A SUMMER TRAINING PROJECT REPORT ON

CONTENT
Institutional Certificate Organizational Certificate Declaration Acknowledgement Executive Summary Objective of Study Company Profile Research Methodology Data Analysis Findings & Suggestions Limitations Conclusions Bibliography Annexure (Questionnaire)

EXECUTIVE SUMMARY
The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private sector enterprise, with businesses in the energy and materials value chain. Group revenues add up to USD 20 billion. The flagship company, Reliance Industries Limited, is a fortune global 500company. The Group's activities span exploration and production of oil and gas, petroleum refining and marketing, petrochemicals (polyester, fibre intermediates, plastics and chemicals) and textiles. The project assigned was employee retention or employee job satisfaction and task assigned was media planning, buying , preparing the directory of the media persons and held the interviews with the all the news channels and the financial media and prepared the questionnaire that defined the relationships between media and launching of employee job satisfaction. News channels and various newspaper offices were personally visited for media planning and preparing the directory and fixing the appointments with Industry Guide. For defining the relationships between service/job and workers/employee, has been used used as a Statistical tool from the data collected through Questionnaires. Quality without creativity is meaningless. As changes grow ever more unpredictable creativity is rapidly becoming recognized a core management skill. Todays business environment demands that managers posses a wide range of knowledge skills and competencies, as well as sound understanding of management process and function. Managers need to be able to make best use of their time, talent and of other people to work with and through others to achieve corporate objectives. They also need to demonstrate their ability not merely to solve problems, but to transform them and design ways through them.

This report concerns job satisfaction level and organizational climate, which are the important function in every organization.

OBJECTIVE OF STUDY
The quest for Perfection
Cellular service has been the most popular & developing medium of communication among all the new modes. Through mobile or cellular services we can talk anytime to any person around the world. Cellular is the most advanced form of wireless communication & has been highly developed with the present & the forthcoming Value added services. The list of wireless communication in future is as endless as we dare to dream. The fantastic range of possibilities that will come with the next 3rd Generation of wireless communication will require far reaching technological innovation to make them a reality.

Reliance Communications envisions a digital revolution that will bring about a New Way of Life. A Digital Way of Life. For a New India.
This project has two parts; first one aims at employee job satisfaction and its climate, and secondly the implementation of satisfaction between work, environment and workers. Through this project, it has been tried to find out that what are the parameters on which the company is working and what are the current problems they are facing in providing service to the customers. Staying ahead of competitors solely through customer service is becoming more and more difficult. Its arrogant for a company to believe; that it can deliver the same sort of product that its rivals do and actually do better for very long. Thats especially true today, when the flow of information and capital is incredibly fast. Its also painfully obvious that every business in an industry cant compete using the same cost/price model. Now in this situation, the only way by which a company can prove its superiority over other is through distinctiveness. One can differentiate based on the core product/service offering, price or
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total cost of ownership or the total relationship and customer experience. Here is where CRM plays an important part and can work as a differentiating business strategy. Entering the organization is like stepping into altogether a New World. At first everything seems to be strange and unheard, but as time passes, one understands the concept and working of the organization and thereby develops Professional relationship.

The research that has been undertaken consists in the field of Self Development Highlighting the vital aspect of Self Development. A fair idea is brought up about the essence in writing report, which constitutes the loopholes in the self-development schemes in the corporate inter/intra departments. The METHODOLOGY will make the report more precise as it would give a fair idea as to by what means the information has been gathered. A detailed study of the report can be seen in the FINDINGS which would constitute of a definite aspect in building up of Project Work. The CONCLUSION AND RECOMMENDATIONS are very clearly defined.

COMPANY PROFILE
TELECOMMUNICATION IN INDIA

The telecom services have been recognized the world-over as an important tool for socio-economic development for a nation and hence telecom infrastructure is treated as a crucial factor to realize the socioeconomic objectives in India. Accordingly, the Department of Telecom has been formulating developmental policies for the accelerated growth of the telecommunication services. The Department is also responsible for grant of licenses for various telecom services like Unified Access Service Internet and VSAT service. The Department is also responsible for frequency management in the field of radio communication in close coordination with the international bodies. It also enforces wireless regulatory measures by monitoring wireless transmission of all users in the country.

TELECOM COMMISSION The Telecom Commission was set up by the Government of India vide Notification dated 11th April, 1989 with administrative and financial powers of the Government of India to deal with various aspects of Telecommunications. The Commission consists of a Chairman, four full time members, who are exofficio Secretary to the Government of India in the Department of Telecommunications and four part time members who are the Secretaries to the Government of India of the concerned Departments. The part time Members of Telecom Commission are :1. 2. 3. 4. Secretary (Department of Information Technology) Secretary (Finance) Secretary (Planning Commission) Secretary (Industrial Policy & Promotion).

The Telecom Commission and the Department of Telecommunications are responsible for policy formulation, licensing, wireless spectrum management, administrative monitoring of PSUs, research and development and standardization/validation of equipment etc. The multi-pronged strategies followed by the Telecom Commission have not only transformed the very structure of this sector but have motivated all the partners to contribute in accelerating the growth of the telecom sectors.

RELIANCE COMMUNICATIONS PROFILE

INDIA S LEADING INTEGRATED TELECOM COMPANY Reliance Communications is the flagship company of the Anil Dhirubhai Ambani Group (ADAG) of companies. Listed on the National Stock Exchange and the Bombay Stock Exchange, it is Indias leading integrated telecommunication company with over 30 million customers. Their business encompasses a complete range of telecom services covering mobile and fixed line telephony. It includes broadband, national and international long distance services and data services along with an exhaustive range of value-added services and applications. Their constant endeavour is to achieve customer delight by enhancing the productivity of the enterprises and individuals we serve. Reliance Mobile (formerly Reliance India Mobile), launched on 28 December 2002, coinciding with the joyous occasion of the late Dhirubhai Ambanis 70th birthday, was among the initial initiatives of Reliance Communications. It marked the auspicious beginning of Dhirubhais dream of ushering in a digital revolution in India. Today, they can proudly claim that they were instrumental in harnessing the true power of information and communication, by bestowing it in the hands of the common man at affordable rates. CHAIRMAN'S PROFILE Anil Dhirubhai Ambani Regarded as one of the foremost corporate leaders of contemporary India, Anil Dhirubhai Ambani is the Chairman of all listed Group companies, namely: Reliance Communications, Reliance Capital, Reliance Energy and Reliance Natural Resources Limited. Till recently, he also held the post of Vice Chairman and Managing Director in Reliance Industries Limited (RIL), India's largest private sector enterprise.

