RESEARCH PROJECT REPORT

On

“A STUDY LEVEL OF EMPLOYEE‟S JOB

SATISFACTION AT TCS, LUCKNOW”

Towards partial fulfillment of

Bachelor of Business Administration (BBA)
(BBD University, Lucknow)

Guided by: Submitted by:

Ms. Neha Yadav Sami Ahmad
Associate Professor Roll no: 1200671353
SOM, BBDU BBA 3rd Year

Session 2022-2023

School of Management
Babu Banarasi Das University
Sector1, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow, (UP). India
CERTIFICATE

ii
 DECLARATION

I hereby declare that the research report entitled “A STUDY LEVEL OF

EMPLOYEE JOB SATISFACTION AT TCS, LUCNOW” submitted to the Babu

Banarasi Das Lucknow, is a record of an original work done by SAMI AHMAD, I

under the guidance of Ms. Neha Yadav Associate Professor SOM, BBDU in a partial

fulfillment of the requirement for the award of the degree of Bachelor of Business

Administration. The result embodied in this research have not been submitted to any

degree or diploma.

SAMI AHMAD

ROLL NO; 1200671353

iii
 ACKNOWLEDGEMENT

It is with immense pleasure that I take this opportunity to express my sincere thanks

to my respective report guide Ms. Neha Yadav of Babu Banarasi Das University,

Lucknow, under whose guidance this entire research report was done. I express my

profound sense of gratitude for his encouragement, observation, suggestion and kind

of co-operation in designing and bringing out this dissertation work successfully.

Finally, I am very grateful to my parents, friends, and well-wishers who has been

constraint inspiration which enable me to reach this exuberant of my life.

SAMI AHMAD

iv
 PREFACE

In the present fast moving globalize economy, only theoretical knowledge is not

sufficient for an individual to perform efficiently to bridge the gap between theory

and practical.

As a part of the partial fulfillment of the BBA programme at the research report has

complied at ―A STUDY LEVEL OF EMPLOYEE JOB SATISFACTION AT TCS,

LUCKNOW.

I have taken extra attention to ensure adequate coverage of each & every topic. This

report provide complete and clear explanation, step by step procedure and numerous

calculation important working notes are shown in the back of report in annexure.

Further I had given suggestion for the improvement to be required in the company. At

last, I would like to thanks to college who had given me an opportunity.

A project is scientific and systematic study of real issue on a problem with the

application of managerial concept and process of management. The study can deal

with small and big issue in any division of organization, where a problem have been

dealt with. The essential requirement of a project is that it should contain scientific

collection of data analysis and interpretation of data leading to valid conclusion .

v
 EXECUTIVE SUMMARY

Employee‘s job Satisfaction was a much popularized subject during the 1980‘s

and1990‘s, where much off the literature (Stoner & Wankel, 1986; Brewster,

Dowling, Grobler, Holland & Warnich, 2000), focused on the link between

Employee's job satisfaction and Employee's Performance. Subsequent researchers,

however, sproven that this link is not particularly strong, (Kreitner & Kinicki, 2005;

Ivancevich & Matteson, 2002). What recent research has confirmed is that there is a

clear reciprocal relationship between Employee's Job satisfaction and Customer

Satisfaction ( kraut‘ 1996).

For example, one off the most detailed studies undertaken was that carried out by

Heskett, Sasser and Schlesinger (1995). The authors point out that, ―When companies

put employee's and customers first, their employee's are satisfied, their customers are

loyal, their profits increase, and their continued success is sustained‖ (ascited in

Bailey & Dandrade, 1997).

The concept off Employee's job satisfaction can be tracked back to the Edward

Thorndike, who in the early 1900‘s published an article in the Journal off Applied

Psychology where he explored the relationship between work and satisfaction. The

concept off Employee's Job satisfaction has certainly been researched very thoroughly

over the year and has been linked to many other issues like employee's loyalty,

employee's commitment, employee's engagement and job satisfaction.

One off the most quoted theorists is Hertzberg who during the 1950‘s developed his

theory which identified two dimensions off satisfaction, namely motivation and

hygiene.

vi
Hertzberg maintained that the hygiene factor's could not motivate employee's but

rather helped minimized is satisfaction levels if addressed. These hygiene factor's

include topics such as; TCS policies, supervision, salary, interpersonal relationships

and working conditions. The motivating factor's addressed topics such as: the work

itself, achievement, recognition, responsibility, and advancement. If continuously

good levels are maintained in respect off the set, a motivated work forced require.

Modern management considers human being as resource and it is an importance for

the success off any organization's. it is the strength and aid. Therefore employee's

attitudes, interest, quality,

Job satisfaction, etc, have a bearing productivity off a firm unless the management is

able to recognize employee's needs and wants they will lose motivation and morale

and it will affect the best interest off the firm.

Work is one off the most important activities in a person‘s life. Who do have

satisfying job rarely have fully satisfying lives. Dissatisfaction in work can lead in

many circumstances to lower production and friction on the job. So that it must be

considered by the management and steps should be taken to find out the factor's

which cause job dissatisfaction and to reduce such dissatisfaction. In general

employee's Job satisfaction is the attitude towards the work environment, salary,

relationship with their colleagues, job security, grievance handling, performance

appraisal, training and development, management style, quality policy, career

counseling and so on.

vii
 TABLE OF CONTENT

Certificate ii

Declaration iii

Acknowledgement iv

Preface v

Executive Summary vi

Sr. No Topic Page no.

1. Introduction of the Topic 1-23

2. Literature Review 24-28

3. Company Profile 29-39

4. Objective of the study 40-41

5. Research Methodology 42-43

6. Limitation of the Study 44

7. Data Analysis 45-60

8. Findings 61-63

9. Suggestions 64-66

10. Conclusion 67-68

11. Bibliography 69

12. Annexure (Questionnaire) 70-75

viii
 CHAPTER: 1

INTRODUCTION OF THE TOPIC

1
 INTRODUCTION

Siegal and Lance (1987) stated that ‗job satisfaction is an emotional response defining

the degree to which people like their job.‘

Work is a central part of almost everyone‘s life. Adults devote almost all of their

waking time to work as career development makes up almost 70% of all human

developmental tasks. Hence it is important that the employees feel a sense of

satisfaction with their job or else it might lead to frustration, anger and in some cases

even depression.

Perceived satisfaction on the job is reflected by the needs of sense of fulfillment and

expectation for the job to be interesting, challenging and personally satisfying. Job

satisfaction is also an achievement indicator in career developmental tasks.

There are numerous studies on job satisfaction, and the results are often valued for

both humanistic and financial benefits. When employees are satisfied, they tend to

care more about the quality of their work, they are more committed to the

organization, they have higher retention rates, and they are generally more

productive.

The present times are very competitive and hence there is a lot of pressure for each

organization to be the best for this reason, organizations now demand for the better

job outcomes. In fact, modern times have been called as the ―age of anxiety and

stress.

This pressure to perform at their best at all times creates a lot of stress to the

employees, known as job stress. Job stress can reduce productivity, increase mistakes

and accidents at work, encourage absenteeism, lower morale, increase conflict with

others and cause physical and emotional problems. High levels of work stress are

associated with low levels of job satisfaction. A low level of job satisfaction

2
ultimately leads to poor life satisfaction.

Meaning of Job Satisfaction:

Job satisfaction refers to a person‘s feeling of satisfaction on the job, which acts as a

motivation to work. It is not the self-satisfaction, happiness or self-contentment but

the satisfaction on the job.

Job satisfaction relates to the total relationship between an individual and the

employer for which he is paid. Satisfaction means the simple feeling of attainment of

any goal or objective. Job dissatisfaction brings an absence of motivation at work.

Research workers differently describe the factors contributing to job satisfaction and

job dissatisfaction. Hoppock describes job satisfaction as, ―any combination of

psychological, physiological and environmental circumstances that cause and person

truthfully to say I am satisfied with my job.‖

Job satisfaction is defined as the, ―pleasurable emotional state resulting from the

appraisal of one‘s job as achieving or facilitating the achievement of one‘s job

values.‖ In contrast job dissatisfaction is defined as ―the un pleasurable emotional

state resulting from the appraisal of one‘s job as frustrating or blocking the attainment

of one‘s job values or as entailing disvalues. ‖ However, both satisfaction and

dissatisfaction were seen as, ―a function of the perceived relationship between what

one perceives it as offering or entailing.‖ Hoppock offered one of the earliest

definitions of job satisfaction when he described the construct as being any number of

psychological, physiological, and environmental circumstances which leads a person

to express satisfaction with their job. Smith et al. (1969) defined job satisfaction as the

feeling an individual has about his or her job. Locke (1969) suggested that job

satisfaction was a positive or pleasurable reaction resulting from the appraisal of one‘s

job, job achievement, or job experiences.

