A

RESEARCH REPORT
ON

“A STUDY OF EMPLOYEE SATISFACTION IN

TATA COMMUNICATION”

Submitted in the partial fulfillment for the award of the degree of Master of
Business Administration
  2018-2019

Conducted by

Dr. APJ ABDUL KALAM TECHNICAL UNIVERSITY, LUCKNOW

ITM SCHOOL OF MANAGEMENT

UNDER GUIDANCE OF SUBMITTED BY

Dr. Vivek Mishra Jeet Bahadur
(Asst.Prof.) Roll No: 1767370030

1
 ITM SCHOOL OF MANAGEMENT

CERTIFICATE

This is to be certified that Mr. Jeet Bahadur student of final year of

Master of Business Administration, Roll No.1767370030 was assigned
the Research Report “A STUDY OF EMPLOYEE SATISFACTION IN TATA

.
COMMUNICATION” She has submitted the research report in accordance

with the guidelines .To the best of my knowledge this is his original work
and not submitted elsewhere for award of other degree.

Dr. Vivek Mishra

(Asst. Prof.)

2
 Declaration

I, Jeet Bahadur hereby declare that the research report entitled “A

STUDY OF EMPLOYEE SATISFACTION IN TATA COMMUNICATION” under the

guidance of Dr. Vivek Mishra, ITM School Of Management, Lucknow

submitted in partial fulfillment of the requirements for the award of the
degree of Master in Business Administration to ITM School Of
Management, Lucknow, is my original work and not submitted for the
award of any other degree to any other institution or university by any
other person.

Jeet Bahadur
MBA 4th semester
Roll no-1767370030

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 ACKNOWLEDGEMENT

To acknowledge all the persons who had helped for the fulfillment of the project
is not possible for any researcher but in spite of all that it becomes the foremost
responsibility of the researcher and also the part of research ethics to acknowledge
those who had played a great role for the completion of the research report.
So in the same sequence at very first, I would like to acknowledge my parents
because of whom I got the existence in the world for the inception and the conception
of this project. Later on I would like to confer the flower of acknowledgement to Dr.
Vivek Mishra, Asst. Prof., ITM School of Management, and other faculty members
who taught me that how to do research report through appropriate tools and
techniques. I would like to give thanks to the organization and especially to Miss Neha
from the depth of my heart. Rest all those people who helped me are not only matter
of acknowledgment but also authorized for sharing my success.

Jeet Bahadur
MBA 4th semester
Roll no-1767370030

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 TABLE OF CONTENTS
S. No. PARTICULARS
1. INTRODUCTION
2. COMPANY PROFILE
3. RESEARCH METHODOLOGY
4. ANALYSIS AND INTERPRETATION OF DATA
5. DATA ANALYSIS AND INTERPRETATION
6. CONCLUSION,
7. RECOMMENDATIONS
8. LEARNINGS FROM THE PROJECT
9. BIBLIOGRAPHY

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 INTRODUCTION

EMPLOYEE SATISFACTION
Over the years researchers have studied and attempted to quantify employee commitment,
loyalty, morale and overall employee satisfaction. This gave rise to many types of employee
surveys whose purpose was to measure one or all of these components. Extensive research in
this area has been conducted. This research came to the conclusion that overall employee
satisfaction is manifest in the level of engagement that employees have in their work. In other
words, employee engagement was the ultimate expression of employee commitment, loyalty,
morale and overall employee satisfaction. Therefore organizations needed to focus on
employee engagement rather than on these other components of employee satisfaction. This
research clearly pointed out the large gap in employee engagement and the magnitude of the
challenge facing most organizations.

Measuring satisfaction is measuring a passive employee state, while measuring engagement is

measuring an active state. For example, an employee that is not engaged at work might very
well indicate a high level of satisfaction with their organization. This employee is getting
everything they wish: a steady paycheck, benefits, sick leave and paid vacation. Their actual
contribution to the well being of the organization in terms of innovation, creativity and
productivity is negligible. But they are satisfied.

On the other hand, a fully engaged employee that is enthusiastic about their work is creative,
innovative and wants to contribute might indicate a lower level of satisfaction with the same
organization, as the disengaged employee. When a company measures employee satisfaction
are they getting data that provides them with meaningful information that will allow them to
improve their competitive advantage and profitability? The simple answer is that they are not.
This is why they need to focus on employee engagement and understand the principle
components of employee engagement.
Employee satisfaction and retention have always been important issues for physicians. After
all, high levels of absenteeism and staff turnover can affect your bottom line, as temps,

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recruitment and retraining take their toll. But few practices (in fact, few organizations) have
made job satisfaction a top priority, perhaps because they have failed to understand the
significant opportunity that lies in front of them. Satisfied employees tend to be more
productive, creative and committed to their employers, and recent studies have shown a direct
correlation between staff satisfaction and patient satisfaction.

Family physicians who can create work environments that attract, motivate and retain hard-
working individuals will be better positioned to succeed in a competitive health care
environment that demands quality and cost-efficiency. What's more, physicians may even
discover that by creating a positive workplace for their employees, they've increased their own
job satisfaction as well.

The Employee Satisfaction Survey measures employee satisfaction and helps to:

 Foster commitment instead of compliance

 Identify managers in need of leadership development
 Determine your organizations readiness and its ability to accomplish its mission
 Leverage best demonstrated practices
 Create a rich working environment
 Improve the performance of teams
 Shape customer-centric behavior
 Track progress over time

TWO DIMENSIONS OF EMPLOYEE SATISFACTION

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In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation theory,
interviewed a group of employees to find out what made them satisfied and dissatisfied on the
job. He asked the employees essentially two sets of questions:
1. Think of a time when you felt especially good about your job. Why did you feel that
way?
2. Think of a time when you felt especially bad about your job. Why did you feel that
way?
From these interviews Herzberg went on to develop his theory that there are two dimensions to
job satisfaction: motivation and "hygiene". Hygiene issues, according to Herzberg, cannot
motivate employees but can minimize dissatisfaction, if handled properly. In other words, they
can only dissatisfy if they are absent or mishandled. Hygiene topics include company policies,
supervision, salary, interpersonal relations and working conditions. They are issues related to
the employee's environment. Motivators, on the other hand, create satisfaction by fulfilling
individuals needs for meaning and personal growth. They are issues such as achievement,
recognition, the work itself, responsibility and advancement. Once the hygiene areas are
addressed, said Herzberg, the motivators will promote job satisfaction and encourage
production.
Employee satisfaction survey basically deals with the following factors:

Applying the theory :

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To apply Herzberg's theory to real-world practice, let's begin with the hygiene issues. Although
hygiene issues are not the source of satisfaction, these issues must be dealt with first to create
an environment in which employee satisfaction and motivation are even possible.

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

frustration for employees if the policies are unclear or unnecessary or if not everyone is
required to follow them. Although employees will never feel a great sense of motivation or
satisfaction due to your policies, you can decrease dissatisfaction in this area by making sure
your policies are fair and apply equally to all. Also, make printed copies of your policies-and-
procedures manual easily accessible to all members of your staff. If you do not have a written
manual, create one, soliciting staff input along the way. If you already have a manual, consider
updating it (again, with staff input). You might also compare your policies to those of similar
practices and ask yourself whether particular policies are unreasonably strict or whether some
penalties are too harsh.
Supervision. To decrease dissatisfaction in this area, you must begin by making wise decisions
when you appoint someone to the role of supervisor. Be aware that good employees do not
always make good supervisors. The role of supervisor is extremely difficult. It requires
leadership skills and the ability to treat all employees fairly. You should teach your supervisors
to use positive feedback whenever possible and should establish a set means of employee
evaluation and feedback so that no one feels singled out.

