SUMMER TRAINING PROJECT REPORT

(RMB-351)

“A STUDY ON JOB SATISFACTION OF EMPLOYEES

IN BHARTI AIRTEL LTD. AT GURGAON ”

Submitted By:

1
 ACKNOWLEDGEMENT

This summer report is the result of the contributions and cooperation of many

people, other than my own small efforts.

I wish to extend my sincere thanks to all my teachers, who have bestowed me with the

erudition that has made this assignment possible.

First of all I express my gratefulness to Mr. Ranvijay Singh Singh (HOD),

Management Department, VCTM, Aligarh for his thoughtfulness, excellent guidance

and insight which was extended to me at every step of the making of the project and

cozen environment which was available at all points.

I am also thankful to Mrs. Tapsi sharma (HR Manager) Bharti Airtel Ltd.,

who has offered unconditional support throughout the summer training project.

I also wish to thank my parents and all my friends those who helped me

actually go ahead with my assignment, or my work would have remained confined to

my imagination.

2
 DECLARATION

I, Mansi Joshi student of MBA IIIrd Sem. of Vivekanand College of Technology

and Management, Aligarh hereby declare that the Summer Training Report on

“Employees Job Satisfaction in Bharti Airtel Ltd.” prepared by me is an original

work submitted to Dr APJ Abdul Kalam Technical University, Lucknow towards

partial fulfillment of the requirement for the award of MBA.

Further, I also declare that I have tried my best to complete this report most sincerely

and accurately. If any mistake or error has crept in, I shall most humbly request the

readers to point out those error or omission and guide me for the removal of that error

in the future.

Mansi joshi

3rd Semester MBA

VCTM, Aligarh

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 PREFACE

The major focus of this study was to understand the factors that affect the job

satisfaction of employees, in order of their importance. It was also necessary to

find out the major factors that cause dissatisfaction among the employees so

that the Human Resource department can undertake measures to rectify its

mistakes.

Measurement of Job satisfaction is also being used as a tool for applying

employee retention techniques. Enhanced Job satisfaction leads to higher level

of employee retention. A stable and committed workforce ensures successful

knowledge transfer, sharing, and creation - a key to continuous improvement,

innovation, and knowledge-based total customer satisfaction.

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 TABLE OF CONTENTS
Certificate
Declaration
Acknowledgement
Preface

PART -A
Chapter-1 1-17
Introduction
 Concept of Job Satisfaction
 Relationships and practical implications
 Determinants of job satisfaction
 Consequences of job satisfaction and dissatisfaction
Chapter-2 18-23
Company Profile
Chapter – 3 24-40
Telecom Industry in India
Chapter-4 41-61
Theory of Job Satisfaction
 Affect theory
 Equity theory
 Discrepancy theory
 Two-factor theory (motivator-hygiene theory)
 Job characteristics model
 Influencing factors
 The Influence of Job Satisfaction on Behavior

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 PART -B
Chapter-5 62-63
Objectives of the Study
Chapter-6 64-65
Research Methodology
 Research Design
 Data Collection Method
 Sampling Techniques
Chapter-7 66-83
Data Analysis and Interpretation
Chapter-8 84-85
Findings
Chapter-9 86-87
Suggestions
Chapter-10 88-89
Limitations
Chapter-11 90-92
Conclusion
Bibliography 93-95
Annexure (Questionnaire) 96-101

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 Chapter-1
Introduction

7
 Introduction

Job satisfaction or employee satisfaction has been defined in many different

ways. Some believe it is simply how connect an individual is with his or her

job, in other words, whether or not they like the job or individual aspects or

facets of jobs, such as nature of work or supervision. Others believe it is not so

simplistic as this definition suggests and instead that multidimensional

psychological responses to one's job are involved. Researchers have also noted

that job satisfaction measures vary in the extent to which they measure feelings

about the job (affective job satisfaction). or cognitions about the job (cognitive

job satisfaction).

Concept of Job Satisfaction

The concept of job satisfaction has been developed in many ways by many

different researchers and practitioners. One of the most widely used definitions

in organizational research is that of Locke (1976), who defines job satisfaction

as "a pleasurable or positive emotional state resulting from the appraisal of

one's job or job experiences". Others have defined it as simply how content an

individual is with his or her job; whether he or she likes the job or not. It is

assessed at both the global level (whether or not the individual is satisfied with

the job overall), or at the facet level (whether or not the individual is satisfied

with different aspects of the job). Spector (1997) lists 14 common facets:

Appreciation, Communication, Coworkers, Fringe benefits, Job conditions,

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Nature of the work, Organization, Personal growth, Policies and procedures,

Promotion opportunities, Recognition, Security, and Supervision).

A more recent definition of the concept of job satisfaction is from Hulin and

Judge (2003), who have noted that job satisfaction includes multidimensional

psychological responses to an individual's job, and that these personal

responses have cognitive (evaluative), affective (or emotional), and behavioral

components. Job satisfaction scales vary in the extent to which they assess the

affective feelings about the job or the cognitive assessment of the job.

Affective job satisfaction is a subjective construct representing an emotional

feeling individuals have about their job. Hence, affective job satisfaction for

individuals reflects the degree of pleasure or happiness their job in general

induces. Cognitive job satisfaction is a more objective and logical evaluation of

various facets of a job. Cognitive job satisfaction can be one-dimensional if it

comprises evaluation of just one facet of a job, such as pay or maternity leave,

or multidimensional if two or more facets of a job are simultaneously

evaluated. Cognitive job satisfaction does not assess the degree of pleasure or

happiness that arises from specific job facets, but rather gauges the extent to

which those job facets are judged by the job holder to be satisfactory in

comparison with objectives they themselves set or with other jobs. While

cognitive job satisfaction might help to bring about affective job satisfaction,

the two constructs are distinct, not necessarily directly related, and have

different antecedents and consequences.

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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.

A study title "Analysis of Factors Affecting Job Satisfaction of the Employees

in Public and Private Sector", in India concluded that in India Employees tend

to love their job if they get what they believe is an important attribute of a good

job. Weightage factor of each such attribute based on exhaustive survey has

been calculated. Region, sector and gender wise study of job satisfaction has

provided consistent picture with respect to distribution of data set analyzed

showed that most of the employees in Indian industry are not satisfied with

their job except for a few like male in commerce sector and female in education

sector. Total job satisfaction level of males is found to be higher than that of

woman. Total job satisfaction level in manufacturing sector is found to be very

low.

Definitions

Job satisfaction can defined as extent of positive feelings or attitudes that

individuals have towards their jobs. When a person says that he has high job

satisfaction , it means that he really likes his job, feels good about it and value

his job dignity. – ANDREW BRIN

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According to P. Robbins – Job satisfaction is the amount of pleasure or

contentment associated with a job. If you like your job intensely, you will

experience high job satisfaction. if you dislike your job intensely, you will

experience job dissatisfaction.

History

The assessment of job satisfaction through employee anonymous surveys

became commonplace in the 1930s. Although prior to that time there was the

beginning of interest in employee attitudes, there were only a handful of studies

published. Latham and Budworth note that Uhrbrock in 1934 was one of the

first psychologists to use the newly developed attitude measurement techniques

to assess factory worker attitudes. They also note that in 1935 Hoppock

conducted a study that focused explicitly on job satisfaction that is affected by

both the nature of the job and relationships with coworkers and supervisors.

Measuring

The majority of job satisfaction measures are self-reports and based on multi-

item scales. Several measures have been developed over the years, although

they vary in terms of how carefully and distinctively they are conceptualized

with respect to affective or cognitive job satisfaction. They also vary in terms

of the extent and rigour of their psychometric validation.

The Brief Index of Affective Job Satisfaction (BIAJS) is a 4-item, overtly

affective as opposed to cognitive, measure of overall affective job satisfaction.

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The BIAJS differs from other job satisfaction measures in being

comprehensively validated not just for internal consistency reliability, temporal

stability, convergent and criterion-related validities, but also for cross-

population invariance by nationality, job level, and job type. Reported internal

consistency reliabilities range between .81 and .87.

The Job Descriptive Index (JDI), is a specifically cognitive job satisfaction

measure. It measures one’s satisfaction in five facets: pay, promotions and

promotion opportunities, coworkers, supervision, and the work itself. The scale

is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’)

in response to whether given statements accurately describe one’s job.

