Mini Project Report

On

A STUDY ON SATISFACTION OF
EMPLOYEES ON JOINING PROCESS with
reference to RELIANCE JIO
Submitted By K. AKANSHA REDDY
Hall ticket no. 160622672057

In partial fulfilment for the award of the degree of

MASTER OF BUSINESS MANAGEMENT

DEPARTMENT OF BUSINESS MANAGEMENT

STANLEY COLLEGE OF ENGINEERING AND TECHNOLOGY FOR

WOMEN (Autonomous), Hyderabad

2022-2024

1
 DECLARATION

I hereby declare that the project work, entitled “A STUDY ON SATISFACTION OF

EMPLOYEES ON JOINING PROCESS with reference to RELIANCE JIO” is submitted by
me in partial fulfilment for the award of MASTER OF BUSINESS ADMINISTRATION at
Stanley College of Engineering and Technology for Women. I further declare that this project
undertaken be me is not been copied or lent and it is not submitted to any other university or
institute for award of any degree/ certificate or published any time before.

Signature of the Student

2
 ACKNOWLEDGEMENT

I am indebted to my guide Asst. Prof. Mrs. M. Amala Kumari for her support and guidance
at each stage of the project work failing which project completion would have been a rather
difficult task.

I take much pleasure to express a deep sense of gratitude and thankfulness to the Head of the
Department of Business Management Dr. Y. Padma, Stanley College of Engineering and
Technology for Women.

I wish to convey my sincere thanks to Dr. Satya Prasad Lanka, Principal for his continuous
support during the course.

I also wish to convey my sincere thanks to Dean of Academics Dr. A Vinay Babu and
Correspondent Mr. K. Krishna Rao, for their continuous support during the course.

I am also indebted to my parent, other faculty members and to my beloved friends for their
care and encouragement.

3
S.NO. CONTENTS PAGE NO.
1. Introduction 6-18

Need and Importance of the study 19

Objectives of the study 19

Research Methodology 19

Scope of the Study 19

Limitations of the Study 19

2. Review of Literature 20-22

3. Company Profile 23-36

4. Findings, Suggestions & Conclusion 37-40

5. Bibliography and websites 41-42

4
 ABSTRACT

Job satisfaction refers to one's feelings towards one's job. If the employees’ expectations
are fulfilled (or) the employees get higher than what he / she feels satisfied. If the job
satisfaction increases organization commitment will be increased. This results in the
higher productivity. The main objectives of this paper are to assess the job satisfaction:
to identify the effectiveness of job satisfaction and to find out the several factors like
personal and organizational factors influencing job satisfaction: to identify the
effectiveness of job satisfaction and to find out the several factors like personal and
organizational factors influencing job satisfaction of employees. The study helped in
revealing the level of satisfaction of employees with reference to the various factors
provided in the organization. This study clearly shows that employees under
organization are more or less satisfied with the job. The organization should consider on
the salary, relationship of employees and supervisors, grievance handling and give more
opportunity for the new employees.

5
 Chapter 1
INTRODUCTION

6
 INTRODUCTION
Satisfaction is the act of fulfilling a need, desire, appetite or the feeling gained from such
fulfilment. Satisfaction means you have had enough. It is a multifaceted construct with a
variety of definitions and related concepts which has been studied in a variety of disciplines
for many years till now. Many theories and articles of interest to managers, social
psychologist, and scholars, focus on satisfaction because most people spend their life time for
work and understanding of the factors that increase satisfaction, is important to improve the
well-being of individuals in this facet of the living . In management we studied satisfaction in
different perspectives such as: customer satisfaction, job satisfaction, employee satisfaction
and many more. Employees are one of the most important pillars on which the building of
organization stand. Organizations hold many resources that might be divided in physical and
human resources. Utilization of non-human resources is not possible without efforts of the
human resource. So, human resource is the asset that enables organizations to reap benefits
from other sources.

Every activity is directly or indirectly backed by human efforts therefore organizations

should hold best employees and while selecting such employees the concentration really
moves towards the satisfied employees. Satisfied employees offer huge returns to
organizations. The construct of employee satisfaction is important as satisfied employees can
do more for organization in shape of better performance and productivity .Realizing the
significance of employee satisfaction, the earliest employee satisfaction research took place
in the 1930‟s . Since that time, a substantial amount of progress has been made, both in
applying context and on theoretical fronts . As early as the mid 1950‟s, some of the larger
companies were conducting employee satisfaction on a regular basis. By the 1970‟s several
research suppliers had developed standardized employee satisfaction questionnaires that were
used widely. Employee satisfaction has been a key area of research among industrial and
organizational psychologist. Hundreds of articles on it have been published in academic
journals and trade publications.

7
Historically the motivation behind this research was the belief that employees' satisfaction
influenced productivity, absenteeism and retention. In the earlier 1980‟s, an additional issue
arose, the influence of employee satisfaction on customer satisfaction in predominantly
service oriented settings. Employee satisfaction also plays a central role in the study of
behaviour at work. For the practitioner, knowledge of the determinants, the consequences and
the other correlates of employee satisfaction can be vital. Indeed, Roznowski &Hulin , claim
that “once an individual joins an organization, a vector of scores on a well-constructed,
validated set of satisfaction scales become the most informative data, the organizational
psychologist or manager can have.”

MEANING OF EMPLOYEES SATISFACTION

Employees' satisfaction is the individual employee general attitude towards the job. It is also
an employee cognitive and affective evaluation of his or her job.

According to New Cranny, Smith and Stone, Employee satisfaction is defined as the
combination of affective reactions to the differential perceptions of what he/she wants to
receive compared with what he/she actually receives. According to Moyes, Shao &
Newsome , the employee satisfaction may be described as how pleased an employee is with
his or her position of employment. According to Spector defined employee satisfaction, as all
the feelings that a given individual has about his/her job and its various aspects. Employee
satisfaction is a comprehensive term that comprises job satisfaction of employees and their
satisfaction overall with company’s policies, company environment etc. Keeping morale high
among workers can be of tremendous benefit to any company, as happy workers will be more
likely to produce more, take fewer days off and stay loyal to the company. Therefore, the
organization should try to supply the employee expectations in order to approach the
employee satisfaction. In addition, emotional state of the employees may also affect their
satisfaction. This forces the managers to create and sustain the desired working environment
in the organizations. On the other hand, as stated by Organ & Ryan (1995), the employee
satisfaction is one of the bases of organizational citizenship behaviour that is, the well-
satisfied employees will work more willingly and this contributes to the effectiveness of the
organizations. There are various factors that contribute to employee satisfaction, it includes
treating employees with respect, time to time performance appraisals, providing regular
employee recognition, empowering employees, relationship with immediate supervisor,

