CONTENTS

SNO. TOPIC PAGE NO.

1 INTRODUCTION
2 COMPANY PROFILE
3 INDIAN IT INDUSTRY AT
A GLANCE
4 INDIAN BPO INDUSTRY
AT A GLANCE
5 OBJECTIVES
6 RESEARCH
METHODOLOGY
7 ANALYSIS AND
FINDINGS
8 LIMITATIONS
9 RECOMMENDATIONS
AND CONCLUSIONS
10 APPENDICES

FIGURES
Figure no. Topic Page No.
1 Structure of Wipro 15

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 2 Geographical Location 16
3 Period of working 30
4 Income of employees 31
5 Working period and 33
monthly salary
6 Monetary and non 34
monetary benefits
7 Satisfaction of employees 35
in the organisation
8 Level of satisfaction 36
9 Preference of employees 37
10 opinion on work 38
environment
11 Culture and policies 39
12 Preference on salary 40
hikes
13 Teamwork & cooperation 41
14 Preference on training 42
15 Performance evaluation 43
16 Praise and recognition 44
17 Manager feedback 45
18 opinion on growth oppor. 46
19 satisfaction with perks & 47
benefits
20 manager’s support 48
21 opinion on nature of work 49
22 opinion on work life bal. 1 50
23 opinion on work life bal. 2 51
24 opinion on accountability 52
25 Overall job satisfaction 53
CHAPTER-1
INTRODUCTION

“People don't leave their jobs, they leave their managers."

Although committed and loyal employees are the most influential factor to becoming
an employer of choice, it's no surprise that companies and organizations face
significant challenges in developing energized and engaged workforces. However,
there is plenty of research to show that increased employee commitment and trust in
leadership can positively impact the company's bottom line. In fact, the true potential
of an organization can only be realized when the productivity level of all individuals
and teams are fully aligned, committed and energized to successfully accomplish the
goals of the organization.

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As a result, the goal of every company should be to improve the desire of employees
to stay in the relationship they have with the company. When companies understand
and manage employee loyalty - rather than retention specifically - they can reap
benefits on both sides of the balance sheet i.e., revenues and costs. On the revenue
side of the balance sheet, loyal and committed employees are more likely to go
"above and beyond" to meet customer needs and are highly motivated to work to the
best of their ability.

On the cost side, loyal employees stay longer, resist competitive job offers, do not
actively look for other employment and recommend the company to others as a good
place to work. These four behaviors positively influence the cost side of the balance
sheet.

In other words, rather than focusing only on retention (that is, trying to retain
employees who have already decided to leave), organizations should proactively
recognize the benefits of understanding, managing and improving employee
satisfaction. The most successful organizations are those that can adapt their
organizational behavior to the realities of the current work environment where
success is dependent upon innovation, creativity and flexibility.

One of the key steps to understanding and improving employee satisfaction is by

acknowledging the importance of the following factors in building loyalty and
satisfaction:

 Broadly-defined responsibilities rather than narrowly-defined job functions

 Effective and regular performance evaluations, both formally and informally

 A corporate emphasis on employee learning, development and growth
 Wide-ranging employee participation in the organization as a whole.

Typically, a combination of factors influences employees' decisions to stay at their

current job. Contributing factors include satisfying work, a sense of job security, clear
opportunities for advancement, a compelling corporate mission combined with the
ability to contribute to the organization's success, and a feeling that their skills are
being effectively used and challenged. Specifically, employees who enjoy their work
identify themselves with their employer and perceive that the company is flexible
regarding work and family issues also intend to stay with the organization.

In particular, consider the following elements of effective strategies designed to build

satisfaction and retain key employees:

 Include opportunities for personal growth and invest heavily in the professional
development of the best people in the organization.

 Provide employees with well-defined career paths (including a succession

plan), mentors and tuition reimbursement for job-related education.
 Train employees, even if it makes them more attractive to the competition.
Without seeing an opportunity on the horizon, few high potential employees
will stay with a company and allow themselves to grow stagnant.

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  Acknowledge non-work priorities by recognizing and responding to
employees' needs for greater balance in their lives, since employees will
develop loyalty for organizations that respect them as individuals, not just as
workers.