Salary. The old adage "you get what you pay for" tends to be true when it comes to staff
members. Salary is not a motivator for employees, but they do want to be paid fairly. If
individuals believe they are not compensated well, they will be unhappy working for you.
Consult salary surveys or even your local help-wanted ads to see whether the salaries and
benefits you're offering are comparable to those of other offices in your area. In addition, make
sure you have clear policies related to salaries, raises and bonuses.

Interpersonal relations. Remember that part of the satisfaction of being employed is the social
contact it brings, so allow employees a reasonable amount of time for socialization (e.g., over

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lunch, during breaks, between patients). This will help them develop a sense of camaraderie
and teamwork. At the same time, you should crack down on rudeness, inappropriate behavior
and offensive comments. If an individual continues to be disruptive, take charge of the
situation, perhaps by dismissing him or her from the practice.

Working conditions. The environment in which people work has a tremendous effect on their
level of pride for themselves and for the work they are doing. Do everything you can to keep
your equipment and facilities up to date. Even a nice chair can make a world of difference to an
individual's psyche. Also, if possible, avoid overcrowding and allow each employee his or her
own personal space, whether it be a desk, a locker, or even just a drawer. If you've placed your
employees in close quarters with little or no personal space, don't be surprised that there is
tension among them.
Before you move on to the motivators, remember that you cannot neglect the hygiene factors
discussed above. To do so would be asking for trouble in more than one way. First, your
employees would be generally unhappy, and this would be apparent to your patients. Second,
your hardworking employees, who can find jobs elsewhere, would leave, while your mediocre
employees would stay and compromise your practice's success. So deal with hygiene issues
first, then move on to the motivators.

Work itself. Perhaps most important to employee motivation is helping individuals believe that
the work they are doing is important and that their tasks are meaningful. Emphasize that their
contributions to the practice result in positive outcomes and good health care for your patients.
Share stories of success about how an employee's actions made a real difference in the life of a
patient, or in making a process better. Make a big deal out of meaningful tasks that may have
become ordinary, such as new-baby visits. Of course employees may not find all their tasks
interesting or rewarding, but you should show the employee how those tasks are essential to the
overall processes that make the practice succeed. You may find certain tasks that are truly
unnecessary and can be eliminated or streamlined, resulting in greater efficiency and
satisfaction.
Achievement. One premise inherent in Herzberg's theory is that most individuals sincerely
want to do a good job. To help them, make sure you've placed them in positions that use their

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talents and are not set up for failure. Set clear, achievable goals and standards for each position,
and make sure employees know what those goals and standards are. Individuals should also
receive regular, timely feedback on how they are doing and should feel they are being
adequately challenged in their jobs. Be careful, however, not to overload individuals with
challenges that are too difficult or impossible, as that can be paralyzing.

Recognition. Individuals at all levels of the organization want to be recognized for their
achievements on the job. Their successes don't have to be monumental before they deserve
recognition, but your praise should be sincere. If you notice employees doing something well,
take the time to acknowledge their good work immediately. Publicly thank them for handling a
situation particularly well. Write them a kind note of praise. Or give them a bonus, if
appropriate. You may even want to establish a formal recognition program, such as "employee
of the month."

Responsibility. Employees will be more motivated to do their jobs well if they have ownership
of their work. This requires giving employees enough freedom and power to carry out their
tasks so that they feel they "own" the result. As individuals mature in their jobs, provide
opportunities for added responsibility. Be careful, however, that you do not simply add more
work. Instead, find ways to add challenging and meaningful work, perhaps giving the employee
greater freedom and authority as well. Employees will be more motivated to do their jobs well
if they have ownership of their work.

Advancement. Reward loyalty and performance with advancement. If you do not have an open
position to which to promote a valuable employee, consider giving him or her a new title that
reflects the level of work he or she has achieved. When feasible, support employees by
allowing them to pursue further education, which will make them more valuable to your
practice and more fulfilled professionally.

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TWO DIMENSIONS OF EMPLOYEE SATISFACTION

Frederick Herzberg theorized that employee satisfaction depends on two sets of issues:
"hygiene" issues and motivators. Once the hygiene issues have been addressed, he said, the
motivators create satisfaction among employees.

Hygiene issues Motivators

(Dissatisfiers) (Satisfiers)

Company and administrative policies Work itself

Supervision Achievement
Salary Recognition
Interpersonal relations Responsibility
Working conditions Advancement

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KEY POINTS:

 Employee satisfaction affects every aspect of a medical practice, from patient satisfaction to
overall productivity.

 Frederick Herzberg theorized that employee satisfaction has two dimensions: "hygiene" and
motivation.

 Hygiene issues, such as salary and supervision, decrease employees’ dissatisfaction with
the work environment.

 Motivators, such as recognition and achievement, make workers more productive, creative
and committed.

KEY FACTS:

» Job satisfaction is good not only for employees but employers, too; it increases productivity
and decreases staff turnover.

» Employee satisfaction is also correlated with patient satisfaction.

» Research from motivation theorist Frederick Herzberg suggests that employee satisfaction
has two components: "hygiene" and motivation.

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

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

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» Although employees do want to be paid fairly for their work, money is not an effective way
to motivate individuals.

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

» Employees also need some degree of personal space, which diffuses tension and improves
working conditions.

» Practices should address the hygiene issues before attempting to tackle the motivators.

» If hygiene issues are ignored, excellent employees will seek jobs elsewhere while mediocre
employees will stay behind.

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

» If you discover a task that is truly unnecessary, eliminate it so that your employees can focus
on tasks that matter.

» To help employees achieve on the job, provide them with ongoing feedback and adequate
challenges.

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

» To increase an employee's sense of responsibility, do not simply give them more work; give
them freedom and authority as well.

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COMPANY PROFILE

Tata Communications has an ISO 20000 and 27001 certifications for managed services and
data cent and the company has renewed ISO 14001 certificate. This achievement is a key
milestone in securing a leadership position in the managed hosting and storage and hosted
messaging services provider space.

Vision

”We will strive to be the preferred partner to our customers by providing appropriate and
cost-effective communication solutions”

Values
Customer Delight
Trust
Competitive
Employer of choice
Excellence
Team Work

Tata Communications comprehensive portfolio includes :

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 Transmission

 IP

 converged voice

 mobility

 managed network connectivity

 data centres

 communications solutions

 business transformation services for global and Indian enterprises

 service providers as well as broadband and content services to Indian

consumers.

 Tata Communication serves its customers from offices in 80 cities across

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

 Our unique market

TATA COMMUNICATIONS OFFERINGS

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We want access to integrated IT, telecom and BPO capabilities through industry-leading
domain expertise across all communication segments.

We offer business transformation solutions to leverage next-generation technologies, enhance

profitability and drive value creation.

 Comprehensive experience in telecom domain operations

 Innovative solutions for revenue and customer experience enhancement

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

 Truly global scalability options

 Core market strengths in emerging BPO countries

Network Related
Netwo Network Network
rk Engineering Implementation Operations
- Planning - Installation - Network
- Design - Commissioning Operations Centers
- Capacity Planning
- Access Mgmt

Service Related

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Service Planning & Service
Service Assurance
Deployment Fulfillment
- Enterprise - Order Mgmt - Complaint Mgmt
- Retail (Consumer) - Provisioning - Service Mgmt
- Testing - Technical Account Mgmt

Communications unique capabilities and partnership with TCS enable it to deliver at every
stage of telecom outsourcing. It offers the full spectrum of global, end-to-end business
transformation solutions for worldwide carrier customers through identified practice areas. It is
uniquely positioned to be a partner of choice for telecom companies around the world looking
to improve business results.

Recent Achievements

 Tata Communications features among the top five national long distance (NLD)
players in India with a revenue of Rs692 crore, a 37 per cent growth over last fiscals
revenue of Rs505 crore. Other players such as BSNL, Bharti Airtel, Reliance
Communications and Vodafone feature along with Tata Communications in the NLD
Market.