8
providing employee perks, company activities, positive management within a success
framework of goals, feeling safe in the work environment, opportunities to use skills and
abilities, compensation and benefit, promotions, training, work tasks factors, relationship
with co-workers, relationship with supervisors. Some more factors include as follows:
interesting work, appreciation of work, job security, job-specific training, good wages,
promotion/growth, good working conditions, personal loyalty, tactful discipline, sympathetic
help with problems, preferred incentives, flexi-timing, telecommuting, company paid
vacations, accident and health insurance benefits, retired benefits, asset building loans,
company transport and many more. Having good relationships with the colleagues, high
salary, good working conditions, training and education opportunities, career development or
any other benefits may be related with the increasing of employee satisfaction. The backbone
of employee satisfaction is respect for workers and the job they perform (Branham, 2005). In
every interaction with management, employees should be treated with courtesy and interest.
An easy avenue for employees to discuss problems with upper management should be
maintained and carefully monitored. Even if management cannot meet all the demands of
employees, showing workers that they are being heard and putting honest dedication into
compromising will often help to improve morale. Kendall and Hulin (1969) define five
different components of employee satisfaction that are opportunities of promotion, pay,
relationship with supervisor, work itself and co-workers.

SIGNIFICANCE OF EMPLOYEES SATISFACTION

Employee satisfaction is utmost importance in any organization be it small or large. It plays a

significant role in defining organizational success. Every organization develops strategies that
strengthen the work environment and increase the employees' morale to enhance employees'
performance and productivity, which ultimately results in high profits, customer satisfaction
as well as customer retention. The reason behind having satisfied employees is somewhat
elementary. Satisfied employees are preferred because they simply make a work environment
and organizational climate better . There are many different practices that an organization can
perform to create a better and more effective work environment; these practices can directly
affect employee satisfaction. Some ideas that managers are the most concerned about, are:
attracting the most qualified workers and utilizing the human capital within the organization
(Hoerr, 1989). The following points will show the importance of employee satisfaction.

9
 Increase Employees Performance - Employee Satisfaction has a great impact upon the
performance of an employe conducted an extensive meta-analysis about the relationship
between these two critical organizational factors and concluded true correlation between
employee satisfaction and employee performance. Performance of the job by an
employee also requires that his expectations and aspirations in terms of rewards,
consideration and fulfilment of his needs etc. can be met. If these are fulfilled, he/she
will be satisfied with the outcome of job performance and greater employee satisfaction
would generally motivate the employees in performing their tasks more efficiently and
that results in increasing company’s productivity.
 Organizational Commitment - According to Kreitner & Kinicki (2006), Organizational
Commitment “Reflects the extent to which an individual identifies with an organization
and is committed to its goals.” A happy and satisfied individual can find it easy to live
within the organization as well as outside it. On the contrary a chronically upset
individual make organization life vexations for others with whom he interacts. There
seems to be a strong correlation between employee satisfaction and organizational
commitment. Higher commitment can in turn facilitate higher productivity.
 Increase Employees Morale - There is a casual relationship between employee
satisfaction and employee morale. Michigan Psychologist Norman R. F. Maier states
that “Job satisfaction was shown to be important by demonstrating that morale index
was definitely higher among employees who were satisfied than among those who were
dissatisfied” .
 Low Absenteeism - Absence is a phenomenon that can reduce an organization ‟s
effectiveness. Absenteeism as “Any failure of an employee to report for or to remain at
work as scheduled regardless of the reason.” According to George (2000), there is
inversely correlated relationship between employee satisfaction and absenteeism. In
other words, when satisfaction is high, absenteeism is low and when satisfaction is low,
absenteeism is high. It is important to remember that while higher employee satisfaction
will not necessarily result in low absenteeism but low employee satisfaction is likely to
bring about high absenteeism . Absenteeism is influenced by dozens of interrelated
factors which make it even more difficult to quantify, qualify or rectify.
 Low Turnover - Turnover refers to the movement of employees out of the organization
(Kadushin & Egan, 2001).Studies have been reasonably consistent in showing a
correlation between employee satisfaction and turnover. Employees with low
satisfaction are therefore more likely to quit their jobs. A satisfied employee feels

10
 pleasure at his work place. He feels contented with his job and the environment in the
organization which results in longevity and reduced employee turnover. These types of
behaviours can be very beneficial to the organization because they save time and money
of the management. Therefore, improving employee satisfaction can increase financial
benefits Researches state that employee satisfaction can improve the quality of working
life.
 Positive Mental Attitude - Satisfied employees cultivate positive mental attitude which
is beneficial to the society as a whole. A happy human on the job is also happy away
from the job. Dissatisfaction with one ‟s job may have especially volatile spill over
effect on many other things such as family life, leisure activities etc. Happiness is after
all the heart of human life which spins off to the society in general. The dissatisfied
employees take more “Mental health days off i.e., days off not due to illness or personal
reason.” The time thus being a non-renewal resource, the ultimate sufferer is the
organization.
 Increase Customer Satisfaction - It’s not a new insight that satisfied employees can
have a significant impact on customer satisfaction. Satisfied, motivated and engaged
employees understand the role, they need to play in consistently delivering good
customer interactions. They create and nurture good relationships with customers that
build customer satisfaction, increase customer retention and enhance customer loyalty.
The companies that lead their industries in employee satisfaction are generally the ones
that have the highest levels of customer satisfaction too. They understand that keeping
customers happy starts with ensuring employees are satisfied, motivated, empowered
and engaged and they know that measuring employee satisfaction is actually one more
way to monitor service quality.
 Organization Success - Employee satisfaction plays a very vital role on the
performance of an organization. It is essential to know as to how employees can be
retained through making them satisfied and motivated to achieve extraordinary results.
Target and achievement depend on employee satisfaction and in turn contribute for
organizational success and growth enhances the productivity and increases the quality of
work. It is indispensable for an organization to exactly feel as to what employees feel,
think, wish and to discover and make strategies that how the staff dedication and
commitment can be improved. Through this initiative business outcomes can be
improved, productivity can be enhanced, commitment can get strengthened. Increasing
staff satisfaction is very vital and important factor for the success of an organization.

11
  Reduce Union Activities - It has been proved that satisfied employees are generally not
interested in unions and they do not perceive them as necessary. Employee
dissatisfaction has proved to be the major cause of unionization. The employees join the
union because they feel that individually they are unable to influence changes which
would eliminate the causes of dissatisfaction. The level of union activities is related to
the level of dissatisfaction. Low level of dissatisfaction results in only grievances while
higher levels of dissatisfaction will result in employee strikes.
 Other Benefits - In addition, there are number of other benefits bring about by high
employee satisfaction. Highly satisfied employees tend to have better physical and
mental health, learn the new job-related tasks easily and have less job stress and unrest.
Such employees will become more co-operative such as helping co-workers, helping
customers etc. Such behaviour will improve unit performance and organizational
effectiveness. To conclude, we can say that employee job satisfaction results from the
employee’s perception that the job content and context actually provide what an
employee values in the work situation. Organizationally speaking, high level of
employee satisfaction reflects a highly favourable organizational climate resulting in
attracting and retaining better workers.