3
Vroom (1982) defined job satisfaction as workers‘ emotional orientation toward their

current job roles. Similarly, Schultz (1982) stated that job satisfaction is essentially

the psychological disposition of people toward their work.

Finally, Lofquist and Davis (1991), defined job satisfaction as ―an individual‘s

positive affective reaction of the target environment as a result of the individual‘s

appraisal of the extent to which his or her needs are fulfilled by the environment‖.

The definition of job satisfaction has visibly evolved through the decades, but most

versions share the belief that job satisfaction is a work-related positive affective

reaction.

There seems to be less consistency when talking about the causes of job satisfaction.

Wexle and Yukl (1984) stated that job satisfaction is influenced bymany

factors, including personal traits and characteristics of the job. To better

understand these employee and job characteristics and their relationship to job

satisfaction, various theories have emerged. Early traditional theories suggested that a

single bipolar continuum, with satisfaction on one end and dissatisfaction on the

other, could be used to conceptualize job satisfaction. Later revisions of the theory

included a two-continuum model that placed job satisfaction on the first scale, and

job dissatisfaction on the second.

These later theories focused more on the presence or absence of certain intrinsic and

extrinsic job factors that could determine one‘s satisfaction level. Intrinsic factors

are based on personal perceptions and internal feelings, and include factors such as

recognition, advancement, and responsibility. These factors have been strongly linked

to job satisfaction according to O‘ Driscoll and Randall (1999).

4
Extrinsic factors are external job related variables that would include salary,

supervision, and working conditions. These extrinsic factors have also been found to

have a significant influence on job satisfaction levels according to Martin and Schinke

(1998).

History of job Satisfaction:

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.

These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business

School, sought to find the effects of various conditions (most notably illumination) on

workers‘ productivity. These studies ultimately showed that novel changes in work

conditions temporarily increase productivity (called the Hawthorne Effect).

It was later found that this increase resulted, not from the new conditions, but from

the knowledge of being observed. This finding provided strong evidence that people

work for purposes other than pay, which paved the way for researchers to investigate

other factors in job satisfaction.

Scientific management (as known as Taylorism) also had a significant impact on the

study of job satisfaction. Frederick Winslow Taylor‘s 1911 book, Principles of

Scientific Management, argued that there was a single best way to perform any given

work task. It contributed to a change in industrial production philosophies, causing a

shift from skilled labor and piecework towards the more modern approach of

assembly lines and hourly wages. The initial use of scientific management by

industries greatly increased productivity because workers were forced to work at a

faster pace. However, workers became exhausted and dissatisfied, thus leaving

researchers with new questions to answer regarding job satisfaction.

It should also be noted that the work of W.L. Bryan, Walter Dill Scott and Hugo

Munsterberg set the tone for Taylor‘s work.

5
Some argue that Maslow‘s hierarchy of needs theory, a motivation theory, laid the

foundation for job satisfaction theory. This theory explains that people seek to satisfy

five specific needs in life-physiological needs, safety needs, social needs, self-esteem

needs and self- actualization. This model served as a good basis from which early

researchers could develop job satisfaction theories.

Job satisfaction can also be seen within the broader context of the range of issues

which affect an individual‘s experience of work, or their quality of working life. Job

satisfaction can be understood in terms of its relationships with other key factors, such

as general well- being, stress at work, control at work, home-work interface and

working conditions.

Importance of Job Satisfaction:

Job satisfaction is a frequently studied subject in work and organizational literature.

This is mainly due to the fact that many experts believe that job satisfaction trends can

affect labour market behavior and influence work productivity, work effort, employee

absenteeism and staff turnover. Moreover, job satisfaction is considered a strong

predictor of overall individual well-being, as well as a good predictor of intentions or

decisions of employees to leave a job.

Job satisfaction is also important in everyday life. Organizations have significant

effects on the people who work for them and some of those effects are reflected in

how people feel about their work. This makes job satisfaction an issue of substantial

importance for both employers and employees.

6
As many studies suggest, employers benefit from satisfied employees as they are

more likely to profit from lower staff turnover and higher productivity if their

employees experience a high level of job satisfaction. However, employees should

also ‗be happy in their work, given the amount of time they have to devote to it

throughout their working lives‘.

Factors of Job Satisfaction:

There are different factors on which job satisfaction depends.

Important among them are discussed here under:

Personal Factors:

They include workers‘ sex, education, age, marital status and their personal

characteristics, family background, socio-economic background and the like.

Factors Inherent in the Job:

These factors have recently been studied and found to be important in the selection of

employees. Instead of being guided by their co-workers and supervisors, the skilled

workers would rather like to be guided by their own inclination to choose jobs in

consideration of ‗what they have to do‘. These factors include- the work itself,

conditions, influence of internal and external environment on the job which are

uncontrolled by the management, etc.

Factors Controlled by the Management:

The nature of supervision, job security, kind of work group, and wage rate,

promotional opportunities, and transfer policy, duration of work and sense of

responsibilities are factors

7
controlled by management. All these factors greatly influence the workers. These

factors motivate the workers and provide a sense of job satisfaction.

Measurement of Job Satisfaction:

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

method for collecting data regarding job satisfaction is the Likert scale (named after

Rensis Likert). Other less common methods of for gauging job satisfaction include-

Yes/No questions, True/False questions, point systems, checklists and forced choice

answers. This data is typically collected using an Enterprise Feedback Management

(EFM) system. The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin

(1969), is a specific questionnaire of job satisfaction that has been widely used. It

measures one‘s satisfaction in five facets- pay, promotions and promotion

opportunities , co-workers, supervision and the work itself. The scale is simple,

participants answer either yes, no, or cannot decide (indicated by‘?‘) in response to

whether given statements accurately describe one‘s job. The Job in General Index is

an overall measurement of job satisfaction. It is an improvement to the Job

Descriptive Index because the JDI focuses too much on individual facets and not

enough on work satisfaction in general.

Other job satisfaction questionnaires include- the Minnesota Satisfaction

Questionnaire (MSQ), the Job Satisfaction Survey (JSS) and the Faces Scale. The

MSQ measures job 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 job satisfaction.

Finally, the Faces Scale of job satisfaction, one of the first scales used widely,

measured overall job satisfaction with just one item which participants respond to by

choosing a face.

8
Strategies to enhance employee job satisfaction:

Shared mission and vision:

The employees in many organizations do not know the mission, vision and objectives

of the organization in spite of being an integral part of the organization who

contribute effectively for the development of the organization through their talents

and competencies. It is therefore necessary to build appropriate corporate culture to

achieve the same. Regular feedback should be obtained from employees to know their

opinion in this regard

Work itself:

The job satisfaction of employees can be increased by job rotation, knowledge

enlargement, task enlargement and job enrichment of each employee on a periodical

basis.

Compensation and benefits:

Suitable policies should be built as regards compensation and various benefits for the

employees to motivate them, considering the financial position from time to time.

Performance appraisal:

The proper and fair assessment of the work done by each employee needs to be

carried out with reasonable justice which certainly encourages employees to perform

better.

Relationship with supervisors:

Cordial employee- management relationship plays an important role in the

development of an organization or vice versa. In order to have a cordial relationship

of the employees with the management the company should treat the staff fairly, be

ready to help them, provide training to enhance their skills and positive attitudes and

be ready to listen and respond to employees.

9
There are many ways to seek satisfaction and different people opted for different

ways to search for job satisfaction. There is a general rule of thumb - change your

mindset and be realistic in your expectations.

Tips for improving job satisfaction level

Tip1: Embrace changes

Accept the fact that things may change - people change and you may also change over

time. Embrace changes and you will find that, you just might be a step closer to job

satisfaction. Bear in mind that what brings you satisfaction today may not be so in the

future. There is no one set rule of how to be satisfied with your job. There is also no

fixed guideline on how to overcome challenges at work into a motivation for you to

achieve job satisfaction.