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

services, the first ever offering to deliver both private and public Cisco Telepresence
rooms to businesses across the world. Telepresence provides life-like, high definition
conferencing facilities with superior audio, video and environmental qualities to
provide a viable alternative to traditional face-to-face meetings.

CULTURE AT TATA COMMUNICATIONS FORMERLY KNOWN AS VSNL

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VSNL was first under the GOVT.; has been transformed into a PSU and now been privatized
& taken over by TATA.. The culture of VSNL has gone into metamorphoses from pure Govt.
to PSU to a Private Organization & hence is a blend of old & new style of thoughts & practices.
One can find people who vary widely in their capabilities, expectations, & concerns. People of
both stature are seen; an expert in their functional area who has expedited him/her-self to the
process of adopting to the fast & competitive pace of the Private company & still others who
are slow in adopting to the change. This transformation thrusts a greater responsibility into the
hands of HR department &
provides an impetus to manage change more than anything else. But certainly the feel good
factor of taken over by TATAs is certainly there. It will take some time to build a culture of its
own as massive restructuring is in the process. But there has been many initiatives of
developing & orienting people in the organization, which has helped in charting ways to first,
build back the confidence in the organization & then continuously improving the performance
of the employees.

Over the year’s repeated time-based promotions, transfers and rotations contributed to diffused
roles, ownership and accountability within the system. But with the advent of TATA the Roles
have been redefined & people are oriented to give them a boost to perform better & identify
with the companies vision, mission & policies and work towards it.

The work culture in VSNL is that of a people Friendly one where the people in any department,
due to a long time bonding perhaps, share good vibes with each other & are utmost cooperative
to each other.

Some of the highlights of the culture of PSU set up that were, are: -
 Job Security
 Less accountability at all levels
 Procedure oriented Working rather than Result oriented
 Bureaucracy
 Lack of ownership
 Lack of Customer Focus

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  A sense of Complacency

Well there are positive aspects of the PSU set up which encompasses
 Easy Going Culture
 No cut throat competition

But this culture could not have sustained the fast paced, competitive telecom industry whose
hallmark can be stated as Speed & Quality.

Though the privatization has brought in many changes for the better, to tackle some of the
problems & bring in reforms to forego the lack of efficiency & accountability prevalent in the
PSU set, but it brings with it a sea change in terms of Processes, evaluation procedures, job
profile, simply it brings about change in the way things are done & builds up an atmosphere of
competitiveness across the organization which will take time to sink in the minds of people
working with VSNL. But people in VSNL are quick to adapt to the new culture, as they are
already a witness to the transition from GOVT. to PSU. Though reservations are there for few
people who are taking a long time to adopt to the new culture of one that of competitiveness,
one that keeps one always on their toes to constantly improve.

But TATAs are making sure that the company is catapulted to success by way of many
initiatives creating a value driven company. Following the initiatives the company has gone
through many transformations, both in its business as well as people-related policies.

On the people front, the first thing that the company did was involving its employees at every
level of change. Tata strives to help align individual goals with the company’s objectives. Tata
believes, that focus should be on creating a high performance environment, which is conducive
to innovation, risk-taking, teamwork, recognition, competence, accountability and speed.

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

management system to align individual objectives with the company’s goal, identify and
reward good performers and provide feedback to all employees

Some of the other people excellence initiatives are–competitive compensation, opportunities

for personal and professional development, quality of work life, concept of pay-for-

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performance, rewards and family engaging activities and one of the crucial is giving a direction
to the people of VSNL by making them imbibe the TATA code of conduct, making them
establish their process as per the Quality mandate-TBEM which is constantly pushing them to
the path of EXCELLENCE.

WHY TATA COMMUNICATIONS?

• Leader in Telecommunication
TATA COMMUNICATIONS has been a pioneer in the area of international
telecommunications for over a century. It has developed a very strong presence in the area of
Enterprise Business Solutions and Retail business. TATA COMMUNICATIONS has now
diversified its business operations internationally in Asia, America and Europe. It has offices in
Singapore, Srilanka , USA and UK. Going forth there are scorching growth plans with TATA
COMMUNICATIONS planning to be the biggest player in each of these segments.

• Cutting edge Technology in Telecom

TATA COMMUNICATIONS has a long tradition of Technical excellence. It has always
managed advanced technologies in the telecom arena. Employees working at TATA
COMMUNICATIONS have the opportunity to master advanced and cutting edge technologies.

TATA COMMUNICATIONS embodies the well known TATA ethics and culture as given
below-

Integrity: We must conduct our business fairly, with honesty and transparency. Everything we
do must stand the test of public scrutiny.

Understanding: We must be caring, show respect, compassion and humanity for our
colleagues and customers around the world, and always work for the benefit of India.

Excellence: We must constantly strive to achieve the highest possible standards in our day-to-
day work and in the quality of the goods and services we provide.

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Unity: We must work cohesively with our colleagues across the Group and with our customers
and partners around the world, building strong relationships based on tolerance, understanding
and mutual cooperation.

WHAT TATA COMMUNICATIONS OFFERS?

TATA COMMUNICATIONS offers its employees careers and not jobs. The large numbers of
employees with life tenure at TATA COMMUNICATIONS testify to that. The secret to this
loyalty lies in the following:

• Growth
Due to the scorching pace of growth TATA COMMUNICATIONS provides its achievers a
fast paced growth path. Those who show potential are soon given higher responsibilities.
Employees grow into higher roles within the multiple business units of as well TATA
COMMUNICATIONS as group companies in the telecom space and outside it.

GOOD HR PRACTICES

 Fair and transparent Performance Evaluations

TATA COMMUNICATIONS has an online appraisal system based on the Balanced
Score Card. The system is completely transparent and is used to drive performance
through the organization. The system defines expectations from the employee, monitors
his/her performance and finally helps in the evaluation.

 Compensation linked to achievement

At TATA COMMUNICATIONS your compensation is strongly linked to your
performance. All employees have the opportunity to perform exceptionally and get paid
exceptionally.
Manpower planning

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HR department in VSNL has come into its full swing after the takeover by TATAs. So in its
PSU days the planning for manpower requirement & deployment was done annually. Annual
meeting of section/functional heads are conducted wherein the need for manpower was
discussed & put into a proper format i.e; the requisite qualifications, experience etc are
recorded & then the recruitment used to take place centrally for all the circles in the corporate
office based on the results of the written exams & interviews conducted.

After the takeover, though the HR department has grown & initiated many process for
employee development yet the restructuring after the takeover will take its time for the
company to get stabilized. Thus the manpower requirement is purely on the need basis, & to
account for the vacancies created.

There is no formal process of planning the manpower as of now on a periodic basis but the
functional head who is in need of people has to put up an application along with the details of
the profile of the person for the post, to the corporate functional head, whose approval will
further the direction to the corporate HR who in turn checks for the validity of the requirement
& then gives a permission for the hire.

Recruitment & Selection Practices

Process
 Requisition from the Departments/ Line Managers
 Prepare the Job Description/ Person specification
 Decide the compensation
 Call for CVs from the placement agencies/ place the requirement on a few job sites
 Screen the applications
 Call for interviews
 Preliminary interview by HR followed by the 2nd interview by Line Managers &
HR.

For hiring MTs/ GETs VSNL goes for Campus recruitment. Apart from that, many reputed
Placement agencies are also given the task of doing the initial screening process by conducting

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GDs, written tests etc on turn key basis. However, the final interview takes place at VSNL and
it is conducted by HR and specialized personnel.

Induction Process
Whenever new employees join, they are taken through an Induction Programme to help them in
getting acquainted with the overall work culture of the organization, various “Rules &
Regulations” & “Policies & Procedures” of the company at the regional level. Employees
joining at senior level are also taken through an orientation programme wherein they meet the
various functional/departmental heads. This is usually done by HR in the shape of Single
window i.e one HR person is attached to some departments and he/ she is made responsible for
taking care of the entire orientation process of the new join.
And after a substantial number of employees joins the office they are given Formal
induction program at the training center in Pune wherein they are made aware of the
products/services VSNL offers, the tariffs applied & the rate in the market etc. the
Functional head of different departments also make presentation on their
departments.