FACTORS AFFECTING ON EMPLOYEES’ SATISFACTION

Employee satisfaction is a multi-variable concept. There are number of factors that affect
employee satisfaction as given below: -

 Organizational Development Factor This is the most important factor which affects
employees' satisfaction. It relates to the development necessities of an employee in the
organization based on his/her appreciation of the organization policies and rules i.e.,
transfer policy of an organization is directly related to the employee, as it affects his/ her
life as well as his/her family’s life. Also, there are variables like job security which
genuinely affects the overall satisfaction level of an employee by inducting a sense of
safety at his/her work place and resulting in the security of his/her job. This factor also
relates the employee perspective whether they are satisfied or not with the care that
organization providing them.
 Policies of Compensation and Benefit Factor This is also most important variable for
employee satisfaction. Compensation can be described as the amount of reward that a

12
 worker expects from the job. This factor covers the variables such as salary, the basic
benefits like the retirement policies. It also covers the important variable like the
medical benefits provided by the company. A feeling of satisfaction is felt by attaining
fair and equitable rewards.
 Promotion and Career Development Factor This factor relates to the career
development path of an employee in an organization, making it one of the most
important factors which affect employees' satisfaction. It considers variables such as the
promotion policy and the career advancement path. It also has variables like the training
and development and the work effectiveness of the employee in the organization.
Promotion can be reciprocated as a significant achievement in the life. It promises and
delivers more pay, responsibility, authority, independence and status. The opportunity
for promotion determines the degree of satisfaction to the employee.
 Work Task Factor Employee satisfaction is highly influenced by the Work Task Factor.
Employees are satisfied with job that involves intelligence, skills, abilities, challenges
and scope for greater freedom. This factor contributes to major portion of employees'
satisfaction by taking care of the job stress, motivation and balance. Dissatisfaction
arises with a feeling of boredom, poor variety of tasks, frustrations and failures.
 Relationship with Supervisor Factor Any employee interacts directly and
continuously with her/his supervisor, so one of the major parts of any job is the
interaction with supervisor. Relationship with supervisor is defined as the extent to
which leaders care about their employee’s welfare and value their contributions. A
leader with high supervisor support is one that makes employees feel appreciated, heard
and cared about. Researchers lie Marcus & Curt (1999) have found that the talented
employee may join an organization for many reasons, but how long that employee stays
and how productive he/she is while there is determined by the relationship with the
immediate supervisor.
 Working Conditions and Environment Factor This factor contributes to employees'
satisfaction, as it consists of the variable which the employees use and interact with
daily in their regular work. Employees are highly motivated with good working
conditions as they are provided a feeling of safety, comfort and motivation. On the
contrary, poor working condition brings out a fear of bad health in employees. The more
comfortable the working environment is the more productive will be the employee.
 Corporate Culture Factor This factor relates to the variables which are strongly
related to the culture of the organization. It directly relates to the satisfaction of

13
 employees. It is a natural desire for human beings to interact with others. Therefore,
existence of group in organization is a common observable fact. This factor deals with
the important variable of the communication process within the company. Along with it,
this factor also comprises of variables like the team culture of the organization, the
adhesiveness of colleagues and the support of organizational culture in employee’s
development. These characteristics result in the formation of work group at the work
place. Isolated workers dislike their job. The work groups make use of a remarkable
influence on the satisfaction of employees.

METHODS OF EMPLOYEES SATISFACTION

Employee job satisfaction is a qualitative aspect and cannot be understood in strict

quantitative terms. It is an intangible and psychological concept. There are a number of
methods of measuring employee satisfaction. The commonly applied techniques to measure
employee satisfaction have been discussed below:

 Rating Scales Rating scales are the commonly adopted method that is used for
measuring the job satisfaction. It comprises of certain statements describing the attitude
of the employees with respect to the job, organization and personal factors. For each
declaration or statement, the employee is invited to express his opinion on a scale
consisting of different expressions.
 Job Descriptive Index “The Job Descriptive Index (JDI) is a 72-item adjective checklist
type questionnaire developed and since then has been used by over 1,000 organizations
in many sectors.Job Descriptive Index is a scale used to measure five major factors
associated with employees' satisfaction: work itself, supervision, pay, co-workers and
promotion opportunities. The scale is simple, participants answer either yes, no, or can’t
decide (indicated by „? ‟) in response to whether given statements accurately describe
one “s job.
 Minnesota Satisfaction Questionnaire the Minnesota Satisfaction Questionnaire
(MSQ), developed . The MSQ is designed to measure an employee satisfaction with
his/her particular job. Method includes 100 items measuring 20 facets of job satisfaction.
There are three versions available: two long forms (1977 version and 1967 version) and a
short form. The long form takes about 30 minutes to minister while the short one can be
completed within 10 minutes. MSQ provides a tailed picture of the specific satisfaction
and dissatisfaction of employees.

14
 Critical Incidents The critical incidents approach to the measurement of employee
satisfaction was developed by Herzberg and his associates in their research on the two-
factor theory of motivation. Employees were asked to describe incidents then content
analysed in determining which aspects were closely related to positive and negative
attitudes.
 Interviews Interviewing employees as a method of measuring employees' satisfaction is
mostly useful in organizations that have positive relationships with employees and
believe the problem is too sophisticated to be understood with a survey. If employees do
not trust the organization or interviewer then responses may not be entirely honest.
Business, with low satisfaction of employees who fear being let go, may find the
employees reluctant to discuss the situation since they may fear; it could negatively
affect them in the future. The questions asked should be standardized in order to
compare different employee responses as well as the same employees' responses over
time.
 Survey The most accurate method of assessing employee satisfaction is a well-
constructed employee satisfaction survey. Employees provide a rating against a series of
questions or statements related to their job, supervision and the work environment.
Survey results are reported at a business unit or workgroup level, offering a level of
anonymity that encourages employees to respond honestly. Surveys must be carefully
worded, as there is no opportunity to clarify ambiguous questions or statements. Care
must be taken when comparing small departments or workgroups. Their results can be
unreliable, as a random error has greater effect when analysing a small number of
responses.
 Monitoring Performance Target Monitoring performance targets is a method of
measuring employee satisfaction that requires a business to be an active observer. With
this method, management monitors employee satisfaction by using standard criteria,
such as achieving bonus, participating in optional programs and performance in
reaching goals. This method provides indirect data on the levels of employee
satisfaction. While it can flag management that there is a problem with employee
satisfaction, combining this with a survey or interview can provide the company with a
stronger analysis on the cause of low levels of satisfaction.
 Focus Groups Companies can use focus groups to assess employee satisfaction. Focus
groups produce responses following discussions led by trained facilitators. Focus groups
generate richer data than individual interviews, as participants bounce idea off one

15
 another. They also allow for follow-up questions and probing to clarify and enrich the
information generated. However, participants may be inhibited by the lack of
confidentiality and anonymity. The opinions of vocal group members may dominate the
discussion unless the facilitator has the skill required to control the group dynamic.