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.

Relationships and practical implications

Job satisfaction can be indicative of work behaviors such as organizational

citizenship, and withdrawal behaviors such as absenteeism, and turnover.

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Further, job satisfaction can partially mediate the relationship of personality

variables and deviant work behaviors.

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

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

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

their job tend to be satisfied with life. However, some research has found that

job satisfaction is not significantly related to life satisfaction when other

variables such as non-work satisfaction and core self-evaluations are taken into

account.

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

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

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

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performance are directly related to one another is often cited in the media and

in some non-academic management literature. A recent meta-analysis found

surprisingly low correlations between job satisfaction and performance.

Further, the meta-analysis found that the relationship between satisfaction and

performance can be moderated by job complexity, such that for high-

complexity jobs the correlation between satisfaction and performance is higher

than for jobs of low to moderate complexity. Additionally, one longitudinal

study indicated that among work attitudes, job satisfaction is a strong predictor

of absenteeism, suggesting that increasing job satisfaction and organizational

commitment are potentially good strategies for reducing absenteeism and

turnover intentions. Recent research has also shown that intention to quit alone

can have negative effects on performance, organizational deviance, and

organizational citizenship behaviours. In short, the relationship of satisfaction

to productivity is not as straightforward as often assumed and can be influenced

by a number of different work-related constructs, and the notion that "a happy

worker is a productive worker" should not be the foundation of organizational

decision-making. For example, employee personality may even be more

important than job satisfaction in regards to performance.

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Absenteeism

Absenteeism

Numerous studies have been done to show the correlation of job satisfaction

and absenteeism. For example, Goldberg and Waldman looked at absenteeism

in two dimensions as total time lost (number of missed days) and the frequency

of time lost. Self-reported data and records-based data were collected and

compared. Following absenteeism measures were evaluated according to

absenteeism predictors.

1. Self-report time lost

2. self-reported frequency

3. records-based time lost

Only three categories of predictors had a significant relationship ratio and were

taken in account further:

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 Health

 Wages

 Position level

This research results revealed that absenteeism cannot be predicted by job

satisfaction, although other studies have found significant relationships.

DETERMINANTS OF JOB SATISFACTION

Job satisfaction or Employee Satisfaction (also referred to as morale) is one

of the most widely used variables in organizational behavior. It is an

employee's attitudinal response to his or her organization. As an attitude, job

satisfaction is summarized in the evaluative component and composed of

cognitive, affective, behavioral components. As with all attitudes, the

relationship between satisfaction and behavior, most specifically job

performance and membership, is complex. The following sections summarize

the cognitive and affective components of job satisfaction; their relationship to

organizational inducements systems and their impact on performance and

membership.

The Evaluative Component

An individual's overall response to the employing organization is

summarized in the evaluative component. It represents dislike vs. like for the

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organization. When asked for a single response to the question, How satisfied

are you with your job, individuals response with their overall evaluation.

The Cognitive Component

An individual's perceptions, opinion, beliefs and expectations regarding the

organization are the focus of his or her cognitions. Employees hold cognitions

about each of the four major inducement systems. Cognitions in which the

individual perceives that his or her expectations have been met generally lead

to positive evaluations. Additionally, positive evaluations are more likely when

cognitions (expectations) support a positive and secure future with the

organization. Some of the specific cognitions regarding each inducement

systems are:

Reward Inducement System. Individuals develop expectations regarding

their pay through negotiations, comparison to others, and promises made.

Satisfaction is increased when these salary expectations are met. Likewise

individuals develop an expected timetable for advancement. The extent to

which these timetables are met also influences the individuals' cognitive

evaluation.

Managerial Inducement System. Satisfaction with one's boss is a function

of how he or she meets your mental model (expectations) of how a leader

should behave.

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 Task Inducement System. The extent to which one's assigned task and

responsibilities meet role expectations is the major determinant of an

individual's cognitive assessment of his or her job. Work designs that include

variables such as autonomy, responsibility and task identity tend to lead to high

levels of satisfaction with work because they allow for challenge which when

met, lead to validation of important skills and competencies.

Social Inducement System. How coworkers behave relative to your

expectations of them and how they help or hinder your job performance is the

basis of the cognitive appraisal of this inducement system.

The Affective Component

This component represents the feeling evoked by the organization. Does

thinking about and association with the organization evoke pleasurable or

uncomfortable feelings; feelings of anger or joy; feelings of security or stress;

feelings of affirmation or invalidation? In general, positive affect results from

information, feedback, and situations that affirms or reinforces the individual's

self worth and self concept, while negative affect is evoked by invalidating

situations (See Affective Motivation). Self worth is validated when individuals

feel accepted as values members of the organization and their competencies

and core values are affirmed. When individuals are in a positive affect state

while working, they tend to evaluate the organization positively. Some of the

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ways in which the individual's affective component is triggered by each of the

inducement systems are:

Reward Inducement System. Pay has a pure instrumental meaning, that

is, it is valued as means of purchasing necessary and desirable goods and

services. Pay also has an expressive meaning in that it used by many as a major

indicator of worth and status. The reward system impacts on an individuals

emotional attachment to the organization by the degree to which one's pay and

organizational position validates his or her self worth and status.

Managerial Inducement System. One of the major sources of validation

is social feedback. Positive affect is created when others affirm one's worth,

competencies, values, and status. The extent to which one's boss indicates that

you are a valued and skilled employee through his or her words or actions

affects your emotional (affective) response to him or her.

Task Inducement System. Another source of validating feedback comes

from direct task feedback. When individuals can affirm their competencies and

values through their jobs, positive affect is created. Emotional satisfying jobs

either are intrinsically pleasures or create the conditions whereby the

individuals feels that they are making a contribution to something of value and

that they have an impact on the success or failure of goals and projects.

Social Inducement System. The extent to which employee enjoys social

interactions at work and degree to which work social interactions are affirming

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of one's identity (acceptance, worth, and status) leads to satisfaction with

coworkers. For high satisfaction to occur, peer (social) feedback and

acceptance is generally unconditional and positive.

CONSEQUENCES OF JOB SATISFACTION AND DISSATISFACTION

The relationship between job satisfaction and employee behavior is

complex. Job satisfaction combines with employee motivation to influence

certain behavioral patterns.

Membership. The strongest tie between job satisfaction and behavior is

found in the employee membership decision. In the evaluation is negative,

employees tend to look elsewhere for employment when alternatives are

available. When expectations of future security advancement or low (cognitive

evaluation), the organization does not compare favorably to alternative

employment sources. When individuals experience strong negative affect and

are consistently in a negative affect the state, they avoid coming to work

(absenteeism) and look for ways to relieve themselves of this negative affective

state by looking for other means of employment (negative reinforcement).

Therefore, we find a relatively strong relationship between satisfaction and

long-term membership and dissatisfaction and turnover and absenteeism.

Adequate Role Behavior. As long as individuals remain satisfied in which

to continue employment, they tend to do what is necessary to stay employed,

that is, meet at least the minimum role expectations. Additionally, they engage

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in behaviors that maintain satisfying relationships with supervisors,

subordinates, and co-workers. As individuals become dissatisfied with their

work, they tend to look for ways to reduce minimum requirements. In some

cases, extreme dissatisfaction (especially dissatisfaction that has a strong

affective component) can lead to behaviors destructive to the organization.

Highly dissatisfied employees can sabotage programs and services in an

attempt to "get back" at the organization for its managers.

Extra Role Behavior. For extra role behavior to occur, there must be some

source of motivation (contingent relationship between extra role behavior and

either pay, positive social feedback, positive task feedback, or goal

accomplishment). While high levels of satisfaction reinforces existing extra

role behavior motivated by the inducement systems, satisfaction alone does not

generate high levels of extra role behavior. However, dissatisfaction can have a

strong suppressor effect on extra role behavior. That is, extra role behavior that

is motivated by one inducement systems can be reduced when individuals

become dissatisfied. Dissatisfied workers are unlikely to take on new

responsibilities, go out of their way to help fellow employees, or go beyond job

requirements in an effort to help customers are clients. This is especially true

when the source of dissatisfaction is with supervisors or peers. Increasing

satisfaction (by removing sources of dissatisfaction) is likely to increase

membership, but will not generate extra role behavior unless some source of

motivation is present.