Tip2: Acknowledge differences

For a gardener with eight mouths to feed at home, the meaning of job satisfaction may

be to bring home his daily pay of RM15 and to ensure that his wife has the means to

put the needed food on the table. For a top executive with a five-figure salary, job

satisfaction is no longer a matter of daily survival - unlike the aforementioned

gardener - it may be a matter of fulfilling his own personal goals and meeting other

set objectives and aims of his organization. With such a broad definition and

interpretation of satisfaction, we are back to square one - How to achieve job

satisfaction

Can happiness bring you satisfaction? Yes, to a certain extent. Those who are wiser

10
will say that satisfaction equates happiness and contentment. How to be happy then?

"It is all in the mind" - a cliché which applies to almost everything in life - including

in your quest for job satisfaction

Tip3: forgive yourselves

Be kind to yourself. Most people who find it hard to achieve job satisfaction are

normally too harsh on themselves. Do not blame yourself if things do not turn out as

you expect them to be. Admit your weaknesses but do not disparage yourself in any

way.

Always remember that regardless of what others say about you, they cannot make you

feel bad about yourself until you allow yourself to do so. In other words, forgive

yourself for making mistakes because after all, "to err is human". Build up your self-

esteem and self-confidence to perform better the next time around.

Once you accept your own shortcomings and come to terms with your limitation, you

are on the right path to achieving job satisfaction.

Tip 4: forgive others:

Your quest for job satisfaction is one that should be taken alone but along the way,

you need to work with others and answer to your bosses. Hence the need for you to

accept the fact that you cannot please everybody.

Learn to forgive others who actually seemed to have tried to sabotage your plans and

career advancement. Holding grudges can be a temporary measure to express anger

but you should learn how to let go of the feelings of ill-will against those who have

wronged you at work and free yourself of the unnecessary stress.

By being angry with others or by being frustrated with your surroundings, you are

11
only subjecting yourself to more hurt and pain while others have almost no inkling of

how troubled you are and they might just perform better than yourself while you were

still wallowing in self-pity and anger. This is where you learn to let go of your bruised

ego and actually try to accept things as they are and forgive others. Accept the work

environment and only then will you strive to improve on things.

Enriching with knowledge….!!!

Job satisfaction describes how content an individual is with his /her job. The happier

people are within their job, the more satisfied they are said to be. Job satisfaction is

not the same as motivation or aptitude, although it is clearly linked. Job design aims

to enhance job satisfaction and performance, methods include job rotation, job

enlargement, job enrichment and job re-engineering. Other influences on satisfaction

include the management style and culture, employee involvement, empowerment and

autonomous work position. Job satisfaction is a very important attribute which is

frequently measured by organizations. The most common way of measurement is the

use of rating scales where employees report their reactions to their jobs. Questions

relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities,

the work itself and co-workers. Some questioners ask yes or no questions while others

ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5

represents "extremely satisfied").

History

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.

These studies (1924–1933), primarily credited to Elton Mayo of the Harvard Business

School, sought to find the effects of various conditions (most notably illumination) on

12
workers‘ productivity. These studies ultimately showed that novel changes in work

conditions temporarily increase productivity (called the Hawthorne Effect). It was

later found that this increase resulted, not from the new conditions, but from the

knowledge of being observed. This finding provided strong evidence that people work

for purposes other than pay, which paved the way for researchers to investigate other

factors in job satisfaction.

Scientific management) also had a significant impact on the study of job satisfaction.

Frederick Winslow Taylor‘s 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 of assembly lines and hourly

wages. The initial use of scientific management by industries greatly increased

productivity because workers were forced to work at a faster pace. However, workers

became exhausted and dissatisfied, thus leaving researchers with new questions to

answer regarding job satisfaction. It should also be noted that the work of W.L.

Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor‘s work.

Some argue that Maslow‘s hierarchy of needs theory, a motivation theory, laid the

foundation for job satisfaction theory. This theory explains that people seek to satisfy

five specific needs in life – physiological needs, safety needs, social needs, self-

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

early researchers could develop job satisfaction theories.

Job satisfaction can also be seen within the broader context of the range of issues

which affect an individual's experience of work, or their quality of working life. Job

satisfaction can be understood in terms of its relationships with other key factors, such

13
as general well-being, stress at work, control at work, home-work interface, and

working conditions.

Models of job satisfaction

Edwin A. Locke‘s Range of Affect Theory (1976) is arguably the most famous job

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

by a discrepancy between what one wants in a job and what one has in a job. Further,

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

autonomy in a position) moderates how satisfied/dissatisfied one becomes when

expectations are/aren‘t 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 doesn‘t value that

facet. To illustrate, if Employee A values autonomy in the workplace and Employee B

is indifferent about autonomy, then Employee A would be more satisfied in a position

that offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a

particular facet will produce stronger feelings of dissatisfaction the more a worker

values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory

Template:Jackson April 2007. 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 one‘s job. This approach became a notable explanation of

job satisfaction in light of evidence that job satisfaction tends to be stable over time

14
and across careers and jobs. Research also indicates that identical twins have similar

levels of job satisfaction.

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

Self-evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy

C. Durham in 1997. Judge et al. argued that there are four Core Self-evaluations that

determine one‘s disposition towards job 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 one‘s own competence) lead to higher work satisfaction. Having an internal locus

of control (believing one has control over her\his own life, as opposed to outside

forces having control) leads to higher job satisfaction. Finally, lower levels of

neuroticism lead to higher job satisfaction.

Opponent Process Theory

According to opponent process theory, emotional events, such as criticisms or

rewards, elicits two sets of processes. Primary processes give way to emotions that

are steady with the event in question. Events that seem negative in manner will give

rise to the feelings of stress or anxiety. Events that are positive give rise to the

feeling of content or relaxation. The other process is the opponent process, which

induces feelings that contradict the feelings in the primary processes. Events that are

negative give rise to feelings of relaxation while events that are positive give rise to

feelings of anxiety. A variety of explanations have been suggested to explain the

uniformity of mood or satisfaction. This theory shows that if you try to enhance the

mood of individual it will more likely fail in doing so. The opponent process theory

was formulated to explain these patterns of observations

15
 Equity Theory

Equity Theory shows how a person views fairness in regard to social relationships.

During a social exchange, a person identifies the amount of input gained from a

relationship compared to the output, as well as how much effort another person‘s

puts forth. Equity Theory suggests that if an individual thinks there is an inequality

between two social groups or individuals, the person is likely to be distressed

because the ratio between the input and the output are not equal.

For example, consider two employees who work the same job and receive the same

benefits. If one individual gets a pay raise for doing the same or less work than the

other, then the less benefited individual will become distressed in his workplace. If,

on the other hand, one individual gets a pay raise and new responsibilities, then the

feeling of inequality is reduced.

Discrepancy theory

The concept of self-discrepancy theory explains the ultimate source of anxiety and

dejection]. An individual, who has not fulfilled his responsibility feels the sense of

anxiety and regret for not performing well, they will also feel dejection due to not

being able to achieve their hopes and aspirations. According to this theory, all

individuals will learn what their obligations and responsibilities for a particular

function, over a time period, and if they fail to fulfill those obligations then they are

punished. Over time, these duties and obligations consolidate to form an abstracted set

of principles, designated as a self-guide Agitation and anxiety are the main responses

when an individual fails to achieve the obligation or responsibility. This theory aslo

explains that if achievement of the obligations is obtained then the reward can be

praise, approval, or love. These achievements and aspirations also form an abstracted

16
set of principles, referred to as the ideal self guide. When the individual fails to obtain

these rewards, they begin to have feelings of dejection, disappointment, or even

depression Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg‘s 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 employee‘s motivation to work is continually related

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

drives individuals to attain personal and organizational goals (Hokinson, 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 Hack man & 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.

The Results of Positive or Negative Job Satisfaction

A major practitioner knowledge gap is in the area of understanding the consequences

of job satisfaction. We hear debates and confusion about whether satisfied employees

17
are productive employees, and HR practitioners rightfully struggle as they must

reduce costs and are concerned about the effects on job satisfaction and, in turn, the

impact on performance and other outcomes. The focus of our discussion in this

section is on job satisfaction, because this is the employee attitude that is most often

related to organizational outcomes. Other employee attitudes, such as organizational

commitment, have been studied as well, although they have similar relationships to

outcomes as job satisfaction.

Job Satisfaction and Job Performance

The study of the relationship between job satisfaction and job performance has a

controversial history. The Hawthorne studies, conducted in the 1930s, are often

credited with making researchers aware of the effects of employee attitudes on

performance. Shortly after the Hawthorne studies, researchers began taking a critical

look at the notion that a ―happy worker is a productive worker.‖ Most of the earlier

reviews of the literature suggested a weak and somewhat inconsistent relationship

between job satisfaction and performance.