PROCEDURE OF EMPLOYEES SATISFACTION SURVEY

For employees' satisfaction survey, a common procedure can be used. Conducting survey is a
systematic step by step effort undertaken by the organizations to measure employees'
satisfaction levels. This procedure includes following steps: -

Step1. Define Survey Objectives and Target Group Define the objectives Define the final use
of the results Ensure a perception survey is the adequate tool Define target group

Step 2. Draft Survey Questions Set up discussions with members of a target group to identify
key issues Translate those into questions and answer categories Draft simple and clear
questions Keep the questionnaire short to maximize response rate and concentration Ensure
respondents have the opportunity to report problems

Step 3. Pilot and Re-adjusting the Questionnaire Test the survey on a smaller-scale target
group to identify weaknesses in the survey design Possibly ask volunteers to think aloud
while answering questions and analyses what motivated their answers Adjust questionnaire if
needed

Step 4. Select Respondents and the Data Collection Method Select a sample either by random
sampling or other methods Ensure that the sample size allows drawing valid conclusions
from the results Choose the data collection method: personal interviews, telephone interviews,
internet surveys, email surveys, etc. Maximize response rate through appropriate data
collection method.

Step 5. Run the Survey Ensure high response-rate through follow-up emails otherwise
conclusions to the survey could be biased Use trained interviewers to avoid unintentional
influence on responses.

Step 6. Analyse the Results Interpret results as perceptions rather than facts Take into account
the response rate. A low rate means that no general conclusions can be drawn. Take into

16
consideration the number and the way respondents have been selected in the result analysis.
Understand how results were reached is essential to draw findings and conclusions. Write up
a summary of what is found.

IMPLICATIONS ON EMPLOYER FAILING EMPLOYEES’

SATISFACTION

Employee satisfaction is important for company's overall success. Employee dissatisfaction is

the forerunner to a number of problems that can be quite serious to a business. Employees
with low satisfaction can negatively affect a company or employer because they typically
lack motivation, perform poorly, poor customer service and possess negative attitudes. These
symptoms can directly affect a company’s bottom line. There are following implications on
employer’s failing employee satisfaction.

 Workforce Productivity Declines Dissatisfied employees tend to spend less time

focusing on their job duties and more time discussing with family, friends and co-
workers, why they are unhappy at work. Lack of motivation and attention to detail are
the results of employees' dissatisfaction, which translate to low productivity.
Consequently, companies whose employees' productivity levels are low also experience
loss of profits.
 Low Customer Retention Customer loyalty declines when employees are dissatisfied
with their jobs. "Nayar states that "Employees first and Customers second is a
management approach. It is a philosophy, a set of ideas, a way of looking at strategy and
competitive advantage." Satisfied employees, according to Nayar, are excited about
doing their jobs. Employees who enjoy what they do, especially employees in the
customer service area are more likely to interact with customers and clients in much
more positively and cheerfully. An oft-used business tenet is that happy employees’
equal happy customers.
 Increase in Employee Turnover Ratio As turnover rates increase, dissatisfaction can
spread throughout the workplace, encouraging others to find employment elsewhere.
Employee retention, a workplace measurement related to turnover, can be extremely
difficult in an environment where employees are frequently dissatisfied with their jobs
or working conditions. 4) Low Company Morale A single unsatisfied employee is
capable of disrupting morale in a department or throughout the company. The

17
 pessimistic attitude of that one person is transmitted to others and passed around just as
though it were a tangible item handed from one employee to another. The result is low
morale for multiple employees that in turn become a costly situation for the company to
deal with.
 Poor Work Quality Employees who are not satisfied with their home or work situation
are less likely to pay attention to details on the job. Production suffers and work
performance lags until the employee's task performance is barely acceptable or even
useless. An employee working on an assembly line can disrupt the process by
incorrectly putting the pieces together or forgetfully omitting minor parts that cause the
product to fail or not work at all.
 Declines in Business Reputation Employees are the face of the organization, which
means, business reputation, depends on employees' behaviour, actions and performance.
Improving employees' satisfaction can work wonders for the way of business is viewed
by competitors, customers and people interested in working for the organization.
Employees' dissatisfaction impacts employer’s ability to reach certain business markets
as well as employer’s ability to recruit qualified applicants. Business failure can be
linked to variables such as financial distress or economic hardship; however, employees,
who are dissatisfied with their jobs and the company they work for, can have a
tremendous impact on organization reputation and success.
 Constant Complaints Dissatisfied employees are largely unfocused on their work and
attention to detail. Hence, chances of errors and shoddiness in their work are more. A
constant stream of complaints from clients about the work done by a certain employee
or a group of employees might, thus, indicate that they are unhappy.
 Violence In extreme cases, dissatisfied employees might resort to violent activities to
vent their frustration, such as destroying office property or displaying overt hostility
with co-workers. If a certain employee has often been reported to display such violent
acts, it might indicate dissatisfaction with the job.
 Absenteeism A high level of absenteeism among employees could be a sign of
dissatisfaction. Employees who are unhappy with their jobs tend to take longer lunch
breaks, stay away from work more and take more leaves. If other employees are asked
to fill in for the absent ones, it might lead to the spreading of ill will, resentment and low
morale in organization.

18
 Poor Attitude The poor attitude of an employee might be indicative of his/her
dissatisfaction. Continuously refusing requests by co-workers, refusal to follow
instructions, rudeness or aggressiveness, outbreaks of temper, as well as a regression in

19
NEED FOR THE STUDY
Employee satisfaction is an important aspect as far as an organization is considered.
Employees are back bone of every organization. So, it is responsibility of the management to
keep the employees to contribute more. It is said that satisfied employees are more productive.
So, every organization is giving high priority to keep their employees satisfied by providing
several facilities which improves satisfaction and reduce dissatisfaction. Job satisfaction
describes how content an individual is with Joining process. There are a variety of factors that
can influence a person’s level of joining process satisfaction. Some of these factors include
the level of on-boarding and pre-boarding, interview and satisfaction about position and
company

OBJECTIVES OF THE STUDY

 To study the process of employees opinion on joining the organization.