Definitions of Employee Satisfaction:

The term Employee Satisfaction was brought to limelight in 1935.the studies

conducted prior to 1933 by Hoppock observed that Employee Satisfaction is
combination of psychological, physiological and environment circumstances that
cause a person to say “I am satisfied with my job”.

Some of the definitions of Employee Satisfaction:

1. Employee satisfaction is defined as “a pleasurable or positive emotional state

resulting from the appraisal of one’s job or job experience”.

2. Employee satisfaction is “a set of favorable or unfavorable feelings with which

employees view their work”.

3. Employee Satisfaction will be as “the amount of overall positive affect (or

feelings) that individuals have towards their jobs.

Need for the Study

Why Measure Employee Satisfaction

A company is only as strong and successful as its members, its employees, are. By
measuring employee satisfaction in key areas, organizations can gain the
information needed to improve employee satisfaction, retention, and productivity.
However, a recent study by the Society of Human Resource Management (SHRM)
indicated that often the HR department's perceptions of employee satisfaction versus
the true measure of employee satisfaction are not always in sync
.
Employees who aren’t satisfied with their jobs are very likely to leave. If they don’t
leave they can become a source of bad morale and do a great deal of harm in the
organization. In many cases employers without proper data will assume the wrong

4
reasons for employee dissatisfaction. Many bosses will automatically think that
money is the top reason for leaving a job. Wouldn’t it be better to have real data and
react accordingly?

Surveying employees on a regular basis is a great way to stay in touch with the
pulse of the business. Before launching a survey though it is important to establish
the ground rules
.
Many employees will be unwilling to express their honest feelings if they think they
will be singled out. Make sure that the surveys are conducted with anonymity. Be
certain to have the support of company management all the way to the top.
Employees want to know that the leadership is behind the survey and that their
response will be taken seriously.

Explain that employee comments are important to the company. State what will be
done with the results. And then live up to those statements. Employees will become
doubtful of management’s intentions if they don’t follow through.

There are many resources to assist companies in the survey process. However most
human resource managers are very capable of designing and conducting their own
employee satisfaction survey.

The need to survey is greater when one or more of the following factors are present.

Rapidly growing organization

When an organization is growing quickly, it is critical to find out how employees
feel about their jobs, the organization, and their fit and future within it.

High or growing turnover rate

While some industries have a naturally high turnover, growing turnover is a problem
for any organization. If your absolute level of turnover exceeds the industry average,
you have a problem that an employee satisfaction survey is the first step to
solving.

Excessive rumors
A strong rumor mill is symptomatic of other problems in the organization. These can
include communications, trust, and fear. Only a survey can uncover the extent to
which any of these issues exists. In a highly competitive industry, turnover
minimization and productivity and creativity maximization are keys to success.
Staying in touch with employees is necessary to facilitate continued competitiveness.
Planned or recent organizational changes, including change of leadership. Change
can be difficult for many people. If not handled properly, productivity and profits can
decline.

Highly competitive industry

In a highly competitive industry, turnover minimization and productivity and creativity
maximization are keys to success. Staying in touch with employees is necessary to
facilitate continued competitiveness.

5
Contemplated changes in pay and benefits
You must know what needs to be "fixed" and how much "fixing" it needs to maximize
return on invested money and people resources.

CHAPTER-2
Company Profile

SUN SQUARE EDUCATION

6
 The Company attributes its growth to the dedication of the staffs that are
professionals and have a strong will to excel at work. The clinical performance and catalyst
services made the organization as a Hallmark of its own in IT field.
OUR SERVICES
 Class Room Training
 Online Training
 Weekend Classes
 Projects Development
 Workshops
 Distance Education

TRACK RECORD IN A NUTSHELL

 Over 8years’ Experience in IT industry.
 Trained More than a 6000studentssuccessfully placed most of them.
 More than 8years’ experience in Academic ProjectsDevelopment for All Departments
(M.Tech, B.Tech, MCA, MSc, MBADegree &Diploma).
 M.Tech& Ph.d Candidates Only: Journals Publishing,Plagiarism Documentation
Providing.

 Executed Number of Placement linked job oriented/ skill development programs are
various sectors of Govt. of AP.