Job Satisfaction and Life Satisfaction

An emerging area of study is the interplay between job and life satisfaction.

Researchers have speculated that there are three possible forms of the relationship

between job satisfaction and life satisfaction: (1) spill over, where job experiences

spill over into non work life and vice versa; (2) segmentation, where job and life

experiences are separated and have little to do with one another; and (3)

compensation, where an individual seeks to compensate for a dissatisfying job by

seeking fulfillment and happiness in his or her non work life and vice versa

18
Job Satisfaction and Withdrawal Behaviors

Numerous studies have shown that dissatisfied employees are more likely to quit their

jobs or be absent than satisfied employees Job satisfaction shows correlations with

turnover and absenteeism in the–.25 range. Job dissatisfaction also appears to be

related to other withdrawal behaviors, including lateness; unionization, grievances,

and drug abuse, and decision to retire. Hulin et al. (1985) have argued that these

individual withdrawal behaviors are all manifestations of ―job adaptation‖ and have

proposed that these individual behaviors be grouped together. Because the occurrence

of most single withdrawal behaviors is quite low, looking at a variety of these

behaviors improves the ability for showing the relationship between job attitudes and

withdrawal behaviors.

Building Job Satisfaction

Once you have identified the blend of status, power, or intrinsic enjoyment that need

to be present in your work for you to feel satisfied, you then need to work on some of

our seven 'ingredients' for a satisfying job. These ingredients are:

 Self-awareness.

 Challenge.

 Variety.

 Positive attitude.

 Knowing your options.

 Balanced lifestyle.

 A sense of purpose.

19
Self-Awareness

The first step in the search for job satisfaction is to know yourself. If you're to be

happy and successful, you need to understand your strengths and weaknesses. This

will help you identify what types of profession will allow you to build on those

strengths, and minimize those weaknesses. A useful framework for conducting this

type of analysis is a Personal SWOT analysis.

It is difficult to feel satisfied with something you aren‘t very good at, so rather than

spend time beating yourself up about it, take a long hard look at the things at which

you excel, and try to find a position that uses some of those skills too.

Another important component of self-awareness is to have a good understanding of

your personality traits and your preferred style of working. A useful tool for this is

Schein‘s Career Anchors, which helps you understand what you value and what

motivates you in your career, (and also what you do not value, and what de-motivates

you

By increasing your self-awareness, you can work towards the ideal blend of

compensation, status, and intrinsic reward that suits you, and that you can realistically

achieve. Knowing this will help you to set appropriate goals, and manage your own

expectations.

The greater the match between your preferences and the requirements of the job, the

more potential for job satisfaction you have. The remaining six 'ingredients' determine

how much of that potential you actually achieve.

Challenge

20
Different things challenge different people at different times. You just need to figure

out what you can do to make sure you don‘t allow yourself to go stale at work.

Even if the job itself is not all that challenging, you can make it challenging. Some

great ideas here include:

 Set performance standards for yourself – aim to beat your previous record, or

set up a friendly competition among co-workers.

 Teach others your skills – nothing is more challenging, or rewarding, than

passing your skills and knowledge on to others.

 Ask for new responsibilities – these will give you opportunities to stretch

yourself.

 Start or take on a project that uses skills you would like to use, or want to

improve.

 Commit to professional development – take courses, read books or trade

magazines and attend seminars. However you do it, keep your skills fresh and

current.

Variety

Closely related to the need for challenge is the need to minimize boredom. Boredom

is a common culprit when it comes to job dissatisfaction. When your mind is bored

you lack interest and enthusiasm and even a well-matched job becomes dissatisfying.

Some common methods to alleviate boredom at work include:

 Cross train and learn new skills.

 Ask to be moved to a new assignment or department requiring the same skills.

 Ask to work a different shift.

21
  Volunteer to take on new tasks.

 Get involved with committee work.

 Go on an extended leave, or take a sabbatical.

Positive Attitude

Attitude plays a huge role in how you perceive your job and your life in general. If

you are depressed, angry or frustrated, you're much less likely to be satisfied with

anything. Making a change to a positive attitude is a complex process that requires a

lot of work and a strong commitment. However, over time, you can turn your internal

dialogues around and start to see most events in your life as positive and worthwhile.

Here are some tips:

 Stop negative thoughts from entering your brain.

 Reframe your thoughts to the positive.

 Put the events of the day in the correct context.

 Don't dwell on setbacks.

 Commit to viewing obstacles as challenges.

 Accept that mistakes are simply opportunities to learn.

 Become an optimist.

Know Your Options

When you feel trapped, you can start to get anxious. At first you wonder what else is

out there for you. This progresses to the point where you become convinced that

anything other than the job you're doing has got to be more satisfying. To combat this,

continuously scan your environment for opportunities. When you feel you have

options, you have more control. When you make a positive choice to stay with a job,

22
that job has much more appeal than if you feel forced to stay because you feel you

have no alternative.

 Keep a list of your accomplishments.

 Update your resume on a regular basis.

 Keep up to date on employment trends.

 Research other jobs that interest you.

 Adopt an 'I‘m keeping my options open' approach.

Maintain a Balanced Lifestyle

You'll have heard many times that you need to keep your life and work in balance.

When you focus too much on one at the expense of the other you risk putting your

whole system in distress. When work takes over your life, it is easy to resent it and

lose your sense of perspective: Suddenly everything about your life is clouded with

negativity.

Find a Sense of Purpose

Last, but certainly not least (for many people) is the need to find a sense of purpose in

the things you do. Even if you have a boring job, it helps a lot if you can see the real

benefit you're providing for people.

Even the most mundane job usually has purpose if you dig deep enough. And if it

doesn't, should you be wasting your life doing it?

23
 CHAPTER: 2

LITERATURE REVIEW

24
 LITERATURE REVIEW

It was found that the performance of the ETO organization can be improved by rising.

Research results revealed an important aspect of talent management that represents

the negative relationship with the TSP performance of the company. This result

reflected that TM often increases ETO and lowers the OE. TSP needs to reduce the

turnover of its staff by properly managing the ability to boost.

Kanwal and Muhammad (2013), based in Pakistan banks on retention off employee's.

Research focused on the factors related to the salary and bonuses, employee

satisfaction with the job, preparation as a workplace risk management team work ,are

the major contributors to the longevity of the employee in a company. Training and

growth was found to have a significant impact on employee retention. Other factor's

that have been recognized in the literature review had a synergic effect on the

employee's performance. It was also proposed that both the employee and the

manager would work as a team and communicate effectively with both of them.

Mathur, Agarwal and Atul P.K. (2013), aimed at understanding the effect of retention

approaches on staff turnover in India's sugar industry. Dysfunctional turnover was the

subject of this report. As part of this analysis, certain variables such as welfare

benefits, personal satisfaction and the atmosphere of the company correlated with the

employee's turnover were also examined. It was noticed that pay and working climate

were the key factor for leaving the company by employee's. Results from the study

revealed that management techniques impact directly on the turnover of the

employees.

Researcher proposed using specific HR methods, such as fair compensation.

Masthanand Balakrishnan, D. (2013), described the drivers of employee participation

and also analyzed the relationship between employee engagement and retention of

25
employees. Employee engagement has been observed to contribute to loyalty and

psychological connection and reflects in the form of high retention (low attrition) off

employee's. The study indicated that employee level off engagement can be improved

by recognizing their drivers (influential factor's). Organization's should formulate

good practices in the light of results without much financial burden to maintain their

best talent (highly skilled and trained human resources). Statistical data supports in

the analysis.

Kwenin, D.O. And MuhammadS. Et. Al (2013), examined the effect on employee

productivity in Vodafone Ghana Limited from employee benefits, work satisfaction

and human resources policies. The findings showed that equal compensation

programs for the company contribute to equity and improved retention. The results

also showed that there is appositive correlation with retention between employee

satisfaction and favorable human resource policies. In addition, the study also

established the work satisfaction of workers as a clear indicator for retention.

Appiah, F. A. And as for David A. (2013), based on human resource management

practices that were widely used in Ghana's mining industry and their impact on the

retention of employees. The key results from the report were that much of the

organization's turnover plans were due to controlling human resources. Training and

growth, communication and exchange of knowledge, health, safety and welfare,

opportunities and rewards and job security factors were very significant in bringing

about plans for turnover with in the mining industry. The study gives insights in to the

impact of human resource management strategies on the rate of leave and retention

of workers.

