A

SUMMER TRAINING REPORT

ON
ON THE TOPIC OF
“JOB SATISFACTION”
AT
HCL
Submitted to:
Kurukshetra University, Kurukshetra
In the Partial Fulfillment for the Award of

Master Business Administration (MBA)

SESSION 2012-2014

Under The Guidance of: Submitted By:

Sudhanshu Kumar
MBA-3rd SEM.
Uni. Roll No:
______________

1
 INDEX
SR. NO. CONTENTS PAGE NO.

1. CHAPTER 1
1.1 Introduction to HCL
1.2 History of HCL
1.3 HCL Product partnership with
1.4 HCL Joint venture with
1.5 HCL Strategic alliances with
1.6 Awards

2. CHAPTER 2
2.1Introduction to job satisfaction
2.2 Job satisfaction
2.3 Importance to worker and organization
2.4 Creating job satisfaction
2.5 Job enrichment
2.6 Workers roles in job satisfaction
3. CHAPTER 3
3.1 Research Methodology
3.1.1 objectives of the project
3.1.2 Research design
3.1.3 Sampling plan
3.1.4 Sampling technique
3.1.5 Sampling unit
3.1.6Data collection
3.1.7 Limitation of the study
3.1.8 Data interpretation

4 CHAPTER 4
4.1 Conclusion
4.2 Suggestions
4.3 Bibliography
4.4 Appendices
4.4.1 Questionnaire

2
3
 DECLARATION
In this regard I am extremely fortunate having Mr. VISHNU SHARMA as THE HR
MANAGER of THE SHAHABAD CO-OPERATIVE SUGAR MILLS LTD.

Nothing concrete can be achieved without optimum combination of inspection

and perspiration. Like all other studies, this work is also result of the interaction of
a number of minds who directly or indirectly have contributed for completing this
project. I owe a lot to many for the inspection part. But thinking people who have
contributed to a project of a trainee little saying thank you at academic award.

It gives me tremendous pleasure in acknowledging the valuable assistance

extended to me by various personalities in successful completion of this project
report.

I am extremely grateful to MS RUCHI JAIN, head training and development for

providing me the proper guidance to undergo my training program.

I, hereby, acknowledge my sincere gratitude to all those people at concern who

gave me their valuable assistance and co-operation to complete my training at
THE SHAHABAD CO-OPERATIVE SUGAR MILLS LTD.

The successful completion of my project report is all due to the co-operation and
encouragement extended to me by each and every staff member of finance
department for guiding time to time and providing me the right & timely
information.

I thanks all these for helping me in spite of their busy schedules.

4
PREFACE

5
6
 INTRODUCTION TO HCL

HCL is among the largest ICT companies in India with an India Facing focus and over
three decades of trusted relationship with customers. HCL stands for quality and
innovation, a specialist ICT technology player. A pioneer who has played a leading role in
moulding the IT industry of India as we see it today. A range of technology solutions,
domain expertise and products catering to business needs across the sectors of Telecom,
BFSI, Power, e-Governance Infrastructure, Health, Education, Media and Entertainment
and Retail over the last 3 years. HCL has executed many large SI rollout projects in India
including the single largest rollout of ERP licences in the enterprise segment, one of the
largest VOIP networks for the defence sector and the National Internet Backbone Services.
The HCL’s “Best Assured” stamp of quality that ensures that best is delivered to our
customers. Sustainable Growth through and integrated environmentally friendly program-
HCL eco Safe. HCL is one of India’s largest distribution and retail network, to market a
range of IT and Digital Lifestyle products. A network that reaches out to 93,000 retail
outlets over 11,000 plus towns. An unmatched service and support infrastructure that
reaches out to all corners of India. World Class Support Services. Ranked no. 1 Company
in IT services as per DQ CSA 2009.

7
HCL is a leading global Technology and IT Enterprise with annual revenues of US$ 6.3
billion. The HCL Enterprise comprises two companies listed in India, HCL Technologies
and HCL Info systems.

