A Study of Different Compensation Plans at PTCL and Their Effect on Employee

8/15/2019 A Study of Different Compensation Plans at PTCL and Their Effect on Employee

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A Study of Different Compensation Plans at PTCL andTheir Effect on Employee’s Job Satisfaction

Submitted by

Jabran MBE133022

Hamza idress MBE133023

has been approved for partial fulfillment of the re uirement of the de!reeof "achelor#$asters of "usiness Administration

%ame of the supervisor

Mr. Wasim !med

&nternal E'aminer &nternal E'aminer

($r)Arif *aseer+ (Prof)Dr)Aisha A,ber+

Dr) $uhammad &shfa -han

(Project Coordinator+

Department of $ana!ement Sciences

$ohammad Ali Jinnah .niversity

&slamabad Pa,istan

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CE/T&1&CAT&0%

!is is to certi$y t!at t!e Project +e#ort tit&e

A Study of Different Compensation Plans at PTCL and

Their Effect on Employee’s Job Satisfaction s,bmitted in

#artia& $,&$i&&ment $or t!e a ard o$ MB Programmed o$ "e#artment

o$ B,siness Management- Mo!ammad &i Jinna! 'ni ersity-

s&amabad- as carried o,t by $r) Jabran and $r) 2am3a idress

,nder my g,idance. !is !as not been s,bmitted to any ot!er 'ni ersity or nstit,tion $or t!e a ard o$ any

degree/di#&oma/certi$icate

Wasim a!med

%,#er isor %ignat,re



Ac,no4led!ement

!ere is no od b,t 44 H and M,!ammad (Peace Be ,#on Him) is H % messenger. amso&e&y ob&iged to 44 H 4M H 5 $or H % co,nt&ess b&essings- my e$$orts ere not!ing

b,t H % b&essings enab&ed me to com#&ete t!is b,siness researc! #roject.

e6#ress my *ind gratit,de to my s eet and t!e most sincere $ami&y s#ecia&&y my #arents andmam, 7 res#ected %ir Wasim !med- %ir s!$a8 !mad 9!an- $or t!eir contin,o,s s,##ortand care. :or s,re- t!is #roject is not!ing b,t an o,tcome o$ t!eir sincere s,##ort 7 #rayers. a&so #ro,d&y e6#ress my $ee&ing $i&&ed it! &o e $or my a&&;$ami&y members- !o a& aysdreamed s,#erior #osition $or me.

am dee#&y t!an*$,& $or t!e contrib,tions o$ my researc! #roject s,#er isor $r) 5asimAhmed in t!e $ie&d o$ researc!. His sty&e o$ teac!ing and t!e ay !e s,ggest t!e ideas !as

rea&&y !e&#ed me to de$ine an idea& teac!er.He is my ro&e mode& in t!e $ie&d o$ H+ researc! and *no t!ey i&& a& ays ser er as aso,rce o$ ins#iration $or me and $or many ot!ers.

s#ecia& t!an*s to a&& t!ose $riends- c&assmates- sta$$;members and st,dents !o contrib,tedon di$$erent stages by t!eir bac* ,# and enco,ragement t!ere is a !,ge &ist !ic! can<t notmentioned b,t my !eart #ays so&,te o$ t!an*s to t!em.

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Dedication

o,&d &i*e to dedicate t!is or* to my #arents !o enco,rage me to com#&ete t!is onder $,&& researc! #roject. !ere is no do,bt in my mind t!at it!o,t !is contin,ed s,##ort and

co,nse& co,&d not !a e com#&eted t!is #rocess. o,&d &i*e to ac*no &edge t!e ins#irationa& instr,ction and g,idance o$ Mr. Wasim !medW!o gi en me a dee# a##reciation and &o e $or t!e bea,ty and detai& o$ t!is s,bject.

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E'ecutive summary

!e main #,r#ose o$ t!is st,dy is to identi$y t!e di$$erent #rob&ems $acing by t!e P ?4em#&oyees. "i$$erent em#&oyees o$ P ?4 &i*e contract- reg,&ar and @?P ere targeted tomeas,re em#&oyee<s job satis$action &e e&. We ,sed A,estionnaire as a too& and $i&& 1008,estionnaires o,t o$ !ic! = 8,estionnaire are ,sed $or ana&ysis. !e $inding o$ t!is st,dyis t!at P ?4 em#&oyees are not satis$ied $rom t!e com#ensation #&ans so conc&,ded t!atem#&oyee<s job satis$action can be en!anced by increasing t!e job sec,rity- retirement #&ans-sa&aries and better com#ensation #&ans. :or remo a& o$ t!is contradiction- t!is re#ortrecommends same H+ #o&icies $or a&& ty#es o$ P ?4 em#&oyees.



Table of contentsE6ec,ti e s,mmary................................................................................................................... i

ab&e o$ contents...................................................................................................................... ii1. ntrod,ction.........................................................................................................................1

1.1. ?om#ensation..............................................................................................................1

1.2. Pre io,s $indings.........................................................................................................2

1.3. Psyc!o&ogica& @eeds and ntrinsic ers,s E6trinsic Moti ation.................................3

1. . e&ecom sector.............................................................................................................3

1.=. P ?4...........................................................................................................................3

1.>. Prob&em statement.......................................................................................................C1. . @eed o$ researc!..........................................................................................................C

1.C. ntrod,ction to H,man +eso,rce Management...........................................................C

1.D. %co#e o$ t!e #roject re#ort........................................................................................12

1.10. Bene$it o$ t!e +e#ort.............................................................................................. ...12

2. +esearc! Met!odo&ogy............................................................................................ .........13

2.1. +esearc! design.........................................................................................................13

2.2. y#e o$ st,dy.............................................................................................................13

2.3. %t,dy setting..............................................................................................................13

2. . ime Horizon.............................................................................................................13

2.=. 'nit o$ na&ysis.........................................................................................................13

2.>. Po#,&ation..................................................................................................................13

2. . %am#&ing tec!ni8,es..................................................................................................13

2.C. %am#&ing....................................................................................................................13

2.D. +esearc! instr,ment..................................................................................................13

2.10. "ata ?o&&ection..........................................................................................................13

3. +E%'4 @" " %?'%% @..........................................................................................1=

3.1. Em#&oyee satis$action re&ated to #artic,&ar A,estion................................................1>

3.2. Em#&oyee satis$action re&ated to #artic,&ar A,estion in gra#!..................................1C

3.3. ?om#arison o$ di$$erent ty#e o$ em#&oyees< satis$action in #ercentage....................1D

3. . %,mmary o$ di$$erent ty#e o$ em#&oyees %atis$action..............................................21

3.=. "isc,ssion..................................................................................................................22

. ?onc&,sion........................................................................................................................2

C



=. :,t,re recommendation....................................................................................................2=

>. +e$erences.........................................................................................................................2>

. ##endi6...........................................................................................................................2

A,estionnaire.......................................................................................................................2

D



6) &ntroduction

Em#&oyees are t!e im#ortant assets o$ t!e organization. !ro,g! em#&oyee<s organizationsearn #ro$itsF organization #rod,cti ity needs em#&oyee<s satis$action and moti ation. !e

sa&aries or bon,ses are e6treme&y im#ortant $or t!e moti ation o$ em#&oyees and managers.enera&&y- t!e moti ation is not abo,t t!e com#ensations- b,t t!e com#ensation s!o,&ds,##ort t!e genera& moti ation $rame or* in t!e organization.!e em#&oyees ,s,a&&y *no t!e common &e e&s o$ sa&aries in t!e ind,stry and !en t!eorganization is be&o t!e median or t!e a erage- it !as to com#ensate t!e di$$erence in ot!er area. B,t- !en t!e di$$erence is too !ig!- t!e com#ensation by a di$$erent moti ation too&does not or* and t!e em#&oyees start to $ee& de moti ated as t!ey recei e no e8,a& a&,e $or t!eir e$$ort. !ere are di$$erent ays by !ic! t!e organization can moti ate and satis$iedt!eir em#&oyees- one o$ t!e best ays is com#ensation- and com#ensation !as a c&ose re&ationit! em#&oyee<s satis$action moti ation and retention.