Amalraj R. ,Lakshmi Devi, R. And. Al. (2013), aimed to research the turnover ratio of

workers in the Indian pharmaceutical industry. The mean off the pull factor's was

26
found to be higher due to higher turnover goal off the employee's. Under this analysis,

all factors were divided in to two clusters using the technique of hierarchical

clustering, namely push and pull factor. The various push factor's identified in case

study were: Health reasons (Personal), family problems, pursuance off higher

education, behavior off boss, conflict off employee's, motivation and encouragement

off good work, size off the organization's, difficulty off job and social status. Expect,

between the pull factor Sebstian B. Reiche (2008), conducted work to examine the

determinants affecting retention capability off MNCs. Researcher introduced a

conceptual structure from the inter linked view points of institutional and human

resource management. Experience of labor market and psychological perspective have

been discussed. It has been found that the level of satisfaction and engagement on

the part of subsidiary workers that may be influenced by HR activities can be

moderate by local management style.. Huselid A. Mark (1995), reviewed literature on

human resources in three ways. Firstly, the level off research used to estimate the

effect on HRM activities at the company level, and the view point was strategic rather

than practical. Second, the emphasis on analytics was detailed. Second, this study

presented one off the first test soft he prediction that the effect on firm performance

from High Performance Work Practices depended on both the degree off

complementary, or internal match, between these practices and the degree off

correlation, or external match, between a company's program off those practices and

its strategic strategy. Application of effective human resource management activities

has been found to improve.

Ichniowski C., prennushi G. ,shawK. (1993),examined the effect on organisation's

profitability of cooperative and creative HRM activities. "Bundles" off internally

compatible HRM activities were found to be correlated with higher efficiency and

27
quality..

Spencer, G. Daniel (1986), investigated to what extent staff had incentives to voice

discontent and volunteer attrition in hospitals with general care. Responses to

declining firms have been widely analyzed in terms of offexit and speech. Researcher

based on the amount of voice-off opportunities available and not on the quality off

that opportunity. To this end the researcher performed two studies. It was found under

the first study that the more an company offers workers the ability to express

discontent about aspects of their jobs to improved is satisfying job conditions, the

greater the probability that their workers will stay with the company.

28
 CHAPTER: 3

COMPANY PROFILE

29
 COMPANY PROFILE

Considering the performance off the TCS in the past two years approximately, TCS

has been transformed from traditional to institutionalized system heading towards new

dimensions off progress and technological advancement. In 2005, TCS formed its

aviation in order to become totally self-reliant.

In TCS Aviation, they have recently induced Being 737 in its air fleet with a

capacity off 15 tons, which is considered as a proof off quality through which TCS is

coming up to allits commitments. Followed by this, in 2006, TCS horizontally

expanded their operation by forming the Tranzum Group which offers services

indiversified industries including express, logistics, warehousing, distribution, gift

delivery services, mailorder, travel & tours, visa dropbox, management development,

event management & publications. With its corporate office in the Middle East

(Dubai), the Enterprise has established regional offices in across the globe including

South Asia, North America, and Europe. TCS opened the first off its kind TCS Mallin

Karachi in March 2006. This mall was inaugurated by Dr. Walter

30
Kuemmerle, Associate Professor off Business Administration and member off Faculty

Group at Harvard Business School. This mall is providing all the service offer by TCS

and Tranzum group namely Sentiments, Visatronix, Octara, .and sentiment etc. Under

one roof, and also facilitating services like, ATM machine and NADRA machine for

the payment off utility bills for the sake of providing value and convenience to its

customers.

TCS also established Mail Management Solutions division & Print shop in 2006,

which only deals in bulk quantity off mails for their business clients. TCS is also

qualified for Printing & Logistics project off Election Commission off Pakistan for

the year 2006-07. It can be said that TCS has grown and has seen turned around

situations in its revenue growth during past couple off years and TCS continues to

enter in to more ventures to maintain its market leadership status with its strong

mission of expanding globally. They do not only courier logistic but they have other

services too to facilitate customers such as MMS, OCTARA, SENTIMENTS

31
EXPRESS, and VISA FACILITATOR. Thus, they keep one thing in their mind.

COMPANY BACKGROUND:

Tata Consultancy Services (TCS is the largest Indian software company in terms of

sales. It is apart of the Tatagroup, one of Asia's largest conglomerates. TCS start edits

operations in 1968 as a division of Tata Sons pioneering the off shore software

services delivery model. Tata Sons is a closely held firm of the Tata group. In 2002-

03, Orchid Print India, then owned by Tata Sons, was re-christened as TCS which led

to the creation of TCS as a separate company as we know it today. In 2004-05, TCS

Division of Tata Sons was amalgamated in to TCS. In 2004, the company made an

initial public offering and was subsequently listed on the NSE and the BSE. Tata Sons

is the single largest shareholder with a 75 percent stake in the company.

TCS has a global presence with 155 offices across 41 countries. It has developed

various global delivery centres (GDC) as well as regional delivery centres (RDC) to

cater to its clients. The company had 52 subsidiaries as on 31 March 2008. Its

employee strength stood at 1,11,407 at the end of March 2008 thus making it the

largest IT employer in the country.

The company offers software services like application, development & maintenance,

infrastructure management, engineering & industrial and BPO. These services are

provided to more than 800 active clients across industry segments like banking,

financial & services, telecom, manufacturing, retail, transports, life sciences & health

care, energy & utilities and others. BFS Iist the single largest industry vertical

contributing 43 percent to revenues. It is followed by telecom (17percent) and

manufacturing (12.4percent). TCS Financial Solutions, a strategic business unit of

TCS, has complied a product portfolio under the brand name of TCS BaNCS which is

a comprehensive portfolio of solutions for banks, capital market firms, insurance

32
companies.

Exports account for 90 percent of the company's revenues. The US is the largest

export destination of the company accounting forever 50 percent of total revenues

followed by Europe which accounts for 19—20 percent of revenues.

TCS has engineered organic as well as inorganic growth. In March 2004, it acquired

CMC, a government owned IT service company. In 2005, TCS made strategic

overseas acquisitions in Comicrom S.A.,a BPO company , in chile and financial

network services a global banking software product vendor in Australia. The company

also subsidiary Diligentain UK for serving its UK clients. TCS also has a wholly

owned subsidiary in China called Tata Information Technology (Shanghai). In

February 2006,

Tata Infotech along with three other wholly owned subsidiaries were amalgamated in

to TCS. Tata Infotech gave TCS access to its expertise in hardware manufacturing,

education services and infrastructure services. Inorganic growth continued in 2006-07

through the acquisition of Switzerland based TKS-Tekno soft S.A. The acquisition

helped TCS expand its product portfolio in the BFSI space in Switzerland and France.

33
Tata Consultancy Services Limited (TCS) (BSE:532540,NSE:TCS) is an Indian IT

services, business solutions and outsourcing company headquartered in Mumbai,

India. It is the largest provider of information technology in Asia and second largest

provider of business process outsourcing services in India. TCS has offices in over 42

countries with more than 142 branches across the globe and is a subsidiary of India's

Largest Industrial conglomerate Tata Group.

History It began as the "Tata Computer Centre", for the company Tata Group whose

main business was to provide computer services to other group companies. FC Kohli

34
was the first general manager. J.R.D. Tata was the first chairman, followed by Pankaj

Roy.

One of TCS' first assignments was to provide punched card services to a sister

concern, Tata Steel (then TISCO). It later bagged the country's first software project,

the Inter Branch Reconciliation System (IBRS) for the Central Bank of India. It also

provided bureau services to Unit trust of india, thus becoming one of the first

companies to offer BPO services.

In the early 1970s, Tata Consultancy Services started exporting its services. The

company pioneered the global delivery model for IT services with its first off shore

client in 1974. TCS's first international order came from Burroughs, one of the first

business computer manufacturers. TCS was assigned to write code for the Burroughs

machines for several US- based clients. This experience also helped TCS bag its first

on site project –the Institutional Group & Information Company (IGIC), a data centre

for ten banks, which catered to two million customers in the US, assigned TCS the

task of maintaining and upgrading its computer systems.

BOMBAY HOUSE THE HEAD OF TATA GROUP:

In 1981, TCS set up India's first software research and development centre, the Tata

Research Development and Design Center (TRDDC) in Pune. The first client-

dedicated offshore development center was setup for Compaq (then Tandem) in 1985.