People Development

Since the takeover of TATAs emphasis on training & people development initiatives has
tremendously increased & following it a slew of training programs has been conducted to
benefit people
Over the past 2 years several new functions were created where none existed, or where they
were buried as part of some other department in the organization. Areas that were weak
were strengthened and supplemented by sales and marketing people brought in from other
Tata Group companies. These areas included carrier relations to work with domestic and
international telecom carriers or outside plant to implement the countrywide fibre optic
backbone for NLD, and customer services. Having evolved, these areas continue to change
with the needs of customers.

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The changes in structure and the creation of new roles within the company presented the need
for developing new skills within the system. Traditionally, the company had been very strong
in technical areas, but the increased market competition created a greater need to be more
customers focused, commercially more flexible and operationally very efficient. In order to
build these skills, training programmes were organized on functional areas

To supplement the management skills of the team, the company also developed a management
development programme. This programme focused on critical commercial skills like business
management, people and performance management, negotiating skills, and planning and
budgeting skills. A key part of this exercise was that Tata Group executives, who are operating
managers, were invited to share their experiences as managers with the VSNL teams.
Learning & Growth

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

enough opportunities to learn, develop & keep one self updated with the latest trends in their
respective area of work. They believe in providing an ambience conducive to learning &
growth. For a technology driven company like VSNL, up-gradation of skills is a continuous
process.

The various activities that go in this process are:

 Identification of Training needs & on the basis of PMS, one to one
Dialogue with individuals, interaction with the Line managers.
 Preparation of Training calendar
 Identify / Groom Internal Trainers
 Identify Quality External Trainers for all levels, Design Customized
programmes in consultation with them, negotiate for the budget
 Actual Conduct of Training Programmes
 Measuring the effectiveness of the training programme & take corrective
action.

25
These activities help the HR in understanding the areas for improvement as well as areas of
strength, which can be leveraged upon. The needs identified is being attended by sending
people to Various in-house Training as well as by nominating the people to programme
organized by the external agencies.

TATA COMMUNICATIONS is a full time member of Commonwealth Telecom Organization

(CTO), which conducts various training & development programs from which all member-
countries benefit. TATA COMMUNICATIONS sends its employees in various programs
conducted by CTO at domestic as well as international level. In addition to this, they also send
people to various seminars, which help keeping the employees updated on the latest trends in
their area of work and Industry as a whole.

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HR PRACTICES
NATURE OF WORK

Attracting the most qualified employees and matching them to the jobs for which they are best
suited is important for the success of any organization. However, many enterprises are too large
to permit close contact between top management and employees. Human resources, training,
and labor relations managers and specialists provide this link. In the past, these workers have
been associated with performing the administrative function of an organization, such as
handling employee benefits questions or recruiting, interviewing, and hiring new personnel in
accordance with policies and requirements that have been established in conjunction with top
management.

Today’s human resources workers juggle these tasks and, increasingly, consult top executives
regarding strategic planning. They have moved from behind-the-scenes staff work to leading
the company in suggesting and changing policies. Senior management is recognizing the
importance of the human resources department to their financial success.

In an effort to improve morale and productivity and to limit job turnover, they also help their
firms effectively use employee skills, provide training opportunities to enhance those skills, and
boost employees’ satisfaction with their jobs and working conditions. Although some jobs in
the human resources field require only limited contact with people outside the office, dealing
with people is an essential part of the job.

In a small organization, a human resources generalist may handle all aspects of human
resources work, and thus require a broad range of knowledge. The responsibilities of human
resources generalists can vary widely, depending on their employer’s needs. In a large
corporation, the top human resources executive usually develops and coordinates personnel
programs and policies. A director or manager of human resources and, in some cases, a director
of industrial relations, usually implements these policies.

27
The director of human resources may oversee several departments, each headed by an
experienced manager who most likely specializes in one personnel activity, such as
employment, compensation, benefits, training and development, or employee relations.

Employment and placement managers oversee the hiring and separation of employees and
supervise various workers, including equal employment opportunity specialists and recruitment
specialists. Employment, recruitment, and placement specialists recruit and place workers.

Recruiters maintain contacts within the community and may travel extensively, often to college
campuses, to search for promising job applicants. Recruiters screen, interview, and sometimes
test applicants. They also may check references and extend job offers. These workers must be
thoroughly familiar with the organization and its personnel policies in order to discuss wages,
working conditions, and promotional opportunities with prospective employees. They also must
keep informed about equal employment opportunity (EEO) and affirmative action guidelines
and laws, such as the Americans with Disabilities Act.

EEO officers, representatives, or affirmative action coordinators handle EEO matters in large
organizations. They investigate and resolve EEO grievances, examine corporate practices for
possible violations, and compile and submit EEO statistical reports.

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

working relationships with local employers and promote the use of public employment
programs and services. Similarly, employment interviewers—whose many job titles include
personnel consultants, personnel development specialists, and human resources coordinators—
help to match employers with qualified jobseekers.

Compensation, benefits, and job analysis specialists conduct programs for employers and may
specialize in specific areas such as position classifications or pensions. Job analysts, sometimes
called position classifiers, collect and examine detailed information about job duties in order to
prepare job descriptions. These descriptions explain the duties, training, and skills that each job

28
requires. Whenever a large organization introduces a new job or reviews existing jobs, it calls
upon the expert knowledge of the job analyst.

Occupational analysts conduct research, usually in large firms. They are concerned with
occupational classification systems and study the effects of industry and occupational trends
upon worker relationships. They may serve as technical liaison between the firm and other
firms, government, and labor unions.
Establishing and maintaining a firm’s pay system is the principal job of the compensation
manager. Assisted by staff specialists, compensation managers devise ways to ensure fair and
equitable pay rates. They may conduct surveys to see how their firm’s rates compare with
others and to see that the firm’s pay scale complies with changing laws and regulations. In
addition, compensation managers often oversee their firm’s performance evaluation system,
and they may design reward systems such as pay-for-performance plans.

Employee benefits managers and specialists handle the company’s employee benefits program,
notably its health insurance and pension plans. Expertise in designing and administering
benefits programs continues to take on importance as employer-provided benefits account for a
growing proportion of overall compensation costs, and as benefit plans increase in number and
complexity. For example, pension benefits might include savings and thrift, profit sharing, and
stock ownership plans; health benefits might include long-term catastrophic illness insurance
and dental insurance. Familiarity with health benefits is a top priority for employee benefits
managers and specialists, as more firms struggle to cope with the rising cost of healthcare for
employees and retirees. In addition to health insurance and pension coverage, some firms offer
employees life and accidental death and dismemberment insurance, disability insurance, and
relatively new benefits designed to meet the needs of a changing workforce, such as parental
leave, child and elder care, long-term nursing home care insurance, employee assistance and
wellness programs, and flexible benefits plans. Benefits managers must keep abreast of
changing Federal and State regulations and legislation that may affect employee benefits.

29
Employee assistance plan managers, also called employee welfare managers, are responsible
for a wide array of programs covering occupational safety and health standards and practices;
health promotion and physical fitness, medical examinations, and minor health treatment, such
as first aid; plant security; publications; food service and recreation activities; carpooling and
transportation programs, such as transit subsidies; employee suggestion systems; childcare and
elder care; and counseling services. Childcare and elder care are increasingly important due to
growth in the number of dual-income households and the elderly population. Counseling may
help employees deal with emotional disorders, alcoholism, or marital, family, consumer, legal,
and financial problems. Some employers offer career counseling as well. In large firms, certain
programs, such as those dealing with security and safety, may be in separate departments
headed by other managers.

