1.

1 HUMAN RESOURCE MANAGEMENT

INTRODUCTION Earlier, Human Resource Management was called as Personnel Management. To deal with the people at work. Personnel Management was the part of General Management. Pay attention to work, Getting maximum at minimum cost. From 19201997 the term personnel management was used. American Society for Personnel Administration (ASPA) is the largest professional association for the development of the people at work and refine. It renamed Personnel Management to Human Resource Management (HRM). Thus, both are related and gave the scope and existence to other. The word HRM is a new concept in management. It implies technique of developing Human Resource on a most technical and planned way. It is a responding and a creative resource. It started thinking to give opportunity for the developing human beings. HR is inevitable and indispensable part of the industry. HRM has occupied an important place in the corporate world. It is having the legacy now a day to consider the employees as an asset and not as liability. Human Resource Management is a management function that managers recruit, select, train and develop members for an organization. Obviously HRM is concerned with the dimension of employees in organizations. Human Resource Management is also a management function concerned with hiring, motivating and maintaining the employees in an organization. It focuses on employees in an organization The philosophy of managing human being, as a concept was founded and developed in Ancient Literature in general and in Indian Philosophy in particular. The HR function was enriched itself, over the years, by including within it a Development Dimension and thus moved itself from a Reactive and Maintenance-

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Oriented function to a Proactive, Path-Breaking, development oriented function. In present organization HR functions are viewed as change agents. Sustained competitive advantage is possible through Innovation, Creativity and continued Improvement. This is possible only through people. Hence, focus is given to employees. Example is Japanese management. The responsibility of Development of Human Resources and Management of Personnel is not the sole responsibility of HR department. It is concern of all departments. Good HRD practices can influence financial and other performance indicators of Corporation by generating employee satisfaction, which in turn can influence customer satisfaction. There is ample research and experimental data to suggest this. Any practices that deal with enhancing competencies, commitment and culture building can be considered as an HR practice. The activity can take the form of a system, a process, a norm, a rule, an expected habit or just a way of doing things. Human resource development has been defined as essentially consisting of these three Cs: Competencies, Commitment and Culture. All three are needed to make an organizational function well. 1.2 Meaning of HRM: Human Resource Management is a series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organizations and the employees to achieve their objective. 1.3 Scope of HRM The scope of HRM is indeed vast. All major activities in the working life of a workerfrom the time of his or her entry into an organization until he or she leaves-come under the purview of HRM. We can categories he scope of HRM as Introduction to HRM, Employee hiring, Employee and Executive remuneration, Employee motivation, Employee maintenance, Industry relations, Prospects of HRM etc.

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1.4 Objectives of HRM: Social Objectives To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization. It includes legal compliance, benefits, union management relations etc. Organizational Objectives To recognize the role of HRM in bringing about organizational effectiveness. It includes human resource planning, employee relations, selection, training and development, appraisal, placement, assessment etc. Functional Objectives To maintain the departments contribution at a level appropriate to the organizations needs. It includes appraisal, placement, assessment etc. Personal Objectives To assist employees in achieving their personal goals, at least insofar as these goals enhance the individuals contribution to the organization. It includes training and development, appraisal, placement, compensation, assessment etc.

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1.5 Introduction to the topic: 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 groups. 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. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied"). Definitions: Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors. In todays world, mans life can be characterized largely as one of the organizational memberships. He commits a major portion of working hours to participate in at least one and more often several social organizations. With the increasing specialization of workers, and the increasing age and complexity of organization, there comes the increased complexity of relationships among the individuals within the modern society. This has lead to the need for effective communication among 4 MSRCASC

individuals, the importance of team work, and the demand for skill in leadership. Industrialization has made our relationships and the problems resulting there from more complex and has forced us to recognize the need for intensive study of this area of inter personal behavior in order to be better able to control and predict etc. The ways, in which organizations have long fascinated both casual observers and researchers, we still rely on individual firms, government agencies among others to deliver the goods and services so that our needs are met efficiently and effectively. Whatever, their structure, whatever their business strategy, organization quickly come to the realization that it is the performance of their difference between success and failure. Yet as the organization and nature of work have changed, so too have the employees. With the increased emphasis on technology, quality and services, we are quickly moving away from the purely merchandized work force to intellectualized one. We no longer want people to act like robots, but rather to make their own informed intelligent, decisions, use good judgments and assume more responsibility for the organizations performance. Such a drastic change would require people to accept new values, behave differently, and learn new skills and competencies and to take more risk. One of the great frontiers of understanding and prescribing the effective organization is the dimension of human behavior, a source of indefinite variability, yet consistent and predictable patterns the sources, mechanisms and consequences of the behaviors of organizational numbers constitute an emerging body of knowledge. Organizational behavior focuses primarily on people, technical, economical, structural and other elements are considered only as they relate to the people. The principal focus of organizational behavior is to improve the people. Organization relationship- the key activity in organizational behavior is developing an environment in which people are motivated towards team work requiring both co-ordination or the work and co-operation of persons involved. Everyone in organization has needs that he seeks to fulfil through organizational objectives, irrespective of the fact whether they are economic, social and psychological. It, therefore, becomes the foremost responsibility of the organization to provide a better behavioral climate in which people can gain need satisfaction while helping the organization to achieve its objectives. The desired goal is organization success and employee satisfaction.

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Organizational behavior seeks to fulfil employees need as well as achieve organizational objectives. An alternative approach is that proposed by Sousa-Poza and Sousa-Poza, based on the assumption that there are basic and universal human needs, and that, if an individuals needs are fulfilled in their current situation, then that individual will be happy. This framework postulates that job satisfaction depends on the balance between workrole inputs - such as education, working time, effort - and work-role outputs - wages, fringe benefits, status, working conditions, intrinsic aspects of the job. If work-role outputs (pleasures) increase relative to work-role inputs (pains), then job satisfaction will increase (Sousa-Poza and Sousa-Poza, 2000). Other theorists (e.g. Rose, 2001) have viewed job satisfaction as a bi-dimensional concept consisting of intrinsic and extrinsic satisfaction dimensions. Intrinsic sources of satisfaction depend on the individual characteristics of the person, such as the ability to use initiative, relations with supervisors, or the work that the person actually performs; these are symbolic or qualitative facets of the job. Extrinsic sources of satisfaction are situational and depend on the environment, such as pay, promotion, or job security; these are financial and other material rewards or advantages of a job. Both extrinsic and intrinsic job facets should be represented, as equally as possible, in a composite measure of overall job satisfaction. 1.6 Models of job satisfaction: Two-Factor Theory (Motivator-Hygiene Theory) Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects 6 MSRCASC

of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured. Affect Theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became 7 MSRCASC

a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: selfesteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction. 1.7 Job Characteristics Model Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors----. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM. 1.8 Measuring job satisfaction: There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions,

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True/False questions, point systems, checklists, and forced choice answers. This data is typically collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, co-workers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job. The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. 1.9 Subject background of the study Job satisfaction has been defined in several different ways and a definitive designation for the term is unlikely to materialise. A simple or general way to define it therefore is as an attitudinal variable: Job satisfaction is simply how people feel about their jobs and different aspects of their jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs. (Spector, 1997). The satisfaction which an individual obtains in his job is largely result of the extent to which different aspects of his work situation are relevant to job related system such as opportunities for advancement of company workers, working conditions, cleanliness, working hours, communications, recognition, individual adjustment and group relationship outside the job. The most important need of organization is to achieve the effective utilization of the resources that the organization has got at its disposal. Men, money and material have been classified as the principle resources. From all these three resources the most important source that needs to be taken care of properly in the handling of its workforce is men. If the workforce in an organization is properly looked after and understood and if their primary needs are properly cared, studied and met, and then these are the people who can take the organization to the maximum height of glory and achievement.

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For the success of any organization employee satisfaction is of vital importance. The workers who are satisfied are the biggest assets to an organization. The organization cannot achieve its goal and targets unless its workforce who constitutes the organization is satisfied with his job. Employee satisfaction plays an important role for the happiness and prosperity of the individuals and the organization that has employed them. The needs of the workers, their thinking and their aspirations have undergone a rapid change on account of the fact of technological charges and rapid industrial growth. Therefore, the attitude and behavior of men have become an object and critical study for behavioral scientists these days. One of the surest signs of deteriorating conditions in an organization is low job satisfaction or low employee satisfaction. In its more sinister forms it lurks behind wildcat strikes, absenteeism and employee turnover. It also may be a part of grievances, low productivity, disciplinary problems and other organizational difficulties. High employee satisfaction, on the other hand, gladdens the heart of the administrators, because it tends to be connected with positive conditions that the administrators want. Although high job satisfaction is the hallmark of a well managed organization, it cannot be persuaded into existence of even bought. It is fundamentally the result of effective behavioral management. If furnishes a measure of the progress that has been made in developing a sound behavioral climate in an organization. The term employee satisfaction or job satisfaction came in 1935 with the publishing of a book job satisfaction by hoppock (100). Since then numbers of investigators in this field have defines the term job satisfaction. Hoppock was the first industrial psychologist to provide the concept of job satisfaction. Hoppock defined employee satisfaction as any combination of psychological, physiological and environmental circumstances that causes a person truthfully to say, I am satisfied with the job. He has included both on the job and off the job factors. Bullock (22) considers employee satisfaction as an attitude which results from a balancing and summation of many likes and dislikes experienced in connections with the job. This attitude manifests itself in evaluations of the job and of the employing organization. These evaluations may rest largely upon ones own success of failure in the achievement of personal objectives and upon the perceived contribution of the job and company towards these ends. Thus a worker may like certain aspects of his work yet thoroughly dislike others. 10 MSRCASC