The 3 decade old enterprise, founded in 1976 by Shiv Nadar, is one of India's original IT
garage start ups. Its range of offerings span R&D and Technology Services, Enterprise and
Applications Consulting, Remote Infrastructure Management, BPO services, IT Hardware,
Systems Integration and Distribution of Technology and Telecom products in India. The
HCL team comprises 93,000 professionals of diverse nationalities, operating across
32countries including 500 points of presence in India. HCL has global partnerships with
several leading Fortune 1000 firms, including several IT and Technology majors.

The office Automation 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.

HCL Infinity Ltd, 100% owned subsidiary of HCL Info systems Ltd. is a class A ISP
focusing on providing the corporate networking services like Virtual Private Network.
Broadband Internet Access, Internet Telephony Hosting and Co-location services designing
and deploying Disaster Recovery Solutions & Business Continuity solutions, Application
services, Managed security services & NOC services over its state-of-the-art IP/MPLS
network and end-to-end contact centre solutions.

Vision
A global Corporation enriching lives and enabling business transformation for our
customers, with leadership in chosen technologies and markets. Be the first choice for
employees and partners, with commitment to sustainability.

8
Mission
We enable business transformation and enrichment of lives by delivering sustainable world
class technology products, solutions and services in our chosen markets thereby creating
superior shareholder value.

Quality Policy
We shall deliver defect free products, services and solutions to meet the requirements of
our internal and external customers the first time. Every time.

Core Values
We shall uphold the dignity of the individual. Honor all commitments. Be committed to
quality, innovation and growth in every endeavor and be responsible corporate citizens.

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 HISTORY OF HCL

Shiv Nadar and HCL ……

 Founder of HCL, born in Tamil Nadu.

 Started HCL in 1976.

 An electrical engineer from Coimbatore

 Worked with Cooper Engineering as a systems analyst and as a senior management

trainee at DCM in 1968

 Started microcomputer with 5 other partners in 1975.

The beginning……..

 Begin with calculators

 Launched first microcomputer in 1977

 Started diversified application Development.

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THE INITIAL YEARS 01

Developed the first indigenous micro-computer at the same time as Apple and 3 years
before IBM's PC – in 1978. This micro-computer virtually gave birth to the Indian
computer industry.

HCL's in-depth knowledge of UNIX led to the development of a fine grained multi-
processor UNIX in 1988, three years ahead of Sun and HP.

THE GROWTH PHASE 02

Along with the swiftly growing software technology industry, HCL, which was hitherto
known as the pioneer in modern computing made the advent into software development.
HCL's R&D was spun off as HCL Technologies in 1997 to mark their advent into the
software services arena.

THE WORLD PHASE 03

Today, HCL sells more PCs in India than any other brand, runs Northern Ireland's largest
BPO operation, and manages the network for Asia's largest stock exchange network apart
from designing zero visibility landing systems to land the world's most popular airplane.
And this it does across 23 countries and across 360 service locations in India.

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BRAND STORY

• The HCL Global branding initiatives was conceptualized in Jan 05.

• Objective was to unify the global enterprise and connect with all stakeholders.

Timeline

1976 Hindustan Computers Limited (HCL) born.

1977 Distribution alliance formed with Toshiba for copiers.

1978 HCL successfully ships in-house designed micro-computer at the same time as
Apple.

The Indian Computer Industry was born.

1980 HCL Introduced bit sliced, 16-bit processor based micro-computer.

1983 Indigenously developed an RDBMS, a Networking OS and a Client Server

architecture,

at the same time as global IT peers.

1986 HCL became the largest IT Company in India.

1988 HCL introduced fine grained multi-processor Unix-3 years ahead of “Sun” and
“HP”.

12
1990 Data Quest marked HCL no. 1 amongst Top Ten computer giants.

1991 HCL Ltd. And Hewlett Packard, USA, partner to form HCL-Hewlett Packard Ltd.

JV developed multi-processor UNIX for HP-heralds HCL’s entry into contract

R&D.