Training and development managers and specialists conduct and supervise training and
development programs for employees. Increasingly, management recognizes that training
offers a way of developing skills, enhancing productivity and quality of work, and building
worker loyalty to the firm. Training is widely accepted as a method of improving employee
morale, but this is only one of the reasons for its growing importance. Other factors include the
complexity of the work environment, the rapid pace of organizational and technological
change, and the growing number of jobs in fields that constantly generate new knowledge. In
addition, advances in learning theory have provided insights into how adults learn, and how
training can be organized most effectively for them.

Training managers provide worker training either in the classroom or onsite. This includes
setting up teaching materials prior to the class, involving the class, and issuing completion
certificates at the end of the class.

Training specialists plan, organize, and direct a wide range of training activities. Trainer’s
respond to corporate and worker service requests. They consult with onsite supervisors
regarding available performance improvement services and conduct orientation sessions and
arrange on-the-job training for new employees. They help rank-and-file workers maintain and
improve their job skills, and possibly prepare for jobs requiring greater skill. They help

30
supervisors improve their interpersonal skills in order to deal effectively with employees. They
may set up individualized training plans to strengthen an employee’s existing skills or teach
new ones.

Training specialists in some companies set up leadership or executive development programs

among employees in lower level positions. These programs are designed to develop potential
executives to replace those leaving the organization. Trainers also lead programs to assist
employees with transitions due to mergers and acquisitions, as well as technological changes.
In government-supported training programs, training specialists function as case managers.
They first assess the training needs of clients, and then guide them through the most appropriate
training method. After training, clients may either be referred to employer relations
representatives or receive job placement assistance.

Planning and program development is an important part of the training specialist’s job. In order
to identify and assess training needs within the firm, trainers may confer with managers and
supervisors or conduct surveys. They also periodically evaluate training effectiveness.

Depending on the size, goals, and nature of the organization, trainers may differ considerably in
their responsibilities and in the methods they use. Training methods include on-the-job training;
operating schools that duplicate shop conditions for trainees prior to putting them on the shop
floor; apprenticeship training; classroom training; and electronic learning, which may involve
interactive Internet-based training, multimedia programs, distance learning, satellite training,
other computer-aided instructional technologies, videos, simulators, conferences, and
workshops.

An organization’s director of industrial relations forms labor policy, oversees industrial labor
relations, negotiates collective bargaining agreements, and coordinates grievance procedures to
handle complaints resulting from management disputes with unionized employees. The director
of industrial relations also advises and collaborates with the director of human resources, other
managers, and members of their staff, because all aspects of personnel policy—such as wages,

31
benefits, pensions, and work practices—may be involved in drawing up a new or revised union
contract.

Labor relations managers and their staffs implement industrial labor relations programs. When
a collective bargaining agreement is up for negotiation, labor relations specialists prepare
information for management to use during negotiation, a process that requires the specialist to
be familiar with economic and wage data and to have extensive knowledge of labor law and
collective bargaining trends. The labor relation’s staff interprets and administers the contract
with respect to grievances, wages and salaries, employee welfare, healthcare, pensions, union
and management practices, and other contractual stipulations. As union membership continues
to decline in most industries, industrial relations personnel are working more often with
employees who are not members of a labor union.

Dispute resolution—attaining tacit or contractual agreements—has become increasingly

important as parties to a dispute attempt to avoid costly litigation, strikes, or other disruptions.
Dispute resolution also has become more complex, involving employees, management, unions,
other firms, and government agencies. Specialists involved in dispute resolution must be highly
knowledgeable and experienced, and often report to the director of industrial relations.
Conciliators, or mediators, advise and counsel labor and management to prevent and, when
necessary, resolve disputes over labor agreements or other labor relations issues. Arbitrators,
sometimes called umpires or referees, decide disputes that bind both labor and management to
specific terms and conditions of labor contracts. Labor relations specialists who work for
unions perform many of the same functions on behalf of the union and its members.

32
 METHODS FOR MEASURING EMPLOYEE SATISFACTION

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

 Paper questionnaire distributed internally and returned to us directly,

 Internet survey

 Mixed methodology, combining the above. This enables all employees to respond,
regardless of Internet access or comfort levels.

Paper questionnaires are a proven methodology for this type of research, and continue to be
used with success. However, if everyone in your organization has Internet access (and actually
uses it), you may want to consider utilizing a web-based methodology to conduct your research.
We'll work with you to help you determine the most appropriate methodology for your
particular circumstance.

Optimizing employee satisfaction is key to the success of any business. And sound, insightful
employee satisfaction research is key to understanding how to achieve that optimization. The
Business Research Lab offers an experienced professional team to help you understand and
optimize your employee satisfaction programs.

Employees with higher job satisfaction:

 Believe that the organization will be satisfying in the long run

 Care about the quality of their work
 Are more committed to the organization
 Have higher retention rates, and
Uses for Employee Satisfaction Surveys include:

33
  Focusing of Employee Development Programs

 Enhancing Management/Employee Relations

 Training Needs Assessment

 Evaluation of Training

 Organizational Climate Survey

 Customer Satisfaction Survey

This process can also be a motivator of performance since it shows the employee that their
opinions and views are considered important.

How it is conducted?

Checklist of what to do when conducting an employee survey.

1. Needs Analysis Why is the survey being conducted? Meetings are held to determine the
goals and objectives, as well as the content of the project. Whether implemented
through individual interview or focus group this needs analysis will ensure that the
critical information is gathered in the manner that best fits the customer need and will
assist in determining the best method of collecting the data.

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

survey development. Our staff will handle all the details, including recruitment of focus
group members, moderation of the actual meeting in any city, and report generation on
information gathered.

3. Survey Design Develop survey instrument by synthesizing the information gathered

from needs analysis, focus groups and other documents available.

Determine the rating scale to be used:

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

34
 2. Excellent | good | fair | poor

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

4. To a very great extent | to a great extent | to some extent | to a very little extent |
to no extent at all

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

dissatisfied

4. Develop questionnaire A questionnaire used for Employee Attitude/Opinion Surveys

typically contains items that are rated on a 5-point scale. These items may be
developed to measure different dimensions of the organization (e.g., communication,
teamwork, leadership, initiative, management, compensation,). Questionnaires also
typically include one or more open-ended questions to solicit written feedback.

Questionnaires typically include from 50 to 100 items. When estimating the amount of
time to complete the questionnaire you should estimate about 1 minute per
questionnaire item.

If using a printed questionnaire form, you should consider using forms that can be
scanned into a computer.

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

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

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

conducted to improve the quality of the survey, and to increase the likelihood the
customer receives actionable information. Critiques are also performed to increase the
probability of high response rates.

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

data collection instrument by potential respondents. It can be completed for paper-
based, as well as electronic and phone based data capture. This may include a series of

35
 telephone interviews or focus groups designed to gather feedback on the content,
clarity, readability, relevance, length, and comprehensiveness of the item set, as well as
the overall experience of completing the instrument.

Pre-testing can show:

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

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

or unwillingness to answer the questions

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

questionnaire

4. Non-response problems

5. Any negative repercussions the survey may have on employees

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

confidentiality of the feedback results. For example, the feedback ratings from several
employees should be combined (averaged) to mask the identity of an individual
employee. Comments or written answers to questions may be summarized in the results
to mask the identity of the author. The confidentiality helps ensure that the results are
genuine.

8. Administer the questionnaire Distribute questionnaire forms (if using printed copies)
with instructions. May want to prepare answers to common questions if other
employees will be assisting in the administration. If possible, post the questions and
answers to your website for easy access.

9. Analyze the data Basic data analysis would include averages of ratings. More
complicated analyses may include item-analysis and/or factor-analysis. Types of
analyses include: Performance Dimension Summary; Summary-Performance vs.
Expected; Individual Item Ratings; Item Ratings-Performance vs. Expected (normed);
Highest- or Lowest-Rated Items (shows individual's strengths and weaknesses); Group
& Organizational Ranking, and Recommendations for Development.