In 1979, TCS delivered an electronic depository and trading system called SECOM

for SIS Sega Inter Settle, Switzerland. It was by far the most complex project under

taken by an Indian IT company. TCS followed this up with System X for the

Canadian Depository System and also automated the Johannesburg Stock (JSE). TCS

associated with a Swiss partner, TKS Tekno soft, which it later acquired.

In the early 1990s, the Indian IT outsourcing industry grew tremendously due to the

35
Y2K bug and the launch of aunified European currency, Euro. TCS pioneered the

factory model for Y2K conversion and developed software tools which automated the

conversion process and enabled third-party developers and clients to make use of it. In

1999, TCS saw outsourcing opportunity in E-Commerce and related solutions and set

up its E-Business division with ten people. By 2004, E-Business was contributing half

a billion dollars (US) to TCS.

On 9 August 2004, TCS became a publicly listed company, much later than its rivals,

Infosys, Wipro and Mahindra Satyam. During 2005, TCS ventured in to new area for

an Indian IT services company- Bio in formatics.

In, 2008 the company went through an internal restructuring exercise that executives

claim would bring about agility to the organization.

In 2011, the company entered the Small and medium enterprises (SME) market with

cloud- based offerings.

In June 2011, research company on global services, Everest Group; recognized Tata

as a leader in large banking applications outsourcing relationships.

36
TO CONTINUALLY STRIVE TO ACHIEVE EXCELLENCE- BOTH ON AND

OFF THE JOB:

Case Study on TCS in Philip Kotler's lates South Asian edition:

The 13th edition off the Principles off Marketing , these minal work off Professor Dr.

Philip Kotler, is dedicated to the South Asian Perspective. The TCS Case Study

appears prominently as the curtain-raiser off Chapter 12 titled„ Marketing Channels–

Delivering Customer Value on page 28. A special reference is also made to the TCS

website, In Chapter 17 that deals with Direct and Online Marketing on page 431.The

TCS Story is narrated in great detail, and in crisp and clear terms, and presents TCS as

an agile and innovative TCS ―that has dramatically changed the distribution choices

and expectations off both business and home consumers forever.‖

TCS Business Model Quoted in Harvard Business School Case Study:

In a historic first for Pakistan‘s business sector, the dynamic business model off TCS

was quoted in a case study undertaken by Harvard Business School in 2003 for its

MBA course in 'International Entrepreneurship' ,and mentioned in its textbooks as the

model off a highly effective TCS from the developing world.

Currently TCS is ruling over the Market with the Market Share off 60% in the

PAKISTAN in all Currier services provider. TCS has achieved many milestones by

developing in to a business model that continues to grow stronger. Realizing the

customer needs and ambitions to lead the courier industry off Pakistan have always

been the driving principles in the milestones that TCS has achived over the year . This

has resulted in setting benchmarks to improve the overall quality and standards in the

express logistics industry. In middle off 1997-2000 TCS expand its services in

INTERNATIONAL Market in Following Nations U.A.E

Canada

37
But After 9/11 TCS working in CANADA was stopped due to many others reasons

involves Government restrictions in CANADA. Letter till now TCS is delivering

HOPES throughout the world with the restrictions on them. Now advancement in

TCS being done a new Financial Institutes owned and governed by TCs came in to

being in middle off current year (2017). TCS is the only reliable and self-relined

service provider in PAKISTAN with their sown transport, upper, lower channel,

segmentations, Cargo and their owned services. TCS W&D (Warehousing &

Distribution) division is a specialized 3PL setup formed in 2004 and is setting new

benchmarks in providing Total logistics and Supply Chain solutions in the country. In

this relatively short time span, it already had its presence felt on the supply chain

canvas of the country. W&D has an envious client ele in the

Telecommunication, FMCG, Parma, I. T and other sectors and is all set to providing

customers extra-ordinary services in their respective segments any where in the

country. The Inventory Management & Warehouse process has been automated with

an in-house, web- based management system ―WMS‖ that provides online access and

real-time information to customers for ordering and monitoring their stocks.

38
The current range off specialized services includes:

 Warehousing

 Transportation and Distribution

 Value addition and Stock Repacking

 Barcoding & labeling

 Warranty Management

 Reverse Logistics

39
 CHAPTER: 4

OBJECTIVE OF THE
STUDY

40
 OBJECTIVE OF THE STUDY

 To study the employee satisfaction towards the work and welfare measure.

 To find out whether there is an association between job satisfaction and job

performance.

 To suggest some variable measure for the growth of the company.

 To measure the satisfaction level of employee.

 To determine the level of awareness and satisfaction on the policy of training

and development.

 To analyze the relationship between demographic variable & employee

satisfaction.

 To analyze the working environment of TCS

41
 CHAPTER: 5

RESEARCH
METHODOLOGY

42
 RESEARCH METHODOLOGY

The methodology followed for conducting the study include the specification of

research design, sample design, questionnaire design, data collection and statistical

tool used for analyzing the collected data.

RESEARCH DESIGN:

A research design is an arrangement of conditions for data collection and analysis of

data in manner that aims to combine relevance to the research purpose with economy

in procedure. It is conceptual procedure with in which research is conducted. A

research is the set of method and procedure used in collecting and analyzing measure

of the variable specified in the research problem. The design of a study define the

study type ( descriptive, correlation, semi-experimental, experimental review, meta-

analytics)

SAMPLE SIZE:

I have taken 100 individual from TCS Company.

DATA COLLECTION:

The primary data was collected by using questionnaire and interview method.

AREA OF STUDY:

The area of study is TCS, Lucknow.

STATISTICAL TOOL TO BE USED:

 Table

 Graph

 Pie

43
 LIMITATION OF THE STUDY

The sample is confined to 100 respondent‘s So this study cannot be regarded as ―full

proof‖ one.

Some respondent‘s hesitated to give the actual situation. They feared that

management would take any action against them.

44
 CHAPTER: 6

DATA ANALYSIS AND

INTERPRETATION

45
 ANALYSIS AND INFERENCE

TABLE-1

GENDER:

GENDER OF THE EMPLOYEE

Gender Employee‘s Percentage

Male 75 75

Female 25 25

Total 100 100

80%

70%

60%

50%

40%

30%

20%

10%

0%
male female

INFERENCE:

This graph show that not only men are working in TCS but also women are working

in TCS. Out of 100 respondent‘s 25 are women and 75 are men working in TCS.

46
TABLE: 2

MARITAL STATUS

Marital status of the employee‟s

Marital Status Employee‟s Percentage

Married 83 83

Unmarried 17 17

Total 100 100

90

80

70

60

50

40

30

20

10

0
married unmarried

INFERENCE

This graph show that not only married are working in TCS but also unmarried are

working in TCS. Out of 100 respondent‘s 83 are married and 17 are unmarried

working in TCS.

47
TABLE-3

AGE

Age off the employee

Age Employee‟s Percentage

Less than or equal to 25 20 20

years
26-50 50 50

More than or equal to 30 30

51 years

Total 100 100

INFERENCE:

This graph show that majority of the respondent‘s i.e.50% are in 26 to 50 years of age

group. and 13% of the respondents are above 51 years. 20% of the respondent‘s are

below 26 year age group

48
TABLE-4

QUALIFICATION

Qualification off the Employee

Qualification Employee Percentage

School level 64 64

Graduate 24 24

Post graduate 12 12

Total 100 100

70

60

50

40

30

20

10

0
school level graduate post graduate

INFERENCE:

It reveals that majority of the respondent‘s i.e. 64% studied up to school level. And

24% of the respondent‘s are graduate and 12% of the respondent‘s are post graduate

are working in TCS.

49
 TABLE-5

EXPERIENCE:

EXPERIENCE OF EMPLOYEE

EXPERIENCE Employee‟s Percentage

Less than or equal to 5 year 24 24

6-10 year 61 61

More than or equal to 11 15 15

years

Total 100 100

less than or equal to 5 year

6-10 yers

more than or equal to 11

years

INFERENCE:

This show that 15% are above of 10 year off experience in TCS. And 61% of the

respondent‘s are 6-10 year off experience. 24% of the respondent‘s are less than are

of 5 year.