1994 Distribution alliances formed with Ericsson Switches and Nokia Cell Phones.

1997 HCL Info systems was formed.

HCL’s R&D spun-off as HCL Technologies- marks advent into software services.

JV with Perot Systems, stake divested in 2003.

1999 Initial Public Offering made by HCL Technologies Ltd.

Formation of Global Board of Directors.

2000 Large Contracts won from Bankers Trust, KLA Tencor, Cisco, GTech, NEC
among others.

2001 JV with Deutsche Bank- DSL software formed.

HCL BPO Incorporated.

Acquired British Telecom’s Apollo’s contact centre in Belfast, Northern Ireland.

HCL Info systems became largest Hardware Company.

13
2002 Strong pursuit of nonlinear strategy to widen services portfolio; several JVs and

Alliances formed.

Strategic alliance forged with Jones Apparel Group, Inc. a fortune 500 company.

Infrastructure services division launched to address emerging global needs.

Software businesses of HCL Info systems and HCL Technologies merged.

2003 Largest BPO order ever outsourced to an Indian BPO firm, won from British
Telecom.

Landmark deals signed with Airbus and AMD.

HCL manpower crossed the 20,000 mark.

2004 Accorded leader status by Meta Group in Offshore Outsourcing.

HCL was India’s No. 1 PC 4th year in a row.

2005 HCL signed Software Development Agreement with :

 Boeing for the 787 Dream liner program.

 JV with NEC, Japan.
 HCL integrated all group employees under hcl.in domain.

2006 75,000+ machines produced in a single month.

HCL Info systems in partnership with Toshiba expands its retail presence in India by :

- Unveiling ‘shop Toshiba’.

- HCL Info systems & Nokia announced a long term distribution strategy.
- HCL Info systems showcases Computer Solutions for the Rural Markets in India.
- HCL Info systems First in India to Launch the New Generation of High
Performance
- Server Platforms Powered by Intel Dual – Core Xeon 5000 Processor.

14
- HCL formed a Strategic Partnership with APPLE to provide Sales & Services
Support for iPods in India.

HCL PRODUCT PARTENERSHIP WITH

 TOSHIBA - 1977 (Leading position in office automation and laptops in India).

 INTEL – 1981 (Over 25 years of scripting an ear of computing across the microprocessor).

 MICROSOFT – 1985 (Over 20 years of strategic relationship that has seen the computer evolve

from a computer device to the centre of the digital world).

 NOKIA I– 1996 (Dominant position in mobile handset market in India).

 AMD – 2004 (Partnering in computing and providing IT services).

HCL JOINT VENTURE WITH

 HP (1991-96) (Created the HP brand for computers in India).

 PEROTSYSTEMS (1996-2003) (Significant IT services with quarter billion dollar enterprises
value).
 BT (2001-05) (First Indian BPO Global Delivery Centre currently employing 2000 UK
nationals).
 Deutsche Bank (2000-05) (Largest financial service offering widest range of capital market
services) .
 NEC (2005) (First Japan – India hi-tech JV for Product engineering services)
 CELESTICA (2006) (Industry first “End To End” product lifecycle solution for OEMs)……etc.

15
 HCL STRATEGIC ALLIANCES WITH

 CISCO in (1996).
 Deutsche Bank from (2001-2005).
 BOEING in (2005).
 IBM in (2006).

AWARDS

 Best Desktop PC Company’s award 2009.

 Best Employer by IDC-DQ 2008.

 Emerald Award for Best All round Performance.