Anil D Ambani joined Reliance in 1983 as Co-Chief Executive Officer, and was centrally involved in every aspect of the company's management over the next 22 years. He is credited with having pioneered a number of path-breaking financial innovations in the Indian capital markets. He spearheaded the country's first forays into the overseas capital markets with international public offerings of global depositary receipts, convertibles and bonds. Starting in 1991, he directed Reliance Industries in its efforts to raise over US$ 2 billion. He also steered the 100-year Yankee bond issue for the company in January 1997. Membership:

Wharton Board of Overseers, The Wharton School, USA Central Advisory Committee, Central Electricity Regulatory Commission Board of Governors, Indian Institute of Management, Ahmedabad Board of Governors Indian Institute of Technology, Kanpur

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SCOPE OF STUDY
VISION
With mobile devices, netways and broadband systems linked to powerful digital networks, Reliance Communications will usher fundamental changes in the social and economic landscape of India. Reliance Communications will help men and women connect and communicate with each other. It will enable citizens to reach out to their work place, home and interests, while on the move. It will enable people to work, shop, educate and entertain themselves round the clock, both in the virtual world and in the physical world. It will make available television programmes, movies and news capsules on demand. It will unfurl new simulated virtual worlds with exhilarating experiences behind the screens of computers and televisions. Users of Reliance Communications's full range of services would no longer need audiotapes and CDs to listen to music. Videotapes and DVDs would not be necessary to see movies. Books and CD ROMs would not be needed to get educated. Newspapers and magazines would not be required to keep abreast of events. Vehicles and wallets will become unnecessary for shopping. Reliance Communications will disseminate information at a low cost. "Make a telephone call cheaper than a post card". These prophetic words of Dhirubhai Ambani will be a metaphor of profound significance for Reliance Communications. Reliance Communications will regularly unfold new applications. Continually adapt new digital technologies. Create new customer experiences. Constantly strive to be ahead of the world. Reliance Communications will transform thousands of villages and hundreds of towns and cities across the country. Above all, Reliance Communications will pave the way to make India a global leader in the knowledge age.

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MISSION
"We will meet global standards for telecom services that delight customers through: Customer service focus Empowered employees Innovative services Cost Efficiency"

Dream Come True

The Late Dhirubhai Ambani dreamt of a digital India an India where the common man would have access to affordable means of information and communication. Dhirubhai, who single-handedly built Indias largest private sector company virtually from scratch, had stated as early as 1999: Make the tools of information and communication available to people at an affordable cost. They will overcome the handicaps of illiteracy and lack of mobility. It was with this belief in mind that Reliance Communications (formerly Reliance Infocomm) started laying 60,000 route kilometers of a pan-India fibre optic backbone. This backbone was commissioned on 28 December 2002, the auspicious occasion of Dhirubhais 70th birthday, though sadly after his unexpected demise on 6 July 2002.

Reliance Communications has a reliable, high-capacity, integrated (both wireless and wireline) and convergent (voice, data and video) digital network. It is capable of delivering a range of services spanning the entire infocomm (information and communication) value chain, including infrastructure and services for enterprises as well as individuals, applications, and consulting. Today, Reliance Communications is revolutionizing the way India communicates and networks, truly bringing about a new way of life.
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Wireless wonderland Reliance Mobile With over 30 million subscribers, Reliance Mobile is Indias largest mobile service brand. Reliance Mobile services now cover over 10,300 cities and towns across India. We have achieved many milestones in this short journey. In 2003, AC Nielsen voted Reliance Mobile (formerly Reliance India Mobile) as Indias Most Trusted Telecom Brand. In July 2003, it created a world record by adding one million subscribers in a matter of just 10 days through its Monsoon Hungama offer. What sets Reliance Mobile apart is the fact that nearly 90 per cent of our handsets are data-enabled, and can access hundreds of Java applications on Reliance Mobile World.

Reliance Mobile has ushered in a mobile revolution by offering advanced multimedia handsets to the common man at very affordable rates. This innovative low pricing has increased the number of mobile phone users and its result is clearly reflected in the meteoric rise in Indias tele-density over the past four years. Their pan-India wireless network runs on CDMA2000 1x technology, which has superior voice and data capabilities compared to other cellular mobile technologies. CDMA200 1x is more cost-effective as it utilizes the scarce radio spectrum more efficiently than other technologies do. Enhanced voice clarity, superior data speed of up to 144 kbps and seamless migration to newer generations of mobile technologies are some of the differentiators that set CDMA200 1x technology apart from its competitors. Reliance Mobile World The Reliance Mobile World suite of Reliance Mobile is a unique Java-based application. Its uniqueness lies in the fact that it enables complex Internet application to be introduced in mobile phones effectively and quickly. Reliance Mobile World receives over 1.5 billion page views per month from Reliance Mobile users. Reliance Mobile World offers a wide array of applications that include hourly news updates, high quality headline video clips, downloadable multilingual ring tones, seasonal updates including festival specials, city and TV
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specials, exam results, astrology, mobile banking, bill payment, stock information, commodity prices, railway and air ticket booking. With over 150 data applications offering varied services unique to any wireless service in India Reliance Mobile World is truly a treasure house of knowledge, information, entertainment and commerce.

REVIEW
Network

Telecommunication networks are the infrastructure for provisioning Communications services. All businesses today are dependent on telecom to continue their day-to-day operations. The range and quality of services that can be provisioned is determined by the quality of the network deployed. The Reliance Communications network consists of 60,000 kilometers of Optical Fibre Cables spanning the length and breadth of India. These cables can carry thousands of billions of bits per second and can instantly connect one part of the country with another. This physical network and its associated infrastructure will cover over 600 cities and towns in 18 of the country's 21 circles, 229 of the nations 323 Long Distance Charging Areas (LDCAs) and broadband connectivity to over 190 cities. This infrastructure will be backed by state-of-the-art information management systems and a customer-focused organisation. An interesting aspect of the network is the manner in which these fibres are interconnected and deployed. Reliance's architecture is so fault-tolerant that the chances of failure are virtually nil. Reliance's ring and mesh architecture topology is the most expensive component to implement, but assures the highest quality of uninterrupted service, even in the event of failure or breakage in any segment of the network. Reliance has 77 such rings across the country with at least three
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alternative paths available in metros. Connected on this topology, the service has virtually no chance of disruption in quality performance. Access networks determine the services that can finally be delivered to customer. Our network has wireline access technologies based on fibre as well as copper. Fibre in the access network makes broadband services easy to deploy. The wireless access network deployed for CDMA 1X is spectrum efficient and provides better quality of voice than other networks and higher data rates. CDMA 1X also provides an upgradation path to future enhancements.

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BUSINESS Reliance Communications will offer a complete range of telecom services, covering mobile and fixed line telephony including broadband, national and international long distance services, data services and a wide range of value added services and applications that will enhance productivity of enterprises and individuals. Reliance IndiaMobile, the first of Reliance Communications' initiatives was launched on December 28, 2002, the 70th birthday of the Reliance group founder, Shri. Dhirubhai H. Ambani. This marks the beginning of Reliance's dream of ushering in a digital revolution in India by becoming a major catalyst in improving quality of life and changing the face of India. It aims to achieve this by putting the power of information and communication in the hands of the people of India at affordable costs. Reliance Communications will extend its efforts beyond the traditional value chain to develop and deploy telecom solutions for India's farmers, businesses, hospitals, government and public sector organisations.

