infosystems have
formedAlliances and Partnerships with leading IT companies worldwide.
HCL Infosystems has alliances with global technology leaders
likeIntel,AMD,Microsoft,Bull,Toshiba,Nokia,SunMicrosystems,Ericsson,nVIDIA,

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These alliances on one hand give us access to best technology & products as well as enhancing
our understanding of the latest in technology. On the other hand they enhance our product
portfolio, and enable us to be one stop shop for our customers.

HCL- MOTTO

 Value centric and not volume centric.

 Believe in ‘Employee First’

 Believe in listening.

 Believe in trust, transparency and flexibility.

 Believe that my relationship would sustain purely based on the value I deliver to my
customers.

 The hungriest team in the IT landscape today.

HCL’s Product Range:

- Notebooks,
- Desktops,
- Business Servers,
- Workstations,
- LCD Monitor,
- Colour Monitors,
- Keyboards,
- Thin Clients,
- Terminals,
- POS Products,

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 - Networking products,
- Self Service kiosks and more.

MANAGEMENT TEAM

Ajai Chowdhry
Co-Founder HCL, Chairman and CEO - HCL Infosystems. An
engineer by training, Ajai Chowdhry is one of the six co-founder
members of HCL, India’s premier IT conglomerate.

JVRamamurthy
Chief Operating Officer HCL Infosystems Ltd J V Ramamurthy has
an engineering degree in Electronics & Communications, from
Guindy Engineering College, and a Masters' degree in Applied
Electronics from the Madras Institute of Technology, both in
Chennai.

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 RajendraKumar
Executive Vice President - Frontline Division HCL Infosystems Ltd.
Mr. Rajendra Kumar has been with HCL for over 30 years and has
seen HCL grow from a startup company to a gigantic conglomerate
that it is today.

BOARD OF DIRECTORS

The Board of Directors of the Company has an optimum combination of executive and non-
executive directors. As on December 31, 2013 the Board of Directors consisted of ten members,
of whom, one is the promoter director who is designated as the Chairman & Chief Strategy
Officer of the Company and other nine are non- executive directors including eight independent
directors. Accordingly, as on December 31, 2013 80% of the Board of Directors comprise of
independent non-executive directors.
1. The Board of Directors of the Company meets at least four times a year and the maximum
time gap between any two meetings does not exceed four months.
2. The Company provides to the Board, all the information prescribed in the Listing
Agreement in addition to the other agenda items.

As prescribed in the Listing Agreement, none of the Directors of the Company is a

member in more than 10 committees or acting as a Chairman of more than 5 committees
across all companies in which he/she is a director

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 HCL Infosystems Ltd. is India’s Premier Distribution and IT Services and Solutions
Company. HCL Infosystems’ has one of the largest sales & distribution network in the country
and provides value added distribution for partners including last mile connect and support in
marketing and promotions for Telecom, IT , Office Automation and Consumer Electronics
products covering more than 15000 towns across 664 districts in India. Our distribution business
has an unparalleled network that reaches more than 100,000 retail outlets, over 800 Direct and
Micro Distributors.

CORPORATE INFORMATION

BOARDOFDIRECTORS Chairman & Chief Executive Officer

Ajai Chowdhry
Whole-time Director
J.V. Ramamurthy
Directors
S. Bhattacharya
D.S. Puri
R.P. Khosla
E.A. Kshirsagar
Anita Ramachandran
T.S. Purushothaman
Narasimhan Jegadeesh
V.N. Koura

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COMPANYSECRETARY Sushil Kumar Jain

AUDITORS Price Waterhouse, New Delhi

BANKERS
State Bank of India
State Bank of Canara Bank

HDFC Bank Ltd.

ICICI Bank Ltd.
Societe Generale
Standard Chartered Bank
REGISTERED OFFICE
State Bank of PatialaSaurashtra
806, Siddharth,
96, Nehru Place, New Delhi - 110 019.

CORPORATE OFFICE
E - 4, 5, 6, Sector XI, Noida - 201 301
(U.P.)

WORKS
♦ R.S. Nos: 34/4 to 34/7 and part of
34/1
Sedarapet, Puducherry - 605 111.
♦ R.S. Nos: 107/5, 6 & 7, Main Road,
58 Sedarapet, Puducherry - 605 111.
Ambattur Industrial
♦ Plot No 78, South Phase,

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Estate,Chennai - 600 058.

DYNAMICS OF HUMAN RESOURCES

The new economic paradigm is characterized by speed, innovation, quality and customer
satisfaction. The essence of the competitive advantage has shifted from tangible assets to
intangible ones. The focus is now on human capital and its effective alignment with the overall
strategy of organizations. This is a new age for Human Resources. The entire system of
measuring HR’s contribution to the organization’s success as well as the architecture of the HR
system needs to change to reflect the demands of succeeding in the new economy. The HR
scorecard is a measurement as well as an evaluation system for redefining the role of HR as a
strategic partner. It is based on the Balanced Scorecard framework developed by Kaplan and
Norton and is set to revolutionize the way business perceives HR.