16
17
 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

18
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 isn‟t a job – it‟s 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
19
„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 one‟s job, and
commitment increase job satisfaction in clergy and religious order workers

20
(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
References
Csiernik, R., Adams, D. W. (2002). Spirituality, Stress and Work [Electronic
Version]. Employee Assistance Quarterly 18, 2, 29-37.
Daalen, G., Willemsen, T. M., Sanders, K., Veldhoven, M. J. P. M. (2009).
Emotional exhaustion and mental health problems among employees doing
“people work”:
The impact of job demands, job resources and family-to-work conflict [Electronic
Version]. International Archives of Occupational and Environmental Health 82, 3,
291-303.
Doolittle, B. R. (2007). Burnout and coping among parish-based clergy [Electronic
Version]. Mental Health, Religion & Culture 10, 1, 31-38.
Frame, M. W., Shehan, C. L. (1994). Work and well-being in the two-person
career:
21
Relocation stress and coping among clergy husbands and wives [Electronic
version]. Family Relations 43, 196-205.
Hang-yue, N., Foley, S., Loi, R. (2005). Work role stressors and turnover
intentions : a study of professional clergy in Hong Kong [Electronic Version].
International Journal of Human Resource Management 16, 11, 2133-2146.
Lee, S., Olshfski, D. (2002). Employee commitment and firefighters: It‟s my job
[Electronic Version]. Public Administration Review, 62, 108-114.
Lewis, C. A., Turton, D. W., Francis, L. J. (2007). Clergy work-related
psychological health, stress, and burnout: An introduction to this special issue of
Mental Health, Religion and Culture [Electronic Version]. Mental Health, Religion
& Culture 10, 1, 1-8. Lourel, M., Abdellaoui, S., Chevaleyre, S., Paltrier, M.,
Gana, K. (2008). Relationships between psychological job demands, job control
and burnout among firefighters [Electronic Version]. North American Journal of
Psychology, 10, 3, 489-496.
McDuff, E. M. (2001). The gender paradox in work satisfaction and the protestant
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.

22
Mitchell, R. (1967). Age and the ministry: Consequences for minister-parishioner
and minister-minister relations [Electronic version]. Review of Religious
Research, 8,
3, 166-175.

23
24
 INTRODUCTION TO JOB SATISFACTION

Job Satisfaction

"Job satisfaction is defined as "the extent to which people like (satisfaction)or dislike
(dissatisfaction) their jobs’’

This definition suggests job satisfaction is a general or global affective reaction that individuals
hold about their job. While researchers and practitioners most often measure global job
satisfaction, there is also interest in measuring different "facets" or "dimensions" of satisfaction.
Examination of these facet conditions is often useful for amore careful examination of employee
satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay,
job conditions, supervision, nature of the work and benefits."

Job satisfaction, a worker's sense of achievement and success, is generally perceived to be

directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a
job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction
further implies enthusiasm and happiness with one's work. The Harvard Professional Group
(1998) sees job satisfaction as the keying redient that leads to recognition, income, promotion,
and the achievement of other goals that lead to a general feeling of fulfillment.

Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and
produces anxiety. At the same time ,monotonous jobs can erode a worker's initiative and

25
enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and
occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-
development. To the worker, job satisfaction brings a pleasurable emotional state that often leads

to a positive work attitude. A satisfied worker is more likely to be creative, flexible,

innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity” the quantity and quality of
output per hour worked seems to be a byproduct of improved quality of working life. It is
important to note that the literature on the relationship between job satisfaction and productivity
is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have
shown at least low correlation between high morale and high productivity, and it does seem
logical that more satisfied workers will tend to add more value to an organization. Unhappy
employees, who are motivated by fear of job loss, will not give 100 percent of their effort for
very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as
the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the
organization include reduction in complaints and grievances, absenteeism, turnover, and
termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to
a more healthy work force and has been found to be a good indicator of longevity. And although
only little correlation has been found between job satisfaction and productivity, Brown (1996)
notes that some employers have found that satisfying or delighting employees is a prerequisite to
satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew
Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will
grow on the factory floors. Take away my factories, but leave my people , and soon we will have
a new and better factory"

Creating Job Satisfaction

26
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

27
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:

28
 • 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?

Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her
own satisfaction and well-being on the job. The following suggestions can help a worker find
personal job satisfaction:

• Seek opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay and other
recognition.

• Develop excellent communication skills. Employer’s value and reward excellent reading,
listening, writing, and speaking skills.

29
• Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.

• Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased responsibilities and
rewards.

• Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.

