Inamullha Khan

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SUMMER TRAINING REPORT

ON

EMPLOYEE SATISFACTION PROJECT ON IDEA

CELLUR

SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE DEGREE OFMASTER 0F BUSINESS ADMINISTRATION

BYLUCKNOW UNIVERSITY

SESSION: 2010-2012

SUBMITTED TO: SUBMITTED BY:

Archana Raj Santosh Kumar

Cordinator M.B.A. ( HR&IR) M.B.A.(HR&IR)- 3rdSem

IMS, University Of Lucknow Roll No. 10001116043

Batch : 2010- 12

INSTITUTE OF MANAGEMENT AND SCIENCES

LUCKNOW
http://www.google.co.in/imgres?imgurl=http://www.topnews.in/files/idea_0.gif&imgrefurl=http://www.topnews.in/companies/idea-cellular&usg=__sHGOJpyFlnFwgnA3HdJRh-vbTsw=&h=200&w=200&sz=5&hl=en&start=3&zoom=1&tbnid=C2-hJOjsRzYEkM:&tbnh=104&tbnw=104&ei=to9gTobvEpDKrAeO7MwR&prev=/search?q=Idea+cellular&hl=en&sa=G&gbv=2&tbm=isch&itbs=1http://www.google.co.in/imgres?imgurl=http://www.topnews.in/files/idea_0.gif&imgrefurl=http://www.topnews.in/companies/idea-cellular&usg=__sHGOJpyFlnFwgnA3HdJRh-vbTsw=&h=200&w=200&sz=5&hl=en&start=3&zoom=1&tbnid=C2-hJOjsRzYEkM:&tbnh=104&tbnw=104&ei=to9gTobvEpDKrAeO7MwR&prev=/search?q=Idea+cellular&hl=en&sa=G&gbv=2&tbm=isch&itbs=1


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ACKNOWLEDGEMENT

I have no word to express to propound gratitude to Mr.Himanshu Kumar Mishra who

had been the source of perpetual help in the completion of this project because any

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

I am also highly obliged to all faculty member and also all staff of the College.

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

last I thankful for my parents and my friends.


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CONTENT

1. Executive summary

2. Objective of the project

3. Introduction

4. Company profile

5.

Research methodology

6. Finding and analysis

7.

Interpretation

8. Conclusion

9.

Recommendations

10.

Bibliography

11. Annexure


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PREFACE

Employee satisfaction is a result of various attitudes possessed by an

employee in a narrow sense these attitude are related to the job and are concerned

with such specification factors such as wages, supervision, steadiness of

employment, conditions of work advancement, opportunities, recognition of abilities,

air evaluation of work social relation in job, prompt settlement of grievances, air

treatment by the employers and others similar items.

However a more comprehensive approach requires that many additional

factors be included before a complete understanding of Employee satisfaction can

be attained. Such factors such as Faculty members, age, health, temperament,

desires and level of aspiration should be considered.

In short Employee satisfaction is a general attitude, which is a result of many

specific aptitudes in threes areas-namely specific job factors, individuals

characteristics and group relationship outside the job.


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OBJECTIVE OF THESTUDY


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OBJECTIVE OF THE STUDY

1.

The primary objective of the research is to compare the Employee satisfaction

level of the organization.

2.

To suggest ways to increase the level of Employee satisfaction level can also be

increases.

3.

To test the feedback of the Employees satisfaction level.

4.

Which type of feedback is provided by the service class?

5.

To note the total problem occurring in the service class. What is the major

problem that comes in their jobs.


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INTRODUCTION


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INTRODUCTION

Employee satisfaction has been defined as a pleasurable emotional state resulting

attitude towards ones job. Weiss (2002) has argued that Employee satisfaction is an

attitude but points out that researchers should clearly distinguish the objects of

cognitive from the appraisal of ones job; an affective reaction to ones job; and an

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

that we form attitudes towards our jobs by taking into account our feelings, our

beliefs, and our behaviors.

Employee satisfaction is a result of various attitudes possessed by an

employee in a narrow sense these attitude are related to the job and are concerned

with such specification factors such as wages, supervision, steadiness of

employment, conditions of work advancement, opportunities, recognition of abilities,

air evaluation of work social relation in job, prompt settlement of grievances, air

treatment by the employers and others similar items.


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HISTORY

One of the biggest preludes to the study of Employee satisfaction was the

Hawthorne studies. These studies (1924-1933), primarily credited toElton Mayo of

theHarvard Business School,sought to find the effects of various conditions (most

notably illumination) on workers productivity. These studies ultimately showed that

novel changes in work conditions temporarily increase productivity (called the

Hawthorne Effect). It was later found that this increase resulted, not from the new

conditions, but from the knowledge of being observed. This finding provided strong

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

researchers to investigate other factors in Employee satisfaction.

Scientific management (akaTaylorism)also had a significant impact on the study of

Employee 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
http://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Elton_Mayo


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greatly increased productivity because workers were forced to work at a faster pace.

However, workers became exhausted and dissatisfied, thus leaving researchers with

new questions to answer regarding Employee satisfaction. It should also be noted

that the work of W.L. Bryan,Walter Dill Scott,andHugo Munsterberg set the tone for

Taylors work.

Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the

foundation for Employee satisfaction theory. This theory explains that people seek to

satisfy five specific needs in life physiological needs, safety needs, social needs,

self-esteem needs, and self-actualization. This model served as a good basis from

which early researchers could develop Employee satisfaction theories.

Models of Employee satisfaction

Affect Theory

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

Employee satisfaction model. The main premise of this theory is
http://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Walter_Dill_Scott


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that satisfaction is determined by a discrepancy between what one wants in a job

and what one has in a job. Further, the theory states that how muchone values a

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

satisfied/dissatisfied one becomes when expectations are/arent met. When a person

values a particular facet of a job, his satisfaction is more greatly impacted both

positively (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 Employee satisfaction theory is the Dispositional Theory It is a

very general theory that suggests that people have innate dispositions that cause

them to have tendencies toward a certain level of satisfaction, regardless of ones

job. This approach became a notable explanation of Employee satisfaction in light of

evidence that Employee satisfaction tends to be stable over time and across careers


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and jobs. Research also indicates that identical twins have similar levels of

Employee satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the

Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued

that there are four Core Self-evaluations that determine ones disposition towards

Employee satisfaction : self-esteem, general self-efficacy, locus of control, and

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

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

lead to higher work satisfaction. Having an internal locus of control (believing one

has control over her\his own life, as opposed to outside forces having control) leads

to higher Employee satisfaction. Finally, lower levels of neuroticism lead to higher


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
http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Self-esteem


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to Employee satisfaction of a subordinate. Motivation can be seen as an inner force

that drives individuals to attain personal and organization goals (Hoskinson, Porter,

& Wrench, p.133). Motivating factors are those aspects of the job that make people

want to perform, and provide people with satisfaction, for example achievement in

work, recognition, promotion opportunities. These motivating factors are considered

to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of

the working environment such as pay, company policies, supervisory practices, and

other working conditions.