Based on various studies, it can be concluded that firms with more effective HR management
systems consistently outperform the competition. However, evidence that HR can contribute to a
firm’s success doesn’t mean it is now effectively contributing to success in business. It is a
challenge for managers to make HR a strategic asset. The HR scorecard is a lever that enables
them to do so. Implementing effective measurement systems for intangible assets is a very

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difficult task and demands the existence of a unified framework to guide the HR managers. It is
this difficulty that has been the prime reason why managers tend to avoid dealing with intangible
assets as far as possible. In the process firms under-invest in their people and at times invest in
the wrong ways. Another difficulty is, managers cannot foresee the consequences of their
investments in intangible human assets in a well-defined measurable manner and they are not
willing to take the risk.

OBJECTIVES OF THE STUDY

The results in this world can be expected from the satisfied people, as the people who are not
satisfied cannot concentrate and focus on the target, deteriorating the return to the Company.
Therefore, it is the primary requirement to have a satisfied network of employee for a successful
venture. The main aim of the study is to analyze and examine level of job satisfaction among the
HCL CDC PATIALA employees and to know the problems faced by the employees of the
various categories. The specific objectives are as follows:

 To present a profile of HCL CDC PATIALA and organizational structure etc.,

 To observe the level of satisfaction among of employees relating to the nature of the job
and other factors.
 To identify the extent of job satisfaction in the HCL CDC PATIALA employees and its
impact on the job performance of the employees.
 To evaluate the working environment in HCL CDC PATIALA.
 To examine satisfaction regarding the salary and other benefits of its employees.

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  To suggest suitable measures to improve the overall satisfaction of the employees in the
organization.

SCOPE OF THE STUDY

In the survey an attempt has been made to analyze the job satisfaction of employees of
Hindustan Computer Limited, Patiala. The study tries to understand the level of satisfaction
among the employees of Hindustan Computer Limited. It further explains the area on which
employees are mostly dissatisfied .Job satisfaction of the employees has been analyzed on
the basis of the following Seventeen job related factors.
 Salary and monetary benefits
 Job security
 Promotion policy
 Working environment
 Employees participation in management
 Freedom of expressions
 Nature of job
 Interest taken by superiors
 Superiors and sub-ordinate relationship

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  Medicare
 Loans
 Conveyance
 L.T.C.

RESEARCH METHODOLOGY

In the preparation of this report, the researcher the data from different sources. The
sources of data as follows:
Primary data:

This data is gathered from first hand information sources by the researcher, this data
collection from employees, managers, clerks etc., by administrating the questionnaire having
face to face interaction with employees.
Secondary data:
This will give the theoretical basis required for the report presentation which can be available
from various sources such as magazines, office files, inter office manual and web site.

Objectives of the Project

1. To assess the importance of effective job satisfaction.

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 2. To discuss various methods to improve job satisfaction.
3. To analyze various problems inhibiting effective job satisfaction.
4. To find out the whether the employee are satisfied of not for their job.
5. To analysis the company working environment.
6. To check the degree of satisfaction of employee.
7. To find that employees are working with their full capabilities or not.

RESEARCH DESIGN
The research is concerned with finding
Who: The most important leadership work in job satisfaction is to define in detail the “who”, i.e.
the right person with the right skill set. If the right person is not at the right place, he will not be
able to get the satisfaction.
This is the step that many companies do very well. There are hundreds of interviewing guides,
resume programs, and tests available to determine if the person has the experiences, aptitude, and
skills to become a successful professional in a specific area. The employees who have no can
attitude will always grapple with his work and will not be able to attain job satisfaction.

The third element in a job satisfaction process is whether the person “fit” into the current culture
or not. If the employee does not fit in the culture of the Company he feels difficulties in
performing and particularly to get the cooperation from others resulting in frustration and
ultimately effecting upon the job satisfaction.
Where: The element of place of posting of the employee is also an important factor for the job
satisfaction. It has been observed that persons posted at the place of their domicile have more
satisfaction.
Compensation: This is an important factor. If the employee is not satisfied with the
compensation (direct as well as indirect).

SAMPLING TECHNIQUE
All employees of HCL, CDC Patiala were covered.

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Data Source
Primary data
I. Discussion with Centre Head
II. Discussion with employees working at HCL
III. Data collected from questionnaire.

