INTRODUCTION

Bharti Airtel Limited: formerly known as Bharti Tele-Ventures LTD

(BTVL) is the largest cellular service provider in India, India, with more

than135 million subscriptions as of May 2010 with this, Bharti is now the

world's third-largest, single-country mobile operator and Fifth-largest

integrated telecom operator. It also offers fixed line services and broadband

services. It offers its TELECOM services under the Airtel brand and is

headed by Sunil. The company also provides telephone services and

broadband Internet access (DSL) in top 95 cities in India. It also acts as a

carrier for national and international long distance communication services.

The company has a submarine cable landing station at Chennai, which

connects the submarine cable connecting Chennai and Singapore. It is

known for being the first mobile phone company in the world to outsource

everything except marketing and sales. Its network (base stations,

microwave links, etc) is maintained by Ericsson and Nokia Siemens

Network business support by IBM and transmission towers by another

company. Ericsson agreed for the first time, to be paid by the minute for

installation and maintenance of their equipment rather than being paid up

front. This enables the company to provide pan-India phone call rates of Rs.

1/minute (U$0.02/minute). The businesses at Bharti Airtel have always

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been structured into three individual strategic business units (SBU's) Mobile

Services, Airtel Telemedia Services & Enterprise Services.

The mobile business provides mobile & fixed wireless services using GSM

technology across 23 telecom circles while the Airtel Telemedia Services

business offers broadband & telephone services in 95 cities and has recently

launched a Direct-to-Home (DTH) service, Airtel Digital TV.Shahrukh

Khan is the brand ambassador of the mobile company and Kareena Kapoor

and Saif Ali Khan are the brand ambassadors of the DTH Company. The

company provides end-to-end data and enterprise services to the corporate

customers through its nationwide fiber optic backbone, last mile

connectivity in fixed-line and mobile circles, VSATs, ISP and international

bandwidth access through the gateways and landing station. Globally,

Bharti Airtel is the 3rd largest in-country mobile operator by subscriber

base, behind China Mobile and China Unicom. In India, the company has a

24.6% share of the wireless services market, followed by 17.7% for

Reliance Communications and 17.4% for Vodafone Essar. In January 2010,

company announced that Manoj Kohli, Joint Managing Director and current

Chief Executive Officer of Indian and South Asian operations, will become

the Chief Executive Officer of the International Business Group from 1

April 2010. He will be overseeing Bharti's overseas business. Current Day.

CEO, Sanjay Kapoor, will replace Manoj Kohli and will be the CEO with

effective from 1 April, 2010.

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COMPANY PROFILE

OF

BHARTI AIRTEL

TYPE PUBLIC (BSE:532454)

INDUSTRY TELECOMMUNICATION

FOUNDED 7 JULY 1995

FOUNDER’S SUNEEL BHARTI MITTAL

HEADQUARTER NEW DELHI INDIA

AREA SERVED WORLD WIDE

KEY PEOPLE SUNEELMITTAL(CHAIRMAN&MD)

SANJAY KAPOOR(CEO)

PRODUCTS WIRELESS TELEPHONE

TELEPHONE

INTERNET

SATTELITE TELEVISION

REVENUE US$ 7.254 BILLION (2009)

OPERATING INCOME

US$ 2.043 BILLON (2009)

NET INCOME US$ 1.662 BILION (2009)

TOTAL ASSETS US$ 11.835 BILLION (2009)

EMPLOYEES 25,543 (2009)

PARENT BHARTI ENTERPRISES (64.76%)

SING TEL (30.5%)

VODAPHONE (4.4%)

WEBSITE AIRTEL.IN

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SERVICES PROVIDED BY BHARTI AIRTEL TELECOM COMPANY

Bharti Airtel offers GSM mobile services in all the 23-telecom circles of

India and is the largest mobile service provider in the country, based on the

number of customers.

The group offers high speed broadband internet with a best in class

network. With Landline services in 94 cities we help you stay in touch with

your friends & family and the world. Get world class entertainment with

India’s best direct to home (DTH) service digital TV in more than 150

cities

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Enterprise Services provides a broad portfolio of services to large

Enterprise and Carrier customers. This division comprises of the Carrier and

Corporate business unit. Enterprise Services is regarded as the trusted

communications partner to India's leading organizations, helping them to

meet the challenges of growth.

Discover the magical experience of digital entertainment with Airtel. From

DVD quality picture and sound, the best and widest variety of channels and

programmes to the best on-demand content on Airtel Live, your TV

viewing experience change forever with digital TV from Airtel!

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PRODUCT

OF

BHARTIAIRTELTELECOM COMPANY

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MISSION, VISION AND OBJECTIVE

MISSION:-We will meet global standards for telecom services that

delight customers through:-

Customers services focus

Empowered employee

Innovative services

Cost efficiency

VISION: - By 2010 Airtel will be the most admired brand in India:

Loved by more customers

Targeted by top talent

Benchmarked by more business.

OBJECTIVE:-

Satisfying the needs of customers through the provision of goods and

services on a competitive and professional basis.

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Providing a fulfilling safe work working environment for employees,

Rewarding good performance and providing opportunities for

advancement.

COMPANIES OF BHARTI ENTERPRISES

1. Bharti Airtel: Bharti Airtel is India's leading provider of

telecommunications services. The company provides GSM mobile services

across India in 23 telecom circles and broadband & telephone services in 90

cities.

2. Bharti Teletech Ltd: Bharti TeleTech manufactures and exports world-

class telecom equipment under the brand Beetle'. It is the only Indian

telephone company to be present in 30 countries mapping 5 continents. The

company's product range include Basic Telephones, Caller ID Phones,

Caller ID Boxes, Cordless Phones, 2.4 GHz Digital Cordless Phones, DECT

1.8 GHz Phones, and Set Top Boxes.

3. Telecom Seychelles Ltd: Telecom Seychelles Ltd provides

comprehensive telecom services including GSM Cellular, PSTN (Fixed

Lines), Fax and Data, International Roaming, connectivity to Internet

Services, Maritime Telecom Services (INMARSAT) and International

Collect and Credit Card calling, in Seychelles, under the brand'Airtel.

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4. Bharti Telesoft Ltd: Bharti Telesoft Ltd provides value added services

and solutions to wireless and wireline carriers worldwide. Bharti Telesoft

Ltd ha deployed products and solutions in 25 countries to over 100 network,

and has a customer base of 150 million across 5 continents.

5. TeleTech Services (India) Ltd: TeleTech Services (India) Ltd is a

joint venture between TeleTech Holdings, Inc., world's leading full-service

provider of business process outsourcing and Bharti TeleTech Ltd. The

company offers offer the entire spectrum of front-to-back-office business

processes ranging from voice and non-voice customer support, back office

administration (including credit and collections, account maintenance,

application processing, claims processing, asset management, document

management etc.), sales and marketing (including database marketing,

marketing support, web sales and marketing etc.) to global customers.

6. FieldFresh Foods Pvt Ltd: FieldFresh Foods (P) Ltd is an equal

partnership venture between Bharti Enterprises and ELRo Holdings India

Ltd, an investment company of the Rothschild family. The company

provides premium quality fresh produce to the markets worldwide and

promotes world class standards for agricultural practices, progressive

farming techniques & identification and adoption of appropriate

technologies.

7. Bharti Retail Pvt Ltd: Bharti Retail Pvt Ltd. is a 100% subsidiary of

Bharti Enterprises. Bharti Retail is planning to launch its retail outlets in

multiple consumer friendly formats in several cities across India.

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HIEREARCHY OF BHARTI AIRTEL TELECOM

COMPANY

10

SWOT ANALYSIS OF BHARTI AIRTEL

Strengths

1. Bharti Airtel has more than 65 million customers (July 2008). It is the

largest cellular provider in India, and also supplies broadband and telephone

services - as well as many other telecommunications services to both

domestic and corporate customers.

2. Other stakeholders in Bharti Airtel include Sony-Ericsson, Nokia - and Sing

Tel, with whom they hold a strategic alliance. This means that the business

has access to knowledge and technology from other parts of the

telecommunications world.

3. The company has covered the entire Indian nation with its network. This

has underpinned its large and rising customer base.

Weaknesses

1. An often cited original weakness is that when the business was started by

Sunil Bharti Mittal over 15 years ago, the business has little knowledge and

experience of how a cellular telephone system actually worked. So the start-

up business had to outsource to industry experts in the field.

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2. Until recently Airtel did not own its own towers, which was a particular

strength of some of its competitors such as Hutchison Essar. Towers are

important if your company wishes to provide wide coverage nationally.

3. The fact that the Airtel has not pulled off a deal with South Africa's MTN

could signal the lack of any real emerging market investment opportunity

for the business once the Indian market has become mature.

Opportunities

1. The company possesses a customized version of the Google search engine

which will enhance broadband services to customers. The tie-up with

Google can only enhance the Airtel brand, and also provides advertising

opportunities in Indian for Google.

2. Global telecommunications and new technology brands see Airtel as a key

strategic player in the Indian market. The new phone will be launched in

India via an Airtel distributorship. Another strategic partnership is held with

Blackberry Wireless Solutions.

3. Despite being forced to outsource much of its technical operations in the

early days, this allowed Airtel to work from its own blank sheet of paper,

and to question industry approaches and practices - for example replacing

the Revenue-Per-Customer model with a Revenue-Per-Minute model which

is better suited to India, as the company moved into small and remote

villages and towns.

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4. The company is investing in its operation in 120,000 to 160,000 small

villages every year. It sees that less well-off consumers may only be able to

afford a few tens of Rupees per call, and also so that the business benefits

are scalable - using its 'Matchbox' strategy.

5. Bharti Airtel is embarking on another joint venture with Vodafone Essar

and Idea Cellular to create a new independent tower company called Indus

Towers. This new business will control more than 60% of India's network

towers. IPTV is another potential new service that could underpin the

company's long-term strategy.

Threats

1. Airtel and Vodafone seem to be having an on/off relationship. Vodafone

which owned a 5.6% stake in the Airtel business sold it back to Airtel, and

instead invested in its rival Hutchison Essar. Knowledge and technology

previously available to Airtel now moves into the hands of one of its

competitors.

2. The quickly changing pace of the global telecommunications industry could

tempt Airtel to go along the acquisition trail which may make it vulnerable

if the world goes into recession. Perhaps this was an impact upon the

decision not to proceed with talks about the potential purchase of South

Africa's MTN in May 2008. This opened the door for talks between

Reliance Communication's Anil Ambani and MTN, allowing a competing

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Indian industrialist to invest in the new emerging African

telecommunications market.

3. Bharti Airtel could also be the target for the takeover vision of other global

telecommunications players that wish to move into the Indian market.

4. Airtel comes to you from Bharti Airtel Limited, India's largest integrated

and the first private telecom services provider with a footprint in all the 23

telecom circles. Bharti Airtel since its inception has been at the forefront of

technology and has steered the course of the telecom sector in the country

with its world class products and services. The businesses at Bharti Airtel

have been structured into three individual strategic business units (SBU's) -

Mobile Services, Airtel Telemedia Services & Enterprise Services.

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JOB SATISFACTION

Job 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. Job satisfaction is not the same as motivation, although it is clearly

linked. Job design aims to enhance job 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 position. Job

satisfaction is a very important attribute which is frequently measured by

organizations. The most common way of measurement is the 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.

One of the biggest preludes to the study of job 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

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people work for purposes other than pay, which paved the way for

researchers to investigate other factors in job satisfaction.

THE ELEMENTS OF A JOB THAT CREATS

JOB SATISFACTION

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and allows the worker

opportunities to "put his or her signature" on the finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own work

A stable, secure work environment that includes job security/continuity

An environment in which workers are supported by an accessible supervisor

who provides timely feedback as well as congenial team members

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Competitive salary and opportunities for promotion

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MEANING OF AND USE OF COMPENSATION

PRACTICES

Compensation is a systematic approach to providing monetary value to

employees in exchange for work performed. Compensation may achieve

several purposes assisting in recruitment, job performance, and job

satisfaction. Compensation is a tool used by management for a variety of

purposes to further the existence of the company. Compensation may be

adjusted according the business needs, goals, and available resources.

Compensation may be used to:

1. Recruit and retain qualified employees.

2. Increase or maintain morale/satisfaction.

3. Reward and encourage peak performance.

4. Achieve internal and external equity.

5. Reduce turnover and encourage company loyalty.

6. Modify (through negotiations) practices of unions.

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Recruitment and retention of qualified employees is a common goal shared by

many employers. To some extent, the availability and cost of qualified

applicants for open positions is determined by market factors beyond the

control of the employer. While an employer may set compensation levels for

new hires and advertise those salary ranges, it does so in the context of other

employers seeking to hire from the same applicant pool.

Morale and job satisfaction are affected by compensation. Often there is a

balance (equity) that must be reached between the monetary values, the

employer is willing to pay and the sentiments of worth felt be the employees.

In an attempt to save money, employers may opt to freeze salaries or salary

levels at the expense of satisfaction and morale. Conversely, an employer

wishing to reduce employee turnover may seek to increase salaries and salary

levels. Compensation may also be used as a reward for exceptional job

performance. Examples of such plans include: bonuses, commissions, stock,

and profit sharing, gain sharing.

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Components of Compensation System

Compensation systems are designed keeping in minds the strategic goals

and business objectives. Compensation system is designed on the basis of

certain factors after analyzing the job work and responsibilities.

Components of a compensation system are as follows:

                      

Types of Compensation

Compensation provided to employees can direct in the form of monetary

benefits and/or indirect in the form of non-monetary benefits known as

perks, time off, etc. Compensation does not include only salary but it is the

sum total of all rewards and allowances provided to the employees in return

for their services. If the compensation offered is effectively managed, it

contributes to high organizational productivity.

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1. Direct Compensation

2. Indirect Compensation

DIRECT COMPENSATION   

1. House Rent Allowance: Organizations either provide accommodations

to its employees who are from different state or country or they provide

house rent allowances to its employees. This is done to provide them social

security and motivate them to work.

2. Conveyance: Organizations provide for cab facilities to their employees.

Few organizations also provide vehicles and petrol allowances to their

employees to motivate them.

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3. Leave Travel Allowance: These allowances are provided to retain the

best talent in the organization. The employees are given allowances to visit

any place they wish with their families. The allowances are scaled as per the

position of employee in the organization.

4. Medical Reimbursement: Organizations also look after the health

conditions of their employees. The employees are provided with medi-

claims for them and their family members. These medi-claims include

health-insurances and treatment bills reimbursements.

5. Bonus: Bonus is paid to the employees during festive seasons to motivate

them and provide them the social security. The bonus amount usually

amounts to one month’s salary of the employee.

6. Special Allowance: Special allowance such as overtime, mobile

allowances, meals, commissions, travel expenses, reduced interest loans;

insurance, club memberships, etc are provided to employees to provide

them social security and motivate them which improve the organizational

productivity.

INDIRCT COMPENSATION

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1. Leave Policy- It is the right of employee to get adequate number of leave

while working with the organization. The organizations provide for paid

leaves such as, casual leaves, medical leaves (sick leave), and maternity

leaves, statutory pay,etc.

2. Overtime- Employees should be provided with the adequate allowances

and facilities during their overtime, if they happened to do so, such as

transport facilities, overtime pay,etc.

3. Hospitalization- The employees should be provided allowances to get

their regular check-ups, say at an interval of one year. Even their

dependents should be eligible for the medi-claims that provide them

emotional and social security.

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4. Insurance- Organizations also provide for accidental insurance and life

insurance for employees. This gives them the emotional security and they

feel themselves valued in the organization.

5. Leave- The employees are provided with leaves and travel allowances to

go for holiday with their families. Some organizations arrange for a tour for

the employees of the organization. This is usually done to make the

employees stress free.

6. Retirement Benefit- Organizations provide for pension plans and other

benefits for their employees which benefits them after they retire from the

organization at the prescribed age.

7. Holiday home- Organizations provide for holiday homes and guest

house for their employees at different locations. These holiday homes are

usually located in hill station and other most wanted holiday spots. The

organizations make sure that the employees do not face any kind of

difficulties during their stay in the guest houses.

8. Flexible timings- Organizations provide for flexible timings to the

employees who cannot come to work during normal shifts due to their

personal problems and valid reasons.

NEED OF COMPENSATION MANAGEMENT

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1. A good compensation package is important to motivate the employees to

increase the organizational productivity.

2. Unless compensation is provided no one will come and work for the

organization. Thus, compensation helps in running an organization

effectively and accomplishing its goals.

3. Salary is just a part of the compensation system, the employees have other

psychological and self-actualization needs to fulfill. Thus, compensation

serves the purpose.

4. The most competitive compensation will help the organization to attract and

sustain the best talent. The compensation package should be as per industry

standards.

        

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CONCEPT OF PROMOTION

Definition-“Appointment to a position requiring higher qualifications

such as greater skill or longer experience and involving a higher level of

responsibility, a higher rate of pay, and a title change is considered a

promotion and will be classified as such in all personnel documents.

Promotions will be made without regard to the race, color, sex, religion,

age, ethnic origin, or disability of the employee”.

Promotion-It is handing over the higher-level post to an employee from

inside and this upward movement is known as promotion. In other words, it

is the progression of an employee to a superior job in terms of superior

responsibility, greater skill, more status, and greater than before pay rate.

Accordingly, the chief conditions of promotions are:

1. Delegation with a greater power and responsibility,

2. Reassignment of high-level jobs,

3. Higher salary.

In certain cases of promotion where salary is not increased,

such promotions are called Dry Promotion. These promotions can be either

permanent or temporary depending upon the requirement of the

organization.

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Types of Promotion: - There are 3 kinds of promotions namely

1. Dry promotion:- In this promotion, the worker is moved to the

subsequent higher level in hierarchy with a greater power, responsibility,

and prestige with no increase in salary.

2. Vertical Promotion:-In this, the employee is moved to the subsequent

higher level accompanied by greater power, responsibility, position, and

salary.

3. Upgradation:-The job is promoted in the organizational hierarchy. As a

result, the employee obtains additional salary, higher responsibility, and

power.

Purposes of Promotion:- Companies promote the employees with a

view to attain the subsequent purposes:

1. To make use of the employee’ knowledge, skill at the proper level ensuring

in organizational efficacy and employee contentment.

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2. To build up capable internal source all set to start jobs at higher levels in the

altering environment.

3. To build up the competitive spirit and instill the enthusiasm to obtain higher

knowledge, skills requisite by higher level of jobs.

4. To encourage a feeling of contentment and a sense of belongingness

towards the organization.

5. To encourage the employee’s self development by plummeting employee

turnover.

6. To check out the tribulations produced by the leaders of workers union by

promoting them to officer’s level where they are not efficient in generating

tribulations.

7. To reward dedicated employees, boost their confidence, and build

reliability.

Basis of Promotion: - The well-established bases of promotion are:

1. Merit

2. Seniority

An additional basis of promotion, which is well practiced in

unusual shades, is nepotism or favoritism. Personnel officer must have the

thought of efficiency of every basis while promoting the right employee.

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NEED FOR STUDY

The study has importance for different individuals as well as organizations.

They are categorizing as follows:-

1. Organizations - the study is useful for organizations to identify the

impact of compensation and promotion practices on job satisfaction, as

these practice helps to reduce employee turnover in the organization.

2. Students- Students get the in-depth knowledge about the impact of

compensation and promotion practices on job satisfaction

3. Researcher-the researcher can get the insight for their researches as well

as they can further explore this topic and also get some new research ideas.

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LITRETURE SURVEY

Abeysekera Ruwan investigated that the effects of HR practices on

“Marketing Executive Turnover of Leasing” in leasing companies in Sri

Lanka. By using correlation analysis, result drawn that there is a negative

relationship between realistic job information, job analysis, career

development, compensation, support and MEIL.

Absar Mir Mohammed Nurul, Azim Mohammad Tahlil, Balasundaram

Nimalathasan, &Akhter Sadia concentrated on the impact of HR

practices on job satisfaction. Using multiple regression analysis they found

that HR practices and Training and development have significant impact on

job satisfaction.

Bauer Thomas K., (2004) studied on the “High Performance Workplace

Practices and Job Satisfaction: Evidence from Europe”. The aim of this

paper was to investigate the effect of flexible workplace practices on job

satisfaction. The study showed that flexible work systems have a positive

effect on the workers’ welfare.

Bhatti & Kureshi conducted study on “Impact of Employee Participation

on Job Satisfaction, Employee Commitment and Employee Productivity”.

29

The study was conducted by using correlation and regression analysis. The

result was drawn through regression analysis is that Employees

participation is having a positive and significant impact on the Job

satisfaction of the employees. And correlation analysis showed the

association between the employees Participation, Job satisfaction, employee

productivity and employee commitment.

Boohene Rosemond, conducted his study on “The Effect of Human

Resource Management Practices on Corporate Performance: A Study of

Graphic Communications Group Limited” in his study came with the

evidence that remuneration as well as training and development contribute

toward corporate practices.

Khadija, Bishop & Scott (2006) studied the on “the determinants of

turnover intention amongdrivers’’ There study explores relationship

between some determinants like fairness and recognition and job

satisfaction. The study was conducted through maximum likelihood factor

analysis along with pair wise deletion for missing data. There study has

shown the result that recognition and fairness both affect job satisfaction

and fairness is negatively related to commitment and leads to the turnover

intention.

Kiyani & Khurshid (2007) during their study came with the evidence that

there was positive relationship exists between employee’s interest in job and

30

his / her satisfaction. This result was drawn bby using correlation analysis.

The study have also taken help of scatter plot, histogram and bar graph to

draw above result.

Paré, Tremblay, & Lalonde,(2000), explore the impact of human

resources prctices on it personnel work attitude, extra-role behaviours and

turnover intentions. They conducted their study by dividing their sample in

three sub-samples. First two samples were analyzed through correlation

while remaining sample was analyzed through regression analysis.

Petrescu Alina Ileana, & Simmons Rob, (2008) investigated the effect of

HRM practices on workers’ overall job satisfaction and their satisfaction.

HRM practices have a statistically significant effect on workers’ overall job

Satisfaction and on their satisfaction with pay.

Qureshi, Akbar Aslam, Sheikh & Hijazi investigated on the impact of

human resource on financial performance of commercial banks. Correlation

and regression analysis was used to conduct study. The result drawn from

the study was that HR managers are satisfied from human resource

management practices under practice in the banks and result of regression

analysis showed that there was positive relationship between FPB and

selection.

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Shahzad, Bashir & Ramay (2008), during their study on “Impact of HR

Practices on Perceived Performance of University Teachers in Pakistan”,

came with evidence that HR Practices are strongly correlated with teachers’

performance in Pakistani universities. Correlation was used as Statistical

method in this study.

Sheik, Qamar & Iqbal , examined the relationship of career development,

supervisor support, work Environment, rewards and work-life policies with

employee retention among the employees. The study showed that there was

positive relation between employee retention and HR practices.

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RESEARCH METHODOLOGY

Types of research design: - the study was descriptive in nature.

Sample design

Sample unit:-Individual employee of airtel

Sample frame: - Employees of airtel

Type of sampling method:- Convenient sampling technique was used.

Sample size: - Sixty (60) respondents.

Type of Data: - Primary data was used.

Tool used for data collection: - questionnaire

Tool used for data analysis:- regression analysis

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OBJECTIVES OF THE STUDY

1. To identify the impact of compensation practice on job satisfaction

2. To identify the impact of promotion practice on job satisfaction

3. To open the new vistas for further research.

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ANALYSIS OF STUDY

Variables Entered/Removedb

Model Variables

Entered

Variables

Removed Method

dimension0

1cpa . Enter

a. All requested variables entered.

b. Dependent Variable: js

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Model Summary

Mode

l

R

R

Squar

e

Adjusted

R Square

Std. Error of

the Estimate

dimension0

1 .344a .118 .103 2.49828

a. Predictors: (Constant), cp

ANOVAb

Model Sum of Squares df Mean Square F Sig.

1 Regression 48.600 1 48.600 7.787 .007a

Residual 362.000 58 6.241

Total 410.600 59

a. Predictors: (Constant), cp

b. Dependent Variable: js

Coefficientsa

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1 (Constant) 4.618 1.850 2.496 .015

cp .265 .095 .344 2.790 .007

a. Dependent Variable: js

H01- There is no significant impact of compensation practice on job

satisfaction. Therefore null hypothesis has been rejected [p < 0.05, 0.007]

In this study we have taken 2 variables, one is independent i.e.

compensation practice(cp) and another is dependent i.e. job satisfaction (js).

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Regression

37

Variables Entered/Removedb

Model Variables

Entered

Variables

Removed Method

dimension0

1 ppa . Enter

a. All requested variables entered.

b. Dependent Variable: js

Model Summary

Model

R R Square

Adjusted R

Square

Std.

Error

of the

Estima

te

dimension0

1 .380a .145 .130 2.4607

4

a. Predictors: (Constant), pp

ANOVAb

Model Sum of

Squares df Mean Square F Sig.

1 Regression 59.396 1 59.396 9.809 .003a

Residual 351.204 58 6.055

Total 410.600 59

a. Predictors: (Constant), pp

b. Dependent Variable: js

Coefficientsa

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1(Constant) 5.765 1.296 4.448 .000

pp .409 .130 .380 3.132 .003

a. Dependent Variable: js

H02- There is no significant impact of promotion practice on job

satisfaction. Therefore null hypothesis has been rejected [p < 0.05, 0.003]

In this study we have taken 2 variables, one is independent i.e. promotion

practice (pp) and another is dependent i.e. job satisfaction (js).

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FINDINGS

1. Findings suggest that compensation practice of the AIRTEL has a

significant impact on job satisfaction of employees.

Coefficientsa

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1 (Constant) 4.618 1.850 2.496 .015

cp .265 .095 .344 2.790 .007

a. Dependent Variable: js

2. Findings suggest that promotion practice of the AIRTEL also has a

significant impact on job satisfaction of employees.

Coefficientsa

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1 (Constant) 5.765 1.296 4.448 .000

pp .409 .130 .380 3.132 .003

a. Dependent Variable: js

39

Hence we can say that compensation and promotion practice have a

significant impact on job satisfaction of employees.

SUGGESTION

Based on the data collected through the questionnaire and interactions with the

employees of AIRTEL, the following recommendations are made for

consideration:

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BIBLIOGRAPHY

WEBSITES

1. WWW.SEARCH.EBESCOHOST.COM

2. WWW.GOOGLE.COM

3. WWW.EMERALDINSIGHT.COM

4. HTTP:// EN.WIKIPEDIA.ORG/BHARTI AIRTEL

5. HTTP://WWW.AIRTEL.IN

LITERATURE REFERENCE

Abeysekera Ruwan,(2006), The Impact of Human Resource Management

Practices on Marketing Executive Turnover of Leasing Companies in Sri

Lanka Contemporary Management Research Pages 233-252, Vol. 3, No. 3,

September 2007

Nurul Absar Mir Mohammed, Azim Mohammad Tahlil, Balasundaram

Nimalathasan,& Akhter Sadia, Impact of Human Resources Practices on

Job Satisfaction: Evidence from Manufacturing Firms in Bangladesh,

Petroleum-Gas University of Ploiesti BULLETIN,Vol. LXII No. 2/2010, 31

– 42, Economic Sciences Series

41

Shahzad Khurram , Bashir Sajid & Ramay Muhammad I,2007,

International Review of Business Research Papers Vol. 4 No.2 March 2008

Pp.302-315

Bradley, Steve; Petrescu, Alina & Simmons, Rob,2002, The Impacts of

Human Resource Management Practicesand Pay Inequality on Workers' Job

Satisfaction, Working Paper 2004/031

Boohene Rosemond,2010, The Effect of Human Resource Management

Practices on Corporate Performance: A Study of Graphic Communications

Group Limited, International Business Research Vol. 4, No. 1; January

2011

Arkoubi Khadija Al ,James W. Bishop,& Scott Dow, AN

INVESTIGATION OF THE DETERMINANTS OF TURNOVER

INTENTION AMONG DRIVERS ,Journal of Applied Psychology, 71,

219-31

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