Employee Satisfaction Project on Idea Cellur

8/3/2019 Employee Satisfaction Project on Idea Cellur

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SUMMER TRAINING REPORT

ON

EMPLOYEE SATISFACTIONPROJECT ON IDEA CELLUR

SUBMITTED IN THE PARTIAL FULFILLMENT FOR THEDEGREE OF

MASTER 0F BUSINESS ADMINISTRATIONBY

LUCKNOW UNIVERSITY SESSION: 2010-2012

SUBMITTED TO:

SUBMITTED BY:

Archana Raj

Santosh Kumar

Cordinator M.B.A. ( HR&IR)

M.B.A.(HR&IR)- 3 rd Sem

IMS, University Of Lucknow

Roll No. 10001116043

Batch : 2010- 12

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http://www.google.co.in/imgres?imgurl=http://www.topnews.in/files/idea_0.gif&imgrefurl=http://www.topnews.in/companies/idea-cellular&usg=__sHGOJpyFlnFwgnA3HdJRh-vbTsw=&h=200&w=200&sz=5&hl=en&start=3&zoom=1&tbnid=C2-hJOjsRzYEkM:&tbnh=104&tbnw=104&ei=to9gTobvEpDKrAeO7MwR&prev=/search%3Fq%3DIdea%2Bcellular%26hl%3Den%26sa%3DG%26gbv%3D2%26tbm%3Disch&itbs=1


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INSTITUTE OF MANAGEMENT

AND SCIENCES, LUCKNOW

ACKNOWLEDGEMENT

I have no word to express to propound gratitude to

Mr.Himanshu Kumar Mishra who had been the source of

perpetual help in the completion of this project because any

successful work is always a result of high co-operation and

guidance.

I am also highly obliged to all faculty member and also all

staff of the College.

I would always be indebted to all above for their co-operation

and guidance and in last I thankful for my parents and my

friends.

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CONTENT

1. Executive summary

2. Objective of the project

3. Introduction

4. Company profile

5. Research methodology

6. Finding and analysis

7. Interpretation

8. Conclusion

9. Recommendations

10. Bibliography

11. Annexure

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PREFACE

Employee satisfaction is a result of various attitudes

possessed by an employee in a narrow sense these attitude

are related to the job and are concerned with such

specification factors such as wages, supervision, steadiness

of employment, conditions of work advancement,

opportunities, recognition of abilities, air evaluation of work

social relation in job, prompt settlement of grievances, air

treatment by the employers and others similar items.

However a more comprehensive approach requires

that many additional factors be included before a complete

understanding of Employee satisfaction can be attained.

Such factors such as Faculty members, age, health,

temperament, desires and level of aspiration should be

considered.

In short Employee satisfaction is a general attitude,

which is a result of many specific aptitudes in threes areas-

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namely specific job factors, individuals characteristics and

group relationship outside the job.

OBJECTIVE OFTHE STUDY

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OBJECTIVE OF THE STUDY

1. The primary objective of the research is to compare the

Employee satisfaction level of the organization.

2. To suggest ways to increase the level of Employee

satisfaction level can also be increases.

3. To test the feedback of the Employees satisfaction level.

4. Which type of feedback is provided by the service class?

5. To note the total problem occurring in the service class.

What is the major problem that comes in their jobs.

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INTRODUCTION

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INTRODUCTION

Employee satisfaction has been defined as a pleasurable

emotional state resulting attitude towards ones job. Weiss

(2002) has argued that Employee satisfaction is an attitude

but points out that researchers should clearly distinguish the

objects of cognitive from the appraisal of ones job; an

affective reaction to ones job; and an evaluation which are

affect (emotion), beliefs and behaviors. This definition

suggests that we form attitudes towards our jobs by taking

into account our feelings, our beliefs, and our behaviors.

Employee satisfaction is a result of various attitudes

possessed by an employee in a narrow sense these attitude

are related to the job and are concerned with such

specification factors such as wages, supervision, steadiness

of employment, conditions of work advancement,

opportunities, recognition of abilities, air evaluation of work

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social relation in job, prompt settlement of grievances, air

treatment by the employers and others similar items.

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11/138

HISTORY

One of the biggest preludes to the study of Employee

satisfaction was the Hawthorne studies. These studies

(1924-1933), primarily credited to Elton Mayo of the Harvard

Business School , sought to find the effects of various

conditions (most notably illumination) on workersproductivity. These studies ultimately showed that novel

changes in work conditions temporarily increase productivity

(called the Hawthorne Effect ). It was later found that this

increase resulted, not from the new conditions, but from the

knowledge of being observed. This finding provided strong

evidence that people work for purposes other than pay,

which paved the way for researchers to investigate other

factors in Employee satisfaction.

Scientific management (aka Taylorism ) also had a significantimpact on the study of Employee satisfaction. Frederick

Winslow Taylor s 1911 book, Principles of Scientific

Management, argued that there was a single best way to

11
http://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylor


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perform any given work task. This book contributed to a

change in industrial production philosophies, causing a shift

from skilled labor and piecework towards the more modern

approach of assembly lines and hourly wages . The initial use

of scientific management by industries

greatly increased productivity because workers were forced

to work at a faster pace. However, workers became

exhausted and dissatisfied, thus leaving researchers with

new questions to answer regarding Employee satisfaction. It

should also be noted that the work of W.L. Bryan, Walter Dill

Scott , and Hugo Munsterberg set the tone for Taylors work.

Some argue that Maslows hierarchy of needs theory, a

motivation theory, laid the foundation for Employee

satisfaction theory. This theory explains that people seek to

satisfy five specific needs in life physiological needs, safety

needs, social needs, self-esteem needs, and self-

actualization. This model served as a good basis from which

12
http://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs


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early researchers could develop Employee satisfaction

theories.

Models of Employee satisfaction

Affect Theory

Edwin A. Lockes Range of Affect Theory (1976) is arguably

the most famous Employee satisfaction model. The main

premise of this theory is

that satisfaction is determined by a discrepancy between

what one wants in a job and what one has in a job. Further,

the theory states that how muchone values a given facet of

work (e.g. the degree of autonomy in a position) moderates

how satisfied/dissatisfied one becomes when expectations

are/arent met. When a person values a particular facet of a

job, his satisfaction is more greatly impacted both positively

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(when expectations are met) and negatively (when

expectations are not met), compared to one who doesnt

value that facet. To illustrate, if Employee A values

autonomy in the workplace and Employee B is indifferent

about autonomy, then Employee A would be more satisfied

in a position that offers a high degree of autonomy and less

satisfied in a position with little or no autonomy compared toEmployee B. This theory also states that too much of a

particular facet will produce stronger feelings of

dissatisfaction the more a worker values that facet.