While Hertzberg's model has stimulated much research, researchers have been

unable to reliably empirically prove the model, with Hackman & Oldham suggesting

that Hertzberg's original formulation of the model may have been a methodological

artifact. Furthermore, the theory does not consider individual differences, conversely

predicting all employees will react in an identical manner to changes in

motivating/hygiene factors. Finally, the model has been criticized in that it does not

specify how motivating/hygiene factors are to be measured.


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Job Characteristics Model

Hackman & Oldham proposed theJob Characteristics Model,which is widely used

as a framework to study how particular job characteristics impact on job outcomes,

including Employee satisfaction. The model states that there are five core job

characteristics (skill variety, task identity, task significance, autonomy, and feedback)

which impact three critical psychological states (experienced meaningfulness,

experienced responsibility for outcomes, and knowledge of the actual results), in turn

influencing work outcomes (Employee satisfaction , absenteeism, work Motivation,

etc.). The five core job characteristics can be combined to form a motivating potential

score (MPS) for a job, which can be used as an index of how likely a job is to affect

an employee's attitudes and behaviors----. Ameta-analysis of studies that assess the

framework of the model provides some support for the validity of the JCM.

Communication Overload and Communication Under load

One of the most important aspects of an individuals work in a modern organization

concerns the management of communication demands that he or she encounters on

the job (Krayer, K. J., & Westbrook, L., p. 85). Demands can be characterized as a
http://en.wikipedia.org/w/index.php?title=Job_Characteristics_Model&action=edit&redlink=1http://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/w/index.php?title=Job_Characteristics_Model&action=edit&redlink=1


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communication load, which refers to the rate and complexity of communication

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

Russel, 1977). Individuals in an organization can experience communication over-

load and communication under- load which can affect their level of Employee

satisfaction. Communication overload can occur when an individual receives too

many messages in a short period of time which can result in unprocessed

information or when an individual faces more complex messages that are more

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

individuals style of work and motivation to complete a task, when more inputs exist

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

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

satisfaction. In comparison, communication under load can occur when messages or

inputs are sent below the individuals ability to process them (Farace, Monge, &

Russel, 1997). According to the ideas of communication over-load and under-load, if

an individual does not receive enough input on the job or is unsuccessful in

processing these inputs, the individual is more likely to become dissatisfied,

aggravated, and unhappy with their work which leads to a low level of Employee

satisfaction .

Employee satisfaction describes how content anindividual is with his or her job.
http://en.wikipedia.org/wiki/Individualhttp://en.wikipedia.org/wiki/Individual


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The happier people are within their job, the more satisfied they are said to be.

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

design aims to enhance Employee satisfaction and performance, methods include

job rotation, job enlargement and job enrichment. Other influences on satisfaction

include the management style and culture, employee involvement, empowerment

and autonomous work groups. Employee satisfaction is a very important attribute

which is frequently measured by organizations. The most common way of

measurement is the use of rating scales where employees report their reactions to

their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks,

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

or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents

"not at all satisfied" and 5 represents "extremely satisfied").

Definitions

Employee satisfaction has been defined as a pleasurable emotional state resulting

from the appraisal of ones job; an affective reaction to ones job; and an attitude

towards ones job. Weiss (2002) has argued that Employee satisfaction is an attitude

but points out that researchers should


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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.

History:

One of the biggest preludes to the study of Employee satisfaction was the

Hawthorne studies. These studies (1924-1933), primarily credited toElton Mayo of

theHarvard Business School,sought to find the effects of various conditions (most

notably illumination) on workers productivity. These studies ultimately showed that

novel changes in work conditions temporarily increase productivity (called the

Hawthorne Effect). It was later found that this increase resulted, not from the new

conditions, but from the knowledge of being observed. This finding provided strong

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

researchers to investigate other factors in Employee satisfaction.

Scientific management (akaTaylorism)also had a significant impact on the study of

Employee satisfaction.Frederick Winslow Taylors 1911
http://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Elton_Mayo


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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 andpiecework towards the

more modern approach of assembly lines and hourly wages. The initial use of

scientific management by industries greatly increased productivity because workers

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

dissatisfied, thus leaving researchers with new questions to answer regarding

Employee satisfaction. It should also be noted that the work of W.L. Bryan, Walter

Dill Scott,andHugo Munsterberg set the tone for Taylors work.

Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the

foundation for Employee satisfaction theory. This theory explains that people seek to

satisfy five specific needs in life physiological needs, safety needs, social needs,

self-esteem needs, and self-actualization. This model served as a good basis from

which early researchers could develop Employee satisfaction theories.
http://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Piecework


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MODELS OF EMPLOYEE SATISFACTION

Affect Theory:

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

Employee satisfaction model. The main premise of this theory is that satisfaction is

determined by a discrepancy between what one wants in a job and what one has in

a job. Further, the theory states that how much one values a given facet of work (e.g.

the degree of autonomy in a position) moderates how satisfied/dissatisfied one

becomes when expectations are/arent met. When a person values a particular facet

of a job, his satisfaction is more greatly impacted both positively (when expectations

are met) and negatively (when expectations are not met), compared to one who

doesnt value that facet. To illustrate, if Employee A values autonomy in the

workplace and Employee B is indifferent about autonomy, then Employee A 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.