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COMMUNICATION ASSETS
Empowering Indian villages Reliance Communications is committed to bringing about a complete revolution in rural telephony. With this goal set high on our agenda, we have initiated a mammoth expansion plan to reach out to four lakh villages across the length and breadth of the country. Our 80,000 kilometres of terabit Optic Fibre Cable network forms the backbone of our nationwide expansion, facilitating unlimited and uninterrupted voice, data and video applications. They stand strongly by their commitment to empower the people of India with the freedom to communicate by realising their founder Chairman Dhirubhai Ambanis dream of heralding a digital revolution. Reliance World, our unique infotainment data application, already enjoys 1.5 billion page views a month. With this roll out, countless more Indians will be able to avail of our services and stay connected. Rural India will have unlimited access to the Internet through the increasingly popular Reliance Net connect. It will surely put India on the fast track to knowledge-led leadership. It is a recognized fact that each point of increase in tele-density results in a 3 per cent growth in the countrys GDP. Village Public Telephone Reliance Communications Village Public Telephone (VPT) is a pioneering effort to introduce telephones in villages that do not have any telephone connections till date. These VPTs with STD facility are being installed in villages for the convenience of the villagers. As per our license obligation we have installed VPTs covering 59 talukas. They are receiving subsidy support for 3,599 VPTs every quarter from the USOF. Rural Community Phone (RCP) After achieving the target of one village public telephone per village, Reliance Communications next plan of action is to provide Rural Community Phones (RCPs) in each of those villages where the population exceeds 2000. These RCPs, with STD facility, are to be installed in public places including shops, schools and primary health centres. We are fully committed to installing about 22,000 RCPs covering 61 districts across 11 states in India by 2006.

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MANAGEMENT PHILOSOPHY
We will devote our human resources and technology to create superior products and services, there by contributing to a better global society. Our management philosophy represents our strong determination to contribute directly to the prosperity of people all over the world-a single human society key to our efforts is our own people, whose talent and creativity are dedicated to doing their best at all time. Technology also plays an important role in making it possible to achieve higher standards of livings. And superior product and services or what we are all about. We believe that the success of our contribution to the society and to the mutual prosperity of people across national boundaries truly depends on how we manage our company. Thus we challenge the world to create the future with our customer. Our determination is growth-a perpetual challenge-but always working within the context of cooperative and inclusion of our customers.

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MANUFACTURING AT RELIANCE COMMUNICATIONS

"Reliance Communications envisions a digital revolution that will bring about a New Way of Life. A Digital Way of Life. For a New India."
Cellular service has been the most popular & developing medium of communication among all the new modes. Through mobile or cellular services we can talk anytime to any person around the world. Cellular is the most advanced form of wireless communication & has been highly developed with the present & the forthcoming Value added services. The list of wireless communication in future is as endless as we dare to dream. The fantastic range of possibilities that will come with the next 3rd Generation of wireless communication will require far reaching technological innovation to make them a reality.

Quality without creativity is meaningless. As changes grow ever more unpredictable creativity is rapidly becoming recognized a core management skill. Todays business environment demands that managers posses a wide range of knowledge skills and competencies, as well as sound understanding of management process and function. Managers need to be able to make best use of their time, talent and of other people to work with and through others to achieve corporate objectives.

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WORKERS PARTICIPATION IN DECISION MAKING / PLANNING IN RELIANCE COMMUNICATIONS

A comprehensive scheme for employees participation in management has also been promoted in Reliance Communications the basic of this scheme is to devise a system whereby mutual trust and confidence are created between employees and management, which would promote active involvement of the employees with the work process it would also motivate them to give their best and to achieve greater job satisfaction resulting in the fulfillment of the larger objectives of the firm. There are two tiers system of employees participation which will operate through Unit council Joint council

TIER 1 UNIT COUNCIL

There is one unit council on circle level which consists of chairman, secretary and 6 members.

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SCOPE AND FUNCTIONS

1) To assist management in achieving monthly / yearly targets. 2) To assist in improvement in turnover / output, efficiency including elimination of wastage and optimum utilization of machine capacity and manpower. 3) Specifically identify areas of low out put and recommend corrective steps to eliminate relevant contributing factors. 4) To study absenteeism in the units and recommend steps to reduce the same. 5) To enforce safety measures.

TIER 2 JOINT COUNCIL

There is one joint council in each project which consist of chairman, secretary, 7 members.

SCOPE AND FUNCTIONS

1) 2) 3) 4) 5) 6) To assist the management in achieving optimum turnover, efficiency and higher productivity of man and machinery for the project as a whole. Matters emanating from unit council which remain unresolved. Assist in development of skills of employees and promotion adequate facilities for training. Assist in preparation of work schedule.

To assist in optimum use of raw material. To assist in improvement of general health, welfare and safety measures in the project. The scheme generally covers all types of suggestions on any one or more of the following facts of working of the corporations:

USE OF MACHINE AND EQUIPMENT

1.Improvement in design and/or quality of product. 2.Improvement in methods of maintenance and reducing wear and tear. 3.Mechnising the hand operations. 4.Combining different processes
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SIMPLIFICATION OF OPERATION
1.Eliminating of operation. 2.Combining different operation. 3.Reducing fatigue.

OFFICE ROUTINE
1.Reducing the volume of records and paper work without loss of efficiency. 2.simplification of procedures and routing operations.

WORKING CONDITIONS AND SAFETY

1.Improvement of working condition including safety, health, safety devices and environmental conditions. 2.Improvement of interpersonal relationship.

PROJECT DESIGN ASPECTS

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

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RATIONALE BEHIND THE STUDY

The present age is the age of competition. Every field is becoming highly competitive day by day. For the growth of any activity, skill and knowledge is very important and for that matter. Institution always plays an imperative role. On account of financial liberalization policy and economic reforms, the institution have to shoulder higher responsibilities. This can be achieved only through proper and trained staff. Training helps in acquiring knowledge by the staff working in the Institution. The organization has to be more responsive to the changing socioeconomic environment. Organizational capabilities need improvements through continuous updating of technology, training and developments of man power, create a climate that can promote a culture of excellence and Job Commitment of individuals to the organizational plays an important role in achieving the organizational goals and objectives. Job satisfaction level in any organization plays an important role in achieving the organizational goals and objectives in the present day of stiff challenge from competitive market, it is ongoing process which requires proper identification of organizational satisfaction level and also the ways of increasing the job commitment among the individual. Besides the technological and financial resources, the Human Resources is the biggest source of success in any organization. A highly satisfied environment in any organization will definitely increaser the Job Commitment among the individuals which in turn increase the efficiency. The structure of an organization has a significant impact upon the way it is managed. The structure of the organization has a long history. While they may vary somewhat from country to country , there are two fundamental characteristics of quality of life of modern man is clearly a massive improvement upon his forefathers due to scientific and industrial progress. Today mankind can walk on the moon, can communicate with a person sitting thousands of miles away and can travel hundreds of miles within shortest time. Yet, modern civilization has also made the life of man more complexful of the hazards of his own creation. Ours is Considered as era of stress. Frustration, conflicts, tension, and anxiety have become regular features of life. Any vulnerability to dissatisfaction that executives may
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suffer poses the potential risk of multiplying the level of maladjustive behaviour in the companies they work for, as they command and supervise large numbers of people in their organization.

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JOB SATISFACTION

Man Management is an Art".

To keep the workers dissatisfied, is important to understand them and predict their behavior and compensate accordingly. The term employee attitude, job satisfaction and morale are in manly instance used interchangeably. BLUM however, has made the point that they are not synonymous. Job attitude is the felling the employee has about his job, his readiness to react in one way or another to specific factors related to job. Job satisfaction or dissatisfaction is the result of various attitudes the person holds towards his job and related factors. Job satisfaction is a subjective, personal state perceived by the individual as being in his favor. It is the result of various attitudes possessed by worker. In a narrow sense, these attitudes are related to the job and conditions, advancement opportunities, and recognition of abilities, fair residual of grievances and other similar items. Job satisfaction is the favorableness or unfavorableness with which employees view their work. It results when there is a fit between job requirements and the wants expectations of employees. It expresses the extent of match between the employees expectation of the job and the rewards that the job provides. Job satisfaction may refer either to a person or a group. Job satisfaction may be understood in the context of the employees extent of satisfaction in general in his total life situation. Ask a man why he works and the chances are he will you, to make money certainly, the need to earn a living is the most powerful single reason why people work, through, as we other job factors are also important. The attractiveness of any one job factor such as wage, is a consequence of the extent to which other job satisfactions or expectations are being fulfilled at a time. When a worker enjoys steady job, paying good wages, he is understandably more concerned about the treatment he gets from his supervisors, the degree of independent and weather his job is interesting. But
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when he loses his high-paid job, he is more concerned about regaining steady well-paid employment. Better a bad job than no job at all People in organization have many needs, all of which are competing. Some people are mainly drawn achievement; others are concerned primarily with security and so on. Despite these individuals differences, an effective manager would not presume to decide which motives are important to his employees really wants from their jobs. By bringing their perception closer to reality, (i.e. what their people really want?) managers an increase their effectiveness.

WHAT DO WORKERS REALLY WANT?

This was conducted among the employees in the US industry in 1949 in an attempt to answer the question: what do workers want ? Managers and/or supervisors were asked to try put themselves in a workers shoe by ranking in order of importance a series of factors that workers may want from their jobs. In addition, the worked themselves asked to rank these same factors The managers/supervisors generally ranked good wages, job security, advancements and good working conditions as the things workers want most of the jobs. On the other hand, workers felt what they wanted most was full appreciation for work done, feeling in on things and sympathetic understanding of personal problems-all incentives that seem to be related to affiliation and recognition motives. Only job security was among the top four concerns of both workers and supervisors. Supervisors as least important rated the other top three things that workers indicated they wanted most from their jobs. This suggests very little sensitivity by supervisors as to what things are really most important to workers. It is thus important that managers must know the tremendous discrepancies that seemed to exist in the past between what they thought workers wanted from their jobs and what workers said they really wanted.

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Katz and Van Maanen (1977) identified 3 clusters of factors: The job itself-corresponding to intrinsic factors. The interaction context- corresponding to those contextual factors which has to do with co-workers, supervisors and other people in the job environment. Organizational problems- corresponding to that contextual factors which has to do with pay, working conditions and personnel policies. This means that a workers attitude of how satisfied/dissatisfied he/she is with his/her job is a complex summation of number of discrete job elements. In short, job satisfaction is a general attitude which is the result of many specific attitudes in 3 areas: Specific job factors Individual characteristics Group relationships outside the job

MEASURING JOB SATISFACTION

Two most widely approaches to measure job satisfaction are a single global rating and a summation score made up of a number of facets. The single global rating method is nothing more than asking individuals to respond to one question, such as All things considered, how satisfied are you with your job ? respondents then reply by circling a number between 1 and 5 that corresponds with answers from Highly Satisfied to highly Dissatisfied The other approach a summation of job facets identifies key elements in a job and asks for the employees feeling about each other. Typical factors that would be included are the nature of work, supervision, promotion opportunities and relations with co-workers. These factors are rated on a standardized scale and than added up to create an overall job satisfaction score.

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JOB SATISFACTION AS A DEPENDENT VARIABLE

Job satisfaction as a dependent variable means what work related variables determine job satisfaction? Job satisfaction is derived from and is caused by many interrelated factors, which from basic 3 categories: 1. Personal Factors 2. Factors inherent the job 3. Factors controllable by management

PERSONAL FACTORS
Gender : Most investigations on the subject have found that women are better satisfied with their jobs than are men. This is so despite the act that women are generally discriminate against in job competition and pay. Quite possibly the reason is that womens ambition and financial needs are less. Number of dependents: Results of many studies indicate that the more dependents one has, the less satisfaction he has with the job. Perhaps the stress of greater financial need brings about greater dissatisfaction with ones job. Age: from the consensus of studies, age has little relationship to job satisfaction for all employees but it is important in some job situations. In some groups job satisfaction is lower, and in some others there is no difference. Time on job: several investigations have indicated that job satisfaction is relatively high at the start, drops slowly to the fifth or eight year, and then rises again with more time on the job. The highest morale is reached after the twentieth years.
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 Intelligence: Relation of intelligence to job satisfaction depends on the level and range of intelligence and the challenge of the job. Education: there is great deal of conflict evidence on the relationship between education and job satisfaction so no generalizations can be made. Organizational polices in advancement in relation to education are important. Personality exclusive of intelligence: Personality has been suggested as a major cause of job dissatisfaction. In a study it was found that persons who were rated high in interpersonal desirability by their fellow employees were the most satisfied with their job.

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FACTORS IN HERENT IN THE JOB

These factors are important for management to plan and administer job more advantageously for its workers: Type of work: Employees tend to prefer job that give them opportunities to use their skills and abilities and of a variety of tasks, feedback on how well they are doing. These characteristics make work mentally challenging. Jobs that have too little challenge create boredom, but too much challenge creates frustration and feeling of failure. Under conditions of moderate challenge, most employees will experience pleasure and satisfaction. Skills required : Skills in relation to jobs has a bearing on several other factors such as kind of work, occupational status, responsibility etc. When skills exist to a considerable degree, it tends to become the first source of satisfaction. Occupational status: Occupational status is related to, but not identical with job satisfaction. It has been observed that employees are more dissatisfied in jobs that have less social status and prestige. Geography: it is general observation that workers in larger cities are less satisfied with their jobs than are those in similar cities and towns. Size of plant: In small plants individual known each other better and are therefore more cooperative. The favorable attitude in small plants are based specifically in optimism about advancement, opportunity for making suggestion, treatment of employees and respect for the ability of management.

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FACTORS CONTROABLE BY MANAGEMENT

Job Security: Industrial workers say that what they want most is steady work. Employment relation in the last decade has undergone a fundamental change. Fell time permanent employment has been declining and other forms of insecure work agreements like contracts, temporary and labour has been increasing. It is suspected that the loss of jobs is more pronounced among blue-collar workers that in whitecollar workers. Pay: the importance of pay as a factor in job satisfaction has been greatly overemphasized by management. Many companies feel that a pay raise is a cure-all which will make everyone in the plant happy. Pay ranks well below security, type of work and opportunity for advancement. The importance of pay will probably change with labour market, with economic conditions and with employees beliefs about the job situation. Fringe Benefits: Management as something employees want has emphasized benefits, but the results of most of the studies show benefits in a rather low position of importance. Fringe Benefits: Management as something employees want has emphasized benefits, but the results of most of the studies show benefits in a rather low position of importance. Opportunity for advancement: studies show that opportunity for advancement consistently ranks above average in importance. This factor is more important to sales, and skilled personnel, and least important to unskilled. Older workers were less interested in advancement that younger ones, perhaps because a man does most of his advancing in his earlier years and settles in one or two jobs in his last twenty years of working. Individuals, who perceive that promotion decisions are made in a fair and just manner, therefore are likely to experience satisfaction from their jobs.

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JOB SATISFACTION AN INDEPENDENT VARIABLE

Managers interest in job satisfaction tends to center on its effect on employee performance. A number of studies have been designed to access the impact of job satisfaction on employee productivity, absenteeism and turnover: Satisfaction and Productivity: There is a positive relationship between satisfaction and productivity. The relationship is stronger when the employees behavior is not constrained or controlled by outside factors. An employees productivity on machine-paced jobs, for machine than his or her level of satisfaction. Similarly, a stockbrokers productivity is largely constrained by the general movement of the stock market. When the market is moving up and volume is high, both satisfied and dissatisfied brokers are going to ring up lots of commissions. One of the greatest myths held by managers is that the happier a worker is the more he or she will produce. Research tells us that positive emotions do not cause productivity. It is more likely that high productivity leads to satisfaction. Management may have to do specific things to increase productivity and separate things to improve satisfaction. Assuming that the organization rewards productivity, your higher productivity should increase verbal recognition, your pay level and probabilities for promotion. These rewards increase your level of satisfaction with the job. Satisfaction and Absenteeism: There is a negative relationship between satisfaction and absenteeism. Dissatisfied employees are more likely to miss work. Organizations that provide liberal stick level benefits are encouraging all their employees including those who are highly satisfied to take days off.

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A study was made about how satisfaction directly leads to attendance, where there is minimum impact from other factors. If satisfaction leads to attendance, where there is absence of outside factors, the more satisfied employees should have come to work while dissatisfied employees should stayed at home. Satisfaction and Turnover: Satisfaction is negatively related to turnover, but the correlation is stronger than for absenteeism. Yet again other factor such as labour market conditions, expectations about alternative job opportunities and length of tenure with the organization are important constraints on the actual decision to leave ones current job. Satisfaction and job Performance: Bray field and Crockett examined all research relating to job satisfaction and job performance upto 1955 and concluded that was virtually no evidence of any relationship between these two variables. In summarizing the research relating to job satisfaction to job behavior variables, Vroom draws number of conclusions: 1) There is a consistent negative relationship between satisfaction and the probability of resignation(turnover). 2) There is a less consistent relationship between satisfaction and absences. 3) There is no simple relationship between satisfaction and job performance.

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HOW EMPLOYEES CAN EXPRESS DISSATISFACTION

Dissatisfaction can be expressed in a number of ways. For example than quit employees can complain, be insubordinate, steal organizational property, or shirk a part of their work responsibilities. There are four responses that differs one another along with two dimensions: 1) Constructiveness/Destructiveness 2) Activity/Passivity Exit: Dissatisfaction expressed through behavior directed towards leaving the organization which includes looking for a new position as well as resigning. Voice: Dissatisfaction expressed through active and constructive attempts to improve conditions that includes suggesting improvements, discussing problems with superiors and some from of union activity. Loyalty: Dissatisfaction expressed by passively but optimistically waiting for conditions to improve, includes speaking up for the organization in the face of external criticism and trusting the organization and its management to do the right thing.

Neglect: Dissatisfaction expressed through allowing conditions to worsen, includes chronic absenteeism or lateness, reduce effort and increase error rate. Exit and neglect behavior encompass the performance variables productivity, absenteeism and turnover. Constructive behaviors that allow individuals to tolerate unpleasant situations or to revive a satisfactory condition, which helps to understand situations such as those sometimes found among, unionized workers, where low job satisfaction is coupled with low turnover. Union members often express dissatisfaction through the grievance procedure or through formal contract negotiations. These voice mechanism allow the union members to continue in their jobs while convincing themselves that are acting to improve situation.
36

IMPORTANCE OF HIGH JOB SATISFACTION

Managers should be concerned with the level of job satisfaction in their organizations for at least three reasons: a. Dissatisfied employees skip work more often and more likely to resign. b. Satisfied employees have better health and live longer. c. Satisfaction on the job carries over the employees life outside the job. Satisfied employees have lower rates of both turnover and absenteeism. Specifically, satisfaction is strongly and consistently negatively related to an employees decision to leave the organization. Several studies have shown that employees who are dissatisfied with their jobs are prone to health setbacks ranging from headaches to heart disease. Some research even indicates that job satisfaction is better predictor of length of life than in physical condition.

Job satisfaction has its importance for society as a whole. When employees happy with their jobs, it improves their live off the job. These people will hold a more positive attitude towards life in general and make for a society of more psychologically healthy people. In contrast, the dissatisfied employee carries that negative attitude at home. For management, a satisfied work force translates into higher productivity due to fewer disruptions caused by absenteeism or good employees quitting, as well as into lower medical and life insurance costs. Satisfaction on job carries over to the employees off the job hours.

37

CONCEPT OF ORGANIZATIONAL CLIMATE

38

What is Organizational Climate?

In the organizational behaviour research literature, the notion of organizational climate is defined primarily in terms of shared perceptions of organizational policies, practices and procedures (e.g. Reichers & Schneider, 1990). Thus organisational climate includes employee perceptions and evaluations of leadership practices, decision-making processes, working relationships among employees, appraisal and recognition, as well as roles and goals. Organizational climate reflects the way things are done in a particular work environment. Organizational climate perceptions are viewed as a critical determinant of individual behaviour in organizations, mediating the relationship between objective characteristics of the work environment and individual employee responses. Whilst all researchers agree on the importance of the climate construct, there is no consensus as yet on the core dimensions of climate. Thus, Campbell and colleagues (1970) proposed four primary climate dimensions: individual autonomy, the degree of structure imposed on positions, reward orientation, and consideration, warmth and support. Other researchers have proposed different taxonomies of climate dimensions (see Ostroff, 1993). The organisational health model (see Hart & Cotton, 2003), incorporates 10 core dimensions of organisational climate: supportive leadership, role clarity, participative decision-making, coworker interaction, appraisal and feedback, employee development, goal alignment, work demands, workgroup morale and workgroup distress. The climate construct has also recently been expanded to include a focus on more specific domains such as the climate for customer service and the climate for safety (e.g., Neal, Griffin & Hart, 2000). What about the difference between climate and culture? From an organizational behaviour perspective, climate is viewed as the surface or face of culture. Climate can be measured and changed in organizational development programs, whereas culture is extremely difficult to directly measure and change in a desired direction.

39

Whilst there is as yet no general agreement on core climate dimensions, there is nevertheless consensus that climate influences individual level outcomes through its impact on employee cognitive and affective states (i.e., job satisfaction, morale, commitment, motivation etc.). In other words, levels of employee satisfaction etc. mediate the influence of climate on people-performance-related outcomes.

Why is Organizational Climate Important?

There is now a 50 year history of scholarly research on the topic of organizational climate. Numerous studies have examined how climate impacts on a wide range of outcomes including psychological wellbeing, workers compensation claims, absenteeism and turnover, harassment and violence, safety behaviours, student academic outcomes in schools, and company financial performance. A recent meta-analytic review (i.e., where different studies are adjusted with statistical procedures so that they can be added together) of 51 climate studies conducted over past 20 years found that organizational climate exerts robust effects over a range of people performance-related outcomes, across a wide range of work environments (Carr, Schmidt, Ford & DeShon, 2003). In the Australian context, organizational health research conducted with large groups of public and private sector employees over the past decade has shown that organizational climate is the strongest factor influencing employee wellbeing outcomes. Further, climate has been found to be much more potent than stressors (i.e., adverse operational experiences such as customer aggression and workload pressures) in influencing the incidence of psychological injury compensation claims (see Cotton and Hart, 2003). In terms of rehabilitation outcomes and preventing psychological injuries, this research suggests that improving organisational climate is crucial to achieving sustained improvements in compensation premium performance.

40

SOME KEY ISSUES IN IMPROVING ORGANIZATIONAL CLIMATE

The most effective and efficient way to improve organisational climate is to: (a) (b) Use a good quality measurement system to diagnose how various elements of climate are operating, and then to Implement a process that engages employees in reviewing the diagnostic data and contributing to the design of interventions.

In relation to measurement issues, some managers seem to be able to identify problem areas through experience and intuition, but this is a very hit and miss approach. Other qualitative approaches such as interviews and focus groups may assist in diagnosing deficits in organisational climate, but these are also variable and can yield unreliable information. There is an increasing trend for organisations to use employee opinion survey technology to assess organisational climate. There are a wide range of survey products and processes available. Like any industry sector, there are top end measurement systems that accurately measure core climate dimensions, as well as surveys that are no more accurate or reliable than guess work, and a host of products in between. Some principles of good survey design that may assist in appraising the status of a measurement system include:

What constructs or factors are measured by the survey? Are these constructs relevant? What are the psychometric properties of the instrument (i.e., reliability and validity): does it accurately measure what it is supposed to measure? Is the survey system based on a recognised model (i.e., evidence-based or at least consistent with organisational behaviour research) of how individual and organisational factors interact to influence outcomes? Do the survey questions have good face validity (i.e., do they make sense and are they relevant to employees)?
41

It is also important to note that survey results should, ideally, be reported down to the work team level. Aggregating results, and only reporting them at, for example, the divisional level, loses much of the potential value of a survey process. This is because most of the variation in levels of climate dimensions occurs at the work group level (frequently, survey providers will specify a limit of, e.g., 6 employees, beyond which results will not be further broken down for confidentiality reasons). Moreover, it is climate as manifested at the work team level that is most influential on employee behaviours. Without breaking results down to this level of analysis, organisations miss out on what is most useful in using a survey process. As such, they are unable to identify potential hot spots that could be targeted for improvement, and may not achieve any significant change in organisational-level outcomes. A common problem organisations encounter in conducting a survey concerns what to do with results. Many organisations commission a survey but dont think through what to do with the results. We did the survey and havent seen anything come of it is a common catch cry heard from employees. Often managers consider that they do use the survey data to improve the work environment but these efforts ultimately remain invisible to employees. The problem is that employee cynicism and survey fatigue progressively grows and increases the risk that subsequent survey efforts will be undermined. It is also common for managers to deploy excessively top-down approaches in working with survey data. Rather than engaging employees in reviewing and interpreting the data, and working together to develop a program to improve their work team climate (i.e., implementing the principle of shared responsibility) they make all the decisions and drive the improvement initiatives from management level without significant buy-in from employees. Given that increasing employee engagement is a key issue in many workplaces in terms of improving business and people outcomes, this is not an effective strategy. Another issue in working with survey data concerns the priority accorded to certain survey indicators in formulating organisational development programs. It is a common practice to focus in on the relatively lowest level indicators and target those for improvement. However, not all drivers are equal; some climate drivers are more potent than others in influencing outcomes. For example, certain leadership behaviours typically exert a much stronger influence over employee wellbeing outcomes than levels of
42

work demands as such. Hence, targeting leadership capability will result in much more significant improvement than tinkering with levels of work demands as such.

What Does an Optimal Climate Look Like?

Different researchers and organisational consultants offer a range of answers to this question. However, beyond differences in language and concepts, there is some overlap in current views about what constitutes an optimal climate. In the organisational behaviour research literature, an optimal work team climate is often described in terms of high levels of employee participation, a focus on skill development and management support. Organisational health research has addressed this question through developing causal models (i.e., using structural equation and multi-level analytic techniques) of how organisational climate factors operate and interact in high performing work teams (i.e., work teams that achieve excellent and sustained business and people-related outcomes). This approach has found that climate dimensions operate as a dynamic system feeding into four core people management processes. These four processes are: (a) (b) (c) (d) empathy (i.e., supportive leadership) clarity (i.e., clear and shared understanding of goals and objectives), engagement processes (i.e., involvement in decision-making, working relationships, goal alignment) and learning (i.e., appraisal, feedback and development processes).

Organisational health research has found that work teams where these four elements are functioning optimally exhibit the lowest risk for employee withdrawal behaviours (including psychological injury compensation claims).

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44

OBJECTIVE OF RESEARCH
The study was carried out at Reliance Communications, the main objects of the study are: To study of job satisfaction and organizational climate, and factors affecting it. To analyse level job satisfaction and organizational climate in Reliance Communications. To find out whether women are better satisfied with their job than men or men are more satisfied with their job than women. Self-development and understanding of working of HRD department.

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RESEARCH METHODOLOGEY
Research is in common parlance refers to a search for knowledge. One can also define research as scientific and systematic search for pertinent information on a specific topic.
Well, all possess the vital instinct of inquisitiveness for, when the unknown confronts, we wonder and our inquisitiveness makes us probe and attain full data and fuller understanding of the unknown, can be termed as research. Research comprises defining and redefining problem, suggesting solutions, collecting, organizing and evaluating data, making deductions and reaching conclusion and at lest carefully testing the conclusion. Research methodology is a way to systematically solve the problem. RESEARCH DESIGN A research design is the arrangement of conditions for the collection and analysis of data in a manner that aims to combine the relevance to research purpose with economy in procedure. In fact the research design is the conceptual structure within research is conducted, if it constitutes the blueprints for the collection measurement and the analysis of the data. The research work which is undertaken is to get a detailed knowledge about the project [Job Satisfaction and Organizational Climate]

DATA COLLECTION
Both primary as well as the secondary data have their own importance, and I have collected data from primary as well as secondary sources, but how ever in my project work I have focused more on primary data. As stated, the primary data as collected with the help of questionnaire comprising of 30 questions. All the employees that constituted sample were approached individually. Secondary data was collected from Reliance Communications India by: Web site Library books. Annual reports
46

SAMPLING A sample size of 50 employees working in Reliance Communications India were taken into consideration. SAMPLING TECHNIQUE The target group comprised the employees of Reliance Communications , the sample was distributed in equal ratio both male and female officer. The respondents were selected randomly from each all the department in Reliance Communications.

47

48

Q1) Reliance Communications is a good company to work in?

16 14 12 10 8 6 4 2 0

14 14 10

9 Male Female

1 1
Strongly Agree Agree Disagree

0 0
strongly Disagree

Others

Response:Agreed Working Women-95% Agreed working men-90% Aggregate Agreed Percentage-92.5%

Analysis:Almost all employees agree that Reliance Communications India is a good company to work with. The employees disagreeing with the statement are negligible.

49

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

16 14 12 10 8 6 4 2 0

14 12 10 11 Male Female 2 0 0
strongly Disagree

1
Strongly Agree Agree

0 0
Others

Disagree

Response:Agreed Working Women-95% Agreed Working Men-95% Aggregate Agreed Percentage-95%

Analysis:95% employees have agreed that the salary provided to them is comparable with those of similarly placed industries.

50

Q3) Monetary benefits such as bonus, allowances etc., are provided to me according to the industries practice.

14 12 10 8 6 4 2 0

12 12

13 11

Male Female 2 0 0
strongly Disagree

1
Strongly Agree Agree

Disagree

Others

Response:Agreed working Women-100% Agreed Working Men-81% Aggregate Agreed Percentage-90.5%

Analysis:100% females employees feel that the monetary benefits like bonus, allowances provided by the company are in accordance into industries practice whereas only 81% male employees have agreed with female employees.

51

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

14 12 10 8 6 4 2 0

12

13 11 11

Male Female

1
Strongly Agree Agree

0 0
strongly Disagree

1 1
Others

Disagree

Response:Agreed Working Women-90% Agreed Working Men-83% Aggregate Agreed Percentage-86.5%

Analysis:Majority of employees believe that there is growth opportunities available in the company.

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

52

12 10 8 6 4 2 0 10

11 10 9

Male Female 3 2 1 0
Strongly Agree Agree Disagree strongly Disagree Others

2 2

Response:Agreed Working Women-86% Agreed Working Men-80% Aggregate Agreed Percentage-83%

Analysis:It appears that of women employees feel that they are assigned the jobs in accordance to their qualification and caliber whereas 80% men agree that their jobs have been assigned in accordance to their qualification and caliber.

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

53

14 12 10 8 6 4 2 0 10

12

11 8 Male Female 4 4 1

0
Strongly Agree Agree Disagree

0 0
Others

strongly Disagree

Response:Agreed Working Women-80% Agreed Working Men-84% Aggregate Agreed Percentage-82%

Analysis:Comparatively, less percentage of respondents feel that their abilities are not properly utilized/ cashed by the company for performing jobs.

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

54

14 12 10 8 6 4 2 0
Strongly Agree

10

11

11

12

Male Female 3 1 1
Agree Disagree

0 0
strongly Disagree

1
Others

Response:Agreed Working Women-92% Agreed Working Men-86% Aggregate Agreed Percentage-88%

Analysis:92% women feel that their growth in the organization is in accordance with the skills they possess whereas 86% men are agreed with the statement. This would perhaps revel that man are more ambitious and women are less ambitious.

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

55

16 14 12 10 8 6 4 2 0 13

14 12 11 Male Female

0 0
Strongly Agree Agree Disagree

0 0
strongly Disagree

0 0
Others

Response:Agreed Working Women-100% Agreed Working Men-100% Aggregate Agreed Percentage-100% Analysis:Each agreed employee feels secure on the job in Reliance Communications.

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

56

14 12 10 8 6 4 2 0

12

11

11

10 Male Female 2 3 0 0 0 0
Others

Strongly Agree

Agree

Disagree

strongly Disagree

Response:Agreed Working Women:Agreed Working Men:Aggregate Agreed Percentage: Analysis:Company has achieved its goal with proper contribution of both male and female employees and this is supported by 90% women and 81% men. It also reveals that the self analysis of employees is in turn with the organizations achievements.

Q10) I involve myself in my work.

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18 16 14 12 10 8 6 4 2 0 13

16 12 9 Male Female

0 0
Strongly Agree Agree Disagree

0 0
strongly Disagree

0 0
Others

Response:Agreed Working Women-100% Agreed Working Men-100% Aggregate Agreed Percentage-100% Analysis:All male and female employees respond that they involve themselves in their work i.e. they are sincere towards their work.

Q11) I maintain punctuality at all times.

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16 14 12 10 8 6 4 2 0 13

14 11 9 Male Female 2

0 0
Strongly Agree Agree Disagree

0 0
strongly Disagree

Others

Response:Agreed Working Women-92% Agreed working Men-96% Aggregate Agreed Percentage-94%

Analysis:According to 6% employees this statement is not applicable. However majority feels that they maintain punctuality at all times at work.

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

59

16 14 12 10 8 6 4 2 0 13

14 12 11 Male Female

0 0
Strongly Agree Agree Disagree

0 0
strongly Disagree

0 0
Others

Response:Agreed working Women-100% Agreed Working Men-100% Aggregate Agreed Percentage-100%

Analysis:Majority of employees favor that they are holding the important task in this organization and they are performing them very proudly.

Q13) Adequate responsibilities are provided for my personal and organizational growth.

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16 14 12 10 8 6 4 2 0
Strongly Agree

14 12 10 6 Male Female 2 0 0
Agree Disagree strongly Disagree

5 1

Others

Response:Agreed Working Women-88% Agreed Working Men-80% Aggregate Agreed Percentage-84%

Analysis:88% of the working women employees and 80% of men have agreed with the statement that the responsibilities provided to them for their personal and organizational growth are adequate.

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Q14) My work load is challenging but not burdensome.

14 12 10 8 6 4 2 0
Strongly Agree Agree Disagree strongly Disagree

12 10 8

11

Male Female 2 3 2

Others

Response:-

Agreed Working Women:-86% Agreed Working Men-80% Aggregate Agreed Percentage-83% Analysis:86% of female employees and 80% of male employees of Reliance Communications are enjoying their job as a challenge, and does not feel that their work is burden on them. This reveals that officers by and large are ready to perform challenging jobs.

Q15) My working conditions are congenial to perform the task assigned to me.
62

14 12 10 8 6 4 2 0 11

12

13 10 Male Female 3 1 0 0
strongly Disagree

0 0
Others

Strongly Agree

Agree

Disagree

Response:Agreed working women-88% Agreed Working Men-96% Aggregate Agreed Percentage-92%

Analysis:92% of respondents feels that Reliance Communications provides favorable working conditions to perform different task. This is the reason behind high level of performance.

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

63

14 12 10 8 6 4 2 0

12

13 11 11

Male Female 2

0 0
strongly Disagree

0 0
Others

Strongly Agree

Agree

Disagree

Response:Agreed working women-96% Agreed Working Men-92% Aggregate Agreed Percentage-94%

Analysis:Majority of employees agree to the fact that there is a proper team work and understanding amongst the employees of Reliance Communications for achieving the goals.

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

64

14 12 10 8 6 4 2 0
Strongly Agree

10

11

12 9 Male Female 2 3 0 0
Agree Disagree strongly Disagree

Others

Response:Agreed working women-84% Agreed Working Men-84% Aggregate Agreed Percentage-84%

Analysis:Encouragement with motivation and hard working in Reliance Communications is supported by 84% of male and female employees. This reveals that the organizational climate in Reliance Communications is motivating for the employee

Q18) My colleagues are cordial to me.

65

14 12 10 8 6 4 2 0

12

13 11 10 Male Female 4 1 1

0 0
strongly Disagree

Strongly Agree

Agree

Disagree

Others

Response:Agreed working women-92% Agreed Working Men-84% Aggregate Agreed Percentage-88%

Analysis:Majority of employees agree that their colleagues are cordial to them. This reveals that by and large there is no conflict amongst employees and good spirit is existing among employees irrespective of gender.

Q19) My subordinate are very loyal towards me.

66

14 12 10 8 6 4 2 0
Strongly Agree

13

12

9 Male Female 3 1 0 0
strongly Disagree Others

5 2

Agree

Disagree

Response:Agreed working women-84% Agreed Working Men-72% Aggregate Agreed Percentage-78%

Analysis:84% of female employees feels that their subordinates are loyal to them, where as in the case of male employees the sense dependence is only 72%.

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

67

16 14 12 10 8 6 4 2 0
Strongly Agree

15 11 12

5 2 3 1 0 0
strongly Disagree

Male Female

1
Others

Agree

Disagree

Response:Agreed working women-92% Agreed Working Men-80% Aggregate Agreed Percentage-86%

Analysis:A very good percentage of respondents says that there is openness in Reliance Communications as they are free to discuss their problems and suggestions with their boss. It reveals that there is open door policy in Reliance Communications and freedom to express their ideas.