LIMITATIONS OF THE STUDY

1. Some employees might have been given biased information.

2. There might be mistake in interpreting the information obtained correctly

3. Due to convenience sampling techniques the sample might not represent true
Preference of the employees

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 JOB SATISFACTION

Job satisfaction or employee satisfaction has been defined in many different ways. Some believe
it is simply how content an individual is with his or her job, in other words, whether or not they
like the job or individual aspects or facets of jobs, such as nature of work or supervision.
The issue of job satisfaction, what it is and why it is important, brings with it a great deal of
research and opinion accompanied by a vast store of written material. However, the topic j ob
satisfaction lacks clarity and is sometimes controversial. The term “job satisfaction” is
understood to mean everything from “making all aspects of a job easy for employees” to
“making the job meaningful, significant and challenging.” Research on the importance of job
satisfaction can be equally confusing with some research clearly indicating no correlation
between job satisfaction and job effectiveness while other research indicates there is a definite
connection between the two. The likely reason for this confusion, beyond a lack of understanding
on the topic, is that all factors associated
with job satisfaction are not understood, agreed upon, measured or correlated. Moreover, all the
factors contributing to employee motivation and effectiveness are not captured in any one of the

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single ambiguous concepts of job satisfaction.
Job Satisfaction comprises of two words “Job” and “Satisfaction”. Before we define the phrase,
it is important to understand the word “satisfaction”. Satisfaction is defined as the fulfillment or
gratification of a desire, need, or appetite. Gratification is a state of being gratified or satisfied.
Therefore, one can conclude that “satisfaction” is an internal feeling and no amount of external
pleasures or comforts can satisfy you unless you want “to feel” satisfied.
Wikipedia has defined job satisfaction as a pleasurable emotional state resulting from the
appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job. Gone
are the days when people used to join one company and retire from the same company after
spending their entire life in the company. The most referred definition of job satisfaction was
offered by Locke (1976) who defined job satisfaction as a pleasing or positive emotional state
resulting from the evaluation of a person’s job (Haque and Taher, 2008). Various factors such as
an employee’ s needs and desires, social relationships, style and quality of management, job
design, compensation, working conditions, perceived long range opportunities, and perceived
opportunities elsewhere are considered to be the determinants of job satisfaction (Byars and
Rue, 1997; Moorhead and Griffin, 1999). Job satisfaction has a significant influence on
employees’ organizational commitment, turnover, absenteeism, tardiness, accidents, and
grievances(Byars and Rue, 1997; Moorhead and Griffin, 1999). According to Robbins (1999), a
satisfied workforce can increase organizational productivity through less distraction caused by
absenteeism or turnover, few incidences of destructive behavior, and low medical costs. Job
satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a
motivation to work. It is not the self-satisfaction, happiness or self-contentment but the
satisfaction on the job. Hoppock describes job satisfaction as “any combination of
psychological, physiological and environmental circumstances that cause and person
truthfully to say I a m satisfied with my job. Job satisfaction is defined as the, “pleasurable
emotional state resulting from the appraisal of one’s job as achieving of facilitating the
achievement of one’s job values.

What is Employee Satisfaction

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Employee satisfaction or job satisfaction is, quite simply, how content or satisfied
employees are with their jobs. Employee satisfaction is typically measured using an
employee satisfaction survey. These surveys address topics such as compensation,
workload, perceptions of management, flexibility, teamwork, resources, etc.

These things are all important to companies who want to keep their employees happy and
reduce turnover, but employee satisfaction is only a part of the overall solution. In fact, for
some organizations, satisfied employees are people the organization might be better off
without.

Employee satisfaction and employee engagement are similar concepts on the surface, and
many people use these terms interchangeably. Employee satisfaction covers the basic
concerns and needs of employees. It is a good starting point, but it usually stops short of
what really matters.
Many people use the terms "satisfaction" and "engagement" to refer to not just the basic
core needs of job satisfaction, but also the added meaning, motivation, and commitment of
"engagement". There is nothing wrong with that. As long as your company is measuring
and striving for the elements that we include in our definition of engagement, it really does
not matter what you call it.

Mind Management and Job Satisfaction

Passion, commitment, and most importantly, discretionary effort... Engaged employees are
motivated to do more than the bare minimum needed in order to keep their jobs. By
contrast, satisfied employees are merely happy or content with their jobs and the status quo.
For some, this might involve doing as little work as possible,

The people respond differently even under the same situation. Certain people like the job
whereas others term it as bore. It indicates that there is something else which matters
towards satisfaction than salary perks and working hours and that is EMOTIONAL
INTELLIGENCE of the employees. This concept made me to think to work on this project.
Emotional intelligence and Job satisfaction are two concepts of high interest in the modern work

27
environment. They serve as a competitive edge in personal and organizational life. However,
there are only few studies that explore the factors which affect the two concepts.

Job Satisfaction and Employee Performance

Satisfaction and Productivity

 Satisfied workers are more productive AND more productive workers are more satisfied!
 Worker productivity is higher in organizations with more satisfied workers.

Satisfaction and Absenteeism

 Satisfied employees have fewer avoidable absences.

Satisfaction and Turnover

 Satisfied employees are less likely to quit.

 Organizations take actions to retain high performers and to weed out lower performers.

Satisfied employees go beyond the expectations

 Satisfied employees who feel fairly treated by and are trusting of the organization are
more willing to engage in behaviors that go beyond the normal expectations of their job.

Satisfaction and Customer Satisfaction

 Satisfied workers provide better customer service.

 Satisfied employees increase customer satisfaction because:
 They are more friendly, upbeat, and responsive.
 They are less likely to turnover, which helps build long-term customer relationships.
 They are experienced.