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Dispositional Theory:

Another well-known Employee satisfaction theory is the Dispositional Theory. It is a

very general theory that suggests that people have innate dispositions that cause

them to have tendencies toward a certain level of satisfaction, regardless of ones

job. This approach became a notable explanation of Employee satisfaction in light of

evidence that Employee satisfaction tends to be stable over time and across careers

and jobs. Research also indicates that identical twins have similar levels of


A significant model that narrowed the scope of the Dispositional Theory was the

Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued

that there are four Core Self-evaluations that determine ones disposition towards

Employee satisfaction : self-esteem, general self-efficacy, locus of control, and

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

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

lead to higher
http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Self-esteem


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work satisfaction. Having an internal locus of control (believing one has control over

her\his own life, as opposed to outside forces having control) leads to higher

Employee satisfaction. Finally, lower levels ofneuroticism lead to higher Employee

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 [5]This theory states

that satisfaction and dissatisfaction are driven by different factors motivation and

hygiene factors, respectively. An employees motivation to work is continually related

to Employee satisfaction of a subordinate. Motivation can be seen as an inner force

that drives individuals to attain personal and organization goals (Hoskinson, Porter,

& Wrench, p.133). Motivating factors are those aspects of the job that make people

want to perform, and provide people with satisfaction, for example achievement in

work, recognition,
http://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4#cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4#cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4#cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Neuroticism


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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 criticized in that it does not

specify how motivating/hygiene factors are to be measured.

Job Characteristics Model:

Hackman & Oldham proposed theJob Characteristics Model,which is widely used

as a framework to study how particular job characteristics
http://en.wikipedia.org/w/index.php?title=Job_Characteristics_Model&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Job_Characteristics_Model&action=edit&redlink=1


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impact on job outcomes, including Employee satisfaction. The model states that

there are five core job characteristics (skill variety, task identity, task significance,

autonomy, and feedback) which impact three critical psychological states

(experienced meaningfulness, experienced responsibility for outcomes, and

knowledge of the actual results), in turn influencing work outcomes (Employee

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

can be combined to form a motivating potential score (MPS) for a job, which can be

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

behaviors----. A meta-analysis of studies that assess the framework of the model

provides some support for the validity of the JCM

Communication Overload and Communication Under load

One of the most important aspects of an individuals work in a modern organization

concerns the management of communication demands that he or she encounters on

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

communication load, which refers to the rate and complexity of communication

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

Russel, 1977). Individuals in an organization can experience communication over-

load and communication under- load which can affect their level of Employee
http://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/wiki/Meta-analysis


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satisfaction. Communication overload can occur when an individual receives too

many messages in a short period of time which can result in unprocessed

information or when an individual faces more complex messages that are more

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

individuals style of work and motivation to complete a task,when more inputs exist

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

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

satisfaction. In comparison, communication under load can occur when messages or

inputs are sent below the indiviauls ability to process them (Farace, Monge, &

Russel, 1997). According to the ideas of communication over-load and under-load, if

an individual does not receive enough input on the job or is unsuccessful in

processing these inputs, the individual is more likely to become dissatisfied,

aggravated, and unhappy with their work which leads to a low level of Employee

satisfaction .


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MEASURING EMPLOYEE SATISFACTION

There are many methods for measuring Employee satisfaction . By far, the most

common method for collecting data regarding Employee satisfaction is the Likert

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

Employee satisfaction include: Yes/No questions, True/False questions, point

systems, checklists, and forced choice answers. This data is typically collected using

anEnterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a

specific questionnaire of Employee satisfaction that has been widely used. It

measures ones satisfaction in five facets: pay, promotions and promotion

opportunities, coworkers, supervision, and the work itself. The scale is simple,

participants answer either yes, no, or cant decide (indicated by ?) in response to

whether given statements accurately describe ones job.

The Job in General Index is an overall measurement of Employee satisfaction. It is

an improvement to the Job Descriptive Index because the
http://en.wikipedia.org/wiki/Likert_scalehttp://en.wikipedia.org/wiki/Likert_scalehttp://en.wikipedia.org/wiki/Rensis_Likerthttp://en.wikipedia.org/wiki/Enterprise_Feedback_Managementhttp://en.wikipedia.org/wiki/Enterprise_Feedback_Managementhttp://en.wikipedia.org/wiki/Rensis_Likerthttp://en.wikipedia.org/wiki/Likert_scalehttp://en.wikipedia.org/wiki/Likert_scale


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JDI focuses too much on individual facets and not enough on work satisfaction in

general.

Other Employee satisfaction questionnaires include: the Minnesota Satisfaction

Questionnaire (MSQ), the Employee satisfaction Survey (JSS), and theFaces Scale.

The MSQ measures Employee satisfaction in 20 facets and has a long form with 100

questions (five items from each facet) and a short form with 20 questions (one item

from each facet). The JSS is a 36 item questionnaire that measures nine facets of

Employee satisfaction . Finally, the Faces Scale of Employee satisfaction , one of the

first scales used widely, measured overall Employee satisfaction with just one item

which participants respond to by choosing a face.

Superior-Subordinate Communication

Superior-subordinate communication is an important influence on Employee

satisfaction in the workplace. The way in which subordinates perceive a supervisors

behavior can positively or negatively influence Employee satisfaction.

Communication behavior such as facial
http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Faces_Scale&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Faces_Scale&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1


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expression, eye contact, vocal expression, and body movement is crucial to the

superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a

central role in interpersonal interactions with respect to impression formation,

deception, attraction, social influence, and emotional expression (Burgoon, Buller, &

Woodall, 1996). Nonverbal immediacy from the supervisor helps to increase

interpersonal involvement with their subordinates impacting Employee satisfaction.

The manner in which supervisors communicate their subordinates may be more

important than the verbal content (Teven, p. 156). Individuals who dislike and think

negatively about their supervisor are less willing to communicate or have motivation

to work where as individuals who like and think positively of their supervisor are

more likely to communicate and are satisfied with their job and work environment.

The relationship of a subordinate with their supervisor is a very important aspect in

the workplace. Therefore, a supervisor who uses nonverbal immediacy, friendliness,

and open communication lines is more willing to receive positive feedback and high

Employee satisfaction from a subordinate where as a supervisor who is antisocial,

unfriendly, and unwilling to communicate will naturally receive negative feedback and

very low Employee satisfaction from their subordinates in the workplace.


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EMPLOYEE SATISFACTION AND EMOTIONS

Mood andemotions while working are the raw materials which cumulate to form the

affective element of Employee satisfaction. (Weiss and Cropanzano, 1996). Moods

tend to be longer lasting but often weaker states of uncertain origin, while emotions

are often more intense, short-lived and have a clear object or cause.