• Accept the diversity in people. Accept people with their differences and
their imperfections and learn how to give and receive criticism constructively.

• See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus
playing a vital role in job satisfaction.

• Learn to de-stress. Plan to avoid burnout by developing healthy stress-management

techniques.

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31
 RESEARCH METHODOLOGY

OBJECTIVES OF THE PROJECT

Every task is undertaken with on objective without any objective a task is rendered meaningless.
The main objectives for undertaking this project are:

1) To analyse the satisfaction level of students employees regarding availability of facilities

at HCL.
2) To analyse the major problems they are facing.

RESEARCH DESIGN:

DESCRIPTIVE:

The research is concerned with finding out who, what, where, when and how much, then study is
descriptive. This Project involved a systematic and scientific search for information. The major
goal of a descriptive research is to describe events, phenomena and situations.

SAMPLING PLAN:

Sample Size = 30 Students

Sample Area = HCL, Patiala

SAMPLING TECHNIQUE:
Convenience sampling: Convenience Sampling is as Sampling method where the items that are
most conveniently available are selected as part of the sample.

32
SAMPLING UNIT:
All the employees of HCL, Patiala

DATA COLLECTION:

Data Sources:

Primary Data

i. Discussion with Centre Head.

ii. Discussion with employees working in HCL.

iii. Data collected from questionnaire

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.

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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

RESPONDENTS
Less than 2years. 30 100%

2-5 years 0 0

5-10 years 0 0

10-20 years 0 0

More than 20 years 0 0

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

35
30
25
20
15 30
10
5
0 0 0 0 0
less than 2 2-5 years 5-10 years 10-20 years more than
years 20 years

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

34
2. You are working as

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

RESPONSE NUMBER OF % OBTAINED

RESPONDENTS
C.E.O. 0 0

Manager 6 20%

M.D 0 0

Centre Head 1 3%

Frontline 14 47%

Trainer 9 30%

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

20
30
C.E.O
3 Manager
Centre Head
Frontline
Trainer
M.D

47

Interpretation: In HCL, Patiala 3% are working as centre head, 20% employees are
working as manager, 30% as trainers, and47% as frontline staff.

35
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

RESPONDENTS
Extremely often 1 3%

Very often 3 11%

Moderately often 4 13%

Slightly often 18 60%

Not at all often 4 13%

Figure 3.3 showing the stress level of employees.

70

60

50

40

30 60

20

10
11 13 13
0 3
Extremely often Very often Moderately often Slightely often not at all often

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

36
4. How many working hour should be there?

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

RESPONSE NUMBER OF % OBTAINED

RESPONDENTS
5hrs 11 37%

7hrs 12 40%

8hrs 7 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.

37
5. How are your relations with your superiors?

Table 3.5 showing employee’s relations with their superiors.

RESPONSE NUMBER OF % OBTAINED

RESPONDENTS
Good 18 60%

Excellent 12 40%

Bad 0 0

Figure 3.5 showing employee’s 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.

38
6. Basis of promotion:

Table 3.6 showing basis of promotion preferred by the employees.

RESPONSE NUMBER OF % OBTAINED

RESPONDENTS
Seniority 1 3%

Merit 6 20%

Both 23 77%

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

3
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.

39
7. How much are you satisfied with salary package?

Table 3.7 showing satisfaction level of employees regarding salary package.

RESPONSE NUMBER OF % OBTAINED

RESPONDENTS
Extremely satisfied 1 3%

Mostly Satisfied 6 20%

Neutral 18 60%

Somewhat satisfied 4 14%

Not satisfied 1 3%

Figure 3.7 showing satisfaction level of employees regarding salary package.

70
60
50
40
30
20
10
0
d d l d d
sfie sfie utra sfie sfie
sa
ti
sa
ti Ne ati ati
t t iss iss
os ha t d t d
M ew ha os
m ew M
So m
So

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

somewhat satisfied and somewhat dissatisfied.

40
8. How often do you get bonuses?

Table 3.8 showing how often do employees get bonuses.