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IMPORTANCE OF JOB SATISFACTION:

After reading about job satisfaction and the factors related to it, you may want

to know that why job satisfaction important is? The importance of job

satisfaction plays a major role in our occupational life. It has relation with

many aspects because it affects a person's

(a) Mental health

(b) Physical health

(c)Increase in output

(a) Mental Health:

If a person remains continuously dissatisfied with the job it affects the mental

health of the individual. The continuous tension leads to much maladjustment

in the behavior.

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(b) Physical Health:

Job Satisfaction affects the physical health of the person. If a person is under

continuous stress, he/she will suffer from health problems like headaches, heart

and digestion related diseases etc.

(c) Increase in output:

The output automatically increases with job satisfaction because when a

person is happy with his job situation, he would like to put more effort in his

work, which in turn will increase the output.

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 Chapter-2
Company Profile

24
 COMPANY PROFILE

Bharti Airtel Limited (commonly shortened to Airtel and stylised airtel) is an

Indian global telecommunicationsservices company based in New Delhi, India.

It operates in 20 countries across South Asia and Africa. Airtel

provides GSM, 3G, 4G LTE and VoLTE mobile services, fixed line broadband

and voice services depending upon the country of operation. Airtel had also

rolled out its VoLTE technology across eight telecom circles namely Mumbai,

Maharashtra and Goa, Madhya Pradesh, Chhattisgarh, Gujarat, Andhra Pradesh

& Telangana, Karnataka, Tamilnadu, Kolkata, Kerala and Odisha in India and

should roll out the technology in rest circles by end of August 2018. It is

the largest mobile network operator in India and the third largest in the

world with over 429 million subscribers. Airtel was named India's second most

valuable brand in the first ever Brandz ranking by Millward Brown and WPP

plc.

Airtel is credited with pioneering the business strategy of outsourcing all of its

business operations except marketing, sales and finance and building the

'minutes factory' model of low cost and high volumes. The strategy has since

been adopted by several operators. Airtel's equipment is provided and

maintained by Ericsson, Huawei, and Nokia Solutions and Networks whereas

IT support is provided by IBM. The transmission towers are maintained by

subsidiaries and joint venture companies of Bharti including Bharti

Infratel and Indus Towers in India.[13] Ericsson agreed for the first time to be

25
paid by the minute for installation and maintenance of their equipment rather

than being paid up front, which allowed Airtel to provide low call rates

of Rs1 (1.5¢ US)/minute.

History

In 1984, Sunil Mittal started assembling push-button phones in India, which he

earlier used to import from a Taiwan company, Kingtel, replacing the old

fashioned, bulky rotary phones that were in use in the country then. Bharti

Telecom Limited (BTL) was incorporated and entered into a technical tie up

with Siemens AG of Germany for manufacture of electronic push button

phones. By the early 1990s, Bharti was making fax machines, cordless phones

and other telecom gear. He named his first push-button phones as 'Mitbrau'.

In 1992, he successfully bid for one of the four mobile phone network licences

auctioned in India. One of the conditions for the Delhi cellular license was that

the bidder have some experience as a telecom operator. So, Mittal clinched a

deal with the French telecom group Vivendi. He was one of the first Indian

entrepreneurs to identify the mobile telecom business as a major growth area.

His plans were finally approved by the Government in 1994[15] and he launched

services in Delhi in 1995, when Bharti Cellular Limited (BCL) was formed to

offer cellular services under the brand name AirTel. Within a few years Bharti

became the first telecom company to cross the 2 million mobile subscriber

mark. Bharti also brought down the STD/ISD cellular rates in India under

brand name 'Indiaone'.

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In 1999, Bharti Enterprises acquired control of JT Holdings, and extended

cellular operations to Karnataka and Andhra Pradesh. In 2000, Bharti acquired

control of Skycell Communications, in Chennai. In 2001, the company

acquired control of Spice Cell in Calcutta. Bharti Enterprises went public in

2002, and the company was listed on Bombay Stock Exchange and National

Stock Exchange of India. In 2003, the cellular phone operations were re-

branded under the single Airtel brand. In 2004, Bharti acquired control of

Hexacom and entered Rajasthan. In 2005, Bharti extended its network to

Andaman and Nicobar. This expansion allowed it to offer voice services all

across India.

Airtel launched "Hello Tunes", a caller ring back tone service (CRBT), in July

2004 becoming to the first operator in India to do so. The Airtel theme song,

composed by A.R. Rahman, was the most popular tune in that year.

In May 2008, it emerged that Airtel was exploring the possibility of buying

the MTN Group, a South Africa-based telecommunications company with

coverage in 21 countries in Africa and the Middle East. The Financial

Times reported that Bharti was considering offering US$45 billion for a 100%

stake in MTN, which would be the largest overseas acquisition ever by an

Indian firm. However, both sides emphasise the tentative nature of the talks,

while The Economist magazine noted, "If anything, Bharti would be marrying

up," as MTN has more subscribers, higher revenues and broader geographic

coverage. However, the talks fell apart as MTN Group tried to reverse the

27
negotiations by making Bharti almost a subsidiary of the new company.[19] In

May 2009, Bharti Airtel again confirmed that it was in talks with MTN and the

companies agreed to discuss the potential transaction exclusively by 31 July

2009. Talks eventually ended without agreement, some sources stating that this

was due to opposition from the South African government.

In 2009, Bharti negotiated for its strategic partner Alcatel-Lucent to manage the

network infrastructure for the fixed line business. Later, Bharti Airtel awarded

the three-year contract to Alcatel-Lucent for setting up an Internet

Protocol access network across the country. This would help consumers access

internet at faster speed and high quality internet browsing on mobile handsets.

In 2009, Airtel launched its first international mobile network in Sri Lanka. In

June 2010, Bhartil acquired the African business of Zain Telecom for $10.7

billion making it the largest ever acquisition by an Indian telecom firm. In

2012, Bharti tied up with Wal-Mart, the US retail giant, to start a number of

retail stores across India. In 2014, Bharti planned to acquire Loop

Mobile for Rs7 billion (US$100 million), but the deal was called off later.[25]

Bharti Airtel Limited ("Airtel"), the world's third largest mobile operator with

operations in 20 countries across Asia and Africa, said that its Treasury

division has been adjudged as a highly commended winner of the Top Treasury

Team (Asia) Awards at the Adam Smith Asia Awards 2015.

28
Joint ventures and agreements

Airtel-Vodafone

On 1 May 2007, Jersey Airtel and Guernsey Airtel, both wholly owned

subsidiaries of the Bharti Group, announced they would launch mobile services

in the British Crown Dependency islands of Jersey and Guernsey under the

brand name Airtel-Vodafone after signing an agreement with Vodafone. Airtel-

Vodafone operates a 3G network in Jersey and Guernsey.

Airtel-Ericsson

AIn July 2011, Bharti signed a five-year agreement with Ericsson, who will

manage and optimise Airtel's mobile networks in Africa. Ericsson will

modernise and upgrade Airtel's mobile networks in Africa with the latest

technology including its multi standard RBS 6000 base station. As part of the

modernisation, Ericsson will also provide technology consulting, network

planning & design and network deployment. Ericsson has been the managed

services and network technology partner in the Asian operations.

Tikona 4G spectrum

On 23 March 2017, Economic Times reported that Airtel announced that it had

acquired[82] Tikona Digital Networks Pvt. Ltd to purchase the latter's 4G

spectrum for approximately Rs1,600 crore. The deal also includes Tikona's 350

cellular sites in 5 circles. Tikona had purchased 20 MHz of 4G spectrum in the

2,300 MHz band in the 2010 auctions in Gujarat, Himachal Pradesh, Uttar

Pradesh (East), Uttar Pradesh (West) and Rajasthan for Rs1,058 crore. Prior to
29
the deal, Airtel did not hold any spectrum in the 2300 MHz band in UP (East),

UP (West) and Rajasthan, and held 10 MHz each in Gujarat and Himachal

Pradesh.

Tikona was founded in 2008 by former Reliance Communications executives

Rajesh Tiwari and Prakash Bajpai. Its other investors include Goldman

Sachs, Oak Capital, IFC and Everstone Capital. Tikona will retain its home

broadband wireless business. Rajesh Tiwari, one of the cofounders of Tikona,

though sought to put a spanner in the deal, slapping a legal notice against both

the companies for not providing details of how the proceeds will be split

among shareholders.