There is some evidence in the literature that state moods are related to overall

Employee satisfaction. Positive and negative emotions were also found to be

significantly related to overall Employee satisfaction

Frequency of experiencing net positive emotion will be a better predictor of overall

Employee satisfaction than will intensity of positive emotion when it is experienced.

Emotion regulation and emotion labor are also related to Employee satisfaction .

Emotion work (or emotion management) refers to various efforts to manage

emotional states and displays. Emotion regulation includes all of the conscious and

unconscious efforts to increase, maintain, or decrease one or more components of

an emotion. Although early studies of the consequences of emotional labor

emphasized its harmful effects on workers, studies of workers in a variety of
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occupations suggest that the consequences of emotional labor are not uniformly

negative.

It was found that suppression of unpleasant emotions decreases Employee

satisfaction and the amplification of pleasant emotions increases Employee

satisfaction. The understanding of how emotion regulation relates to Employee

satisfaction concerns two models:

1. EMOTIONAL DISSONANCE. Emotional dissonance is a state of

discrepancy between public displays of emotions and internal experiences of

emotions, that often follows the process of emotion regulation. Emotional

dissonance is associated with high emotional exhaustion, low organizational

commitment, and low Employee satisfaction .

2. SOCIAL INTERACTION MODEL.

Taking the social interaction perspective, workers emotion regulation might

beget responses from others during interpersonal encounters that subsequently

impact their own Employee satisfaction. For example: The accumulation of

favorable responses to displays of pleasant emotions might positively affect

Employee satisfaction performance of emotional labor that produces desired

outcomes could increase Employee satisfaction.
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RELATIONSHIPS AND PRACTICAL IMPLICATIONS

Employee satisfaction can be an important indicator of how employees feel about

their jobs and a predictor of work behaviours such as organizational citizenship,

absenteeism,and turnover.Further, Employee satisfaction can partially mediate the

relationship of personality variables and deviant work behaviors.

One common research finding is that Employee satisfaction is correlated with life

satisfaction. This correlation is reciprocal, meaning people who are satisfied with life

tend to be satisfied with their job and people who are satisfied with their job tend to

be satisfied with life. However, some research has found that Employee satisfaction

is not significantly related to life satisfaction when other variables such as nonwork

satisfaction and core self-evaluations are taken into account.

An important finding for organizations to note is that Employee satisfaction has a

rather tenuous correlation to productivity on the job. This is a vital piece of

information to researchers and businesses, as the idea that satisfaction and job

performance are directly related to one another is often cited in the media and in
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some non-academic management literature. A recent meta-analysis found an

average uncorrected correlation between Employee satisfaction and productivity to

be r=.18; the average true correlation, corrected for research artifacts and

unreliability, was r=.30. Further, the meta-analysis found that the relationship

between satisfaction and performance can be moderated by

Job complexity, such that for high-complexity jobs the correlation between

satisfaction and performance is higher (=.52) than for jobs of low to moderate

complexity (=.29). In short, the relationship of satisfaction to productivity is not

necessarily straightforward and can be influenced by a number of other work-related

constructs, and the notion that "a happy worker is a productive worker" should not be

the foundation of organizational decision-making.

With regard to job performance, employeepersonality may be more important than

Employee satisfaction. The link between Employee satisfaction and performance is

thought to be aspurious relationship;instead, both satisfaction and performance are

the result of personality.
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TURNOVER (EMPLOYMENT)

In a human resources context, turnover or Employees turnover is the rate at which

anemployer gains and loses employees. Simple ways to describe it are "how long

employees tend to stay" or "the rate of traffic through the revolving door." Turnover is

measured for individual companies and for their industry as a whole. If an employer

is said to have a high turnover relative to its competitors, it means that employees of

that company have a shorter average tenure than those of other companies in the

same industry. High turnover can be harmful to a company's productivity if skilled

workers are often leaving and the worker population contains a high percentage of

novice workers.

In the U.S., for the period of December 2000 to November 2008, the average total

non-farm seasonally adjusted monthly turnover rate was 3.3%.
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COSTS

When accounting for the costs (both real costs, such as time taken to select and

recruit a replacement, and also opportunity costs, such as lost productivity), the cost

of employee turnover to for-profit organizations has been estimated to be up to 150%

of the employees' remuneration package. There are both direct and indirect costs.

Direct cost relate to the leaving costs, replacement costs and transitions costs, while

indirect costs relate to the loss of production, reduced performance levels,

unnecessary overtime and low morale.

Internal vs. external turnover

Like recruitment, turnover can be classed as 'internal' or external. Internal turnover

involves employees leaving their current position, and taking a new position with the

same organization. Both positive (such as increased morale from the change of task

and supervisor) and negative (such as project/relational disruption, or the Peter

Principle)effects of internal turnover exist, and thus this form of turnover may be as

important to monitor as its external counterpart. Internal turnover might be
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moderated and controlled by typical HR mechanisms, such as an internal

recruitment policy or formalsuccession planning.

Skilled vs. unskilled employees

Unskilled positions often have high turnover, and employees can generally be

replaced without the organization orbusiness incurring any loss of performance. The

ease of replacing these employees provides little incentive to employers to offer

generous employment contracts; conversely, contracts may strongly favour the

employer and lead to increased turnover as employees seek, and eventually find,

more favorable employment.

However, high turnover rates of skilled professionals can pose as a risk to the

business or organization, due to the human capital (such as skills, training, and

knowledge) lost. Notably, given the natural specialization of skilled professionals,

these employees are likely to be re-Employees within the same industry by a

competitor. Therefore, turnover of these individuals incurs both replacement costs to

the organization, as well as resulting in a competitive disadvantage to the business.
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VOLUNTARY VS. INVOLUNTARY TURNOVER

Practitioners can differentiate between instances of voluntary turnover, initiated at

the choice of the employee, and those involuntary instances where the employee

has no choice in their termination (such as long term sickness, death, moving

overseas, or employer-initiated termination).

Typically, the characteristics of employees who engage in involuntary turnover are

no different from job stayers. However, voluntary turnover can be predicted (and in

turn, controlled) by the construct of turnover intent.

Causes of high or low turnover

High turnover often means that employees are unhappy with the work or

compensation, but it can also indicateunsafe or unhealthy conditions, or that too few

employees give satisfactory performance (due to unrealistic expectations or poor

candidate screening). The lacks of career opportunities and challenges,

dissatisfaction with the job-scope or conflict with the management have been cited

as predictors of high turnover.