Blum (12) has suggested that the term job satisfaction is A general attitude which is the result of many specific attitudes in these areas viz., specific job factor such as wages, supervision and steadiness of work, individual characteristics such as the employees age, health, temperature, desires and level of aspiration, and group relationship outside the job, such as his family relationship social status, recreational outlets and his activity in organizations like labor, political or purely social. In other words, job satisfaction may be defined as a favorable feeling of psychological conditions of a person towards his job situations. French, kornhauser and marrow (50) have compiled a list of on the job factors which were found by various investigations as underlying causes of satisfaction and dissatisfaction of workers. These are: 1. Factors in the individual ability, health, age, temperament, desires and expectations, neurotic tendencies, unconscious conflicts, etc. 2. Factors in employment relations wages or earnings, steadiness of employment, transfer, lay off, kind of work performed, supervision, training, condition of work, opportunity for advancement, opportunity to use ability, social relationships on the job, recognitions and fair evaluation of work, opportunities for participation, free interchange of ideas, prompt and fair setting of grievances, understanding and respect by employer. 3. Factors in life away from work home conditions, reaction, consumer problem, labor union activities, socio- political and economic conditions, etc. Sinha (224) defined, employee satisfaction is an overall complex of attitudes that is generated by the many individual attitudes and factors inherent in the worker and conditions that emanate from the social environment of work. Morse (166) points out that satisfaction from a job are a function not only of how much a worker receives from the job or the environment, but also of where he stands with respect to his level of aspiration.

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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 people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories.

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2. RESEARCH DESIGN
2.1Title of the study: A study on Job satisfaction and its impact on the employees at Wenger & Watson 2.2 Statement of the problem: This study is an effort to understand the impact of Job satisfaction on the employees of an organization. In todays world, to become successful organization, the company should satisfy its most important resources, the human resources. For the success of any organization employee satisfaction is of vital importance. The workers who are satisfied are the biggest assets to an organization. The organization cannot achieve its goal and targets unless its workforce who constitutes the organization is satisfied with his job. Employee satisfaction plays an important role for the happiness and prosperity of the individuals and the organization that has employed them. The needs of the workers, their thinking and their aspirations have undergone a rapid change on account of the fact of technological charges and rapid industrial growth. Therefore, the attitude and behavior of men have become an object and critical study for behavioral scientists these days. 2.3 Objectives of the study: 1. To analyse and interpret the factors contributing to employee satisfaction and enhancement of their skills 2. To measure the level of job satisfaction of the employees in Wenger &Watson.. 3. Identify a list of parameters and its variation with rates given by the participants. 4. To analyse the extent to which the suggestions of employees are taken into consideration. 5. To formulate suggestions for any improvement in employee satisfaction

2.4 Need for the study: For the last three decades, the problem of employee satisfaction has attracted considerable attention of industrial psychologists. It is regarded as a very significant attention of the industrial psychologists. It is regarded as a very significant factor in workers morale, 13 MSRCASC

absenteeism, and accidents, turnover and to some extent productivity, through its relationship with productivity is not very clear. Job satisfaction is of great significance of efficient and profitable functioning of any organization. Satisfied workers are the greatest asset of any organization and dissatisfied workers the biggest liabilities. In fact, an organization cannot successfully achieve its goals unless and until those who constitute the organization are satisfied in their jobs. It is believed that workers dissatisfied with their job may be militant in their attitudes towards the management. Dissatisfaction is infectious and quickly spreads to other workers, and shape the morale in the organization. The amount of co-operation that the management may derive from the employees would depend greatly on the extent of satisfaction amongst them. A dissatisfied worker may seriously cause damage to the reputation and property of the company and harm its business interests. Since individuals join to make small groups, small groups together make large organizations, and large organizations constitute the society, job satisfaction is of great importance for the individuals, the organization which employ them and the society as a whole 2.5 Methodology of the study Primary data: The primary data will be collected from the employees. Questionnaires were given to all the respondents, Personal observation method. Secondary Data: Company Website, organizational records, Company reports, journal, Brochures ,Textbooks of HRM 1. Sampling Techniques: The employees are considered as samples and are selected randomly to collect their opinion regarding their participation. The type of sampling technique used is Simple Random Sampling 2. Sample size: For the purpose of the present study, a sample size of 50 will be drawn from within the organization itself. 3. Sample unit: includes Executives, Consultants, and HR Department.

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2.6 Hypothesis of the study: There is no significant difference between the salary received and the performance of employees. There is no significant difference between the support received for additional training and opportunities to use the skills and talent acquired through the training programme.

2.7 Methods of Analysis: For the purpose of analysis, statistical tools and techniques used were: Calculation of simple percentage to understand the response to my questionnaire. Construction of tables relating to data collected. Visual representation of data through graphs and charts. The graphical tools used in the study were 1. Pie charts 2. Bar diagrams

2.8 Limitations of the study: . The study conducted is of academic nature and therefore the respondents participation may be limited. The analysis was made based on the assumption that the information given by the respondents was correct.

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3. INDUSTRY PROFILE
India stands tall today among global contemporaries in the software market, its name having become synonymous with expertise in this discipline. A World Bank- funded study has confirmed that foreign vendors rated India as their top choice for software outsourcing. The list of these companies is as long as it is illustrious. It includes General Motors, British Airways, Wal-Mart, Coke, General Electric, Ford, Sony, Nokia, Siemens, United Airlines, Pepsi, Boeing and Citibank. Indian software companies are increasingly providing sophisticated solutions for ecommerce, e-banking, CRM, SCM, telecom software, mobile internet, network integration, application development, robotics, embedded software, microelectronics design and software engineering among others. India has been exporting computer software for years, but what's new is the extent to which American businesses have begun entrusting critical, leading-edge software development to Indian programmers. Past and present Infosys clients include such marquee American names as Visa, Xerox, General Electric, Reebok, and AT&T. The Indian software industry truly symbolizes Indias strength in the knowledge based economy. Highly skilled human resources coupled with low wage structure and world class quality have transformed India into a global powerhouse in the Information Technology (IT) software services and solutions sectors. In a little over a decade India has emerged as a major exporter of software in the international economy. Since last five years the industry has expanded at a compound rate of 56%. More than two thirds of this was exports making this industry export earner to the country. Indian Software and Service Sector: Growth of Knowledge Professionals. Electronics and Information Technology is the fastest growing segment of Indian industry both in terms of production and exports. Today, the electronics industry is completely deli censed with the exception of aerospace and defense electronics, and along with the liberalization in foreign investment and export-import Policies of the entire economy, this sector are attracting considerable interest not only as a vast market but also as potential production base by international companies.

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E-Recruitment center: While the Indian recruitment industry is still reeling from the impacts of the US slowdown (in terms of cost cutting measures induced by the companies), one significant area which has actually witnessed a growth in such a conflicting situation is the e-recruitment market. Growing at a pace of about 100 to 150 per cent, this recruitment mode promises to increase its share from the present 2 per cent to 10 per cent in the next 3-4 years i.e. by 2012. The Internet, in fact, has completely revolutionized the role of the traditional recruiter. Gone are the days where cold calling and candidate networking were the only option available to identify new potential candidates. Now it's about searching through hundreds of thousands of CV's placed on personal web pages and browsing online corporate staff directories. In a candidate-starved (quality candidate) market, the Internet can prove a valuable resource for finding potential candidates who are not necessarily looking to change their current jobs but would be open to the 'right' opportunity. Meanwhile in a candidate rich marketplace, consultants can use the Internet to find relevant 'live' job vacancies where companies have advertised directly on the web. You can also use the Internet to find information on company's financial results, their budget information, who has been recently appointed, and business wins & losses. In fact, with the right search techniques, exact profiles can be sourced.

Presently, the total Indian recruitment market is approximately around `500- 600Crores. The decade old online recruitment industry in India seems to be flooded with different jobsites, each of them promising a better job to candidates and better candidates to employers. The Indian market for e-recruitment is still at least five years behind the West. This shows in the big numbers. According to industry estimates, the top four or five job portals account for only 1.5 to 2 per cent of total recruitments. Internationally, online recruitment is almost neck-to-neck with other recruiting channels. In the US, for instance, the online recruitment market already accounts for 29 per cent of total recruitment related advertising.

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The online recruitment revolution started in India in 1997 with the launch of naukri.com which changed the entire platform for job seekers and employers. A typical job site offers a dynamic candidate database to employers apart from standard web-based advertising solutions (which include simple text based listings/classifieds to dynamic banners and animated pages). Online recruitment facilitates just-in-time hiring. Resume Database Sizes of Indias Major Job Sites When an organization needs a candidate it can access the database of job portals, screen resumes and send a mass mail. It can also shortlist people based on skills, location, salary and availability and move on to the interview stage. Some of the jobsites in India include naukri.com, monsterindia.com, timesjobs.com, clickjobs.com, shine.com, cybermediadice.com, jobstreet.com etc. Indias E-Recruitment Market: The Indian e-recruitment sector took birth with the advent of Naukri.com-Indias first online job site. This was sometime in 1997. Naukri had the first mover advantage until Jobsahead entered the scene sometime later. Before the entry of Jobsahead, Naukri was virtually a monopoly. Of course since the concept was new the cost of introduction was higher. Once the product gained acceptance with both the corporate as well as job seekers Naukri started commanding a premium for its e-recruitment solutions. Sales representatives would charge a price higher than that listed. Naukri even resorted to exorbitant price increases almost every six months to literally milk the cash cow. Jobsahead did bring in some amount of competition, threat and challenge to Naukri but later on an informal cartel structure developed with neither player willing to cut prices. Further, innovation in technology was easily imitated by the other since there was minimal capital expenditure required. Monster, a multinational player in the e-recruitment sector entered the Indian market quite some time later. Monster acquired Jobsahead and posed a big challenge to Naukri using the power of 2 advertising. This was the beginning of the consolidation stage in the Indian e-recruitment sector and of course it took place too early as the market was very nascent at that point in time.