30
 Chapter-3
An Overview of Telecom Industry

31
 TELKECOM INDUSTRY IN INDIA

India has a fast-growing mobile services market with excellent potential for the

future. With almost five million subscribers amassed in less than two years of

operation, India's growth tempo has far exceeded that of numerous other

markets, such as China and Thailand, which have taken more than five years to

reach the figures India currently holds. The number of mobile phone

subscribers in the country would exceed 50 million by 2010 and cross 300

million by 2016, according to Cellular Operators Association of India (COAI).

India is currently the world’s second-largest telecommunications market with a

subscriber base of 1.20 billion and has registered strong growth in the past

decade and half. The Indian mobile economy is growing rapidly and will

contribute substantially to India’s Gross Domestic Product (GDP), according to

report prepared by GSM Association (GSMA) in collaboration with the Boston

Consulting Group (BCG). App downloads in the country grew approximately

215 per cent between 2015 and 2017.

The liberal and reformist policies of the Government of India have been

instrumental along with strong consumer demand in the rapid growth in the

Indian telecom sector. The government has enabled easy market access to

telecom equipment and a fair and proactive regulatory framework that has

ensured availability of telecom services to consumer at affordable prices. The

deregulation of Foreign Direct Investment (FDI) norms has made the sector

32
one of the fastest growing and a top five employment opportunity generator in

the country.

The Indian telecom sector is expected to generate four million direct and

indirect jobs over the next five years according to estimates by Randstad India.

The employment opportunities are expected to be created due to combination

of government’s efforts to increase penetration in rural areas and the rapid

increase in smartphone sales and rising internet usage.

Market Size

The mobile industry is expected to create a total economic value of Rs 14

trillion (US$ 217.37 billion) by the year 2020. It would generate around 3

million direct job opportunities and 2 million indirect jobs during this period@.

India’s smartphone market grew 14 per cent year-on-year to a total of 124

million shipments in 2017.%

Rise in mobile-phone penetration and decline in data costs will add 500 million

new internet users in India over the next five years, creating opportunities for

new businesses. The monthly data usage per smartphone in India is expected to

increase from 3.9 GB in 2017 to 18 GB by 2023.

Investment/Major development

With daily increasing subscriber base, there have been a lot of investments and

developments in the sector. The industry has attracted FDI worth US$ 30.08

billion during the period April 2000 to December 2017, according to the data

released by Department of Industrial Policy and Promotion (DIPP).

Some of the developments in the recent past are:

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  During the first quarter of 2018, India became the world’s fastest-

growing market for mobile applications.

 Finnish telecommunication company Nokia, is going to collaborate with

Indian telecom companies Bharti Airtel and BSNL to work on the

roadmap for development of 5G technology and creating a conducive

ecosystem for 5G in India.

 India telecommunication companies will be investing US$ 20 billion

over the next two years for expansion of network and operations, stated

Mr Akhil Gupta, Vice Chairman, Bharti Enterprise.

Government Initiatives

The government has fast-tracked reforms in the telecom sector and continues to

be proactive in providing room for growth for telecom companies. Some of the

other major initiatives taken by the government are as follows:

 The Government of India is soon going to come out with a new National

Telecom Policy 2018 in lieu of rapid technological advancement in the

sector over the past few years. The policy has envisaged attracting

investments worth US$ 100 billion in the sector by 2022.

 The Government of India is working to digitally connect the rural and

remote regions in the country and has decided a new affordable tariff

structure with the principle of more you use, less you pay. The changes

will soon be reflected in tariff changes by service providers in the

country.

34
According to recent strategic research by Frost & Sullivan, Indian Cellular

Services Market, such growth rates can be greatly attributed to the drastically

falling price of mobile handsets, with price playing a fundamental role in

Indian subscriber requirements. Subscribers in certain regions can acquire the

handset at almost no cost, thanks to the mass-market stage these technologies

have reached internationally. The Indian consumer can buy a handset for $150

or less. This should lead to increased subscribership. This market is growing at

an extremely fast pace and so is the competition between the mobile service

providers. With the presence of a number of mobile telephony services

providers including market leaders like Airtel, Reliance, Idea Cellular, BSNL

etc. who are providing either of the two network technologies such as Global

System for Mobile Communications (GSM) and Code Division Multiple

Access (CDMA). In cellular service there are two main competing network

technologies: Global System for Mobile Communications (GSM) and Code

Division Multiple Access (CDMA). Understanding the difference between

GSM and CDMA will allow the user to choose the preferable network

technology for his needs. Global System for Mobile Communication (GSM) is

a new digital technology developed by the European community to create a

common mobile standard around the world. It helps you achieve higher sell

capacity and better speech quality and one can enjoy crystal clear reception on

one’s mobile phone. It automatically solves the problem of eavesdropping on

one’s calls. Before analysing the telecom licensing framework in India, it is

35
imperative that one must examine what is a license. License issued by the

government is an authority, given to a person upon certain conditions to do

something which would have been illegal or wrongful otherwise.

For example, a driver’s license issued by the government, gives the authority to

a person to drive a motor vehicle. There are three main types of license fee

which the government charges: (I) initial license fee, which generally is non-

refundable, (ii) annual license fee, and (iii) additional fee for allocation of

spectrum. Licensing framework has been an integral part of India’s

telecommunication law. Under the Indian Telegraph Act, 1885, section 4 gives

power to the government to grant license to any person to establish, maintain or

use a telegraph.

Code Division Multiple Access (CDMA) describes a communication channel

access principle that employs spread spectrum technology and a special coding

scheme (where each transmitter is assigned a code). It is a spread spectrum

signalling, since the modulated coded signal has a much higher bandwidth than

the data being communicated. CDMA is the current name for mobile

technology and is characterized by high capacity and small cell radius. It has

been used in many communication and navigation systems, including the

Global Positioning System and the Omnitracs satellite system for transportation

logistics. Indian mobile telephony market is increasing day by day and there is

more to happen with technological up gradations occurring nearly every day

36
and the ever-increasing demand for easier and faster connectivity, the mobile

telephony market is expected to race ahead.

NATIONAL TELECOM POLICY 1994 (NTP 1994):-

The National Telecom Policy was announced in 1994 which aimed at

improving India's competitiveness in the global market and provide a base for a

rapid growth in exports. This policy eventually facilitated the emergence of

Internet services in India on the back of established basic telephony

communication network. This policy also paved way for the entry of the

private sector in telephone services. The main objectives of the policy were:

 To ensure telecommunication is within the reach of all, that is, to ensure

availability of telephone on demand as early as possible

 To achieve universal service covering all villages, that is, enable all

people to access certain basic telecom services at affordable and

reasonable prices

 To ensure world-class telecom services. Remove consumer complaints,

resolve disputes and encourage public interface and provide a wide

permissible range of services to meet the demand at reasonable prices

 To ensure that India emerges as a major manufacturing base and major

exporter of telecom equipment

 To protect the defense and security interests of the nation.

The policy also announced a series of specific targets to be achieved by

1997 and further recognized that to achieve these targets the private sector
37
 association and investment would be required to bridge the resource gap.

Thus, to meet the telecom needs of the nation and to achieve international

comparable standards, the sector for manufacture of telecom equipment had

been progressively relicensed and the sub-sector for value-added services

was opened up to private investment (July 1992) for electronic mail, voice

mail, data services, audio text services, video text services, video

conferencing, radio paging and cellular mobile telephone. The private sector

participation in the sector was carried out in a phased manner. Initially the

private sector was allowed in the value-added services, and thereafter, it

was allowed in the fixed telephone services. Subsequently, VSAT services

were liberalized for private sector participation to provide data services to

closed user groups.

Establishment of TRAI

The entry of private players necessitated independent regulation in the sector;

therefore, the TRAI was established in 1997 to regulate telecom services, for

fixation/revision of tariffs, and also to fulfil the commitments made when India

joined the World Trade Organization (WTO) in 1995. The establishment of

TRAI was a positive step as it separated the regulatory function from policy-

making and operation, which continued to be under the purview of the DoT2.

The functions allotted to the TRAI included:

a. To recommend the need and timing for introduction of new service provider

b. To protect the interest of customers of telecom services

38
c. To settle disputes between service providers

d. To recommend the terms and conditions of license to a service provider

e. To render advice to the Central government on matters relating to the

development of telecommunication technology and any other matter applicable

to the telecommunication industry in general.