 To understand the problems of the employees during joining process.
 To study and analyses the various factors affecting the job satisfaction level.
 To understand the complete joining process

RESEARCH METHODOLY

The data collected for the study consists secondary data. Secondary data for this study was
collected from previously published records, research reports, documents and websites.

SCOPE OF THE STUDY

The study aims to understand the employee satisfaction in RELIANCE JIO INFOCOMM
LTD. This Project which covers the joining process so, this project will help the company to
know the how much employees satisfied with the company joining process by using this
project the organization may find some remedy. The scope is to understand the employee
satisfaction.

LIMITATIONS

20
 This study is based on secondary data
 The study is limited to Reliance jio

Chapter 2
REVIEW OF LITERATURE

21
 REVIEW OF LITERATURE
Employee job satisfaction Employee job satisfaction (EJS) is the feelings and thoughts of
employees about their work and place of work. In result, job satisfaction is all about to satisfy
the one’s needs in working place (Togia et al., 2004).

Bodur (2002) stated that there are some factors, which are related to job satisfaction that is
work substances, age, sex, educational level, work place environment, location, colleagues,
income and timing of work. For the purpose of employee satisfaction many theories have
been developed. The most important theory is Maslow’s need theory. It is based on human
hierarchical needs. On the other hand, job satisfaction relates to significant conventional
views, which are formulated via Mausner and Herzberg (1959). Maslow’s theory is based on
fundamental and external element such as accomplishment, acknowledgment, duty, pay, plan,
interpersonal interaction, management, and operational atmosphere.

Mamoria (1965) emphasized for the recognition of importance of health for the wellbeing of a
country has recently found such universal and emphatic expression that the need for
collectively organized and financed health services is concerned by the majority of those
responsible for the conduct of public affairs. The importance of health and medical care has
been realized from the primitive stage of existence. But it has been recognized in a very
conservative fashion in the sense that there was no organized department to look after the
health problems. Healthcare services generally denote the provision of the health care by an
organized governmental agency.

Tailor and Tailor (1970) pointed out that the medical services in India are faced with varied
and serious problems. Infectious diseases produce more death and disability in India than in
the West. About a million persons die of tuberculosis in India every year, and 5,000,000 to
10,000,000 need treatments for this disease annually. Preventive and treatment services are
unlikely to be available in the villages where most of the people live. Even when a hospital is
accessible, the limited personnel, space, and facilities result in acceptance of only the more
serious cases, and their early discharge before rehabilitation procedures have been completed.

22
But there are no convalescent homes in India for patients, needing long–term recuperation,
for which a brief hospital stay is not sufficient.

Sinha (1972) mentioned about the number of burn injuries in a rural area around Wardha,
Maharashtra and reported that burn injuries were more prevalent in females (62.5 percent)
than in males (37.5 percent). The fatality rate varied between 23-35 percent and females
showed a much higher fatality rate.

Narasimham (1981) emphasized that a pre-requisite for organizing a comprehensive and

continued service from the home or community to the hospital and vice versa, there should be
a good recording system. Such facilities exist only in a few institutions at present. Such
efforts have to be made to obtain the staff, physical facilities and co ordination, in favourable
situation where there is scope, there is need for sincere experimentation of the comprehensive
services and follows up.

Deva (1985) mentioned that it is an acknowledged fact that health care services have not
reached four-fifth of the country population, out of which 82 percent is living in rural areas.
So services must begin where people are and where problems arise. The object is to provide
composite health services at the door step of the rural masses than large numbers gravitating
towards centralized hospitals. This is perhaps because of the fact that the health care system
relies mainly upon a large number of doctors with emphasis on curative rather than
preventive care, which is urban oriented and depends upon excellent modern facilities,
laboratory tests and latest techniques

Jajoo, Gupta & Jain (1987) observed that in India, 80 percent of health expenditure goes on a
few urban hospitals with intensive coronary care units, dialysis centers, sophisticated cardiac
surgery units, cancer institutes, and many other facilities, while the vast majority of the
population does not receive even adequate primary health care. Although a large number of
charitable hospitals and dispensaries provide low-cost or free medical services to the poor,
the funds and staff available are never enough to meet the enormous need.

Beeson (1987) analyzed that doctors, by their own professional fees and especially by their
decisions about hospital admission, diagnosis, and therapy, generate at least three-fourths of
the total health bill of the nation. Health care costs now amount to nearly one-tenth of the
gross national product in the USA, exceeding $240 billion at the beginning of this decade.
Thus the American healthcare system is, in it self, a factor in the world economy.

23
 Chapter 3
COMPANY PROFILE

24
 RELIANCE JIO INFOCOMM LTD

 Reliance Group, was founded by Mr. Dhirubhai Ambani. The group has businesses that
ranges from telecommunications (Reliance Communications Limited) to financial
services (Reliance Capital Ltd) to generation and distribution of power (Reliance Power
Limited and Reliance Infrastructure Limited) to lifestyle products (Reliance Trends).

 Reliance Jio is integrated telecommunications service provider. The Company has a

customer base of above 118 million including over 2.6 million individual overseas retail
customers. Reliance Communications corporate clientele includes over 39,000 Indian and
multinational corporations including small and medium enterprises and over 290 global,
regional and domestic carriers.

 Reliance Jio is a LTE mobile network operator in India . It provides integrated (wireless
and wireline), convergent (voice, data and video) digital network that is capable of
supporting services spanning and covering over 21,000 cities and towns and over 400,000
villages. It provides wireless 4G LTE service network (without 2G/3G based services) and
is the only „VoLTE-only' (Voice over LTE) operator in the country.

 Reliance Jio owns and operates the world's largest next generation IP enabled
connectivity infrastructure, comprising over 280,000 kilometers of fiber optic cable
systems in India, USA, Europe, Middle East and the Asia Pacific region.

 The organization is divided into various Jio centres in a state. Delhi NCR region
comprises of thirty-four Jio Centres. The head office or headquarters of Reliance Jio is at
Mumbai. “Reliance Jio promises to shape the future of India by providing end to end
digital solutions for business, institutions and households and seamlessly bridging the
rural-urban divide.”

25
PRODUCTS AND SERVICES
 4G Broadband - It offers data and voice services with peripheral services like instant
messaging, live TV, movies on demand, news, streaming music, and a digital payments
platform

 LYF Smartphones - Jio tied up with domestic handset maker intex to supply 4G handset
enabled with voice over LTE (VoLTE) feature. Through this network, it plans to offer 4G
voice calling besides rolling out high-speed Internet services
 Jionet Wifi – Jio has started providing free Wifi hotspot services in cities throughout
India
 Jio apps - Jio launched multiple of multimedia applications on Google Play as part
 of its upcoming 4G services. While the apps are available to download for everyone, a
user will require a Jio SIM card to use them. Some of the applications are –

STAGE 1: JOB ANALYSIS:

The initial step of selection procedure in Reliance Jio Infocomm Limited starts with job
analysis. Job analysis is a formal and detailed examination of jobs. It is a systematic
investigation of the tasks, duties and responsibilities necessary to do a job. A task is an
identifiable work activity carried out for a specific purpose, for example, typing a letter. A
duty is a larger work segment consisting of several tasks (which are related with some
sequence of events) that are performed by an individual, for example, pick up, sort out and
deliver incoming mail.

