Certificate

This is to certify that Rohit Student OF GENERAL SHIVDEV SINGH DIWAN

GURBACHAN SINGH KHALSA COLLEGE ,PATIALA. has completed his field work
report at HCL Infosystems on the topic of Job-Satisfaction and has submitted the field
work report in partial fulfillment of Bachelor of Business Administration of the Punjabi
University, Patiala for Session for the academic year 20016-17.He has worked under our
guidance and direction.

ROHIT

DECLARATION

I hereby declare that the project titled CRITICAL ANALYSIS ON DESIGNING OF

Job-Satisfaction is an original piece of research work carried out by me under the
guidance and supervision of Mr. Amarjit Arora. The information has been collected from
genuine & authentic sources. The work has been submitted in partial fulfillment of the
requirement of Bachelor of Business Administration

ROHIT

ACKNOWLEDGEMENT

The joy of ingenuity!!! This is doubtlessly what this project is about. Before getting to
brass tacks of things. I would like to add a heartfelt word for the people who have
helped me in bringing out the creativeness of this project.

To commence with things I would like to take this opportunity to gratefully and
humbly thank to project guide Mr Amarjit Arora, HCL Infosystem, Patiala for being
appreciative enough by giving me an opportunity to undertake this project in HCL
Infosystem Patiala Faculty, Student General Shivdev Singh Diwan Gurbachan Singh
Khalsa College ,Patiala for her undeterred guidance for the completion of the report.
I also thank my friends and well wishers, who have provided their whole hearted
support to me in this exercise. I believe that this endeavor has prepared me for taking
up new challenging opportunities in future.

ROHIT

COMPANY PROFILE
HCL Infosystems Ltd.
HCL Infosystems is Indias premier information enabling company. Leveraging its 3
decades of expertise in total technology solutions, HCL Infosystems offers valueadded services in key areas such as system integration, networking consultancy and a
wide range of support services.
HCL Infosystems is among the leading players in all the segments comprising the
domestic IT products, solutions and related services, which include PCs, Servers,
Imaging, Voice & video solutions, Networking Products, TV and FM Broadcasting
solutions, Communication solutions, System Integration, ICT education & training
,digital lifestyle solution and peripherals.
HCL has a direct sales, channel sales and retail sales network pan India. Continuously
meeting the ever increasing customer expectations and applications, its focus on
integrated enterprise solutions has strengthened the HCL Infosystems capabilities in
supporting installation types ranging from single to large, multi-location, multivendor & multi-platform spread across India. HCL Infosystems, today has a direct
support force of over 3000+ members, is operational at 360+ locations across the
country and is the largest such human resource of its kind in the IT business in India.
HCL Infosystems has pan India presence across metros and non-metros.
HCL Infosystems' manufacturing facilities are ISO 9001 & ISO 14001 certified and
adhere to stringent quality standards and global processes. With the largest installed
PC base in the country, four indigenously developed and manufactured PC brands 'Infiniti', 'Busybee' 'Beanstalk' and Ezeebee - and its robust manufacturing facilities,
HCL Infosystems aims to further leverage its dominance in the PC market. It has been
consistently rated as Top player in PC industry by IDC.

The 'Infiniti' line of business computing products is incorporated with leading edge
products from world leaders such as Intel. Constant innovation to meet the
customized requirements of its customers has enabled HCL to create the trusted ICT
infrastructure platforms, powerful value adds like HCL Embedded Control &
Continuity (HCL EC2) technology and the future generation of digital lifestyle
enablers.
The Imaging, Voice & video solutions segment has strategic alliances with industry
leaders to provide services in various domains which include Audio Video system
integration solutions, broadcasting solutions, imaging products and solutions. The
company has strategic alliances with world leaders for voice and video conferencing
solutions, TV and FM Broadcasting solutions and for Imaging products and solutions
to provide documentation products like copiers, MFDs, Duprinters, laser printers and
large format printers.
The Channel Business of HCL Infosystems has an extensive network of over 3000+
resellers across 900 locations. It has actively promoted the penetration of PCs in the
home and the small office/home office (SOHO) segments.
HCL Infinet Ltd, 100% owned subsidiary of HCL Infosystems Ltd. is a class A ISP
focusing on providing the corporate networking services like Virtual Private Network,
Broadband Internet Access, Internet Telephony Hosting & Co-location services,
designing & deploying Disaster Recovery Solutions & Business Continuity solution,
Application Services, Managed Security Services & NOC Services over its state-ofthe-art IP / MPLS network and end-to-end contact center solutions

SHIVNADAR
Founder HCL
Chairman & Chief Strategy Officer - HCL Technologies

At a time when India had a total of 250 computers, Shiv Nadar led a young team
which passionately believed and bet on the growth of the IT industry. That vision in
1976, born out of a Delhi "barsaati" (akin to a garage start up), has resulted 3 decades
later in creating a US $ 5 Billion Global Enterprise.
HCL is today a leader in the IT industry, employing 56,000 professionals, has a global
presence in 19 countries spanning locations in the US, Europe, Japan, ASEAN & the
Pacific Rim and a pan India presence across 360 points
To say that HCL is a household name in India today is an understatement. In 31 years
of existence, the company has developed and implemented solutions for multiple
market segments, across a range of technologies, covering customers in India and
overseas.
HCL dominates the IT space as a leader. 55,000 gifted professionals, a colossal US
$4.8 Billion turnover, an international presence in 18 countries, and most importantly
a deep-rooted commitment to innovate, makes it a true Technology Giant.
The HCL Group is today considered to be an outfit that has the knowledge and skills
in almost every part of the world of information technology. Present in every sphere
of the IT world, HCLs human resources have helped it advance so far ahead in this
fieldin India as well as abroadthat today it has grown in size and stature to
become Indias top IT company, with market leadership in different areas of
operations. The group is also considered as the first Indian transnational IT company.

An immense knowledge base and technology leadership are the keys to HCLs ability
to provide total IT solutions.
HCL started operations primarily as a hardware company when IT in India was in a
nascent stage. There were few Indian vendors then and HCL had the advantage of
positioning itself as the local hardware vendor. This meant that the user was
comfortable dealing with a local company, thus the comfort level of users increased
manifold while dealing with HCL. HCL understood the market well, whereas MNC
vendors were not so comfortable doing business in Indian conditions and did not
understand the psyche of the Indian user. Thus, HCL was able to expand channels at a
much faster rate and increased penetration.
Due to inherent knowledge about India, HCL was able to penetrate deep into the
government sector and tap most of the IT spending coming from various government
departments. HCL was flexible enough in pricing, its sales model and terms and
conditions, which added to the comfort of its clients. Sales teams at HCL have always
been highly objective-driven and focused on numbers. Every month/quarter they
measure the performance of our managers by the number of times they have met the
customers face-to-face.
Whether its software, hardware, training, networking, telecom, peripherals or system
integration, HCL has an answer for all your IT needsthanks to its pool of
competencies. The company also has skills in the areas of hardware, and services
extend from product designing to prototyping, manufacturing and support.
Specialization in designing custom-made solutions for companies includes application
development for client/server environments, legacy system maintenance and reengineering, migration, systems redevelopment, onsite and offshore software services,
and facilities management.
Computer-based education using advanced learning methodology has training on
offer for novices as well as professionals, in IT and non-IT areas. A dedicated
independent vendor channel for the entire Indian mass market helps bring technology
usage closer to the individual. The group specializes in consumer-oriented, globally
applicable solutions for end-users in manufacturing banking and financial services,

and the telecom segment; besides being a total solution provider for technology-based
communication services through satellite communication, radio communication, local
area networks as well as broad band communication. HCL has played a major role in
creating IT awareness in the country and in creating a very competitive environment
for growth of the IT industry. The biggest contribution of HCL in developing the
Indian IT market is in terms of introducing newer technologies and creating a market
for them through education and creation of awareness.
All of HCLs expertise is centered around anticipating and fulfilling the needs of the
individual in all spheres of his life. The group achieves this by providing a complete
array of IT solutions that make life simpler and better. The company has been
leveraging its core competencies to develop new technologies and solutions that preempt changing consumer needs. To complement its strengths in global state-of-the-art
technology, HCL, in the past, has had joint ventures with international corporations
such as Hewlett-Packard, Perot Systems, Deluxe Corporation, James Martin & Co.,
and General Instrument, and also partners with world leaders like AT&T and
Microsoft. And finally, forming the core strength of HCL is the talent and
innovativeness of its people, which enables it to provide the right solutions at the right
time.
HCL has always been proactive in understanding the market well. Thus, it always
anticipates the market demand well in advance and offers products/services
accordingly.