Dispositional Theory

Another well-known Employee satisfaction theory is the

Dispositional Theory It is a very general theory that suggests

that people have innate dispositions that cause them to

have tendencies toward a certain level of satisfaction,

regardless of ones job. This approach became a notable

explanation of Employee satisfaction in light of evidence that

Employee satisfaction tends to be stable over time and

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across careers and jobs. Research also indicates that

identical twins have similar levels of Employee satisfaction.

A significant model that narrowed the scope of the

Dispositional Theory was the Core Self-evaluations Model,

proposed by Timothy A. Judge in 1998. Judge argued that

there are four Core Self-evaluations that determine ones

disposition towards Employee satisfaction : self-esteem ,

general self-efficacy , locus of control , and neuroticism . This

model states that higher levels of self-esteem (the value one

places on his/her self) and general self-efficacy (the belief in

ones own competence) lead to higher work satisfaction.

Having an internal locus of control (believing one has control

over her\his own life, as opposed to outside forces having

control) leads to higher Employee satisfaction. Finally, lower

levels of neuroticism lead to higher Employee satisfaction.

15
http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticism


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Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg s Two factor theory (also known as

Motivator Hygiene Theory) attempts to explain satisfaction

and motivation in the workplace This theory states that

satisfaction and dissatisfaction are driven by different factors

motivation and hygiene factors, respectively. An

employees motivation to work is continually related to

Employee satisfaction of a subordinate. Motivation can be

seen as an inner force that drives individuals to attain

personal and organization goals (Hoskinson, Porter, &

Wrench, p.133). Motivating factors are those aspects of the

job that make people want to perform, and provide people

with satisfaction, for example achievement in work,

recognition, promotion opportunities. These motivating

factors are considered to be intrinsic to the job, or the work

carried out. Hygiene factors include aspects of the working

16
http://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theory


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environment such as pay, company policies, supervisory

practices, and other working conditions.

While Hertzberg's model has stimulated much research,

researchers have been unable to reliably empirically prove

the model, with Hackman & Oldham suggesting that

Hertzberg's original formulation of the model may have been

a methodological artifact. Furthermore, the theory does not

consider individual differences, conversely predicting all

employees will react in an identical manner to changes in

motivating/hygiene factors. Finally, the model has been

criticized in that it does not specify how motivating/hygiene

factors are to be measured.

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model ,

which is widely used as a framework to study how particular

job characteristics impact on job outcomes, including

17
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Employee satisfaction. The model states that there are five

core job characteristics (skill variety, task identity, task

significance, autonomy, and feedback) which impact three

critical psychological states (experienced meaningfulness,

experienced responsibility for outcomes, and knowledge of

the actual results), in turn influencing work outcomes

(Employee satisfaction , absenteeism, work Motivation, etc.). The five core job characteristics can be combined to form a

motivating potential score (MPS) for a job, which can be used

as an index of how likely a job is to affect an employee's

attitudes and behaviors----. A meta-analysis of studies that

assess the framework of the model provides some support

for the validity of the JCM.

Communication Overload and Communication

Under load

One of the most important aspects of an individuals work in

a modern organization concerns the management of

communication demands that he or she encounters on the

18
http://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/wiki/Meta-analysis


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job (Krayer, K. J., & Westbrook, L., p. 85). Demands can be

characterized as a communication load, which refers to the

rate and complexity of communication inputs an individual

must process in a particular time frame (Faraca, Monge, &

Russel, 1977). Individuals in an organization can experience

communication over-load and communication under- load

which can affect their level of Employee satisfaction.Communication overload can occur when an individual

receives too many messages in a short period of time which

can result in unprocessed information or when an individual

faces more complex messages that are more difficult to

process (Farace, Monge, & Russel, 1997). Due to this

process, given an individuals style of work and motivation

to complete a task, when more inputs exist than outputs, the

individual perceives a condition of overload (Krayer, K. J., &

Westbrook, L., p. 86) which can be positively or negatively

related to Employee satisfaction. In comparison,

communication under load can occur when messages or

inputs are sent below the individuals ability to process them

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(Farace, Monge, & Russel, 1997). According to the ideas of

communication over-load and under-load, if an individual

does not receive enough input on the job or is unsuccessful

in processing these inputs, the individual is more likely to

become dissatisfied, aggravated, and unhappy with their

work which leads to a low level of Employee satisfaction .

Employee satisfaction describes how content an individual is

with his or her job.

The happier people are within their job, the more satisfied

they are said to be. Employee satisfaction is not the same as

motivation, although it is clearly linked. Job design aims to

enhance Employee satisfaction and performance, methods

include job rotation, job enlargement and job enrichment.

Other influences on satisfaction include the management

style and culture, employee involvement, empowerment and

autonomous work groups. Employee satisfaction is a very

important attribute which is frequently measured by

organizations. The most common way of measurement is the

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http://en.wikipedia.org/wiki/Individualhttp://en.wikipedia.org/wiki/Individual


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use of rating scales where employees report their reactions

to their jobs. Questions relate to rate of pay, work

responsibilities, variety of tasks, promotional opportunities

the work itself and co-workers. Some questioners ask yes or

no questions while others ask to rate satisfaction on 1-5

scale (where 1 represents "not at all satisfied" and 5

represents "extremely satisfied").

Definitions

Employee satisfaction has been defined as a pleasurable

emotional state resulting from the appraisal of ones job; an

affective reaction to ones job; and an attitude towards ones

job. Weiss (2002) has argued that Employee satisfaction is

an attitude but points out that researchers should

clearly distinguish the objects of cognitive evaluation which

are affect (emotion), beliefs and behaviors. This definition

21


22/138

suggests that we form attitudes towards our jobs by taking

into account our feelings, our beliefs, and our behaviors.

History:

One of the biggest preludes to the study of Employee

satisfaction was the Hawthorne studies. These studies

(1924-1933), primarily credited to Elton Mayo of the Harvard Business School , sought to find the effects of various

conditions (most notably illumination) on workers

productivity. These studies ultimately showed that novel

changes in work conditions temporarily increase productivity

(called the Hawthorne Effect ). It was later found that this

increase resulted, not from the new conditions, but from the

knowledge of being observed. This finding provided strong

evidence that people work for purposes other than pay,

which paved the way for researchers to investigate other

factors in Employee satisfaction.