36
 You may want to analyse the data by organizational division or department to assess
group and organizational strengths and weaknesses. This can be used to support or
promote training and organizational development.

10. Written Interpretive Reports Examine data through written interpretive reports,
which summarize the results of your study. We can provide reports that identify themes
in the data, and provide conclusions and recommendations.

11. Presentation of Survey Results The analysis of data in report format, or on a variety of
other media, such as CD-ROM, diskette, or Internet. Our research analysts can present
the results in person, via videoconference, or on video. These presentations can be done
at all levels of the organization with the content tailored to the needs and interest of
each constituent group. A typical presentation contains two major elements,
summarizing the result of the survey and of focused discussion of how to proceed with
the information.

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

You may want to provide individual review sessions or group workshops conducted by
a facilitator to help individuals review and understand the results and develop
appropriate goals and objectives.

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EMPLOYEE SATISFACTION SURVEY SOLUTION DRIVING EMPLOYEE
LOYALTY

Research shows that satisfied, motivated employees will create higher customer satisfaction
and in turn positively influence organizational performance. Noticing this trend, many
organizations are investing in measuring and quantifying employee opinions and attitudes by
incorporating Employee Satisfaction Surveys into their existing HR and organizational
processes.

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

More Accurate Perspective

Organizations achieve a more accurate view of current policies and a more clear perspective of
issues that are of higher priority to employees than others, such as benefits versus career
development, versus compensation

Increased Employee Loyalty

By quantifying and analyzing employee attitudes and opinions, enterprises can identify
problem areas and solutions to create a supportive work environment encouraging a motivated
and loyal workforce.

Training Needs Assessment

Employee Satisfaction Surveys aid in developing individual goals and career potential. With
more insight into their opinions and attitudes, management can establish professional
development initiatives.

38
Improved Customer Service
Because motivated employees are critical to improved organizational initiatives, such as
increasing customer satisfaction, enterprises that value and strive for greater employee
satisfaction ultimately create higher customer satisfaction.
Accurate & Personalized Surveys
By fully integrating into current HR systems and utilizing existing employee information, we
have more relevant and personalized surveys. Companies are able to turn responses into
actionable results to facilitate organizational changes, improve management and to increase
employee loyalty.

Faster Turnaround
It reduces the speed to create and deploy surveys, collect data and prepare personalized
individual reports, thus reducing response time and increasing overall satisfaction.

Follow-up & Reporting Capabilities

Companies can follow-up with employees who have not completed their survey, maximizing
the response rate and value of employee satisfaction feedback.

Instead of creating hundreds or thousands of results reports manually, they can all be automated
providing a single platform for report viewing and analysis furthering consistency across global
organizations, reducing lead time from months to days or hours

Flexibility
Global organizations can utilize the full multi-lingual survey and reporting capabilities enabling
a single platform throughout an enterprise. It is fully customizable around the organization in
which it's being used and can gather, process and act upon feedback from thousands to millions
of customers.

A comprehensive Employee Satisfaction process, can be key to a more a motivated and loyal
workforce leading to increased customer satisfaction and overall profitability for an enterprise.

39
What are the statistically significant factors that affect job satisfaction?

SIX FACTORS THAT INFLUENCE JOB SATISFACTION ARE AS FOLLOWS:

Opportunity.

Employees are more satisfied when they have challenging opportunities at work. This
includes chances to participate in interesting projects, jobs with a satisfying degree of
challenge and opportunities for increased responsibility. Important: this is not simply
"promotional opportunity." As organizations have become flatter, promotions can be rare.
People have found challenge through projects, team leadership, special assignments-as well
as promotions.

Actions:

40
 Promote from within when possible.

 Reward promising employees with roles on interesting projects.

 Divide jobs into levels of increasing leadership and responsibility.

It may be possible to create job titles that demonstrate increasing levels of expertise, which
are not limited by availability of positions. They simply demonstrate achievement.

Stress.

When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if
they interfere with employees' personal lives or are a continuing source of worry or
concern.

Actions:

 Promote a balance of work and personal lives. Make sure that senior managers model this
behavior.

 Distribute work evenly (fairly) within work teams.

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

 Manage the number of interruptions employees have to endure while trying to do their jobs.

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

Leadership.

Employees are more satisfied when their managers are good leaders. This includes
motivating employees to do a good job, striving for excellence or just taking action.
Actions:

 Make sure your managers are well trained. Leadership combines attitudes and behavior. It
can be learned.

41
 People respond to managers that they can trust and who inspire them to achieve meaningful
goals.

Work Standards.

Employees are more satisfied when their entire workgroup takes pride in the quality of its
work.

Actions:

 Encourage communication between employees and customers. Quality gains importance

when employees see its impact on customers.

 Develop meaningful measures of quality. Celebrate achievements in quality.

Fair Rewards.

Employees are more satisfied when they feel they are rewarded fairly for the work they do.
Consider employee responsibilities, the effort they have put forth, the work they have done
well and the demands of their jobs.

Actions:

 Make sure rewards are for genuine contributions to the organization.

 Be consistent in your reward policies.

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

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

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

Adequate Authority.

Employees are more satisfied when they have adequate freedom and authority to do their
jobs.

42
Actions:

When reasonable:

 Let employees make decisions.

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

 Establish work goals but let employees determine how they will achieve those goals. Later
reviews may identify innovative "best practices."

 Ask, "If there were just one or two decisions that you could make, which ones would make
the biggest difference in your job?"

43
The key to Employee Relations…
Is finding out what they really think.
Where does your company stand on each of the critical "4Cs" of employee satisfaction?
Commitment
Culture
Communications
Compensation

Commitment to assess employee engagement, Culture to gauge leadership and accountability,

Communications to identify roadblocks to effective management and Compensation to
measure employee perceptions of pay and benefits.

Core benefits of the Employee Satisfaction analysis using

Employee Response
 Access to a comprehensive survey which can be adapted to meet your needs
 Holistic analysis of employee satisfaction as the basis for entrepreneurial and customer-
oriented employees
 Consideration of significant of the organisation's power fields which influence employee
satisfaction Concrete ideas for improving employee satisfaction
 Generation of core and steering sizes (e.g. for Balanced Scorecard, ISO-certification)
 Independence and the related cost-savings in conducting the analysis.

Employee satisfaction - fundamental to company success

The willingness of employees to be customer-oriented as well as the interaction between
customer and employee determine to a significant degree the customer's perception of
performance. Employees are often claimed by management, entrepreneurs and researchers to
be the most important resource of the company. In practice, the proclaimed importance of
employees is, however, often only lip service. The related potential for increasing company
success is only used half-heartedly.

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Employee satisfaction - an important steering size

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

holistic measurement of employee satisfaction is necessary on several levels

 Goals
 Process
 Work Group
 Individual Person
 Communication & Information

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 OBJECTIVE OF THE STUDY

The present study is an evaluative survey of employee’s satisfaction and assessment system
of engineers with special reference to TATA COMMUNICATIONS with the objective to
determine the following.

 Degree of effectiveness of the present working environment.

 Employee’s evaluation of the limitations influencing the growth of the organization.
 Employee’s feeling of being motivated by their subordinates & the level of cooperation
achieved.
 Employee’s suggestions regarding changes in the present working conditions in order to get
success.

46
APPROACH TO THE STUDY

This study will relate to the amount of satisfaction achieved by the engineers at work with
special reference to TATA COMMUNICATIONS and will be limited to engineers at
different levels. Therefore, to start with, it is obvious to involve the engineers of TATA
COMMUNICATIONS from different departments.