50
 TABLE: 6

MONTHLY SLARY:

MONTHLY SALARY OF EMPLOYEE

Monthly salary Employee‟s Percentage

Less than or equal to Rs 17 17

10000

Rs. 10000-15000 20 20

More than or equal to Rs 63 63

15000

Total 100 100

70
60
50
40
30
20
10
0

less than or equal to RS10000-15000 more thn or equal to

RS10000 15000

INFERENCE: It reveals that 63% of employee‘s have their monthly salary above

RS15000. And 20% of the employee have their monthly salary between Rs10000-

15000. And 17% of the employee have their monthly salary below 10000.

51
TABLE-7

Table showing employee‟s opinion about the nature of work :

YOUR WORK IS VERY CHALLENGING ONE

Description Employee Percentage
Strongly agree 40 40
Agree 50 50
Neutral 9 9
Disagree 0 0
Strongly disagree 1 1
Total 100 100

60

50

40

30

20

10

0
Strongly agree Agree Neutral Disagree Strongly disagree

INFERENCE: This graph show that 40% of employee are strongly agree that their

work is very challenging one. 50% of employee are agree that their work is very

challenging one. And 9% off the employee are neutral about the fact their work is

challenging one. 0% Of the employee are disagree that their work is very challenging

one. 1% of the employee are strongly disagree that their work is very challenging

one.

52
TABLE-8

Table Showing off Employee„s Regarding their work load:

I FEEL I HAVE TO MUCH WORK TO DO

Description Employee Percentage

Strongly agree 11 11

Agree 55 55

Neutral 30 30

Disagree 4 4

Strongly disagree 0 0

Total 100 100

60

50

40

30

20

10

0
Strongly agree Agree Neutral Disagree Strongly
disagree

INFERENCE: It reveals that 11% of employee are strongly agree they have try to do

too much work to do. 55% of employee are agree that they have too much work to do.

30% of employee are neutral about the fact. 4% off employee are disagree that they

have too much work to do. And 0% of the employee are strongly disagree that they

have too much work to do in a TCS.

53
 TABLE-9

Table showing the opinion of employee‟s regarding working hour:

WORKING HOUR CONVENIENT FOR ME I‟M HAPPY WITH MY WORKPLACE

Description Employee Percentage

Strongly agree 42 42
Agree 50 50
Neutral 8 8
Disagree 0 0
Strongly disagree 0 0
Total 100 100

60

50

40

30

20

10

0
Strongly agree Agree Neutral Disagree Strongly disagree

INFERENCE: It reveals that 42% of employee are strongly agree that their working

hour is convenient. 50% of employee are agree that their working hour are

convenient. 8% off employee are neutral about the fact that their working hour are

convenient. 05 of the employee‘s are disagree and strongly disagree that their working

hour are convenient.

54
TABLE- 10

Table showing opinion of the employee‟s regarding rest intervals:

ADEQUATE REST INTERVAL ARE GIVEN

Description Employee‟s Percentage

Agree 44 44

Strongly agree 50 50

Neutral 5 5

Disagree 1 1

Strongly disagree 0 0

Total 100 100

60

50

40

30
Series1
20

10

0
Agree Strongly agree Neutral Disagree Strongly
disagree

INFERENCE: It reveals that 44% off the employee are strongly agree that adequate

rest interval are given to them. 50% of the employee‘s are agree that adequate rest

interval are given to them. And 5% of the employee are neutral about the fact. And

1% of the employee are disagree about the fact that adequate rest interval are given to

them. 0% of the employee‘s are strongly disagree that adequate rest interval are given

to them.

55
TABLE-11

Table showing opinion of the employee‟s about management and worker

relationship:

MANAGEMENT BUILDS MAINTAIN WORKS RELATIONSHIP

Description Employee‟s Percentage
Agree 28 28
Strongly agree 50 50
Neutral 10 10
Disagree 2 2
Strongly disagree 10 10
Total 100 100

60

50

40

30

20

10

0
Agree Strongly agree Neutral Disagree Strongly
disagree

INFERENCE: It reveals that 28% of the employee‘s are strongly agree that

management builds and maintain work relationship. And 50% of the employee‘s are

agree that management builds and maintain work relationship. 10% of the employee

are neutral about the fact that management build and work relationship. 2% off the

employee are disagree about the fact that management builds and maintain work

relationship. 10% of the employee are strongly disagree that management builds and

maintain work relationship.

56
 TABLE- 12

Table showing opinion of the employee‟s whether they are provided with

sufficient tools and equipment or not:

PROVIDED WITH SUFFICIENT TOOLS AND EQUIPMENT NEED TO DO MY WORK

Description Employee‟s 35

Strongly agree 35 50

Agree 50 15

Neutral 15 0

Disagree 0 0

Strongly disagree 0 0

Total 100 100

60

50

40

30

20

10

0
Strongly agree Agree Neutral Disagree Strongly
disagree

INFERENCE:

It reveals that 35% of the employee‘s are strongly agreed that they are provided with

sufficient tools and equipment needed to do their work. 50% of the employee‘s are

agreed that they provided with sufficient tools and equipment in TCS. 15% of the

employee are neutral about the fact. And 0% of the employee are disagree and

strongly disagree that they are provided with sufficient tools and equipments needed

to do their work.

57
TABLE-13

Table showing opinion of the employee‟s regarding safety measure:

I‟M SATISFIED WITH THE SAFETY MEASURES PROVIDED BY MY TCS

Description Employee‟s Percentage

Strongly agree 39 39

Agree 16 16

Neutral 5 5

Disagree 20 20

Strongly disagree 20 20

Total 100 100

45
40
35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly
disagree

INFERENCE: It reveals that 39% off the employee are strongly agree that they are

satisfied with their safety measure. 16% of the employee‘s are agree that they are

satisfied with the safety measure. 5% off the employee‘s are neutral about the fact that

they are satisfied with safety measure. 20% of the employee are disagree that they are

satisfied with their safety measures. 20% of the employee‘s are strongly disagree that

they are satisfied with safety measure.

58
TABLE-14

Table showing opinion of the employee‟s lighting and other arrangement:

THE LIGHTING AND OTHER ARRANGEMENT ARE SATSFACTORY

Description Employee Percentage

Strongly agree 25 25

Agree 60 60

Neutral 8 8

Disagree 7 7

Strongly disagree 0 0

Total 100 100

70

60

50

40

30

20

10

0
Strongly agree Agree Neutral Disagree Strongly
disagree

INFERENCE: This show that 25% of the employee are strongly agree that lighting

and other arrangement are satisfactory. 60% of employee are agree that lighting and

other arrangement are satisfactory. 8% of employee are neutral about the fact. 7% of

employee are disagree that lighting and other arrangement are satisfactory. 0% off the

employee ae strongly disagree that lighting and other arrangement are satisfactory

59
TABLE-15

Table showing opinion of the employee „s regarding work pressure to them:

I AM MENTALLY AND/OR PHISICALLY EXHAUSTED AT THE END OF

THE DAY AT WORK
Description Employee Percentage

Strongly agree 3 3

Agree 30 30

Neutral 34 34

Disagree 27 27

Strongly disagree 6 6

Total 100 100

40

35

30

25

20

15

10

0
Strongly agree Agree Neutral Disagree Strongly
disagree

INFERENCE: This graph show that 3% of the employee are strongly agree about the
fact that they are mentally and physically exhausted at the end of the day at work.
30% of the employee are agree that they are mentally and physically exhausted at the
end of the day at work. 34% of the employee are neutral about the fact that they are
mentally and physically exhausted at the end of the day at work. 27% of the employee
are disagree about the fact that they are mentally and physically exhausted at the end
of the day at work. 6% of the employee are strongly disagree that they are mentally
and physically exhausted at the end of the day at work.

60
CHAPTER-7

FINDINGS

61
 FINDINGS

 Study reveals that training program and performance appraisal system is good

with an agreeable value off 2.18.

 Employee‘s are satisfied with pay and promotion with agreeable value off 2.1.

 Welfare facility provided by the TCS is also satisfactory with a good value of

combined mean i.e. 1.55.

 Employee‘s are also satisfied with job security provided by the TCS the mean

value is 1.78 which is an agreeable level.

 Management style and grievance handling system is good with agreeable

value of mean i.e.2.

 Quality policy, employee awareness about it and employee‘s acceptance level

for change is excellent with mean value 1043.

 Job factor such as opportunities , quality of work life and overall satisfaction

off employee with regard to job is also excellent with, mean value of 1.44.

 Most of the employee‘s are satisfied ‗ employee‘s are more among the

unmarried person than the married one.