The way how Employee Express Dissatisfaction

1. Exit – Behavior directed towards leaving the organization

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 2. Neglect – Allowing conditions to worsen
3. Voice – Active and constructive attempts to improve conditions.

Job Satisfaction and Motivation

Motivation and satisfaction are concepts that are much talked about in an organizational set up.
These are important tools in the hands of management to achieve the goals of an organization in
a better manner. Management of men is at the core of all management processes. Keeping up the
motivational levels of employees high so that they have a good job satisfaction is an important
part of any management strategy. Employee motivation and job satisfaction are intricately linked
though there are differences that need to be highlighted.
The job satisfaction of staff and their motivation to work efficiently is essential for organizations
to achieve and sustain themselves if they want to remain competitive and produce products of
value..
It is important for organizations to ensure their employees were performing optimally to
maintain a competitive advantage over other similar organizations. Happy employees are more
enthusiastic and display high levels of performance and productivity. While disgruntled
employees on the other show signs of low productivity, turnover and are frequently absent from
work. Hence the need for internal organizational research to determine the relationship between
motivation, job satisfaction, teamwork, group dynamics, leadership and employee performance.
“The organization and the design of jobs can have a significant effect on staff. Attention needs to
be given to the quality of working life in an organization. Managers need to understand that a
positive work life can lead to an increase in employees’ performance,” stated the researchers.
How the tasks and duties associated with a job are crafted is essential and determines the job
satisfaction and motivation levels of personnel. It is the responsibility of managers to ascertain
how co-operative staff is and direct them to work in order to achieve organizational goals and
objectives.
The study confirms that achieving job satisfaction and motivation lies with both the employer
and employee. The employer must provide their personnel with all the tools required to perform
the job at hand and reward them with a good compensation and benefits, while the workers in
turn will be satisfied and work efficiently.

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What is Motivation?
Motivation refers to any stimulus that controls and guides human behavior. In an organizational
setup, motivation could be anything from incentives, perks, promotion and even encouragement
from the boss on completion of a given task. There was a time when money was considered to be
the most important motivational factor, but today, after a series of experiments beginning with
Hawthorne studies, it is well known that motivation plays a crucial role in the behavior and
performance level of the employees and money is just one of the myriad motivational factors.
Salary, increments, promotions, etc are extrinsic motivation factors and drive behaviors and even
productivity level of employees.
There are also motivational factors that come from within and drive the behavior of employees.
These are called intrinsic motivational factors and include job satisfaction and enjoyment.
Different people have different motives for doing a job. However, for most it is money, as
without a salary they cannot survive and raise their families.

What is Satisfaction?
Satisfaction refers to a feeling that people have when they have completed a job that is
considered difficult. In fact, having done the job well is what brings satisfaction to most people.
The pleasure or joy of doing a job is what is called as job satisfaction. There are very few who
get job satisfaction despite getting a high salary and other perks and incentives.
To understand the concept of job satisfaction, one has to think of times when he gets happiness
playing with a toddler or puppy at home or after having grown beautiful roses in his garden.
These are only examples and people get satisfaction with most of their hobbies whether it is
gardening or cooking. Satisfaction is a feeling that comes from within though sometimes one has
satisfaction when his performance is praised at workplace.
Different people have different reasons for satisfaction but some sort of contentment is essential
to be doing a job for a long time.
What is the difference between Motivation and Satisfaction?
• Motivation is what is believed to be behind the behavior or employees. It also regulates the
performance levels.
• Satisfaction is joy or pleasure of working and it is the sense of accomplishment after having
done a job in a flawless manner.

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• Motivation can be extrinsic as well as intrinsic. While salary, promotion, incentives, perks and
rewards are examples of extrinsic motivation, job satisfaction is a type of intrinsic motivation
• People continue with their jobs even when they have no job satisfaction as long as there is
motivation in the form of good salary and perks

The relationship of job satisfaction and Attitudes

Job satisfaction is an attitude that workers put on towards their jobs. Attitude is one of the
important subjects focused on in social sciences. Attitude is the process of enthusiasm and
recognition resulting from specific values and beliefs, in relation to one aspect of an individual's
own world’s internal world.. It is also possible to define attitude as the summation of sense,
belief and thoughts which the individual forms in direction with his perceptions about his
environment. In a sense, attitude is the stimulant of behavior or the knowledge which prepares
the individual for behavior . Attitude, especially about senses, have importance because of the
fact that they give continuity to the personality of individual, they give meaning to his daily
activities and mentalities and that they facilitate his attempt made in order to gain various aims .
Attitudes are composed of three main elements. These are emotion, thought and behaviors. The
element Emotion is related with the condition of individuals being positive, negative or neutral
towards things. The element of Thought is composed of individual knowledge towards things.
The element of behavior is related with action area, which is the outer appearance of knowledge
and emotion elements. The most important feature of behaviors is that they generate with the
interaction of biological, psychological and social elements of behaviors .
The elements of behaviors, as mentioned above, are studied by psychologists being reduced to
three titles. However, with the effects of which factors, approaches, and behaviors related with
this, come into being and according to which environmental stimulants they are shaped by, is a
debatable subject. Bio-psycho-social system approaches asserted by Lipinski, Engel and Leis in
recent years are the most important ones of these. According to Bio-Psycho-Social approaches,
the fundamental base of various behaviors and approaches of human-beings is the common
structure that biological, social, and psychological factors among which there is a functional
relation and which form a system together constitute .
Some of the most important elements that create and effect attitudes according to Miner, called
environmental factors, which are described as community, family, social groups, business