Engineers will be put through a questionnaire and personal discussion for data collection. A
detailed questionnaire will be drawn with a view to collect comments and suggestions of
the engineers as to how they perceive their present job. The questionnaire will be designed
after the review of the background of knowledge and experience and the time people will
like to devote to give reasonable and correct views. The questions will be arranged in
sequence in order to avoid confusion and misunderstanding.

A common questionnaire will be designed for all the employees keeping in mind the
different aspects of employee satisfaction. A sample size of engineers from each level will
be taken for study and the response received from the respondents will be analyzed by
study of percentage.

EXPECTED CONTRIBUTION FROM THE STUDY

This study, based on the suggestion of the employees, will help in evolving an improved
way for performing the tasks in the organizations. This study will help to understand the
factors that lead to satisfaction contributing to the growth of the organization . It will also
help to understand the problems faced by the employees during work which would increase
the efficiency and output of the organization with same manpower.

47
 RESEARCH METHODOLOGY

Employee Satisfaction Survey

This Employee Satisfaction Survey asks questions which go to the heart of how an employee
feels about his or her company, job and work life. The result of the survey will indicate if there
is need to follow up.
This survey does not provide a complete list of the numerous issues that employees could raise
about management, work and work life. Even if there were a complete survey and if the
employer were to remedy all complaints, there would remain a serious flaw in that approach.
Aside from the cost & feasibility such an approach would be paternalistic and not constructive
because it would leave the employees out of the process.
This survey is brief, yet it exposes the core issues. If the need to follow up is indicated, then the
employees need to participate in person in the development of any follow up action. This
process would build trust, openness, communication & satisfaction- ultimately improving the
quality of work life and performance.

Employee Satisfaction Surveys allow an organization to understand employee perceptions.

Perception is reality. Because employees at every organization act on the basis of their
perceptions, management must be keenly aware of employee’s views. Employee satisfaction
surveys deliver a successful means of measuring, and acting upon, employees' current beliefs
on many job-related subjects
The Employee Satisfaction Survey consists of the following stages:

Design --> Administration --> Analysis

Effective employee surveys provide management with actionable items that:
 Engage employees in their desire to meet individual and organizational goals.
 Increase employee retention and development.
 Lead to increased customer satisfaction.
 Help management clarify "perception" vs. "reality" in understanding the things that matter
most to employees

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Results

The information gathered from employee satisfaction surveys gives us the management
knowledge that directly impacts the bottom line and fosters positive employee relations in any
or all of the following ways:

 Identifying cost-saving opportunities

 Improving productivity
 Reducing turnover
 Curbing absenteeism
 Strengthening supervision
 Evaluating customer-service issues
 Assessing training needs
 Streamlining communication
 Benchmarking the organization's progress in relation to the industry

Dimensions

Each item in employee satisfaction surveys is combined with other related survey items to
produce dimensions. These surveys solidly measure the following key aspects of employee
satisfaction:

 Overall Job Satisfaction

 Satisfaction with the Work
 Coworker Performance/Cooperation
 Pay Satisfaction
 Benefits Satisfaction
 Promotions/Career Advancement
 Supervisory Consideration
 Supervisory Promotion of Teamwork and Participation

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  Supervisory Instruction/Guidance
 Communication
 Human Resources/Personnel Policies
 Concern for Employees
 Productivity/Efficiency
 Training & Development
 Physical Working Conditions
 Customer Service
 Strategy/Mission
 Job Stress

It also gives you the choice to create your own customized survey dimensions, which
accurately measure topics of particular importance to your organization.

Engineers/officials will be put through a questionnaire and personal discussion for data
collection. A detailed questionnaire will be drawn with a view to collect comments and
suggestions of the engineers/officials as to how they perceive their jobs & their working
conditions. The questionnaire will be designed after the review of the background of
knowledge and experience and the time people will like to devote to give reasonable and
correct views. The questions will be arranged in sequence in order to avoid confusion and
misunderstanding.

However, in order to build a proper atmosphere for free and frank views it will be
clarified that information and discussion will be used only for academic purpose. This will
be an attempt to test the satisfaction of the employees in their present job, the adequacy of
the existing working conditions etc. From the point of view of academic study only, an
attempt will be made to get as much reaction as possible with the object of making the
study more authentic and bring out the view point of employees. In order to ascertain the
correctness of the information given by the employees they can also be personally
interviewed.

50
 A common questionnaire will be designed for all the employees keeping in mind the
different aspects of employee satisfaction.

A sample size of engineers from each level will be taken for study and the response
received from the respondents will be analyzed by study of percentage.

SAMPLE:

The target group of study consists of executive engineers of Videsh Sanchar Nigam Limited,
at different levels. The sample consists of 50 executives of Videsh Sanchar Nigam Limited.

51
 QUESTIONNAIRE:

A questionnaire was developed that consisted of particulars of the employees & questions
relating to the satisfaction acquired by the employees in accordance with there

 Job
 Skills
 Work culture
 Other Factors

It was intended to study the employee’s satisfaction in Videsh Sanchar Nigam Limited for
six categories of Respondents. Those categories are :

 Engineers
 Assistant Managers
 Sr. Managers
 Executives
 General managers
 Managers

The questionnaire is enclosed at Annexure .

52
Job Related Satisfaction

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

satisfaction that he gets from the job conducive to an employee’s development. Some of
the critical dimensions that were considered in the questionnaire were:

o Nature of job
o Motivation
o Flexibility
o Growth
o Work load
o Security

Skills Related Satisfaction

This refers to the system of assessment of the satisfaction among the employees based on
their skills that the management decides about the fulfillment of the particular needs of
the employee. Some of the parameters considered in the questionnaire are as follows:

o Innovation & Changes

o Training & Development
o Performance Appraisal
o Promotion & Transfers
o Skill’s Utilization

53
 Work Culture Related Satisfaction

It is closely related to the Organizational climate and relations between the employees of
the organization. Some of the parameters, which have been considered in the
questionnaire, are as follows:

o Communication
o Relationship with Peers
o Relationship with superiors
o Supervision
o Conflict Management
o Organizational Structure
o Value for Work
o Working Conditions

Other Factors Related Satisfaction

This refers to the satisfaction, which the employees get based on some other factors. The
parameters considered in the questionnaire under this are:

o Wages & Salaries

o Other Benefits & Allowances

54
55
 ANALYSIS METHOD

Various responses to objective type questions were ranked from 1 to 4 whereby point 1
was given to very much satisfied response and point 4 marked for very much dissatisfied
response. The responses were evaluated under four categories:

 Very much satisfied (VMS)

 Moderately satisfied (MS)

 Neither satisfied nor dissatisfied (NSND)

 Very much dissatisfied (VMD)

The responses to various questions were placed in these four categories and percentage
was taken out for the four categories for various dimensions. It is shown in the form of
table as follows:

56
Job Related Satisfaction

Rate your Satisfaction level on the basis of following parameters-

This consists of following sub dimensions:

Q1. Nature of the Job VMS MS NSND VMD

26 24 0 0

ANALYSIS & INTERPRETATION OF DATA

Majority of the respondents were very much satisfied with the nature of the job (55%), where
as 45% of other respondents were moderately satisfied.

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Q2. Degree of Motivation VMS MS NSND VMD
24 23 3 0

ANALYSIS & INTERPRETATION OF DATA

45% of respondents were very much satisfied by the degree of motivation for their job, 40%
were moderately satisfied with the meager 15% were neither satisfied nor dissatisfied.

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Q3. Flexibility VMS MS NSND VMD
28 20 1 1

ANALYSIS & INTERPRETATION OF DATA

50% of respondents were moderately satisfied with the growth, whereas 30% were very much
satisfied and 20% were neither satisfied nor dissatisfied.