Management Team
HCL INFOSYSTEMS Ltd

Ajai Chowdhry
Co-Founder HCL, Chairman and CEO - HCL Infosystems An engineer
by training, Ajai Chowdhry is one of the six co-founder members of
HCL, India 's premier IT conglomerate.

J V Ramamurthy
Chief Operating Officer HCL Infosystems Ltd J V Ramamurthy has an
engineering degree in Electronics & Communications, from Guindy
Engineering College , and a Masters' degree in Applied Electronics from
the Madras Institute of Technology, both in Chennai.
Rajendra Kumar
Executive Vice President - Frontline Division HCL Infosystems Ltd. Mr.
Rajendra Kumar has been with HCL for over 30 years and has seen HCL
grow from a start up company to a gigantic conglomerate that it is today.

EMPOWERING YOU TO BRING OUT THE BEST

As the fountainhead of the most significant pursuit of human mind (IT), HCL strongly
believes, "Only a Leader can transform you into a Leader". HCL CDC is a
formalization of this experience and credo which has been perfected over
decades.
It is an initiative that enables aspiring individuals to benefit from HCL's longstanding
expertise in the space and become Industry ready IT professionals.
To join the pampered tribe of IT wiz kids, the Career Development Centre or CDC
offers a number of industry relevant courses.
It has highly qualified, professional & experienced faculty giving personal
attention to students.
We offer the most modern computing facilities loaded with the latest operating
systems and software packages.
Vision Statement

"To create industry ready professionals

Mission Statement
"To provide world-class information technology solutions and services in order
to enable our customers to serve their customers better

The HCL Edge

Learn industry nitty-gritty from Top HCL professionals
Customised and industry specific career programs
Hands on experience
After HCL CDC certification, leave behind your placement worries
HCL takes students to the core of IT fundamentals and the most advanced cutting
problems .Its course modules are structured to give you the best of both worlds,
academic and hands-on.
Key Business Associates
To provide world-class solutions and services to the customers, it has formed
Alliances and Partnerships with leading IT companies worldwide. HCL
Infosystems has alliances with global technology leaders like Intel, AMD,
Microsoft, Bull, Toshiba, Nokia, Sun Microsystems, Ericsson, nVIDIA, SAP,
Scansoft, SCO, EMC, Veritas, Citrix, CISCO, Oracle, Computer Associates,
RedHat,

Infocus,

Duplo,

Samsung

and

Novell.

These alliances on one hand gives access to best technology & products as well as
enhancing the understanding of the latest in technology. On the other hand they
enhance the product portfolio, and enable to be one stop shop for all customers.

Review
HCL Plans CDCs Abroad
HCL Infosystems Limited, an information enabling company, is contemplating setting
up its career development centers (CDC) abroad. "We have identified countries in
West Asia and Africa for setting up CDCs. However, our immediate and ongoing
focus is on strengthening our presence in the country. We would foray into overseas
markets at a later stage," Rajendra Kumar, executive -vice-president of HCL
Infosystems, told the media persons.
Source: Business Standard, India
HCL Infosystems to set up 100 career development centres
IT firm HCL Infosystems Ltd on Wednesday announced its plans to set up at least 100
career development centers (CDCs) across the country in the next 12-15 months. HCL
already has fully operational CDCs in 20 cities in the country. "We were also planning
to open such CDCs abroad," Executive Vice-President Rajendra Kumar said after
launching the company's Bhubaneswar centre here today.
Source: Zee News, India
IT trainers think out of syllabus
Leading Indian IT training biggies are planning to consolidate their presence in the
non-IT education segment as well. HCL Infosystems, which has recently ventured
into IT education business under the banner of HCL Career Development Center, is
eyeing the retail industry. We are finalizing plans to launch specialized courses in

retail sales and marketing through our training centers, said S T M Eswar, associate
vice president, HCL Infosystems.
Source: Economic Times, India

Highlights of HCL

HCL Infosystems Ltd is one of the pioneers in the Indian IT

market , with its origins in 1976. For over quarter of a
century, we have developed and implemented solutions for
multiple market segments, across a range of technologies in
India. We have been in the forefront in introducing new
technologies and solutions. The highlights of the HCL saga
are summarised below:

Year

Highlights
- Foundation of the Company laid

1976 - Introduces microcomputer-based programmable calculators with wide

acceptance in the scientific / education community
- Launch of the first microcomputer-based commercial computer with a
ROM -based Basic interpreter
1977 - Unavailability of programming skills with customers results in HCL
developing bespoke applications for their customers

1978

1980

1981

- Initiation of application development in diverse segments such as textiles,

sugar, paper, cement , transport
- Formation of Far East Computers Ltd., a pioneer in the Singapore IT
market, for SI (System Integration) solutions
- Software Export Division formed at Chennai to support the bespoke
application development needs of Singapore
- HCL launches an aggressive advertisement campaign with the theme '

1983 even a typist can operate' to make the usage of computers popular in the
SME (Small & Medium Enterprises) segment.
1985 - Bank trade unions allow computerization in banks . However , a computer
can only run one application such as Savings Bank, Current account , Loans

etc.
- HCL sets up core team to develop the required software - ALPM
( Advanced Ledger Posting Machines ) . The team uses reusable code to
reduce development efforts and produce more reliable code . ALPM
becomes the largest selling software product in Indian banks

- Zonal offices of banks and general insurance companies adopt

computerization
- Purchase specifications demand the availability of RDBMS products on
1986 the supplied solution (Unify, Oracle). HCL arranges for such products to be
ported to its platform.

- HCL enters into a joint venture with Hewlett Packard

1991

- HP assists HCL to introduce new services: Systems Integration, IT

consulting, packaged support services
- HCL acquires and executes the first offshore project from IBM Thailand

1994
- HCL sets up core group to define software development methodologies
- Starts execution of Information System Planning projects
1995 - Execution projects for Germany and Australia

- Sets up the STP ( Software Technology Park ) at Chennai to execute

software projects for international customers
1996
- Becomes national integration partner for SAP
- Kolkata and Noida STPs set up
1997
- HCL buys back HP stake in HCL Hewlett Packard
1998

- Chennai and Coimbatore development facilities get ISO 9001 certification

- Acquires and sets up fully owned subsidiaries in USA and UK

1999 - Sets up fully owned subsidiary in Australia

- Sets up fully owned subsidiary in Australia

2000

- Bags Award for Top PC Vendor In India

- Bags MAIT's Award for Business Excellence
-Launched Pentium IV PCs at below Rs 40,000

2001
-IDC rated HCL Infosystems as No. 1 Desktop PC Company of 2001
-Declared as Top PC Vendor by Dataquest
2002 -HCL Infosystems & Sun Microsystems enters into a Enterprise
Distribution Agreement

- Became the first vendor to register sales of 50,000 PCs in a quarter

2003

- First Indian company to be numero Uno in the commercial PC market

- 1st to announce PC price cut in India, post duty reduction, offers Ezeebee
2004

at Rs. 17990
- Maintains No.1 position in the Desktop PC segment for year 2003

- Functional Devices for the year '04 -'05 by IDC.

2005 - Toshiba Super Award 2005 towards business excellence in distribution of
Toshiba Multifunctional products,

- 75, 000+ machines produced in a single month

- HCL Infosystems in partnership with Toshiba expands its retail presence in
2006

India by unveiling 'shop Toshiba'

- HCL Infosystems & Nokia announce a long term distribution strategy

- HCL introduces eco-efficient Notebook PCs complying with RoHS

2007

directive

- HCL unveils the future of personal computing. Launches next generation,

2008

ultra portable, Sub Rs. 14,000/- laptops MiLeap Series for the first time in
India.

2009

-100th HCL CDC centre signed up.

Awa r d s An d Ac c o l a d e s of H C L
H C L w o n T h e M o s t I n n o v a t i v e F r a n c h i s e e Aw a r d b y
Franchise Plus in Feb 08.
H C L w o n T h e M o s t S u p p o r t i v e F r a n c h i s o r Aw a r d b y
Franchise Plus in Feb 08
M r. Aj a i C h o w d h r y , C h a i r m a n & C E O o f H C L I n f o s y s t e m s
Limited, honoured with 'CEO of the year 2008 ' award by
I T P e o p l e Awa r d s f o r e x c e l l e n c e i n I T.
M r. Aj a i C h o w d h r y , C h a i r m a n & C E O o f H C L I n f o s y s t e m s
L i m i t e d , w a s d e c l a r e d I T P e r s o n o f t h e Yea r 2 0 0 7 b y
Dataquest.
H C L w o n T h e B e s t R e t a i l e r Aw a r d i n C o n s u m e r D u r a b l e s
category by Asia Retail Congress in Dec 07
HCL

won

Quality

awards

in

categories

Environment
at

the

Management

Elcina-Dun

&

and

Bradstreet

Aw a r d s f o r E x c e l l e n c e i n E l e c t r o n i c s , 2 0 0 6 - 0 7 .
Indias Most Preferred

Personal

C N B C AWAA Z C o n s u m e r Awa r d 2 0 0 7 .