6)6) CompensationEm#&oyees recei e com#ensation $rom a com#any in ret,rn $or or* t!ey !ad done. Most

#eo#&e t!in* com#ensation and #ay are t!e sameF t!e $act is t!at com#ensation is m,c! moret!an j,st t!e monetary re ards #ro ided by an em#&oyer. ?om#ensation not on&y #ro ides ameans o$ s,stenance and a&&o s #eo#&e to satis$y t!eir materia&istic and recreationa& needs- ita&so ser es t!eir ego or se&$;esteem needs.

Many s,r ey res,&ts demonstrate a signi$icant #ositi e re&ations!i# bet een t!e #ercei edc!aracteristics o$ t!e com#ensation system and e6trinsic moti ation. ntrinsic moti ation isa$$ected by #romotion o##ort,nities. !e com#ensation system a&so signi$icant&y a$$ects ot!er indicators o$ moti ation- name&y or* satis$action and t,rno er intent.?om#ensation and em#&oyee satis$action dri e #rod,cti ity- indirect&y creating #ro$it $or anorganization. o t!em- t!ese are a&so $,ndamenta&s $or sta$$ retention. rganizations it!!ig!er sta$$ retention rates are nat,ra&&y better at retaining *no &edge- !ic! can &ead to

better #er$ormance and #ro$it $or t!e b,siness.

4o com#ensation to ard em#&oyees i&& trigger t!e em#&oyee to try to get t!eir o n b,siness or side job. Wit! t!e side b,siness- it i&& dist,rb t!e 8,a&ity o$ em#&oyeesG or* and

concentration. 4o concentrations o$ certain em#&oyees !a e a negati e im#act on 8,a&ityand 8,a&ity o$ #rod,ction o$ goods in t!e com#any. t is c&ear t!at t!e in$&,ence o$ com#ensation on em#&oyee #rod,cti ity is ery strong. i en reasonab&e com#ensation toem#&oyees !ig!er t!e #rod,cti ity o$ em#&oyees con erse&y- gi en &o er com#ensation $or em#&oyees- &o er t!e #rod,cti ity o$ t!e em#&oyee.

@o one or*s $or $ree- nor s!o,&d t!ey. b io,s&y- em#&oyees ant to earn $air ages andsa&aries- and em#&oyers ant t!eir or*ers to $ee& t!at is !at t!ey are getting. %oorganization need to design a cost;e$$ecti e #ay str,ct,re t!at i&& attract- moti ate- and retaincom#etent em#&oyees.

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e&& designed com#ensation and bene$its #&an !e&#s to attract- moti ate and retain ta&ent inyo,r $irm. e&& designed com#ensation and bene$its #&an i&& bene$it yo,r b,siness in t!e$o&&o ing ays.

1. Job satisfaction 5o,r em#&oyees o,&d be !a##y it! t!eir jobs and o,&d &o e toor* $or yo, i$ t!ey get $air re ards in e6c!ange o$ t!eir ser ices.

2. $otivation We a&& !a e di$$erent *inds o$ needs. %ome o$ ,s ant money so t!eyor* $or t!e com#any !ic! gi es t!em !ig!er #ay. %ome a&,e ac!ie ement moret!an money- t!ey o,&d associate t!emse& es it! $irms !ic! o$$er greater c!anceso$ #romotion- &earning and de e&o#ment. com#ensation #&an t!at !its or*ers<needs is more &i*e&y to moti ate t!em to act in t!e desired ay.

3. Lo4 Absenteeism i$ em#&oyees enjoy t!e o$$ice en ironment and are !a##y it!t!eir sa&aries and get !at t!ey need and ant t!eir absenteeism rate i&& decreasea,tomatica&&y.

. Lo4 Turnover Em#&oyees t,rno er increase d,e to ,n$air com#ensation #o&icy. e&& designed com#ensation strategy by H,man +eso,rces management can decreaset!at rate to minim,m rate.

=. &nnovations ood com#ensation $or em#&oyees i&& be ab&e to stim,&ate t!e ad ento$ $res! ideas and em#&oyees< inno ation. Wit! so many ideas $rom em#&oyees- ito,&d be ery ,se$,& $or t!e com#any.

>. $ore productivity7 i$ an organization #ays more com#ensation to t!eir em#&oyee $or t!eir or* done- t!ey i&& be more moti ated and satis$ied. !at moti ation i&& bring

#rod,cti ity to !ig!est &e e& in organization.

!e di$$erent researc! s,ggest and arg,ed t!at - !en yo, ant em#&oyees satis$ied $rom t!eorganization yo, %!o,&d satis$y t!e basic and intrinsic needs- t!ey are satis$ied $rom t!e agood com#ensation #&ane -com#ensation is basic need o$ e ery em#&oyees !en em#&oyeesare satis$ied $rom t!e com#ensation t!ey are moti ated $or &onger #eriods o$ or*.

%ome $actors t!at may a$$ect em#&oyee<s job satis$action inc&,de com#ensation and bene$its.?om#ensation is one o$ t!e biggest $actors t!at mig!t a$$ect em#&oyee job satis$action Manyem#&oyees are more satis$ied !en or*ing $or com#anies t!at o$$er em#&oyees bene$its.!is is es#ecia&&y tr,e it! o&der em#&oyees and em#&oyees it! $ami&ies

6)8) Previous findin!s+egarding t!e im#ortance o$ an e$$ecti e re ard strategy- Bro n (2001) says t!at re ardstrategy is e ent,a&&y a ay o$ t!in*ing t!at one can a##&y to any re ard iss,e arising in anorganization- to see !o !e/s!e can create a&,e $rom it. Hence e can say t!at t!e aim o$ re ard strategy is to ac!ie e !ig!er &e e&s o$ organizationa&- team and indi id,a&

#er$ormance. "e e&o#ing and managing a re ard system- !ic! is e$$icient and s,ited to t!eorganization- is an essentia& !,man reso,rce management $,nction (e.g. :rombr,n- ic!y and"e anna 1DC ). :rom an organizationa& #ers#ecti e- t!e aim o$ a re ard system is to attract-

moti ate and retain !ig!;8,a&ity em#&oyees (4a &er 1DD0)

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+e ards #&ans are signi$icant&y associated it! e6trinsic and intrinsic $actors o$ moti ationare acce#ted. Beca,se- t!e res,&t s!o s t!at abo,t C0I o$ t!e em#&oyees in @ationa&?ommercia& ban* (@?B) are direct&y moti ated it! re ards o$$ered.Hig!er ntrinsic re ards &ead to !ig!er em#&oyee<s moti ation co,&d not be rejected as e&&-

beca,se more t!an !a&$ o$ res#ondents a&so #re$erred t!e intrinsic re ards.

Em#&oyee in o& ement and em#o erment is a ay to ma*e yo,r o n em#&oyees $ee& goodabo,t or*ing it! yo, as an em#&oyee. !is can be ac!ie ed t!ro,g! *ee#ing t!eem#&oyees inside t!e decision ma*ing #rocess and #ro iding t!em a,tonomy to ma*e on t!es#ot decisions $or certain critica& #rocess as e&& as day to day ro,tine #rocess (Bester$ie&d-200 ).