Low turnover indicates that none of the above is true: employees are satisfied,

healthy and safe, and their performance is satisfactory to the employer. However,
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the predictors of low turnover may sometimes differ than those of high turnover.

Aside from the fore-mentioned career opportunities, salary, corporate culture,

management's recognition, and a comfortable workplace seem to impact employees'

decision to stay with their employer.

Many psychological and management theories exist regarding the types of job

content which is intrinsically satisfying to employees and which, in turn, should

minimise external voluntary turnover. Examples include Hertzberg's Two factor

theory,McClelland's Theory of Needs, and Hackman & Oldham's Job Characteristics

Model
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INVESTMENTS

Alternatively, low turnover may indicate the presence of employee 'investments' (also

known 'side bets') in their position: certain benefits may be enjoyed while the

employee remains Employees with the organization, which would be lost upon

resignation (e.g. health insurance, discounted home loans, redundancy packages,

etc). Such employees would be expected to demonstrate lower intent to leave than if

such 'side bets' were not present.

How to prevent turnover

Employees are important in any running of a business, without them the business

would be unsuccessful. However, more and more employers today are finding

employees remain for approximately 23 to 24 months according to the 2006 Bureau

of Labor Statistics. The Employment Policy Foundation states it costs a company on

an average of $15,000 per employee, including separation costs, including

paperwork, unemployment; vacancy costs, including overtime or temporary

employees


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and replacement cots including advertisement, interview time, relocation, training

and decreased productivity when colleagues depart. Providing a stimulating

workplace environment in which fosters happy, motivated and empowered

individuals, which lowers employee turnover and absentee rates. Promoting a work

environment that fosters personal and professional growth promotes harmony and

encouragement on all levels, so the effects are felt company wide.

Continual training and reinforcement develops a work force that is competent,

consistent, competitive, effective and efficient. Beginning on the first day of work,

providing the individual with the necessary skills to perform their job is important.

Before the first day, it is important the interview and hiring process expose new hires

to an explanation of the company, so individuals know if the job is the best choice

Providing ongoing performance management by networking within the company to

share the best practices, helps build relationships among co-workers. Motivating

employees to focus on customer success, profitable growth and

the company well being is important. Including employees in on future plans, new

purchases, policy changes, introducing new employees and employees who have


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gone above and beyond at meetings keeps employees informed and involved. Early

engagement and engagement along the way, shows employees they are wanted

through information or recognition rewards, making them feel included.

When companies hire the best people, new talent hired and veterans are enabled to

reach company goals, maximizing the investment of each employee. Taking the time

to listen to employees and making them feel involved will create loyalty, in turn

reducing turnover allowing for growth


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CALCULATION

One typical method of calculating the turnover rate of a company is to divide the

number of employees who have left the organization within a year, by total number

of employees who work for that company in the same year.

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

employees at the end of the year, and at the end of the year, 84 of those employees

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

turnover rate was 16%.

But suppose one of those 16 who left was actually replaced three times. The

employee quit in January, the replacement quit in April, and another person was

hired who lasted only until November. Then you might want to count every time an

employee left the company and another one was hired - in this case you'd get 18%.

Another complication: suppose the work force is 100 at the beginning and 90 at the

end of the year. Perhaps 16 people have left, but only 6 have been hired during the

year, while 2 more were hired and retired within the same


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year. You might define turnover as 18/100 or as 18/90, or as 18/95, since 95 is the

average of 90 and 100. Instead of 95, you might want to do a fancier average, where

you actually add up the number of employees on each day of the year, and divide

the total by 365.

One more complication: who decided it was a calendar year that we should use for

sampling the turnover rate? Perhaps there was no turnover at all for 3 years prior,

and then a shift in management caused a lot of people to leave this year. Then a

more representative measure would average over 2 or 3 or 4 years. Maybe you'd

want to average the turnover in each month of the last 48, but weight recent months

more heavily than earlier months.


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RESEARCH DONE ON

EMPLOYEESATISFACTION


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RESEARCH DONE ON EMPLOYEESATISFACTION

Employee satisfaction is one of the most important concepts in the study of

Employees behaviour along with absenteeism productivity and turnover. Many

researchers and industrial psychologists are interest in finding factors that increase

Employee satisfaction Because it is related to the job behaviour, like performance

and accident. This project studies the determinants of Employee satisfaction as

Employees turnover they surveyed 59 Employees . To measure Employee

satisfaction they used Happocks Employee satisfaction Bank in addition to self

rating. Results from any respondents suggest that salary and stress level do not

influence Employee satisfaction . However, factors outside the job such as age and

marital status seem to correlate with Employee satisfaction . Those Employees

turnover who are married or living with a partner appear to be more satisfied than

those who are single or divorced. Age is positively correlated with Employee

satisfaction.


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Similarly, determinants related to job such as satisfaction in profession,

satisfaction in position perception of room for personal growth, perception of use of

talents and skills appear to maintain a

positive relationship with Employee satisfaction . These current finding are consistent

with the Herzbegs two factor motivation theory.


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EMPLOYEE SATISFACTION IS

MORE IMPORTANT THAN

MONEY OR PERKS: A

RESEARCH


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EMPLOYEE SATISFACTION IS MORE

IMPORTANT THAN MONEY OR PERKS: ARESEARCH

New research shows that Employee satisfaction is more important than

money or perks. Thats according to a survey conducted by Eden recruitment. So it

is not membership to health clubs or fat salaries that Employees turnover want, but

plain old fashioned Employee satisfaction .

Employee satisfaction was more common as motivating factor in IT and

business services. Sectors while the benefits package available manufacturing

sectors. Remuneration was also more common in the business services sectors than

is other sectors.

The results of survey which are given below, reveal the main motivating factors in an

employees decision to remain in or leave employment


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EMPLOYEE SATISFACTION

FALLS FOR FACULTY

MEMBERS:

A FINDING


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EMPLOYEE SATISFACTION FALLS FOR

EMPLOYEES TURNOVER: A FINDING

Employees turnover, servants face more stress says a survey. Employee

satisfaction among Britains 6 m public sectors workers has fallen sharply over the

past decades as rising levels of stress have made work less enjoyable for doctors,

Nurses, Teachers, Lectures and Civil Servants said research published yesterday.