Computer Brand

by

 HCL received three Channels Choice 2007 aw ards for

Relationship Management,
After

Sales

Support

&

Commercial

Ter m s

from

DQ

C h a n n e l s , b a s e d o n a n I D C c h a n n e l s a t i s f a c t i o n s u r v e y.
HCL

Infosystems

won

Brand-of-Excellence

Aw a r d

at

VAR I n d i a F o r u m 2 0 0 7 .
H C L b a g g e d I M M ' Top O r g a n i z a t i o n Awa r d 2 0 0 7 ' f o r
E x c e l l e n c e a t 3 4 t h Wor l d M a r k e t i n g C o n g r e s s .
H C L w a s a w a r d e d A m i t y C o r p o r a t e E x c e l l e n c e Aw a r d
2007 for its distinct vision, innovation, competitiveness
and sustenance.

The HCL Family

At HCL, people are not just employees but family. So, like an important member
of the family should, you get endless freedom to experiment, unlimited
empowerment to execute y
our dreams and the rare opportunity to be an entrepreneur.

HCL Infosystems is the progenitor of the HCL Group and is known as the
Entrepreneurial Incubator in the Indian IT industry. We believe in empowering
people to help achieve their goals goals that are achieved by the coming together
of talent and innovation, powered by ownership and freedom to experiment,
leading to tremendous growth and gains for the individual and the organisation.
We pride ourselves in being a pioneer in creating the Indian IT Industry, by
pioneering the creation of the people for the industry.

 Our HR philosophy is beyond HR Practices and Systems, where we are

ceaselessly creating the HCL Family, whose DNA is Pride, Passion,
Performance and People, with an inexhaustible Spirit of Entrepreneurship.

Who do we look for?

Our objective has always been to acquire quality people and groom them to become
entrepreneurial Leaders. HCLites are people who take pride in continually doing
better than their best; people with a passion to succeed; people who have a fire within
to perform and realize results.People who want to WIN (W Work hard, Iinnovate and N-never giver up).
Why HCL?

Ranked Top 3 Best Employer Survey in IDC-DQ Survey 2006

Ranked Best Employer in IDC-DQ Survey 2005

We are one of the few IT companies in India that provide a lifetime comprehensive
career plan. At HCL, we look at the strengths of a person and accordingly assign
future job roles to match those. People can chart their own career options of
Entrepreneur or Manager or Technocrat. HCL provides an open canvas of
opportunities for each individual, which is how 90% of our top management is from
campus (people who joined us as trainees straight from campus).

Be an Intrapreneur - An organisation with a large number of recruitments from

campuses all across India, creating entrepreneurs from and for HCL.

Endless growth opportunities in an open and entrepreneurial environment

where your team mates and manager become your best friends.

A company where the diversity of 360+ locations, languages and cultures

blend seamlessly into a challenging work ethos of the HCL Culture that fosters
excellence, recognising and rewarding performance.

A career with diverse, rewarding & challenging assignments everyday...with

the freedom to create, articulate new ideas, collaborate with the sharpest minds
and truly realise your potential.

Learn

HCL training facility in the city of Hyderabad is spread over a sprawling 16

acres with

residential facility to accommodate 165 employees at the same time in

training. Equipped with class rooms, labs, canteen, a recreation centre and
dedicated faculty with vast experience in the IT industry, we conduct over
25000 man days of internal classroom
training every year.

Classroom trainings are further

complimented through Enable Leadership
Enrichment and Development - which
provides a comprehensive automated learning tool to each employee through
various online learning options.

360 Degree Feedback for a holistic quality improvement and individual

development plans.

Learn from Leaders who have a three decade rich history of inventions and
innovations.

Grow

iPerform, our online Performance Management System tracks result

achieved through daily to weekly to monthly to quarterly review system for
Career Planning and Position planning.

Mindia TechXperts, a fast-track career growth programme identifies and

groom young engineers for leadership positions in a short period of 18

months.

We continue to promote Indian traditions and recognize talent in diverse areas,

through he much acclaimed HCL Concert Series - a tribute to excellence in
human endeavor.

80% of our top management today are people who joined straight from
campus.

Own

Pioneer in IT industry for ESOP started in 80s.

Profit Sharing Scheme since 1997 for all

employees.

HCL One Quarterly Awards Night is a gala

celebration every quarter when the HCL family gets together to celebrate
achievements of individual and team performances.

Bottom up communication channels providing opportunities for employee

opinion.

HCL Towers - Houses for our employees.

Enjoy your day, everyday, at HCL

A dynamic, fast paced and flexible work environment that nurtures relationships and

constantly celebrates our people's happiness, hobbies, achievements, festivities....... At

HCL, we make everyday work an enjoyable and fun experience
HCL Concert Series

Sporting Champions

Celebrating Festivities

Extending the exclusive

Cricket, Squash or Golf - Celebrations, frolic,

blend of creativity and

you can find them all

excellence from IT to the

here in HCL Our intra- ingrained in HCL. Be it a

world of music and dance,

organisation and inter-

carousing, quizzing are all

festival or commemorating

The HCL Concert Series is organisation

one of us or applauding a

a tribute to excellence in

competitions ensure that

team - we do it with a bang

human endeavor. Every

even the workaholics are - paint the town red. We

month you are invited to

involved in playing or

make Diwali brighter than

enjoy four evenings of soul

cheering at least.

the lights with stalls,

satisfying music or

Table tennis in office

music, antakshiri, dance,

enrapturing dance

everyday makes not only mimicry - name it and we

performance by some of the the class players pursue

have it.

best artists in India

Our Christmas is warmer

their interests, but also

helps the amateurs take a than Christmas puddings

break.

with Santa Claus, Xmas

trees for all teams and lots
of tinsel. Holi or Pongal or
Rakshabandhan, all are a
way to celebrate our "unity
in diversity".

Innovate at HCL

HCL One Awards

Picnics and more at hcl

Innovation is promoted in

To commend the

We as a family go to trips,

every part of the

achievements of our

outings, picnics, movies,

organization and the results

people, we raise a toast to river rafting - move away

are seen in the various

the achievers and have a

from the work

examples of innovations that frolicking party every

environment, from the city

have come from our own

quarter.

towards nature - in the lush

employees. Give wings to

Win the Glittering

green environment to

your ideas with our unique

Trophy, Blue

rekindle and refresh our

innovate@hcl.in

parties.Diamond, or an spirit. These adventurous

Acrylic Star for your

trips help us strengthen our

performance. These

camaraderie

rejoicing, reveling
moments are not to be
missed

Culture at HCL
With our open and entrepreneurial environment, every HCLite is synonymous with
passion for performance, high need for achievement and commitment to job. Our core
values of high integrity with a Never-Say-Die approach is ingrained and visible in all
our

people,

practices

and

processes.

a) Diversity and Inclusion

HCL strives to attract and retain the best talent and provide an environment where
each individual is given the opportunity to build a rewarding career. With offices in
more than 300+ locations, we employ a diverse group of people from different
backgrounds, yet all connected by a common sense of the HCL culture. We value the
uniqueness of each individual, relying on the diversity to drive our innovation, growth
and performance
b) HCLs Community Involvement

Recognizing the important role of business in society, HCL supports and encourages
the active involvement of its people in community volunteer initiatives. Employee
volunteering programmes at HCL enable you to do much more than routine work
through active participation in various causes.
Case Study 1 New Year celebration with SOS children
For New Year 2007 celebrations, we invited to HCL Head Office, fifty two children
from an SOS village for a childrens party. Children as young as four years, came to
meet us. Bright faces with sunny smiles that is how we remember the kids. From the
moment they arrived, it was a memorable few hours of fun, frolic and learning.
HCLite generosity also ensured that all children went back with new year gifts along
with happy memories, food and drink of the party. Each child was presented a gift,
specially chosen and purchased according to the interest of the child, by an HClite
desiring to a bring a smile to a little child. Gifts never fell short and everyone ensured
that the kids had an evening worth cherishing. So it will be for each one of us
HCLites...a happy memory that will continue to warm our hearts as we go through
everyday life.
Case Study 2 Planting Trees at HCL Education Centre
Taking another step towards creating a greener world, HCL has started a new tradition
of planting trees. All guests at the HCL Education center, Hyderabad plant saplings.
Other Environment friendly initiative include HCLs E-Waste Recycling facility that
provides proper disposal of E-waste. HCL also recently introduced the eco-friendly
Desktops and Notebooks.