RESPONSE NUMBER OF % OBTAINED

RESPONDENTS
Monthly 2 6%

Quarterly 14 47%

Yearly 14 47%

Figure 3.8 showing how often do employees get bonuses.

50
45
40
35
30
25
20
15
10
5
0
Monthly Yearly Quaterly

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

41
9. Rate your satisfaction level according to the following parameters:

Table 3.9 showing satisfaction level of employees regarding various facilities.

Extremely Mostly Neutral Somewhat Not Wtd.

satisfied satisfied satisfied satisfied mean
Insurance 2 6 15 1 6
Medical Facilities 5 6 7 7 5
Infrastructure 11 14 4 0 1
Mobile and Net 8 15 1 4 2
facility
Provident Fund 1 9 10 7 3
Food and Water 9 11 8 2 0
facility
Cleanliness 15 15 0 0 0
Travelling 7 6 4 7 6
Allowance
Bonus 3 6 9 9 3
Increment 4 6 14 4 2
Incentive 3 10 13 2 2
Promotions 5 10 12 1 2
Home Rent 2 6 9 4 9

Table 3.9 showing satisfaction level of employees regarding various facilities.

Interpretation:

42
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.

43
11. How are your relations with your colleagues?

Table 3.11 showing employee’s relationship with their colleagues.

RESPONSE NUMBER OF % OBTAINED

RESPONDENTS
Good 15 50%

Excellent 15 50%

Bad 0 0

Figure3.11 showing employee’s 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.

44
12. Are you satisfied with grievances handling procedure in HCL ?

Table 3.12 showing employees satisfaction regarding grievance handling procedure.

RESPONSE NUMBER OF % OBTAINED

RESPONDENTS
Yes 30 100%

No 0 0

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.

45
13. Are you satisfied with the working conditions in HCL?

Table 3.13 showing satisfaction level of employees regarding working conditions.

RESPONSE NUMBER OF % OBTAINED

RESPONDENTS
Yes 29 99%

No 1 1%

Figure3.13 showing satisfaction level of employees regarding working conditions.

120

100

80

60

40

20

0
Yes No

Interpretation: 99% of the employees in HCL, Patiala are satisfied with the working
conditions. Only 1% of the employees are not satisfied.

46
14. Are you proud to be a part of HCL?

Table 3.14 showing whether employees are proud to be a part of HCL or not.

RESPONSE NUMBER OF % OBTAINED

RESPONDENTS
Yes 30 100%

No 0 0

Figure 3.14 showing whether employees are proud to be a part of HCL or not.

120

100

80

60

40

20

0
Yes No

Interpretation: All the employees in HCL, Patiala are proud to be a part of HCL.

47
48
49
 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.

50
 SUGGESTIONS

 Management should take appropriate measures to improve coordination among

employees.

 Incentives, increments and bonuses should be given time to time in order to

improve morale of employees.

 There should be expansion in the area and infrastructure of HCL, Patiala.

 More labs should be constructed.

 Working hours should be reduced.

 There should be facility of canteen and also adequate availability of cool drinking

water.

 There should be fixed lunch time.

51
 BIBLIOGRAPHY

http://en.wikipedia.org/wiki/HCL_Technologies

http://www.hclinfosystems.in/

http://www.businessweek.com/managing/content/dec2010/ca20101231_263054.htm

http://www.payscale.com/research/IN/Employer=HCL_Technologies_Ltd./Salary

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

52
 APPENDICES
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.

53
 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. Frontline

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

a) Extremely often

b) Very often

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

54
6. Basis of promotion:

a) Seniority b) Merit c) Both

7. How much are you satisfied with salary package?

Most Satisfied Most Dissatisfied

1 2 3 4 5

8. How often do you get bonuses?

a) Monthly b) Quarterly c) yearly

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

Extremely Mostly Neutral Somewhat Not satisfied

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

10. what more facilities do you want in

HCL ...................................................................................................................................................
............................................................................................................................................................
.........

11. How are your relations with your colleagues?

55
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:

………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………

56
57