Road Ahead

India will emerge as a leading player in the virtual world by having 700 million

internet users of the 4.7 billion global users by 2025, as per a Microsoft report.

Internet economy expected to touch Rs 10 trillion (US$ 155 billion) by 2018,

contributing around 5 per cent to the country’s GDP. With the government’s

favourable regulation policies and 4G services hitting the market, the Indian

telecommunication sector is expected to witness fast growth in the next few

years. The Government of India also plans to auction the 5G spectrum in bands

like 3,300 MHz and 3,400 MHz to promote initiatives like Internet of Things

(IoT), machine-to-machine communications, instant high definition video

transfer as well as its Smart Cities initiative. The Indian mobile phone industry

expects that the Government of India's boost to production of battery chargers

will result in setting up of 365 factories, thereby generating 800,000 jobs by

2025##.

39
 Chapter-4
Theory of Job Satisfaction

40
 Theory of Job Satisfaction
Affect theory

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 approach

The dispositional approach suggests that individuals vary in their tendency to

be satisfied with their jobs, in other words, job satisfaction is to some extent an

individual trait. This approach became a notable explanation of job satisfaction

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

41
careers and jobs. Research also indicates that identical twins raised apart have

similar levels of job satisfaction.

A significant model that narrowed the scope of the dispositional approach 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.

Equity theory

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

relationships such as with an employer. A person identifies the amount of input

(things gained) from a relationship compared to the output (things given) to

produce an input/output ratio. They then compare this ratio to the ratio of other

people in deciding whether or not they have an equitable relationship. 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.

42
For example, consider two employees who work the same job and receive the

same pay and benefits. If one individual gets a pay raise for doing the same

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 equity will be maintained.

Other psychologists have extended the equity theory, suggesting three

behavioral response patterns to situations of perceived equity or inequity

(Huseman, Hatfield, & Mile, 1987; O'Neil & Mone 1998). These three types

are benevolent, equity sensitive, and entitled. The level by each type

affects motivation, job satisfaction, and job performance.

1. Benevolent-Satisfied when they are under-rewarded compared with co-

workers

2. Equity sensitive-Believe everyone should be fairly rewarded

3. Entitled-People believe that everything they receive is their just due

Discrepancy theory

The concept of 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

43
consolidate to form an abstracted set of principles, designated as a self-

guide.[23] Agitation and anxiety are the main responses when an individual fails

to achieve the obligation or responsibility. This theory also 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

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.

Here's a thought, an individual does fulfill those obligations and responsibilities

to the company; but the employer punishes the employee regardless of the

fulfillment of duties. Agitation and anxiety is the main response toward an

ungrateful employer who refuses to recognize improvement to companies

bottom line because of employees endeavor.

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 (Hoskinson, Porter, & Wrench, p. 133). Motivating factors

are those aspects of the job that make people want to perform, and provide

44
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 Herzberg's model has stimulated much research, researchers have been

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

suggesting that Herzberg's original formulation of the model may have been a

methodological artifact. Furthermore, the theory does not consider individual

differences, conversely predicting all employees will react in an identical

manner to changes in motivating/hygiene factors. Finally, the model has been

criticised in that it does not specify how motivating/hygiene factors are to be

measured.

The Two Factors: Intrinsic and Extrinsic Motivators

Frederick Herzberg's two-factor theory, also known as the motivation-hygiene

theory or intrinsic/extrinsic motivation, concludes that while there are certain

factors in the workplace that cause job satisfaction, a separate set of factors can

cause dissatisfaction. It is critical underline that this is not a linear relationship,

as the factors which cause satisfaction do not necessarily negate the factors

which cause dissatisfaction.

According to Herzberg, intrinsic motivators and extrinsic motivators have an

inverse relationship. This is to say that intrinsic motivators tend to create

45
motivation when they are present, while extrinsic motivators tend to reduce

motivation when they are absent. The implication of this is simply that

extrinsic motivators are expected, and will not increase motivation. They will

detract from it instead. Intrinsic motivators are where additional motivation can

be obtained.

Extrinsic Motivators

Extrinsic motivators tend to represent more tangible and basic needs, such as

those identified in McClelland's 'existence' segment of his ERG theory or the

lower half of Maslow's Hierarchy. This includes compensation such as status,

job security, salary, and fringe benefits. Managers must realize that lacking the

appropriate extrinsic motivators will create dissatisfaction and

unmotivated behavior in employees while often not creating additional

motivation when present.

Intrinsic Motivators

Intrinsic motivators tend to represent less tangible and more emotional need

fulfillment. It is useful to think of Maslow's Hierarchy of needs once again, and

identify the upper level needs as more intrinsically-based. This includes

challenging work, recognition, relationships and growth potential. Managers

must recognize that these needs, while above and beyond the traditional

concept of salary, are absolutely critical to empowering strong individual

and team performance.

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Herzberg's Theory

Herzberg's theory appears to parallel Maslow's needs hierarchy. Individuals

look for the gratification of higher-level psychological needs having to do

with achievement, recognition, responsibility, advancement, and the nature of

the work itself. The key point of differentiation in Herzberg's Theory is the

prospect of expectation, which in turn leads to certain factors causing a positive

motivational response and others causing a negative one. This means that

satisfaction and dissatisfaction are not on a continuum with one increasing as

the other diminishes, but are independent phenomena.

If management wishes to increase satisfaction on the job, it should be

concerned with the nature of the work itself – the opportunities it presents

employees for gaining status, assuming responsibility, and achieving self-

realization. If, on the other hand, management wishes to reduce dissatisfaction,

then it must focus on the job environment – policies, procedures, supervision,

and working conditions. To ensure a satisfied and productive workforce,

managers must give attention to both sets of job factors.

Job characteristics model

Hackman & Oldham proposed the job characteristics model, which is widely

used as a framework to study how particular job characteristics impact on job

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

job characteristics (skill variety, task identity, task significance, autonomy, and

feedback) which impact three critical psychological states (experienced

47
meaningfulness, experienced responsibility for outcomes, and knowledge of the

actual results), in turn influencing work outcomes (job satisfaction,

absenteeism, work motivation, and performance). The five core job

characteristics can be combined to form a motivating potential score (MPS) for

a job, which can be used as an index of how likely a job is to affect an

employee's attitudes and behaviors. Not everyone is equally affected by the

MPS of a job. People who are high in growth need strength (the desire for

autonomy, challenge and development of new skills on the job) are particularly

affected by job characteristics. A meta-analysis of studies that assess the

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

Influencing factors

Environmental factors

Communication overload and underload

One of the most important aspects of an individual’s work in a modern

organization concerns the management of communication demands that he or

she encounters on the job. Demands can be characterized as a communication

load, which refers to “the rate and complexity of communication inputs an

individual must process in a particular time frame.” Individuals in an

organization can experience communication over-load and communication

under- load which can affect their level of job satisfaction. Communication

overload can occur when “an individual receives too many messages in a short

period of time which can result in unprocessed information or when an

48
individual faces more complex messages that are more difficult to process.”

Due to this process, “given an individual’s style of work and motivation to

complete a task, when more inputs exist than outputs, the individual perceives a

condition of overload which can be positively or negatively related to job

satisfaction. In comparison, communication under load can occur when

messages or inputs are sent below the individual’s ability to process them.”

According to the ideas of communication over-load and under-load, if an

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

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

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

satisfaction.

Superior-subordinate communication

Superior-subordinate communication is an important influence on job

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

supervisor's behavior can positively or negatively influence job satisfaction.

Communication behavior such as facial expression, eye contact, vocal

expression, and body movement is crucial to the superior-subordinate

relationship. Nonverbal messages play a central role in interpersonal

interactions with respect to impression formation, deception, attraction, social

influence, and emotional. Nonverbal immediacy from the supervisor helps to

increase interpersonal involvement with their subordinates impacting job

satisfaction. The manner in which supervisors communicate with their

49
subordinates non-verbally may be more important than the verbal content.

Individuals who dislike and think negatively about their supervisor are less

willing to communicate or have motivation to work whereas individuals who

like and think positively of their supervisor are more likely to communicate and

are satisfied with their job and work environment. A supervisor who uses

nonverbal immediacy, friendliness, and open communication lines is more

likely to receive positive feedback and high job satisfaction from a subordinate.