Our Training Highlights

 More than Five Years Industrial Experienced Faculty.
 Regular Job Melas (PLACEMENT ASSISTANCE).
 Campus Recruitment Training(CRT) Programs. 
 Special Interview Breaker Session with Highly experienced Soft Skills Faculty
 Practical exposure to advanced technology.
 Platform to apply theoretical concepts.
 Back and front end programming support
 Training by The industry experts.
 High application oriented training.

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 COURSES OFFERED
1) M.S Office
2) C,C++
3) Java(Core, Advanced)
4) Tally (ERP 9 With GST)
5) Hardware& Networking
6) Web Designing
7) Oracle 12C
8) Internet Concepts
9) Multimedia
IT COURCES BY THE REAL TIME EXPERTS
1) Linux Shell Scripting
2) Linux Administration
3) Python Scripting
4) Perl Scripting
5) Amazon Web Services
6) Devops
7) Cloud Computing Sales force
8) Hadoop
9) Oracle DBA
10) Advanced Excel
11) Robotic Process Automation (RPA)
12) Bigdata
13) Tablue
14) MSBI, Power BI
15) Digital Marketing

STATE & CENTRAL GOVERNMENT PROJECTS:

SC, ST, BC CORPORATION, ITDA, DRDA (EGMM),MEPMA, DMHO, MCRHRD,

GVMC, VMC, PMKVY, DIS.WELFARE, etc..

8
SOFT-SKILLS PROGRAMS:
Sun Square Technologies has taken up soft-skills programs to conducting at corporate
Sectors. In that process have tie-ups with eminent Faculty who carved a niche of their own
in dealing with Management topics. In no time, it has conducted soft-skills program in
different PSUs and earned encomiums from every quarters. Some of the important topics
are:
 Emotional Intelligence.
 Business Communication.
 Strees Management.
 Time Management.
 Team Building.
 Retention of Employee and Motivational aspects & So on.

OUR CLIENTS
B.TECH & M.TECH
1.Narayana Engineering College, Nellore
2.Narayana Engineering College, Gudur
3.Sri Venkateswara College, Kodavalur, Nellore
4.Quba college of Engineering
5.SKR Engineering College
6. Audisankara College of Engineering & Technology, Gudur
7. Visvodaya Institute of Technology & Science
8. Andhra Engineering College, Nellorepalem
9. Sri Raghavendra Institute of Science & Technology, Vinjamur
10.RISE Krishna Sai Prakasam Group of Institutions 
11. RISE Krishna Sai Gandhi Group of Institutions
12. Pace Institute of Technology & Science
13. QIS College of Engineering & Technology
14. Guntur Engineering College, Guntur
15. Chadalawada Ramanamma Engineering College
16. Seshachala Institute of Technology

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17.Priyadarsini College of Engineering.
MCA & MSc
17. PBR Vits, Kavali
18. Audisankara College of Engineering & Technology, Gudur
19.Quba college of Engineering
20. Narayana Engineering College, Nellore
21. Narayana Engineering College, Gudur
22. Krishna Chaitanya Degree & PG College.
23.Jagans & S-Chavans PG College.
24.VRIPS
25. Ramakrishna College, Allur
26. St.Marys Degree & PG College.Buchhi.
27.GSR, Buchhi.
28. SV University, Tirupathi.

SUN SQUARE TECHNOLOGIES

NELLORE.
Contact: 8985838512
8179898924.

CHAPTER-3

INDIAN IT INDUSTRY AT A GLANCE

The Information Technology (IT) sector is one of the fastest growing sectors in the
country, envisaging dimensions of growth and globalisation, achieving new
milestones over the last decade. The growth momentum attained by the overall
economy since the late 1990s to a great extent can be owed to the IT sector, led by
a liberalised policy regime with reduction in telecommunication costs have led to
spurt in investments by MNCs as well as domestic companies in the country.
Perceptible is the transformation since liberalisation – India today is the world leader

10
in information technology and business outsourcing. Correspondingly, the industry’s
contribution to India’s GDP has gone up significantly from 1.8% in FY00 to around
5.4% in FY07.The sector has been growing at a CAGR of 30.3% since FY04.

Indian IT companies have globally established their superiority in terms of cost

advantage, availability of skilled manpower and the quality of services. They have
been enhancing their global delivery capabilities through a combination of organic
and inorganic growth initiatives. Global giants like Microsoft, SAP, Oracle, Lenovo
have already established their captive centres in India. These companies recognise
the advantage India offers and the fact that it is among the fastest growing IT
markets in the Asia-Pacific region.

