72754394 MBA PROJECT Reliance Communication HR Asha Rani

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A

PROJECT REPORT

ON

H.R Policies & Strategies inReliance Communications

Submitted in partial fulfillment of thedegree of

Master of Business Administrationof

Under Sikkim manipalUniversity

SUBMITTED BYNAZMA PARVEEN

MBA (H.R) (4rth Sem)


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SUBMITTED TOMS. ROMA ROYFaculty Guide

Apar India collage

APAR INDIA COLLAGE OF MANAGEMENT & TECHNOLOGYROHINI BRANCH (DELHI)

CERTIFICATE

This to certify that Ms. Nazma Parveen a student ofMBA(H.r) 4rth Sem

has successfully completed her project under my supervision.

During this period, she has worked on the project titled zas partial

fulfillment for the award of the degree of Master of Business

Administration underSikkim manipal. University.

The project report work done by the candidate has not been submitted to any

university for the award of any degree. Her performance and conduct has

been good.

Date: (Faculty Guide) MS. ROMA ROY

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DECLARATION

I here by declare that summer training report entitled H.R

Policies & Strategies in Reliance

Communications Communications submitted to the

Sikkim Manipal University, for the partial fulfillment of

MASTER OF BUSINESS ADMINISTRATION degree in an

original and authentic record of my own work carried out for

the 8 weeks under the supervision of Ms. Roma roy,

Faculty Guide, Apar India Collage .

Finally, in the best of my knowledge, it has not published

earlier where or presented to any institution/university for an

end of any degree.

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NAZMA PARVEENMBA(H.R) 4rth Sem)

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DECLARATION

I here by declare that summer training report entitled H.R

Policies & Strategies in Reliance

Communications Communications submitted to the

Sikkim Manipal University, for the partial fulfillment of

MASTER OF BUSINESS ADMINISTRATION degree in an

original and authentic record of my own work carried out for

the 8 weeks under the supervision of Ms. Roma roy,

Faculty Guide, Apar India Collage .

Finally, in the best of my knowledge, it has not published

earlier where or presented to any institution/university for an

end of any degree.

NAZMA PARVEENMBA(H.R) 4rth Sem)

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ACKNOWLEDEMENT

A task undertaken without offering prayers to almighty and talking blessings

from the elders is not a good beginning. Likewise the work completed

without acknowledging the assistance to those who were always by my sides

to make my efforts fruitful in the task left incomplete.

In the beginning, I would like to express my sincere thanks to my Institute

teachers for giving me an opportunity to take the practical experience of

working life.

I convey my sincere thanks to Ms Roma Roy, Faculty Guide, , apar

india collage,Rohini (Delhi ) and Industry Guide, Mr. Sameer Bhardwaj

for providing me the proper guidance for providing me the opportunity to

carry out my summer training project effectively and efficiently. I would

also like to pay thanks to all my classmates and friends and my family

members for co-operating with me and helping me to complete the project.

Nazma Parveen

MBA H.R (4rth Sem)

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CONTENT

Institutional Certificate

Organizational Certificate

Declaration

Acknowledgement

Executive Summary

Objective of Study

Company Profile

Research Methodology

Data Analysis

Findings & Suggestions

Limitations

Conclusions

Bibliography

Annexure (Questionnaire)

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EXECUTIVE SUMMARY

The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is

India's largest private sector enterprise, with businesses in the energy and

materials value chain. Group revenues add up to USD 20 billion.

The flagship company, Reliance Industries Limited, is a fortune global

500company.

The Group's activities span exploration and production of oil and gas,

petroleum refining and marketing, petrochemicals (polyester, fiber

intermediates, plastics and chemicals) and textiles.

The project assigned was employee retention or employee job satisfaction

and task assigned was media planning, buying , preparing the directory of

the media persons and held the interviews with the all the news channels and

the financial media and prepared the questionnaire that defined the

relationships between media and launching of employee job satisfaction.

News channels and various newspaper offices were personally visited for

media planning and preparing the directory and fixing the appointments with

Industry Guide.

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For defining the relationships between service/job and workers/employee,

has been used used as a Statistical tool from the data collected through

Questionnaires.

Quality without creativity is meaningless. As changes grow ever more

unpredictable creativity is rapidly becoming recognized a core management

skill.

Todays business environment demands that managers posses a wide range

of knowledge skills and competencies, as well as sound understanding of

management process and function. Managers need to be able to make best

use of their time, talent and of other people to work with and through others

to achieve corporate objectives.

They also need to demonstrate their ability not merely to solve problems, but

to transform them and design ways through them.

This report concerns job satisfaction level and organizational climate, which

are the important function in every organization.

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OBJECTIVE OF STUDY

The quest for

Perfection

Cellular service has been the most popular & developing medium of

communication among all the new modes. Through mobile or cellular

services we can talk anytime to any person around the world. Cellular is the

most advanced form of wireless communication & has been highly

developed with the present & the forthcoming Value added services. The list

of wireless communication in future is as endless as we dare to dream. The

fantastic range of possibilities that will come with the next 3rd Generation of

wireless communication will require far reaching technological innovation

to make them a reality.

Reliance Communications envisions a digital revolution that will bring

about a New Way of Life. A Digital Way of Life. For a New India.

This project has two parts; first one aims at employee job

satisfaction and its climate, and secondly the

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implementation of satisfaction between work,

environment and workers. Through this project, it has

been tried to find out that what are the parameters on which

the company is working and what are the current problems

they are facing in providing service to the customers.

Staying ahead of competitors solely through customer

service is becoming more and more difficult. Its arrogant

for a company to believe; that it can deliver the same sort of

product that its rivals do and actually do better for very long.

Thats especially true today, when the flow of information

and capital is incredibly fast. Its also painfully obvious that

every business in an industry cant compete using the same

cost/price model.

Now in this situation, the only way by which a company can

prove its superiority over other is through distinctiveness.

One can differentiate based on the core product/service

offering, price or total cost of ownership or the total

relationship and customer experience. Here is where CRM

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plays an important part and can work as a differentiating

business strategy.

Entering the organization is like stepping into altogether a

New World. At first everything seems to be strange and

unheard, but as time passes, one understands the concept

and working of the organization and thereby develops

Professional relationship.

The research that has been undertaken consists in the field of

Self Development Highlighting the vital aspect of Self

Development. A fair idea is brought up about the essence in writing report,

which constitutes the loopholes in the self-development schemes in the

corporate inter/intra departments.

The METHODOLOGY will make the report more precise as it would give

a fair idea as to by what means the information has been gathered. A detailed

study of the report can be seen in the FINDINGS which would constitute

of a definite aspect in building up of Project Work.

The CONCLUSION AND RECOMMENDATIONS are very clearly

defined.

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CHAPTER -1

Introduction

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COMPANY PROFILE

TELECOMMUNICATION IN INDIA

The telecom services have been recognized

the world-over as an important tool for

socio-economic development for a nation

and hence telecom infrastructure is treated

as a crucial factor to realize the socio-

economic objectives in India. Accordingly,

the Department of Telecom has been formulating developmental policies

for the accelerated growth of the telecommunication services. The

Department is also responsible for grant of licenses for various telecom

services like Unified Access Service Internet and VSAT service. The

Department is also responsible for frequency management in the field of

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radio communication in close coordination with the international bodies. It

also enforces wireless regulatory measures by monitoring wireless

transmission of all users in the country.

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TELECOM COMMISSION

The Telecom Commission was set up by the Government of India vide

Notification dated 11th April, 1989 with administrative and financial powers

of the Government of India to deal with various aspects of

Telecommunications. The Commission consists of a Chairman, four full

time members, who are ex-officio Secretary to the Government of India in

the Department of Telecommunications and four part time members who are

the Secretaries to the Government of India of the concerned Departments.

The part time Members of Telecom Commission are :-

1. Secretary (Department of Information Technology)

2. Secretary (Finance)

3. Secretary (Planning Commission)

4. Secretary (Industrial Policy & Promotion).

The Telecom Commission and the Department of Telecommunications are

responsible for policy formulation, licensing, wireless spectrum

management, administrative monitoring of PSUs, research and development

and standardization/validation of equipment etc. The multi-pronged

strategies followed by the Telecom Commission have not only transformed

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the very structure of this sector but have motivated all the partners to

contribute in accelerating the growth of the telecom sectors.

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RELIANCE COMMUNICATIONS PROFILE

INDIA S LEADING INTEGRATED TELECOM COMPANY

Reliance Communications is the flagship company of the Anil Dhirubhai

Ambani Group (ADAG) of companies. Listed on the National Stock

Exchange and the Bombay Stock Exchange, it is Indias leading integrated

telecommunication company with over 30 million customers.

Their business encompasses a complete range of telecom services covering

mobile and fixed line telephony. It includes broadband, national and

international long distance services and data services along with an

exhaustive range of value-added services and applications. Their constant

endeavour is to achieve customer delight by enhancing the productivity of

the enterprises and individuals we serve.

Reliance Mobile (formerly Reliance India Mobile), launched on 28

December 2002, coinciding with the joyous occasion of the late Dhirubhai

Ambanis 70th birthday, was among the initial initiatives of Reliance

Communications. It marked the auspicious beginning of Dhirubhais dream

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global depositary receipts, convertibles and bonds. Starting in 1991, he

directed Reliance Industries in its efforts to raise over US$ 2 billion. He also

steered the 100-year Yankee bond issue for the company in January 1997.

M embership:

Wharton Board of Overseers, The Wharton School, USA

Central Advisory Committee, Central Electricity Regulatory

Commission

Board of Governors, Indian Institute of Management,

Ahmedabad

Board of Governors Indian Institute of Technology, Kanpur

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SCOPE OF STUDY

VISION

With mobile devices, netways and broadband systems

linked to powerful digital networks, Reliance

Communications will usher fundamental changes in

the social and economic landscape of India.

Reliance Communications will help men and women connect and

communicate with each other. It will enable citizens to reach out to their

work place, home and interests, while on the move. It will enable people to

work, shop, educate and entertain themselves round the clock, both in the

virtual world and in the physical world. It will make available television

programmes, movies and news capsules on demand. It will unfurl new

simulated virtual worlds with exhilarating experiences behind the screens of

computers and televisions.

Users of Reliance Communications's full range of services would no

longer need audiotapes and CDs to listen to music. Videotapes and DVDs

would not be necessary to see movies. Books and CD ROMs would not be

needed to get educated. Newspapers and magazines would not be required to

keep abreast of events. Vehicles and wallets will become unnecessary for

shopping.

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Reliance Communications will disseminate information at a low cost. "Make

a telephone call cheaper than a post card". These prophetic words of

Dhirubhai Ambani will be a metaphor of profound significance for Reliance

Communications. Reliance Communications will regularly unfold new

applications. Continually adapt new digital technologies. Create new

customer experiences. Constantly strive to be ahead of the world.

Reliance Communications will transform thousands of villages and

hundreds of towns and cities across the country. Above all, Reliance

Communications will pave the way to make India a global leader in the

knowledge age.

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MISSION

"We will meet global standards for telecom services that delight customers

through:

Customer service focus

Empowered employees

Innovative services

Cost Efficiency"

A D ream C ome T rue

The Late Dhirubhai Ambani dreamt of a digital India an India where the

common man would have access to affordable means of information and

communication. Dhirubhai, who single-handedly built Indias largest private

sector company virtually from scratch, had stated as early as 1999: Make

the tools of information and communication available to people at an

affordable cost. They will overcome the handicaps of illiteracy and lack of

mobility.

It was with this belief in mind that Reliance Communications (formerly

Reliance Infocomm) started laying 60,000 route kilometers of a pan-India

fibre optic backbone. This backbone was commissioned on 28 December

2002, the auspicious occasion of Dhirubhais 70th birthday, though sadly

after his unexpected demise on 6 July 2002.

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Reliance Communications has a reliable, high-capacity, integrated (both

wireless and wireline) and convergent (voice, data and video) digital

network. It is capable of delivering a range of services spanning the entire

infocomm (information and communication) value chain, including

infrastructure and services for enterprises as well as individuals,

applications, and consulting.

Today, Reliance Communications is revolutionizing the way India

communicates and networks, truly bringing about a new way of life.

Wireless wonderland

Reliance Mobile

With over 30 million subscribers, Reliance Mobile is Indias largest mobile

service brand. Reliance Mobile services now cover over 10,300 cities and

towns across India. We have achieved many milestones in this short

journey. In 2003, AC Nielsen voted Reliance Mobile (formerly Reliance

India Mobile) as Indias Most Trusted Telecom Brand. In July 2003, it

created a world record by adding one million subscribers in a matter of just

10 days through its Monsoon Hungama offer. What sets Reliance Mobile

apart is the fact that nearly 90 per cent of our handsets are data-enabled, and

can access hundreds of Java applications on Reliance Mobile World.

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Reliance Mobile has ushered in a mobile revolution by offering advanced

multimedia handsets to the common man at very affordable rates. This

innovative low pricing has increased the number of mobile phone users and

its result is clearly reflected in the meteoric rise in Indias tele-density over

the past four years.

Theirpan-India wireless network runs on CDMA2000 1x technology, which

has superior voice and data capabilities compared to other cellular mobile

technologies. CDMA200 1x is more cost-effective as it utilizes the scarceradio spectrum more efficiently than other technologies do. Enhanced voice

clarity, superior data speed of up to 144 kbps and seamless migration to

newer generations of mobile technologies are some of the differentiators that

set CDMA200 1x technology apart from its competitors.

Reliance Mobile World

The Reliance Mobile World suite of Reliance Mobile is a unique Java-based

application. Its uniqueness lies in the fact that it enables complex Internet

application to be introduced in mobile phones effectively and quickly.

Reliance Mobile World receives over 1.5 billion page views per month from

Reliance Mobile users.

Reliance Mobile World offers a wide array of applications that include

hourly news updates, high quality headline video clips, downloadable multi-

lingual ring tones, seasonal updates including festival specials, city and TV

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specials, exam results, astrology, mobile banking, bill payment, stock

information, commodity prices, railway and air ticket booking.

With over 150 data applications offering varied services unique to any

wireless service in India Reliance Mobile World is truly a treasure house

of knowledge, information, entertainment and commerce.

REVIEW Network

Telecommunicati

on networks are

the infrastructure

for provisioning

Communications

services. All

businesses today

are dependent on

telecom to

continue their day-to-day operations. The range and quality of

services that can be provisioned is determined by the quality of the

network deployed.

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The Reliance Communications network consists of 60,000 kilometers

of Optical Fibre Cables spanning the length and breadth of India.

These cables can carry thousands of billions of bits per second and

can instantly connect one part of the country with another. This

physical network and its associated infrastructure will cover over 600

cities and towns in 18 of the country's 21 circles, 229 of the nations

323 Long Distance Charging Areas (LDCAs) and broadband

connectivity to over 190 cities. This infrastructure will be backed by

state-of-the-art information management systems and a customer-

focused organization.

An interesting aspect of the network is the manner in which these fibres are

interconnected and deployed. Reliance's architecture is so fault-tolerant that

the chances of failure are virtually nil. Reliance's ring and mesh architecture

topology is the most expensive component to implement, but assures the

highest quality of uninterrupted service, even in the event of failure or

breakage in any segment of the network. Reliance has 77 such rings across

the country with at least three alternative paths available in metros.

Connected on this topology, the service has virtually no chance of disruption

in quality performance.

Access networks determine the services that can finally be delivered to

customer. Our network has wireline access technologies based on fibre as

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well as copper. Fibre in the access network makes broadband services easy

to deploy. The wireless access network deployed for CDMA 1X is spectrum

efficient and provides better quality of voice than other networks and higherdata rates. CDMA 1X also provides an upgradation path to future

enhancements.

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BUSINESS

Reliance Communications will offer a complete range of telecom services,

covering mobile and fixed line telephony including broadband, national and

international long distance services, data services and a wide range of value

added services and applications that will enhance productivity of enterprises

and individuals.

Reliance India Mobile, the first of Reliance Communications' initiatives was

launched on December 28, 2002, the 70th birthday of the Reliance group

founder, Shri. Dhirubhai H. Ambani.

This marks the beginning of Reliance's dream of ushering in a digital

revolution in India by becoming a major catalyst in improving quality of life

and changing the face of India. It aims to achieve this by putting the power

of information and communication in the hands of the people of India at

affordable costs.

Reliance Communications will extend its efforts beyond the traditional value

chain to develop and deploy telecom solutions for India's farmers,

businesses, hospitals, government and public sector organizations.

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COMMUNICATION ASSETS

Empowering Indian villages

Reliance Communications is committed to bringing about a complete

revolution in rural telephony. With this goal set high on our agenda, we have

initiated a mammoth expansion plan to reach out to four lakh villages across

the length and breadth of the country. Our 80,000 kilometres of terabit

Optic Fibre Cable network forms the backbone of our nationwide

expansion, facilitating unlimited and uninterrupted voice, data and video

applications.

They stand strongly by their commitment to empower the people of India

with the freedom to communicate by realising their founder Chairman

Dhirubhai Ambanis dream of heralding a digital revolution.

Reliance World, our unique infotainment data application, already enjoys

1.5 billion page views a month. With this roll out, countless more Indians

will be able to avail of our services and stay connected. Rural India will have

unlimited access to the Internet through the increasingly popular Reliance

Net connect. It will surely put India on the fast track to knowledge-led

leadership. It is a recognized fact that each point of increase in tele-density

results in a 3 per cent growth in the countrys GDP.

Village Public Telephone

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Reliance Communications Village Public Telephone (VPT) is a pioneering

effort to introduce telephones in villages that do not have any telephone

connections till date. These VPTs with STD facility are being installed invillages for the convenience of the villagers. As per our license obligation

we have installed VPTs covering 59 talukas. They are receiving subsidy

support for 3,599 VPTs every quarter from the USOF.

Rural Community Phone (RCP)

After achieving the target of one village public telephone per village,Reliance Communications next plan of action is to provide Rural

Community Phones (RCPs) in each of those villages where the population

exceeds 2000. These RCPs, with STD facility, are to be installed in public

places including shops, schools and primary health centres. We are fully

committed to installing about 22,000 RCPs covering 61 districts across 11

states in India by 2006.

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MANAGEMENT PHILOSOPHY

We will devote our human resources and technology to create superior

products and services, there by contributing to a better global society.

Our management philosophy represents our strong determination to

contribute directly to the prosperity of people all over the world-a single

human society key to our efforts is our own people, whose talent and

creativity are dedicated to doing their best at all time.

Technology also plays an important role in making it possible to achieve

higher standards of livings. And superior product and services or what we

are all about.

We believe that the success of our contribution to the society and to the

mutual prosperity of people across national boundaries truly depends on howwe manage our company. Thus we challenge the world to create the future

with our customer. Our determination is growth-a perpetual challenge-but

always working within the context of cooperative and inclusion of our

customers.

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MANUFACTURING AT

RELIANCE COMMUNICATIONS

"Reliance Communications envisions a digital

revolution that will bring about a New Way of

Life.

A Digital Way of Life. For a New India."

Cellular service has been the most popular & developing medium of

communication among all the new modes. Through mobile or cellular

services we can talk anytime to any person around the world. Cellular is the

most advanced form of wireless communication & has been highly

developed with the present & the forthcoming Value added services. The list

of wireless communication in future is as endless as we dare to dream. The

fantastic range of possibilities that will come with the next 3rd Generation of

wireless communication will require far reaching technological innovation

to make them a reality.

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Quality without creativity is meaningless. As changes grow ever more

unpredictable creativity is rapidly becoming recognized a core management

skill.

Todays business environment demands that managers posses a wide range

of knowledge skills and competencies, as well as sound understanding of

management process and function. Managers need to be able to make best

use of their time, talent and of other people to work with and through others

to achieve corporate objectives.

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HR PRACTICES IN

RELIANCE COMMUNICATIONS

WORKERS PARTICIPATION IN DECISION MAKING / PLANNING

IN RELIANCE COMMUNICATIONS

A comprehensive scheme for employees participation in management has

also been promoted in Reliance Communications the basic of this scheme is

to devise a system whereby mutual trust and confidence are created between

employees and management, which would promote active involvement of

the employees with the work process it would also motivate them to give

their best and to achieve greater job satisfaction resulting in the fulfillment

of the larger objectives of the firm.

There are two tiers system of employees participation which will operatethrough

Unit council

Joint council

TIER 1 UNIT COUNCIL

There is one unit council on circle level which consists of chairman,

secretary and 6 members.

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SCOPE AND FUNCTIONS

1) To assist management in achieving monthly / yearly targets.

2) To assist in improvement in turnover / output, efficiency including

elimination of wastage and optimum utilization of machine capacity

and manpower.

3) Specifically identify areas of low out put and recommend corrective

steps to eliminate relevant contributing factors.

4) To study absenteeism in the units and recommend steps to reduce the

same.

5) To enforce safety measures.

TIER 2 JOINT COUNCIL

There is one joint council in each project which consist of chairman,

secretary, 7 members.

SCOPE AND FUNCTIONS

1) To assist the management in achieving optimum turnover,

efficiency and higher productivity of man and machinery for the

project as a whole.

2) Matters emanating from unit council which remain unresolved.

3) Assist in development of skills of employees and promotion

adequate facilities for training.

4) Assist in preparation of work schedule.

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5) To assist in optimum use of raw material.

6) To assist in improvement of general health, welfare and safety

measures in the project.

The scheme generally covers all types of suggestions on any one or more

of the following facts of working of the corporations:

USE OF MACHINE AND EQUIPMENT

1.Improvement in design and/or quality of product.2.Improvement in methods of maintenance and reducing wear and tear.

3.Mechnising the hand operations.

4.Combining different processes

SIMPLIFICATION OF OPERATION

1.Eliminating of operation.

2.Combining different operation.

3.Reducing fatigue.

OFFICE ROUTINE

1.Reducing the volume of records and paper work without loss of

efficiency.

2.simplification of procedures and routing operations.

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WORKING CONDITIONS AND SAFETY

1.Improvement of working condition including safety, health, safetydevices and environmental conditions.

2.Improvement of interpersonal relationship.

PROJECT DESIGN ASPECTS

1.Suggestion leading to advantageous scheduling of the total project.2.Suggestions leading to better investigation technique.

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RATIONALE BEHIND THE STUDY

The present age is the age of competition. Every field is becoming highly

competitive day by day. For the growth of any activity, skill and

knowledge is very important and for that matter. Institution always plays

an imperative role. On account of financial liberalization policy and

economic reforms, the institution have to shoulder higher responsibilities.

This can be achieved only through proper and trained staff. Training

helps in acquiring knowledge by the staff working in the Institution.

The organization has to be more responsive to the changing socio-

economic environment. Organizational capabilities need improvements

through continuous updating of technology, training and developments of

man power, create a climate that can promote a culture of excellence and

Job Commitment of individuals to the organizational plays an important

role in achieving the organizational goals and objectives. Job satisfaction

level in any organization plays an important role in achieving the

organizational goals and objectives in the present day of stiff challenge

from competitive market, it is ongoing process which requires proper

identification of organizational satisfaction level and also the ways of

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increasing the job commitment among the individual. Besides the

technological and financial resources, the Human Resources is the

biggest source of success in any organization.

A highly satisfied environment in any organization will definitely increaser

the Job Commitment among the individuals which in turn increase the

efficiency.

The structure of an organization has a significant impact upon the way it is

managed. The structure of the organization has a long history. While they

may vary somewhat from country to country , there are two fundamental

characteristics of quality of life of modern man is clearly a massive

improvement upon his forefathers due to scientific and industrial progress.

Today mankind can walk on the moon, can communicate with a person

sitting thousands of miles away and can travel hundreds of miles within

shortest time. Yet, modern civilization has also made the life of man more

complexful of the hazards of his own creation. Ours is Considered as era of

stress. Frustration, conflicts, tension, and anxiety have become regular

features of life. Any vulnerability to dissatisfaction that executives may

suffer poses the potential risk of multiplying the level of maladjustive

behaviour in the companies they work for, as they command and supervise

large numbers of people in their organization.

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JOB SATISFACTION

Man M anagement is an A rt".

To keep the workers dissatisfied, is important to understand them and

predict their behavior and compensate accordingly.

The term employee attitude, job satisfaction and morale are in manly

instance used interchangeably. BLUM however, has made the point that they

are not synonymous.

Job attitude is the felling the employee has about his job, his readiness to

react in one way or another to specific factors related to job. Job satisfaction

or dissatisfaction is the result of various attitudes the person holds towards

his job and related factors.

Job satisfaction is a subjective, personal state perceived by the individual asbeing in his favor. It is the result of various attitudes possessed by worker. In

a narrow sense, these attitudes are related to the job and conditions,

advancement opportunities, and recognition of abilities, fair residual of

grievances and other similar items.

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Job satisfaction is the favorableness or unfavorableness with which

employees view their work. It results when there is a fit between job

requirements and the wants expectations of employees. It expresses the

extent of match between the employees expectation of the job and the

rewards that the job provides. Job satisfaction may refer either to a person or

a group. Job satisfaction may be understood in the context of the employees

extent of satisfaction in general in his total life situation.

Ask a man why he works and the chances are he will you, to make moneycertainly, the need to earn a living is the most powerful single reason why

people work, through, as we other job factors are also important.

The attractiveness of any one job factor such as wage, is a consequence of

the extent to which other job satisfactions or expectations are being fulfilled

at a time. When a worker enjoys steady job, paying good wages, he is

understandably more concerned about the treatment he gets from his

supervisors, the degree of independent and weather his job is interesting. But

when he loses his high-paid job, he is more concerned about regaining

steady well-paid employment.

Better a bad job than no job at all

People in organization have many needs, all of which are competing. Some

people are mainly drawn achievement; others are concerned primarily with

security and so on. Despite these individuals differences, an effective

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manager would not presume to decide which motives are important to his

employees really wants from their jobs. By bringing their perception closer

to reality, (i.e. what their people really want?) managers an increase their

effectiveness.

WHAT DO WORKERS REALLY WANT?

This was conducted among the employees in the US industry in 1949 in an

attempt to answer the question: what do workers want ? Managers and/or

supervisors were asked to try put themselves in a workers shoe by ranking in

order of importance a series of factors that workers may want from their

jobs. In addition, the worked themselves asked to rank these same factors

The managers/supervisors generally ranked good wages, job

security, advancements and good working conditions as the things workers

want most of the jobs. On the other hand, workers felt what they wanted

most was full appreciation for work done, feeling in on things and

sympathetic understanding of personal problems-all incentives that seem to

be related to affiliation and recognition motives. Only job security was

among the top four concerns of both workers and supervisors. Supervisors as

least important rated the other top three things that workers indicated they

wanted most from their jobs. This suggests very little sensitivity by

supervisors as to what things are really most important to workers.

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It is thus important that managers must know the tremendous discrepancies

that seemed to exist in the past between what they thought workers wanted

from their jobs and what workers said they really wanted.

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Katz and Van Maanen (1977) identified 3 clusters of factors:

The job itself-corresponding to intrinsic factors.

The interaction context- corresponding to those contextual

factors which has to do with co-workers, supervisors and other

people in the job environment.

Organizational problems- corresponding to that contextual

factors which has to do with pay, working conditions and personnel

policies.

This means that a workers attitude of how satisfied/dissatisfied he/she is

with his/her job is a complex summation of number of discrete job elements.

In short, job satisfaction is a general attitude which is the result of many

specific attitudes in 3 areas:

Specific job factors

Individual characteristics

Group relationships outside the job

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MEASURING JOB SATISFACTION

Two most widely approaches to measure job satisfaction are a single global

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

global rating method is nothing more than asking individuals to respond to

one question, such as All things considered, how satisfied are you with

your job ? respondents then reply by circling a number between 1 and 5

that corresponds with answers from Highly Satisfied to highly

Dissatisfied

The other approach a summation of job facets identifies key elements in a

job and asks for the employees feeling about each other. Typical factors

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

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

standardized scale and than added up to create an overall job satisfaction

score.

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JOB SATISFACTION

AS A DEPENDENT VARIABLE

Job satisfaction as a dependent variable means what work related variables

determine job satisfaction? Job satisfaction is derived from and is caused by

many interrelated factors, which from basic 3 categories:

1. Personal Factors

2. Factors inherent the job

3. Factors controllable by management

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PERSONAL FACTORS

Gender: Most investigations on the subject have found that women

are better satisfied with their jobs than are men. This is so despite the

act that women are generally discriminate against in job competition

and pay. Quite possibly the reason is that womens ambition and

financial needs are less.

Number of dependents: Results of many studies indicate that the

more dependents one has, the less satisfaction he has with the job.

Perhaps the stress of greater financial need brings about greater

dissatisfaction with ones job.

Age: from the consensus of studies, age has little relationship to job

satisfaction for all employees but it is important in some job

situations. In some groups job satisfaction is lower, and in some

others there is no difference.

Time on job: several investigations have indicated that job

satisfaction is relatively high at the start, drops slowly to the fifth or

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eight year, and then rises again with more time on the job. The highest

morale is reached after the twentieth years.

Intelligence: Relation of intelligence to job satisfaction depends on

the level and range of intelligence and the challenge of the job.

Education: there is great deal of conflict evidence on the

relationship between education and job satisfaction so no

generalizations can be made. Organizational polices in advancementin relation to education are important.

Personality exclusive of intelligence: Personality has been

suggested as a major cause of job dissatisfaction. In a study it was

found that persons who were rated high in interpersonal desirability

by their fellow employees were the most satisfied with their job.

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FACTORS IN HERENT IN THE JOB

These factors are important for management to plan and administer job moreadvantageously for its workers:

Type of work: Employees tend to prefer job that give them

opportunities to use their skills and abilities and of a variety of tasks,

feedback on how well they are doing. These characteristics make

work mentally challenging. Jobs that have too little challenge create

boredom, but too much challenge creates frustration and feeling of

failure. Under conditions of moderate challenge, most employees will

experience pleasure and satisfaction.

Skills required: Skills in relation to jobs has a bearing on several

other factors such as kind of work, occupational status, responsibility

etc. When skills exist to a considerable degree, it tends to become the

first source of satisfaction.

Occupational status: Occupational status is related to, but not

identical with job satisfaction. It has been observed that employees are

more dissatisfied in jobs that have less social status and prestige.

Geography: it is general observation that workers in larger cities are

less satisfied with their jobs than are those in similar cities and towns.

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Size of plant: In small plants individual known each other better and

are therefore more cooperative. The favorable attitude in small plants

are based specifically in optimism about advancement, opportunity for

making suggestion, treatment of employees and respect for the ability

of management.

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FACTORS CONTROABLE BY MANAGEMENT

Job S ecurity: Industrial workers say that what they want most is

steady work. Employment relation in the last decade has undergone a

fundamental change. Fell time permanent employment has been

declining and other forms of insecure work agreements like contracts,

temporary and labour has been increasing. It is suspected that the loss

of jobs is more pronounced among blue-collar workers that in white-

collar workers.

Pay: the importance of pay as a factor in job satisfaction has been

greatly overemphasized by management. Many companies feel that a

pay raise is a cure-all which will make everyone in the plant happy.

Pay ranks well below security, type of work and opportunity for

advancement. The importance of pay will probably change with

labour market, with economic conditions and with employees beliefs

about the job situation.

Fringe B enefits: Management as something employees want has

emphasized benefits, but the results of most of the studies show

benefits in a rather low position of importance.

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Fringe B enefits: Management as something employees want has

emphasized benefits, but the results of most of the studies show

benefits in a rather low position of importance.

Opportunity for advancement: studies show that opportunity

for advancement consistently ranks above average in importance.

This factor is more important to sales, and skilled personnel, and

least important to unskilled. Older workers were less interested in

advancement that younger ones, perhaps because a man does most

of his advancing in his earlier years and settles in one or two jobs

in his last twenty years of working. Individuals, who perceive that

promotion decisions are made in a fair and just manner, therefore

are likely to experience satisfaction from their jobs.

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JOB SATISFACTION -

AN INDEPENDENT VARIABLE

Managers interest in job satisfaction tends to center on its effect on

employee performance. A number of studies have been designed to

access the impact of job satisfaction on employee productivity,

absenteeism and turnover:

Satisfaction and Productivity: There is a positive relationship betweensatisfaction and productivity. The relationship is stronger when the

employees behavior is not constrained or controlled by outside

factors. An employees productivity on machine-paced jobs, for

machine than his or her level of satisfaction. Similarly, a

stockbrokers productivity is largely constrained by the general

movement of the stock market. When the market is moving up and

volume is high, both satisfied and dissatisfied brokers are going to

ring up lots of commissions.

One of the greatest myths held by managers is that the happier a worker is

the more he or she will produce. Research tells us that positive emotions do

not cause productivity. It is more likely that high productivity leads to

satisfaction. Management may have to do specific things to increase

productivity and separate things to improve satisfaction.

Assuming that the organization rewards productivity, your higher

productivity should increase verbal recognition, your pay level and

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probabilities for promotion. These rewards increase your level of satisfaction

with the job.

Satisfaction and Absenteeism: There is a negative relationship between

satisfaction and absenteeism. Dissatisfied employees are more likely to miss

work. Organizations that provide liberal stick level benefits are encouraging

all their employees including those who are highly satisfied to take days off.

A study was made about how satisfaction directly leads to attendance, where

there is minimum impact from other factors. If satisfaction leads to

attendance, where there is absence of outside factors, the more satisfied

employees should have come to work while dissatisfied employees should

stayed at home.

Satisfaction and Turnover: Satisfaction is negatively related to

turnover, but the correlation is stronger than for absenteeism. Yet

again other factor such as labour market conditions, expectations

about alternative job opportunities and length of tenure with the

organization are important constraints on the actual decision to leave

ones current job.

Satisfaction and job Performance: Bray field and Crockett examined

all research relating to job satisfaction and job performance upto 1955

and concluded that was virtually no evidence of any relationship

between these two variables.

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{In summarizing the research relating to job satisfaction to job

behavior variables, Vroom draws number of conclusions:}

1) There is a consistent negative relationship between satisfaction and the

probability of resignation(turnover).

2) There is a less consistent relationship between satisfaction and

absences.

3) There is no simple relationship between satisfaction and job

performance.

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HOW EMPLOYEES CAN EXPRESS DISSATISFACTION

Dissatisfaction can be expressed in a number of ways. For example than quit

employees can complain, be insubordinate, steal organizational property, or

shirk a part of their work responsibilities. There are four responses that

differs one another along with two dimensions:

1) Constructiveness/Destructiveness

2) Activity/Passivity

Exit: Dissatisfaction expressed through behavior directed towards

leaving the organization which includes looking for a new position as

well as resigning.

Voice: Dissatisfaction expressed through active and constructive

attempts to improve conditions that includes suggesting

improvements, discussing problems with superiors and some from of

union activity.

Loyalty: Dissatisfaction expressed by passively but optimistically

waiting for conditions to improve, includes speaking up for the

organization in the face of external criticism and trusting the

organization and its management to do the right thing.

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Neglect: Dissatisfaction expressed through allowing conditions to

worsen, includes chronic absenteeism or lateness, reduce effort and

increase error rate.

Exit and neglect behavior encompass the performance variables

productivity, absenteeism and turnover. Constructive behaviors that

allow individuals to tolerate unpleasant situations or to revive a

satisfactory condition, which helps to understand situations such as those

sometimes found among, unionized workers, where low job satisfaction

is coupled with low turnover. Union members often express

dissatisfaction through the grievance procedure or through formal

contract negotiations. These voice mechanism allow the union members

to continue in their jobs while convincing themselves that are acting to

improve situation.

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IMPORTANCE OF

HIGH JOB SATISFACTION

Managers should be concerned with the level of job satisfaction in their

organizations for at least three reasons:

a. Dissatisfied employees skip work more often and more likely to

resign.

b. Satisfied employees have better health and live longer.

c. Satisfaction on the job carries over the employees life outside

the job.

Satisfied employees have lower rates of both turnover and absenteeism.

Specifically, satisfaction is strongly and consistently negatively related to an

employees decision to leave the organization.

Several studies have shown that employees who are dissatisfied with their

jobs are prone to health setbacks ranging from headaches to heart disease.

Some research even indicates that job satisfaction is better predictor of

length of life than in physical condition.

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Job satisfaction has its importance for society as a whole. When employees

happy with their jobs, it improves their live off the job. These people will

hold a more positive attitude towards life in general and make for a society

of more psychologically healthy people. In contrast, the dissatisfied

employee carries that negative attitude at home.

For management, a satisfied work force translates into higher productivity

due to fewer disruptions caused by absenteeism or good employees quitting,

as well as into lower medical and life insurance costs. Satisfaction on job

carries over to the employees off the job hours.

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What is Organizational Climate?

In the organizational behaviour research literature, the notion of

organizational climate is defined primarily in terms of shared perceptions of

organizational policies, practices and procedures (e.g. Reichers & Schneider,

1990). Thus organisational climate includes employee perceptions and

evaluations of leadership practices, decision-making processes, working

relationships among employees, appraisal and recognition, as well as roles

and goals. Organizational climate reflects the way things are done in a

particular work environment.

Organizational climate perceptions are viewed as a critical determinant of

individual behaviour in organizations, mediating the relationship between

objective characteristics of the work environment and individual employee

responses.

Whilst all researchers agree on the importance of the climate construct, there

is no consensus as yet on the core dimensions of climate. Thus, Campbell

and colleagues (1970) proposed four primary climate dimensions: individual

autonomy, the degree of structure imposed on positions, reward orientation,

and consideration, warmth and support. Other researchers have proposeddifferent taxonomies of climate dimensions (see Ostroff, 1993). The

organizational health model (see Hart & Cotton, 2003), incorporates 10 core

dimensions of organizational climate: supportive leadership, role clarity,

participative decision-making, coworker interaction, appraisal and feedback,

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employee development, goal alignment, work demands, workgroup morale

and workgroup distress.

The climate construct has also recently been expanded to include a focus on

more specific domains such as the climate for customer service and the

climate for safety (e.g., Neal, Griffin & Hart, 2000).

What about the difference between climate and culture? From an

organizational behavior perspective, climate is viewed as the surface or face

of culture. Climate can be measured and changed in organizational

development programs, whereas culture is extremely difficult to directly

measure and change in a desired direction.

Whilst there is as yet no general agreement on core climate dimensions,

there is nevertheless consensus that climate influences individual level

outcomes through its impact on employee cognitive and affective states (i.e.,

job satisfaction, morale, commitment, motivation etc.). In other words,

levels of employee satisfaction etc. mediate the influence of climate on

people-performance-related outcomes.

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Why is Organizational Climate Important?

There is now a 50 year history of scholarly research on the topic of

organizational climate. Numerous studies have examined how climate

impacts on a wide range of outcomes including psychological wellbeing,

workers compensation claims, absenteeism and turnover, harassment and

violence, safety behaviors, student academic outcomes in schools, and

company financial performance.

A recent meta-analytic review (i.e., where different studies are adjusted with

statistical procedures so that they can be added together) of 51 climate

studies conducted over past 20 years found that organizational climate exerts

robust effects over a range of people performance-related outcomes, across a

wide range of work environments (Carr, Schmidt, Ford & DeShon, 2003).

In the Australian context, organizational health research conducted with

large groups of public and private sector employees over the past decade has

shown that organizational climate is the strongest factor influencing

employee wellbeing outcomes. Further, climate has been found to be much

more potent than stressors (i.e., adverse operational experiences such as

customer aggression and workload pressures) in influencing the incidence of

psychological injury compensation claims (see Cotton and Hart, 2003). In

terms of rehabilitation outcomes and preventing psychological injuries, this

research suggests that improving organisational climate is crucial to

achieving sustained improvements in compensation premium performance.

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SOME KEY ISSUES IN

IMPROVING ORGANIZATIONAL CLIMATE

The most effective and efficient way to improve organizational climate is to:

(a) Use a good quality measurement system to diagnose how

various elements of climate are operating, and then to

(b) Implement a process that engages employees in reviewing the

diagnostic data and contributing to the design of interventions.

In relation to measurement issues, some managers seem to be able to

identify problem areas through experience and intuition, but this is a very

hit and miss approach. Other qualitative approaches such as interviews

and focus groups may assist in diagnosing deficits in organizational climate,

but these are also variable and can yield unreliable information.

There is an increasing trend for organizations to use employee opinion

survey technology to assess organizational climate. There are a wide range

of survey products and processes available. Like any industry sector, there

are top end measurement systems that accurately measure core climate

dimensions, as well as surveys that are no more accurate or reliable than

guess work, and a host of products in between.

Some principles of good survey design that may assist in appraising the

status of a measurement system include:

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What constructs or factors are measured by the survey? Are these

constructs relevant?

What are the psychometric properties of the instrument (i.e., reliability and

validity): does it accurately measure what it is supposed to measure?

Is the survey system based on a recognised model (i.e., evidence-based or

at least consistent with organisational behaviour research) of how

individual and organisational factors interact to influence outcomes?

Do the survey questions have good face validity (i.e., do they make sense

and are they relevant to employees)?

It is also important to note that survey results should, ideally, be reported

down to the work team level. Aggregating results, and only reporting them

at, for example, the divisional level, loses much of the potential value of a

survey process. This is because most of the variation in levels of climate

dimensions occurs at the work group level (frequently, survey providers will

specify a limit of, e.g., 6 employees, beyond which results will not be further

broken down for confidentiality reasons). Moreover, it is climate as

manifested at the work team level that is most influential on employee

behaviors. Without breaking results down to this level of analysis,

organizations miss out on what is most useful in using a survey process. As

such, they are unable to identify potential hot spots that could be targeted

for improvement, and may not achieve any significant change in

organizational-level outcomes.

A common problem organizations encounter in conducting a survey

concerns what to do with results. Many organizations commission a survey

but dont think through what to do with the results. We did the survey and

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havent seen anything come of it is a common catch cry heard from

employees. Often managers consider that they do use the survey data to

improve the work environment but these efforts ultimately remain invisible

to employees. The problem is that employee cynicism and survey fatigue

progressively grows and increases the risk that subsequent survey efforts

will be undermined.

It is also common for managers to deploy excessively top-down

approaches in working with survey data. Rather than engaging employees in

reviewing and interpreting the data, and working together to develop a

program to improve their work team climate (i.e., implementing the

principle of shared responsibility) they make all the decisions and drive the

improvement initiatives from management level without significant buy-in

from employees. Given that increasing employee engagement is a key issue

in many workplaces in terms of improving business and people outcomes,

this is not an effective strategy.

Another issue in working with survey data concerns the priority accorded to

certain survey indicators in formulating organizational development

programs. It is a common practice to focus in on the relatively lowest level

indicators and target those for improvement. However, not all drivers are

equal; some climate drivers are more potent than others in influencing

outcomes. For example, certain leadership behaviors typically exert a much

stronger influence over employee wellbeing outcomes than levels of workdemands as such. Hence, targeting leadership capability will result in much

more significant improvement than tinkering with levels of work demands as

such.

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What Does an Optimal Climate Look Like?

Different researchers and organisational consultants offer a range of answersto this question. However, beyond differences in language and concepts,

there is some overlap in current views about what constitutes an optimal

climate. In the organizational behavior research literature, an optimal work

team climate is often described in terms of high levels of employee

participation, a focus on skill development and management support.

Organizational health research has addressed this question throughdeveloping causal models (i.e., using structural equation and multi-level

analytic techniques) of how organizational climate factors operate and

interact in high performing work teams (i.e., work teams that achieve

excellent and sustained business and people-related outcomes). This

approach has found that climate dimensions operate as a dynamic system

feeding into four core people management processes. These four processes

are:

(a) empathy (i.e., supportive leadership)

(b) clarity (i.e., clear and shared understanding of goals and objectives),

(c) engagement processes (i.e., involvement in decision-making, workingrelationships, goal alignment) and

(d) learning (i.e., appraisal, feedback and development processes).

Organizational health research has found that work teams where these four

elements are functioning optimally exhibit the lowest risk for employee

withdrawal behaviors (including psychological injury compensation claims).

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OBJECTIVE OF RESEARCH

The study was carried out at Reliance Communications, the main objects of

the study are:

To study of job satisfaction and organizational climate, and factors

affecting it.

To analyze level job satisfaction and organizational climate in

Reliance Communications.

To find out whether women are better satisfied with their job than

men or men are more satisfied with their job than women.

Self-development and understanding of working of HRD department.

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RESEARCH METHODOLOGEY

Research is in common parlance refers to a search for knowledge. One can

also define research as scientific and systematic search for pertinent

information on a specific topic.

Well, all possess the vital instinct of inquisitiveness for, when the unknown

confronts, we wonder and our inquisitiveness makes us probe and attain full

data and fuller understanding of the unknown, can be termed as research.

Research comprises defining and redefining problem, suggesting solutions,

collecting, organizing and evaluating data, making deductions and reaching

conclusion and at lest carefully testing the conclusion.

Research methodology is a way to systematically solve the problem.

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RESEARCH DESIGN

A research design is the arrangement of conditions for the

collection and analysis of data in a manner that aims to

combine the relevance to research purpose with economy in

procedure.

In fact the research design is the conceptual structure within

research is conducted, if it constitutes the blueprints for the

collection measurement and the analysis of the data.

The research work which is undertaken is to get a detailed knowledge about

the project [Job Satisfaction and Organizational Climate]

DATA COLLECTION

Both primary as well as the secondary data have their own importance, and I

have collected data from primary as well as secondary sources, but how ever

in my project work I have focused more on primary data.

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As stated, the primary data as collected with the help of

questionnaire comprising of 30 questions. All the employees

that constituted sample were approached individually.

Secondary data was collected from Reliance

Communications India by:

Web site

Library books.

Annual reports

SAMPLING

A sample size of 50 employees working in Reliance Communications India

were taken into consideration.

SAMPLING TECHNIQUE

The target group comprised the employees of Reliance Communications ,

the sample was distributed in equal ratio both male and female officer. The

respondents were selected randomly from each all the department in

Reliance Communications.

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Q1) Reliance Communications is a good company to work

in?

14

10

1

0 0

14

9

1

0

1

0

2

4

6

8

10

12

14

16

Stron gly Agree Agree Disagree stronglyDisagree

Others

Male

Female

Response:-

Agreed Working Women-95%

Agreed working men-90%

Aggregate Agreed Percentage-92.5%

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Analysis:-

Almost all employees agree that Reliance

Communications India is a good company to work

with. The employees disagreeing with the statement are

negligible.

Q2) The salary provided to me is competitive with those of other

companies.

14

10

10 0

12 11

2

0 00

2

4

6

8

10

12

14

16

Strongly

Agree

Agree Dis agree strongly

Disagree

Others

Male

Female

Response:-


Agreed Working Men-95%

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Aggregate Agreed Percentage-95%

Analysis:-

95% employees have agreed that the salary provided to

them is comparable with those of similarly placed

industries.

Q3) Monetary benefits such as bonus, allowances etc., are

provided to me according to the industries practice.

1211

12

1

1213

0 0 00

2

4

6

8

10

12

14

Strongly

Agree


Disagree

Others

Male

Female

Response:-

Agreed working Women-100%


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Analysis:-

100% females employees feel that the monetary benefits

like bonus, allowances provided by the company are in

accordance into industries practice whereas only 81%

male employees have agreed with female employees.

Q4) Proper opportunities for my personal growth are present in thecompany.

1211

10

1

11

13

0 01

0

2

4

6

8

10

12

14

Strongly

Agree


Disagree

Others

MaleFemale

Response:-


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Analysis:-

Majority of employees believe that there is growth

opportunities available in the company.

Q5) The job assigned to me is according to my qualification andcaliber.

10 10

3

0

2

11

9

21

2

0

2

4

6

8

10

12

Strongly

Agree


Disagree

Others

Male

Female

Response:-



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Analysis:-

It appears that of women employees feel that they are

assigned the jobs in accordance to their qualification and

caliber whereas 80% men agree that their jobs have been

assigned in accordance to their qualification and caliber.

Q6) My job makes the best use of my abilities.

1011

4

0 0

12

8

4

10

0

2

4

6

8

10

12

14

Strongly

Agree


Disagree

Others

Male

Female

Response:-




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Analysis:-

Comparatively, less percentage of respondents feel that

their abilities are not properly utilized/ cashed by the

company for performing jobs.

Q7) My carrier growth in the company is commensurate with my skill.

1011

10

3

1112

10

1

0

2

4

6

8

10

12

14

Strongly

Agree


Disagree

Others

Male

Female

Response:-




Analysis:-

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92% women feel that their growth in the organization is in

accordance with the skills they possess whereas 86% men

are agreed with the statement. This would perhaps revel

that man are more ambitious and women are less

ambitious.

Q8) Adequate job security is provided to me by the company.

1312

0 0 0

14

11

0 0 00

2

4

6

8

10

12

14

16

Strongly

Agree


Disagree

Others

Male

Female

Response:-




Analysis:-

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Each agreed employee feels secure on the job in Reliance

Communications.

Q9) I feel, I have contributed in accomplishing the companys goal.

1211

2

0 0

1110

3

0 00

2

4

6

8

10

12

14

Strongly

Agree


Disagree

Others

Male

Female

Response:-

Agreed Working Women:-

Agreed Working Men:-

Aggregate Agreed Percentage:-

Analysis:-

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Company has achieved its goal with proper contribution

of both male and female employees and this is supported

by 90% women and 81% men. It also reveals that the self

analysis of employees is in turn with the organizations

achievements.

Q10) I involve myself in my work.

1312

0 0 0

16

9

0 0 00

2

4

6

8

10

12

14

16

18

Strongly

Agree


Disagree

Others

Male

Female

Response:-




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Analysis:-

All male and female employees respond that they involve

themselves in their work i.e. they are sincere towards

their work.

Q11) I maintain punctuality at all times.

13

11

0 01

14

9

0 0

2

0

2

4

6

8

10

12

14

16

Strongly

Agree

Agree Dis agree strong ly

Disagree

Others

Male

Female

Response:-Agreed Working Women-92%

Agreed working Men-96%


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Analysis:-

According to 6% employees this statement is not

applicable. However majority feels that they maintain

punctuality at all times at work.

Q12) I am proud of doing the important work in this organization.

1312

0 0 0

14

11

0 0 00

2

4

6

8

10

12

14

16

Strongly

Agree


Disagree

Others

Male

Female

Response:-

Agreed working Women-100%



Analysis:-

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Majority of employees favor that they are holding the

important task in this organization and they are

performing them very proudly.

Q13) Adequate responsibilities are provided for my personal andorganizational growth.

6

14

5

0 0

10

12

20

1

0

2

4

6

8

10

12

14

16

Strongly

Agree


Disagree

Others

Male

Female

Response:-




Analysis:-

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88% of the working women employees and 80% of men

have agreed with the statement that the responsibilities

provided to them for their personal and organizational

growth are adequate.

Q14) My work load is challenging but not burdensome.

8

12

2 2

1

1011

3

1 00

2

4

6

8

10

12

14

Strongly

Agree


Disagree

Others

Male

Female

Response:-

Agreed Working Women:-86%



Analysis:-

86% of female employees and 80% of male employees of

Reliance Communications are enjoying their job as a

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challenge, and does not feel that their work is burden on

them. This reveals that officers by and large are ready to

perform challenging jobs.

Q15) My working conditions are congenial to perform the task

assigned to me.

11

13

1 0 0

12

10

3

0 00

2

4

6

8

10

12

14

Strongly

Agree


Disagree

Others

Male

Female

Response:-

Agreed working women-88%



Analysis:-

95


96/122

92% of respondents feels that Reliance Communications

provides favorable working conditions to perform

different task.

This is the reason behind high level of performance.

Q16) My team members equally contribute for each others goals.

1211

2

0 0

13

11

1 0 00

2

4

6

8

10

12

14

Strongly

Agree


Disagree

Others

Male

Female

Response:-




Analysis:-

96


97/122

Majority of employees agree to the fact that there is a

proper team work and understanding amongst the

employees of Reliance Communications for achieving

the goals.

Q17) The people I am working with are highly motivating and hard

working.

10

12

2

0

2

11

9

3

01

0

2

4

6

8

10

12

14

Strongly

Agree


Disagree

Others

Male

Female

Response:-




Analysis:-

97


98/122

Encouragement with motivation and hard working in

Reliance Communications is supported by 84% of male

and female employees.

This reveals that the organizational climate in Reliance

Communications is motivating for the employee

Q18) My colleagues are cordial to me.

1211

4

0 0

13

10

1 0 1

0

2

4

6

8

10

12

14

Strongly

Agree


Disagree

Others

Male

Female

Response:-




Analysis:-

98


99/122

Majority of employees agree that their colleagues are

cordial to them. This reveals that by and large there is no

conflict amongst employees and good spirit is existing

among employees irrespective of gender.

Q19) My subordinate are very loyal towards me.

5

13

2

0

5

9

12

1 0

3

0

2

4

6

8

10

12

14

Strongly

Agree


Disagree

Others

Male

Female

Response:-




Analysis:-

99


100/122

84% of female employees feels that their subordinates

are loyal to them, where as in the case of male

employees the sense dependence is only 72%.

Q20) I feel to tell my boss what I think.

5

15

2

0

3

1112

10

1

0

2

4

6

8

10

12

14

16

Strongly

Agree


Disagree

Others

Male

Female

Response:-




Analysis:-

A very good percentage of respondents says that there

is openness in Reliance Communications as they are

100


101/122

free to discuss their problems and suggestions with their

boss. It reveals that there is open door policy in

Reliance Communications and freedom to express their

ideas.

Q21) The response from my boss creates confidence in my work.

10

13

10

1

1112

2

0 00

2

4

6

8

10

12

14

Strongly

Agree

Agree Dis agree strong ly

Disagree

Others

Male

Female

Response:-




Analysis:-

101


102/122

A good percentage of

Documents

72754394 MBA PROJECT Reliance Communication HR Asha Rani