 Most of the employee‘s are satisfied, employee are more among the age group

of young employee‘s.

 Most of the employee‘s are satisfied, employee‘s are more among the graduate

than the post graduate employee‘s.

 Most off the employee‘s are satisfied, employee‘s are less than of 6 year of

experience.

 Most of the employee‘s are satisfied, employee‘s are less than 10000 income

group.

 Some employee‘s are not satisfied with their pay scale.

62
 There is no training department in the organization Thus, employee‘s are not

provided with proper training from time to time.

 The rest room not properly maintined.

 Worker‘s are not multitasked.

 Maximum selection in the TCS are based on the basis of previous employee‘s

reference, Thus TCS itself limits it‘s scope of getting highly skilled

employee‘s.

 Some employee‘s taken undue advantage of lenient policies off the

management.

 Employee‘s do not inform the HR department well in time about their leaves

and change off shift timing. At present the HR department has been simply

restricted to the salary making, recording the attendance and housekeeping etc.

the job responsibilities should be widened enough other than the

administration work of the department.

 MOCK GRILL is said to be an artificial situation created by management so

as to make aware the employee‘s as to how to act or what procedure and

guidelines to follow in case of any uncertain and unwanted accidental or state

of emergency. MOCK GRILL enable the TCS employee‘s so as to avoid panic

behavior and follow the proper guideline in case of any emergency.But right

now at TCS is not being `properly conducted because all the department are

instead inform regarding the date and time when the MOCK GRILL is to be

conducted with the help of circular. This is completely wrong.

63
 CHAPTER-8

SUGGESTIONS

64
 SUGGESTIONS

1. Training department should be there in TCS‘ if not possible then this this

responsibility should assigned to the Pilot Plant. So that whenever required

training should to imparted to the employee under the simulated conditions. It

will enhance performance of the TCS by doing so the TCS can avert miss

happening as it faced in the month of the April.

2. Most off the worker are school level since they have to a work in very risky

environment with dangerous chemical, so their education level should be a

little bit high for this TCS should tie up with some trust or school to provide

part time education to the employee‘s. this will enhance their analytical

ability, level off understanding and so on. This will help in enhance the

growth of TCS.

3. As mentioned above the management is handicapped by the strong labour

union, due to which some time it couldn‘t take appreciate decision. This might

affect its profitability and also breach it‘s code of conduct. The reason which I

found behind it is most of the selection in the TCS is based on the reference

off the employee‘s. Thus new employee‘s have already close the relation with

the old one and instead of bringing some thing new with them they follow the

same path. So in order to overcome this problem I would strongly

recommended that the number of selection on the basis of references should be

reduced and direct recruitment and selecting should be encouraged.

4. Job rotation may be introduced to give the employee‘s a diverse background.

5. TCS Should extend its scope of selection from reference of employee‘s to

65
 other like campus placement, advertisement, e-recruitment etc.

6. Rest room should be maintained and cleaned properly.

7. Some employee are not satisfied with the promotion policy. They complained

against the diplomatic behavior of their senior Thus, they suggest that

promotion should be given only in genuine and fair cases and not on the basis

of references of the respective head or on the basis of liking towards any

specific employee.

8. As per TCS law, every TCS, especially working in pharmaceutical or

chemical based TCS a safety officer if possible and one HR hear should

conduct the MOVK GRILL with knowledge of the technical head But when

the MOCK GRILL to be conducted it should not been disclosed to other

department as such the real estate of the organization in case of emergency

will not come true out in true estate.

9. Another way through which the HR can become more effecting by engaging

by the department in to the other activities other than house keeping, salary or

making other admin work.

10. It has been found that as search in spite of Gutkhas and Paanmasalas are not

allowed in the organization‘s premises and strictly not in the plant area still

employee‘s carry such restrictive material in the TCS as well as plant. Apart

from this mobile phone are also not allowed in the plant area such as vibration

of the mobile in certain sensitive area cause severe effect on the material being

manufactured.

66
CHAPTER- 9

CONCLUSION

67
 CONCLUSION

It was a wonderful experience for me to be a part of TCS for around two month and

working on a search project for the TCS was tremendously excellent experience that

made me a learnt various aspect of organization area off concern for an organization,s

art of not just surviving but proving its potential and extra caliber at a time to time in

Indian corporate sector.

I hope the organization‘s will benefited from this survey and with the help of the

suggestion given the organization‘s can improve it‘s working further more and the

overall satisfaction level in the organization‘s might increase up to the excellent level.

The worker of the firm are more satisfied comparing to the staff . hence more focus

given to the satisfaction level off the employee‘s in staff level. The study on

employee‘s satisfaction in TCS is based out with full co-operation of the employees

and management. As far as possible with in given limit the study is completed with

the satisfaction of many people. The data collected are analyzed scientifically and the

result obtained are free to nearly 80%. It is assured that the TCS may get high boosted

moral in the organization‘s provide some off the suggestion‘s made in the report are

carried out.

The suggestion is to setup a training department will definitely reduced the number

off miss happening.

Further from this survey I hope the organization‘s will be benefited and with the help

off the suggestion given organization can improve it‘s functioning and the overall

satisfaction level in the organization‘s and its performance will increase.

Overall I will rate TCS in ―A‖ category companies TCS through its high ethical value

not only climbing the ladder of growth year by year but also fulfilling its

responsibilities towards its employee and its society.

68
 BIBLIOGRAPHY

Book Referred:

 K. Aswathappa, 2008, Human Resource Management, 5th ed, Tata Mac Graw-

Hill Companies, New Delhi.

 L.M Prasad, 2004, Principles and Practice of Management, 6th ed, Sultan

Chand & Sons.

 Naresh K. Malhotra, 2009, Marketing Research 5TH , ed, Pearson Education,

New Delhi.

 Saiyadain, Mirza, 2008, Organizational Behaviour, 1st , ed, Tata McGraw-

Hill Companies, New Delhi.

Website Addresses:

 http://ww.resarchgate.net

 https://www.glassdoor.co.in

 http://www.tcs.com

 http://wwwen.zte.com.cn

69
APPENDIX

70
 QUESTIONNAIRE

A STUDY ON EMPLOYEE‟S WELFARE AND SATISFACTION

IN TCS

Name of the employee‘s :

Employee‘s code :

Designation :

Name of the department :

Part – A ( General Information)

Please tick at the appropriate place.

1. Gender

 Male

 Female

2. Marital status

 Married

 Unmarried

3. Age

 Below 25

 26+

 50+

 Above 50

71
4. Education Qualification

 School level

 Graduate

 Post graduate

5. Your experience in TCS

 Below 5 year

 26+

 50+

 Above 50

6. Monthly salary

 Below 10000

 10000+

 15000+

 Above 20000

Please indicate your level off agreement in correction with the following factor‘s:

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

72
Q7. Your work is very challenging one?

 Strongly agree [ ]

 Agree [ ]

 Neutral [ ]

 Disagree [ ]

 Strongly disagree [ ]

Q8. I feel I have too much work to do?

 Strongly agree [ ]

 Agree [ ]

 Neutral [ ]

 Disagree [ ]

 Strongly disagree [ ]

Q9. Working hour are convenient for me I‟m happy with my work place

 Strongly agree [ ]

 Agree [ ]

 Neutral [ ]

 Disagree [ ]

 Strongly disagree [ ]

Q10. Adequate rest intervals are given

 Strongly agree [ ]

 Agree [ ]

 Neutral [ ]

 Disagree [ ]

 Strongly disagree [ ]

73
Q11. Adequate rest intervals are given

 Strongly agree [ ]

 Agree [ ]

 Neutral [ ]

 Disagree [ ]

 Strongly disagree [ ]

Q12. Adequate rest intervals are given

 Strongly agree [ ]

 Agree [ ]

 Neutral [ ]

 Disagree [ ]

 Strongly disagree [ ]

Q13. Management build and maintain work relationship

 Strongly agree [ ]

 Agree [ ]

 Neutral [ ]

 Disagree [ ]

 Strongly disagree [ ]

Q14. Provided with sufficient tool and equipment needed to do my work

 Strongly agree [ ]

 Agree [ ]

 Neutral [ ]

 Disagree [ ]

 Strongly disagree [ ]

74
Q15. I‟m mentally or physically exhausted at the end of the day at work

 Strongly agree [ ]

 Agree [ ]

 Neutral [ ]

 Disagree [ ]

 Strongly disagree [ ]

75