Industry Structure The demand for IT across the world is witnessing a

tremendous According to NASSCOM, the size of the Indian IT industry, has been
estimated to be around US$ 47.8 bn in FY07. The Indian IT industry can be broadly
divided into two markets: domestic market and exports market. The exports market
constitutes the largest segment accounting for around 65.5% of the total revenue
generated by the Indian IT industry including hardware in FY07.

Importantly, in the exports market, IT services segment contributed highest share

with 57.5% in FY07, followed by the ITeS-BPO segment with 26.8% share and the
rest shared by the software products and engineering services & R&D.The domestic
IT market is broadly classified into the following four segments: (i) IT Services, (ii)
software products, engineering and R&D services, (iii) IT-enabled Services and
Business Process Outsourcing (ITeS-BPO), and (iv) hardware. While IT Services
accounted for around 34% of the total revenue generated by the domestic market in
FY07, the engineering services, R&D and software products segments together
accounted for 9.7% of the revenue. The ITeS-BPO segment, on the other hand,
contributed 6.7%. Hardware contributed major share of the domestic market with
about 49.7%. Notably, the domestic IT industry grew at a CAGR of 25.7% during
FY04-07 to touch US$ 16.5 bn.According to Manufacturer Association for
Information Technology (MAIT), the Desktop PC market (including notebooks)
showed an upward trend totaling over 6.34 mn units in FY07, registering a growth of
25.65% over the same period last fiscal. Desktop sales accounted for more than
86.5 per cent of the total sales, while the remaining was shared by notebook sales.
This was largely due to the buoyant mood in IT consumption which saw a significant
growth in notebook sales by 97%. MNC’s have been increasingly raising their share
in Indian desktop market from 35% in FY05 to 39% in FY07. Driven by growing
domestic demand mainly in notebooks segment, as sales of MNC brands grew by
33% and that of assembled by 22% in FY07.

The high growth in PC sales was accelerated due to increased consumption by

industry verticals such as telecom, banking and financial services, manufacturing,
education, retail and BPO/IT-enabled services as well as major e-Governance
initiatives of Central and State Governments. The domestic hardware market offers
tremendous potential for hardware companies, thus attracting plenty of domestic
hardware as well as MNCs in the domestic market. As, few MNCs in the hardware
segment have been viewing India as a hub for setting up hardware manufacturing
facilities, for instance Dell. Imports of IT hardware which form a large component of

11
the industry are mainly from growth, in view of changes in the economic and
business environment, rapid technological innovation and wide utilisation of internet
and globalisation. The market has become more competitive and has forced
corporations to take innovating and unique ways of doing business’s. Service
industry has also entered into a new era with the growing acceptance of IT based
services.

As per NASSCOM, Indian IT Services both domestic and exports market grew from
US$10.4 bn in FY04 to US$ 23.6 bn in FY07. During this period, its contribution to
the total IT industry has gone up marginally from around 48.2% to 49.4%.The
project oriented IT services contributed around 57.9% in FY07, while outsourcing IT
services accounted for around 32.8% of the total revenues of IT services segment
in India.

Within the ITeS-BPO segment, Customer Interaction Services (CIS) accounted for
nearly 45-46% of the total ITeS-BPO services exports while finance & accounting
contributed for roughly around 40-41%. Human resource and other high-end
knowledge-based processes account for 3% and 11% respectively.

The Software product, Engineering services and R&D segment contributed over
13.8% of the total IT industry in FY07. In addition to this, Indian companies offering
these services, several foreign companies (both captive and third party) are also
setting up base in India to provide these services. Overseas companies operating in
sectors like high–tech, telecommunications, automobile, aerospace, heavy
machinery, construction and industrial products are looking at off-shoring their
engineering and R&D related work to India.

Few important characteristics of the Indian IT sector include:

Export intensive:Indian IT industry is predominantly export driven, with exports

contributing over 60% of its revenue since FY03.

Concentration on Low-end services: Low-end services such as customised

software services and maintenance have been the key offerings of the Indian IT
companies. These companies are now however moving up the value chain offering
end-to-end solutions to clients.