Conversely, a supervisor who is antisocial, unfriendly, and unwilling to

communicate will naturally receive negative feedback and create low job

satisfaction in their subordinates in the workplace.

Strategic employee recognition

A Watson Wyatt Worldwide study identified a positive outcome between a

collegical and flexible work environment and an increase in shareholder value.

Suggesting that employee satisfaction is directly related to financial gain. Over

40 percent of the companies listed in the top 100 of Fortune magazine’s,

“America’s Best Companies to Work For” also appear on the Fortune 500. It is

possible that successful workers enjoy working at successful companies,

however, the Watson Wyatt Worldwide Human Capital Index study claims that

effective human resources practices, such as employee recognition programs,

lead to positive financial outcomes more often than positive financial outcomes

lead to good practices.

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Employee recognition is not only about gifts and points. It's about changing

the corporate culture in order to meet goals and initiatives and most importantly

to connect employees to the company's core values and beliefs. Strategic

employee recognition is seen as the most important program not only to

improve employee retention and motivation but also to positively influence the

financial situation. The difference between the traditional approach (gifts and

points) and strategic recognition is the ability to serve as a serious business

influencer that can advance a company’s strategic objectives in a measurable

way. "The vast majority of companies want to be innovative, coming up with

new products, business models and better ways of doing things. However,

innovation is not so easy to achieve. A CEO cannot just order it, and so it will

be. You have to carefully manage an organization so that, over time,

innovations will emerge."

Individual factors

Emotion

Mood and emotions at work are related to job satisfaction. Moods tend to be

longer lasting but often weaker states of uncertain origin, while emotions are

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

Some research suggests moods are related to overall job satisfaction. Positive

and negative emotions were also found to be significantly related to overall job

satisfaction.

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

overall job satisfaction than will intensity of positive emotion when it is

experienced.

Emotion work (or emotion management) refers to various types of efforts to

manage emotional states and displays. Emotion management includes all of the

conscious and unconscious efforts to increase, maintain, or decrease one or

more components of an emotion. Although early studies of the consequences of

emotional work emphasized its harmful effects on workers, studies of workers

in a variety of occupations suggest that the consequences of emotional work are

not uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction

and the amplification of pleasant emotions increases job satisfaction.

The understanding of how emotion regulation relates to job satisfaction

concerns two models:

1. Emotional dissonance. Emotional dissonance is a state of discrepancy

between public displays of emotions and internal experiences of

emotions, that often follows the process of emotion regulation.

Emotional dissonance is associated with high emotional exhaustion, low

organizational commitment, and low job satisfaction.

2. Social interaction model. Taking the social interaction perspective,

workers’ emotion regulation might beget responses from others during

interpersonal encounters that subsequently impact their own job

52
 satisfaction. For example: The accumulation of favorable responses to

displays of pleasant emotions might positively affect job satisfaction.

Genetics

It has been well documented that genetics influence a variety of individual

differences. Some research suggests genetics also play a role in the intrinsic,

direct experiences of job satisfaction like challenge or achievement (as opposed

to extrinsic, environmental factors like working conditions). One experiment

used sets of monozygotic twins, reared apart, to test for the existence of genetic

influence on job satisfaction. While the results indicate the majority of the

variance in job satisfaction was due to environmental factors (70%), genetic

influence is still a minor factor. Genetic heritability was also suggested for

several of the job characteristics measured in the experiment, such as

complexity level, motor skill requirements, and physical demands.

Personality

Some research suggests an association between personality and job satisfaction.

Specifically, this research describes the role of negative affectivity and

positive affectivity. Negative affectivity is related strongly to the personality

trait of neuroticism. Individuals high in negative affectivity are more prone to

experience less job satisfaction. Positive affectivity is related strongly to the

personality trait of extraversion. Those high in positive affectivity are more

prone to be satisfied in most dimensions of their life, including their job.

Differences in affectivity likely impact how individuals will perceive objective

53
job circumstances like pay and working conditions, thus affecting their

satisfaction in that job.

There are two personality factors related to job satisfaction,

alienation and locus of control. Employees who have an internal locus of

control and feel less alienated are more likely to experience job satisfaction, job

involvement and organizational commitment. A meta-analysis of 187 studies of

job satisfaction concluded that high satisfaction was positively associated with

internal locus of control. The study also showed characteristics like

high machiavellianism, narcissism, trait anger, type A personality dimensions

of achievement striving and impatience/irritability, are also related to job

satisfaction.

Psychological well-being

Psychological well-being (PWB) is defined as “the overall effectiveness of an

individual’s psychological functioning” as related to primary facets of one’s

life: work, family, community, etc. There are three defining characteristics of

PWB. First, it is a phenomenological event, meaning that people are happy

when they subjectively believe themselves to be so. Second, well-being

involves some emotional conditions. Particularly, psychologically well people

are more prone to experience positive emotions and less prone to experience

negative emotions. Third, well-being refers to one's life as a whole. It is a

global evaluation. PWB is primarily measured using the eight-item Index of

Psychological Well-Being developed by Berkman (IPWB). IPWB asks

54
respondents to reply to a series a questions on how often they felt “pleased

about accomplishing something,” “bored,” “depressed or unhappy,” etc.

PWB in the workplace plays an important role in determining job satisfaction

and has attracted much research attention in recent years. These studies have

focused on the effects of PWB on job satisfaction as well as job

performance. One study noted that because job satisfaction is specific to one’s

job, the research that examined job satisfaction had not taken into account

aspects of one’s life external to the job. Prior studies had focused only on the

work environment as the main determinant of job satisfaction. Ultimately, to

better understand job satisfaction (and its close relative, job performance), it is

important to take into account an individual’s PWB. Research published in

2000 showed a significant correlation between PWB and job satisfaction (r =

.35, p < .01). A follow-up study by the same authors in 2007 revealed similar

results (r = .30, p < .01). In addition, these studies show that PWB is a better

predictor of job performance than job satisfaction alone.

The Job Characteristics and Theories of Job Satisfaction

Various components are considered necessary to an employee's job

satisfaction. These include pay, promotion, benefits, supervisor personality, co-

workers and safety on the job. These job characteristics affect how an

employee feels on the job. There are other, more subtle influences on employee

job satisfaction, including personality types and elements of workplace culture.

55
Personality

According to the authors of Five Factor Model of Personality and Job

Satisfaction, five personality characteristics have a major impact on job

satisfaction. These traits are neuroticism, extraversion, and openness to

experience, conscientiousness and agreeableness. Neuroticism is the only one

of the five directly related to lack of job satisfaction. The more neurotic an

individual, the less likely he will be satisfied on his job. On the other hand,

people who have a high degree of any of the other four traits have a better

chance of being satisfied on the job.

Motivational Framework

One theory suggests that an employee's job satisfaction is directly related to

what he thinks he deserves or what he thinks is important, rather than the

fulfillment of his needs. For example, an employee may be able to make ends

meet on a $25,000 salary. If the employee thinks he deserves $25,000, he will

experience job satisfaction. If he thinks he deserves $32,000 per year, he will

be unsatisfied in his employment.

Social Influence

The hypothesis of social influence in job satisfaction suggests that employees

want what they think their co-workers want. For example, if the workplace

culture is one in which employees want authority over their projects, a new hire

will feel satisfied when he is given responsibility for a project. However, a new

hire who perceives that other workers are jockeying for time off will want to

56
see how much time off he can get. The social influence hypothesis links job

satisfaction to getting what you think others want.

Self-Deception

Amir Erez and Timothy A. Judge of Cornell University conducted research into

the role of self-deception in employee job satisfaction. They found that

employees with a subjective sense of personal well-being were more likely to

experience job satisfaction. They also discovered that employees who engage

in some self-deception were more satisfied in their lives and in their jobs. The

researchers defined self-deception as holding positively biased views of

oneself, ignoring minor criticisms offered by others, discounting their own

failures, avoiding negative thoughts and expecting a high level of success in

their own efforts.

Influencing factors of Job Satisfaction

The major factors influencing job satisfaction are presented below:

SUPERVISION

To a worker, Supervision is equally a strong contributor to the job satisfaction

as well as to the job dissatisfaction. The feelings of workers towards his

supervisors are usually similar to his feeling towards the company. The role of

supervisor is a focal point for attitude formation. Bad supervision results in

absenteeism and labor turnover. Good supervision results in higher production

and good industrial relations.