Recruitment Consultancies: 18 MSRCASC

Recruitment is a priority activity for any successful business. So when recruitment need arises, the organization has to consider whether it has the resources (in term of skills and personnel time) to manage that process effectively. If it does not, that means bringing in external specialist. These companies specialize wholly in recruitment and generally keep a up-to-date database of experience potential employees. They take the time out of advertising, interviewing and selecting candidates, and can hand out a ready-made employee to fit the job specification. They offer part and full-time candidates. If a specialist candidates is required, a job agency has the expertise to attract the right person; many also agencies specialize in the candidates they attract e.g. accountancy, haulage. Agencies take the worry out of the employment headache, and for the small business this can save a lot of time. 1. Reasons for appointing a recruitment consultancy: Calling in external help may be appropriate where some or all of the following conditions exist: 1. Lack of in-house recruitment expertise 2. Lack of in-house time to handle applications 3. The company is unsure what the best approach may be to attract applicants for the vacant position(s) 4. The role is so high or in such a specialized area that advertising the position is unlikely to generate a significant number of appropriate applications 5. When guidance is needed on current market demand and pay rates for the type of individual required. 2. Types of consultancy firm Practices can very broadly be divided into four main types: Generalist Strategy HR Niche firms.

2.1 Generalist 19 MSRCASC

These large consulting firms offer a wide range of services from strategy consulting and human resources to IT and in some cases outsourcing on a global basis. Many of these firms grew out of the audit firms, e.g. Accenture, AtosKPMG Consulting, CapGemini, Ernst & Young: some developed within IT service companies e.g. IBM Business Consulting Services, LogicaCMG and Computer Sciences Corporation. Some were established as consulting firms. 2.2 Strategy Consulting Within this category are firms like McKinsey and Bain. Smaller than the generalists in the UK, the majority of these organizations are American. As the term suggests, they primarily offer strategic advice to companies on a project-by-project basis. 2.3 Human Resource Consulting These firms offer specialist advice ranging from reviews of salaries and benefits to development of leadership skills. They include organizations like Hay Group, Mercer Human Resource Consulting, Towers Perrin, Watson Wyatt and Penna Consulting. 2.4 Niche Firms Much of the growth in UK consulting has been as a result of consultants leaving the larger firms and setting up their own consultancy firms in a particular sector or offering a specialist service. 3. Changing relationships with clients and competitors As clients look for integrated solutions to their management and IT requirements, many consultancy firms are entering into alliances with software suppliers, telecoms or communications conglomerates in order to provide a broader range of services and to extend their global reach. Consultants can become part of the client organization for periods of time, and may sometimes share the rewards as well as the risks of a project. Consultancy firms which have historically competed are now working together on client projects and there will be continuing convergence within and outside the industry as firms co-operate and merge in order to better service their clients.

COMPANY PROFILE
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A. Background and Inception of The Company: Wenger and Watson In is a management consulting company and commenced business on 26th April, in the year 2002. The sole purpose of Wenger and Watson Inc., coming into existence is to provide world class consulting services to its clients in the areas of Human Resources. Wenger & Watson Inc. is a professionally managed & established IT recruitment consultancy with over a decade of successful track record to its credit. Its success is based on providing quality candidates and speedy resourcing solutions to the clients. The extensive database, refined over a decade, is maintained through local & national advertising on a regular basis and particularly through referrals and recommendations. The services provided in Wenger & Watson Inc. are Recruitment, Executive Search, Performance Management Systems, Value added HR Services and Six Sigma. Wenger and Watson Inc. stands for Trust, Integrity, Commitment and Unmatched Delivery Benchmarks. The success of Wenger and Watson Inc. has been built on unparalleled insights into the people dynamics of corporations and their leadership requirement at the highest levels. B. Nature Of the business carried: Wenger and Watson Inc. provide world class services to its clients in the areas of Human Capital Solutions & Executive Search in the shortest timeframe and at a sustainable value. Wenger & Watson Inc. was founded on the philosophy of serving clients and aspirants with an entrepreneurial approach, combined with the highest levels of professionalism and integrity. A clear and perfect understanding of their client's domain of business, technology and expertise with minimum turnaround time provides Wenger and Watson Inc. an edge over competitors. This focused approach allows for a better understanding of a client's competitive landscapes, business strategies and unique operations. Their clients are industry icons who command expertise and leadership in their own specialized field of technologies / business domains like, Microsoft, Sun Microsystems, Texas Instruments, BEA Systems, Amazon, EMC2, Yahoo Inc! etc, to name a few.

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Wenger & Watson Inc. strives continually to exceed client and aspirant expectations. The consultants are committed to providing the highest level of service in the human capital industry, delivering unparalleled reach, expertise and results in the recruitment and development of world-class leadership teams. Here the consultants possess the requisite market based expertise - and global candidate network - to find out the most qualified leaders for business across the IT industry. Here the consultants are committed to completing each assignment with speed, accuracy and, most important, total client and aspirant satisfaction. Today, Wenger & Watson Inc., is the premier provider of executive human capital solutions, with services ranging from CEO recruitment to executive search, middlemanagement recruitment, strategic management assessment and executive coaching and development. Wenger & Watson Inc has been rated amongst the top 5 companies in the IT search domain. The success of Wenger and Watson Inc. has been built on unparalleled insights into the people dynamics of corporations and their leadership requirement at the highest levels. Wenger & Watson Inc. is poised for further growth, having emerged as the clear leader in the booming IT segment for the third year in a row. The companys forward thinking and longterm dedication to its clients set it apart. The company has 78 employees and the leadership team is as follows Harish Kumar M- Managing Director Amita Awasare Co founder Darshan Godbole Branch Manager.

C. Product/ Service Profile:

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1. Service: The below mentioned are some of the services provided by Wenger & Watson. 1.1. Permanent Staffing The companys search service extends to 50 clients which are a mix of product development and services companies in the IT domain.

Big 5 consulting firms Leading Search engine Companies Software Product Development Companies Software Service Organizations Technology Start-ups

1.2 Executive Level Search: Wenger and Watson Inc. does a mandate search on candidates with specific skill sets and expertise levels based on very specific criteria laid down by the client. This service is essentially provided for middle management position. Getting talent right, or not, dramatically influences the success or failure of companies, and creates a ripple effect that cannot be ignored. Executive Search is more than just an agency to fill holes in your staff; its recruiting strategy begins with gaining firsthand knowledge of the clients infrastructure, management philosophy, and precise human capital requirements and we are just as painstaking in matching the goals of candidates to the clients requirements. Executive Search can streamline the interviewing process and quickly find the best person for the position. It believes that evaluation at middle level management is very crucial, because it means seeking out and identifying leaders of tomorrow. 1.3. CXO Level Search: The companys Executive Search Consultants have all worked in industry as Senior Line Managers and therefore. Its added value is that they know the business and approach assignments from the business perspective. They recruit candidates for senior level management positions, as well as Board of directors across a diverse range of industries. The company work to provide its clients with the best candidate for the job. It is believed that each

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Executive Search project is a chance to move your organization closer to its stated mission and strengthen the culture around its honored values. 1.4 Temporary Staffing: It provides temporary staffing solutions to the industry leaders in following sectors:

IT Retail Manufacturing & Engineering FMCG Telecom Aviation BFSI Automotive Infrastructure Pharma Hospitality

In another ten or fifteen years, organizations may have outsourced all its work that is 'support' rather than 'revenue producing' and all activities that do not offer career opportunities into senior management. This means that in many organizations a majority of people working might not be employees of that organization but employees of an outsourcing contractor. Guided by this legendary thought W&W Inc. decided to leverage its rich experience in executive search domain to provide Temporary Staffing Solutions. Facing challenges boldly and emerging victorious has become a habit at W&W Inc. Watson Dynamites the experienced team at W&W Inc. is ready to explode into the Temporary Staffing arena in a big way. The Temporary staffing division creates a co-employment relationship with clients and takes responsibility for all HR and administrative issues and the compliance related matters, of the employees on a particular assignment. The options for temporary staffing include

Short term contract Contract to Permanent Hire 24 MSRCASC

Fixed-term contract Pay rolling

1.3. Other Services: These are some of the other services provided by Wenger & Watson on request. 1.3.1 COMPENSATION SURVEY: Compensation is a key determining factor for any organizations growth. Its no longer a matter of just a few numbers. Compensation packages as they are popularly known need to be designed, keeping in mind a various factors, which will continue to motivate employees and also work wonders for the company that is hiring. W&W Inc. assists its clients in arriving at the right numbers that will help them grow year after year.