INTRODUCTION

Job satisfaction is not the same as motivation. It is more if an

attitude, an internal state of the person concerned. It could, for example, be associated
with a personal feeling of achievement.
Job satisfaction is an individuals emotional reaction to the job
itself. It is his attitude towards his job.

Definitions:
Job satisfaction does not seem to reduce absence, turnover and perhaps accident
rates.
-Robert L. Kahn
Job satisfaction is a general attitude towards ones job: the difference between the
amount of reward workers receive and the amount they believe they should receive.
-P. Robbins
Job satisfaction defines as The amount of over all positive affect (or feeling) that
individuals have toward their jobs.
-Hugh J. Arnold and Daniel C. Feldman

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in
place that will ensure that workers are challenged and then rewarded for
being successful. Organizations that aspire to creating a work environment that
enhances job satisfaction need to incorporate the following:

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and allows the
worker opportunities to "put his or her signature" on the finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own work

A stable, secure work environment that includes job security/continuity

An environment in which workers are supported by an accessible supervisor

who provides timely feedback as well as congenial team members

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Competitive salary and opportunities for promotion Probably the most important
point to bear in mind when considering job satisfaction is that there are many factors
that affect job satisfaction and that what makes workers happy with their jobs varies
from one worker to another and from day to day. Apart from the factors mentioned
above, job satisfaction is also influenced by the employee's personal characteristics,
the manager's personal characteristics and management style, and the nature of the
work itself. Managers who want to maintain a high level of job satisfaction in the
work force must try to understand the needs of each member of the work force.
For example, when creating work teams, managers can enhance worker satisfaction
by placing people with similar backgrounds, experiences, or needs in the same
workgroup. Also, managers can enhance job satisfaction by carefully matching
workers with the type of work. For example, a person who does not pay attention to

detail would hardly make a good inspector, and a shy worker is unlikely to be a good
salesperson. As much as possible, managers should match job tasks to employees'
personalities. Managers who are serious about the job satisfaction of workers can also
take other deliberate steps to create a stimulating work environment. One such step is:

Job enrichment
.Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in
the work itself. Job enrichment usually includes increased responsibility, recognition,
and opportunities for growth, learning, and achievement. Large companies that have
used job-enrichment programs to increase employee motivation and job satisfaction
include AT&T, IBM, and General Motors (Daft, 1997).Good management has
the potential for creating high morale, high productivity, and A sense of purpose and
meaning for the organization and its employees. Empirical findings show that
job characteristics such as pay, promotional opportunity, task clarity and significance,
and skills utilization, as well as organizational characteristics such as commitment and
relationship with supervisors and co-workers, have significant effects on job
satisfaction. These job characteristics can be carefully managed to enhance job
satisfaction. Of course, a worker who takes some responsibility for his or her job
satisfaction will probably find many more satisfying elements in the work
environment. Everett (1995) suggests that employees ask themselves the following
questions:

When have I come closest to expressing my full potential in a work situation?

What did it look like?

What aspects of the workplace were most supportive?

What aspects of the work itself were most satisfying?

What did I learn from that experience that could be applied to the present
situation?

Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, we have to keep in
mind that: all individuals do no derive the same degree of satisfaction though they
perform the same job in the same job environment and at the same time. Therefore, it
appears that besides the nature of job and job environment, there are individual
variables which affect job satisfaction. Thus, all those factors which provide a fit
among individual variables, nature of job, and situational variables determine the
degree of job satisfaction. Let us see what these factors are.

Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met
from the jobs, they feel satisfied. These expectations are based on an individuals
level of education, age and other factors.

Level of education:
Level of education of an individual is a factor which determines the degree of job
satisfaction. For example, several studies have found negative correlation between the
level of education, particularly higher level of education, and job satisfaction. The
possible reason for this phenomenon may be that highly educated persons have very
high expectations from their jobs which remain unsatisfied. In their case, Peters
principle which suggests that every individual tries to reach his level of incompetence,
applies more quickly.

Age:
Individuals experience different degree of job satisfaction at different stages of their
life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising

upto certain stage, and finally dips to a low degree. The possible reasons for this
phenomenon are like this. When individuals join an organization, they may have some
unrealistic assumptions about what they are going to drive from their work. These
assumptions make them more satisfied. However, when these assumptions fall short
of reality, job satisfaction goes down. It starts rising again as the people start to assess
the jobs in right perspective and correct their assumptions. At the last, particularly at
the fag end of the career, job satisfaction goes down because of fear of retirement and
future outcome.

Other factors:
Besides the above two factors, there are other individual factors which affect job
satisfaction. If an individual does not have favourable social and family life, he may
not feel happy at the workplace. Similarly, other personal problems associated with
him may affect his level of job satisfaction. Personal problems associated with him
may affect his level of job satisfaction.

Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level and
job content.

Occupation level:
Higher level jobs provide more satisfaction as compared to lower levels. This
happens because high level jobs carry prestige and status in the society which itself
becomes source of satisfaction for the job holders.
For example, professionals derive more satisfaction as compared to salaried people:
factory workers are least satisfied.

Job content:
Job content refers to the intrinsic value of the job which depends on the requirement
of skills for performing it, and the degree of responsibility and growth it offers. A
higher content of these factors provides higher satisfaction. For example, a routine

and repetitive lesser satisfaction; the degree of satisfaction progressively increases in

job rotation, job enlargement, and job enrichment.

Situational variables:
Situational variables related to job satisfaction lie in organizational context formal
and informal. Formal organization emerges out of the interaction of individuals in the
organization. Some of the important factors which affect job important factors which
affect job satisfaction are given below:
1. Working conditions:
Working conditions, particularly physical work environment, like conditions of
workplace and associated facilities for performing the job determine job satisfaction.
These work in two ways. First, these provide means job performance. Second,
provision of these conditions affects the individuals perception about the
organization. If these factors are favourable, individuals experience higher level of job
satisfaction.
2. Supervision:
The type of supervision affects job satisfaction as in each type of supervision; the
degree of importance attached to individuals varies. In employee-oriented
supervision, there is more concern for people which is perceived favourably by them
and provides them more satisfaction. In job oriented supervision, there is more
emphasis on the performance of the job and people become secondary. This situation
decreases job satisfaction
.
3. Equitable rewards:
The type of linkage that is provided between job performance and rewards determines
the degree of job satisfaction. If the reward is perceived to be based on the job
performance and equitable, it offers higher satisfaction. If the reward is perceived to
be based on considerations other than the job performance, it affects job satisfaction
adversely.
4. Opportunity:

It is true that individuals seek satisfaction in their jobs in the context of job nature and
work environment by they also attach importance to opportunities for promotion that
these job offer. If the present job offers opportunity of promotion is lacking, it reduces
satisfaction.
1. Work group: Individuals work in group either created formally of they
develop on their own to seek emotional satisfaction at the workplace. To the
extent such groups are cohesive; the degree of satisfaction is high. If the group
is not cohesive, job satisfaction is low. In a cohesive group, people derive
satisfaction out of their interpersonal interaction and workplace becomes
satisfying leading to job satisfaction.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the context of an
individuals physical and mental health, productivity, absenteeism, and turnover.

Physical and Mental Health:

The degree of job satisfaction affects an individuals physical and
mental health. Since job satisfaction is a type of mental feeling, its favourableness or
unfavourablesness affects the individual psychologically which ultimately affects his
physical health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and
physical health result from psychologically harmful jobs. Further, since a job is an
important part of life, job satisfaction influences general life satisfaction. The result is
that there is spillover effect which occurs in both directions between job and life
satisfaction.