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organizations and other elements of previous and future. Environmental stimuli are the source of
attitude items that consist of information, emotion and behavior .
Attitudes are formed under the influence of environmental factors. Job satisfaction, as an
attitude, is also shaped under the influence of environmental factors. Environmental factors are
family, religion, legal and moral rules and values, history, the prevailing mindset of the society
in general, cultural elements etc. Because of that there is a close relationship of attitudes that
accepted or rejected by employee with their socio-economic and socio-cultural personalities.

Theories of Job Satisfaction

Job satisfaction theories have a strong overlap with theories explaining human motivation. The
most common and prominent theories in this area include: Maslow's needs hierarchy theory;
Herzberg's motivator-hygiene theory; the Job Characteristics Model; and the dispositional
approach. Mar 1, 2016.
One of the most important theories which explain the job satisfaction is Lawler’s theory. He
explains job satisfaction in four basic conditions: The Fulfillment theory which explains the
reaching of the thing needed. The Discrepancy theory, difference, contradiction and conflict
theory. The Equity theory, about equality and the fourth one is The Two-factor theory.
According to the Fulfillment theory, the basic rule of the happiness of workers is to satisfy their
demands and getting their wishes. Workers are satisfied if their demands are totally provided.
Namely, the more a worker earns the more he is satisfied and the less a worker earns the less he
is satisfied. A higher rank job or an interesting job can satisfy them too.
The Discrepancy theory is concerned on what the workers are expecting and what they are
getting. Their expectations, evaluations and hopes of workers about their works are more
important than what they are having in real. Difference between expectations and gatherings are
the base of this theory in light of these three questions:

1. What do workers wish?

2. What are their expectations?

3. What can they get actually?

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Accord to the Equity theory, workers ponders about what are his qualifications, contribution to
the work and the job’s contribution to him. It means creating an attitude of worker against the
work he does. If the worker is paid over his work he will feel guilty but if he is paid under what
he deserves his feeling for justice will rise.
The two field theory regards the elements of reasons of fulfillment. Negative elements are lower
wages, no job guarantee and such factors. Fulfillment elements are, as Herzberg (1976) stated;
realization of worker himself and reaching his goals.
By his two factor theory, Herzberg advanced Maslow’s main, physiologic and self realization
theory and fortified it with his. Maslow’s theory is based on the comparison of the best and worst
conditions at work. The conditions in which the workers fell well are called the motivators; the
bad conditions are called

Importance of conducting satisfaction surveys

The causes for job satisfaction are numerous and can be different for every employee, its job and
the industry he/she works in. In order to measure the status of their employees’ satisfaction and
find possible sources, companies conduct what is known as employee surveys. Most of this
survey reoccur once a year, asking similar questions about the company in general, the work
atmosphere and conditions in particular.

The issues of traditional satisfaction survey

One of the issues that come along with these surveys is non-response. Some employees do not
believe that the company is serious about changes, others are simply not motivated to fill in a
several page long survey. Moreover, these surveys only capture employees’ feelings at a specific
point in time. Yet, as employee’s feelings toward their job are not stable, the results 3 months
later might be different already. Even though, companies gain valuable insight into their
employees’ attitudes towards the company, they cannot expand on the full potential of the
survey. A snapshot of job satisfaction is taken and used to steer the staff into better reactions
towards their work.

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Importance of continuous satisfaction analysis
A new way to constantly measure employee’s feelings towards their job which in turn displays
changes in job satisfaction and creates a complete picture for employee’s satisfaction over the
entire year. Asking only one question once a week does not only give a constant insight, but also
shortens the survey. Employees do not have to fill in long questionnaires, but easily “vote” on a
certain topic once a week. This gives the opportunity to decrease non-response.
Furthermore, depending on the results, the company can specifically choose questions to
concentrate on and elaborate certain topics in depth. This also allows conveying seriousness
about a company’s intention to change. In addition, as questions reoccur every three to four
months, changes can be monitored and actions can be formed accordingly.
All in all, assessing employees’ job satisfaction is vital for a productive, efficient and healthy
work environment. The commonly used method of measurement, however, highly influences the
quality of the results. Constant questions increase participation, paint a regular picture of
employee’s feelings and allow for in-depth questioning.

DYNAMISM OF HUMAN RESOURCES AND JOB SATISFACTION

The new economic paradigm is characterized by speed, innovation and quality and customer
satisfaction. The essence of the competitive advantage has shifted from tangible assets to
intangible ones. The focus is now on human capital and its effective alignment with the overall
strategy of organizations. This is a new age for Human Resources. The entire system of
measuring HR’s contribution to the organization’s success as well as the architecture of the HR
system needs to change to reflect the demands of succeeding in the new economy. The HR
scorecard is a measurement as well as an evaluation system for redefining the role of HR as a
strategic partner. It is based on the Balanced Scorecard framework developed by Kaplan and
Norton and is set to revolutionize the way business perceives HR.