Job responsibilities are obligations to perform certain tasks and duties. Job analysis is an
important personnel activity because it identifies what people do in their jobs and what they
require in order to do the job satisfactorily. Once the jobs are analyzed or examined properly
the HR Manager is required to prepare the following:

 Job Specification

26
  Job Description

Job Specification
Job specification summarizes the human characteristics needed for satisfactory job
completion. It tries to describe the key qualifications someone needs to perform the job
successfully. It spells out the important attributes of a person in terms of education,
experience, skills, knowledge and abilities (SKAs) to perform a particular job. The job
specification is a logical outgrowth of a job description. For each job description, it is
desirable to have a job specification. This helps the organization to determine what kind of
persons is needed to take up specific jobs.

A job specification can be developed by talking with the current job holders about the
attributes required to do the job satisfactorily. Opinions of supervisors could also be used as
additional inputs. Checking the job needs of other organizations with similar jobs will also
help in developing job specifications. Job specification is useful in the selection process
because it offers a clear set of qualifications for an individual to be hired for a specific job.
Likewise, a well-written job specification offers a clear picture to new recruits of what they
will be doing in the organization.

Job Description
A job description (JD) is a written statement of what the job holder does, how it is done,
under what conditions it is done and why it is done. It describes what the job is all about,
throwing light on job content, environment and conditions of employment. It is descriptive
in nature and defines the purpose and scope of a job. The main purpose of writing a job
description is to differentiate the job from other jobs and state its outer limits. A job
description usually covers the following information:

 Job title: Tells about the job title, code number and department where it is done.
 Job summary: A brief write-up about what the job is all about.
 Job activities: A description of the tasks done, facilities used, extent of supervisory help,
etc.
 Working conditions: The physical environment of job in terms of heat, light, noise and
other hazards.

27
 Social environment: Size of work group and interpersonal interactions required to do the
job.
 Job description offers a clear picture to new hired personnel of what the job is all about
for which they have been hired.

STAGE 2: SCREENING
 Once the initial step of selection procedure is completed the next step takes place that is
screening. Screening resumes is the process of sorting resumes to disqualify candidates
using successively more detailed examinations of the resumes. The objective is to locate
the most qualified candidates for an open job. While some of this can be done with the
aid of automation and computers, there are still skills and techniques that help quickly
eliminate unqualified candidates.
 In Reliance Jio Infocomm Limited 09 resumes are selected from various sources mainly
from job portals () everyday, which are screened twice by HR Executive and HR Head.
The short listed candidates are then given call regarding the job in the organization and
request for some basic information related to their current job profile (i.e. current
organization, CTC, designation, their interest regarding job opening etc.) and at the same
time selected candidates are asked about their interest regarding the designation they have
been selected for. All the collected information then send to HR Department which
further short lists the candidates for next round that is telephonic interview.

STAGE 3: TELEPHONIC INTERVIEW

The third step in selection procedure of Reliance Jio Infocomm Limited is telephonic
interview. Telephonic interviews are often conducted by employers in the initial interview
round of the hiring process, this type of interview allows an employer to screen candidates on
the candidate‟s experience, qualifications, and salary expectations pertaining to the position
and the company. The telephonic interview saves the employers' time and eliminates
candidates that are unlikely to meet the company‟s expectations.

Employers tend to perform telephonic interviews as a structured interview. The questions are
custom tailored to meet the position in question. With the telephonic interview there may not
be direct contact between the employer and employee, however, the expectations are still
there. Telephonic interviews are scheduled and questions are generally prepared in advance,

28
similar to the way other interviews are conducted. Another common reason a company looks
to the telephonic interview is that these interviews can be conducted on-the-fly. The
interviewer does not have to assign company resources to the phone interview.

It is a cost-effective method to short-list candidates for the position being interviewed for.
The telephonic interview allows both interviewee and interviewer to be in a more relaxed
state. The interviewer can use the relaxed state to better gauge the interviewee, and pick up
on things that may be disguised during the more formal interview process. Once telephonic
interviews are conducted the short- listed candidates are informed about the next round of
hiring process that is RPAT (Reliance Personal Aptitude Test).

STAGE 4: FACE TO FACE INTERVIEW

 The second last step of selection procedure of Reliance Jio Infocomm Limited is face to
face interview. Once all the above steps are completed the selected candidates appear for
the last round that is face to face interview, it is the oral examination of candidates for
employment. This is the most essential step in the selection process. In this step, the
interviewer tries to obtain and synthesize information about the abilities of the
interviewee and the recruitments of the job. Interview gives the interviewer an
opportunity to:

 size up the interviewee‟s agreeableness;

 ask questions that are not covered in tests;
 obtain as much pertinent information as possible;
 assess subjective aspects of the candidate- facial expressions, appearances, nervousness
and so forth;
 make judgments on interviewee‟s enthusiasm and intelligence;
 give facts to the candidate regarding the company, its policies, programmes, etc.,

o promote goodwill towards the company.

 Face to face interview splits into six parts that are as follows:

Non-directive interview
 In a non-directive interview thee recruiter ask questions as they come to mind. There is
no specific format to be followed. The questions can take any direction. As it is an open
interview there is free communication between interviewer and interviewee. Difficulties

29
 with a non-directive interview include keeping it job related and obtaining comparable
data on various applicants.

Directive or structured interview

 In the directive interview, the recruiter uses a predetermined set of questions that are
clearly job related. Since every applicant is asked the same basic questions, comparison
among applicants can be made easily. Structure question improve the reliability of the
interview process, eliminate biases and errors and even may enhance the ability of a
company to

 withstand legal challenge. On the negative side, the whole process is somewhat
mechanical, restricts the freedom of interviewers and may even convey disinterest to
applicants who are used to more flexible interviews.

Situational interview
 One variation of the structured interview is known as the situational interview. In this
approach, the applicant is confronted with a hypothetical incident and asked how he or
she would respond to it. The applicant‟s response is then evaluated relative to pre-
established benchmark standards.

Behavioral interview
 The behavioral interview focuses on actual work incidents (as against hypothetical
situations in the situational interview) in the applicant‟s past. The applicants is supposed
to reveal what he or she did in the given situation, for example, how he disciplined an
employee who was smoking inside the factory premises.