The study from Andrew Oswald and Jonathan Gardener of Warwick

University found that an increase depression, strain, Sleep loss and unhappiness

during the 1990 had made employment more pressurized and less enjoyable in the

public realm .

Employee satisfaction has dropped dramatically in the service class

throughout the 90s stress has risen quite dramatically .

According to the research the decline in Employee satisfaction was linked to

rising stress. The very heavy increase in work loads in the Service class has made

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

satisfied at work over the past decade, a period in which they have faced extra


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bureaucracy, pressure to meet targets as well as the introduction of working

practices from the private sector.

The sample of 5000 workers was interviewed each year through the 1990s with

stress levels assessed by the answers to 12 standard questions used to measure

mental distress and psychological ill health.


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REASONS FOR EMPLOYEE

SATISFACTION RESEARCH


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REASONS FOR EMPLOYEE SATISFACTION

RESEARCH:

Why seek information about Employee satisfaction ? For an industrial

organization the consequences are extremely important. By discovering attitudes on

factor related to the job, a firm can correct certain bad situations and there by

improve the Employee satisfaction of its staff. From this point of view if wouldbe

justified in being concerned only with this area and neglecting the individual geo andits employee adjustments to group outside the plants. How ever and industrial

organization can benefits materially. If is knows what individual attitudes contribute to

Employee satisfaction , for one thing applying this knowledge will result in better

selection procedures. This is a broad implication as for as the Employee satisfaction

is concerned, and even though most industrial and business organization, feel that it

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

vocational guidance, schools and colleges, public and private employment agencies,

etc society as a whole must face it realistically.


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THE IMPORTANCE OF

HIGH EMPLOYEE

SATISFACTION


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THE IMPORTANCE OF HIGH JOB

SATISFACTIONThe importance of Employee satisfaction is obvious, manager should be concerned

with the level of Employee satisfaction in there organization for at least four reasons

1) There is clear evidence that dissatisfied Employees turnover skip work

more often and are more likely to resign

2)

Dissatisfied workers are more likely to engage in destructivebehaviours.

3) It has been demonstrated that satisfied Employees turnover are batter

health and live longer.

4)

Satisfaction on the job carries over to the Employees turnover life

outside the job.

An often overlook dimension of Employee satisfaction is its relationship to

Employees turnover health, several studies have shown that Employees turnover

who are dissatisfied with their jobs are persons to health setback ranging from

headaches to heart disease.

Some researchers even indicate that Employee satisfaction is a better predictor of

length of life than is physical condition or tobacco use. These studies suggest that

dissatisfaction is not solely a psychological phenomenon. The stresses that result

from dissatisfaction apparently increase one susceptibility to heart attack and the

like.


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COMPANY PROFILEIdea Cellular Ltd.

Type

Public

BSE:532822

NSE:IDEA

Industry Telecommunications

Founded 1995

Headquarter Santacruz East,Mumbai, India.

Key peopleKumar Mangalam Birla

(Chairman)

Products Mobile

Revenue15,389.00 crore (US$3.43

billion) (2011)
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Operating

income

2,879.33 crore (US$642.09

million) (2011)

Net income844.60 crore (US$188.35

million) (2011)

Total assets US$5.334 billion (2010)

Employees 6,481 (2010)

Parent

Aditya Birla Group (49.05%)

Axiata Group Berhad (15%)

Providence Equity (10.6%)

Website IdeaCellular.com

Idea Cellular, usually referred to as Idea, is a wirelesstelephony company operating

in all the 22 telecom circles inIndia based inMumbai.

Inception and growth

In 2000, Tata Cellular was a company providing mobile services in Andhra Pradesh.

When Birla-AT&T brought Maharashtra and Gujarat to
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the table, the merger of these two entities was a reality. Thus Birla-Tata-AT&T,

popularly known as Batata, was born and was later branded as !dea.

Then Idea set sights on RPGs operations in Madhya Pradesh which was

successfully acquired, helping Batata have a million subscribers, and the licence to

be the fourth operator in Delhi was clinched.

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

groups Escotel gaining Haryana, Uttar Pradesh (West) and Kerala and licences

for three more UP (East), Rajasthan and Himachal Pradesh. By the end of that

year, four million Indians were on the companys network. In 2005, AT&T sold its

investment in Idea, and the year after Tatas also bid good bye to pursue an

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

Birla group. Rs 2,700 crore adding Punjab and Karnataka circles. Modis joint

venture partner, Telekom Malaysia, invested Rs 7,000 crore for a 14.99% stake in

Idea. Just around then, Ideas subsidiary, Aditya Birla Telecom sold a


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20% stake to US-based Providence Equity Partners for over Rs 2,000 crore.

Customer service

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

also been the first to offer flexible tariff plans for prepaid customers. It also offers

GPRS services in urban areas.

Idea Cellular won the GSM AssociationAward for "Best Billing and Customer Care

Solution" for 2 consecutive years

IDEA Cellular has been recognized as the 'Most Customer Responsive Company' in

the Telecom sector, at the prestigious Avaya GlobalConnect Customer

Responsiveness Awards 2010

Holding

Initially the Birlas, the Tatas and AT&T Wireless each held one-third equity in the

company. But following AT&T Wireless' merger with
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Cingular Wireless in 2004, Cingular decided to sell its 32.9% stake in Idea. This

stake was bought by both the Tatas and Birlas at 16.45% each.

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

based mobile provider, cropped differences between the Tatas and the Birlas. This

dual holding by the Tatas also became a major reason for the delay in Idea being

granted a license to operate in Mumbai. This was because as per Department of

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

10% stake in two companies operating in the same circle and Tata Indicom was

already operating in Mumbai when Idea filed for its licence.

The Birlas thus approached the DOT and sought its intervention, and the Tatas

replied by saying that they would exit Idea but only for a good price. On 10 April

2006, theAditya Birla Group announced its acquisition of the 48.18% stake held by

the Tatas at Rs. 40.51 a share amounting to Rs. 44.06 billion. While 15% of the

48.14% stake was acquired byAditya Birla Nuvo,a company in-charge of the Birlas'

new business initiatives, the remaining stake was acquired by Birla TMT holdings

Private Ltd.,an AV
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Birla family-owned company. Currently, Aditya Birla Group holds 49.1% of the total

shares of the company. Malaysia based Axiata controls a 14.99% stake in the

company.[3]

3G

On 19 May 2010, the 3G spectrum auction in India ended. Idea paid 5768.59

crores for spectrum in 11 circles. The circles it will provide 3G in are Andhra

Pradesh,Gujarat,Haryana,Himachal Pradesh,Jammu & Kashmir,Kerala,Madhya

Pradesh, Maharashtra & Goa, Punjab, Uttar Pradesh (East) and Uttar Pradesh

(West).