1.3.2 TRAINING: Corporate training modules have been delivered as and when clients have expressed such requirements. Wenger and Watson Inc. provides training in the areas of

Technical Training Soft skill Training Managerial Training Executive Training

1.4 Varied set of traits distinguish them from the remaining: These are some of the characters of the company which differentiates itself from its competitors 1.4.1 Commitment Wenger and Watson Inc., stands for Trust, Integrity, Commitment and Unmatched Delivery Benchmarks. As a Company we will engender respect for one another through the

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management of diversity, it honours its commitments with its employees, work cohesively as a team, promote open communication and value individual ability and equity. 1.4.2 Precision: The quality and relevance of resumes are assured at Wenger and Watson Inc. How the right candidate is precisely targeted, as well as how the aspirant is perfectly matched with the subjective and the objective parameters specified by clients is a special skill that W&W Inc. brings to the table. 1.4.3 Turn around Time W&W Inc. goes a step further It strives to beat that committed deadline by allocating focused attention of its consultants to quicken the delivery process. This is made possible largely due to an inherent nimbleness in the organization. The shorter reaction times are further enabled by a high degree of market knowledge. 1.4.4 Complexity: Consultants at Wenger and Watson Inc. are highly skilled and trained to handle some of the most complex and technically challenging assignments given to them; an area where other consulting firms fail to deliver. In fact, interestingly so, W&W Inc. history has proved beyond doubt that the more complex the specifications, the more we seem to relish it. This not only serves as a better business opportunity but also an accomplishment to further existing opportunities. 1.4.5 Innovation: Innovation at Wenger and Watson Inc. is a way of life. Whatever be the activity, consultants look at performing differently to maximize the ROI of its clients. This is the very essence of everyday functioning at W&W Inc. wherein, every assignment undertaken, involves a constant effort to innovate rigorously so that the closures are in synchrony with the clients' expectations.

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D. Area of operation- National/ Regional The Wenger & Watson Inc. is operating in Bangalore area and following are the two branches in Bangalore. 1) Wenger & Watson Inc. #4, Subhodayam, 2nd and 3rd floor NewB.E.LRoad,R.M.V.2nd Landmark: Near SLK Software/ Dollars colony bus stop Bangalore 560 054

2) Wenger & Watson Inc. 2nd and 4th Floor,"Girija" situated at [No. 67 6 - 817], 80 feet road, 8th block, Koramangala, (Diagonally opposite to Koramangala police station) Bangalore 560 095

E. Ownership pattern The company has 78 employees and the leadership team is as follows Harish Kumar M Amita Awasare Darshan Godbole

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F. Clients: Product Development Companies: Google Amazon.com eBay Philips Flipkart.com Sabre Holdings PayPal Home Shop18 Apigee Corporation Sun Gaurd IBM ISL Komli Media Innovation Labs Thought Works Services Companies: IBM GBS Deloitte Consulting India Ltd MakeMyTrip.com Pubmatic Earnst & Young Siemens. 28 MSRCASC

G. Competitors information ABC Consultants Ma Foi Career Access Career Net Elixir Web Solutions Team lease Stanton Chase Global Hunt Quadrangle Adecco peopleone. Kelly Services Futurestep

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J. Work flow model: Manpower Analysis

Billing Reject No

Sel ect
Yes Out sources (JD)

HR team client
Customers

Base W&W

Sourcing

Candidates

JP Head hunting Raw material Schedule Interviews

3. MCKINSEY 7S FRAMEWORK

Structur e System s Shared values Skills Style

Strategy

Staff

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Description The McKinsey 7S Framework is a management model developed by well-known business consultants Waterman and Peters in the 1980s. This was a strategic vision for groups, to include businesses, business units, and teams. The 7S are structure, strategy, systems, skills, style, staff and shared values. The model is most often used as a tool to assess and monitor changes in the internal situation of an organisation.

1. Strategy Strategy is the plan of action an organisation prepares in response to, or anticipation of, changes in its external environment. Strategy is differentiated by tactics or operational actions by its nature of being premeditated, well thought through and often practically rehearsed. It deals with essentially three questions. Where the organisation is at this moment in time? Where the organisation wants to be in a particular length of time? How to get there?

Thus, strategy is designed to transform the firm from the present position to the new position described by objectives, subject to constraints of the capabilities or the potential. 2. Structures

Business needs to be organised in a specific form of shape that is generally referred to as organisational structure. The structure of the company often dictates the way it operates and performs. Traditionally, the businesses have been structured in a hierarchical way with several divisions and departments, each responsible for a specific task such as human resources management, production or marketing. Although this is still the most widely used 31 MSRCASC

organisational structure, the recent trend is increasingly towards a flat structure where the work is done in teams of specialists rather than fixed departments. The idea is to make the organisation more flexible and devolve the power by empowering the employees and eliminate the middle management layers. 3. Systems

Every organisation has some systems or internal processes to support and implement the strategy and run day-to-day affairs. For example, a company may follow a particular process for recruitment. These processes are normally strictly followed and are designed to achieve maximum effectiveness. Traditionally the organisations have been following a bureaucratic-style process model where most decisions are taken at the higher management level and there are various and sometimes unnecessary requirements for a specific decision (e.g. procurement of daily use goods) to be taken. Increasingly, the organisations are simplifying and modernising their process by innovation and use of new technology to make the decision-making process quicker. Special emphasis is on the customers with the intention to make the processes that involve customers as user friendly as possible. 4. Style/Culture

All organisations have their own distinct culture and management style. It includes the dominant values, beliefs and norms which develop over time and become relatively enduring features of the organisational life. It also entails the way managers interact with the employees and the way they spend their time. There have been extensive efforts in the past couple of decades to change to culture to a more open, innovative and friendly environment with fewer hierarchies and smaller chain of command. Culture remains an important consideration in the implementation of any strategy in the organisation. 5. Staff Organisations are made up of humans and it's the people who make the real difference to the success of the organisation in the increasingly knowledge-based society. The importance of human resources has thus got the central position in the strategy of the organisation, away from the traditional model of capital and land. Facilitating employees with rigorous training and mentoring support, and pushing their staff to limits in achieving professional excellence, 32 MSRCASC

and this forms the basis of these organisations strategy and competitive advantage over their competitors. It is also important for the organisation to instil confidence among the employees about their future in the organisation and future career growth as an incentive for hard work.

6. Shared Values/Super ordinate Goals All members of the organisation share some common fundamental ideas or guiding concepts around which the business is built. This may be to make money or to achieve excellence in a particular field. These values and common goals keep the employees working towards a common destination as a coherent team and are important to keep the team spirit alive. The organisations with weak values and common goals often find their employees following their own personal goals that may be different or even in conflict with those of the organisation or their fellow colleagues. 7. Skills

These are the questions answered and which helps us to collect information on.

What are the strongest skills represented within the

company/team?

Are there any skills gaps? What is the company/team known for doing well? Do the current employees have the ability to do the job? How are skills monitored and assessed?

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McKinsey 7S Framework at Wenger & Watson Inc. 1. Structure (Organizational Structure) From the below figure we can say that the organization has a functional and line structure. It is a functional structure, because the hierarchy is divided into General Managers of different departments. The rest is line structure only that is why the structure of the organization can be attributed to be as a combination of both functional and line structures.

Business Partner Branch Manager

Delivery Manager

Branch Manager

Team Lead

Senior Consultant

Consultant Associate Consultant Starting from sourcing the CVs from various job portals or through headhunting as per the requirements outsourced by its clients in the form of job descriptions (JD) to scheduling the interviews and finally placing the candidate safely at clients place is what the operations department does. It also takes into its shoulders the billing process after the candidate has joined and completed three successful months in the clients side. 34 MSRCASC

2. Skills The strongest skill present in the company employees is Head Hunting and to source the right profile from job portals and the ability to communicate and convince the candidates to look for a change. The drawback in the skill set of employees here is that their less experience in handling candidates for top level management. The skills of employees here are monitored and assed depending on the number of their candidates appeared for the interview and got an offer letter. 3. Style In another ten or fifteen year, organizations may have outsourced all its work that is 'support rather than 'revenue producing' and all activities that do not offer career opportunities into senior management. This will mean that in many organizations a majority of people working might not be employees of that organization but employees of an outsourcing contractor. These were the words said by Peter Drucker (1995), Wenger & Watson follows this statement and works in this direction. 4. Strategy The quality and relevance of resumes are assured at Wenger and Watson Inc. How the right candidate is precisely targeted, as well as how the aspirant is perfectly matched with the subjective and the objective parameters specified by clients is a special skill that W&W Inc. brings to the table. Timelines are committed so as to be in line with the clients level of urgency and how does W&W set better benchmarks - W&W Inc. goes a step further It strive to beat that committed deadline by allocating focused attention of its consultants to quicken the delivery process. This is made possible largely due to an inherent nimbleness in the organization. The shorter reaction times are further enabled by a high degree of market

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knowledge. Head Hunting is the major strategy performed by the employees here, there convincing ability and squeal the candidates and choosing the right person for the right job.