Productivity:

There are two views about the relationship between job satisfaction and
productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job satisfaction
and productivity; when job satisfaction increases, productivity increases; when
satisfaction decreases, productivity decreases. The basic logic behind this is that a
happy worker will put more efforts for job performance. However, this may not be
true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but he
may not put his efforts more vigorously because of his low expectations from the job.
Therefore, this view does not explain fully the complex relationship between job
satisfaction and productivity.
The another view: That is a satisfied worker is not necessarily a productive worker
explains the relationship between job satisfaction and productivity. Various research
studies also support this view.
This relationship may be explained in terms of the operation of two factors: effect of
job performance on satisfaction and organizational expectations from individuals for
job performance. 1. Job performance leads to job satisfaction and not the other way
round. The basic factor for this phenomenon is the rewards (a source of satisfaction)
attached with performance. There are two types of rewardsintrinsic and extrinsic. The
intrinsic reward stems from the job itself which may be in the form of growth
potential, challenging job, etc. The satisfaction on such a type of reward may help to
increase productivity. The extrinsic reward is subject to control by management such
as salary, bonus, etc. Any increase in these factors does not hep to increase
productivity though these factors increase job satisfaction.
1. A happy worker does not necessarily contribute to higher productivity
because he has to operate under certain technological constraints and,

therefore, he cannot go beyond certain output. Further, this constraint affects

the managements expectations from the individual in the form of lower
output. Thus, the work situation is pegged to minimally acceptable level of
performance. However, it does not mean that the job satisfaction has no
impact o productivity. A satisfied worker may not necessarily lead to
increased productivity but a dissatisfied worker leads to lower productivity.

Performanc
e

Intrinsic
reward
DIMENSIONS

Satisfactio
n
Perceived equity
OF JOB SATIFACTION
of rewards

Extrinsic
reward

Job satisfaction is a complex concept and difficult to measure objectively. The level of
job satisfaction is affected by a wide range of variables relating to individual, social,
cultural, organizational factors as stated below:DIMENSIONS
INDIVIDUAL

SOCIAL

ENVIRONMENTAL

ORGANIZATIONAL

CULTURAL

FACTORS

FACTOR

FACTOR

FACTOR
Individual:- Personality, education, intelligence and abilities, age, marital
status, orientation to work.
Social factors:- Relationship with co-workers, group working and norms,
opportunities for interaction, informal relations etc.

 Organizational factors:- Nature and size, formal structure, personnel

policies and procedures, industrial relation, nature of work, technology and
work organization, supervision and styles of leadership, management systems,
working conditions.
Environmental factors:- Economic, social, technical and governmental
influences.
Cultural factors:- Attitudes, beliefs and values.

These factors affect job satisfaction of certain individuals in a given set of

circumstances but not necessarily in others. Some workers may be satisfied with
certain aspects of their work and dissatisfied with other aspects .Thus, overall degree
of job satisfaction may differ from person to person.

IMPORTANCE TO STUDY JOB SATISFACTION

The importance to the study of job satisfaction level is very important for executives.
Job satisfaction study importance can be understood by the answer of the following
question
1) Is there room for improvement?
2) Who is relatively more dissatisfied?
3) What contributes to the employee satisfaction?
4) What are the effects of negative employee attitudes?

Benefits of job satisfaction study

Job satisfaction surveys can produce positive, neutral or negative results. If planned
properly and administered, they will usually produce a number of important benefits,
such as-

1. It gives management an indication of general levels of satisfaction in a

company. Surveys also indicate specific areas of satisfaction or dissatisfaction
as compared to employee services and particular group of employee.
2. It leads to valuable communication brought by a job satisfaction survey.
Communication flow in all direction as people plan the survey, take it and
discuss the result. Upward communication is especially fruitful when
employee are encouraged to comment about what is on their minds instead of
merely answering questions about topics important to management.
3. as a survey is safety value, an emotional release. A chance to things gets off.
The survey is an intangible expression of managements interest in employee
welfare, which gives employees a reason to feel better towards management.
4. Job satisfaction surveys are a useful way to determine certain training needs.
5. Job satisfaction surveys are useful for identifying problem that may arise,
comparing the response to several alternatives and encouraging manager to
modify their original plans. Follow up surveys allows management to evaluate
the actual response to a change and study its success or failure.

Theories of Job - Satisfaction:

There are 3 major theories of job satisfaction.
(i) Herzberg's Motivation - Hygiene theory.

(ii) Maslow's Theory of Motivation - Hierarchy of Needs

(iii) Social reference - group theory.

1) Herzberg's Motivation - Hygiene Theory :

This theory was proposed by Herzberg & his assistants in 1969. On the basis of his
study of 200 engineers and accountants of the Pittsburgh area in the USA, he
established that there are two separate sets of conditions (and not one) which are

responsible for the motivation & dissatisfaction of workers. When one set of
conditions (called 'motivator') is present in the organisation, workers feel motivated
but its absence does not dissatisfy them. Similarly, when another set of conditions
(called hygiene factors) is absent in the organisation, the workers feel dissatisfied but
its presence does not motivate them. The two sets are unidirectional, that is, their
effect can be seen in one direction only.

According to Herzberg following factors acts as motivators:

Achievement,
Recognition,
Advancement,
Work itself,
Possibility of growth, &
Responsibility.

Hygiene factors are:

Company policy & administration,

Technical supervision,

Inter-personal relations with supervisors, peers & Subordinates,

Salary

Job security

Personal life

Woeking conditions

status

The following table presents the top six factors causing dissatisfaction and the top six
factors causing satisfaction, listed in the order of higher to lower importance

Leading to satisfaction

Leading to dissatisfaction

Herzberg

used

semi-

structured

Achievement

Company policy

Recognition

Supervision

Work itself

Relationship with

Responsibility

boss

Work conditions

Salary

Relationship with

Advancement
Growth
peers

interviews (the method is called critical incident method). In this technique subjects
were asked to describe those events on the job which had made them extremely
satisfied or dissatisfied. Herzberg found that events which led people to extreme

satisfaction were generally characterised by 'motivators' & those which led people to
extreme dissatisfaction were generally characterized by a totally different set of
factors which were called 'hygiene factors'.
Hygiene factors are those factors which remove pain from the environment. Hence,
they are also known as job - environment or job - context factors. Motivators are
factors which result in psychological growth. They are mostly job - centered. Hence
they are also known as job - content factors.
The theory postulated that motivators and hygiene factors are independent & absence
of one does not mean presence of the other. In pleasant situations motivators appear
more frequently than hygiene factors while their predominance is reversed in
unpleasant situations.
2) Maslow's Theory of Motivation - Hierarchy of Needs:

Physiological Needs
Physiological needs are those required to sustain life, such as:

Air

Water

Food

Sleep

According to this theory, if these fundamental needs are not satisfied then one will
surely be motivated to satisfy them. Higher needs such as social needs and esteem are
not recognized until one satisfies the needs basic to existence.

a) Need for personal achievement:

Desires for personal career development, improvement in one's own life standards,
better education & prospects for children & desire for improving one's own work
performance.

Safety Needs
Once physiological needs are met, one's attention turns to safety and security in order
to be free from the threat of physical and emotional harm. Such needs might be
fulfilled by:

Living in a safe area

Medical insurance

Job security

Financial reserves

According to the Maslow hierarchy, if a person feels threatened, needs further up the
pyramid will not receive attention until that need has been resolved.

Social Needs
Once a person has met the lower level physiological and safety needs, higher
level motivators awaken. The first level of higher level needs are social needs. Social
needs are those related to interaction with others and may include:

Friendship

Belonging to a group

Giving and receiving love.

b) Need for social achievement :

A drive for some kind of collective success is relation to some standards of
excellence. It is indexed in terms of desires to increase overall productivity, increased
national prosperity, better life community & safety for everyone.

Esteem Needs
After a person feels that they "belong", the urge to attain a degree of importance
emerges. Esteem needs can be categorized as external motivators and internal
motivators.
Internally motivating esteem needs are those such as self-esteem, accomplishment,
and self respect. External esteem needs are those such as reputation and recognition.
Some examples of esteem needs are:

Recognition (external motivator)

Attention (external motivator)

Social Status (external motivator)

Accomplishment (internal motivator)

Self-respect (internal motivator)

Maslow later improved his model to add a layer in between self-actualization

and esteem needs: the need for aesthetics and knowledge.

Self-Actualization
Self-actualization is the summit of Maslow's motivation theory. It is about the quest of
reaching one's full potential as a person. Unlike lower level needs, this need is never

fully satisfied; as one grows psychologically there are always new opportunities to
continue to grow.
Self-actualized people tend to have motivators such as:

Truth

Justice

Wisdom

Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are

energized moments of profound happiness and harmony. According to Maslow, only a
small percentage of the population reaches the level of self-actualization.