6)9)Psycholo!ical %eeds and &ntrinsic versus E'trinsic $otivationbra!am Mas&o arg,ed t!at #eo#&e !a e a !ierarc!y o$ $i e increasing&y !ig!er &e e&

needs !ic! ca&&ed #!ysio&ogica& sec,rity- socia&- se&$;esteem- and se&$;act,a&ization. !eMas&o t!eory arg,ed t!at satis$ied t!e em#&oyees basic needs and mean gi e a !ig! sa&ary!en basic need are satis$ied t!en a&& needs s!o,&d be satis$ied.Ed ard "eci a&so s,ggest t!at Kintrinsica&&y moti ated be!a iors are t!ose be!a iors t!at aremoti ated by t!e ,nder&ying need $or com#etence and se&$;determinationL

6):)Telecom sectore&ecom ind,stry- co&&ection o$ a&& com#anies #ro iding #!one ser ices- is t!e $astest gro ingind,stry in Pa*istan. s recent&y as 1DD - trained basica&&y in oice te&ecomm tec!no&ogies - a"i isiona& Engineer at a P ?4 city e6c!ange co,&d not be&ie e t!at data co,&d a&so be sento er a te&e#!one &ine ia some means n 2003- t!e go ernment de;reg,&ated e&ecom #o&icyo$ P (%ee ##endi6). !is de;reg,&ation o$ #o&icy a&&o ed access $or &oca& andinternationa& com#anies to in est in te&ecom ind,stry more $&e6ib&y t!an e er. @ecom#anies came into mar*et and d,e to !ig! com#etition rates ent c!ea#er and c!ea#er-!ence ma*ing te&ecom;oriented ser ices a$$ordab&e to many. !is res,&ted ra#id gro t! o$ te&ecom. @e ser ices are e6#ected to get &a,nc!ed in $,t,re. !ese ne ser ices o,&d *ee#e&ecom in its !ay;day at &east $or ne6t >; years. !ere$ore $or any organizationor indi id,a&- intending to in est or any st,dent- intending to c!oose t!is sector as career- t!isis t!e j,icy $ie&d

1.=. PTCL

P ?4 is t!e main comm,nication a,t!ority in Pa*istan !ic! is #art&y go ernment o nedand #art&y #ri atized. . P ?4 a&so contin,es to be t!e &argest ?"M o#erator in t!e co,ntryit!0.C mi&&ion N;$one c,stomers. @o P ?4 !as do nsized d,e to em#&oyees

com#ensation #rob&em- in P ?4 em#&oyees are not satis$ied $rom t!e com#ensation #ac*ages- beca,se in organization t!ere are di$$erent ty#es o$ em#&oyees .i.e. +eg,&ar em#&oyees- contract em#&oyees- and @?P em#&oyees- t!e contract- @?P and reg,&ar em#&oyees are !ig!&y ,nsatis$ied $rom di$$erent #ac*ages- t!e di$$erent com#ensation #&ans

$or reg,&ar em#&oyees- contract em#&oyees- nd @?P em#&oyees !as a$$ect Job satis$actionand mora&e o$ t!e em#&oyees o$ P ?4

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"ac,!round of ptcl

%ince t!e estab&is!ment o$ Pa*istan in 1D P ?4 !as been t!e major #&ayer.t estab&is!ed and or*ed ,nder P ? act 1DD1.n 1DD it iss,ed si6 mi&&ion o,c!ers e6c!angeab&e into >00 mi&&ion s!aresP ?4 as &isted on a&& stoc* e6c!anges o$ Pa*istan ti&& 1DD=!ese o,c!ers ere con erted into P ?4 s!ares in mid;1DD>.P ?4 &a,nc!ed its mobi&e and data ser ices s,bsidiaries in 2001 by t!e name o$ '$one andPa* @et res#ecti e&y.n 200= o ernment o$ Pa*istan decided to se&& 2> #ercent o$ t!is com#any to some #ri atecor#oration.

2istory of PTCL

$ter t!e #artition o$ ndo;Pa* s,bcontinent in1D - t!e areas t!at became #art o$ Pa*istan

ere most&y neg&ected in res#ect o$ te&ecomm,nication ser ices. !e s,##orting organizationand man,$act,ring te&ecomm,nication e8,i#ment ere a&most non;e6istent in Pa*istan

The Pa,istan posts and tele!raphs department (6;:< to 6;=8+

n 1D - t!e Pa*istan Posts and e&egra#!s "e#artment as attac!ed it! t!e Ministry o$ ?omm,nication. ",ring t!e $irst $i$teen years- a so,nd $o,ndation as &aid by creatings,##orting organizations &i*e te&e#!one stores- or*s!o#s- training centers- #rod,ction andre#air o$ e8,i#ment<s etc.- necessary $or r,nning o$ P 7 "e#artment. Ho e er-te&ecomm,nication net or* systems remained &imited to major cities o$ t!e co,ntry. !e

o ernment o$ Pa*istan started $i e;year #&ans to b,i&d a #ro#er base $or systematicde e&o#ment o$ t!e te&ecom sector.

Pa,istan tele!raphs and telephone department (6;=8>6;;?+

Wit! t!e e6#ansion o$ t!e #osta& and te&ecomm,nication ser ices- go ernment decided tos#&it t!e PP7 "e#artment into t o de#artments i.e. Pa*istan e&egra#! and e&e#!one"e#artment and Pa*istan Post $$ice "e#artment. !e #rocess o$ bi$,rcation as com#&eted

by J,&y 1D>2.%igni$icant de e&o#ments too* #&ace d,ring t!e $irst $orty years in terms o$ in$ra;str,ct,re de e&o#ment and trans$er o$ tec!no&ogy $rom EM" to digita& s itc!ing

systems and increase in te&e#!one &ines $rom 12-000 in 1D to D22-000 in 1DD0- besidesestab&is!ment o$ man,$act,ring $aci&ities o$ ario,s ty#es.

Establishment of Pa,istan telecommunication corporation (PTC+

n 1DD0- P 7 de#artment as trans$ormed into a cor#oration and tit&ed as Pa*istane&ecomm,nication ?or#oration. !e objecti e o$ t!is initiati e as to #ro ide greater a,tonomy and $&e6ibi&ity to t!e organization in ac!ie ing its &ong;term objecti es

",ring t!e ne6t $i e years- t!e te&ecomm,nications sector made tremendo,s #rogress in t!e #ro ision o$ te&ecomm,nication ser ices. t started man,$act,ring and #rod,ction o$

e&ecomm,nication e8,i#ment materia&s by ,sing t!e &atest tec!no&ogies. ",ring P ? #eriod



t!e n,mber o$ &ines increased to 21- 2>-0= in 1DD=- an increase o$ o er 230 #ercent o er 1DD0.

$&SS&0% STATE$E%T 01 PTCL

com#any<s mission statement is ty#ica&&y $oc,sed on its #resent b,siness sco#e;K !o t!eyare and !at t!ey doL mission statement broad&y describes an organization<s #resentca#abi&ities- c,stomer $oc,s- acti ities and b,siness ma*e,#.

Pa*istan e&ecomm,nication com#any &imited statement states t!at

1. n organizationa& en ironment t!at $osters #ro$essiona&ism- moti ation and 8,a&ity.2. n en ironment t!at is cost e$$ecti e and conscio,s.3. %er ices t!at are based on t!e most o#tim,m tec!no&ogy.. KA,a&ityL and K imeL conscio,s c,stomer ser ice.

=. %,stained gro t! in earnings and #ro$itabi&ity.

ST/ATE@&C *&S&0% 01 PTCL

%trategic ision is a roadma# o$ a com#any<s $,t,re; #ro iding s#eci$ics abo,t tec!no&ogyand c,stomer $oc,s- t!e geogra#!ic and #rod,ct mar*ets to be #,rs,ed- t!e ca#abi&ities it

#&ans to de e&o#- and t!e *ind o$ com#any t!at management is trying to create. %trategicision o$ Pa*istan e&ecomm,nication ?om#any is Kto be t!e &eading ? ser ice #ro ider int!e region by ac!ie ing c,stomer<s satis$action and ma6imizing s!are!o&ders a&,e.

C0/E *AL.ES 01 PTCL

Na&,es are genera& statements- #roced,res or ,nderstandings t!at g,ide or c!anne& t!in*ing indecision ma*ing. t #ro ides direction $or action and reg,&arizes t!e decision ma*ing incertain circ,mstances.