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CO-WORKERS

Various studies had traced this factor as a factor of intermediate importance.

One’s associates with others had frequently been motivated as a factor in job

satisfaction. Certainly, this seems reasonable because people like to be near

their friends. The workers derive satisfaction when the co-workers are helpful,

friendly and co-operative.

PAY

Studies also show that most of the workers felt satisfied when they are paid

more adequately to the work performed by them. The relative important of pay

would probably changing factor in job satisfaction or dissatisfaction.

AGE

Age has also been found to have a direct relationship to level job of satisfaction

of employees. In some groups job satisfaction is higher with increasing age, in

other groups job satisfaction is lower and in other there is no difference at all.

MARITAL STATUS

Marital status has an important role in deciding the job satisfaction. Most of the

studies have revealed that the married person finds dissatisfaction in his job

than his unmarried counterpart. The reasons stated to be are that wages were

insufficient due to increased cost of living, educations to children etc.

EDUCATION

Studies conducted among various workers revealed that most of workers who

58
had not completed their school education showed higher satisfaction level.

However, educated workers felt less satisfied in their job.

WORKING CONDITION

The result of various studies shows that working condition is an important

factor. Good working atmosphere and pleasant surroundings help increasing

the production of industry. Working conditions are more important to women

workers than men workers.

The Influence of Job Satisfaction on Behavior

Job satisfaction can affect a person's level of commitment to the organization,

absenteeism, and job turnover rate. It can also affect performance levels,

his/her willingness to participate in problem solving activities, and the amount

of effort a person puts in to perform activities outside their job description . If a

person feels satisfied with what they are doing, then his/her job feels less like

work and more enjoyable. It isn't an effort for them to get up in the morning

and go to work. They are in a positive mood and often able to improve in areas

of brainstorming, decision making, and problem solving.

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 Job satisfaction can affect relationships

Job satisfaction also reduces the chance of feeling stress, which can impact job

performance, mental well being, and physical health. Stress can also

impact decision making skills and may lead to making unethical decisions. If a

person is committed to their job, then they are more willing to work longer

hours or take on additional responsibilities without an increase in pay. If a

company is facing financial hardship, this individual may also be willing to

take a pay cut or take on extra duties until management can help turn the

organization around. When a person is happy they are more likely to have a

positive outlook on life and are more energetic and productive. This positive

outlook often spreads to others that work with the individual and can have a

positive experience on everyone's performance. While there are some

indications that job satisfaction is directly tied with job performance, feeling

less stressed and increased levels of satisfaction can positively impact a

person's behavior.

60
 Chapter-5
Objectives of the Study

61
 Objectives of Study

 To study the satisfaction of employees in Bharti Airtel Ltd..

 To study the influencing factors of Job Satisfaction

 To study the employees behavior regarding job satisfaction

 Discuss the way in which job satisfaction reflects upon work behaviors in an

organization.

62
 Chapter-6
Research Methodology

63
 RESEARCH METHODOLOGY

Objective of Research

 To study the Job Satisfaction Level of Employees in Bharti Airtel Ltd..

Sample size

 The sample size taken by me is 35 Employees at Gurgaon

Sampling Technique

 I used simple random sampling

Sampling Unit

 Employees of Bharti Airtel Ltd..

Sources of Data

It is better go for primary data, i.e. first hand information, as there is

better scope of getting required information in the form we want. For collecting

primary data, I have chosen questionnaire method.

Data collection Method

 Questionnaire Method

Research Design

 Descriptive

64
 Chapter-7
Data Analysis and Interpretation

65
 Data Analysis and Interpretation

Q1. From how many years have you been working with Bharti Airtel Ltd..?

a. 0-3 Years
b. 3-5 Years
c. 5 to 7 Years
d. More than 7 Years

0-3 years 3-5 years 5-7 years More than 7 years

15% 20%

35%
30%

Interpretation:

The above graph we show that 20% respondents have working in Bharti
Airtel Ltd. from 0-3 years, 30% respondents are working 3-5 years, 5 to 7
years working 30% respondents and remaining 15% respondents has working
more than 7 years.

66
Q2. How is the working Environment?
a. Participative
b. Autonomy
c. Whimsical
d. Red Tapism

Participative Autonomy Whimsical Red Tapism

15%
40%

25%

20%

Interpretation:

The above graph shows that according to 20% respondents working

environment is participative, 20% are autonomy, 25% are Whimsical and
55%
remaining 15% are red tapism.

67
Q3. Your work is according to your qualification and skills.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

15% 20%

10%

30%
25%

Interpretation:

The above graph shows that 20% respondents are strongly agree 30%
are agree, 25% are neutral, 10% respondents are disagree and remaining 15%
are strongly disagree that work is according to their qualification and skills.

68
Q4. Employees are satisfied with the top Management.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

10% 20%
15%

20%
35%

Interpretation:

The above graph shows that 20% respondents are strongly agree 35%
are agree, 20% are neutral, 15% respondents are disagree and remaining 10%
are strongly disagree with top management.

69
Q5. Working hours at Bharti Airtel Ltd. is satisfactory.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

10% 20%
10%

20%

40%

Interpretation:

The above graph shows that 20% respondents are strongly agree 40%
are agree, 20% are neutral, 10% respondents are disagree and remaining 10%
are strongly disagree with working hours of organization.

70
Q6. “Employees in the organization have necessary authority to perform their
duties effectively”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

10% 15%
15%

30%

30%

Interpretation:

The above graph shows that 15% respondents are strongly agree 30%
are agree, 30% are neutral, 15% respondents are disagree and remaining 10%
are strongly disagree that employees in the organization have necessary
authority to perform their duties effectively.

71
Q7. “Organization organizes counseling programs for the employees
regularly”.

a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

10% 20%
10%

20%

40%

Interpretation:

The above graph shows that 20% respondents are strongly agree 40%
are agree, 20% are neutral, 10% respondents are disagree and remaining 10%
are strongly disagree counseling programs for the employees regularly.

72
Q8. “Employees in Bharti Airtel Ltd. share experience to help each other”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

7%
8% 22%

15%

48%

Interpretation:

The above graph shows that 22% respondents are strongly agree 48%
are agree, 15% are neutral, 8% respondents are disagree and remaining 7% are
strongly disagree that Bharti Airtel Ltd. share experience to help each other.

73
Q9. “Employees get Appreciation and rewards if the desired work / targets are
accomplished”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

9%
8% 20%

17%

46%

Interpretation:

In the above graph we show that 20% respondents are strongly agree
46% are agree, 17% are neutral, 8% respondents are disagree and remaining
9% are strongly disagree that employees get appreciation and rewards if the
desired work/targets are accomplished.

74
Q10. “Company has good career prospect for its employees”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

15% 15%

20%
27%

23%

Interpretation:

In the above graph we show that 15% respondents are strongly agree
27% are agree, 23% are neutral, 20% respondents are disagree and remaining
15% are strongly disagree that company has good career prospect for its
employees.

75
Q11. “Physical working condition in the Company is satisfactory”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

15%
5% 25%

20%

35%

Interpretation:

In the above graph we show that 25% respondents are strongly agree
35% are agree, 20% are neutral, 5% respondents are disagree and remaining
15% are strongly disagree that physical working condition in the company is
satisfactory.

76
Q12. “Top management involves employees in the management decisions”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

11%
10% 37%

21%

21%

Interpretation:

In the above graph we show that 37% respondents are strongly agree
21% are agree, 21% are neutral, 10% respondents are disagree and remaining
11% are strongly disagree with top management involves employees in the
management decisions.

77
Q13. “Welfare facilities provided to the employees by the organization are
satisfactory”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

10% 15%
15%

35%
25%

Interpretation:

In the above graph we show that 15% respondents are strongly agree
35% are agree, 25% are neutral, 15% respondents are disagree and remaining
10% are strongly disagree with welfare facilities provided to the employees by
the organization are satisfactory.

78
Q14. Which of the following factors that motivates you most ?
a. Salary Increase
b. Promotion
c. Leave
d. Motivational talks
e. Recognition

salary increase Promotion leave Recognition

7%
13%
45%

35%

Interpretation:

In the above graph we show that 45% respondents believe that salary
increase , 35 % believe promotion, 13% believe leave & 7% believe that
recognition motivates them the most.