3) Social References - Group Theory :

It takes into account the point of view & opinions of the group to whom the individual
looks for the guidance. Such groups are defined as the 'reference-group' for the
individual in that they define the way in which he should look at the world and
evaluate various phenomena in the environment (including himself). It would be
predicted, according to this theory that if a job meets the interest, desires and
requirements of a person's reference group, he will like it & if it does not, he will not
like it.
A good example of this theory has been given by C.L. Hulin. He measures the effects
of community characteristics on job satisfaction of female clerical workers employed
in 300 different catalogue order offices. He found that with job conditions held
constant job satisfaction was less among persons living in a well-to-do neighborhood
than among those whose neighborhood was poor. Hulin, thus provides strong
evidence that such frames of reference for evaluation may be provided by one's social
groups and general social environment.
To sum up, we can say, Job satisfaction is a function of or is positively related to the
degree to which the characteristics of the job meet with approved & the desires of the
group to which the individual looks for guidance in evaluating the world & defining
social reality.

Relationship among motivation, attitude and job satisfaction :

Motivation implies the willingness to work or produce. A person may be talented and
equipped with all kinds of abilities & skills but may have no will to work.
Satisfaction, on the other hand, implies a positive emotional state which may be
totally unrelated to productivity. Similarly in the literature the terms job attitude and
job satisfaction are used interchangeably. However a closer analysis may reveal that

perhaps, they measure two different anchor points. Attitudes are predispositions that
make the individual behave in a characteristic way across the situations.
They are precursors to behaviour & determine its intensity and direction. Job
satisfaction, on the other hand is an end state of feeling which may influence
subsequent behaviour. In this respect, job attitude and job satisfaction may have
something in common. But if we freeze behaviour, attitude would initiate it which job
satisfaction would result from it.

Relationship Between Morale & Job Satisfaction :

According to Seashore (1959), morale is a condition which exists in a context where
people are :
a) motivated towards high productivity.
b) want to remain with organization.
c) act effectively in crisis.
d) accept necessary changes without resentment or resistance.
e) actually promote the interest of the organization and
f) are satisfied with their job.

According to this description of morale, job satisfaction is an

important dimension of morale itself.
Morale is a general attitude of the worker and relates to group while job satisfaction is
an individual feeling which could be caused by a variety of factors including group.

This point has been summarized by Sinha (1974) when he suggests that industrial
morale is a collective phenomenon and job satisfaction is a distributed one. In other
words, job satisfaction refers to a general attitude towards work by an individual
works. On the other hand, morale is group phenomenon which emerges as a result of
adherence to group goals and confidence in the desirability of these goals.

Relationship Between job satisfaction and work behaviour :

Generally, the level of job satisfaction seems to have some relation with various
aspects of work behaviour like absenteeism, adjustments, accidents, productivity and
union recognition. Although several studies have shown varying degrees of
relationship between them and job satisfaction, it is not quite clear whether these
relationships are correlative or casual. In other words, whether work behaviour make
him more positively inclined to his job and there would be a lesser probability of
getting to an unexpected, incorrect or uncontrolled event in which either his action or
the reaction of an object or person may result in personal injury.

Job satisfaction and productivity :

Experiments have shown that there is very little positive relationship between the job
satisfaction & job performance of an individual. This is because the two are caused by
quite different factors. Job satisfaction is closely affected by the amount of rewards
that an individual derives from his job, while his level of performance is closely
affected by the basis for attainment of rewards. An individual is satisfied with his job
to the extent that his job provides him with what he desires, and he performs
effectively in his job to the extent that effective performance leads to the attainment of
what he desires. This means that instead of maximizing satisfaction generally an
organisation should be more concerned about maximizing the positive relationship
between performance and reward. It should be ensured that the poor performers do
not get more rewards than the good performers. Thus, when a better performer gets
more rewards he will naturally feel more satisfied.

Job Satisfaction and absenteeism :

One can find a consistent negative relationship between satisfaction and absenteeism,
but the correlation is moderate-usually less than 0.40. While it certainly makes sense
that dissatisfied Sales Persons are more likely to miss work, other factors have an
impact on the relationship and reduce the correlation coefficient. e.g. Organizations
that provide liberal sick leave benefits are encouraging all their Sales Persons,
including those who are highly satisfied, to take days off. So, outside factors can act
to reduce the correlation.

Job Satisfaction and Turnover :

Satisfaction is also negatively related to turnover, but the correlation is stronger than
what we found for absenteeism. Yet, again, other factors such as labour market
conditions, expectations about alternative job opportunities, and length of tenure with
the organization are important constraints on the actual decision to leave one's current
job.
Evidence indicates that an important moderator of the satisfaction-turnover
relationship is the Sales Person's level of performance. Specifically, level of
satisfaction is less important in predicting turnover for superior performers because
the organization typically makes considerable efforts to keep these people. Just the
opposite tends to apply to poor performers. Few attempts are made by the
organization to retain them. So one could expect, therefore, that job satisfaction is
more important in influencing poor performers to stay than superior performers.

Job Satisfaction and Adjustment :

It the Sales Person is facing problems in general adjustment, it is likely to affect his
work life. Although it is difficult to define adjustment, most psychologists and

organisational behaviourists have been able to narrow it down to what they call
neuroticism and anxiety.
Generally deviation from socially expected behaviour has come to be identified as
neurotic behaviour. Though it may be easy to identify symptoms of neuroticism, it is
very difficult to know what causes. Family tensions, job tensions, social isolation,
emotional stress, fear, anxiety or any such sources could be a source of neuroticism.
Anxiety, on the other hand, has a little more clearer base. It is generally seen as a
mental state of vague fear and apprehension which influences the mode of thinking.
Anxiety usually shows itself in such mental state as depression, impulsiveness,
excessive worry and nervousness. While everyone aspires for a perfect state of peace
and tranquility, the fact is that some anxiety is almost necessary for an individual to
be effective because it provides the necessary push for efforts to achieve excellence.

LITRATURE REVIEW
Job Satisfaction is the most prominent work attitude examined in the work and
organizational literature. It constructs also receive much attention within the more
specific work-family literature. Researchers have often included it constructs in their
examination of the relationships between work-family issues and work outcomes

Job Satisfaction: Job satisfaction is defined as "the extent to which people like
(satisfaction) or dislike (dissatisfaction) their jobs" (Specter, 1997, p. 2).
Organizational Commitment: Meyer and Allen (1994) state that organizational
commitment is "a psychological state that a) characterizes the employee's
relationships with the organization, and b) has implications for the decision to
continue membership in the organization" (p. 67).
And also communication is very important in people's relations.
Effective communication is based on information:
-the volume that is available;
-its quality;
-the means and media by which it is transmitted and received;
-the use to which it is put;
-its integrity;
-the level of integrity of the wider situation.
Communication and information feed the quality of all human relations in
organizations. Good communications underline good relations and enhance the
general quality of working life, motivation and morale. Bad and inadequate
communications lead to frustration and they enhance feelings of alienation, lack of
identity and unity.
It is therefore necessary to consider each aspect of the communication process in turn.
This is followed by a discussion of the elements that contribute to their quality and
effective usage.

Beyond this general sense, Organizational scientists have developed many nuanced
definitions of organizational commitment, and numerous scales to measure them.
Recently, U.S. News & World Report named Clergy as one of the top 30 careers in
2009
(Nemko 2008a). Five criteria were considered: job outlook, job satisfaction, difficulty
of required training, prestige, and pay (Nemko 2008a). Many of the 30 Best Careers
were in helping professions.
Marty Nemko (2008c) noted that being a cleric isnt a job its a life and that you
must be able to inspire others through word and deed, especially at critical moments
in life. This may seem to be a tall order and may be one of the reasons many expect
clergy to be burned out. Much of the research on job satisfaction in clergy has been
on burnout and emotional exhaustion. Some of that research is summarized below.
Several studies have compared clergy to other professionals and may be especially
helpful to this task force:
Best Careers in 2009 by Marty Nemko, U.S. News & World Report
Spirituality, Stress and Work by Rick Csiernick & David W. Adams, Employee
Assistance Quarterly
Emotional exhaustion and mental health problems among employees doing
people work: the impact of job demands, job resources and family-to-work
conflict by Geertje van Daalen, Tineke M. Willemsen, Karin Sanders, and Marc
J. P. M. van Veldhoven, International Archives of Occupational and
Environmental Health Job Satisfaction in the United States by Tom W. Smith,
NORC, University of Chicago (This report showed that clergy ranked the highest on
job satisfaction and general happiness.
Literature reviews which may also be especially helpful are:
Clergy work-related psychological health, stress, and burnout: An introduction to
this special issue of Mental Health, Religion and Culture by Christopher Alan
Lewis, Douglas W. Turton, & Leslie J. Francis, Mental Health, Religion &
Culture
Mental Health Issues Among Clergy and Other Religious Professionals: A