5. Systems Innovation at Wenger and Watson Inc. is a way of life. Whatever be the activity, consultants look at performing differently to maximize the ROI of our clients. This is the very essence of everyday functioning at W&W Inc. wherein, every assignment undertaken, involves a constant effort to innovate rigorously so that the closures are in synchrony with the clients' expectations. W&W Inc. decided to leverage its rich experience in executive search domain to provide Temporary Staffing Solutions. Facing challenges boldly and emerging victorious has become a habit at W&W Inc. 6. Staff There are 78 employees in this organization. Dedicated consultants at Wenger and Watson Inc. possess the requisite market based expertise - and global candidate network - to find out the most qualified leaders for business across the IT industry. Every year clients benefit from these consultants commitment to quality and unparalleled industry, functional and regional expertise. The leadership team consists of HARISH KUMAR M AMITA AWASARE DARSHAN GODBOLE

7. Shared Values To provide world class consulting services to its clients in the areas of Human Resources. To establish long-term strategic relationship with its clients and candidates. These relationships go beyond simple pleasantries and get to the heart of what the company needs and 36 MSRCASC

wants in a candidate. Wenger and Watson Inc., stands for Trust, Integrity, Commitment and Unmatched Delivery Benchmarks. They work cohesively as a team, promote open

Organization hierarchy
The various functional departments are as follows: HR Department Finance Department Marketing Operations Administration

1. Human Resource Department.

The company firmly believes that the human resources are the key to its growth and survival. Managing motivating and developing the human resource are the responsibility of all 37 MSRCASC

line managers and executives within the organization in order to create an environment where individual will develop to the fullest potential in the process of contributing to the growth of organization. Wenger&Watson Inc. Executive Search Firm recognizes its employees as the most important asset for its continued growth. Human resource management in Wenger&Watson Inc. Executive Search Firm shall strive to ensure continuous organizational growth by nurturing the strength of its employees and providing the environment and goal within the framework of organizational, community and national objectives they will do the following:

1. The company shall treat all the employees impartial without any personal bias, with mutual trust to build loyalty towards the organization. 2. The company shall strive to upgrade the values of the employees through training and education to improve their technical and administrative skills. 3. The company shall abide by all statutory provisions relating to the employment, welfare measures and cessation of service. 4. The company shall employee without gender or age bias. 5. The company shall ensure HR planning to resource manpower with required knowledge/skills and will not employ those convicted for any criminal acts moral turpitude or with bad track record or person of unsound mind. 6. Build teams and foster team work as the primary instrument in all activities. 7. Recognize worthy contributions so as to maintain a high level of employee motivation and morale. Appraisals and promotions shall be ethical and impartial. 8. Contribute towards and health and welfare of the employees. Functions 1. Human resource planning The company assesses man power needs for future and also making plans for recruitment It also plans for training and development needs of the organization

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Helps the organization to cope with the technological development and modernization

2. Recruitment and Selection Recruitment 95% of the recruitment is done through placement agencies 5% through internal employees

Selection The company undergoes 3 stages for selection process a) Test [aptitude test, personality and technical tests] b) Panel members selection Where the panel consists 3 members i.e. technical person, concerned dept HOD and the H.R person

c) MD/Directors selection

3. Induction Overall introduction is given to all the employees on the date of joining. A CD will be played about the organization. Induction training is given about all the major departments. The employee must meet all the HOD of the department. Than the feedback is collected from the employees.

4. Placement Right person to the right place at the right time. Depending on the employees background skills qualifications they will be placed.

5. Training and development 39 MSRCASC Every employee should undergo 30 hours minimum training per year

The company follows the training calendar

Types of training a) On the job training Job instruction training Coaching Mentoring Position rotation Apprenticeship Committee assignments

b) Off the job training Internship

6. Performance management system 360 degree P.A is followed to rate the employees based on their performance and punctuality. 7. Compensation management The companys main purpose of compensation for the employee is to establish a fair and equitable compensation offering similar pay for similar work

8. Statutory compliance It is a rule governed by Board of Directors.

9. Increment Increment in the salary is based on the employees performance; the increments are from 5% 10% 12% 15% and 20% bonus

10. Disciplinary proceeding

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Employees are expected to maintain high discipline Strict timings are followed Cleanliness

2. Finance Department

Manager (Finance & Operation) Finance & Accountant Consultant

Assistant Finance & Accountant

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Objectives of this department are: 1. Manage the funds 2. Accounting of bills 3. Statutory compliance 4. Reporting Function of this department are: Function related to funds, legal, taxation etc: Accounting : 1. Accounts receivable 2. Accounts payable

Taxation: 1. Central excise tax 2. Sales tax 3. Income tax 4. Quarterly tax

Reporting: 1. P&L 2. Balance Sheet

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Budgeting/forecasting. Capital budgeting.

Marketing Department:

Managing Director

Business Development Manager

Client Manager

Objectives of this department are: 43 MSRCASC

To achieve profit To create the market awareness

Strategies used are To create awareness Competitors activities Exhibitions Manpower Analysis

4. ANALYSIS & INTERPRETATION OF THE DATA

Table: 4.1 1. Age of the respondent Cumulative Frequency Valid under 30 44 31-40 06 above 40 00 Total 50 Chart No: 4.1 Percent 88 12.0 0.0 100.0 Valid Percent 88 12.0 0.0 100.0 Percent 88.0 100.0 100.0

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Analysis: Above figure shows that 88% of respondents are in the age group of 20 - 30 years, 12% of the respondents are between the age group 31-40, and none of the respondents are above 40 years. Interpretation: By the above analysis we infer that the workforce is young, since most of the employees are in between the age group of 20 30 years.

Table: 4.2 Gender of the respondent Cumulative Frequency Valid Male 16 Female 34 Total 100 Chart No: 4.2 Percent 68.0 32.0 100.0 Valid Percent Percent 68.0 68.0 32.0 100.0 100.0

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Analysis: The above figure shows that 32% of the respondents are male And 68% of the respondents are female. Interpretation: By the above analysis it can be inferred that the companys hiring ratio for female is double when compared to that of Male employees, the reason being that the companies policy ask for more female candidates than male.

Table: 4.3 Designation of the employee:

Cumulative Percent

Frequency Valid Trainee 7 Consultant Team Lead 34 8

Percent 14 68 16

Valid Percent 14 68 16

14 82 98

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Branch Manager 1
Total 50

2
100

2
100

100

Chart No: 4.3

Designation of the employee

Analysis: The above figure shows that 14% of the respondents are Trainees, 68% of the respondents are Consultants, 16% of the respondents are Team leads and the rest 2% is the Branch Manager. Interpretation: By the above analysis it can be depicted that the workforce into the organization is segmented into different designations as mentioned above, and the roles and responsibilities vary accordingly, most of the employees are designated as Consultants, which reflects that they are in the growth stage. Table: 4.4 How long have you been working for the organization?
Cumulative Percent

Frequency Valid 0 to 3 Months 12 3 Mts 1year More than 1 yr 25 13

Percent 24 50 26

Valid Percent 24 50 26

24 74 100

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Total 50 Chart No: 4.4 How long have you been working for the organization 100 100

Analysis: The above figure shows that 24% of the respondents are freshers and are in their probationary period, 50 % are in the range of 3 months to 1 year, and the rest 26% are serving the company since 1 year Interpretation: from the above analysis it is depicted that nearly half a percent of the workforce is serving the organization, from past 1 year, therefore it can be said that the workforce is quite satisfied and the employee turnover ratio is low.

General working Conditions Table: 4.5: I am Satisfied with my work.

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Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.4 0 5 12 32 1 50 0 10 24 64.0 2.0 100.0 0 10 24 64.0 2.0 100.0 0 10.0 34.0 98.0 100.0

I am satisfied with my work

Analysis: The above figure shows that 2% of the respondents strongly agree that they are satisfied with the work they do, 64% of the respondents agree that to the same, 24% of the respondents are undecided, 10% of the respondents disagree, & none of the respondents strongly disagree that they are satisfied with the work they do. Interpretation: from the above analysis it can be revealed that more than half a percent of the workforce is satisfied with the working environment created by the organization. This will reduce work force absenteeism.

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Table:4.6 I am satisfied with the hours worked each week Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.6 2 5 10 29 4 50 4.0 10.0 20.0 58.0 8.0 100.0 4.0 10.0 20.0 58.0 8.0 100.0 4.0 14.0 34.0 92.0 100.0

I am satisfied with the hours worked each week

Analysis: The above figure shows that 8% of the respondents strongly agree that they are satisfied with the hours worked each week, 58% of the respondents agree to the above statement, 20% of the respondents are undecided, 10% of the respondents disagree & 4% strongly disagree. Interpretation: from the above analysis it can be depicted that 58% of the employees agree with the hours worked, this shows that the management takes into concern the criteria of work life balance.

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Table:4.7 The location of work is convenient to me Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.7 0 6 9 24 11 50 0 12.0 18 48.0 22.0 100.0 0 12.0 18 48.0 22.0 100.0 0.0 12.0 30.0 78.0 100.0

The location of work is convenient to me

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Analysis: The above figure shows that 22% of respondents strongly agree that location of the work is convenient to them, 48% of respondents agree, 18% of respondents are undecided about the location of work, 12% of respondents &, none of respondents strongly disagree. Interpretation: It can be inferred that nearly half a percent of the employees feel that the location is convenient to them, this is because most of the employees reside in the nearby places, and the company is also located in a central area. Table:4.8 The work schedule is quite flexible Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.8 The work schedule is quite flexible 1 8 7 28 06 50 2 16.0 14 56.0 12.0 100.0 2 16.0 14 56.0 12.0 100.0 2.0 18.0 32.0 88.0 100.0

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Analysis: The above figure shows that 12% of respondents strongly agree that location of the work is convenient to them, 56% of respondents agree, 14% of respondents are undecided, 16% of respondents disagree & 2% of respondents strongly disagree that location of the work is not convenient to them. Interpretation: It can be inferred that more than half percent of the employees agree that the timings and work schedule is quite flexible, this may be due to convenient work timings and work from home options provided by the management. Pay and Benefits Table: 4.9 I am satisfied with the salary I receive

Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.9 I am satisfied with the salary I receive 8 21 14 7 0 50 16.0 42.0 28.0 14.0 0.0 100.0 16.0 42.0 28.0 14.0 0.0 100.0 16.0 58.0 86.0 100.0 100.0

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Analysis: The above figure shows that none of the respondents strongly agree that they are satisfied with the salary they receive, 14 % of the respondents agree, 28% of the respondents are undecided 42% disagree, and the rest 16% of the respondents strongly disagree. Interpretation: It can be inferred that half a percent of the workforce is not satisfied with the pay scale. This may be due to poor remuneration policy followed by the management. This may pose a threat for the company when it comes to employee turnover. Table: 4.10 Is the remuneration matching your performance Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.10 08 13 18 11 00 50 16.0 26.0 36.0 22.0 00.0 100.0 16.0 26.0 36.0 22.0 00.0 100.0 16.0 42.0 78.0 100.0 100.0

Is the remuneration matching your performance

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Analysis: The above figure shows none of respondents strongly agree that their performance is matching with the remuneration they receive, 22% of respondents agree to the above statement, 36% of the respondents are undecided about it, 26% of respondents disagree 16% of respondents strongly disagree. Interpretation: It can be inferred that, majority of the workforce is undecided, this is because quarter a century is new to the organization, and still under probation. And also this task requires a lot of skills and expertise.