Based on various studies, it can be concluded that firms with more effective HR management
systems consistently outperform the competition. Implementing effective measurement systems
for intangible assets is a very difficult task and demands the existence of a unified framework to
guide the HR managers. It is this difficulty that has been the prime reason why managers tend to
avoid dealing with intangible assets as far as possible. In the process firms under-invest in their

34
people and at times invest in the wrong ways. Another difficulty is, managers cannot foresee the
consequences of their investments in intangible human assets in a well-defined measurable
manner and they are not willing to take the risk. Thus, the most effective way to change this
mindset is obvious – to build a framework just like the balanced scorecard, which has sound
measurement strategies and is able to link HR functions, activity and investment with the overall
business strategy. The HR scorecard framework was specifically designed for these purposes.

HUMAN RESOURCES MANAGEMENT

Human: refer to the skilled workforce in the organization.

Resource: refer to limited availability or scarce.
Management: refer to maximize or proper utilization and make best use of limited and a scarce
resource. Altogether, human resource management is the process ofproper and maximise
utilisation of available limited skilled workforce. The core purpose of the human resource
management is to make efficient use of existing human resource in the organisation. The Best
example at present situation is, construction industry has been facing serious shortage of skilled
workforce. It is expected to triple in the next decade from the present 30 per cent, will negatively
impact the overall productivity of the sector, warn industry experts.

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 EVOLUTION OF HRM

The evolution of HRM can be traced back to Kautilya Artha Shastra wherehe recommends that
government must take active interest in public and private enterprise. He says that government
must provide a proper procedure for regulating employee and employee relation In the medieval
times there were examples of kings like Allaudin Khilji who regulated the market and charged
fixed prices and provided fixed salaries to their people. This was done to fight inflation and
provide a decent standard of living during the pre-independence period of 1920 the trade union
emerged. Many authors who have given the history of HRM say that HRM started because
of trade union and the First World War. The Royal commission in 1931 recommended the
appointment of a labor welfare officer to look into the grievances of workers.

Human resource management (HRM, or simply HR)

 HR is a function in organizations designed to maximize employee performance in
service of their employer’s strategic objectives.
 HR is primarily concerned with how people are managed within organizations, focusing
on policies and systems.
 HR departments and units in organizations are typically responsible for a number of
activities including employee recruitment, training and development, performance
appraisal, and rewarding (e.g., managing pay and benefit systems).
 HR is also concerned with industrial relations, that is, the balancing of organizational
practices with regulations arising from collective bargaining and governmental laws.

Every organization’s desire is to have skilled and competent people to make their organisation

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more effective than their competitors. Humans are very important assets for the organisation
rather than land and buildings, without employees no activity in the organisation can be done.
Machines are meant to produce more goods with good quality but they are operated by the
human only.

NATURE OF HUMAN RESOURCE MANAGEMENT

Human Resource Management involves management functions like planning, organizing,

directing and controlling

 It involves procurement, development, maintenance of human resource

 It helps to achieve individual, organizational and social objectives
 It involves team spirit and team work.
 It is a continuous process.

Why Is Human Resource Management Important to All Managers? Why are these concepts and
techniques important to all managers? 'Perhaps it's easier to answer this by listing some of the
personnel mistakes you don't want to make while managing. For example, you don't want to:

 Hire the wrong person for the job

 Have your people not doing their best
 .Waste time on useless interviews
 Have your company taken to court because of discriminatory actions
 Have your company cited under federal occupational safety laws for unsafe practices
 Have some employees think their salaries are unfair and inequitable relative to others in
the organization
 Allow a lack of training to undermine your department's effectiveness
 Commit any unfair labor practices

HR now focuses on strategic initiatives like mergers and acquisitions, talent management,
succession planning, industrial and labor relations, and Job satisfaction .

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 DATA PROCESSING AND ANALYSING

Data, which is gathered by administering questionnaires, was processed in simple manner

to determine the level of satisfaction among employees. Every response was assigned some
score based on this overall satisfaction level was determined Data collected is carefully tabulated
and analyzed by using satisfaction methods and also various graphs are used.

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 DATA INTERPRETATION
DATA ANALYSIS
A) Working hours are convenient for me
strongly agree 22

agree 44

neither agree nor 30

39
disagree 4

WORKING HOURS
disagree,
, 0, 0% 4%
, 0, 0% strongly agree,
22%
neither agree
nor, 30% , 0, 0%

, 0, 0%

agree, 44%

INTERPRETATION:
The analysis of the above indicate that 22% of the employees strongly agree to the working
hours whereas 44% agree. Thus 22% employee's emotional level due to working hours is
satisfactory. The third category of employees who neither agree nor disagree is 30%, which
indicates that employees may be having family problems in attending to the duty hours are in a
fix to say yes or no. The forth category who totally disagree to the question are 4%. Thus the
research on this part indicate that the duty hours are not affecting their emotional level and
consequently job satisfaction. However, the Company can take over the minor variance
observed by imparting proper awareness to the employees.

B) Cooperation Level
Often Depends Not at all No Reply
on mood
Do you get cooperation from 3 4 4 20
Boss
12 2 1 10
Do you get cooperation from
colleagues

40
 5 3 3 15
Boss is soft spoken
Employees are soft spoken 10 4 1 3

Cooperation level

Do you get cooperation from Boss

Do you get cooperation from colleagues
Boss is soft spoken Employees are soft spoken

INTERPRETATION:
The above data indicate that the cooperation amongst the employees is at good level, boosting
the satisfaction level. But as regards the employer, the cooperation level is 18.75%, however
25% says that it depends upon the mood of the Boss. It means the 25% of these employees use
their emotional quotient best to get the things done from the boss. 31.25% employees were silent
when asked about the cooperation of the boss. It also not give a positive sign.

C) IS BOSS SOFT SPOKEN?

Often
30
Depends on mood 10
Not at all 45
No reply 15

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 Way of speaking of boss

15
30

Often
Depends on mood
10 Not at all
45
No reply

INTERPRETATION:
The communication skill of the Boss also affect the emotional level of employees.
Communication is the most powerful tool. The above analysis reveal that 30% agree that the
boss is soft spoken, 10% it depends upon the mood of the Boss. Whereas 45% says boss is not
soft spoken and other 15% employees gave no reply or it can be construed that they donor have
interaction with the boss. This is an era of participative management. The Boss should
communicate with the employees more to motivate them and increase their emotional attachment
with the organization for better job satisfaction and consequently good results.

D) Gender wise classification

Status Male Female
Marketing 30 20
Trainer 5 15
Executive 1 2
Front 2 4
Desk
attendant
HR 11 10

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 Total 49 51

 Ratio of the male and females among all the employees at HCL CDC Patiala:

Gender wise classification

49
51

male female

INTERPRETATION:
As we can see from the above table the proportion of the males and females among all of the
employees at HCL CDC Patiala. Among all of the employees the total number of males is49 and
in the opposite the total number of females is51. According to it we can assume that the total
proportion of female is more as compared to the proportion of the female.

E) STATUS WISE EMPLOYEES

Marketing 25
Trainer 40
Executive 5
Front desk 15
HR 15
Total 100

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 Status wise employees

15 Marketing 5 (25%)
25
Trainer 8 (40%)
15
Executive 1 (5%)
Front Desk 3 (15%)
5 H.R 3 (15%)
40

INTERPRETATION:
The CDC is having 40% of trainer, as this wing of HCL Info systems Ltd. Provide training to the
students in various streams. The 25% employees are involved in marketing. These marketing
people along with the trainer visit the college, arrange lectures and practical workshops for the
benefit of the students. 15% of employees belong to the HR stream. They mostly take care of
office work, management of the staff, salary etc. 15% is front desk officers AND 5% is executive
staff. The employees mix is working satisfactorily towards achievement of the goal, which
indicate that the recruitment and selection procedure at the CDC is successful though during
interview and observations it was observed that they require motivation on continuous basis so as
to perform better, but recruitment and selection process is satisfactory.
During discussion it was found that company, while doing recruitment, give preference to
female, because they are less prone to shifting the job quickly and their retention period is higher
than the male employees.
F) Career Planning
NUMBER OF PERCENTAGE
RESPONDENT
YES 60 30%
NO 10 50%
Cannot say 30 20%

44
 Career planning

30

60
10

YES NO Cannot say

INTERPRETATION:
The above chart shows 30% of respondents feel that the organization take interest in their
career planning, whereas 50% responded in negative and 20% were confused or may not be
able to tell because of stress or some kind of fear.

G) ARE YOU SATISFIED WITH MANAGEMENT

POLICIES?

MANAGEMENT NUMBER OF PERCENTAGE

POLICIES RESPONDENT
YES 49 90%
NO 51 10

45
 TOTAL 100 100%

Satisfaction level with management polices

49

100

51

YES NO TOTAL

INTERPRETATION:
The above chart shows that 90% respondents are satisfied with the management policies, which
indicate that the recruitment and selection process is satisfactory.

H) Rate the following by giving A, B and C

Monetary 21
benefit
Fringe benefit 18
Comfortable 13
duty hours
Career 25

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development
Do you want 23
change

Satisfaction factors and its priority given by employees

Do you want Monetary

change 168 benefit 147
23% 21%
Fringe benefit
Career 129
development 180 18%
Comfortable duty
25%
hours 96
13%

INTERPRETATION:
The above analysis indicates that the employees gives priority to Career Development and then
to monitory benefit and this is the main motivating factor for them. The change factor indicates
that 70% employees are interested in taking change, if got an opportunity.