79
Q15. Your company recognize and acknowledge your work.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

10%
25%
10%

15%

40%

Interpretation:

In the above graph we show that 25% respondents are strongly agree
40% are agree, 15% are neutral, 10% respondents are disagree and remaining
10% are strongly disagree with their company recognize and acknowledge their
work.

80
Q16. Company provides satisfactory Salary according to the Work.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

Strongly agree Agree Neutral Disagree Strongly disagree

10%
30%
15%

20%
25%

Interpretation:

In the above graph we show that 30% respondents are strongly agree
25% are agree, 20% are neutral, 15% respondents are disagree and remaining
10% are strongly disagree that company provides satisfactory salary according
to the work.

81
Q17. Rate your Overall Satisfaction with your Job?
a. Highly Satisfied
b. Satisfied
c. Average
d. Dissatisfied
e. Highly Dissatisfied

Strongly agree Agree Neutral Disagree Strongly disagree

15% 15%

20%

35%

15%

Interpretation:

In the above graph we show that 15% respondents are strongly agree
35% are agree, 15% are neutral, 20% respondents are disagree and remaining
15% are strongly disagree that rate their overall satisfaction with their job.

82
Chapter-8

Findings

83
 Findings

 Mostly employees are satisfied with cooperation and help for the top

management

 Large number of employees are satisfied the working hours of the

company

 Employees are satisfied that the necessary authority to perform their

duties effectively.

 40% employees agree that the company provide the regular counseling

for the employees.

 Mostly employees of Bharti Airtel Ltd.share experience to help each

others.

 Employees are satisfied the company reward and appreciation system

 The employees of Bharti Airtel Ltd. agree with company has good

career prospect for its employees.

 Maximum employees satisfied with the physical working condition in

the company are satisfactory.

 Employees says that top management involve in the management

decision

 Mostly employees are satisfied with their job and doing job in friendly

environment.

84
Chapter-9
Suggestions

85
 Suggestions

 Team work among peers and subordinates is a factor that is the second

last factor which has its say on job satisfaction in insurance sector.

 Equitable salary structure and fringe benefits act as a buffer for

employees.s

 Performance is fairly appraised by my superiors in the company

 Good internal co-ordination between various departments of the

company for employees satisfaction are necessary

 Implementing effective human development strategies to enhance

organizational performance and accountability

86
Chapter-10
Limitations

87
LIMITATIONS OF THE STUDY

1. Due to lack of time all workers, could not be contracted.

2. The study has been restricted to Bharti Airtel Ltd.

3. As the project is a simple sample study and is confined to 35 employees

only, if may or may not pictures the entire employees feelings.

Few employees refused to respond or could not respond appropriately due to

Lack of time, Ignorance etc.,

88
Chapter-11
Conclusion

89
 Conclusion

This study helped to shortlist those lacunae in the insurance sector that

aggravated worker’s dissatisfaction for their jobs along with highlighting the

positives of the sector. Measurement of Job satisfaction can be a very helpful

tool to the management to understand the psychology of its works and how

employees feel about their jobs; it can also be an important predictor of work

behaviours such as organizational citizenship, high attrition rate, their non-

performance, their absenteeism, their motivation level, their stress levels and

turnover.

Employees like to work for organizations which can provide them an excellent

work culture, an attractive performance based pay package. Employees also

look for growth opportunities because today employees are very much aware

about their surroundings and they want to continuously grow and improve on

their skills in order to stay competitive in the market. They prefer job positions

which provide them with authority to make decisions pertaining to their job

roles and they like to be included in the decisions making process. They want

to undertake challenging projects rather than the conventional ones.

They understand the importance of team work and are full of team spirit. Last

but not the least they want a leader who is competent enough to care for them

and treat them as human being and not as machines. Further, job satisfaction

can partially mediate the relationship of personality variables and deviant work

90
behaviors. Thus increasing job satisfaction is important for its humanitarian

values and its financial benefits (due to its effect on employee’s behaviour) and

organizations should look into this major aspect for the betterment of their

financial as well as social well being.

91
Bibliography

92
 Bibliography

BOOKS CONSULTED:-

1. Kothari, C.R. “Research Methodology”, (2006), Wishwa Publication

2. Robins -Organizational Behaviour by Prentices Hall of India.
3. C.B.Gupta -Human Resources Management by Sultan & Sans.
4. Mirza and saiyadain – Personnel Management By Prentice Hall of India
5. Personnel Management -Mirza and Saiyadain
6. Monappa -Industrial Relations
7. C. R. Kothari Research Technology By Wishwa Prakaction
8. Human Resource Management, S.S. Sasikala

Journals

1. Spector, P.E. (1997). Job satisfaction: Application, assessment, causes

and consequences. Thousand Oaks, CA: SAGE.

2. Hulin, C. L., & Judge, T. A. (2003). Job attitUdes. In W. C. Borman, D.

R. ligen, & R. J. Klimoski (Eds.), Handbook of psychology: Industrial

and organizational psychology (pp. 255-276). Hoboken, NJ: Wiley.

3. Thompson, E.R.; Phua F.T.T. (2012). "A Brief Index of Affective Job

Satisfaction". Group & Organization Management 37 (3): 275–

307.doi:10.1177/1059601111434201.

4. Moorman, R.H. (1993). "The influence of cognitive and affective based

job satisfaction measures on the relationship between satisfaction and

organizational citizenship behavior". Human Relations 6: 759–

776. doi:10.1177/001872679304600604.

93
5. Locke,E.A. (1976). The nature and causes of job satisfaction. In M.D.

Dunnette (Ed.), Handbook of industrial and organizational psychology

(pp.1297-1349). Chicago: Rand McNally.

6. Spector, P.E. (1997). Job satisfaction: Application, assessment, causes

and consequences. Thousand Oaks, CA: SAGE.

7. Kalleberg, A.L. (1977). "Work values and job rewards—Theory of job

satisfaction".American Sociological Review 42: 124–143. doi: 10.2307

/2117735.

8. N., Seljak, J. & Aristovnik A. (2014) Factors Influencing Employee

Satisfaction in the Police Service: The Case of Slovenia. Personnel

Review, 43, 2, pp. 209-227.

9. Kumari, G., Joshi, G., and Pandey, K.M., "Analysis of Factors

Affecting Job Satisfaction of the Employees in Public and Private

Sector", International Journal of Trends in Economics Management and

Technology (IJTEMT), ISSN: 2321-5518, Vol. 3 Issue 1, February

2014.

10. "World Ranking of Manufacturers 2008 by production". OICA.

11. Bharti AirtelPvt.Ltd.Motor Reports 2012 Global Sales Of 4.4 Million

Vehicles

94
Annexure

95
 Questionnaire

Q1. From how many years have you been working with Bharti Airtel Ltd.?

a. 0-3 Years

b. 3-5 Years

c. 5 to 7 Years

d. More than 7 Years

Q2. How is the working Environment?

a. Participative

b. Autonomy

c. Whimsical

d. Red Tapism

Q3. Your work is according to your qualification and skills.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q4. Employees are satisfied with the top Management.

a. Strongly Agree

b. Agree

c. Neutral

96
d. Disagree

e. Strongly Disagree

Q5. Working hours at Bharti Airtel Ltd. is satisfactory.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q6. “Employees in the organization have necessary authority to perform their

duties effectively”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q7. “Organization organizes counseling programs for the employees

regularly”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

97
Q8. “Employees in Bharti Airtel Ltd. share experience to help each other”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q9. “Employees get Appreciation and rewards if the desired work / targets are

accomplished”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q10. “Company has good career prospect for its employees”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q11. “Physical working condition in the Company is satisfactory”.

a. Strongly Agree

98
b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q12. “Top management involves employees in the management decisions”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q13. “Welfare facilities provided to the employees by the organization are

satisfactory”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q14. Which of the following factors which motivates you most?

a. Salary Increase

b. Promotion

c. Leave

99
d. Motivational talks

e. Recognition

Q15. Your company recognizes and acknowledges your work.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q16. Company provides satisfactory Salary according to the Work.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q17. Rate your Overall Satisfaction with your Job?

a. Highly Satisfied

b. Satisfied

c. Average

d. Dissatisfied

e. Highly Dissatisfied

100
101