Fragmented industry: D&B’s inhouse database has identified over 8,000

companies which operate in the IT space in India, offering a wide range of software
products and services. A large number of these companies are unorganised
players.

Skewed concentration: The revenues of the top four companies, TCS, Infosys,

Wipro and Satyam, account for over 25% of the overall industry. This skewness is
all the more pronounced in the case of IT services.

Emerging Trends in the Indian IT Services Industry

While the global IT players are aggressively scaling up their operations in India, due
to the advantages that the Indian industry offers, the Indian IT companies are also

12
preparing to tap the global market. The companies are witnessing significant
change with regard to their service offerings and geographical concentration.
Today, companies are expanding their service offerings from application
development and maintenance to high end services like testing, consulting and
engineering designing. The global delivery model has not only facilitated the
companies in delivering quality of work but also helped them to control costs.

Over the years, the Indian companies have positioned themselves well to reap
benefits of the emerging scenario in the IT sector.

New Service Offerings

The Indian IT companies are expanding their service offerings to provide a complete
basket of services to their clients. These new services include IT consulting, testing,
business process management and IT infrastructure services, IT consulting, which
in a way allows the IT companies to de-risk their business from pricing pressures
and enter into newer areas which provide them higher growth and profitability.

Larger Deal Size

Indian IT companies have successfully scaled up operations and made a mark in

the global outsourcing market, evident from the large deals bagged by the Indian IT
companies in the past one year, including the TCS – AC Nielsen contract valued at
US$ 1.2 bn, the Social Security Institute of Mexico (IMSS) -TCS deal worth US$200
mn, Satyam-FIFA contract, and the BSNL-HCL Infosystems deal valued at Rs 5.9
bn to name a few.

Growing presence of MNCs

Cost arbitrage and the availability of a large talent pool has attracted several MNCs
to India. Big players like IBM, Accenture, Google, Yahoo, Capgemini and Oracle
among others have not only increased their headcounts in India but also
outperformed their global performance in terms of revenue growth. Their Indian
operations are witnessing strong growth as compared to their global business.

Emerging Markets:

In terms of geographical contribution, the US continues to remain the key market for
Indian IT companies, accounting for 67.2% of the total IT-ITeS exports from India.
However, Europe is also emerging as an important market for the Indian IT industry,
considering the fact that the share of exports to Europe from India increased from
22.2% in FY03 to 25.1% in FY07. Indian companies are increasingly enlarging their
footprints to countries in Latin America, Eastern Europe, and Asia Pacific region.
Mergers and acquisitions has been one of the routes that the Indian companies
have adopted to enhance their presence in European markets.

Changing Growth Drivers:

There has been a change in the revenue composition of companies in recent years.
The revenue contribution of high-growth segments such as infrastructure

13
management services, package implementation, testing & consulting has been
witnessing rapid growth over the last couple of years. These, newer service lines
are not only enabling Indian companies to increase their sales by cross-selling to
their existing customers, but also improve their average billing rates and recognition
of being end-to-end service providers. These segments are experiencing high
growth rates over the last couple of years. However, the Custom Application
Development and Maintenance (CADM) services continue to contribute a larger
share towards IT services segment revenue. The CADM accounted for around
39.6% to the total IT services segment revenue of US$23.6 bn in FY07, and it
witnessed a growth rate of 35.3% in the same period.

New End-users:

In terms of user industries, the BFSI and hi-tech/telecommunication industries

remain the leading verticals for the Indian IT companies. Together, these sectors
accounted for around 58% of the Indian IT-ITeS exports. Though these verticals
have good growth potential, other sectors such as manufacturing, airlines and
transportation, retail, healthcare, utilities, etc., are also emerging as promising
segments for the Indian IT companies. While the BFSI sector has the potential to
provide large sized contracts to the IT companies, the manufacturing sector can
provide large number of deals/assignments to the Indian players.

Issues and challenges

Indian IT industry has been witnessing several issues and challenges which may
deter the growth in future, despite the fact that demand conditions have been
optimistic. Therefore, companies must adopt best practices to address those issues
in order to sustain the current growth momentum. Several larged and mid sized
companies are taking innovative measures to address those issues, for example, in
view continuous rupee appreciation against the US dollar, the companies are keen
to expand their business to other emerging markets like Europe, Asia Pacific region,
Middle East etc.