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 Q4. Growth VMS MS NSND VMD
36 10 4 0

ANALYSIS & INTERPRETATION OF DATA

50% of respondents were moderately satisfied with the growth, whereas 30% were very much
satisfied and 20% were neither satisfied nor dissatisfied

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Q5. Workload VMS MS NSND VMD
28 14 4 4

ANALYSIS & INTERPRETATION OF DATA

Majority of the respondents (60%) were very much satisfied with the amount of workload
given to them whereas 30% were moderately satisfied, 5% were neither satisfied nor
dissatisfied and 5% were very much dissatisfied.

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 Q6. Job Security VMS MS NSND VMD
24 25 1 0

ANALYSIS & INTERPRETATION OF DATA

50% of respondents felt that their jobs were moderately secured, whereas 45% felt that their
jobs are very much secured and rest of 5% respondents were neither satisfied nor dissatisfied
with the job security factor.

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Skill’s Related Satisfaction

Rate your satisfaction level on the following basis

Q7. Innovations & Changes VMS MS NSND VMD

24 23 2 1

ANALYSIS & INTERPRETATION OF DATA

40% of the respondents were VMS with the innovations and changes, which are implemented
in their job, 35%, were MS whereas 20% were NSND and 5% of the respondents were VMD.

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Q8. Training & development VMS MS NSND VMD
0 32 16 2

ANALYSIS & INTERPRETATION OF DATA

Majority of the respondents i.e. 60% were MS with the training and development programs
whereas 30% were NSND and 10% of them were VMD.

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 Q9. Performance Appraisal VMS MS NSND VMD
10 12 20 8

ANALYSIS & INTERPRETATION OF DATA

Out of the whole number of respondents 50% were NSND with the performance appraisal
system followed by the organization whereas 40% were MS and out of rest of 10% of the
respondents equal proportions were VMS and VMD.

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Q10. Promotions & Transfers VMS MS NSND VMD
0 20 21 9

ANALYSIS & INTERPRETATION OF DATA

Concerned with the promotion and transfers 50% of the respondents were NSND, 45% were
MS and rest of 5% were VMD.

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Q11.Skill Utilization VMS MS NSND VMD
32 16 1 1

ANALYSIS & INTERPRETATION OF DATA

Majority of the respondents (70%) were MS with the degree to which they use their skill’s to
accomplish the given task and 30% were VMD.

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Work Culture Related Satisfaction

Q12. Communication VMS MS NSND VMD

24 26 24 0

ANALYSIS & INTERPRETATION OF DATA

45% of the respondents were MS with the way information flows within the organization, 20%
were VMS, 20% were NSND and 15% were VMD.

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Q13. Relationship (peers) VMS MS NSND VMD
23 26 1 0

ANALYSIS & INTERPRETATION OF DATA

Majority (55%) of respondents were MS with the relationship with their peers and rest 45%
were VMS whereas relationship with the superiors majority (55%) were VMS and 45% were
MS.

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Q14.Relationship (superiors) VMS MS NSND VMD
29 21 0 0

ANALYSIS & INTERPRETATION OF DATA

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

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Q15.Supervision VMS MS NSND VMD
20 16 7 7

ANALYSIS & INTERPRETATION OF DATA

Out of the total respondents 50% of them were VMS with the style of supervision offered by
the superiors, 30% were MS, 10% were NSND and 10% were VMD.

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Q16. Conflict management VMS MS NSND VMD
12 24 8 6

ANALYSIS & INTERPRETATION OF DATA

In the opinion of the total respondents about the conflict management in the organization 40%
said that they are MS, 30% said they are NSND, 20% were VMS and rest 10% were VMD.

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Q17.Organizational Structure VMS MS NSND VMD
14 18 16 4

ANALYSIS & INTERPRETATION OF DATA

45% of the total respondents were MS with the organizational structure whereas 35% were
NSND and 20% were VMS.

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Q18.Value for Work VMS MS NSND VMD
18 20 12 0

ANALYSIS & INTERPRETATION OF DATA

Regarding the value and importance given to the employees’ work 50% of the respondents
were MS, 40% were VMS and 10% were NSND.

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Q19. Working conditions VMS MS NSND VMD
10 26 10 4

ANALYSIS & INTERPRETATION OF DATA

50% of the respondents were VMS with the working conditions provided to them, 30% were
MS, 15% were NSND and 5% were VMD.

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 Q20.Participation encouragement VMS MS NSND VMD
10 16 14 10

ANALYSIS & INTERPRETATION OF DATA

With the amount of encouragement given in decision-making, 50% of the respondents were
VMS, 30% were MS and rest 20% were NSND.

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Other Factors Related Satisfaction

Q21. Wages & Salaries VMS MS NSND VMD

12 36 1 1

ANALYSIS & INTERPRETATION OF DATA

Majority (60%) of the respondents were MS satisfied with the Salaries paid to them, 25% were
NSND, 10 % were VMS and 5% were VMD.

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Q22.Other Benefits & Allowances VMS MS NSND VMD
17 18 10 5

ANALYSIS & INTERPRETATION OF DATA

Regarding other benefits and allowances provided by the organization 40% were MS, 35%
were VMS, 20% were NSND and 5% of the respondents were VMD.

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 CONCLUSION

The preceding details present the satisfaction acquired by the employees working in
TATA COMMUNICATIONS. The questionnaire put up to a sample of employees,
records their views & as to what level of satisfaction they get while working under
various departments in the organization. Based on the feedback given by this sample
group of employees, the conclusion regarding the Employee Satisfaction Survey
undertaken in the organization are as follows.

 There is a feeling that the Performance Appraisal system is not open to the employees.
It does not help the employees in their improvement; moreover the
Self-Appraisal seems to be a formality.

 The flow of information between different departments is not adequate. Generally the
employees do not come to know of the remarks regarding the information put up by
their superior.

 Regarding the assessment of the training & development needs, there is no proper
procedure followed. The decision regarding who should be imparted the training, is
more based on the management’s discretion and less on the genuine requirement.

 There is a general feeling that at the time of entry in the organization, the employees are
not briefed about their career growth in the organization. They also have a feeling that
their senior officers are not supervising them properly.

 Many people have the feeling that their workload should be reduced to a certain extent
& proper working conditions should be provided to them.

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 RECOMMENDATIONS

Based on the feedback & as per the interaction with the people, I endeavor
certain recommendations as a remedy to the problems faced by the employees
working in the organization:

 There has to be a proper work distribution among the staff. It should not happen that
some are sitting idle and some are slogging under the pressure of work.

 Emphasis should be to build a strong ‘pay for performance’ work culture.

Compensation that is “real-time equitable”.

 Benefits that meet the individual’s needs and ensuring that they are communicated and
understood.

 At the time of their entry in the organization , the employees should be made aware of
the career opportunities in the organization. The superiors should continuously update
their subordinate about the various opportunities and how to exploit them.

 It is necessary that job rotation be practiced in the organization. Time to Time new
opportunities should be given to the individuals, so as to sustain their interest and
enthusiasm. It is necessary that every employees be given a chance to go for training &
development programs as suitable for him.

 Giving employees access to the latest technology and tools. Providing work/life
programs that allow employees to balance work with family, education, hobbies, etc.

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 LEARNINGS FROM THE PROJECT

As my project involved visiting various departments at VSNL, it gave me an opportunity to

know about their infrastructure, resources, working environment & its workforce.
Thereby it

 Gave me wide exposure into the HR field.

 Gave me an opportunity to study different HR practices prevalent in VSNL in detail.
 Gave me a real time experience of dealing with different people.

Above all I learnt to be patient & the persuasive skill to get people to interact with me despite
their busy schedule.

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 BIBLIOGRAPHY

1. Human Resource Management Subha Rao

& Industrial Relations

2. Personnel Management C.B.Mamorria

3. Personnel Management Flippo

4. Human Resource Management Wendall, French

WEBSITES REFERRED:

 www.employeesatisfactions.com
 www.confirmit.com
 www.insightlink.com
 www.imptools.com
 www.hrsolutionsinc.com
 www.hr-survey.com

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