Table: 4.11 I am satisfied with the benefits extended by the company (Health Insurance, life insurance, incentives etc) Valid Frequency Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total 07 13 16 14 00 50 Percent 14.0 26.0 32.0 28.0 00.0 100.0 Percent 14.0 26.0 32.0 28.0 00.0 100.0 Cumulative Percent 14.0 40.0 72.0 100.0 100.0

Chart No: 4.11 I am satisfied with the benefits extended by the company 56 MSRCASC

Analysis: The above figure shows that 28% of respondents strongly agree & are satisfied with the benefits extended by the company, 22% of respondents agree, 36% of the respondents are undecided about it, 26% of respondents disagree, & 14% of respondents strongly disagree to the same. Interpretation: It can be inferred that more than quarter a century, agree with the benefits provided by the management, but, still 32% are undecided, therefore no concrete decision can be taken regarding the benefits. Work Relationships with Peers & Team lead/ Manger

Table: 4.12

I find my colleagues understanding and helpful Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.12 00 00 15 29 06 50 00 00 30.0 58.0 12.0 100.0 00 00 30.0 58.0 12.0 100.0 00 00.0 30.0 88.0 100.0

I find my colleagues understanding and helpful

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Analysis: The above figure shows that 12% of the respondents strongly agree that their colleagues understand to help them, 58% of the respondents agree to the same, 30% of the respondents are undecided, and none of the respondents disagree. Interpretation: Although most of the employees are new to the organization then too, 58% of them believe that their colleagues are helpful. This reveals that the organization culture is good and all of them follow the principle of Espirit De Corps. Table: 4.13 My team lead/Manager gives feedback on my work Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.13 My team lead/Manager gives feedback on my work 01 02 07 36 04 50 2.0 4.0 14.0 72.0 08.0 100.0 2.0 4.0 14.0 72.0 08.0 100.0 2.0 6.0 20.0 92.0 100.0

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Analysis: The above figure shows that 8% of respondents strongly agree that they receive feedback from their supervisor, 72% of respondents agree to the same, 14% of the respondents are undecided, 4% of respondents disagree &, 2% of respondents strongly disagree. Interpretation: it can be easily depicted from the above pie chart nearly 75% of the employee agrees that they get the feedback of their performance regularly from their superiors. This shows the cordial superior-subordinate relationship. Definitely, it will lead to higher satisfaction among the workforce. Table: 4.14 My Team lead/Manager gives me guidance whenever I require Cumulative Frequency Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total 1 1 05 36 07 50 Percent 2.0 2.0 10.0 72.0 14.0 100.0 Valid Percent Percent 2.0 2.0 10.0 72.0 14.0 100.0 2.0 4.0 14.0 86.0 100.0

Chart No: 4.14 My Team lead/Manager gives me guidance whenever I require

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Analysis: The above figure shows that 2% of respondents strongly agree that they receive guidance from their supervisor, 14% of respondents agree, 72% of the respondents are undecided about the guidance they receive, 10% of respondents disagree, 2% of respondents strongly disagree. Interpretation: It can be easily depicted from the above pie chart nearly 75% of the employees agree that their Team leads are helpful and give them proper guidance when required, this will build good organization culture and leads to efficiency of work. Table: 4.15 My team lead/Manager sets clear goals/performance expectations Cumulative Frequency Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total 01 02 10 30 07 50 Percent 2.0 4.0 20.0 60.0 14.0 100.0 Valid Percent Percent 2.0 4.0 20.0 60.0 14.0 100.0 2.0 6.0 26.0 86.0 100.0

Chart No: 4.15 My team lead/Manager sets clear goals/performance expectations

60 MSRCASC

Analysis: The above figure shows that 14% of respondents strongly agree that the lead/Manager sets clear goals/performance expectations, 60% of respondents agree, 20% of respondents are undecided, 4% disagree, & 2% of respondents strongly disagree that the lead/Manager sets clear goals/performance expectations. Interpretation: 60% of the workforce feels that standard goals set by their team leads; this is because of decentralised approach followed by the management, the goals are being set by the mutual understanding of both the employees and the management. Table: 4.16 My team lead/Manager distributes work equally Cumulative Frequency Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.16 01 04 12 30 03 50 Percent 2.0 8.0 24.0 60.0 6.0 100.0 Valid Percent Percent 2.0 8.0 24.0 60.0 6.0 100.0 2.0 10.0 34.0 94.0 100.0

My team lead/Manager distributes work equally

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Analysis: The above figure shows that 6% of respondents strongly agree that team lead/Manager distributes work equally, 60% of respondents agree team lead/Manager distributes work equally, 24% of the respondents are undecided, 8% of respondents disagree and 2% strongly disagree that team lead/Manager distributes work equally Interpretation: more than 50% of the employees feel that there is equal distribution of labour in the organization, the management does not entertain any bias or prejudice with respect to any employee or sex. Table: 4.17 My team lead/Manager is accessible/approachable when needed

Cumulative Frequency Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total 01 00 01 37 11 50 Percent 2.00 00.0 2.00 74.0 22.0 100.0 Valid Percent Percent 2.00 00.0 2.00 74.0 22.0 100.0 2.00 2.00 4.00 78.0 100.0

Chart No: 4.17 My team lead/Manager is accessible/approachable when needed

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Analysis: The above figure shows that 22% of respondents strongly agree that team lead/Manager is accessible/approachable when needed, 74% of respondents agree, 2% of the respondents are undecided about the same, & only 2% of respondents strongly disagree. Interpretation: nearly 75% of the workforce agrees that their team lead is generous and approachable whenever required, this will create an open environment and free flow of communication at all levels of hierarchy. Growth Opportunities Table: 4.18 I receive ample support for additional training and education Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total 05 10 29 05 01 50 10.0 20.0 58.0 10.0 02.0 100.0 10.0 20.0 58.0 10.0 02.0 100.0 10.0 30.0 88.0 98.0 100.0

Chart No: 4.18 I receive ample support for additional training and education

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Analysis: The above figure shows that the 2% of the respondents strongly agree that they receive ample support for additional training and education, 10% of the respondents agree, 58% of the respondents are undecided, 20% of the respondents disagree & 10% of the respondents strongly disagree to the same. Interpretation: It is very difficult to interpret when it comes to training and development of the employees since 58% of the employees are undecided about it. Initiatives have to be taken to enhance training & development activities. Table: 4.19 I get opportunities to utilize my skills and talents acquired through training programmes conducted Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.19 I get opportunities to utilize my skills and talents acquired through training programmes conducted 05 08 20 16 01 50 10.0 16.0 40.0 32.0 2.00 100.0 10.0 16.0 40.0 32.0 2.00 100.0 10.0 26.0 66.0 98.0 100.0

64 MSRCASC

Analysis: The above figure shows that 2% of respondents strongly agree that they get opportunities to utilize your skills and talents acquired through training programmes, 32% of respondents agree to the same, 40% of respondents are undecided,6% of respondents disagree & 10% of respondents strongly disagree to the same. Interpretation: Although 32% of the employees agree that training programs conducted by the organization help them to expose their skills and talents, but yet it cannot be ascertained because 40% of them are undecided. Table: 4.20 Career advancement is good in the organization Cumulative Frequency Percent Valid Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.20 04 07 20 19 00 100 8.00 14.0 40.0 38.0 00.0 100.0 8.00 14.0 40.0 38.0 00.0 100.0 Percent 8.00 22.0 62.0 100.0 100.0

Career advancement is good in the organization

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Analysis: The above figure shows that none of respondents strongly agree that they have ample opportunities for the advancement in their profession, 38% of respondents agree to the statement, 40% of the respondents are undecided, 14% of respondents disagree, 8% of respondents strongly disagree Interpretation: Although 38% of the employees feel that career advancement opportunities are good but still 40% of them are undecided, this may be because 25% of the workforce are still in probation period.