I) How far you are satisfied with the incentives provided by the organizations?
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
Particulars No. of Respondents Percentage
Highly satisfied 60 30

47
 Satisfied 10 50
Neutral 4 20
Dissatisfied 15 0
Highly 11 0
dissatisfied
Total 100 100

Satisfaction with incentives

60 Highly satisfied
100 Satisfied
Neutral
10
Dissatisfied
15
11 Highly dissatisfied
4 Total

INTERPRETATION:
The table shows that 30% of the respondents are highly satisfied and 50% of the
respondents are satisfied with incentives provided by the organization so we can conclude most
of the employees are satisfied with the incentives provided by the organization.

J) Does your Job improve your skills and abilities?

a) Yes
b) No
c) Never

Particulars No. of Respondents Percentage

Yes 10 50

48
 No 50 25
Never 40 25
Total 100 100

Role of job

10
50
100

40

Yes No Never Total

INTERPRETATION:
50% of the respondents are agreed that their job improves their skills and abilities and
25% of the respondents agreed that their skills and abilities are not improves. It can be conclude
that their job improves their skills and abilities.

Discussion and Conclusion

Interpretation of these results indicated that the average of employee’s job satisfaction is
moderate. Working hours affect the job satisfaction level in the present scenario as people have
to work for long hours. The first chart indicate that 75% employees of the Company are satisfied
with the timings but 18.75% did not give their mind whereas 6.25 employees disagree and we
can say that their satisfaction level is low while taking into account the working hours.
However, in the present working environments, employees are required to manage themselves

49
and adjust in the present set up to be successful in life. However, management should also look
into this aspect and convince the employees to increase their job satisfaction.
Cooperation from the management and colleague also play a vital role in providing job
satisfaction to the employees and 75% employees are in a better position to get the cooperation
from their colleagues. However, their seems to be communication gap between the management
and the employee, therefore, the employees are not expecting soft attitude from the management.
The CDC is having 40% of trainer, as this wing of HCL Info systems Ltd. Provide training to the
students in various streams. The 25% employees are involved in marketing. These marketing
people along with the trainer visit the college, arrange lectures and practical workshops for the
benefit of the students. 15% of employees belong to the HR stream. They mostly take care of
office work, management of the staff, salary etc. 15% is front desk officers AND 5% is executive
staff. The employees mix is working satisfactorily towards achievement of the goal, hence
providing job satisfaction to employees.
As regards career planning, here the satisfaction level is low and management needs to think
over this issue.
As regards employees are satisfied with the management policies.

RECOMMENDATIONS

 To increase the job satisfaction level of the employee the company should concentrate
mainly. On the incentive and reward structure.
 Employees should concentrate on their job.
 Company should give promotion to the employees who deserve it.

50
 There is need to increase the interaction between the seniors and employees handling the
performance of CDC so as to develop awareness among both the sides.
 There should be expansion of the infrastructure at HCL, CDC

BIBLIOGRAPHY

 http://www.custominsight.com/employee-engagement-survey/what-is-employee-
satisfaction.asp
 https://www.google.co.in/search?espv=2&rlz=1C1GNAM_en-
GBIN684IN684&biw=2133&bih=989&q=job+satisfaction+theory&oq=job+sa&gs_l=se

51
 rp.1.5.35i39l2j0i67j0i131j0i67l2j0j0i67l2j0.9791.14942.0.28764.6.6.0.0.0.0.203.1122.0j
4j2.6.0....0...1c.1.64.serp..0.6.1122...0i3j0i20.uNLvwSEN-KY
 http://study.com/academy/lesson/what-is-job-satisfaction-definition-causes-and-
factors.html
 https://en.wikipedia.org/hcl-technology
 http://www.yourarticlelibrary.com/human-resources/what-is-the-difference-between-
recruitment-and-selection/2456/

 https://www.hclinfosystem.in/
 https://www.google.com
 Books referred: Sharma publisher, kalyani publisher,
 Ashwathappa. K Human Resource Management
Tata Mc Graw Hill Publications
 wikipedia.org/wiki/Human resource management
 www.hrmdirect.com
 HUMAN RESOURCE MANAGEMENT BOOK BY SHASHI K GUPTA
 Slideshare.com

QUESTIONNIAIRE

1) Are working hours convenient for me?

(a) strongly agree
b) Agree
c) Neither agree
d) Nor disagree

52
2) What is the corporation level of boss?
a) often
b) depends on mood
c) not at all

3) Is boss soft spoken?

a) often
b) depends on mood
c) not at all
d) no reply

4) What is the segmentation of employees?

a) male
b) female

5) What is the status of employees at HCL?

a) marketing
b) trainer
c) executive
d) front desk
e) HR

6) Is organization take interest in employees career planning?

a) yes
b) no
c) cannot say

7) Are employees satisfied with management polices?

a) Yes

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b) no

8) What was the satisfaction factor and its priority given by employees?
a) monetary benefit
b) fringe benefit
c) comfortable duty hours
d) career development
e) do you want change

9) How far you are satisfied with the incentives provided by the organizations?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied

10) Does your job improve your skills and abilities?

a) Yes
b) No
c) never

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