Review of Research by Andrew J. Weaver, Kevin J. Flannelly, David B. Larson,

Carolyn L. Stapleton, & Harold G. Koenig, The Journal of Pastoral Care &
Counseling
It is well known that clergy work beyond the regular 40 hour work week and do so
during unscheduled times at locations other than their workplace, such as visiting
the organization when a employ feels stressed by the work he done.
Weaver, Flanelly, Larson, Stapleton & Koenig (2002) compiled a helpful research
review on mental health issues among clergy.
Work hours have also been shown to be related to increased job stress, especially
related to family, in physicians (Rovik et al. 2007) and to emotional exhaustion in
those doing people work (Daalen, Willemsen, Sanders, &Veldhoven 2009). These
long work hours may be indicative of a strong commitment by clergy to their
congregations and community. Personal dedication, investment in ones job, and
commitment increase job satisfaction in clergy and religious order workers (Wittberg
1993). Anecdotal accounts can certainly verify this commitment, and it is something
clergy have in common with firefighters (Lee & Olshfski 2002).
Uncertainty of job expectations, volume of work, incompatibility of expectations, and
work-family conflict increase emotional exhaustion, and uncertainty of expectations
decreases job satisfaction (Hang-yue, Foley, & Loi 2005). Influence within the
organization.
(Wildhagen, Mueller & Wang 2005) and authority (Miner, Sterland, & Dowson 2006)
also seem to relate to job satisfaction. This sense of control in the workplace also
contributes to job satisfaction in firefighters (Lourel, Abdellaoui, Chevaleyre, Paltrier
& Gana 2008), and autonomy was related to decreased emotional exhaustion in those
doing people work (Daalen, et al. 2009). Nelsen and Everett (1976) suggest the
members Willingness to be taught is related to job satisfaction, and it has been
shown that a feeling of frustration when teaching contributes to low job satisfaction in
special education

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clergy [Electronic version]. Sociology of Religion, 62, 1, 1-21.
Miner, M. (2007a). Changes in burnout over the first 12 months in ministry: Links
with stress and orientation to ministry [Electronic Version]. Mental Health, Religion
& Culture 10, 1, 9-16.

Miner, M. (2007b). Burnout in the first year of ministry: Personality and belief style
as important predictors [Electronic Version]. Mental Health, Religion & Culture 10, 1,
17-29.
Miner, M. Sterland, S., & Dowson, M. (2006). Coping with ministry: Development of
a multidimensional measure of internal orientation to the demands of ministry
[Electronic version]. Review of Religious Research, 48, 2, 212-230.

OBJECTIVES OF THE STUDY

The objective of this project is to gauge the satisfaction level of employees in respect
of their work, supervisors, managers, work group and other benefits. This
measurement will further be used to study the relationship between the personal
factors of the employee
The following are the objectives of the present study.

To determine the level of satisfaction of the respondents regarding their job.

To study and understand the job satisfaction among the employees and other
professionals of HCL.

To study the various factors influencing job satisfaction and give suggestions
for improving the same.

To study the relationship between the personal factors of the employee

(Income, Designation, Educational qualification, Gender, etc.,)

To help the management of the company to know about the actions to be taken
to increase the level of satisfaction of the employees

To analyze the companys working environment.

To find that they are satisfied with their job profile or not.

To find that employees are working with their full capabilities or not.

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood
has a science of studying how research is done scientifically. In it we study the various steps
that all generally adopted by a researcher in studying his research problem along with the
logic behind them.
The scope of research methodology is wider than that of research method.
Meaning of Research
Research is defined as a scientific & systematic search for pertinent information on a
specific topic. Research is an art of scientific investigation. Research is a systemized effort
to gain new knowledge. It is a careful inquiry especially through search for new facts in any
branch of knowledge. The search for knowledge through objective and systematic method of
finding solution to a problem is a research.
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the data in
a manner that aims to combine relevance to the research purpose with economy in procedure.
In fact, the research is design is the conceptual structure within which research is conducted;
it constitutes the blue print of the collection, measurement and analysis of the data. As search
the design includes an outline of what the researcher will do from writing the hypothesis and
its operational implication to the final analysis of data.
The design is such studies must be rigid and not flexible and most focus attention on the
following 2;

Research Design can be categorized as:

TYPES OF RESEARCH
DESIGN

EXPLORATORY
RESEARCH
DESIGN

DESCRIPTIVE
&
DIAGNOSTIC
RESEARCH

EXPERIMENT
AL RESEARCH
DESIGN

The present study is exploratory in nature, as it seeks to discover ideas and insight to brig out
new relationship. Research design is flexible enough to provide opportunity for considering
different aspects of problem under study. It helps in bringing into focus some inherent
weakness in enterprise regarding which in depth study can be conducted by management.
DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no means
of study. Data collection plays an important role in any study. It can be collected from various
sources. I have collected the data from two sources which are given below:
1. Primary Data

Personal Investigation

Observation Method

Information from correspondents

Information from superiors of the organization

2. Secondary Data

Published Sources such as Journals, Government Reports, Newspapers and

Magazines etc.

Unpublished Sources such as Company Internal reports prepare by them given to

their analyst & trainees for investigation.

Scope Of The Study

The scope of the study is very vital. Not only the Human Resource department can use
the facts and figures of the study but also the marketing and sales department can take
benefits from the findings of the study.

Scope for the sales department

The sales department can have fairly good idea about their employees,tat they are
satisfied or not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting their
efforts to plan their marketing strategies to achieve their targets or not.

Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So the
personnel department can use the information to make efforts to avoid such complaints.

DATA INTERPRETATION
1. How many years have you been with HCL?
Table 3.1 showing from how many years employees are working at HCl,Patiala.
RESPONSE

NUMBER

OF % OBTAINED

Less than 2years.

RESPONDENTS
30

100%

2-5 years

5-10 years

10-20 years

More than 20 years

Figure 3.1 showing from how many years employees are working at HCl,Patiala.

35
30
25
20
15
10
5
0

30
0

Interpretation: All the employees in HCL, Patiala are working from less than
two years.

2. You are working as

Table 3.2 showing designation of employees working at HCL, Patiala.
RESPONSE

NUMBER

OF % OBTAINED

C.E.O.

RESPONDENTS
0

Manager

20%

M.D

Centre Head

3%

Frontline

14

47%

Trainer

30%

Figure 3.2 showing designation of employees working at HCL, Patiala.

C.E.O

20

30

Manager
Centre Head

Frontline
Trainer

47

M.D

Interpretation: In HCL, Patiala 3% are working as centre head, 20% employees

are working as manager, 30% as trainers, and47% as frontline staff.

3. In a typical week, how often do you feel stressed at work?

Table 3.3 showing the stress level of employees.
RESPONSE

NUMBER

OF % OBTAINED

Extremely often

RESPONDENTS
1

3%

Very often

11%

Moderately often

13%

Slightly often

18

60%

Not at all often

13%

Figure 3.3 showing the stress level of employees.

70
60
50
40
30
20
10
0

60
13

11

13

Interpretation: Most of the employees feel stressed out slightly often. Only a few
feel stressed out extremely often.

4. How many working hour should be there?

Table 3.4 showing preferred number of working hours by the employees.
RESPONSE

NUMBER

OF % OBTAINED

5hrs

RESPONDENTS
11

37%

7hrs

12

40%

8hrs

23%

Figure 3.4 showing preferred number of working hours by the employees.

40
35
30
25
20
15
10
5
0
5 hrs

7 hrs

8hrs

Interpretation: 37% of employees feel that working hours should be five hours,
and 40% think that working hours should be 7hours. Other 23% think that
working hours should be 8 hours.

5. How are your relations with your superiors?

Table 3.5 showing employees relations with their superiors.
RESPONSE

NUMBER

OF % OBTAINED

Good

RESPONDENTS
18

60%

Excellent

12

40%

Bad

Figure 3.5 showing employees relations with their superiors.

70
60
50
40
30
20
10
0
Good

Excellent

Bad

Interpretation: 60% of employees have good relations with their superiors and
other 40% have excellent relations with their superiors.

6. Basis of promotion:
Table 3.6 showing basis of promotion preferred by the employees.
RESPONSE

NUMBER

Seniority

RESPONDENTS
1

OF % OBTAINED
3%

Merit

20%

Both

23

77%

Figure3.6 showing basis of promotion preferred by the employees.

20

Seniority
Merit
Both

77

Interpretation: 77% of the employees feel that basis of promotion should be both
merit and seniority and 20% feel merit should be the basis of promotion. Only
3% agrees to the seniority as the basis of promotion.