Pa*istan e&ecomm,nication ?om#any &imited de$ines its a&,es as1 Pro$essiona& ntegrity1 ?,stomer %atis$action2 eam or* 3 ?om#any &oya&ty

0"JECT&*ES 01 PTCL

bjecti es are t!e ends to ards !ic! acti ity is aimed. !ese are t!e res,&ts to be ac!ie ed.Pa*istan e&ecomm,nication ?om#any &imited states its objecti es as ,nder

1 o #ro ide 8,a&ity ser ices to its c,stomers in Pa*istan.1. o #ro ide ma6im,m satis$action to its c,stomers by ,sing t!e &atest tec!no&ogy.2. o increase t!e ort! o$ o ners.3. o &ead t!e te&ecomm,nication ind,stry in Pa*istan.

=



.Carrier Telephone &ndustries (CT&+

?arrier e&e#!one nd,stries (? ) as incor#orated as a #ri ate &imited com#any in t!e #,b&ic sector in 1D>D in co&&aboration it! Pa*istan te&ecomm,nication ?om#any 4imitedand %iemens - ermany. ? as estab&is!ed to ac8,ire- de e&o# and #rod,ce &atest state;o$;t!e;art e8,i#ment in t!e $ie&d o$ transmission tec!no&ogies- e&ectronics and ot!er te&ecomm,nication areas. t #ro ides a so#!isticated tec!no&ogy base $or t!e co,ntry. oday? is man,$act,ring %"H transmission e8,i#ment- M,&ti#&e6ing #rod,cts- #tica& :iber and"igita& +adio %ystems. n addition it !as a&so ent,red in t!e man,$act,ring o$ Micro a eid Parabo&ic ntennae- P BO and Pai ain %ystem. t !as recent&y started assemb&y o$

#ersona& ?om#,ters- besides se&&ing ot!er E&ectro;mec!anica& accessories- meas,ringinstr,ments and ot!er #rod,cts. !e com#any em#&oys &atest man,$act,ring tec!ni8,es i.e.%,r$ace Mo,nting ec!no&ogy (%M ) $or mo,nting com#onents and its robotics

arms/mac!ines #ro ides e6ce&&ent s,##ort $or a$ter sa&es ser ices. t is e8,i##ed to train and$,&&y s,##ort its c,stomers.

? as #ri atized in @o ember 200= as #art o$ t!e P ?4 #ri atization commitment.P ?4<s e8,ity in estment o$ +s.C mi&&ion as so&d $or +s.=00 mi&&ion to %iemens . !e

#ri atization commission !as not yet re&eased t!e #roceeds o$ t!is sa&e to P ?4. !ecom#any !ad earned a c,rrent year #ro$it o$ +s.2 mi&&ion be$ore #ri atization in @o ember 200=.

0/@A%& AT&0%AL ST/.CT./E 01 PTCL

rganization is t!e end res,&t o$ organizing. %o organizing is t!e #art o$ management t!atin o& es estab&is!ing intentiona& str,ct,re o$ ro&es $or t!e #eo#&e to $i&& an enter#rise. t is

#rocess o$ brea*ing do n t!e o era&& tas*s o$ an enter#rise into indi id,a&assignments/acti ities and t!en getting t!em #,t toget!er in ,nits- de#artments or in gro,#sa&ong it! t!e de&egation o$ a,t!ority to t!e manger. rganizationa& str,ct,re im#&ies a$orma&ized intestina& str,ct,re o$ ro&es/#ositions.

e&&;de e&o#ed and #ro#er&y coordinated str,ct,re is an im#ortant re8,irement $or t!es,ccess$,& o#eration o$ any organization. t #ro ides t!e basic $rame or* it! in !ic!

$,nctions and #roced,res are #er$ormed. n P ?4 t!e $,nctions o$ #&anning and #o&icy$orm,&ation are carried o,t by t!e Board o$ "irectors !ereas t!e management o$ t!eorganization is carried o,t by t!e e6ec,ti e management.

>



0r!ani3ation Structure



Departments 01 PTCL

E ery organization is di ided into de$inite de#artments. Eac! de#artment #er$orms di$$erent*ind o$ jobs and re8,ires sta$$ it! s#ecia&ized s*i&&s to !and&e #artic,&ar job. !is increasest!e e$$iciency o$ or*ers.

!ere are se era& as#ects on !ic! de#artmenta&ization in an organization can be based. !edi ision can be done on t!e basis o$ $,nction- #rod,ct- c,stomers or geogra#!ica& &ocations.

!e P ?4 Head A,arters is com#rised o$ se era& de#artments. !e di ision is made on t!e basis o$ $,nction t!ey #er$orm. Hence it can be conc&,ded t!at P ?4 !as ado#ted t!e #o&icyo$ $,nctiona& de#artmenta&ization. !e main de#artments o$ P ?4 are mentioned be&o .

1 H,man +eso,rce Management "e#t.1. :inance "e#t.

2. ?ommercia& "e#t.3. #erationa& "e#t.. ec!nica& "e#t.

=. "e#t.>. ?or#orate $$airs "e#t.

. %#ecia& Projects "e#t.

6)=) Problem statemento !at e6tent di$$erent com#ensation #&ans $or reg,&ar em#&oyees- contract em#&oyees- nd

@?P em#&oyees a$$ect Job satis$action and mora&e o$ t!e em#&oyees o$ P ?4.

6)<)%eed of research+esearc! is needed beca,se t!at is serio,s #rob&em o$ t!e H+ de#artment

6)B) &ntroduction to 2uman /esource $ana!ement2/ mana!ement overvie4

More s#eci$ica&&y t!e H,man +eso,rces "e#artment s!a&& #er$orm $o&&o ing $,nctions• !,man reso,rce #!i&oso#!y !ic! s!a&& go ern t!e com#any<s actions it! res#ect

to !,man reso,rces management• Pre#are a H,man +eso,rce P&an to s,##ort t!e s!ort and medi,m;term goa&s o$ t!e

com#any• "e e&o# t!e #o&icies- g,ide&ines and #roced,res $or t!e $o&&o ing !,man reso,rces

management concerns ;Man#o er #&anning / b,dgeting.+ecr,itment and %e&ection.##ointment- de#&oyment- re;de#&oyment / trans$ers.?om#ensation and bene$its administration.?areer #&anning and #romotions.

C



Per$ormance management.ncenti es administration.raining and de e&o#ment.rant o$ Mo e o er

rant o$ #ermission $or !ig!er ed,cation.%anction &ea e."isci#&inary cases.

2uman /esource Practices

n e ery organization t!e H+ !as a cr,cia& ro&e in b,i&ding t!e organizationa& c,&t,re and a&somo&ding t!e et!ica& c!aracter o$ t!e or*$orce. !o,g! t!e ro&e o$ H+ is e o& ing andass,ming more strategic signi$icance it is sti&& ide&y recognized as t!e #o&icing arm o$ t!ee6ec,ti e management. !e H+ !as res#onsibi&ity $or a&& t!e $,nctions t!at dea& it! t!eneeds and acti ities o$ t!e em#&oyees. Hiring- training- &eaders!i# de e&o#ment-

#er$ormance management- #erson ne #o&icy $rame or*- sa&ary and bene$it #rogrammed a&&come ,nder t!e #,r ie o$ t!e H+. ts o erbearing #resence !as tremendo,s in$&,ence ont!e or*$orce. !ere$ore organizationa& c,&t,re t!at s,##orts and enco,rageset!ica& be!a ior de#ends to a great e6tent on t!e e en !andedness o$ H+ systems.

!e society o$ H,man +eso,rce Management de$ines a best #ractice in H+ as a #artic,&ar met!od- a##roac!- or #ractice o$ managing #eo#&e- !ic! !as a #ositi e im#act on a com#anyGs o era&& b,siness #er$ormance by im#ro ing em#&oyee satis$action- c,stomer satis$action- and a&so t!e bottom;&ine b,siness #er$ormance. Best #ractice is a di$$ic,&tconce#t to de$ine beca,se it de#ends on many ariab&es. !ese #ractices are not &imited to!at is accom#&is!ed- it!in !at $rame or*- it!in !at en ironment and ,nder !ateconomic conditions. %t,dies !a e identi$ied t!e major categories $or best H+ #ractices as

• +ecr,itment and %e&ectionF• raining and "e e&o#mentF• ?areer #at! "e e&o#mentF• ?om#ensation ManagementF• Per$ormance Management.

Compensation $ana!ement

?om#ensation management is a co&&egian o$ acti ities t!at estab&is!es an interna&&y e8,itab&eand e6terna&&y com#etiti e #!i&oso#!y and #ractice $or #aying em#&oyees. %a&aries and agesare o$ten t!e &argest cost to a $irm and can be ,# to 0I o$ a com#any<s ann,a& o#eratingcosts. ?reating a com#re!ensi e and im#artia& str,ct,re is *ey to attracting and retainingta&ent- and t!ere$ore $,ndamenta&&y strategic to t!e organization.E&ements o$ ?om#ensation Management%im#&y &isted t!e essentia& e&ements o$ a best;in;c&ass com#ensation management #rograminc&,de

• ?om#re!ensi e Position na&ysis A,estionnaires / +e ie s / nter ie s• ?om#&aint and ?onsistent Job "escri#tions

D



• nterna& and Na&idated Job +ating %ystem• Em#&oyee "ata ntegration• Mar*et %a&ary data• cton;oriented na&ysis ?a#abi&ities (Pay E8,ity- Per$ormance- Pay Po&icy- H,man

?a#ita& P&anning).Compensation and job satisfaction

Job satis$action inc&,des c!a&&enging or*- interesting job assignments- e8,itab&e re ards-com#etent s,#er ision- and re arding careers. !e 8,a&ity o$ or* &i$e and #syc!o&ogica&re ards $rom em#&oyment are ery im#ortant. t is do,bt$,&- !o e er- !et!er many o$ ,so,&d contin,e or*ing ere it not $or t!e money e earn.

Em#&oyees desire com#ensation systems t!at t!ey #ercei e as being $air andcommens,rate it! t!eir s*i&&s and e6#ectations. Pay- t!ere$ore- is a major consideration inH+M beca,se it #ro ides em#&oyees it! a tangib&e re ard $or t!eir ser ices- as e&& as aso,rce o$ recognition and &i e&i!ood.Em#&oyee com#ensation inc&,des a&& $orms o$ #ay and re ards recei ed by em#&oyees$or t!e #er$ormance o$ t!eir jobs. "irect com#ensation encom#asses em#&oyee ages andsa&aries- incenti es- bon,ses- and commissions. ndirect com#ensation com#rises t!e many

bene$its s,##&ied by em#&oyers- and non$inancia& com#ensation inc&,des em#&oyeerecognition #rograms- re arding jobs- and $&e6ib&e or* !o,rs to accommodate #ersona&needs.

Bot! H+ #ro$essiona&s and sc!o&ars agree t!at t!e ay com#ensation is a&&ocated amongem#&oyees sends a message !at management be&ie es is im#ortant and t!e ty#es o$

acti ities it enco,rages. :or an em#&oyer- t!e #ayro&& constit,tes a sizab&e o#erating cost. nman,$act,ring $irms com#ensation is se&dom as &o as 20 #ercent o$ tota& e6#endit,res- andin ser ice enter#rises it o$ten e6ceeds C0 #ercent.

so,nd com#ensation #rogram is essentia& so t!at #ay can ser e to moti ate em#&oyee #rod,ction s,$$icient&y to *ee# &abor costs at an acce#tab&e &e e&. !e management o$ acom#ensation #rogram- job e a&,ation systems- and #ay str,ct,res $or determiningcom#ensation #ayments is co ered !ere. nc&,ded i&& be a disc,ssion o$ $edera& reg,&ationst!at a$$ect age and sa&ary rates. Em#&oyee bene$its t!at are #art o$ t!e tota& com#ensation

#ac*age are disc,ssed &ater

Compensation 0bjectives and Policies?om#ensation objecti es s!o,&d $aci&itate t!e e$$ecti e ,ti&ization and management o$ anorganization<s !,man reso,rces- !i&e a&so contrib,ting to t!e o era&& objecti es o$ t!eorganization. com#ensation #rogram- t!ere$ore- %!o,&d be tai&ored to t!e needs o$ anorganization and its em#&oyees.

t is not ,ncommon $or organizations to estab&is! ery s#eci$ic goa&s $or t!eir com#ensation #rogram. :orma&ized com#ensation goa&s ser e as g,ide&ines $or managers toens,re t!at age and bene$it #o&icies ac!ie e t!eir intended #,r#ose. !e more commongoa&s o$ com#ensation #o&icy inc&,de

1. o re ard em#&oyees< #ast #er$ormance

10



2. o remain com#etiti e in t!e &abor mar*et3. o maintain sa&ary e8,ity among em#&oyees. o moti ate em#&oyees< $,t,re #er$ormance=. o maintain t!e b,dget

>. o attract ne em#&oyees. o red,ce ,nnecessary t,rno er

o ac!ie e t!ese goa&s- #o&icies s!o,&d be estab&is!ed to g,ide management in ma*ingdecisions. :orma& statements o$ com#ensation #o&icies ty#ica&&y inc&,de t!e $o&&o ing

1. !e rate o$ #ay it!in t!e organization and !et!er it is to be abo e- be&o - or at t!e #re ai&ing comm,nity rate

2. !e abi&ity o$ t!e #ay #rogram to gain em#&oyee acce#tance !i&e moti atingem#&oyees to #er$orm to t!e best o$ t!eir abi&ities

3. !e #ay &e e& at !ic! em#&oyees may be recr,ited and t!e #ay di$$erentia& bet eenne and more senior em#&oyees

. !e inter a&s at !ic! #ay raises are to be granted and t!e e6tent to !ic! meritand/or seniority i&& in$&,ence t!e raises

=. !e #ay &e e&s needed to $aci&itate t!e ac!ie ement o$ a so,nd $inancia& #osition inre&ation to t!e #rod,cts or ser ices o$$ered

11



6); 0bjectives of the project report!e main #,r#ose o$ t!e re#ort in !and is toget!er re&e ant in$ormation to com#i&e b,sinessresearc! re#ort on P ?4. o obser e- ana&yze and inter#ret t!e re&e ant data com#etent&y andin a ,se$,& bjecti es o$ +esearc! %t,dy

o meas,re- ana&yze and in estigate t!e a&,e;c!ange in H+ #ractices being $o&&o ed."isc,ss t!ro,g! st,dy o$ #tc&!e #ractica& or* o$ H+ #ractice9no t!e En ironment o$ t!e organization9no t!e #tc& #rob&emsnd &earn !o to so& e t!e #rob&ems:ind t!e #rob&emsnd try to so& e t!e #rob&ems"e e&o# t!e inter#ersona& comm,nication

6);)Scope of the project reports a researc!er in P ?4 t!e main $oc,s o$ my re#ort researc! as on H+ $,nction oncom#ensation o$ t!e P ?4.%imi&ar&y di$$erent as#ects o era&& o$ P ?4 are a&so co ered in t!is re#ort.

!e o,tcome i&& !e&# to determine t!e direction o$ e$$ect in organizationa& #rod,cti ity.o or* #ractica&&y in an organization.o de e&o# inter#ersona& comm,nication.o see* !o to so& e t!e #rob&em4earn !o to $ind t!e #rob&ems4earn !o to cond,ct researc! met!odo&ogy

6)6?) "enefit of the /eport!e re#ort done i&& bene$it t!e H+ st,dents beca,se t!e H+ #ractice section o$ t!isre#ort com#re!ensi e&y encom#asses a&& res#ects o$ H+ #ractice. :,rt!er more-P ?4 may a&so bene$it $rom t!e recommendations made at t!e end o$ t!e re#ort.

12



2. /esearch $ethodolo!y

8)6)/esearch desi!n+esearc! design is t!e arrangement o$ conditions it! regard to co&&ection and ana&ysis o$ data in a ery manner !ic! aims to combine re&e ance to t!e researc! $,nction it!economy in #roced,re. +esearc! design inc&,ded detai&s o$ st,dy regarding its ty#e- settings-time !orizon and ,nit o$ ana&ysis !ic! are disc,ssed be&o .

8)8)Type of study"escri#ti e researc! as se&ected $or t!e desired st,dy- $rom !ic! s,r ey met!od asado#ted to cond,ct t!e researc!.

8)9)Study settin!!is is a $ie&d st,dy beca,se #artici#ants i.e. P ?4 reg,&ar em#&oyees- contract em#&oyeesand @?P em#&oyees !a e been contacted on t!eir job and t!ey $i&&ed t!e 8,estionnaires in

t!eir nat,ra& or* en ironment .

8):)Time 2ori3on!e data $or t!is researc! !as been co&&ected in one ee*. !e data is cross;sectiona& in

nat,re .

8) ).nit of Analysis!e ,nit o$ ana&ysis $or t!is B,siness researc! #roject indi id,a& (Em#&oyees o$ P ?4) i.e.+eg,&ar em#&oyees- contract em#&oyees and @?P em#&oyees.

8)=)Population!e #o#,&ation o$ t!e c,rrent st,dy com#rises o$ t!e em#&oyees o$ t!e P ?4. !e #o#,&ationconsisted t!o,sands em#&oyees o$ t!e P ?4.

8)<)Samplin! techni ues!e st,dy is based on con enient sam#&ing d,e to time &imitations. !e data as co&&ected$rom t!e em#&oyees o$ t!e P ?4- t!e rationa&e $or !ic! is t!at data co&&ection $rom t!is

#o#,&ation as easy and con enient.

8)B)Samplin!Based on con enient sam#&ing- a tota& o$ 100 se&$;administered 8,estionnaires !a e beendistrib,ted among t!e P ?4 em#&oyees in di$$erent o$$ices.

8);)/esearch instrumentPa#er s,r ey as cond,ctedF 8,estionnaires ere co&&ected and e6amined to conc&,de t!e$indings.

13



8)6?) Data Collection tota& o$ 100 se&$;administered 8,estionnaires !a e been distrib,ted among t!e em#&oyees o$ t!e P ?4 to get data on #artic,&ar ariab&es o$ interest. ,t o$ 100 8,estionnaires- C= ererecei ed o$ !ic! on&y = ere considered $or ana&ysis it! a res#onse rate o$ =I. W!i&e

administering t!e 8,estionnaires- t!e res#ondents ere ass,red t!at t!eir names i&& be *e#tsecret and t!e data i&& be ,sed on&y $or t!is #roject.

1



9) /ES.LT A%D D&SC.SS&0%!e st,dy as carried;o,t to ascertain t!e &e e& o$ satis$action among em#&oyees o$ t!e

com#any $ee& satis$ied it! res#ect to its H+ #o&icies. P ?4 management !as not been ab&eto design #ay #ac*ages $or its em#&oyees. !,s t!e em#&oyees are neit!er getting com#any;sca&es &i*e many cor#orate com#anies- nor t!ey are getting #ay and #er*s o$$ered by t!ego ernment to its em#&oyees.

P ?4 !as been !iring #eo#&e at mar*et;based sa&aries- b,t t!e dis#arity in t!e #ay;#ac*agesis 8,ite dist,rbing and at times disco,raging $or t!e em#&oyees. o em#&oyees or*ing att!e same &e e&s get di$$erent #ac*ages. !is needs to be remo ed. &so- t!e ga# bet eensa&aries o$ reg,&ar and contract em#&oyees needs to be bridged. Em#&oyees e6#ect to get at&east t!e #ay;rise anno,nced by t!e :edera& o ernment to meet t!e in$&ation- b,t t!e

com#any !as o$ten re$,sed t!at too. !is !as created a negati e im#ression among t!eem#&oyees. Management needs to ta*e some con$idence;b,i&ding meas,res to ,ndo t!is.P ?4 s!a&& try to matc! ot!er com#anies in #ay and bene$its so t!at t!e em#&oyees do not&ea e d,e to t!is grey area.

Em#&oyee dissatis$action is !ig! d,e to b&oc*age o$ c!anne& o$ #romotion- &ac* o$ career gro t! and &ess sa&ary. %a&aries o$ P ?4 em#&oyees ,sed to be too !ig! t!an t!e rest o$ t!ego ernment em#&oyees- b,t no t!e em#&oyees are getting $ar &ess #ay t!an t!eir com#atriotsin ot!er go ernment de#artments- !ence t!ey cannot ma*e t!eir t o ends meet in t!isto ering in$&ation. Em#&oyee +etention is t!e *ey to &ong;term gro t! and s,ccess. $ P ?4

management ants to retain t!e best- it m,st #ay attention to com#ensation #&ans and career;gro t! so t!at t!e t,rno er ratio is minimized.

!e 8,estionnaires res,&t de$ine and e6#&ain in t!ree ste#s- res,&t #re#are in t!e M% e6ce&.+es,&t re&ate em#&oyees satis$action . e !a e de e&o#ed 2= 8,estion in sca&e is ,sed yes andno- yes can e6#&ain t!e em#&oyees satis$action and no e6#&ain t!e em#&oyees dissatis$action.:irst e m,st mention t!e se&$ administrated 8,estionnaires.

!ese ty#es o$ 8,estionnaires are ,sed and $i&& $rom t!e = em#&oyees!e res,&t can s!o in t!ree di$$erent $orms

1st e can s!o t!e 8,estionnaires res,&t2nd t!e em#&oyees yes and nond 3 rd o er a&& res,&t o$ t!e data

1=



9)6)Employee satisfaction related to particular uestion

Be&o tab&e s!o s t!e Em#&oyee satis$action re&ated to #artic,&ar A,estion. Eac! 8,estion is

as*ed $rom tota& o$ = em#&oyees. !eir res#onse in 5E% s!o s t!at t!ey are satis$ied andans er as @ s!o s t!at t!ey are dissatis$ied.4i*e 1 st 8,estion t!at is K re yo, satis$ied it! yo,r c,rrent sa&aryQL is as* $rom =em#&oyees in !ic! 20 ans er it! yes t!at rea&ized ,s t!at t!ey are satis$ied and ==em#&oyees ans ered @o t!at s!o s t!ey are "issatis$ied. Here e can *no no o$ em#&oyee!ic! is dissatis$ied $rom sa&ary is more t!an satis$ied em#&oyee.Eac! and e ery 8,estion is e6amined to $ind !at satis$ied or dissatis$ied em#&oyee.

1>



%o uestionsobservation es %0

Satisfied in

F

Dissatisfied in

F

1 re yo, satis$ied it! yo,r c,rrent sa&aryQ = 20 == 2 I 3I

2re yo, satis$ied connection bet een #ay and

#er$ormanceQ = 1 =C 23I I

3 re yo, satis$ied it! yo,r retirement #&anQ = 22 =3 2DI 1Ire yo, satis$ied $rom di$$erent a&&o ances i.e.medica&- con ince etc. = 1 =C 23I I

= "o yo, !a e a good #ension #&anQ = 12 >3 1>I C I

> "o yo, !a e ann,a&&y increment #&anQ = 3= 0 I =3I"o yo, get o ertime #aymentQ = >C DI D1I

C "o yo, get yo,r sa&ary at timeQ = >= 10 C I 13I

D "o yo, !a e $aci&ity to reimb,rse yo,r e6#enseQ = 22 =3 2DI 1I

10 "o yo, !a e $ami&y and #ersona& &ea esQ = =1 2 >CI 32I

11 "o yo, !a e job sec,rity in organizationQ = 30 = 0I >0I

12 "oes yo,r organization #ay a bon,sQ = =1 2 >CI 32I

13 "oes yo,r organization #ro ide $ami&y bene$itsQ = 3= 0 I =3I

1"oes yo,r organization #ro ide ins,rance$aci&ityQ = 1= >0 20I C0I

1= am e&& satis$ied $rom t!e non;monetary

bene$it o$$ered !ere. = 1 >1 1DI C1I

1> am o$ten bored in my job. = = 1C >I 2 I

1 am satis$ied $rom t!e c!ances o$ #romotion. = 1= >0 20I C0I

1C $ee& ,na##reciated !en t!in* abo,t my

basic #ay. = 23 =2 31I >DI

1D $ee& ery satis$actory it! #er$ormancee a&,ation term and #o&icy. = 12 >3 1>I C I

20 $ee& satis$ied !en t!in* abo,t #ension!ic! e&& recei ed a$ter retirement. = D >> 12I CCI

21 $ind rea& enjoyment in my or*. = D 2> >=I 3=I

22rganization do re ard $inancia& com#ensation

based on #er$ormance. = 20 == 2 I 3I

23Pay incenti e moti ates me a &ot to #er$orm ato#tima& &e e&. = 2> D 3=I >=I

2+e ard s!o,&d be j,st base on $inancia&com#ensation. = 3 32 = I 3I

2= Bene$its are $e not satis$actory. = 10 >= 13I C I

9)8) Employee satisfaction related to particular uestion in !raph

1



1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 250%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

27%23%

29%23%

16%

47%

9%

87%

29%

68%

40%

68%

47%

20% 19%

76%

20%

31%

16%12%

65%

27%

35%

57%

13%

100%200%300%400%500%600%700%800%900%1000%1100%1200%1300%1400%1500%1600%1700%1800%1900%2000%2100%2200%2300%2400%2500%

Satisfed in %

!e 8,estion satis$action in #ercent is gi en $or eac! 8,estion at 6 e6es and #ercentage isgi en at y e6es. s 8,estion no 1 ans er by = em#&oyees t!at bar gra#! s!o s satis$iedem#&oyee in I t!is is 2 I !ic! means em#&oyee is not satis$ied $rom t!eir sa&ary.

1C





30%

70%

Contract Employees satisfaction

Satisfed Dissatisfed

36%

64%

/e ular Employees satisfaction

SatisfedDissatisfed

20





39%

61%

Overall Employees satisfaction

Satisfed Dissatisfed

!e o era&& res,&t is gi en abo e t!at s!o s 3DI em#&oyee are satis$ied and >1I o$ P ?4em#&oyees are dissatis$ied. !is is !,ge e$$ect o$ com#ensation on job satis$action.

22



9):) Summary of different type of employees Satisfaction

Type of compensation /e!ular Contract %CP@

%a&ary 3DI =I 3CI

&&o ances 2>I 1 I 100I

nn,a& increment =I C3I 2=I

+etirement #&an 1DI I I

Promotion 22I 0I 13I

Bon,s 3DI 33I 3CI

Job sec,rity 0I 0I 100I

ab&e s!o s t!at t!e di$$erent ty#e o$ em#&oyee<s satis$action in #ercentage !ic! e can

com#are +eg,&ar- ?ontract and @?P em#&oyee<s satis$action.

39%26%

45%

19% 22%

39% 40%

75%

17%

83%

4%

0%

33%

0%

38%

100%

25%44%

13%

38%

100%

Comparison of satisfaction of Employee

Regular Contarct NC !

!e #ercentages o$ di$$erent gro,# o$ em#&oyees s!o satis$action o$ di$$erent com#ensation.!e !ig!est bar s!o s em#&oyee are more satis$ied $rom t!at #artic,&ar com#ensation )

23



9) ) Discussion

P ?4 H+ de#artment is $acing di$$erent ty#es o$ #rob&ems. B,t d,e to time &imitation e arese&ecting on&y one #rob&em i.e. com#ensation. P ?4 H+ de#artment to&d ,s abo,tcom#ensation- com#ensation #&an $or di$$erent em#&oyees< .i.e. +eg,&ar -contract- nd @?Pem#&oyees .$or di$$erent gro,# o$ em#&oyees t!ey !a e di$$erent r,&es and reg,&ations.

tota& o$ 100 se&$;administered 8,estionnaires !a e been distrib,ted among t!e em#&oyees o$ t!e P ?4 to get data on #artic,&ar ariab&es o$ interest. ,t o$ 100 8,estionnaires- C= ererecei ed o$ !ic! on&y = ere considered $or ana&ysis it! a res#onse rate o$ =I. W!i&eadministering t!e 8,estionnaires- t!e res#ondents ere ass,red t!at t!eir names i&& be *e#tsecret and t!e data i&& be ,sed on&y $or t!is #roject.

n 8,estionnaires e !a e as*ed 8,estions abo,t com#ensation $rom t!e a&& sections o$ em#&oyees. $ter co&&ected t!e 8,estionnaires e #re#ared t!e res,&t in M% e6ce&.

+es,&t is di ided into t!ree categories

n 1 st e de$ine !o many 8,estions are yes and !o many are no. yes is identi$ied assatis$action and no as dissatis$action.

n 2 nd e de$ine eac! em#&oyees satis$action and dissatis$action . ota& 2= 8,estions $or eac!em#&oyees s!o ing !ic! 8,estion is yes and !ic! 8,estion is no t!an e6#&ain t!e entire8,estion in res,&t.

+es,&t no 3 e6#&ains researc! conc&,sion.n res,&t no 3 is main !eading . !eading can e6#&ain t!e 2= 8,estion erage res,&t t!e one!eading ratio and reason can e6#&ain it! detai&.

!e 1 st !eading re&ate sa&ary satis$action- t!e reg,&ar and @?P em#&oyees !as not satis$ied$rom t!e sa&ary !y beca,se t!e +eg,&ar em#&oyees sca&e is not ,#date in 2011 and ,sed200C sca&e beca,se t!e sa&ary o$ t!e reg,&ar em#&oyees is not increase t!e &ead to jobsatis$action

2nd !eading e6#&ain t!e a&&o ances- in t!e #tc& a&&o ances can di ided in t o o#tion one is

10I o$ basic sa&ary and t o is =I on #er$ormance -and !ere t!e #rob&em o$ basic sa&ary t!ein t!e $irst !eading t!e em#&oyees is not satis$ied t!ey s!o,&d a&so not satis$ied $rom t!ea&&o ance and t!e second o#tion #er$ormance base a&&o ance t!ey !as not #aid to t!e reg,&ar em#&oyees and @?P -and t!e contract em#&oyees satis$action ration beca,se increase t!e!a e !ig! basic sa&ary and a&so a&&o ance in t!e #er$ormance #ay it contract em#&oyees.

3rd !eading is t!e nn,a& increment !as recei ed e ery $,nction em#&oyees i.e. contractem#&oyees reg,&ar em#&oyees and @?P em#&oyees .b,t t!e basic sa&ary is t!e main #rob&emt!e ration o$ dissatis$action is more t!an =0I .t!e contracts em#&oyees is satis$ied $rom t!eann,a& increment t!e basic sa&ary is !ig! t!en t!e reg,&ar em#&oyees and @?P em#&oyees.

2



t! !eading can e6#&ain t!e retirement #&ane t!e contract em#&oyees is !a e no retirement timet!ey not sec,re in job beca,se t!ey not satis$ied. nd t!e @?P beca,se satis$ied $rom t!eretirement t!ey no #ension #&ane b,t t!ey on&y recei ed grat,ity $,nd a$ter one year .in t!e

#tc& !as a&& t!e #rob&em $ace by reg,&ar em#&oyees more t!en ot!er $,nction o$ em#&oyees

.t!e reg,&ar em#&oyees is #romotion c!ances is ery &o and a&so beca,se t!ey !a e retire in&o grad in &o basic sa&ary t!ey recei ed &o #ensions $rom !ic! t!ey !a e not satis$ied.