22
http://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effect


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Scientific management (aka Taylorism ) also had a significant

impact on the study of Employee satisfaction. Frederick

Winslow Taylor s 1911

book, Principles of Scientific Management, argued that there

was a single best way to perform any given work task. This

book contributed to a change in industrial production

philosophies, causing a shift from skilled labor and piecework

towards the more modern approach of assembly lines and

hourly wages . The initial use of scientific management by

industries greatly increased productivity because workers

were forced to work at a faster pace. However, workers

became exhausted and dissatisfied, thus leaving researchers

with new questions to answer regarding Employee

satisfaction. It should also be noted that the work of W.L.

Bryan, Walter Dill Scott , and Hugo Munsterberg set the tone

for Taylors work.

23
http://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberg


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Some argue that Maslows hierarchy of needs theory, a

motivation theory, laid the foundation for Employee

satisfaction theory. This theory explains that people seek to

satisfy five specific needs in life physiological needs, safety

needs, social needs, self-esteem needs, and self-

actualization. This model served as a good basis from which

early researchers could develop Employee satisfactiontheories.

24
http://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs


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MODELS OF EMPLOYEE

SATISFACTION

Affect Theory:

Edwin A. Lockes Range of Affect Theory (1976) is arguably

the most famous Employee satisfaction model. The main

premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one

has in a job. Further, the theory states that how much one

values a given facet of work (e.g. the degree of autonomy in

a position) moderates how satisfied/dissatisfied one

becomes when expectations are/arent met. When a person

values a particular facet of a job, his satisfaction is more

greatly impacted both positively (when expectations are

met) and negatively (when expectations are not met),

compared to one who doesnt value that facet. To illustrate,

if Employee A values autonomy in the workplace and

Employee B is indifferent about autonomy, then Employee A

25


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would be more satisfied in a position that offers a high

degree of autonomy and less satisfied in a position with little

or no autonomy compared to Employee B. This theory also

states that too much of a particular facet will produce

stronger feelings of dissatisfaction the more a worker values

that facet.

Dispositional Theory:

Another well-known Employee satisfaction theory is the

Dispositional Theory. It is a very general theory that

suggests that people have innate dispositions that cause

them to have tendencies toward a certain level of

satisfaction, regardless of ones job. This approach became a

notable explanation of Employee satisfaction in light of

evidence that Employee satisfaction tends to be stable over

time and across careers and jobs. Research also indicates

that identical twins have similar levels of Employee

satisfaction.

26


27/138

A significant model that narrowed the scope of the

Dispositional Theory was the Core Self-evaluations Model,

proposed by Timothy A. Judge in 1998. Judge argued that

there are four Core Self-evaluations that determine ones

disposition towards Employee satisfaction : self-esteem ,

general self-efficacy , locus of control , and neuroticism . This

model states that higher levels of self-esteem (the value oneplaces on his/her self) and general self-efficacy (the belief in

ones own competence) lead to higher

work satisfaction. Having an internal locus of control

(believing one has control over her\his own life, as opposed

to outside forces having control) leads to higher Employee

satisfaction. Finally, lower levels of neuroticism lead to

higher Employee satisfaction.

27
http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticism


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Two-Factor Theory (Motivator-Hygiene

Theory):

Frederick Herzberg s Two factor theory (also known as

Motivator Hygiene Theory) attempts to explain satisfaction

and motivation in the workplace [5] This theory states that

satisfaction and dissatisfaction are driven by different factors

motivation and hygiene factors, respectively. An

employees motivation to work is continually related to

Employee satisfaction of a subordinate. Motivation can be

seen as an inner force that drives individuals to attain

personal and organization goals (Hoskinson, Porter, &

Wrench, p.133). Motivating factors are those aspects of the

job that make people want to perform, and provide people

with satisfaction, for example achievement in work,

recognition,

promotion opportunities. These motivating factors are

considered to be intrinsic to the job, or the work carried out.

28
http://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4%23cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4%23cite_note-HackmanOldham1976-4


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Hygiene factors include aspects of the working environment

such as pay, company policies, supervisory practices, and

other working conditions.

While Hertzberg's model has stimulated much research,

researchers have been unable to reliably empirically prove

the model, with Hackman & Oldham suggesting that

Hertzberg's original formulation of the model may have been

a methodological artifact. Furthermore, the theory does not

consider individual differences, conversely predicting all

employees will react in an identical manner to changes in

motivating/hygiene factors. Finally, the model has been

criticized in that it does not specify how motivating/hygiene

factors are to be measured.

Job Characteristics Model:

Hackman & Oldham proposed the Job Characteristics Model ,

which is widely used as a framework to study how particular

job characteristics

29
http://en.wikipedia.org/w/index.php?title=Job_Characteristics_Model&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Job_Characteristics_Model&action=edit&redlink=1


30/138

impact on job outcomes, including Employee satisfaction.

The model states that there are five core job characteristics

(skill variety, task identity, task significance, autonomy, and

feedback) which impact three critical psychological states

(experienced meaningfulness, experienced responsibility for

outcomes, and knowledge of the actual results), in turn

influencing work outcomes (Employee satisfaction,

absenteeism, work motivation, etc.). The five core job

characteristics can be combined to form a motivating

potential score (MPS) for a job, which can be used as an

index of how likely a job is to affect an employee's attitudes

and behaviors----. A meta-analysis of studies that assess the

framework of the model provides some support for the

validity of the JCM

30


31/138

Communication Overload and Communication

Under load

One of the most important aspects of an individuals work in

a modern organization concerns the management of

communication demands that he or she encounters on the

job (Krayer, K. J., & Westbrook, L., p. 85). Demands can be

characterized as a communication load, which refers to the

rate and complexity of communication inputs an individual

must process in a particular time frame (Faraca, Monge, &

Russel, 1977). Individuals in an organization can experience

communication over-load and communication under- load

which can affect their level of Employee satisfaction.

Communication overload can occur when an individual

receives too many messages in a short period of time which

can result in unprocessed information or when an individual

faces more complex messages that are more difficult to

process (Farace, Monge, & Russel, 1997). Due to this

process, given an individuals style of work and motivation

31


32/138

to complete a task, when more inputs exist than outputs, the

individual perceives a condition of overload (Krayer, K. J., &

Westbrook, L., p. 86) which can be positively or negatively

related to Employee satisfaction. In comparison,

communication under load can occur when messages or

inputs are sent below the indiviauls ability to process them

(Farace, Monge, & Russel, 1997). According to the ideas of communication over-load and under-load, if an individual

does not receive enough input on the job or is unsuccessful

in processing these inputs, the individual is more likely to

become dissatisfied, aggravated, and unhappy with their

work which leads to a low level of Employee satisfaction .

32


33/138

MEASURING EMPLOYEE

SATISFACTION

There are many methods for measuring Employee

satisfaction . By far, the most common method for collecting

data regarding Employee satisfaction is the Likert scale

(named after Rensis Likert ). Other less common methods of

for gauging Employee satisfaction include: Yes/No

questions, True/False questions, point systems, checklists,

and forced choice answers. This data is typically collected

using an Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, &

Hulin (1969), is a specific questionnaire of Employee

satisfaction that has been widely used. It measures ones

satisfaction in five facets: pay, promotions and promotion

opportunities, coworkers, supervision, and the work itself.

The scale is simple, participants answer either yes, no, or

33
http://en.wikipedia.org/wiki/Likert_scalehttp://en.wikipedia.org/wiki/Rensis_Likerthttp://en.wikipedia.org/wiki/Enterprise_Feedback_Managementhttp://en.wikipedia.org/wiki/Likert_scalehttp://en.wikipedia.org/wiki/Rensis_Likerthttp://en.wikipedia.org/wiki/Enterprise_Feedback_Management


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cant decide (indicated by ?) in response to whether given

statements accurately describe ones job.

The Job in General Index is an overall measurement of

Employee satisfaction. It is an improvement to the Job

Descriptive Index because the

JDI focuses too much on individual facets and not enough on

work satisfaction in general.

Other Employee satisfaction questionnaires include: the

Minnesota Satisfaction Questionnaire (MSQ), the Employee

satisfaction Survey (JSS), and the Faces Scale . The MSQ

measures Employee satisfaction in 20 facets and has a long

form with 100 questions (five items from each facet) and a

short form with 20 questions (one item from each facet). The

JSS is a 36 item questionnaire that measures nine facets of

Employee satisfaction . Finally, the Faces Scale of Employee

satisfaction , one of the first scales used widely, measured

34
http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Faces_Scale&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Faces_Scale&action=edit&redlink=1


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overall Employee satisfaction with just one item which

participants respond to by choosing a face.

Superior-Subordinate Communication

Superior-subordinate communication is an important

influence on Employee satisfaction in the workplace. The

way in which subordinates perceive a supervisors behaviorcan positively or negatively influence Employee satisfaction.

Communication behavior such as facial

expression, eye contact, vocal expression, and body

movement is crucial to the superior-subordinate relationship

(Teven, p. 156). Nonverbal messages play a central role in

interpersonal interactions with respect to impression

formation, deception, attraction, social influence, and

emotional expression (Burgoon, Buller, & Woodall, 1996).

Nonverbal immediacy from the supervisor helps to increase

interpersonal involvement with their subordinates impacting

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Employee satisfaction. The manner in which supervisors

communicate their subordinates may be more important

than the verbal content (Teven, p. 156). Individuals who

dislike and think negatively about their supervisor are less

willing to communicate or have motivation to work where as

individuals who like and think positively of their supervisor

are more likely to communicate and are satisfied with their job and work environment. The relationship of a subordinate

with their supervisor is a very important aspect in the

workplace. Therefore, a supervisor who uses nonverbal

immediacy, friendliness, and open communication lines is

more willing to receive positive feedback and high Employee

satisfaction from a subordinate where as a supervisor who is

antisocial, unfriendly, and unwilling to communicate will

naturally receive negative feedback and very low Employee

satisfaction from their subordinates in the workplace.

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EMPLOYEE SATISFACTION AND

EMOTIONS

Mood and emotions while working are the raw materials

which cumulate to form the affective element of Employee

satisfaction. (Weiss and Cropanzano, 1996). Moods tend to

be longer lasting but often weaker states of uncertain origin,

while emotions are often more intense, short-lived and have

a clear object or cause.

There is some evidence in the literature that state moods

are related to overall Employee satisfaction. Positive and

negative emotions were also found to be significantly related

to overall Employee satisfaction

Frequency of experiencing net positive emotion will be a

better predictor of overall Employee satisfaction than will

intensity of positive emotion when it is experienced.

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Emotion regulation and emotion labor are also related to

Employee satisfaction . Emotion work (or emotion

management) refers to various efforts to manage emotional

states and displays. Emotion regulation includes all of the

conscious and unconscious efforts to increase, maintain, or

decrease one or more components of an emotion. Although

early studies of the consequences of emotional laboremphasized its harmful effects on workers, studies of

workers in a variety of occupations suggest that the

consequences of emotional labor are not uniformly negative.

It was found that suppression of unpleasant emotions

decreases Employee satisfaction and the amplification of

pleasant emotions increases Employee satisfaction. The

understanding of how emotion regulation relates to

Employee satisfaction concerns two models:

1. EMOTIONAL DISSONANCE . Emotional

dissonance is a state of discrepancy between public

displays of emotions and internal experiences of

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emotions, that often follows the process of emotion

regulation. Emotional dissonance is associated with

high emotional exhaustion, low organizational

commitment, and low Employee satisfaction .

2. SOCIAL INTERACTION MODEL .

Taking the social interaction perspective, workers

emotion regulation might beget responses from others

during interpersonal encounters that subsequently impact

their own Employee satisfaction. For example: The

accumulation of favorable responses to displays of

pleasant emotions might positively affect Employee

satisfaction performance of emotional labor that produces

desired outcomes could increase Employee satisfaction.

RELATIONSHIPS AND PRACTICAL IMPLICATIONS

Employee satisfaction can be an important indicator of how

employees feel about their jobs and a predictor of work

behaviours such as organizational citizenship, absenteeism ,

and turnover . Further, Employee satisfaction can partially

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mediate the relationship of personality variables and deviant

work behaviors.

One common research finding is that Employee satisfaction

is correlated with life satisfaction. This correlation is

reciprocal, meaning people who are satisfied with life tend to

be satisfied with their job and people who are satisfied with

their job tend to be satisfied with life. However, some

research has found that Employee satisfaction is not

significantly related to life satisfaction when other variables

such as nonwork satisfaction and core self-evaluations are

taken into account.

An important finding for organizations to note is that

Employee satisfaction has a rather tenuous correlation to

productivity on the job. This is a vital piece of information to

researchers and businesses, as the idea that satisfaction and

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job performance are directly related to one another is often

cited in the media and in some non-academic management

literature. A recent meta-analysis found an average

uncorrected correlation between Employee satisfaction and

productivity to be r=.18; the average true correlation,

corrected for research artifacts and unreliability, was r=.30.

Further, the meta-analysis found that the relationshipbetween satisfaction and performance can be moderated by

Job complexity, such that for high-complexity jobs the

correlation between satisfaction and performance is higher

(=.52) than for jobs of low to moderate complexity (=.29).

In short, the relationship of satisfaction to productivity is not

necessarily straightforward and can be influenced by a

number of other work-related constructs, and the notion that

"a happy worker is a productive worker" should not be the

foundation of organizational decision-making.

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With regard to job performance, employee personality may

be more important than Employee satisfaction. The link

between Employee satisfaction and performance is thought

to be a spurious relationship ; instead, both satisfaction and

performance are the result of personality.

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TURNOVER (EMPLOYMENT)

In a human resources context, turnover or Employees

turnover is the rate at which an employer gains and loses

employees. Simple ways to describe it are "how long

employees tend to stay" or "the rate of traffic through the

revolving door." Turnover is measured for individualcompanies and for their industry as a whole. If an employer

is said to have a high turnover relative to its competitors, it

means that employees of that company have a shorter

average tenure than those of other companies in the same

industry. High turnover can be harmful to a company's

productivity if skilled workers are often leaving and the

worker population contains a high percentage of novice

workers.

In the U.S., for the period of December 2000 to November

2008, the average total non-farm seasonally adjusted

monthly turnover rate was 3.3%.

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COSTS

When accounting for the costs (both real costs, such as time

taken to select and recruit a replacement, and also

opportunity costs, such as lost productivity), the cost of

employee turnover to for-profit organizations has been

estimated to be up to 150% of the employees' remuneration

package. There are both direct and indirect costs. Direct cost

relate to the leaving costs, replacement costs and transitions

costs, while indirect costs relate to the loss of production,

reduced performance levels, unnecessary overtime and low

morale.

Internal vs. external turnover

Like recruitment, turnover can be classed as 'internal' or

external. Internal turnover involves employees leaving theircurrent position, and taking a new position with the same

organization. Both positive (such as increased morale from

the change of task and supervisor) and negative (such as

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project/relational disruption, or the Peter Principle ) effects of

internal turnover exist, and thus this form of turnover may

be as important to monitor as its external counterpart.

Internal turnover might be

moderated and controlled by typical HR mechanisms, such

as an internal recruitment policy or formal succession

planning .

Skilled vs. unskilled employees

Unskilled positions often have high turnover, and employees

can generally be replaced without the organization or

business incurring any loss of performance. The ease of

replacing these employees provides little incentive to

employers to offer generous employment contracts;

conversely, contracts may strongly favour the employer and

lead to increased turnover as employees seek, and

eventually find, more favorable employment.

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However, high turnover rates of skilled professionals can

pose as a risk to the business or organization, due to the

human capital (such as skills, training, and knowledge) lost.

Notably, given the natural specialization of skilled

professionals, these employees are likely to be re-Employees

within the same industry by a competitor. Therefore,

turnover of these individuals incurs both replacement coststo the organization, as well as resulting in a competitive

disadvantage to the business.

VOLUNTARY VS. INVOLUNTARY

TURNOVER

Practitioners can differentiate between instances of

voluntary turnover, initiated at the choice of the employee,

and those involuntary instances where the employee has no

choice in their termination (such as long term sickness,

death, moving overseas, or employer-initiated termination).

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Typically, the characteristics of employees who engage in

involuntary turnover are no different from job stayers.

However, voluntary turnover can be predicted (and in turn,

controlled) by the construct of turnover intent.

Causes of high or low turnover

High turnover often means that employees are unhappy withthe work or compensation, but it can also indicate unsafe or

unhealthy conditions, or that too few employees give

satisfactory performance (due to unrealistic expectations or

poor candidate screening). The lacks of career opportunities

and challenges, dissatisfaction with the job-scope or conflict

with the management have been cited as predictors of high

turnover.

Low turnover indicates that none of the above is true:

employees are satisfied, healthy and safe, and their

performance is satisfactory to the employer. However, the

predictors of low turnover may sometimes differ than those

of high turnover. Aside from the fore-mentioned career

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opportunities, salary, corporate culture, management's

recognition, and a comfortable workplace seem to impact

employees' decision to stay with their employer.

Many psychological and management theories exist

regarding the types of job content which is intrinsically

satisfying to employees and which, in turn, should minimise

external voluntary turnover. Examples include Hertzberg 's

Two factor theory , McClelland 's Theory of Needs, and

Hackman & Oldham's Job Characteristics Model

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INVESTMENTS

Alternatively, low turnover may indicate the presence of

employee 'investments' (also known 'side bets') in their

position: certain benefits may be enjoyed while the

employee remains Employees with the organization, which

would be lost upon resignation (e.g. health insurance,

discounted home loans, redundancy packages, etc). Such

employees would be expected to demonstrate lower intent

to leave than if such 'side bets' were not present.

How to prevent turnover

Employees are important in any running of a business,

without them the business would be unsuccessful. However,

more and more employers today are finding employees

remain for approximately 23 to 24 months according to the2006 Bureau of Labor Statistics. The Employment Policy

Foundation states it costs a company on an average of

$15,000 per employee, including separation costs, including

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paperwork, unemployment; vacancy costs, including

overtime or temporary employees

and replacement cots including advertisement, interview

time, relocation, training and decreased productivity when

colleagues depart. Providing a stimulating workplace

environment in which fosters happy, motivated and

empowered individuals, which lowers employee turnover and

absentee rates. Promoting a work environment that fosters

personal and professional growth promotes harmony and

encouragement on all levels, so the effects are felt company

wide.

Continual training and reinforcement develops a work force

that is competent, consistent, competitive, effective and

efficient. Beginning on the first day of work, providing the

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individual with the necessary skills to perform their job is

important. Before the first day, it is important the interview

and hiring process expose new hires to an explanation of the

company, so individuals know if the job is the best choice

Providing ongoing performance management by networking

within the company to share the best practices, helps build

relationships among co-workers. Motivating employees tofocus on customer success, profitable growth and

the company well being is important. Including employees in

on future plans, new purchases, policy changes, introducing

new employees and employees who have gone above and

beyond at meetings keeps employees informed and

involved. Early engagement and engagement along the way,

shows employees they are wanted through information or

recognition rewards, making them feel included.

When companies hire the best people, new talent hired and

veterans are enabled to reach company goals, maximizing

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the investment of each employee. Taking the time to listen

to employees and making them feel involved will create

loyalty, in turn reducing turnover allowing for growth

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CALCULATION

One typical method of calculating the turnover rate of a

company is to divide the number of employees who have left

the organization within a year, by total number of employees

who work for that company in the same year.

Let's say there were 100 employees at the beginning of the

year, and 100 employees at the end of the year, and at the

end of the year, 84 of those employees were the same ones

as were there the previous year. You might say that the

turnover rate was 16%.

But suppose one of those 16 who left was actually replaced

three times. The employee quit in January, the replacement

quit in April, and another person was hired who lasted only

until November. Then you might want to count every time an

employee left the company and another one was hired - in

this case you'd get 18%.

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Another complication: suppose the work force is 100 at the

beginning and 90 at the end of the year. Perhaps 16 people

have left, but only 6 have been hired during the year, while 2

more were hired and retired within the same

year. You might define turnover as 18/100 or as 18/90, or as

18/95, since 95 is the average of 90 and 100. Instead of 95,

you might want to do a fancier average, where you actually

add up the number of employees on each day of the year,

and divide the total by 365.

One more complication: who decided it was a calendar year

that we should use for sampling the turnover rate? Perhaps

there was no turnover at all for 3 years prior, and then a shift

in management caused a lot of people to leave this year.

Then a more representative measure would average over 2

or 3 or 4 years. Maybe you'd want to average the turnover in

each month of the last 48, but weight recent months more

heavily than earlier months.

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RESEARCHDONE ON

EMPLOYEE

SATISFACTION

RESEARCH DONE ON EMPLOYEESATISFACTION

Employee satisfaction is one of the most importantconcepts in the study of Employees behaviour along with

absenteeism productivity and turnover. Many researchers

and industrial psychologists are interest in finding factors

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that increase Employee satisfaction Because it is related to

the job behaviour, like performance and accident. This

project studies the determinants of Employee satisfaction as

Employees turnover they surveyed 59 Employees . To

measure Employee satisfaction they used Happocks

Employee satisfaction Bank in addition to self rating. Results

from any respondents suggest that salary and stress level donot influence Employee satisfaction . However, factors

outside the job such as age and marital status seem to

correlate with Employee satisfaction . Those Employees

turnover who are married or living with a partner appear to

be more satisfied than those who are single or divorced.

Age is positively correlated with Employee satisfaction.

Similarly, determinants related to job such as

satisfaction in profession, satisfaction in position perception

of room for personal growth, perception of use of talents and

skills appear to maintain a

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positive relationship with Employee satisfaction . These

current finding are consistent with the Herzbegs two factor

motivation theory.

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EMPLOYEE

SATISFACTION IS

MORE IMPORTANT

THAN MONEY OR

PERKS: A RESEARCH

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EMPLOYEE SATISFACTION IS

MORE IMPORTANT THAN MONEY OR PERKS: A RESEARCH

New research shows that Employee satisfaction is

more important than money or perks. Thats according to a

survey conducted by Eden recruitment. So it is not

membership to health clubs or fat salaries that Employees

turnover want, but plain old fashioned Employee

satisfaction .

Employee satisfaction was more common as

motivating factor in IT and business services. Sectors while

the benefits package available manufacturing sectors.

Remuneration was also more common in the business

services sectors than is other sectors.

The results of survey which are given below, reveal the main

motivating factors in an employees decision to remain in or

leave employment

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EMPLOYEE

SATISFACTION FALLSFOR FACULTY

MEMBERS:

A FINDING

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strain, Sleep loss and unhappiness during the 1990 had

made employment more pressurized and less enjoyable in

the public realm .

Employee satisfaction has dropped dramatically in the

service class throughout the 90s stress has risen quite

dramatically .

According to the research the decline in Employee

satisfaction was linked to rising stress. The very heavy

increase in work loads in the Service class has made workers

much less happy. all group of Faculty in Service class have

become less satisfied at work over the past decade, aperiod in which they have faced extra bureaucracy,

pressure to meet targets as well as the introduction of

working practices from the private sector.

The sample of 5000 workers was interviewed each year

through the 1990s with stress levels assessed by the

answers to 12 standard questions used to measure mental

distress and psychological ill health.

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REASONS FOR

EMPLOYEE

SATISFACTION

RESEARCH

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REASONS FOR EMPLOYEE

SATISFACTION RESEARCH:

Why seek information about Employee satisfaction ? For

an industrial organization the consequences are extremely

important. By discovering attitudes on factor related to the

job, a firm can correct certain bad situations and there by

improve the Employee satisfaction of its staff. From thispoint of view if would be justified in being concerned only

with this area and neglecting the individual geo and its

employee adjustments to group outside the plants. How ever

and industrial organization can benefits materially. If is

knows what individual attitudes contribute to Employee

satisfaction , for one thing applying this knowledge will resultin better selection procedures. This is a broad implication as

for as the Employee satisfaction is concerned, and even

though most industrial and business organization, feel that it

is not their problem, it nevertheless agrees exists. It is also

directly related to vocational guidance, schools and

colleges, public and private employment agencies, etc

society as a whole must face it realistically.

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THE IMPORTANCE

OF HIGH

EMPLOYEE

SATISFACTION

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THE IMPORTANCE OF HIGH JOB

SATISFACTION The importance of Employee satisfaction is obvious,

manager should be concerned with the level of Employee

satisfaction in there organization for at least four reasons

1) There is clear evidence that dissatisfied

Employees turnover skip work more often and are

more likely to resign2) Dissatisfied workers are more likely to engage in

destructive behaviours.

3) It has been demonstrated that satisfied

Employees turnover are batter health and live

longer.

4) Satisfaction on the job carries over to the

Employees turnover life outside the job.

An often overlook dimension of Employee satisfaction

is its relationship to Employees turnover health, several

studies have shown that Employees turnover who are

dissatisfied with their jobs are persons to health setback

ranging from headaches to heart disease.

Some researchers even indicate that Employee satisfaction

is a better predictor of length of life than is physical

condition or tobacco use. These studies suggest that

dissatisfaction is not solely a psychological phenomenon.

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The stresses that result from dissatisfaction apparently

increase one susceptibility to heart attack and the like.

COMPANY PROFILE

Idea Cellular Ltd.

Type

Public

BSE : 532822

NSE : IDEAIndustry TelecommunicationsFounded 1995Headquarte

r

Santacruz East , Mumbai,

India .

Key peopleKumar Mangalam Birla

(Chairman )Products Mobile

Revenue15,389.00 crore

(US$ 3.43 billion) (2011)Operating 2,879.33 crore

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income(US$ 642.09 million)

(2011)

Net income

844.60 crore

(US$ 188.35 million)

(2011) Total assets US$5.334 billion (2010)Employees 6,481 (2010)

Parent

Aditya Birla Group

(49.05%)

Axiata Group Berhad

(15%)

Providence Equity

(10.6%)

Website IdeaCellular.com

Idea Cellular, usually referred to as Idea, is a wireless

telephony company operating in all the 22 telecom circles in

India based in Mumbai .