68

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

14 12 10 8 6 4 2 0
Strongly Agree

13 10 11

12

Male Female 2 0 0
strongly Disagree

1
Agree

Disagree

Others

Response:Agreed working women-92% Agreed Working Men-92% Aggregate Agreed Percentage-92%

Analysis:A good percentage of employees feel that their boss is having encouraging motivating personality whose response builds confidence in their work.

Q22) I get all information about the organizational developments regularly through organizational channels.
69

14 12 10 8 6 4 2 0
Strongly Agree

12 10 8 5 6 5 3 0 0
Agree Disagree strongly Disagree Others

Male Female 2

Response:Agreed working women-72% Agreed Working Men-64% Aggregate Agreed Percentage-68% Analysis:Only 68% respondents are agreed with the fact that Reliance Communications has a proper organizational channel for gathering information which is helpful in the development of the organization but 32% respondents are against the statement. This would reveal that dissemination of information from top to bottom is an area of concern in Reliance Communications .

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Q23) I feel my performance assessment is done fairly.

14 12 10 8 6 4 2 0
Strongly Agree Agree Disagree strongly Disagree Others

12

11

7 4 2 4 2 1

Male Female 3 3

Response:Agreed working women-76% Agreed Working Men-64% Aggregate Agreed Percentage-70%

Analysis:Most of the female employees think that their performance is judged and assessed fairly without any partiality but only 64% of male employees are favoring this and 20% are not supporting it where as 16% of male are nil i.e. not responded.

71

Q24) My independence in talking decisions is not restricted.

12 10 8 6 4 2 0
Strongly Agree Agree Disagree strongly Disagree Others

10 8 7 6 5 4 3 2 2 3 Male Female

Response:Agreed working women-60% Agreed Working Men-48% Aggregate Agreed Percentage-54%

Analysis:About 54% of the employees feel that Reliance Communications is providing them full independence of decision making but about 34% of the employees think that they cannot take their own decision on their own due to certain restrictions and 12% of the employees did not respond.

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73

FINDINGS & SUGGESTIONS

More number of women are satisfied with the benefits and incentives provided to them in comparison with men. Men and women equally agree that the salary provided to them is comparable to their industry. Majority of men and women agree that proper oppurtunities are available in the industry. Majority of women feel that they have contributed in accomplishing in companys goal as compared to men. Most of men feel that their team members contribute equally for each others goal. Women feel that their performance assesments is done fairly wheareas considerable number of men feel the same. Around 70%officers feel that they are provided full independence in taking decisions. Almost all empolyees agree that they have maintaineda good teem spirit amongst them. 3\4 of the employees are ready to prform the challing job. All the employees working in NHPC feel full job security. More percentage of men employees feel that the job assigned to them is according to their qualification and caliber than women employees.

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SATISFACTION LEVEL
LEVEL OF SATISFACTION
86.4% 86.5% 86.0% 85.5% 85.0% 84.5% 84.5% 84.0% 83.5% Female Male Female Male

Both male and female Are Marginally satisfied with their jobs. But women ate more satisfied with their job, salary and working conditions.

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LIMITATIONS

76

LIMITATIONS
The sample was 50 which is small because the aim of the study was to look into difference in the responces of male and female employees. However, the number of working female employees were less as compared to the male employees in the organisation and the data was collected in equal ratio from both males as well as females. As the questionnaire was distributed amongest various employees of Samung, few of the employees hasitant in answering the questionari. Some of the employees were given enough time to answer to questionnaire but still they were not able to do the required. Some employees did not respond few questions because they were not sure about the answer as the questionair was in the objective form. A very busy as well as hectic scedule was prevalent which was an obstruction.

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CONCLUSION

78

CONCLUSION
IN the process of interaction with employees chosen for the study, I have observed few shortcomings/grievances expressed by them. Considering the above and from the analysis of the study I would like to explain the following recommandations: A proper job should be assigned to the empolyees according to their qualification and caliber with right job to right person attitude. The job should make the best use of employee abilities. The organisation should introduce the Programes likie carrier counselling & skill assesment to identify developments oppurtunities. An indivisuals performance should be immediately and rewarded accordingly by his superior. The employee should get freedom to take decisions regarding the work for which they are held accountable. The emplopyees should be provided challenging jobs to get motivated. The empolyees should be overburden with the work. Each &every employee should be provided adequate duties & responsibilities to his growth as well as to the organisation. The company should give emphasis on conveying regular information to the employees through organizational channels. Employee satisfaction should be gauged at least once a year.

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BIBLIOGRAPHY

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BIBLIOGRAPHY
JOURNAL
- Futures Magazine - An Interactive Journal - Journal of Marketing Channels - Journal of HR Practices - Journal of Promotional Management

BOOKS
- Employee Retention Management: Getting It Right

NEWSPAPERS
1. The Economic Times 2. The Times of India 3. The Hindustan Times

MAGAZINES
1. India Today 2. Business Today 3. Time 4. Business World

Websites Referred
- www.direm.com - www.hrnews.com - www.destinationhr.com - www.hrtoday.com - www.agencyfaqs.com - www.hruk.co.uk/services-gateway.htm - www.hrreview.com - www.exchange4media.com - www.indiantelevision.com - www.reliancecommunications.com - wwwaltavista.com - www.metacrawler.com - www.google.com

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82

Sir/Madam My objective is to analyze level of Job Satisfaction and organizational Climate in Reliance Communications. I request you to respond the questionnaire with full honesty, as it would directly affect my study. Your views and responses would be kept confidential, as it would be used only for academic purpose. QUESTIONNAIRE AGE: GENDER: QUALIFICATION: EXPERIENCE: GRADE: DEPARTMENT: YEARS OF SERVICE: The statements that follow are related to your company and job. Kindly indicate the extent to which you agree with each statement by encircling any of the following options:

1 2 3 4

Strongly Agree Agree Disagree Strongly Disagree

Q1) Reliance Communications is a good company to work in? 1 2 3 4 Q2) The salary provided to me is competitive with those of other companies. Q3) Monetary benefits such as bonus, allowances
83

1 2 3 4

1 2 3 4

etc., are provided to me according to the industries practice. Q4) Proper opportunities for my personal growth are present in the company. Q5) The job assigned to me is according to my qualification and caliber. Q6) My job makes the best use of my abilities. Q7) My carrier growth in the company is commensurate with my skill. Q8) Adequate job security is provided to me by the company. Q9) I feel, I have contributed in accomplishing the companys goal. Q10) I involve myself in my work. Q11) I maintain punctuality at all times. 1 2 3 4

1 2 3 4

1 2 3 4 1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4 1 2 3 4

Q12) I am proud of doing the important work in this organization Q13) Adequate responsibilities are provided for my personal and organizational growth.
84

1 2 3 4

1 2 3 4

Q14) My work load is challenging but not burdensome. Q15) My working conditions are congenial to perform the task assigned to me. Q16) My team members equally contribute for each others goals. Q17) The people I am working with are highly motivating and hard working. Q18) My colleagues are cordial to me. Q19) My subordinate are very loyal towards me. Q20) I feel to tell my boss what I think. Q21) The response from my boss creates confidence in my work. Q22) I get all information about the organizational developments regularly through organizational channels. Q23) I feel my performance assessment is done fairly. Q24) My independence in talking decisions is not restricted.
THANK YOU!

1 2 3 4 1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

1 2 3 4 1 2 3 4

85