=t! !eading s!o t!e ratio o$ #romotion .t!e reg,&ar em#&oyees is not satis$ied $rom t!e #romotion .t!e #romotion is ery s&o &y o$ t!e reg,&ar em#&oyees and contract em#&oyees is

ery s#eedy .t!e reg,&ar em#&oyees is not #romoted in &ast year b,t contracts em#&oyees is #romoted $rom t!e grad 1 to 20 on&y in years. Beca,se t!ey &ead to job dissatis$action

>t! !eading can e6#&ain t!e bon,s .t!e #tc& organization bon,s #aid on #er$ormance t!ey setcategory. :rom to " in ?ategory is #aid 200I- B is 1=0I- ?100I- "=0I and E is 0It!e reg,&ar em#&oyees is not mention in category and B t!at on&y #aid to contractem#&oyees .and t!e reg,&ar em#&oyees and @?P is basic sa&ary is &o and t!e bon,s rationcan ca&c,&ate is &o t!e em#&oyees recei ed &o bon,s t!ey &ead to job dissatis$action.

t! !eading can s!o t!e job sec,rity- t!e job sec,rity is im#ortant #oint beca,se t!ey canretain em#&oyees $or &onger #eriod<s .t!ey contracts em#&oyees !a e no sec,rity in t!eorganization t!e can dismissed any time it!o,t &atter and in$ormation .reg,&ar em#&oyeesand @?P is $ee& sec,re in t!e organization. $ t!e em#&oyees $ee& sec,re and t!eorganization t!ey can or* re&a6 and moti ate $or $,t,re or*.

2=



:) Conclusion+es,&ts may be conc&,ded as

Ptc& !as more t!en >0I reg,&ar em#&oyees t!ey are not satis$ied $rom t!ecom#ensation es#ecia&&y basic sa&ary and #romotion- $or t!e ser ices organizationem#&oy needs m,st $irst be satis$ied t!en em#&oyees can satis$y c,stomers.!e contract em#&oyees are not satis$ied $rom t!e job sec,rity -i$ t!e organization isnot gi ing job sec,rity -t!e em#&oyees can not be &oya& it! organization .:or contract em#&oyees de$ine t!e #eriods and gi e t!e sec,rity $or t!e #eriod.+es,&ts and disc,ssion s!o s t!at reg,&ar em#&oyees are not !a##y $rom t!e H+

#o&icy.ood retirement #&an is t!e dream o$ e ery em#&oyees . !en organization gi es a

good retirement #&ane t!e em#&oyees are moti ated $or &onger #eriods o$ or*- b,t in #tc& em#&oyees are not satis$ied $rom t!e retirement #&ane.

2>



) 1uture recommendation:,t,re recommendations are as ,nder

!ere s!o,&d be simi&ar H+ #o&icy $or a&& t!e sta$$ ?om#ensation bene$it %!o,&d be same $or a&& ty#e o$ em#&oyeesH+ #o&icy %!o,&d #romote job sec,rityJ,sti$ied sa&ary #ac*age can !e&# to moti ate sta$$ Medica& bene$it %!o,&d be same $or e ery em#&oyees%a&ary s&abs s!o,&d be de$ined+e#orting &ines %!o,&d be c&ear to sta$$ to im#ro e or* e$$iciencyo #romote !ea&t!y or*ing en ironment organization s!o,&d introd,ced or* $&o

c!arts to de#artmentsE8,a& em#&oyment bene$it %!o,&d be #ro ided:a oritism %!o,&d be disco,ragedPromotion criteria %!o,&d be de$ined on standard basis to com#ensate em#&oyeesJob descri#tions %!o,&d be re ie ed a$ter minim,m one year according to t!e or* $&o c!arts?irc,&ation o$ em#&oyees s!o,&d be #romotednter de#artment comm,nication %!o,&d be im#ro ed

:inancia& re ards can increase or* e$$iciency

:or t!e contract em#&oyees %!o,&d de$ine t!e or*ing #eriodi e a strong sec,rity to contract em#&oyee o$ t!e de$ine #eriods

:or job satis$action needed #romotion o$ t!e em#&oyees t!e reg,&ar em#&oyees need job #romotion -and s!o,&d be gi en to a&& $,nction o$ em#&oyees e8,a& o##ort,nity$or #romotion

:or reg,&ar em#&oyees s!o,&d be gi en non $inancia& re ard. ri# $or di$$erentco,ntry- Hajj and ,mra.

n te&ecom sector #tc& is one o$ t!e best organization -$or t!e #tc& em#&oyees s!o,&d begi e a ,ni8,e com#ensation #ac*ages ot!er t!en indirect com#etitor

2



=) /eferences

g,inis. H.- Pierce. ?. . (200C). En!ancing t!e re&e ance o$ organizationa& be!a ior byembracing #er$ormance management researc!. Journal of Organizational Behavior. 2D- 13D 1 =.!med. .- H,ssain. .- !med. %. (2010). Per$ormance ##raisa&s m#act on ttit,dina&,tcomes and rganizationa& Per$ormance. International Journal of Business and

Management. =- 10.

%#agno&i. P- ?aetano. - %antos. %.?. (2011). %atis$action it! job as#ects "o #atternsc!ange o er timeQ Jo,rna& o$ B,siness +esearc!.

?!o#ra- J. 9. (2010). H,man reso,rce management contem#orary a##roac!. "e&!i ".P.%.P,b&is!ing Ho,se.Byars- 4.- 7 +,e- 4. W. (2001) H,man reso,rce management (>t! ed.). @e 5or* Mc ra ;Hi&& ?om#anies- nc.

2C



<) Appendi'uestionnaire

@ame ge ender

"e#artment E6#erience Basic sa&ary

P&ease encirc&e t!e a##ro#riate yes/no against eac! statement- according to t!e sca&e gi en be&o .

A'E% @% @ ? MPE@% @1 re yo, satis$ied it! yo,r c,rrent sa&aryQ 5E% @2 re yo, satis$ied connection bet een #ay and #er$ormanceQ 5E% @3 re yo, satis$ied it! yo,r retirement #&anQ 5E% @

re yo, satis$ied $rom di$$erent a&&o ances i.e. medica&- con ince etc. 5E% @= "o yo, !a e a good #ension #&anQ 5E% @> "o yo, !a e ann,a&&y increment #&anQ 5E% @

"o yo, get o ertime #aymentQ 5E% @C "o yo, get yo,r sa&ary at timeQ 5E% @D "o yo, !a e $aci&ity to reimb,rse yo,r e6#enseQ 5E% @

10 "o yo, !a e $ami&y and #ersona& &ea esQ 5E% @11 "o yo, !a e job sec,rity in organizationQ 5E% @12 "oes yo,r organization #ay a bon,sQ 5E% @13 "oes yo,r organization #ro ide $ami&y bene$itsQ 5E% @1 "oes yo,r organization #ro ide ins,rance $aci&ityQ 5E% @1= am e&& satis$ied $rom t!e non;monetary bene$it o$$ered !ere. 5E% @1> am o$ten bored in my job. 5E% @

1 am satis$ied $rom t!e c!ances o$ #romotion. 5E% @1C $ee& ,na##reciated !en t!in* abo,t my basic #ay. 5E% @1D $ee& ery satis$actory it! #er$ormance e a&,ation term and #o&icy. 5E% @

20 $ee& satis$ied !en t!in* abo,t #ension !ic! e&& recei ed a$terretirement.

5E% @

21 $ind rea& enjoyment in my or*. 5E% @22 rganization do re ard $inancia& com#ensation based on #er$ormance. 5E% @23 Pay incenti e moti ates me a &ot to #er$orm at o#tima& &e e&. 5E% @2 +e ard s!o,&d be j,st base on $inancia& com#ensation. 5E% @2= Bene$its are $e not satis$actory. 5E% @

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