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

Madhya Pradesh. The launch cities were Ahmedabad, Shimla and Indore. This

makes Idea the sixth private operator (eighth overall) to launch its 3G services in the

country following Tata Docomo, Reliance Communications, Airtel, Aircel and

Vodafone.

Idea currently supports up to 21.1 Mbps over 2G speeds of 256 Kbps. However,

different handsets support different speeds, from 384 Kbps, 3.6
http://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/wiki/Axiata_Group_Berhadhttp://en.wikipedia.org/wiki/Idea_Cellular#cite_note-2#cite_note-2http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-2#cite_note-2http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-2#cite_note-2http://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Western_Uttar_Pradeshhttp://en.wikipedia.org/wiki/Western_Uttar_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Tata_Docomohttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Tata_Docomohttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Western_Uttar_Pradeshhttp://en.wikipedia.org/wiki/Western_Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Idea_Cellular#cite_note-2#cite_note-2http://en.wikipedia.org/wiki/Axiata_Group_Berhadhttp://en.wikipedia.org/wiki/Aditya_Birla_Group


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Mbps, 7.2 Mbps or 21.1 Mbps. Speeds also depend on the 3G plan/recharge that

users opt for.

The operator announced that IDEA 3G services will be available in 200 towns of 11

3G circles by mid-April 2011, progressively growing at the rate of ten towns per day

to cover 750 towns by mid-2011 and 4000 towns by the end of 2012.

3G Coverage

Ideas 3G service is currently available in the following cities in 11 telecom circles:

Telecom

CircleState/Region

No.of

TownsCities/Towns

Andhra

Pradesh

Andhra

Pradesh13

Akiveedu,Amalapuram,Choutuppal,Hyderabad,

Jaggaiahpet,Kamareddy,Machilipatnam,Narsapur,

Palakol,Tadepalligudem,Vizag,Vijayawada,Yanam

Gujarat Gujarat 2 Ahmedabad,Daman

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

Rewari,Rohtak

Himachal

Pradesh

Himachal

Pradesh5 Shimla,Baddi,Mandi,Sundernagar,Dharamshala

Jammu &Jammu & 0
http://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Akiveeduhttp://en.wikipedia.org/wiki/Amalapuramhttp://en.wikipedia.org/wiki/Choutuppalhttp://en.wikipedia.org/wiki/Hyderabadhttp://en.wikipedia.org/wiki/Jaggaiahpethttp://en.wikipedia.org/wiki/Kamareddyhttp://en.wikipedia.org/wiki/Machilipatnamhttp://en.wikipedia.org/wiki/Narsapurhttp://en.wikipedia.org/wiki/Palakolhttp://en.wikipedia.org/wiki/Tadepalligudemhttp://en.wikipedia.org/wiki/Vizaghttp://en.wikipedia.org/wiki/Vijayawadahttp://en.wikipedia.org/wiki/Yanamhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Damanhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Ambalahttp://en.wikipedia.org/wiki/Bhiwanihttp://en.wikipedia.org/wiki/Hansihttp://en.wikipedia.org/wiki/Hisar,_Haryanahttp://en.wikipedia.org/wiki/Jhajjarhttp://en.wikipedia.org/wiki/Panipathttp://en.wikipedia.org/wiki/Rewarihttp://en.wikipedia.org/wiki/Rohtakhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Baddihttp://en.wikipedia.org/wiki/Mandihttp://en.wikipedia.org/wiki/Sundernagarhttp://en.wikipedia.org/wiki/Dharamshalahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Dharamshalahttp://en.wikipedia.org/wiki/Sundernagarhttp://en.wikipedia.org/wiki/Mandihttp://en.wikipedia.org/wiki/Baddihttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Rohtakhttp://en.wikipedia.org/wiki/Rewarihttp://en.wikipedia.org/wiki/Panipathttp://en.wikipedia.org/wiki/Jhajjarhttp://en.wikipedia.org/wiki/Hisar,_Haryanahttp://en.wikipedia.org/wiki/Hansihttp://en.wikipedia.org/wiki/Bhiwanihttp://en.wikipedia.org/wiki/Ambalahttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Damanhttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Yanamhttp://en.wikipedia.org/wiki/Vijayawadahttp://en.wikipedia.org/wiki/Vizaghttp://en.wikipedia.org/wiki/Tadepalligudemhttp://en.wikipedia.org/wiki/Palakolhttp://en.wikipedia.org/wiki/Narsapurhttp://en.wikipedia.org/wiki/Machilipatnamhttp://en.wikipedia.org/wiki/Kamareddyhttp://en.wikipedia.org/wiki/Jaggaiahpethttp://en.wikipedia.org/wiki/Hyderabadhttp://en.wikipedia.org/wiki/Choutuppalhttp://en.wikipedia.org/wiki/Amalapuramhttp://en.wikipedia.org/wiki/Akiveeduhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradesh


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Kashmir Kashmir

Madhya

Pradesh

Madhya

Pradesh 3 Indore,Bhopal,Gwalior

Chhattisgarh 8

RAIPUR, DURG &

BHILLAI,BILASPUR,CHAMPA&JHANJGIR,KORBA,A

MBIKAPUR,RAIGAD,RAJNANDGAON

Maharashtr

a and Goa

Maharashtra 3 Nagpur,Nashik,Pune

Goa 3 Ponda,Panaji,Margao

Punjab Punjab 0

Kerala Kerala 0 Trivandrum,Cochin and Calicut

Delhi Delhi 1 Delhi

Kolkata Kolkata 1 Kolkata

Uttar

Pradesh

(East)