7. How much are you satisfied with salary package?

Table 3.7 showing satisfaction level of employees regarding salary package.
RESPONSE

NUMBER

OF % OBTAINED

Extremely satisfied

RESPONDENTS
1

3%

Mostly Satisfied

20%

Neutral

18

60%

Somewhat satisfied

14%

Not satisfied

3%

Figure 3.7 showing satisfaction level of employees regarding salary package.

70
60
50
40
30
20
10
0

Interpretation: Most of the employees are neutral regarding salary package.

Only few are somewhat satisfied and somewhat dissatisfied.

8. How often do you get bonuses?

Table 3.8 showing how often do employees get bonuses.
RESPONSE

NUMBER

OF % OBTAINED

Monthly

RESPONDENTS
2

6%

Quarterly

14

47%

Yearly

14

47%

Figure 3.8 showing how often do employees get bonuses.

50
40
30
20
10
0
Monthly

Yearly

Quaterly

Interpretation: 47% of employees get bonuses yearly and other 47% get bonuses
quarterly. Only 6% of employees get bonuses monthly.

9. Rate your satisfaction level according to the following parameters:

Table 3.9 showing satisfaction level of employees regarding various facilities.
Neutral

Somewhat

Not

Wtd.

satisfied
6

satisfied
6

mean

15

satisfied
1

Medical Facilities 5
Infrastructure
11
Mobile and Net 8

6
14
15

7
4
1

7
0
4

5
1
2

facility
Provident Fund
1
Food and Water 9

9
11

10
8

7
2

3
0

facility
Cleanliness
Travelling

15
7

15
6

0
4

0
7

0
6

Allowance
Bonus
Increment

3
4

6
6

9
14

9
4

3
2

Incentive
Promotions
Home Rent

3
5
2

10
10
6

13
12
9

2
1
4

2
2
9

Insurance

Extremely

Mostly

satisfied
2

Table 3.9 showing satisfaction level of employees regarding various facilities.

Interpretation:

10. What more facilities do you want in HCL

Interpretation: Most of the employees in HCL, Patiala want:
-

Canteen facility.

Increase in the number of labs.

Fixed lunch time.

11. How are your relations with your colleagues?

Table 3.11 showing employees relationship with their colleagues.
RESPONSE

NUMBER

OF % OBTAINED

Good

RESPONDENTS
15

50%

Excellent

15

50%

Bad

Figure3.11 showing employees relationship with their colleagues.

60
50
40
30
20
10
0
Good

Excellent

Bad

Interpretation: Half of the employees have good relations with their colleagues
and other half have excellent relations with their colleagues.

12. Are you satisfied with grievances handling procedure in HCL ?

Table 3.12 showing employees satisfaction regarding grievance handling procedure.
RESPONSE

NUMBER

OF % OBTAINED

Yes

RESPONDENTS
30

100%

No

figure3.12 showing employees satisfaction regarding grievance handling procedure.

120
100
80
60
40
20
0
Yes

No

Interpretation: All the employees in HCL,Patiala are satisfied with the

grievances handling procedure.

FINDINGS
From the study, the researcher has come to know that most of the respondents have
job satisfaction; the management has taken the best efforts to maintain cordial
relationship with the employees. Due to the working conditions prevailing in this
company, job satisfaction of each respondent seems to be the maximum. From the
study, I have come to know that most of the employees were satisfied with the welfare
measures provided by HCL. The employees of HCL get more benefits compare to
other companies.
The respondents are satisfied with the environment and nature of work
factors .
The respondents relationship with the superiors and colleagues are quite
good .
The Respondents are not provided with proper welfare facilities.
The communication and motivation of employees by their superiors in
this organization is reasonable.
The Pay and promotion activities in this organization is also good .

 The Respondents are overall satisfied with their job

The refreshment facilities are also need to be improved

SUGGESTIONS
1. Special measures should be taken to improve employee participation.
2. Seniors should respect the suggestions given to them by their subordinates.
3. Interaction and mutual discussion should be given proper place in superiorsubordinate Relationship.
4. Wages of the employee must be linked to the productivity.
5. More monetary as well as non-monetary benefits should be given to the
employee to reduce labour turnover.
6. In order to motivate employees, their work must be appreciated and
recognized so that in future, they work with more zeal and enthusiasm.
7. More emphasis should be laid on the training provided to the employees as it
is the most effective HR practice used while motivating the employees.
8. A study of work load should be well organized so that there should not be
exccesive work load on the employees as it will adversely affect their
productivity.

LIMITATIONS OF THE STUDY

1) Some employees might have given biased information.
2) There might be mistakes in interpreting the information obtained correctly.

3) Due to time constraints the study was limited in extent.

4) Due to the use of convenience sampling techniques the sample might not
represent the true preference of the population.
5)Since the organization has strict control, it acts as another barrier for getting data.
6)Another difficulty was very limited time span of the project.
7)Lack of experience of Researcher.

CONCLUSION

1. Most of the employees are satisfied from the behaviour of their colleagues and
the seniors.

2. They are not satisfied with the insurance and medical facilities.

3. They want an increase in the number of labs.

4. They are satisfied with the mobile and net facilities.

5. They are satisfied with the grievance handling procedure...

6. They want that canteen facility should be provided.

7. They want that there should be fixed lunch time.

8. All are satisfied from the cleanliness in HCL,Patiala.

9. Overall satisfaction level is neutral.

BIBLIOGRAPHY
WEBSITES:-

www.google.com
www.easytraining.com
www.employeemotivationworkshop.com

http://en.wikipedia.org/wiki/HCL_Technologies
http://www.hclinfosystems.in/
http://www.businessweek.com/managing/content/dec2010/ca20101231_263054.ht
ml
http://www.payscale.com/research/IN/Employer=HCL_Technologies_Ltd./Salary

http://www.valdosta.edu/~mschnake/SaariJudge2004
BOOKS:
1

Strategic Human Resource Management

Organizational Behaviour

3.

Kenneth A Kovach

Shashi K Gupta

Desire and Motivation in Indian Philosophy Christopher G Framarin

NEWSPAPER:

Times of India

India Today

Other

QUESTIONNAIRE:
TO CHECK THE SATISFACTION LEVEL OF EMPLOYEES AT HCL
NAME:
DESIGNATION:

PERMANENT ADDRESS:

EMAIL ID:

BEFORE FIILING UP THE FOLLOWING DATA PLEASE FIRSTLY READ THE

FOLLOWING CAREFULLY:
Please take a moment of your time and try to give all the necessary and true
information regarding facilities you are provided with.
Do mention the suggestions in the space provided because this will be majorly
considered while taking any decisions.
Your opinions are highly valued and will remain confidential.

THANK YOU

QUESTIONS:

1. How many years have you been with HCL?

a) Less than 2 years

b) 2-5 years

c) 5-10 years

d) 10-20 years

e) More than 20 years

2. You are working as

C.E.O

Manager

M.D.

C.H.

3. In a typical week, how often do you feel stressed at work?

a)

Extremely often

b) Very often

Frontline

c)

Moderately often

d)

Slightly often

e)

Not at all often

4. How many working hour should be there?

a) 5 hours

b) 7 hours

c) 8 hours

5. How are your relations with your superiors?

a) Good

b) Excellent

c) Bad

6. Basis of promotion:
a) Seniority

b) Merit

c) Both

7. How much are you satisfied with salary package?

Most Satisfied
1

Most Dissatisfied
2

8. How often do you get bonuses?

a) Monthly

b) Quarterly

c) yearly

9. Rate your satisfaction level according to the following parameters:

Insurance
Medical Facilities
Infrastructure
Mobile and Net facility
Provident Fund
Food and Water facility
Cleanliness
Travelling Allowance
Bonus
Increment
Incentive
Promotions

Extremely

Mostly

satisfied

satisfied

Neutral

Somewhat

Not

satisfied

satisfied

Home Rent
10. what more facilities do you want in
HCL ................................................................................................................................
..........................................................................................................................................
..............................................
11. How are your relations with your colleagues?
a) Good

b) Excellent

c) Bad

12. Are you satisfied with grievances handling procedure in HCL ?

Yes

No

If No give
reasons .............................................................................................................................
..........................................................................................................................................
.................................................

13. Are you satisfied with the working conditions in HCL?

Yes

No

If no give reasons
..........................................................................................................................................
..........................................................................................................................................
....................................
14. Are you proud to be a part of HCL?
a) Yes

b) No

Give suggestions to improvement in HCL: