INTRODUCTION

MANAGEMENT PRINCIPLES & EMPLOYEE SATISFACTION

INTRODUCTION
Management, observed Mary parker Follett is to get things done through people. Any business activity basically require four Ms, viz. Men, Material, Money and Machinery. Of all these resources people are the most important resource of production. Today, the corporate world has started acknowledging the fact that it is people and money, machinery or materials that run organizations. The burden of performance is no longer on mechanically advanced systems, but on the resourcefulness, initiative and responsibility of the people who are intrinsically the process owners. There has always been a gap between the corporate visions and the ambitions of individuals. In the past, the human resource function did not try to bring about compatibility between corporate needs and that of individuals. But, todays the managements have to ensure congruence between organizational objectives and employees aspirations. The task of coordinating all the other factors of production, except man is felt easier, because man cannot be controlled fully at all times. He can act according to his own desired. And most of the time human being will be manipulated by the work environment and by the group. Human behavior is unpredictable. One will act according to ones own. Hence, only by providing more facilities to human factor, we can motivate them to work. Then only it is possible to direct the combination of all factors towards the goal. There are numerous factors, which will influence the human factors. Among them the levels of human relations in the organization play a significant role. In ancient days it was felt that by using power and authority human relations in the organization could he improved. Through this concept we cannot get workers co-operation and involvement at their level best. But, they will work because of fear not without involvement. The second concept is, only by providing monetary increments and incentives, human relations can be improved in the organization. This concept also failed to achieve a goal but at certain level it increased human relations. Now, the recent human relations theory prescribes participatory management according to which all are allowed to play their roles and the management will play a participatory role. By enhancing human relations we can improves the efficiency of the workers. If they are fully satisfied, then they will give their full efforts. As a result, the achievement of organizational goal becomes an easy one. Therefore employees job satisfaction alone is responsible for the attainment organizational goals. Hence, it is important to provide more facilities in the form of work environment,

improved human relations, fair wages and welfare measures. The management can improve them and satisfy the workers. By satisfying workers they will reach their goal. Thus, the individual and the organizational goals will reached simultaneously. People see organization as a means to help them to reach their goals while organization needs people to reach organizational objectives.

As businesses grow in size and revenue, they face the inevitable challenge of breakdowns in communication between departments and between managers and employees. The lack of consistent communication creates a silo effect between departments, and creates formidable stratification between managers and their team members. Typically, such organizations fall prey to a culture of beaureaucratic top-down communication; while this worked in smaller companies (where much of this communication was face-to-face), todays organizations must discover ways to convert this one-way communication into a bidirectional channel for employees to provide their feedback to management. In order to execute well-informed business decisions, managers need more than a ledger of numbers to understand what is really taking place on the front line. The employees who work day to day with the customers can provide invaluable feedback drawn upon first-hand experience. Encouraging bidirectional communications in this matter can create an organizational culture that breaks down silos and fosters teamwork between management and their staff. This type of employee-centric culture has an effect that extends beyond the internal sphere of an organization it can actually affect a companys bottom line with a direct and noticeable impact on profits. Take, for instance, the average annual turnover rate in the United States. Depending on the industry, this can range from 15- 40%. With that in mind, consider also that it costs 10 times more to hire and train a new employee than it does to retain one. Furthermore, extensive research has shown that motivated and satisfied employees tend to contribute more in terms of organizational productivity and maintaining a commitment to customer satisfaction. Satisfaction is infectious and it indeed parameters across the employee-customer boundary, where revenue and brand image are continuously at stake. This white paper will demonstrate the significance of employee feedback and how companies can successfully implement a program to positively impact both organizational culture and ultimately bottom line profits. Based on a review of the state of research at the time, Herzberg et al. devised a study of work attitudes to test the assumption that job satisfaction and job dissatisfaction are not two extremes of a continuum but are caused

by different underlying job factors and cannot substitute for each other for practical purposes. Their original study used the critical incident method of data collection, which is a semi-structured, open-ended interview technique. Research participants were asked for both, a time when they felt particularly good about their job and what events were involved and what outcomes resulted and a time when they felt particularly bad about their job. Herzberg et al. developed a coding scheme of sixteen factors for the analysis of their interviews: recognition, achievement, possibility of growth, advancement, salary, interpersonal relations-superior, interpersonal relations-subordinate, interpersonal relations-peers, supervision-technical, responsibility, company policy and administration, working conditions, work itself, factors in personal life, status, job security. Herzberg et al. found that, indeed, there are two clusters of factors involved in motivation and job satisfaction. They identified five factors as strong determinants of job satisfaction: achievement, recognition, work itself, responsibility, and advancement. These factors appeared very infrequently when respondents described events that were dissatisfying. They describe an individuals relationship to what he or she does, the content of the job and were labeled motivators. Another cluster of factors describes the situation, the context or the environment, in which the job is done. These factors can prevent or cause dissatisfaction, but not cause satisfaction. Herzberg et al. term these factors hygiene factors or dissatisfies, in a later publication also maintenance factors (Herzberg, 1966). Significant hygiene factors in the original study included company policy and administration, supervision-technical, salary, interpersonal relations supervision, and working conditions. Later studies using the same data collection method found similar evidence and, depending on the researched population, additional evidence for other hypothesized factors of the original coding scheme (Herzberg, 1966). While deemed useful for workplace design and other practical purposes, and substantiated in applied research, Herzberg et al.s seminal work has also been criticized, particularly for the data collection method, supposedly being too suggestive in leading to two separate sets of factors. Another discussion point involves around the researched population. Whether this theory applies to low level, general labor-type jobs is still discussed, because many studies were done with supervisory, managerial, or professional employees. But Herzberg (1966) cites studies with unskilled workers, such as hospital workers and housekeeping workers, which strongly support the theory. The study reported here tests the motivators versus hygiene factors model with a population of non supervisory employees with no to low level supervisory responsibilities who are working in different businesses in the green industry (greenhouse production, nurseries, landscape contractors). Tasks involved are often physically

demanding and under less than optimal working conditions. In addition, we expected that supervisory skills and knowledge of supervisors are limited and few of them received training in how to manage people. The work itself is expected to be routine, not offering much opportunity for growth. The general hypothesis based on the Herzberg et al. model assumes motivators will be referred to more often in the context of job satisfaction and positive events and hygiene factors will be referred to more often in the context of dissatisfaction and negative events. Based on Herzbergs (1966) review of supporting evidence, differences are expected to be at least as high as the smaller frequency. In addition, the general hypothesis is expected to hold for individual motivators and hygiene factors which will be tested for each factor in form of specific hypotheses.

Human Resource Management

What is Human Resource Management?

Human Resource Management (HRM) is the integrated use by an organization of systems, policies and management practices to recruit, develop and retain employees who will help the organization meet its goals. HRM plays an important role in assuring employee satisfaction, improving performance and productivity. This can further an organization's competitive advantage, and directly contribute to the organization's success.

HRM is not just an issue for an organization's HRM department or for HR professionals. It is also the responsibility of leaders and managers, who exercise HR functions with their staff every day. HRM provides managers with skills and tools to enhance their own performance and the performance of their employees. By using these tools and working closely with HR professionals, managers can help build their employees' capabilities and strengthen employee commitment to the organization. This in turn will strengthen individual and organizational performance, and further the organization's ability to meet its goals according to performance objectives and standards.

Why is Human Resource Management important?

An effective HRM system allows organizations to address human resource issues strategically. This helps the workforce deliver high quality health services, despite internal and external challenges to the organization. A strong human resource management system helps organizations prioritize their organizational and business strategies while

effectively managing the changes inherent in health sector reform and decentralization. HRM helps attract and retain competent employees, assists employees and managers in adapting to organizational change, and facilitates the use of technology to determine how and where work is done.

HRM is perhaps one of the most misunderstood, but most important management systems. Employees are an organization's most important asset, as well as its most expensive: personnel costs often consume 70-80% of an organization's budget.

With a strong and equitable HRM system, employees:

receive compensation that reflects their level of responsibility. feel more motivated and understand how their work relates to the organization's mission and values. are more satisfied with their jobs.

With a strong and equitable HRM system, organizations:

are better equipped to achieve their goals. increase the level of employee performance. save costs through the improved efficiency and productivity of workers. improve their ability to manage change.

Important roles that Human Resource Management can play in an organization

At the organizational level, HRM and HR professionals play many important roles. They include:

1.

acting as a strategic partner with senior managers and leaders by aligning HR strategies and practices with overall organizational strategies;

2.

acting as an administrative expert for recruiting and hiring staff, evaluating employee performance, staff development and training, rewarding, supervising and delivering other HR processes that contribute to an organization's smooth operations;

3.

representing and supporting employees; and,

4.

acting as a change agent to prepare employees and implement processes for change within an organization.

At the national level, HRM can help to support and enhance health-sector policies and practices to ensure a workforce whose staff, qualifications and placement are appropriately allocated. Organizations need to be able to accurately predict the HR needs to maintain service delivery and improve access to care and quality of care. Staff training and development are driven by the need to bolster staff skills according to organizational competencies, goals and directions. Relationships with union officials need to be established and well maintained. HRM is responsible for participating in organizational capacity building; instituting new employee incentives; and reshaping HRM policies, processes and procedures, supervision systems and job descriptions.

Performance Improvement through Human Resource Management

A solid HRM system provides the foundation for employee performance improvement. Performance improvement is a process for achieving individual and organizational results by identifying the key elements of strong performance, and then making sure that these elements are in place. Since an organization is a complex system, plans for organizational improvement must address all the different parts of the system, in an integrated way. HRM can help to identify and coordinate different performance improvement interventions, even if they are not directly related to human resource issues. Further, HRM should always be considered an important part of any performance improvement process, to make sure that each management system complements and facilitates the smooth operation of the other.

Using the Human Resource Development Tool

Management Science for Health (MSH) has developed the Human Resource Development (HRD) Tool to assess the following six areas of a HRM system:

1. 2.

Human resource capacity: budgets and staff. Planning: organizational mission and goals.

3.

Personnel policies and practices: job classification system; compensation and benefits system; recruitment, hiring, transfer, and promotion; orientation program; policy manual; discipline, termination, and grievance procedures; relationships with unions; and labor law compliance.

4. 5.

Data: employee data; computerization of data; and personnel files. Performance management system: job descriptions, supervision; and work planning and performance review.

6.

Training: staff training; management and leadership development; and links to external pre-service training.

The use of the HRD tool will help an organization address these six areas in an integrated way. Below are several examples of how the HRD tool has been applied in different contexts.

In Albania, the Ministry of Health, with 24,000 employees nationwide, used the HRD tool to assess its HR capacity before beginning to decentralize management responsibilities for the public health system to the district level. In Zambia, the Society for Family Health, a family planning NGO with 80 employees in five offices used the same tool to assess its HR capacity as part of a strategic organizational effort. And in Bolivia, the Center for Research, Education, and Services, an NGO with 124 employees providing reproductive health services throughout the country, used the HRD tool to plan for strengthening its overall HRM system.

Assessing at your Human Resource Management system

Within your own organization, use the following quiz to begin thinking about some HRM system issues. This will help you start the process of strengthening your organization's HR capacity to improve staff productivity and allow your organization to provide higher quality services to your clients.

Do employees understand how their work specifically contributes to the mission and goals of the organization?

Do employees consider their performance reviews to be a chance to discuss current work, skills and competencies and discuss future professional opportunities?

Are employees routinely considered for openings and promotions within the organization? Do employees understand the policies on salaries and benefits and consider them fair and equitable?

Do employees come to work on time and work productively for the full workday? Is the supervisor's role valued and supported by the organization? Does your organization have a clear system for managing volunteers? Are job descriptions up-to-date and readily available to all employees? Can your organization take on new objectives or tasks with cooperation from everyone? Does your organization have strategies to provide meaningful jobs? Does your organization have a spirit of achievement and high performance? Can your organization engage in long-range planning, knowing that it has or can develop the human resources required?

Do managers spend less than 10% of their time dealing with grievances?

If you answered "yes" or "sometimes" to the questions above, you are to be congratulated! If you answered "no" to many of the questions above, perhaps you should re-examine your approach to HR and consider how to improve it.

Questions that employees frequently ask themselves, concerning their work and workplace, include the following:

Am I being treated fairly? What am I supposed to do? How well am I doing my work? Does my work matter to the organization? How can I develop myself within the organization?

A carefully planned and implemented HRM system addresses these employee concerns, recognizing that they may affect employees and the quality of their performance.

Human Resource Management is every leader and manager's business

Senior leaders and managers need to become "human resource champions" in their organizations, becoming skilled themselves in managing their staff and promoting broader roles for HRM, increasingly pertinent in today's organization. Leaders and managers are responsible for producing results not only for the organization's clients,

donors and investors, but for its employees. To achieve these organizational results, effective management of human resources is essential. Leaders and managers must expect high performance from their employees and at the same time must also provide the necessary resources and support for their employees to achieve it.

People are our greatest asset is a mantra that companies have been chanting for years. But only a few companies have started putting Human Resources Management (HRM) systems in place that support this philosophy. There are a number of challenges in the Indian industry which require the serious attention of HR managers to find the right candidate and build a conducive work environment which will be beneficial for the employees, as well as the organization. The industry is already under stress on account of persistent problems such as attrition, confidentiality, and loyalty. Other problems are managing people, motivation to adopt new technology changes, recruitment and training, performance management, development, and compensation management. With these challenges, it is timely for organizations to rethink the ways they manage their people. Managing HR in the knowledge based industry is a significant challenge for HR managers as it involves a multi task responsibility. In the present scenario, HR managers perform a variety of responsibilities. Earlier their role was confined to administrative functions like managing manpower requirements and maintaining rolls for the organization. Now it is more strategic as per the demands of the industry.

Managing People
In view of the industry dynamics, in the current times, there is a greater demand for knowledge workers. Resumes abound, yet companies still fervently search for the people who can make a difference to the business. Often talented professionals enjoy high bargaining power due to their knowledge and skills in hand. The attitude is different for those who are taking up responsibilities at a lesser age and experience. These factors have resulted in the clear shift in approach to individualized career management from organization career commitment.

Motivating the Workforce

As the competition is growing rapidly in the global market, a technological edge supported by a talent pool has become a crucial factor for survival in the market. Naturally, as a result every organization gives top priority to technology advancement programs. HR managers are now performing the role of motivators for their knowledge

workers to adopt new changes.

Competency Development
Human capital is the real asset for any organization, and this makes the HR role important in recruiting, managing, and retaining the best. The HR department has a clear role in this process and determines the success tempo of any organization. An urgent priority for most of the organizations is to have an innovative and competent HR pool; sound in HR management practices with strong business knowledge.

Recruitment and Training

Recruitment has become a major function from an imperative sub system in HR, particularly in the industry. HR managers play a vital role in creating assets for the organization in the form of quality manpower. Attracting new talent also is a top priority for software companies, but less so for smaller companies. Another challenge for HR managers is to put systems in place to make the people a perfect fit for the job. Skill redundancy is fast in the industry. To overcome this problem, organizations give the utmost priority to training and skill enhancement programs on a continuous basis. Many companies are providing technical training to the employees on a quarterly basis. These trainings are quite useful also in terms of providing security to the employees.

The Trust Factor

Low levels of trust inhibit tacit knowledge sharing in the knowledge based industry. It is essential that Our Company takes more initiatives to improve the security levels of the employees.

Work life Balance Factor

Another dimension to the challenges faced by our company is the growing pace of talent acquisition. This aspect creates with it the challenge of a smoother assimilation and the cultural binding of the new comers into the organization fold. The pressure of delivering the best of quality services in a reduced time frame calls for ensuring that employees maintain a work life balance.

Attrition/Retention of the Talent Pool

One of the toughest challenges for the HR managers in the industry is to deal with the prevalent high attrition levels. Though there is an adequate supply of qualified staff at entry level, there are huge gaps in the middle and senior level management in the industry. Further, the salary growth plan for each employee is not well defined. This situation has resulted in increased levels of poaching and attrition between organizations. The industry average attrition rate is 3035 per cent and could range up to 60 per cent.

Bridging the Demand Supply Gap

HR managers have to bridge the gap between the demand and supply of professionals. They have to maintain consistency in performance and have to keep the motivation levels of employees high, despite the monotonous nature of work. The same also leads to recurring training costs. Inconsistent performance directly affects revenues. Dwindling motivation levels lead to a loss of interest in the job and a higher number of errors.

Employee Satisfaction:
As businesses grow in size and revenue, they face the inevitable challenge of breakdowns in communication between departments and between managers and employees. The lack of consistent communication creates a silo effect between departments, and creates formidable stratification between managers and their team members. Typically, such organizations fall prey to a culture of beaureaucratic top-down communication; while this worked in smaller companies (where much of this communication was face-to-face), todays organizations must discover ways to convert this one-way communication into a bidirectional channel for employees to provide their feedback to management. In order to execute well-informed business decisions, managers need more than a ledger of numbers to understand what is really taking place on the front line. The employees who work day to day with the customers can provide invaluable feedback drawn upon first-hand experience. Encouraging bidirectional communications in this matter can create an organizational culture that breaks down silos and fosters teamwork between management and their staff. This type of employee-centric culture has an effect that extends beyond the internal sphere of an organization it can actually affect a companys bottom line with a direct and noticeable impact on profits. Depending on the industry, this can range from 15- 40%. With that in mind, consider also that it costs 10 times more to hire and train a new employee than it does to retain one.

Furthermore, extensive research has shown that motivated and satisfied employees tend to contribute more in terms of organizational productivity and maintaining a commitment to customer satisfaction. Satisfaction is infectious and it indeed perametres across the employee-customer boundary, where revenue and brand image are continuously at stake. This white paper will demonstrate the significance of employee feedback and how companies can successfully implement a program to positively impact both organizational culture and ultimately bottom line profits. The concept of employee satisfaction has been a focus for research and practice for the last two decades in particular (Greasley, et. al., 2005) and considered to be a critical issue for organizational performance. A number of scholars and management gurus stressed the importance of employee satisfaction and its influences on organizational performance as much as customer satisfaction (Chen, et. al., 2006). The concept of employee satisfaction is a multi-dimensional and inter disciplinary term that has been attracted the attention of researchers and practitioners from different disciplines such as psychology, human resource management, organizational behavior, TQM(Total Quality Management) and so fort. In literature there are a large number of studies that analyze the term from many different perspectives and its relationship with various organizational variables (Lund, 2003). However there is no universal definition of employee satisfaction that exposes all these dimensions at the same time (Bernal, et. al, 2005). Most of the definitions emphasize the importance of employees job-related perceptions that link the expectations of them and what they receive in return. Some researchers focus on the overall job satisfaction or even life satisfaction of employees (Judge, et. al, 2005) whereas some others underline a variety of satisfaction facets such as satisfaction with pay, promotion, supervisor, or co-workers. For example Locke, et. Al (1969) describes job satisfaction a pleasurable or positive emotional state resulting from the appraisal of one's job and job experiences. According to this, employee satisfaction is a function of the perceived relationship between what one wants from ones job and what one perceives it as offering (Locke, 1969). Judge, et. al, (1993), on the other hand, mentions that employee satisfaction is positively correlated with motivation, job involvement, organizational citizenship behavior, organizational commitment, life satisfaction, mental health, and job performance, and negatively related to absenteeism, turnover, and perceived stress and identify it as the degree to which a person feels satisfied by his/her job.

Cranny, et. al, (1992), suggests that employee satisfaction encompasses a lot of different facets. Hence overall employee satisfaction describes a persons overall affective reaction to the set of work and work-related factors whereas the facets of job satisfaction involve workers feelings toward different dimensions of the work and work environment. In contrast, Rousseau (1978) identified three components of employee satisfaction: they are characteristics of the organization, job task factors, and personal characteristics. According to Rousseaus identification the characterization of the organization and the job task factors can be regarded as work factors in job satisfaction, while personal characteristics can be regarded as non-work factors of job satisfaction (Hagihara, et. al,1998). Human Resource Management (HRM) literature underlines the importance of employee satisfaction as well. The relationship between appropriate HRM practices and positive employee attitudes including employee satisfaction, loyalty and productivity have been widely analyzed (Edgar and Geare, 2005). It is also suggested that treating employees as a valuable asset improves their commitment and loyalty which leads to higher performance and quality (Silvestro, 2002). In this study, literature review related to employee satisfaction is briefly discussed in the next section. Research methods including sample and measurement of variables are explained in the third section. Data analysis is introduced to determine the critical factors of employee satisfaction and their influence on overall employee satisfaction. Conclusion is the final section.

COMPANY PROFILE

Eureka ElectroSoft Solutions Pvt. Ltd. (EESPL) is a Multi Domain Organization, covering almost all major trends of modern day technology. From the day of our establishment, we have been constantly widening our horizons and spreading out our feathers to meet the ever increasing demands of our clients.

We feel immense honor to introduce ourselves as one of the leading- Embedded, Telecom, Industrial Automation , Smart Software based Application and Product Development Company in the north Indian hemisphere. We are concerned with electronics and software based stand alone solutions as well as combined integrated solutions termed as "Electrosoft Solutions".

We at EESPL, believe in "Changing ideas into reality..." thus we are committed to convert our customer's ideas into real working applications with the latest technology solutions, in least duration. At EESPL, over the years, we have developed a core competency to maximize the quality & innovation parameter. ...making IT happen Augmentation is a dream virtue of every performer - we at EESPL envisaged on a theme for providing a new epitome of IT solutions in the embedded, Telecom &

Software based Product development services. Our edge right from the start was creating a perceptible differentiation among the plethora of communized IT solutions. EESPL - where progress is a winning habit

Eureka ElectroSoft Solutions Pvt. Ltd. (EESPL) is primarily operating as a registered R & D lab for the development and conception of Advanced Automation related software and hardware solutions. Our expertise includes electronics and software based stand alone solutions as well as combined integrated solutions termed as Electrosoft Solutions. At EESPL over the years we have developed a core competency to maximize the quality & innovation parameter while working on any task. Our proven values have made us as a prime leader in providing customized solutions.

It is our stiff endeavor to amplify our clients viewpoints and to carve up their thoughts. This in turn is

transformed into factual scenario working models with a collection of prime technological aspects. All this is and much more in the shortest turnaround period.

EESPL the background and essence of operations

The year 2002 witnessed the birth of a visualization which was to impart economy with a pinnacle swiftness of innovation in contemporary Industrial IT Solutions. There came EESPL and a new chapter of imparting excellence in IT techniques came into subsistence.

That was the foundation and today the road voyaged by EESPL encompasses years of reliance, accomplishments and above all unlimited bonds. The bonds that speak for themselves, the relationships that reflect factual progress. Triumph at EESPL is defined as the never ending smile on our dear customers face. At EESPL we do not impart conception, we create endearing teams.

VISION & MISSION

Our corporate vision is to provide a fully functional IT platform to all complex tasks thereby inducing a greater sense of effectiveness and to consistently create value for money, by providing solutions which enable our customers to achieve excellence and sustainable competitive edge.

Mission Target Our mission statement is to provide endearing technologies of future in the present era and for that we are committed to develop innovative and the most valuable solutions to our customers as our motto is "Changing Ideas into Reality".

Indulging within Minds, Imparting Technologies Understanding the pulsation of a customer forms our principal challenge. Assurances that mean results, efforts that capitulate advancement and outcomes that move imaginings form the spirit of our day after day working. Timeliness is of chief value to us and understanding the modern day race for time, we deliver the maximum in minimum and that too with precision. Our approach of operation also constitutes of a dedicated Registered Research and Development lab to make available the final deliverables with thread bare technologies. Our precedence is often devised on the scale of our customer's desires. After carefully analyzing on the need based approach we craft a well planned set of operations each fragment is build with an in depth focus on customer's requirements.

OUR CORE VALUES

Innovation Flexibility is the key to our offerings, and intrinsic to this flexibility, is the spirit of Innovation that we bring to our products and services - from the very first stage of design to implementation and customer support. Competence at EESPL we always pride ourselves on the vision, skills, expertise and professionalism of our team. Our team members make use of their keen Competence to foresee industry trends and meet demanding customer needs. And the working of their collective minds in a highly supportive environment ensures that our products and services retain a competitive edge at all times. Quality Objectives Quality forms the basis of our work culture. To impart the right and the leading technology, we follow the most rigorous norms. Each of our product stage goes through multi check points. Every possible situation is thought of and a remedial action is built in. The presence of our dedicated Quality Analysis team makes sure that the minutest details are met with precision. We fully understand the global quality perspective and we follow in tandem with the same. Quality Testing Extensive industry exposure, expanded skills and comprehensive experience in executing key projects for reputed global companies enable us to bring world-class technology, true-value professional expertise & immense knowledge of successful project management. Quality Assurance is one of the key focus areas and once a solution is developed, our Software Testing Team steps in to perform the rigorous rituals, required to deliver a robust, flawless product/application. Software testing at Olive is performed at several points in the Software Development Life Cycle (SDLC), as an application is constructed component by component into a functioning system. Our qualified testers carry out intense testing for bugs and flaws and fix the same - all within the strictest time frame.

FACULTY DETAILS
The main asset and strength for an Educational Organization is its FACULTY. Without Good faculty there is no use of the well maintained infrastructure. Teacher should be full of ideas instead of stuffed with theoretical facts. Ideas can only grow in your mind when you will not have a conceptual gap between the theoretical and the practical aspects of the technology. There is a common quote. The mediocre teacher tells. The good teacher explain. The superior teacher demonstrates. The great teacher inspires

So for being a great teacher, demonstration and inspiration, both are required. A trainer should be technically qualified and gifted enough in the ability to present the information, which is only possible if you have technical work experience with the real time applications.

At EEAST we believe that the person having exposure to the real time technology and product development can guide the students better so the training and the development team in our company is the same. Our developers, those are working for industrial and R&D projects, themselves provide training to the students. Most of them have work experience of years and have worked over the most critical industrial projects and problems. So they can guide you in a better way as compare to somebody that has a master's degree, but has never worked a day in their life in the real world.

Advantages( Developer as a trainer ) :

1. More clarity to the real time aspects of the technology. 2. Reduced time to cover the doubts and queries. 3. Chance for students to share the experience of experts. 4. Direct exposure to students with technical tips & tricks. 5. Ability to tackle the problems by the most advanced and accurate way.

SERVICES

EUREKA ELECTRONICS & EMBEDDED SOLUTINS (ECS)

.... Mastering the art of aptness Electronic product design is the result of integrated proficiency covering both the software and the electronic/hardware design facets. With our proficient Design Centre on the anvil, a panel of devoted experienced engineers works as a team to provide a highly receptive and customized service solutions. Each perspective of customer service is performed with paramount flawlessness thereby inducing a path full of aptness. At Eureka Electronics & Embedded Solutions (E3S) order goes hand in hand with the final conclusion. We very well understand the throb of the client and it is our primary intent to form a cohesive plan of action. Understanding on a common platform with the client forms the chief medium of our achievement.

Component of our projects work

Putting able brains to work 1. Changing simple ideas into real Products 2. Enhancing the performance aptitude of existing products 3. In depth investigations into offered technologies 4. Testing & Verifications of numerous assignments

The Execution Schedule

Implementing the knowledge minds What we require is simply a brief of the requirements, which can be documented or can be the result of an able discussion. The upshot of the same is a firm proposal from our side which is entirely free of cost.

EUREKA TELECOM & INFRASTRUCTURE SERVICES

Connecting Emotions Our venture into the turf of Telecom Network Services has been under the aegis of Eureka Telecom Solutions. Our principal focal point in this sphere is to fuse diverse expertise for catering to Telecom Networking, Communication & Infrastructure maintenance needs of globally distributed Enterprises and Telecom Carriers (GSM & CDMA).

Our laurels in segment sector include associations with variety of renowned Telecom players such as SPICE, VODAFONE, RELIANCE, ERICSSON, SIEMENS, NOKIA and ZTE. On the offerings are telecom site installation and commissioning, BSC & Trans coder Installation & Commissioning, BSS support and Maintenance, Installation of MSC's, Electrical resourcing and installation. In addition to above utilities, we are also diligently developing hardware and software based automation gear for TELECOM sector.

EUREKA SMART SOFTWARE SOLUTIONS

Placing thought into implementations Software Development at E3S forms a perceptible and exceedingly expertized service which gratifies to the requirements of landmark technology projects for software companies and large enterprise clients. The spotlight of this function is to generate a eminent conception with faster time to-market and condensed engineering costs. Working hand in glove with our clientele, their personalized wants for product development projects are met with absolute knack.

Another pioneering concept envisaged by E3S is the provision of software architecture analysis to make certain the solution being offered can be capably designed, developed and supported. E3S proficiency extents to various industry facades and technology spectrums. Our association with customers inculcates an innovative wave of product development which in turn creates intelligent solutions that drastically cut down operating costs.

All this momentum adds to greater induced efficiency. Some real life technologies covered by us in software development are: Desktop and Web applications, Client/Server based applications, Telecom related software tools development, Biometric based identification and account solutions, RFID based applications, Biomedical Viewers and related software development, Image processing and enhancement tools, GSM/CDMA based bulk SMS alerting systems, Reengineering and Migration etc.

EUREKA EMBEDDED & SMART SOFTWARE TRAINING

PREPARING THE VISOPNARIES OF TOMORROW ......TODAY Right from origin Eureka Electrosoft Solutions emerged as a futurist leader in industrial, corporate training and engineering project assistance. Covering the grounds of embedded and advanced software technologies it was aptly christened as ElectroSoft Embedded & Advanced Software Technologies (EEAST). EEAST is a name to reckon with for the engineering project guidance workshops and trainings. In trainings the foremost emphasis is laid on covering the gap between the theoretical and real practical aspects of the technology.

What is done by mind is seldom forgotten, but, what is done by hand is remembered a lifetime. Based on this principle our Training & Project oriented workshops create a foundation of real time project based culture. All this goes a long way in creating learning by doing methodology wherein the wisdom is mastered perfectly.

Since the invention of copious training kits and development boards is completely in-house, hence there is no dearth of functional training resources. Provision flexible training modules ranging from one month to six months durations, provide a success oriented launce pad. Each module is carefully crafted to nurture the students with practical aspects as well as the theoretical concepts which they have harvested during the general curriculum process. In campus and corporate trainings also form the serviceable phase of EEAST.

HUMAN RESOURCES & TURNKEY SUPPORT

Solutions Fostering Proficient Intellect Todays contemporary industry requires dexterous wits to work on extensive global dares. We fully recognize the types of individuals required for high end IT programmers. Human resources form the base of every organization and we also have a share in putting weight to this base. We provide capable man power in fine execution of complied IT programmers. Noted professionals from various fields are on our database, hence we have distinguished corporate, like Vodafone and Spice Telecommunications on our client list. Benefits to an operator 1. Prompt deployment of resources 2. Complete Complaint With Local Work Regulations 3. Provision of unrestricted series of skills 4. Existence of Skilled Consultant with Training Precise Equipment & Software. The alternative also exists wherein the entire project can be executed by us on turnkey basis. Examples of turnkey work we provide are Line Of Sight Survey, RF and TR Planning, Pre-Bid and Swap-outs.

EUREKA PROJECTS KITS & SPARES

For an Uninterrupted Performance & Adept Learning EEAST is today a well trusted partner of thousands of hobbyists, OEMs, Colleges, schools, repair shops and Government Organizations for electronics kits and spares. Our wide range of stock comprises of everything ranging from electronics components to test instruments and extending to educational kits.

Principally we deal in Project oriented Hardware kits, Robotic kits, Device Programmers, Development Boards, Software tools, Components etc. These inventive kits are of leading advantage for engineering students from all branches. Their projects can be developed with simplicity using these kits as they are very undemanding to grasp and employ. Component resourcing for the students at their own places with the minimum market cost is also undertaken by us.

Theoretical Background and Literature Review

Introduction
In order to present the underlying theoretical and methodological rationale for this study, this chapter looks at the literature on HRM practices, their outcomes, impact of HRM practices on firm performance and the relationship between HRM practices, their outcomes and organizational performance. For this purpose, theories associated with impact of HRM practices on organizational performance have been explored through extensive review of books, articles and web pages.

Human Resources (HR) and Human Resource Management (HRM)

Armstrong M (2006) defines Human Resource Management (HRM) as a strategic and coherent approach to the management of an organizations most valued assets - the people working there who individually and collectively contributes to the achievement of the objectives. HRM involves all management decision and practices that directly affects the people, or human resources, who work for the organization.

Figure: The Human Resource Cycle

Rewards

Selection

Performance Management

Performance

Development

Wright, McMahan, and McWilliams (1994) distinguished between an organizations human resources (the skilled and experienced employees) and human resources systems. They argued that an organizations human resources have a greater potential to generate value on a sustainable basis. But to create value, the human resources must exhibit high levels of skill and the willingness, motivation, and commitment to exhibit productive behaviour that are generated by the human resource practices. Thus, HRM practices elicit some behavioural outcomes in addition to the improvement of skills and abilities of employees. Barney (1991) argued that human resources can provide a source of sustained competitive advantage when four basic requirements are met, that is, through valuable, rare, inimitable and well organized human resources. As a result, it is important that a firm adopts human resource management (HRM) practices that make best use of its employees. Pfeffer (1998) proposed that seven HRM practices: employment security, selective hiring of new personnel, selfmanaged teams and decentralization of decision making as the basic principles of organization design, comparatively high compensation contingent on organizational performance, extensive training, reduced status distinctions and barriers, including dress, language, office arrangements, and wage differences across levels, extensive sharing of financial and performance information throughout the organization are characteristic of successful organizations. Currently, organizations have been faced intensity of competition that increases day by day. Hence, managers must be on constant lookout for ways to maximize the utilization of human resources for improving organizational performance.

Human Resource Management System

Lado and Wilson (1994) define HRM system as a set of distinct but interrelated activities, functions, and processes that are directed at attracting, developing, and maintaining (or disposing of) a firms human resources. In addition, it can be defined as as an organizational capability which involves the strategic integration of the set of HR activities, functions and processes: selection, training, appraisal, promotion and compensation, carried out to attract, develop and maintain the strategic HR that allow the firm to achieve its goals. Dessler (1994) categorizes HRM systems according to five activities: selection, training, compensation, labour relations and employee security. A human resource system increases organizational performance, develops and maximizes an organizations abilities (Huselid, 1995; Becker & Gerhart, 1996), and contributes to continue competitive advantage of the organization (Lado & Wilson, 1994). Thus, a good HRM system consists of a coherent set of practices that enhance employee skills and abilities, provide information, empowerment and participation in

decision-making, and motivation (Pfeffer, 1998; Applebaum et al., 2000). It is accepted that HRM activities may affect organizational performance either directly or indirectly through HRM outcomes. Petra & Juan (2004) proposed a model based on their main hypothesis that human resources constitute a source of competitive advantage. This model also considers that know how to establish a HR system that incorporates HR policies and practices in order to create and maintain the strategic human capital could have a sustainable competitive advantage. The model is presented in figure. Figure - A Strategic Model of Human Resource Management

ORGANIZATIONAL CAPABILITIES

HUMAN RESOURCE SYSTEM HR policies and practices

HUMAN CAPITAL BASE (Employees)

CONDITIONS TO ACHIEVE THE COMPETITIVE ADVANTAGE Heterogeneity Imperfect mobility Ex- post limits Competition Ex-ante limits competition

HRM Practices and Firm Performance

An analysis of prior research works on HRM has identified some immediate effects of HRM practices, known as HRM outcomes. The HR outcomes are, in turn, expected to explain some of the variance in firm performance. Such HRM outcomes include knowledge, skill and abilities or competence (Beer et al., 1985; Schuler, 1989; Barney, 1991; Pfeffer, 1994; Lado and Wilson, 1994 Becker et al., 1997; Lengnick-Hall and Lengnick-Hall,1999; Sandberg, 2000), teamwork (Beaumont, 1993), cost effectiveness (Beer et al., 1985), motivation (Pfeffer, 1994; Schuster, 1998), organizational commitment (Beer et al., 1985; Putti et al., 1989; Beaumont, 1993; Ulrich, 1997; Storey, 1997; Yeung and Berman, 1997), behaviour (Schuler, 1989; Jackson et al., 1989; Morrison, 1996; Rucci et al., 1998), flexibility (Beaumont, 1993; Pfeffer, 1994; Storey, 1997)and customer orientation (Storey, 1997). Empirical research studies have found a significant relationship between HRM practices and organizational outcomes such as employee turnover HR practices are the levers or mechanisms through which employee skills can be developed (Park et al., 2003). Human resource practices are the primary means by which firms can influence and shape the skills, attitudes, and behaviour of individuals to do their work and thus achieve organizational goals (Martinsons, 1995; Collins & Clark, 2003). HR practices are designed to improve the knowledge, skills, and abilities of employees; boost their motivation; minimize or eliminate loitering on the job; and enhance the retention of valuable employees. Those practices consist of employee recruitment and selection procedures; incentive compensation and performance management policies; and extensive employee training, participation and involvement in decisionmaking. According to Harel and Tzafrir (1996), HRM activities can influence an organizations performance throughimprovement of employees skills and quality (selection and training) and through the increase of employee motivation (incentive compensation). HRM practices enhance organizational effectiveness and performance by attracting, identifying, and retaining employees with knowledge, skills, and abilities, and getting them to behave in a manner that will support the mission and objectives of the organization. Thus, the effectiveness of HRM practices depends on how it creates the appropriate attitudes and behaviours in employees, in addition to its implementation. HRM practices influence employee skills through the acquisition and development of a firms human capital. Human capital corresponds to any stock of knowledge or characteristics the worker has (either innate or acquired) that contributes to his or her productivity. Recruiting procedures that provide a large pool of qualified applicants will have a substantial influence over the quality and type of skills that new employees possess. Providing formal and informal training experiences, such as basic skill training, onthe-job experience, coaching, mentoring, and

management development, can further influence employees development. HRM practices can influence employee skills through the use of valid selection methods to hire appropriately skilled employees and through comprehensive training to develop current employees. Even high skilled workers will not perform effectively if they are not motivated. Managers can use HRM practices for the motivation of employees to work both harder and smarter. The HRM practices, systems or strategies have often been referred to as high-involvement or high-performance work practices (Moses A., 2004). No one has consistently defined, or even uniformly named High Performance Work Practices HPWPs (Becker & Gerhart, 1996; Delaney & Goddard, 1997; Wood, 1999; Baker, 1999). They have been called high performance work systems, alternate work practices, and flexible work practices (Delaney & Goddard, 2001). Despite the name variances, many of these programs share common elements including rigorous recruitment and selection procedures, incentives based upon performance, and extensive training programs focused on the needs of the business (Becker et al., 1997). The widely accepted theoretical basis for the relationship between human resource management and organizational performance is the high-performance work system framework provided by Appelbaum et al. (2000). At the core of a high-performance work system, according to Appelbaum etal., is an organization that enables non-managerial employees to participate in substantive decisions. The highperformance work system also requires supportive human resource practices that enhance worker skills and that provide incentives for workers to use their skills and participate in decisions. Although high performance work practices (HPWPs) have often been touted as being good for both employers and employees, these practices require significant investments in human capital via training, coordination of initiatives, and time for managerial and employee input. Because of the large investment in human capital, the value of these practices may be lost if the investment is not offset by increased efficiency and effectiveness. Many researchers argued that while high performance HRM increases a companys productivity and profits (e.g.,Ichniowski, Shaw and Prennushi, 1997), the effect is even more pronounced when complementary bundles are used together (e.g., Ichiniowski et al, 1997; Hoque, 1999). Literature demonstrates that three approaches have been used by the researchers to examine the link between HRM practices and performance. They are the contingency, configurational and universalistic approaches (Delery and Doty, 1996). The contingency approach posits that the impact of an organizations HRM practices is contingent on its consistency or fit with other activities (e.g., strategic choice, employee attitudes, type of industry, country characteristics, etc.) in the organization or its environment. From the behavioural point of view, the contingency approach asserts that there is a unique set of employee attitudes and behaviours that are required to

implement an organizations strategies successfully (Truss, 2001). According to the configurational approach, HRM practices should be bundled or designed to achieve both horizontal and vertical fit to be most effective. Horizontal fit refers to the implementation of internally consistent bundles of HRM practices, while vertical fit refers to the harmony of the HRM practices with other organizational characteristics (Arthur, 1994; Delery and Doty, 1996; Khatri, 2000). Thus, the effectiveness of any HRM practice is dependent on its relationship with other HRM practices; they cannot be used as stand-alone practices (Truss, 2001). The universalistic approach argues that there is a fixed set of best HRM practices that can create value in different situational environments (e.g., cultural, economic, etc.) and that organizations facing the same conditions should adopt a similar mix of HRM practices (Pfeffer, 1994; Ichniowski and Shaw, 1999). From theoretical and empirical perspectives, it is important to investigate the association between HRM practices and firm performance. Several models and a large body of researches have documented to explore the link between human resource management and organizational performance (Hiltrop, 1996). Most of the researchers have paid their attention to the manufacturing sector. (e.g. John P.M.,1995, Jayanth J et al, 1999). These theoretical and empirical studies have generally focused on HRM practices within Western organizations. Findings from a number of empirical studies that have been conducted to test the relationship between HRM and performance indicate that high commitment and/or high involvement HRM practices have a positive impact on firm performance (e.g. Arthur, 1994; MacDuffie, 1995; Huselid, 1995; Youndt et al., 1996; Koch and McGrath, 1996, Huselid, 1997; Ngo et al., 1998; Kaman et al., 2001; Bartel, 2004; Stavrou and Brewster, 2005; Wright et al, 2005). Research focusing on the firm-level impact of HRM practices has become popular among researchers. (for reviews, see Appelbaum and Batt, 1994; Berg et al., 1994; Ichniowski et al., 1994; Wagner, 1994; Huselid, 1995; Kaman et al.,2001; Bartel, 2004; Stavrou and Brewster, 2005; and Wright et al, 2005). During the past 10-20 years, how HRM practices affect organizational performance has become a crucial issue .The literature includes studies that focus on the performance effects of specific HRM practices, such as training (Bartel, 1994; Knoke & Kalleberg, 1994) and information sharing (Kleiner & Bouillon, 1998; Morishima, 1991), and research that examines the influence of systems of such practices on organizational outcomes (Huselid & Becker, 1994; Ichniowski et al., 1994; Huselid, 1995; MacDuffie, 1995). Researchers investigating relationships between HR practices and firm performance, however, they have operationlized HR practices in several different ways. For example, some researchers have examined only one HR practice(e.g. Staffing practices: Terpstra and Rozell, 1993;Nicholas, 2005, Compensation practices: Ivan et al, 2005, Training practices: Nguyen et al, 2008),

while other researchers have viewed HR practices as control systems and have therefore focused on compensation, incentive and reward systems (Snell, 1992; Koch & McGrath, 1996; ). Compensation, the core of the employment relationship (Ehrenberg and Milkovitch, 1988, p. 87), is the most intensively studied HR practice (e.g. Salter, 1973; Chakravarthy and Zajac, 1984; Ehrenberg and Milkovitch, 1988; Balkan and Comez-Mejia,1990). However, HR practices may be interdependent. Social science literature provides some theoretical and empirical support for this expectation. Wright and McMahan (1992) argued that researchers should examine bundles of HR practices and their collective effect, rather than the effect of isolated HR practices, on firm performance. As Peck (1994) noted, human resource activities are interdependent, and as a whole they generate certain outcomes for the firm. Further, a study by MacDuf (1995) provides support for such arguments as they found that bundles of HR practices were significantly related to workers productivity and firm financial performance. Huselids (1995) approach also involved the combination of HRM practices, combining a number of practices into High Performance Works Systems. Factor analyzing 13 HRM practices he identified two factors, employee skills and organizational structures and employee motivation. He found that these were significantly related to turnover, organizational productivity and financial performance. Although some studies have established positive associations between consistent bundles of HRM practices and organizational performance, they have found that not all bundles have an equal impact on a firms performance. Several researches have studied the effect of certain individual HRM practices on firm performance (e.g. Delaney and Huselid, 1996; Koch and McGrath, 1996) or the overall use of high-performance HRM practices (Huselid, 1995; Koch and McGrath, 1996; Huselid et al., 1997). Findings of these studies indicate a positive relationship between high performance HRM practices and organizational performance outcomes or financial performance/market value. However, there is no clear list of 'high-performance HRM practices' (Pfeffer, 1995; Becker and Gerhart, 1996; Guest, 1997). Figure(c) shows one of the most elaborated models linking HRM and performance as proposed by Wright and Nishii.

Figure: Links between HR policy and practice, employee experiences and responses and various outcomes.

Intended policies

Actual practices

Practices as experienced

Employee outcomes

Employee reactions

Unit level Outcome

There are a number of HR practices that could be tested in connection with employee performance. Huselid (1995) used eleven HRM practices in his study which are personnel selection, performance appraisal, incentive compensation, job design, grievance procedures, information sharing, attitude assessment, labor management participation, recruitment efforts, employee training and promotion criteria. Teseema & Soeters (2006) have studied eight HR practices and their relationship with perceived employee performance. These eight practices include recruitment and selection practices, placement practices, training practices, compensation practices, employee performance evaluation practices, promotion practices, grievance procedure and pension or social security. A number of studies have shown similar positive relationships between HR practices and various measures of firm performance. For instance, MacDuffie (1995) found that bundles of HR practices were related to productivity and quality in his sample of worldwide auto assembly plants. Moreover, a developing body of research has reported positive associations between firm-level measures of HRM systems and organizational performance (CutcherGershenfeld, 1991; Arthur, 1994; Huselid & Becker, 1994; Ichniowski, Shaw, & Prennushi, 1994; Huselid, 1995; MacDuffie, 1995). Delery and Doty (1996) found significant relationships between HR practices and the reported accounting profits among a sample of banks. Youndt, Snell, Dean, and Lepak (1996) found that among their sample of manufacturing firms, certain combinations of HR practices were related to operational performance indicators. Recently, Guthrie (2001) found that their HR practices were related to turnover and profitability. Paul A.K and Anantharaman R. N (2003) have found that not even a single HRM practice has direct causal connection with organizational financial performance. At the same time, it has been found that each and every HRM practice under study has an indirect influence on the operational and financial performance of the organization. HRM practices such as extensive training, employee development, compensation systems, rigorous recruitment and selection processes, have been found to have a positive relationship with firm performance (Terpstra and Rozell, 1993; Bartel, 1994; Chiu et al., 2002). Further, HRM practices such as training, job design, compensation and incentives directly affect the operational performance parameters, viz., employee retention, employee productivity, product quality, speed of delivery and operating cost. More recently, a number of researchers have reported that HR practices are positively linked with organizational and employee performance (e.g. Guest, 2002; Harley, 2002; Gould-Williams, 2003; Park et al., 2003; Wright et al., 2003; Tessema and Soeters, 2006). It is very much predominantly clear to us that employee satisfaction has a deep impact on parameters concerning organization like for instance productivity, quality, performance Etc. Understanding how employee satisfaction

really and actually impacts a industry is a multifaceted job due to variability and the diversity of parameters involved such as norms, values, customs, civilization, ethics, styles, requirement, behavior, environment, scope, psychology, religion Etc. Several of the researchers, philosophers, theorists, industrial figures, scientists have presented various concepts that explain how employee satisfaction affects organizations success, revenue, effectiveness, efficiency, quality and other parameters. Various studies conducted by various researchers have been carefully interpreted and understood before proceeding with the research in this chapter. Researchers that have worked on employee satisfaction have presented diverse ideas for organizational improvement. It cannot be assumed that one idea is acceptable over another. Each philosophy has its own strengths and flaws. In order to carry out an effective research, the superlative ideas from various researchers have been combined together in order to comprehend the dynamics of employee satisfaction in EESPL in an effective manner. Insight into, the ideas of various researchers help in understanding which satisfaction parameters should be studied as a top priority in order to study the existing employee satisfaction and which parameters should be addressed for improvement in employee satisfaction.

DATA INTERPRETATION & ANALYSIS

DATA ANALYSIS AND INTERPRETATION

I). Departments in which employees work in:
Table 1: Departments

Serial No. 1 2 3 4 5 6 7 Total

Figure1:

Department Embedded System Telecom Automation Software HR Finance Sales/Marketing 7

No.of Employees 10 3 3 10 1 1 2 30

No.of Employees
12 10 8 6 4 2 0 Automation Sales/Marketing Telecom Software Embedded Finance HR

NO.OF EMPLOYEES

Analysis & Interpretation:

From the above table and fig. on X-axis, it shows number of employees and on Y-axis, it shows number of departments in the company. In Embedded system, there are 10 employees ; in Telecom there are 3 employees; in Automation there are 3 employees; in Software development there are 10 employees; in Human Resource(HR) & Finance there is only 1-1 employee in both departments and in Sales/ Marketing there are 2 employees in the company. Total number of employees in the company are 30.

II). Duration of Woking in the Company: Table 2:

No. of Years Less than 6 months 6 months to 1 year 1 year to 2 years 3 years to 5 years More than 5 years
Figure2:

No. of Employees 6 15 6 3 0

3 years to 5 years 10%

No. of Employees More than 5

years 0%

1 year to 2 years 20%

Less than 6 months 20%

6 months to 1 year 50%

Analysis & Interpretation:

From the above table and fig. it was found that 20% of employees are working from less than 6 months; 50% of employees are working from 6 months to 1yr. and 20% of employees are working from 1yr to 2yrs.

III). To know Employees are satisfied: Table 3:

Options Dissatisfied Somewhat Dissatisfied Neutral Satisfied Very Satisfied N/A

Figure 3:

No. of Employees 0 0 6 20 4 0

No. of Employees
N/A Dissatisfied 0% 0% very satisfied 13%

Some what dissatisfied 0%

neutral 20%

satisfied 67%

From the above table and fig. it was found that 13% of employees are very satisfied; 20% are neutral; 67% of employees are satisfied and no employee is dissatisfied.

IV). Commitment: Table 4:

Options Fully Committed Somewhat Committed Not Sure Prefer Not To Remain

No. of Employees Committed 10 10 10 0

Figure 4:

Prefer Not To Remain 0%

No. of Employees Committed

Not Sure 33%

Fully Committed 34%

Somewhat Committed 33%

Analysis & Interpretation:

From the above table & fig. it is clear that 33% of employees are not sure; 34% of employees are fully committed to a long term career at EESPL; and 33% of employees are somewhat committed to long term career at EESPL.

V). Rate job at EESPL in each of the areas below: 1. Excellent 2. Good 3. Average 4. Poor 5. Very Poor a). Having need to do your job: Table 5(a):

Options Excellent Good Average Poor Very Poor

Figure 5(a):

No of employees 14 7 8 1 0

No of Employees
Poor 3% Very Poor 0%

Average 27%

Excellent 47%

Good 23%

Analysis & Interpretation: From the above table & fig. it is clear that 27% of employees need to do their job at a average rate; 47% rates excellent; 23% rates good and 3% rates poor to the committed to the long term career at EESPL.

b). Ability to have an impact: Table 5(b):

Options Excellent Good Average Poor Very Poor

Figure 5(b):

No. of Employees 6 16 8 0 0

No. of Employees
Poor 0% Very Poor 0%

Average 27%

Excellent 20%

Good 53%

Analysis & Interpretation: From the above table & fig. it is clear that 27% of employees rates average; 20% rates excellent; and 53% rates good to have an impact.

c). Receiving supervision and feedback: Table 5(c):

Options Excellent Good Average Poor Very Poor

Figure 5(c):

No. Of Employees 5 15 10 0 0

Poor 0%

No. Of Employees

Very Poor 0%

Average 33%

Excellent 17%

Good 50%

Analysis & Interpretation: From the above table & fig. it is clear that 33% of employees receive supervision and feedback at a average rate; 17% rates excellent; 50% rates good to receive supervision and feedback.

d). On the job training: Table 5(d):

Options Excellent Good Average Poor Very Poor

Figure 5(d):

NO. Of Employees 4 16 9 1 0

No. of Employees
Poor 3% Very Poor 0%

Excellent 13% Average 30%

Good 54%

Analysis & Interpretation: From the above table & fig. it is clear that 30% of employees at a average rate; 13% rates excellent; 54% rates good and 3% of employees rates poor to receive on the job training.

e). Opportunities for personal development: Table 5(e):

Options Excellent Good Average Poor Very Poor

Figure 5(e):

No.of Employees 7 13 9 1 0

No.of Employees
Poor 3% Very Poor 0%

Average 30%

Excellent 23%

Good 44%

Analysis & Interpretation: From the above table & fig. it is clear that 30% of employees at a average rate; 23% rates excellent; 44% rates good and 3% of employees rates poor to opportunity for the personal development.

f). Opportunity for the advancement: Table 5(f):

Options Excellent Good Average Poor Very Poor

Figure 5(f):

No. of Employees 2 18 10 0 0

No. of Employees
Excellent 7% Poor 0% Very Poor 0% Average 33%

Good 60%

Analysis & Interpretation: From the above table & fig. it is clear that 33% of employees at a average rate; 7% rates excellent; 60% rates good to opportunity for advancement.

g). Teamwork within departments: Table 5(g):

Options Excellent Good Average Poor Very Poor

Figure 5(g):

No. of Employees 8 8 13 1 0

No.of Employees
Poor 3% Very Poor 0% Excellent 27% Average 43% Good 27%

Analysis & Interpretation: From the above table & fig. it is clear that 43% of employees at a average rate; 27% rates excellent; 27% rates good and 3% of employees rates poor to teamwork within departments.

VI). Rate the following dimensions: 1. Excellent 2. Good 3. Average 4. Poor 5. Very Poor a). Caring about Employees: Table 6(a):

Options Excellent Good Average Poor Very Poor

Figure 6(a):

No. of Employees 13 10 7 0 0

No. of Employees
Very Poor 0% Poor 0%

Average 23% Excellent 44%

Good 33%

Analysis & Interpretation: From the above table & fig. it is clear that 23% of employees at a average rate; 44% rates excellent; 33% rates good to caring of employees.

b). Attracting high quality employees: Table 6(b):

Options Excellent Good Average Poor Very Poor

Figure 6(b):

No. of Employees 4 18 7 1 0

No. of Employees
Poor 3% Very Poor 0%

Average 23%

Excellent 14%

Good 60%

Analysis & Interpretation: From the above table & fig. it shows 23% of employees represents it at a average rate; 14% rates excellent; 60% rates good and 3% rates poor to attracting high quality employees.

c). Retaining high quality Employees: Table 6(c):

Options Excellent Good Average Poor Very Poor

Figure 6(c):

No. of Employees 5 12 13 0 0

No. of Employees Very Poor

Poor 0% 0% Excellent 17% Average 43%

Good 40%

Analysis & Interpretation: From the above table & fig. it shows 43% of employees represents it at a average rate; 17% rates excellent; 40% rates good to retaining high quality employees.

d). Teamwork across department: Table 6(d):

Options Excellent Good Average Poor Very Good

Figure 6(d):

No. of Employees 5 15 10 0 0

No. of Employees
Very Good Poor 0% 0%

Average 33%

Excellent 17%

Good 50%

Analysis & Interpretation: From the above table & fig. it is clear that 33% of employees at average rate; 17% rates excellent; and 50% rates good to teamwork across departments in the company.

e). Valuing Diversity: Table 6(e):

Options Excellent Good Average Poor Very Poor

Figure 6(e):

No. of Employees 3 11 13 3 0

No. of Employees
Very Poor 0%

Poor 10%

Excellent 10%

Average 43%

Good 37%

Analysis & Interpretation: From the above table & fig. it is clear that 43% of employees at average rate; 10% rates to excellent; 37% rates to good and 10% rate to poor to valuing diversity.

f). Providing quality of products and services: Table 6(f):

Options Excellent Good Average Poor Very Poor

Figure 6(f):

No. of Employees 6 12 12 0 0

No. of Employees
Very Poor Poor 0% 0%

Excellent 20% Average 40%

Good 40%

Analysis & Interpretation: From the above table & fig. it is clear that 40% of employees at average rate; 20% rates to excellent; and 40% rates to good to providing high quality of products and services by the company to the customers

VII). Working Environment: Table 7:

Options Participative Autonomy Unusuall Red Tapism

Figure 7:

No. of Employees 24 6 0 0

No. of Employees
Unusuall 0% Red Tapism 0%

Autonomy 20%

Participative 80%

Analysis & Interpretation: From the above table & fig. it represents 20% of environment is influenced by autonomy and 80% of environment is influenced by participative type in the company.

VIII). Work is assigned according to skills and qualification to the Employees:

Table 8:

Options Yes No
Figure 8:

No. of Employees 29 1

No. of Employees
No 3%

Yes 97%

Analysis & Interpretation: From the above table & fig. it represents 3% of work is not according to their skills and qualification and 97% is according to the skills and qualification of the employees in the company.

IX). Are Employees satisfied with the top management? Table 9:

Options Yes No
Figure 9:

No. of Employees 27 3

No.of Employees
No 10%

Yes 90%

Analysis & Interpretation: From the above table & fig. it represents 10% of employees are not satisfied with top management and 90% of the employees are satisfied with top management in the company.

X). Satisfied with working hours at EESPL: Table 10:

Options Yes No
Figure 10:

No. of Employees 26 4

No. of Employees
No 13%

Yes 87%

Analysis & Interpretation: From the above table & fig. it represents 13% of employees are not satisfied with the working hours at EESPL and 87% of the employees are satisfied with the working hours at EESPL.

XI).Have necessary authority to perform duties effectively: Table 11:

Options Yes No
Figure 11:

No. of Employees 27 3

No. of Employees
No 10%

Yes 90%

Analysis & Interpretation: From the above table & fig. it represents 10% of employees are not committed that they dont have necessary authorities to perform their duties effectively at EESPL and 90% of the employees are committed that they have necessary authorities to perform their duties effectively at EESPL.

XII). Organization organize any counseling programs for the employees: Table 12:

Options Yes No
Figure 12:

No. of Employees 17 13

No. of Employees

No 43% Yes 57%

Analysis & Interpretation: From the above table & fig. it represents 43% of employees are not committed that an organization does not organize any counseling programs for the employees at EESPL and 57% of the employees are committed that an organization organize any counseling programs for the employees at EESPL.

XIII). Desired work/ targets are accomplished: Table 13:

Options Yes No

No. of Employees 26 4

Figure 13:

No. of Employees
No 13%

Yes 87%

Analysis & Interpretation: From the above table & fig. it represents 13% of employees are not appreciated that desired work/ targets do not accomplished at EESPL and 87% of the employees are appreciated that desired work/ targets accomplished.

XIV). Involvement of employees in the management decisions: Table 14:

Options Yes No

No. of Employees 28 2

Figure 14:

No. of Employees
No 7%

Yes 93%

Analysis & Interpretation: From the above table & fig. it represents 13% of employees are not committed that they dont have any right to take decisions and 93% of the employees are committed that they have right to take decisions.

XV). Most motivation factor: Table 15:

Options Promotion Leave Motivational Talks Recognition

No. of Employees 4 1 21 4

Figure 15:

No. of Employees
Recognition Promotion 13% 14% Leave 3%

Motivational Talks 70%

Analysis & Interpretation: From the above table & fig. it suggests that 13% of employees are motivated with recognition; 14% of the employees are motivated with promotion; 3% are with leave and 70% of employees are motivated with motivational talks.

XVI). Position in the company: Table 16:

Positions Clerical Technician Managerial Accounting Project Manager Others

No. of Employees 0 7 4 1 5 13

Figure 16:

No. Of Employees
Clerical 0%

Technician 23% Others 44% Managerial 13% Project Manager 17%

Accounting 3%

Analysis & Interpretation: From the above table & fig. it suggests that 23% of employees are from technical department; 13% of the employees are from managerial; 17% are project manager; 3% from accounts department and 44% are from departments.

XVII). Employees feel recognized as an individual: Table 17:

Options Always Usually Sometimes Rarely Never Not Sure

Figure 17:

No. of Employees 4 6 15 2 0 3

No. of Employees
Never 0%

Not Sure 10% Rarely 7%

Always 13%

Usually 20%

Sometimes 50%

Analysis & Interpretation: From the above table & fig. it suggests that 7% of employees rarely feel recognized as an individual; 10% of the employees are not sure about it; 13% always feel recognized as an individual; 20% usually feel recognized as an individual and 50% sometimes feel recognized as an individual.

XVIII). Motivated to see company succeed: Table 18:

Options Very Motivated Some What Motivated Not Very Motivated Not At All Motivated Not Sure
Figure 18:

No. Of Employees 19 9 2 0 0

No. Of Employees
Not Very Motivated 7% Not Sure Not At All Motivated 0% 0%

Some What Motivated 30% Very Motivated 63%

Analysis & Interpretation: From the above table & fig. it suggests that 7% of employees are not very motivated to see company succeed; 63% of the employees are very motivated about it; and 30% are somewhat motivated to see company succeed.

XIX). Company communicates its goals and strategies to the employees: Table 19:

Options Strongly Disagree Some What Disagree Neutral Some What Agree Strongly Agree N/A
Figure 19:

No. of Employees 1 3 11 4 7 4

No. of Employees
Strongly Disagree 3% N/A 13% Some What Disagree 10%

Strongly Agree 23% Neutral 37% Some What Agree 14%

Analysis & Interpretation: From the above table & fig. it suggests that 13% of employees points N/A; 3% of the employees points strongly disagree; 10% of the employees points somewhat disagree; 37% of the employees points neutral; 14% of the employees points somewhat agree and 23% of the employees points strongly agree to it.

XX). Companys flextime program: Table 20:

Options Yes No
Figure 20:

No. of Employees 24 6

No. of Employees
No 20%

Yes 80%

Analysis & Interpretation: From the above table & fig. it represents 20% of employees do not take part in companys flextime program and 80% of the employees take part in companys flextime program.