Stress interview
 In stress interview, the interviewer attempts to find how applicants would respond to
aggressive, embarrassing, rude and insulting questions. The whole exercise is meant to
see whether the applicant can cope with highly stress-producing, anxious and demanding

30
 situations while at work, in a calm and composed manner. Such an approach may backfire
also, because the typical applicant is already somewhat anxious in any interview. So, the
applicant that the firm wants to hire might even turn down the job offer under such trying
conditions.

Panel interview
 In a typical panel interview, the applicant meets with three to five interviewers who take
turn asking questions. After the interview, the interviewers pool their observations to
arrive at a consensus about the suitability of the applicant. The panel members can ask
new and incisive questions based on their expertise and experience and elicit deeper and
more meaningful responses from candidates. Such an interview could also limit the
impact of the personal biases of any individual interviewer. On the negative side, as an
applicant, a panel interview may make you feel more stressed than usual.
 At Reliance Jio Infocomm Limited mostly structured and panel interviews are conducted.
For senior level designation panel interviews are held. At the time of face to face
interview, interviewer or panel is provided with an interview assessment sheet which
contains some
criteria, on the basis of these criteria interviewees are being judged and on the same sheet
feedback about the interviewee is being written by panel or interviewer, which later helps
the HR Department in evaluating the result and offering the suitable candidate with
appointment letter. Specimen interview assessment sheet is given below:

STAGE 5: RPAT (RELIANCE PERSONAL APTITUDE TEST):

The forth step in the selection procedure of Reliance Jio Infocomm Limited is RPAT
(Reliance Personal Aptitude Test). RPAT is an aptitude test which measure an individual‟s
potential to learn certain skills- clerical, mechanical, mathematical, etc. This test indicates
whether or not an individual has the ability to learn a given job quickly and efficiently. In
order to recruit efficient office staff, aptitude tests are necessary. This test is generally
conducted for junior level designations. The candidates appearing in RPAT are required to
follow series of instructions which are as follows:

Instructions to be followed
 This test contains 50 Questions.

31
 Duration of test is 12 minutes.
 It is unlikely that you will finish all of them, but do your best.
 Do not go so fast that you make mistakes since you must try to get as many rights as
possible.
 Do not spend too much time on any problem.
 The questions become increasingly difficult, so do not skip about.
 Click in the space provided to indicate the right answer. For few questions you would be
required to enter correct answer in the space provided.
 Those questions, whose answers need to be entered in the blanks, should be strictly
written in numeric. If the answer is written in words then system will treat it as a
 wrong answer. E.g. What is 2 times 2? Ans: 4 (correct) Ans: Four (wrong)
 For some questions the answers may be in a decimal or fraction form, please answer only
in the decimal form e.g. Ans: 4.3 (correct) Ans: 4/3 (wrong)
 If you want to correct an answer you can go back to that question and make the required
changes.
 To mark any question for later review you can click in the small box on the top right side
of the question that says „Mark for review‟. If you click on the box that says
o „Summary Table‟, you will be able to view the entire question that you have
marked for review.

 Once you click „Submit‟ option you cannot go back or retake the test.
 Use of Calculators and Mobile phones are not permitted.
 The examiner will not answer any questions after the testy begins.
 To help gain familiarity with the actual test, you will have a practice test which will last
for 1 minute.
 As the RPAT is conducted and results are being evaluated the short-listed candidates are
then scheduled for next round that is psychometric test.

STAGE 6: PSYCHOMETRIC TEST

The next step in hiring process is psychometric test. Psychometric testing is designed to find
job-relevant information about an individual which an interview wouldn't be able to do.
Psychometric testing typically includes a combination of aptitude and personality tests online

32
which measure your job-relevant cognitive abilities and personality. Psychometric tests could
be conducted separately, as well as with face to face interviews. There are various tools used
for conducting psychometric tests one of the tool is PI (Predictive Index) which is used by
Reliance Jio infocomm Limited. Now let us discuss in detail about predictive index.

PI (Predictive Index)
 Predictive index is software which is used by many organizations for hiring the right
personnel for the right designation. The main function of PI tool is to observe the
psychology of the employees, this tools works by asking same questions in different ways
which reveals
 the personality traits of an employee e.g. (shy, team building, supportive, people
orientation, etc.), with this result HR Department of an organization is able to judge the
person whether an employee is eligible for next round or not.
 The PI has been in wide-spread commercial use since 1955. Minor revisions were made to
the assessment in 1958, 1963, 1988 and 1992 to improve the PI‟s psychometric
(psychological testing) properties and to ensure that each of the individual items on the
assessment conformed to appropriate and contemporary language norms.
 The PI is currently used by over 8,000 organizations across a wide variety of industries
and company sizes and is available in 70 languages including Braille. In 2013, over two
million people around the world completed the PI assessment.
 Predictive Index is a theory-based, self-report measurement of normal, adult, work-
related personality that has been developed and validated for use within occupational and
organizational populations.
 The PI is used for a variety of personnel management purposes, including employee
selection, executive on-boarding, leadership development, succession planning,
performance coaching, team-building and organizational culture change, among others.
 The test employs a free-choice (as opposed to forced-choice) response format, in which
individuals are presented with two lists of descriptive adjectives, both containing 86 items,
and are asked to endorse those which they feel describe them (the “self” domain), and
then those which they feel coincide with how they feel others expect them to behave (the
“selfconcept” domain). Summing across these two domains yields a third implied domain
(the “synthesis”), which can be interpreted as reflecting an employee‟s observable

33
 behavior in the workplace. The assessment is un-timed, generally takes approximately
five to ten minutes to complete, and is available in paper-and-pencil, desktop and Web-
based formats.
The PI measures four primary and fundamental personality constructs:

 Dominance: The degree to which an individual seeks to control his or her environment.
Individuals who score high on this dimension are independent, assertive and self-
confident.
 Individuals who score low on this dimension are agreeable, cooperative and
accommodating.
 Extroversion: The degree to which an individual seeks social interaction with other
people. Individuals who score high on this dimension are outgoing, persuasive, and
socially poised. Individuals who score low on this dimension are serious, introspective
and task oriented.
 Patience: The degree to which an individual seeks consistency and stability in his or her
environment. Individuals who score high on this dimension are patient, consistent and
deliberate. Individuals who score low on this dimension are fast-paced, urgent and
intense.

 Formality: The degree to which an individual seeks to conform to formal rules and
structure. Individuals who score high on this dimension are organized, precise and self-
disciplined. Individuals who score low on this dimension are informal, casual, and
uninhibited.

The PI also measures two secondary personality constructs, which are derived from a
combination of each of the four primary personality constructs described previously:

 Decision-making: Measures how an individual processes information and makes

decisions. Individuals who score high on this dimension are objective, logical and are
primarily influenced by facts and data. Individuals who score low on this dimension are
 subjective, intuitive and are primarily influenced by feelings and emotions.