Table: 4.21 I have opportunities to learn and grow Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.21 2 3 15 25 5 50 4.0 6.0 30.0 50.0 10.0 100.0 4.0 6.0 30.0 50.0 10.0 100.0 4.0 10.0 40.0 90.0 100.0

I have opportunities to learn and grow

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Analysis: The above figure shows that 10% of the respondents strongly agree that they have opportunities to learn and grow, 50% of the respondents agree,30% of the respondents are undecided, 6% of the respondents disagree, 4% of the respondents strongly disagree to the above statement. Interpretation: From the above analysis its depicted that half a percent of the employees agree that there are enough opportunities to grow and learn in the organization. This shows the managements concern towards the employees. They look for the overall growth of the employee rather than daily work schedule. Work Activities Table: 4.22 I am satisfied with the variety of job responsibilities i posses Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total 01 06 10 29 04 50 2.00 12.0 20.0 58.0 08.0 100.0 2.00 12.0 20.0 58.0 08.0 100.0 2.0 14.0 34.0 92.0 100.0

Chart No: 4.22 I am satisfied with the variety of job responsibilities I posses

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Analysis: The above figure shows that 8% of the respondents strongly agree that they are satisfied with the variety of job responsibilities they posses, 58% of the respondents agree, 20% of the respondents are undecided, 12% of the respondents disagree & 2% of the respondents strongly disagree Interpretation: It can be revealed from the above analysis that more than half a percent of the employees feel that they are contended with the job roles and responsibilities given by the management. This signifies that there is a better role clarity among the employees, which is directly related to their job satisfaction. Table: 4.23 I find my job challenging and interesting Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Table: 4.23 03 02 15 28 02 50 06.0 04.0 30.0 56.0 04.0 100.0 06.0 04.0 30.0 56.0 04.0 100.0 06.0 10.0 40.0 96.0 100.0

I find my job challenging and interesting

68 MSRCASC

Analysis: The above figure shows that 4% of the respondents strongly agree that they find their job challenging and interesting, 56% of the respondents agree, 30% of the respondents are undecided with the above statement, 4% of the respondents disagree, 6% of the respondents strongly. Interpretation: It can be depicted that more than half a percent of the workforce agree that their job is interesting and challenging; this shows that the employees enjoy their work targets and are constantly motivated towards achieving it. Table: 4.24 I feel my job monotonous

Cumulative Frequency Percent Valid Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Table: 4.24 01 10 21 11 07 50 02.0 20.0 42.0 22.0 14.0 100.0 02.0 20.0 42.0 22.0 14.0 100.0 Percent 02.0 22.0 64.0 86.0 100.0

I feel my job monotonous

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Analysis: The above figure shows that 14% of the respondents strongly agree that they find their job monotonous, 22% of the respondents agree, 42% of the respondents are undecided with the above statement, 20% of the respondents disagree, 2% of the respondents strongly disagree Interpretation: As 42% of the respondents are undecided about the monotony of the job, supported by 22% agree & 14% strongly agree to the above statement, it can be clearly inferred that most of them feel that the job is monotonous.

Table: 4.25 I give suggestions on work Cumulative Frequency Percent Valid Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.25 00 06 15 27 02 50 00.0 12.0 30.0 54.0 04.0 100.0 00.0 12.0 30.0 54.0 04.0 100.0 Percent 00.0 12.0 42.0 96.0 100.0

I give suggestions on work

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Interpretation: The above figure shows that 4% of the respondents strongly agree that they give suggestions on work, 54% of the respondents agree, 30% of the respondents are undecided, 12% of the respondents disagree and none of the respondents strongly disagree. Interpretation: It can be inferred from the above that more than half of the respondents constantly give suggestions to their peers and management, this encourages informal communication and open door policy followed by the management. Table: 4.26 I feel my suggestions are well recognized Cumulative Frequency Percent Valid Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.26 02 07 25 15 01 50 04.0 14.0 50.0 30.0 02.0 100.0 04.0 14.0 50.0 30.0 02.0 100.0 Percent 04.0 18.0 68.0 98.0 100.0

I feel my suggestions are well recognized

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Analysis: The above figure shows that 2% of respondents strongly agree that their suggestions are recognized, 30% of respondents agree, 50% of respondents are undecided, 14% of respondents disagree, & 4% of respondents strongly disagree to the same. Interpretation: As half percent of the respondents are undecided about the recognition they receive for their suggestions, but still 32% of them agree, hence it can be inferred that the management gives due respect and consideration for the given suggestions. Table: 4.27 I am satisfied with the adequate opportunity for the periodic changes in duties

Cumulative Frequency Percent Valid Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total 02 09 20 18 01 50 04.0 18.0 40.0 36.0 02.0 100.0 04.0 18.0 40.0 36.0 02.0 100.0 Percent 04.0 22.0 62.0 98.0 100.0

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Chart No: 4.27 I am satisfied with the adequate opportunity for the periodic changes in duties

Analysis: The above figure shows that 2% of respondents strongly agree that they are satisfied with the adequate opportunity for the periodic changes in duties, 36% of respondents agree, 40% of respondents are undecided about the same, 18% of respondents disagree &, 4% of respondents strongly disagree. Interpretation: It can be revealed from the above analysis that 40% of the respondents agree about the changes taking place in their roles and duties, and they accept the change positively and constantly work towards the achievement of the goals. Rewards and Recognitions Table: 4.28 Promotions go to those who deserve it

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Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.28 00 00 21 25 04 50 00.0 00.0 42.0 50.0 08.0 100.0 00.0 00.0 42.0 50.0 08.0 100.0 00.0 00.0 42.0 92.0 100.0

Promotions go to those who deserve it

Analysis: The above figure shows that 8% of respondents strongly agree that Promotions are given to those who deserve it, 50% of respondents agree, 42% of respondents are undecided about the above statement, & none of respondents disagree nor strongly disagree Interpretation: As it can be depicted from the analysis that half a percent of the employees agree by the promotion policy followed by the management. There is not a single respondent who has a negative comment about the policy, Thus it can be said that the management is fair and just when it comes to promotions. Table: 4.29 I have been well recognized for my efforts

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Cumulative Frequency Percent Valid Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.29 04 04 17 21 04 50 08.0 08.0 34.0 42.0 08.0 100.0 08.0 08.0 34.0 42.0 08.0 100.0 Percent 08.0 16.0 50.0 92.0 100.0

I have been well recognized for my efforts

Interpretation: The above figure shows that 8% of respondents strongly agree that they have been well recognised for their efforts, 42% of respondents agree, 34% of respondents are undecided about the above statement, 8% of respondents disagree and another 8% strongly disagree to the same. Interpretation: It can be depicted from the above analysis that 42% of the employees feel that their efforts are recognised by the management.As we know that recognisations leads to motivation and ultimately satisfaction of the employee. Therefore it can be said that the same number are satisfied too. Table: 4.30 I have been rewarded for my achievements

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Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.30 02 04 23 19 04 50 04.0 08.0 44.0 36.0 08.0 100.0 04.0 08.0 44.0 36.0 08.0 100.0 04.0 12.0 56.0 92.0 100.0

I have been rewarded for my achievements

Interpretation: The above figure shows that 8% of respondents strongly agree that they have been rewarded for their achievements, 36% of respondents agree, 44% of respondents are undecided about the above statement, 8% of respondents disagree, & 4% strongly disagree. Interpretation: It can be depicted from the above analysis that 36% of the respondents feel that the rewards are directly linked by their achievements, this shows that the management is not biased and is more concerned towards the satisfaction of the employees. Table: 4.31 Incentives are good in the organization

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Cumulative Frequency Percent Valid Percent Percent Valid Strongly Disagree Disagree Undecided Agree Strongly Agree Total Chart No: 4.31 04 04 12 25 05 50 02.0 04.0 60.0 32.0 02.0 100.0 02.0 04.0 60.0 32.0 02.0 100.0 02.0 06.0 66.0 98.0 100.0

Incentives are good in the organization

Analysis: The above figure shows that 2% of respondents strongly agree that Incentives are good in the organization, 32% of respondents agree, 60% of respondents are undecided about the above statement, 4% of respondents disagree, & 2% strongly disagree. Interpretation: It can be inferred from the above analysis that 60% are undecided, that is a clear picture cannot be depicted about the incentive structure, in the organization, 32% of them are satisfied with the incentives given. Overall opinion Table: 4.32 How do you access the criteria of work life balance?

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Cumulative Valid Very Bad Bad Satisfactory Good Excellent Total Chart No: 4.32 Frequency Percent Valid Percent 01 02.0 02.0 02 04.0 04.0 30 60.0 60.0 16 32.0 32.0 01 02.0 02.0 50 100.0 100.0 Percent 02.0 06.0 66.0 98.0 100.0

How do you access the criteria of work life balance?

Analysis: The above figure shows that 2% of respondents strongly agree that the criteria of Work Life balance is Excellent, 32% of respondents agree to the same, 60% of respondents feel satisfactory, 4% feel its bad and the remaining 2% employees strongly disagree that the criteria of Work Life balance is very bad. Interpretation: 60% of the respondents feel that work life balance is satisfactory; this gives a clear picture that the management is also concerned about the social life of the employees apart from the routine work life. Table: 4.33 What do you have to say about the companys management?

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Cumulative Valid Very Bad Bad Satisfactory Good Excellent Total Frequency 00 03 28 19 00 50 Percent 00.0 06.0 56.0 38.0 00.0 100.0 Valid Percent 00.0 06.0 56.0 38.0 00.0 100.0 Percent 00.0 06.0 62.0 100.0 100.0

Chart No: 4.33 What do you have to say about the companys management?

Analysis: The above figure shows that none of respondents strongly agree that the companys management is Excellent,39% of respondents agree the companys management is good, 56% feel its satisfactory,6% employees agree that the companys management is bad while none of the respondents feel that the companys management is very bad. Interpretation: More than half a percent of the respondents find the management of the organization satisfactory. Thus finally it can be interpreted that the organization is Employee oriented rather than Profit oriented. Table: 4.34 What is your overall opinion on the company as an employee?

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Valid Valid Very Bad Bad Satisfactory Good Excellent Total Frequency 00 03 26 19 02 50 Percent 00 06 52.0 38.0 04.0 100.0 Percent 00 06 52.0 38.0 04.0 100.0

Cumulative Percent 00.0 06.0 58.0 96.0 100.0

Chart No: 4.29 What is your overall opinion on the company as an employee?

Analysis: The above figure shows that 4% of respondents overall opinion on the company is excellent, 38% of respondents overall opinion about the company is good, 52% feel satisfactory, & 6% of respondents overall opinion about the company is bad. Interpretation: More than half a percent of the respondents feel themselves satisfied as an employee of the company. This shows that the company is concerned about the overall welfare and growth of the employee.

CHI SQUARE TEST

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Relation between salary received and the performance of employees Hypothesis: Ho: There is no significant relationship between the salary received and the performance of employees. H1: There is significant relationship between the salary received and the performance of employees Table No: 4.35 Are you satisfied with the salary you receive * Is the remuneration matching your performance Count Cross tabulation-Observed values Is the remuneration matching your performance Strongly Strongly Disagree Disagree Undecided Agree Agree Are you satisfied with Strongly the salary I receive Disagree Disagree Undecided Agree Strongly Agree Total 7 0 0 0 0 7 2 11 0 0 0 13 2 4 12 0 0 18 0 1 4 7 0 12 0 0 0 0 0 0 Total 11 16 16 7 0 50

Estimated Frequencies got from the observed frequency table Table No: 4.36

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Count

Is the remuneration matching your performance Strongly Strongly Disagree Disagree Undecided Agree Agree Total 11 16 16 7 0 50

Are you satisfied with Strongly the salary I receive Disagree Disagree Undecided Agree Strongly Agree Total

1.54 2.24 2.24 00.98 0 7

2.86 4.16 4.16 1.82 0 13

3.96 5.76 5.76 2.52 0 18

2.64 3.84 3.84 1.68 0 12

0 0 0 0 0 0

Table No: 4.37 Chi-Square Value Level of Significance Degree of freedom Calculated Table Value 88.47 0.05 16 26.3

Chart No: 4.30 Is the remuneration matching your performance

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Inference: The above test done here is Chi-Square test. Significance level for Chi-Square test is 0.05 Since the calculated table value is less than the calculated chi-square value, the null hypothesis is rejected. So the Null Hypothesis (Ho) is rejected such that there is significant relationship between the salary received and the performance of employees. This proves that the salary received by the employees does not match the performance of the employees.

Relation between Effectiveness of training and the opportunities to utilize the skills and talent acquired through it. 83 MSRCASC

Hypothesis: Ho: There is no significant relationship between the ample support for training received and the opportunities to utilize the skill acquired through training programme H1: There is significant a relationship between the ample support for training received and the opportunities to utilize the skill acquired through training programme

Table No:4.38 I receive ample support for additional training and education * I get opportunities to utilize my skills and talents acquired through programme conducted Cross tabulation Do you get opportunities to utilize your skills and talents acquired through programme Strongly Strongly Total 5 10 25 9 1 50

Count

Disagree Disagree Undecided Agree Agree Do you receive ample Strongly 4 support for additional Disagree training and education Disagree 1 Undecided 0 Agree 0 Strongly 0 Agree Total 5 1 5 2 0 0 8 0 4 12 0 0 16 0 0 11 9 0 20 0 0 0 0 1 1

Estimated Frequencies got from the observed frequency table Table No: 4.36

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Count

Is the remuneration matching your performance Strongly Strongly Disagree Disagree Undecided Agree Agree Total 5 8 16 20 1 50

Are you satisfied with Strongly the salary I receive Disagree Disagree Undecided Agree Strongly Agree Total

0.5 0.8 1.6 2 0.1 5

1 1.6 3.2 4 0.2 10

2.5 4 8 10 0.5 25

0.9 1.44 2.88 3.6 0.18 9

0.1 0.16 0.32 0.4 0.02 1

Table No: 4.37 Chi-Square Value Level of Significance Degree of freedom Calculated Table Value 137.34 0.05 16 26.3

Chart No: 4.31 Do you get opportunities to utilize your skills and talents acquired through programme

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Inference: The above test done here is Chi-Square test. Significance level for Chi-Square test is 0.05 Since the calculated table value is less than the calculated chi-square value, the null hypothesis is rejected. So the Null Hypothesis (Ho) is rejected such that there is significant relationship between the ample support for training received and the opportunities to utilize the skill acquired through training programme

5. FINDINGS

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Among the number of respondents 88% of them are under the age group under 30 years, we infer that the workforce is young, since most of the employees are in between the age group of 20 30 years.

Its depicted that the workforce into the organization is segmented into different designations as mentioned above, and the roles and responsibilities vary accordingly, most of the employees are designated as Consultants, which reflects that they are in the growth stage.

It was found that 50% of them between the ranges of 3 months to 1 year, hence its depicted that nearly half a percent of the workforce is serving the organization, from past 1 year, therefore it can be said that the workforce is quite satisfied and the employee turnover ratio is low.

It was found that above 65% of the respondents were satisfied with their work and half a percent of them are satisfied with the working environment created by the organization. This will reduce work force absenteeism.

It was found that above 60% of the respondents were satisfied with the working hours; this shows that the management takes into concern the criteria of work life balance.

About 56% a percent of the employees agree that the timings and work schedule is quite flexible, this may be due to convenient work timings and work from home options provided by the management.

Its depicted that half a percent of the workforce is not satisfied with the pay scale. This may be due to poor remuneration policy followed by the management, which may pose as a threat for the company when it comes to employee turnover.

Although most of the employees are new to the organization then too, 58% of them believe that their colleagues are helpful. This reveals that the organization culture is good and all of them follow the principle of Espirit De Corps.

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Nearly 75% of the employees agree that they get the feedback of their performance regularly from their superiors. This shows the cordial superior-subordinate relationship. Definitely, it will lead to higher satisfaction among the workforce.

60% of the workforce agrees that standard goals set by their team leads; this is because of decentralised approach followed by the management, the goals are being set by the mutual understanding of both the employees and the management.

Its found that more than 50% of the employees feel that there is equal distribution of labour in the organization, the management does not entertain any bias or prejudice with respect to any employee or sex.

75% of the workforce agrees that their team lead is generous and approachable whenever required, this has created an open environment and free flow of communication at all levels of hierarchy.

Although 32% of the employees agree that training programs conducted by the organization help them to expose their skills and talents, but yet it cannot be stamped because 40% of them are undecided.

Its depicted that 38% of the employees feel that career advancement opportunities are good but still 40% of them are undecided, this may be because 25% of the workforce are still freshers.

58% of the respondents feel that they are contended with the job roles and responsibilities given by the management. This signifies that there is a better role clarity among the employees, which is directly related to their job satisfaction

56% of the employees find their job interesting and challenging; this shows that the employees enjoy their work targets and are constantly motivated towards achieving it.

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54 % of the employees agree that they give suggestions to their peers and management; this gives a small hint about the informal communication and open door policy followed by the management.

40% of the respondents agree about the changes taking place in their roles and duties, and they accept the change positively and constantly work towards the achievement of the goals.

50% of the employees agree by the promotion policy followed by the management. There is not a single respondent who has a negative comment about the policy, Thus it can be said that the management is fair and just when it comes to promotions.

36% of the respondents feel that the rewards are directly linked by their achievements, this shows that the management is not biased and is satisfaction of the employees more concerned towards the

60% of the respondents feel that work life balance is satisfactory; this gives a clear picture that the management is also concerned about the social life of the employees apart from the routine work life.

56% of the respondents find the management of the organization satisfactory hence it can be interpreted that the organization is Employee oriented rather than Profit oriented.

52% of the respondents feel themselves satisfied as an employee of the company. This shows that the company is concerned about the overall welfare and growth of the employee.

SUGGESTIONS & RECOMMENDATIONS

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Conduct regular training and development programmes to update employees to work more effectively and keep up with the latest methods so that they can perform better and deliver their best.

Employees Incentive Structure as well as the salary structure has to be revised on a regular period, to help them feel secure and motivated. Along with the Monetary Incentives, Non-Monetary Incentives should also be provided, because this creates higher job satisfaction in the employees.

Provide them with more of challenging jobs and regular job rotations to avoid monotony.

Employee participation into the management must be encouraged, and the suggestions given by them have to be taken on a serious note.

Employee get together, summer camps for family members and children, periodical break through sessions will refresh the employees. It has a positive effect to control stress levels faced at work. The above will increase the employee commitment towards the management.

Regular performance appraisal and feedback programmes must be conducted, so that the employee has a clear picture about his performance into the organization, the best form of appraisal would be the 360 degree appraisal method.

Initiatives has to be taken to improve the working environment such as a cafeteria, Ventilation, sanitation etc

The company should cab facility for the employees who live in far flung areas. Keep regular flow of communication with all the employees.

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CONCLUSION

Job satisfaction describes how content an individual is with his or her job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that person's parent. There are a variety of factors that can influence a person's level of job satisfaction; some of these factors include the level of pay and benefits, the perceived fairness of the promotion system within a company, the quality of the working conditions, leadership and social relationships, and the job itself (the variety of tasks involved, the interest and challenge the job generates, and the clarity of the job description/requirements). During the course of my internship at Wenger & Watson, I found that more than half a percent of the employees are satisfied with most of the factors which lead to job satisfaction, such as Job location, hours worked on a daily basis, the Benefits extended by the company such as life insurance ,Provident fund etc, working Conditions, growth opportunities etc. While others were not so contended and satisfied with the other factors such as Pay and Incentives which included Monetary as well as the non monetary incentives, and also with most of the Hygiene factors like Infrastructure, Sanitation, and Cafeteria. To conclude I would say that efforts have to be made and seen to it that the employees living/ working conditions are made more favourable and friendly. Appropriate Salary as well as Incentive structures should be revised, reconsidering the overall Companys goals and objectives, and also seen to it that the employees have a belongingness of Job Satisfaction.

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6. BIBLIOGRAPHY
BOOKS: Organizational Behavior, S. Ashwathappa, 5th Edition, Himalaya Publishing House. Research Methodology, C.R. Kothari, 2nd Edition, Wishwa Prakashan. Business research methods, Donald R. Cooper and Pamela S. Schindler, 6th Edition, Tata McGraw Hill Edition. Personnel Management, C.B.Mamoria, S.V. Gankar, 22nd Edition, Himalaya Publishing House. WEBSITES: www.wengerwatson.com www.google.com http://en.wikipedia.org/wiki/Job_satisfaction http://www.citehr.com

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