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Inception and growth

In 2000, Tata Cellular was a company providing mobile

services in Andhra Pradesh. When Birla-AT&T brought

Maharashtra and Gujarat to

the table, the merger of these two entities was a reality.

Thus Birla-Tata-AT&T, popularly known as Batata, was born

and was later branded as !dea.

Then Idea set sights on RPGs operations in Madhya Pradesh

which was successfully acquired, helping Batata have a

million subscribers, and the licence to be the fourth operator

in Delhi was clinched.

In 2004, Idea (the company had by then been rechristened)

bought over the Escorts groups Escotel gaining Haryana,

Uttar Pradesh (West) and Kerala and licences for three

more UP (East), Rajasthan and Himachal Pradesh. By the

end of that year, four million Indians were on the companys

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network. In 2005, AT&T sold its investment in Idea, and the

year after Tatas also bid good bye to pursue an independent

telecom business. And Idea was left only with one promoter,

the AV Birla group. Rs 2,700 crore adding Punjab and

Karnataka circles. Modis joint venture partner, Telekom

Malaysia, invested Rs 7,000 crore for a 14.99% stake in Idea.

Just around then, Ideas subsidiary, Aditya Birla Telecom solda

20% stake to US-based Providence Equity Partners for over

Rs 2,000 crore.

Customer service

The company has its retail outlets under the "My Idea"

banner. The company has also been the first to offer flexible

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tariff plans for prepaid customers. It also offers GPRS

services in urban areas.

Idea Cellular won the GSM Association Award for "Best Billing

and Customer Care Solution" for 2 consecutive years

IDEA Cellular has been recognized as the 'Most Customer

Responsive Company' in the Telecom sector, at the

prestigious Avaya GlobalConnect Customer Responsiveness

Awards 2010

Holding

Initially the Birlas, the Tatas and AT&T Wireless each held

one-third equity in the company. But following AT&T

Wireless' merger with

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Cingular Wireless in 2004, Cingular decided to sell its 32.9%

stake in Idea. This stake was bought by both the Tatas and

Birlas at 16.45% each.

Tata's foray into the cellular market with its own subsidiary,

Tata Indicom , a CDMA-based mobile provider, cropped

differences between the Tatas and the Birlas. This dual

holding by the Tatas also became a major reason for the

delay in Idea being granted a license to operate in Mumbai .

This was because as per Department of Telecommunications

(DOT) license norms, one promoter could not have more

than 10% stake in two companies operating in the same

circle and Tata Indicom was already operating in Mumbai

when Idea filed for its licence.

The Birlas thus approached the DOT and sought its

intervention, and the Tatas replied by saying that they would

exit Idea but only for a good price. On 10 April 2006, the

Aditya Birla Group announced its acquisition of the 48.18%

stake held by the Tatas at Rs. 40.51 a share amounting to

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Rs. 44.06 billion. While 15% of the 48.14% stake was

acquired by Aditya Birla Nuvo , a company in-charge of the

Birlas' new business initiatives, the remaining stake was

acquired by Birla TMT holdings Private Ltd. , an AV

Birla family-owned company. Currently, Aditya Birla Group

holds 49.1% of the total shares of the company. Malaysia

based Axiata controls a 14.99% stake in the company. [3]

3G

On 19 May 2010, the 3G spectrum auction in India ended.

Idea paid 5768.59 crores for spectrum in 11 circles. The

circles it will provide 3G in are Andhra Pradesh , Gujarat ,

Haryana , Himachal Pradesh , Jammu & Kashmir , Kerala ,

Madhya Pradesh , Maharashtra & Goa , Punjab , Uttar Pradesh

(East) and Uttar Pradesh (West) .

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http://en.wikipedia.org/w/index.php?title=Aditya_Birla_Nuvo&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Birla_TMT_holdings_Private_Ltd.&action=edit&redlink=1http://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/wiki/Axiata_Group_Berhadhttp://en.wikipedia.org/wiki/Idea_Cellular#cite_note-2%23cite_note-2http://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Western_Uttar_Pradeshhttp://en.wikipedia.org/w/index.php?title=Aditya_Birla_Nuvo&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Birla_TMT_holdings_Private_Ltd.&action=edit&redlink=1http://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/wiki/Axiata_Group_Berhadhttp://en.wikipedia.org/wiki/Idea_Cellular#cite_note-2%23cite_note-2http://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Western_Uttar_Pradesh


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On 28 March 2011, Idea launched 3G services in Gujarat ,

Himachal Pradesh and Madhya Pradesh . The launch cities

were Ahmedabad , Shimla and Indore . This makes Idea the

sixth private operator (eighth overall) to launch its 3G

services in the country following Tata Docomo , Reliance

Communications , Airtel , Aircel and Vodafone .

Idea currently supports up to 21.1 Mbps over 2G speeds of

256 Kbps. However, different handsets support different

speeds, from 384 Kbps, 3.6

Mbps, 7.2 Mbps or 21.1 Mbps. Speeds also depend on the 3G

plan/recharge that users opt for.

The operator announced that IDEA 3G services will be

available in 200 towns of 11 3G circles by mid-April 2011,

progressively growing at the rate of ten towns per day to

cover 750 towns by mid-2011 and 4000 towns by the end of

2012.

76
http://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Tata_Docomohttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Tata_Docomohttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Vodafone_Essar


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3G Coverage

Ideas 3G service is currently available in the following cities

in 11 telecom circles:

Telecom

Circle

State/Regi

on

No.of

TownsCities/Towns

Andhra

Pradesh

Andhra

Pradesh13

Akiveedu , Amalapuram ,

Choutuppal ,Hyderabad , Jaggaiahpet ,

Kamareddy , Machilipatnam , Narsapur ,

Palakol , Tadepalligudem , Vizag ,

Vijayawada , YanamGujarat Gujarat 2 Ahmedabad , Daman

Haryana Haryana 8Ambala , Bhiwani , Hansi , Hisar , Jhajjar ,

Panipat , Rewari , RohtakHimacha

l

Pradesh

Himachal

Pradesh5

Shimla , Baddi , Mandi , Sundernagar ,

Dharamshala

Jammu

&

Kashmir

Jammu &

Kashmir0

Madhya

Pradesh

Madhya

Pradesh3 Indore , Bhopal , Gwalior

Chhattisg

arh

8 RAIPUR , DURG &

BHILLAI,BILASPUR ,CHAMPA&JHANJGIR ,K

77
http://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Akiveeduhttp://en.wikipedia.org/wiki/Amalapuramhttp://en.wikipedia.org/wiki/Choutuppalhttp://en.wikipedia.org/wiki/Hyderabadhttp://en.wikipedia.org/wiki/Jaggaiahpethttp://en.wikipedia.org/wiki/Kamareddyhttp://en.wikipedia.org/wiki/Machilipatnamhttp://en.wikipedia.org/wiki/Narsapurhttp://en.wikipedia.org/wiki/Palakolhttp://en.wikipedia.org/wiki/Tadepalligudemhttp://en.wikipedia.org/wiki/Vizaghttp://en.wikipedia.org/wiki/Vijayawadahttp://en.wikipedia.org/wiki/Yanamhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Damanhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Ambalahttp://en.wikipedia.org/wiki/Bhiwanihttp://en.wikipedia.org/wiki/Hansihttp://en.wikipedia.org/wiki/Hisar,_Haryanahttp://en.wikipedia.org/wiki/Jhajjarhttp://en.wikipedia.org/wiki/Panipathttp://en.wikipedia.org/wiki/Rewarihttp://en.wikipedia.org/wiki/Rohtakhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Baddihttp://en.wikipedia.org/wiki/Mandihttp://en.wikipedia.org/wiki/Sundernagarhttp://en.wikipedia.org/wiki/Dharamshalahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Bhopalhttp://en.wikipedia.org/wiki/Gwaliorhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/w/index.php?title=RAIPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=DURG_%26_BHILLAI&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=DURG_%26_BHILLAI&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=BILASPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=CHAMPA%26JHANJGIR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=KORBA&action=edit&redlink=1http://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Akiveeduhttp://en.wikipedia.org/wiki/Amalapuramhttp://en.wikipedia.org/wiki/Choutuppalhttp://en.wikipedia.org/wiki/Hyderabadhttp://en.wikipedia.org/wiki/Jaggaiahpethttp://en.wikipedia.org/wiki/Kamareddyhttp://en.wikipedia.org/wiki/Machilipatnamhttp://en.wikipedia.org/wiki/Narsapurhttp://en.wikipedia.org/wiki/Palakolhttp://en.wikipedia.org/wiki/Tadepalligudemhttp://en.wikipedia.org/wiki/Vizaghttp://en.wikipedia.org/wiki/Vijayawadahttp://en.wikipedia.org/wiki/Yanamhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Damanhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Ambalahttp://en.wikipedia.org/wiki/Bhiwanihttp://en.wikipedia.org/wiki/Hansihttp://en.wikipedia.org/wiki/Hisar,_Haryanahttp://en.wikipedia.org/wiki/Jhajjarhttp://en.wikipedia.org/wiki/Panipathttp://en.wikipedia.org/wiki/Rewarihttp://en.wikipedia.org/wiki/Rohtakhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Baddihttp://en.wikipedia.org/wiki/Mandihttp://en.wikipedia.org/wiki/Sundernagarhttp://en.wikipedia.org/wiki/Dharamshalahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Bhopalhttp://en.wikipedia.org/wiki/Gwaliorhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/w/index.php?title=RAIPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=DURG_%26_BHILLAI&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=DURG_%26_BHILLAI&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=BILASPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=CHAMPA%26JHANJGIR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=KORBA&action=edit&redlink=1


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ORBA ,AMBIKAPUR,RAIGAD,RAJNANDGA

ON

Maharashtra and

Goa

Maharashtra

3 Nagpur , Nashik , Pune

Goa 3 Ponda , Panaji , Margao

Punjab Punjab 0Kerala Kerala 0 Trivandrum,Cochin and CalicutDelhi Delhi 1 DelhiKolkata Kolkata 1 KolkataUttar

Pradesh

(East)

Eastern

Uttar

Pradesh

6Allahabad , Azamgarh , Jhansi , Kanpur ,

Lucknow , Sitapur-

Ideas 3G service recently launched in mumbai with 3G

network sharing agreement with Airtel. [Idea has launched

3G services in Chennai network sharing with Vodafone]

Subscriber base

Idea's subscriber base as at the end of January 2011

according to the [2] is as follows

Maharashtra and Goa - 12,075,220

Madhya Pradesh and Chhattisgarh - 8,401,422

Andhra Pradesh - 7,831,260

78
http://en.wikipedia.org/w/index.php?title=KORBA&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=AMBIKAPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAIGAD&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAJNANDGAON&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAJNANDGAON&action=edit&redlink=1http://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Nashikhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Ponda,_Goahttp://en.wikipedia.org/wiki/Panajihttp://en.wikipedia.org/wiki/Margaohttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/w/index.php?title=Trivandrum,Cochin_and_Calicut&action=edit&redlink=1http://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Allahabadhttp://en.wikipedia.org/wiki/Azamgarhhttp://en.wikipedia.org/wiki/Jhansihttp://en.wikipedia.org/wiki/Kanpurhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Sitapurhttp://www.teletechnology.in/?p=2675http://www.teletechnology.in/?p=2675http://coai.in/statistics.phphttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/w/index.php?title=KORBA&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=AMBIKAPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAIGAD&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAJNANDGAON&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAJNANDGAON&action=edit&redlink=1http://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Nashikhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Ponda,_Goahttp://en.wikipedia.org/wiki/Panajihttp://en.wikipedia.org/wiki/Margaohttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/w/index.php?title=Trivandrum,Cochin_and_Calicut&action=edit&redlink=1http://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Allahabadhttp://en.wikipedia.org/wiki/Azamgarhhttp://en.wikipedia.org/wiki/Jhansihttp://en.wikipedia.org/wiki/Kanpurhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Sitapurhttp://www.teletechnology.in/?p=2675http://www.teletechnology.in/?p=2675http://coai.in/statistics.phphttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Andhra_Pradesh


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Kerala - 6,398,170

Kolkata -10,001,804

Gujarat - 6,632,034

Uttar Pradesh (West) & Uttarakhand - 7,361,534

Delhi - 3,609,746

Haryana - 2,847,079

Uttar Pradesh (East) - 4,935,224 Rajasthan - 2,823,910

Himachal Pradesh - 479,882

Mumbai - 1,822,280

Bihar & Jharkhand - 4,280,626

Tamil Nadu & Chennai - 1,202,343

Orissa - 985,737

Punjab (Spice) - 4,160,189

Karnataka (Spice) - 3,775,443

West Bengal - 1,728,308

Assam - 206,140

Jammu & Kashmir - 93,072

North East India except Assam - 128,807

79
http://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Jharkhandhttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Punjab_(India)http://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/North_East_Indiahttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Jharkhandhttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Punjab_(India)http://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/North_East_Indiahttp://en.wikipedia.org/wiki/Assam


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Documents

Employee Satisfaction Project on Idea Cellur