Eastern Uttar

Pradesh6

Allahabad, Azamgarh, Jhansi, Kanpur, Lucknow,

Sitapur-

Ideas 3G service recently launched in mumbai with 3G network sharing agreement

with Airtel. [Idea has launched 3G services in Chennai network sharing with

Vodafone]
http://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Bhopalhttp://en.wikipedia.org/wiki/Gwaliorhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/w/index.php?title=RAIPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=DURG_%26_BHILLAI&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=DURG_%26_BHILLAI&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=BILASPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=CHAMPA%26JHANJGIR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=KORBA&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=AMBIKAPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=AMBIKAPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAIGAD&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAJNANDGAON&action=edit&redlink=1http://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Nashikhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Ponda,_Goahttp://en.wikipedia.org/wiki/Panajihttp://en.wikipedia.org/wiki/Margaohttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/w/index.php?title=Trivandrum,Cochin_and_Calicut&action=edit&redlink=1http://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Allahabadhttp://en.wikipedia.org/wiki/Azamgarhhttp://en.wikipedia.org/wiki/Jhansihttp://en.wikipedia.org/wiki/Kanpurhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Sitapurhttp://www.teletechnology.in/?p=2675http://www.teletechnology.in/?p=2675http://www.teletechnology.in/?p=2675http://www.teletechnology.in/?p=2675http://en.wikipedia.org/wiki/Sitapurhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Kanpurhttp://en.wikipedia.org/wiki/Jhansihttp://en.wikipedia.org/wiki/Azamgarhhttp://en.wikipedia.org/wiki/Allahabadhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/w/index.php?title=Trivandrum,Cochin_and_Calicut&action=edit&redlink=1http://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Margaohttp://en.wikipedia.org/wiki/Panajihttp://en.wikipedia.org/wiki/Ponda,_Goahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Nashikhttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/w/index.php?title=RAJNANDGAON&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAIGAD&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=AMBIKAPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=AMBIKAPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=KORBA&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=CHAMPA%26JHANJGIR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=BILASPUR&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=DURG_%26_BHILLAI&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=DURG_%26_BHILLAI&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=RAIPUR&action=edit&redlink=1http://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Gwaliorhttp://en.wikipedia.org/wiki/Bhopalhttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmir


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Subscriber base

Idea's subscriber base as at the end of January 2011 according to the [2] is as

follows

Maharashtra andGoa - 12,075,220

Madhya Pradesh andChhattisgarh - 8,401,422

Andhra Pradesh - 7,831,260

Kerala - 6,398,170

Kolkata -10,001,804

Gujarat - 6,632,034

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

Delhi - 3,609,746

Haryana - 2,847,079

Uttar Pradesh (East) - 4,935,224

Rajasthan - 2,823,910

Himachal Pradesh - 479,882

Mumbai - 1,822,280

Bihar &Jharkhand - 4,280,626

Tamil Nadu &Chennai - 1,202,343
http://coai.in/statistics.phphttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Jharkhandhttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Jharkhandhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Maharashtrahttp://coai.in/statistics.php


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Orissa - 985,737

Punjab (Spice) - 4,160,189

Karnataka (Spice) - 3,775,443

West Bengal - 1,728,308

Assam - 206,140

Jammu & Kashmir - 93,072

North East India exceptAssam - 128,807

Totalling to 84,289,641 or 10.93% (Approx.) of the total mobile connections inIndia.

Competitors

Idea competes with 14 other mobile operators throughout India. They are Aircel,

Airtel Cheers Mobile, BSNL, Loop Mobile, MTNL, MTS, Ping Mobile, Reliance

Communications, S Tel, Tata DoCoMo, Tata Indicom, Uninor, Videocon, Virgin

Mobile andVodafone.
http://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Punjab_(India)http://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/North_East_Indiahttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/w/index.php?title=Cheers_Mobile&action=edit&redlink=1http://en.wikipedia.org/wiki/BSNLhttp://en.wikipedia.org/wiki/Loop_Mobile_Indiahttp://en.wikipedia.org/wiki/MTNLhttp://en.wikipedia.org/wiki/MTS_Indiahttp://en.wikipedia.org/w/index.php?title=Ping_Mobile&action=edit&redlink=1http://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/S_Telhttp://en.wikipedia.org/wiki/Tata_DoCoMohttp://en.wikipedia.org/wiki/Tata_Indicomhttp://en.wikipedia.org/wiki/Uninorhttp://en.wikipedia.org/wiki/Videocon_Telecommunications_Limitedhttp://en.wikipedia.org/wiki/Virgin_Mobile_Indiahttp://en.wikipedia.org/wiki/Virgin_Mobile_Indiahttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Virgin_Mobile_Indiahttp://en.wikipedia.org/wiki/Virgin_Mobile_Indiahttp://en.wikipedia.org/wiki/Videocon_Telecommunications_Limitedhttp://en.wikipedia.org/wiki/Uninorhttp://en.wikipedia.org/wiki/Tata_Indicomhttp://en.wikipedia.org/wiki/Tata_DoCoMohttp://en.wikipedia.org/wiki/S_Telhttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/w/index.php?title=Ping_Mobile&action=edit&redlink=1http://en.wikipedia.org/wiki/MTS_Indiahttp://en.wikipedia.org/wiki/MTNLhttp://en.wikipedia.org/wiki/Loop_Mobile_Indiahttp://en.wikipedia.org/wiki/BSNLhttp://en.wikipedia.org/w/index.php?title=Cheers_Mobile&action=edit&redlink=1http://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/North_East_Indiahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/Punjab_(India)http://en.wikipedia.org/wiki/Orissa


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RESEARCH METHODOLOGY

Research design is a conceptual structure with the help of which research is

conducted. There is no unique method which can entirely eliminate the elements of

undertaking both research methodologies more than any other procedures can

minimize the degree of uncertainty. Thus it reduces the probability of making a

wrong choice amongst the alternative course of action. in this research descriptive

research design is being used. a descriptive research study is concerned with

describing the characteristics of the particular field of group. The study is done for

specific purpose with the help of facts collected but car should be taken the

information should be free from bias and should be reliable. The design includes the

following steps:-

1-objective formulation

2-data collection

3-sample selection

4-sample size determination

5-analying the information

6-result

7-limitation


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OBJECTIVES

1.

The primary objective of the research is to compare the Employee satisfaction

level of the Employees turnover and Service class.

2.

To suggest ways to increase the level of Employee satisfaction level can also

be increases.

3.

To test the feedback of the Employees satisfaction level.

4. Which t

Documents

Inamullha Khan