34
 Response level: Measures an individual‟s overall responsiveness to the environment,
which is reflected in his or her energy, activity level and stamina. Individuals who score
high on this dimension have an enhanced capacity to sustain activity and tolerate stress
over longer periods of time. Individuals who score low on this dimension have less of this
capacity.

 Team Work: Measures an individual‟s overall ability of teamwork which is "work done
by several associates with each doing a part but all subordinating personal prominence to
the efficiency of the whole". Individuals who score high on this dimension are highly
team workers and team builders.

STAGE 7: SALARY FIXATION

The selected candidates are required to furnish Documents prior to an offer being made.

Salary comparator
 An appropriate salary fitment is generated giving three possible options, based on
qualification, age, experience and compensation details of the selected person and basic
salary of existing employees at the same level.
Approval & signature
 The authority for finalization of salary for salary for levels M4 and below (for all circle
positions) shall rest with the Head – HR in each circle. All decisions pertaining to salary
determination for level M3 & above rest with corporate HR.

STAGE 8 : JOB OFFER

Last but not the least step of selection procedure of Reliance Jio Infocomm Limited is
offering the job with an appointment letter and other formalities to the suitable candidate.
With an end of selection process, the professional career of an employee‟s starts. A job offer
is a formal offer of employment from a company. When a company makes a verbal job offer,
the hiring manager will call the selected candidate to let them know that they are being
offered the job.
Companies may also make job offers via email or in writing, depending on company policy
and how the company handles hiring. If the offer is made via the phone or email, it will most
likely be followed by a formal job offer letter which confirms the details of the offer of

35
employment including some or all of the following: job description, salary, benefits, paid
time off, work schedule, reporting structure, etc.

 The candidate may choose to accept the job offer and then will sign and return the letter
as a formal acceptance of the position. If the offer isn't for the compensation package that
the applicant expected, he or she may decide to make a counter offer or decline the offer.
 At RJIL job offer is made through email and later on it is provided in hardcopy which
contains policies of the organization, package provided by the organization, job
description, and some common duties and responsibilities which are as follows:

 Exclusivity
 Non-solicitation
 Other interests
 Controlling interest
 Work hours
 Non-disclosure
 Confidentiality

PRE-EMPLOYMENT ACTIVITIES
 Once the selected candidate accepts the offer, the recruitment team communicates this
information to be concerned units within and outside the organization. There are various
preemployment activities which are as follows: -

Reference Check
Background verification is required for appointment. This is done through third party of
repute. Following points may be considered during reference check:
➢ For group transfer it is not required
➢ Verification on qualification and last 3 employers
➢ Termination due to any disciplinary issues

Medical Check-up
 Medical fitness is also required for the eligible candidate, if he is found unfit; HR
reserves the right to withdraw the offer. Medical bills are also reimbursed.
Relocation

36
If an employee is an outstation candidate, he/she is reimbursed travel expenses for him/ herself. For
outstation candidate they also provide temporary accommodation.

JOINING FORMALITIES
The employee is required to fill in his /her personal details in a joining report and submit supporting
documents related to academic qualification, date of birth, relieving letter and salary details of last
employment along with medical fitness reports. A welcome note signed by the Circle HR Head is
placed in a joining docket.

The candidate is permitted to join without a relieving letter from last employer provided he/ she
submits proof of acceptance of resignation. After completion of joining formalities, at M0 to M2 an
organization announcement is displayed and the same is circulated to all Circles by Corp.HR. At
levels M3A-M8, a welcome note is displayed as the same is circulated to other offices in the circle.

Induction
The new employee then joins the induction program organized by HR. The induction
Program is normally held in the last week of the month. It includes a formal welcome by the
Circle COO/Designated representative of CHRO in corporate and presentations made by
different function representatives on business operations of the company. The employees are
also introduced to the basics of telecom through a separate training programme.

37
 Chapter 4
FINDINGS, SUGGESTIONS
& CONCLUSION

38
 FINDINGS
 Majority of employees heard about the position from friend and recruiter.
 Maximum of the employees are recruited by employee referral.
 Majority of the employees are extremely satisfied with the Organization and
scheduling of interview.
 half employees are satisfied about the time process during applied and hired and half
are dissatisfied.

 All respondents got offer letter by e-mail.

 Majority of the respondents informed by both mail and telephonic about on-boarding
and pre-boarding process.
 Majority of the employees external satisfied with the on-boarding and pre-boarding
process.
 Majority of the employees found career JIO friendly user.
 Most of the respondents informed from both mail and messages about verification of
document.
 In RELIANCE JIO INFOCOMM LTD. test taken after interview.
 In RJIL during interview HR round is not compulsory.
 In RJIL whole joining process is paperless.

39
 CONCLUSION
The study it was identified that the most of the employees are satisfied with the joining
process. Majority of the employees are satisfied with interview process; Pre-boarding &
Onboarding process and they are also satisfied with welcome in organization and about
position. mostly employees got every information regarding selection, offer letter,
Preboarding, On-boarding, documents successfully verified. But still 50% found joining
process is lengthy & time taking process. Overall, employees are satisfied with joining
process

40
 SUGGESTIONS
 Management should try to fast & short the joining process. they should try to
complete it within 1month.
 The Reporting manger should arrange the short meeting and brief about the
product etc.
 Base location HR were not informed about 1-2 candidates joining by NHQ HR so,
Organization should take some steps to improve this.
 Chapter 5
BIBLIOGRAPHY

42
BOOKS

 Dr. Guptha C. Human Resource Management, Sultan Chand and Sons, New Delhi, 2004.
 Rakesh Chopre, Human Resource Management U.K Publishing 2 edition New Delhi,
2004.
 Kothari. C.R, Research Methodology, New Age International Private Ltd, New Delhi,
2004.

WEBSITES
 www.scribd.com
 http://www.ril.com/OurBusinesses/Jio.aspx
 https://en.wikipedia.org/wiki/Reliance_Industries
 http://www.reliancejio.website/2016/08/reliance-jio-wiki.html
 http://scholar.google.co.in/scholar?q=literature+review+on+employee+satisfac
tion&hl=en&as_sdt=0&as_vis=1&oi=scholart&sa=X&ei=eI3IU72qN8KOuAS41IGgA
Q&ved=0CBkQgQMwAA
 http://psycnet.apa.org/journals/bul/127/3/376/
 htthttp://epoka.edu.al/new/icme/2.pdf
 http://iosrjournals.org/iosr-jbm/papers/Vol5-issue1/E0513239.pdf
 http://www.researchgate.net/publication/222103547_Job_Satisfaction_A_Liter
ature_Review
 http://files.eric.ed.gov/fulltext/ED492690.pdf

43