 Rising attrition rate: Growth and attrition rates seem to be following a similar

trajectory for most Indian software service companies. With a McKinsey
report stating that India will need an additional 1 mn employees to join the IT-
BPO workforce by 2010 in order to maintain its current market share, the
attrition phenomenon has come into the limelight. Managing attrition in the IT
industry holds significant importance because skilled professionals form the
crux of this knowledge-intensive industry. Apart from the loss of skill sets, the
cost of recruitment and training is a huge investment for most IT firms.
Consequently, as most major players have realised, attrition affects the
quality of service, leading to greater expenditure on training and
development, thereby affecting the overall performance, including improving
utilisation rates of the company.

Major players in the Indian software industry — Tata Consultancy Services

(TCS), Infosys Technologies, Wipro, and Satyam Computers — are currently
witnessing high attrition rates. TCS reported an attrition rate of 11.5% — up
from 10.6% a year ago; the attrition rate at Infosys was 13.7% in FY07 —

14
 higher than 11.2% recorded in FY06; the attrition rate at Satyam declined
from 19.2% in FY06 to 15.7% in FY07; whereas the rate at Wipro witnessed a
surge to 17.4% as against 14.6% during the previous fiscal, in its global IT
services and product business.

 Rupee appreciation: The rupee gained almost 12.5% against the US dollar

in mid-October, 2007 vis-à-vis the same period in the previous year, denting
the earnings of the IT industry (the industry earns its highest revenue from
the US). On October 17, 2007, the rupee surged to 39.68 against the US
dollar — its highest rate in 9 years. Importantly, during January–October
2007, the rupee appreciated at more than 10.6% against the US dollar. For
software firms whose expenses are mostly in the local currency, the rupee
appreciation reduces the rupee equivalent of every dollar they earn overseas,
thus affecting their margins to a great extent. Margins have already begun to
face the effects of the rupee appreciation and most Indian IT players are
forced to adopt forward-trading to help mitigate losses. Apart from losing out
on margins, Indian IT companies might lose the competitive edge over
international firms if the trend continues for long. For example, China is
holding its currency steady, offering stability, which might turn out to a
distinguishing factor for survival in the long run.

Emerging new territories: According to an IDC study, three Indian cities rank at

the top in the Global Delivery Index today in the top 10 off-shore destinations of
Bangalore, Manila, New Delhi, Mumbai, Dalian, Shanghai, Beijing, Sydney,
Brisbane & Auckland in the Asia-Pacific region. However, the Indian IT industry is
gradually facing stiff competition emerging from new territories like China, Malaysia,
Philippines and Mexico. The study also states that although Mumbai & Bangalore
may be favourite off-shoring destinations as of today, Chinese commercial hubs like
Beijing & Shanghai are set to overtake Indian cities by 2011. A similar competitor
would be Malaysia having a stable socio-economic environment, excellent
infrastructure, low attrition rates, & skilled talent pool as key advantages.

INDIAN BPO INDUSTRY AT A GLANCE

In India, Business Process Outsourcing (BPO) is the fastest growing segment of the
ITES (Information Technology Enabled Services) industry. Factors such as economy
of scale, business risk mitigation, cost advantage, utilization improvement and
superior competency have all lead to the growth of the Indian BPO industry.
Business process outsourcing in India, which started around the mid-90s, has now
grown by leaps and bounds.

15
India is now the world's favored market for BPO companies, among other
competitors, such as, Australia, China, Philippines and Ireland. The BPO boom in
India is credited to cheap labor costs and India's huge talent pool of skilled, English-
speaking professionals. Research by the National Association of Software Services
and Companies (NASSCOM) has revealed that quality orientation among leading
BPO companies, 24/7 services, India's unique geographic location and the investor
friendly tax structure in India have all made the BPO industry in India very popular.

What is Business process outsourcing?

The term Business Process Outsourcing or BPO as it is popularly known, refers to
outsourcing in all fields. A BPO service provider usually administers and manages a
particular business process for another company. BPOs either use new technology
or apply an existing technology in a new way to improve a particular business
process. India is currently the number one destination for business process
outsourcing, as most companies in the US and UK outsource IT-related business
processes to Indian service providers.

Services offered by Indian BPO companies

Indian BPO companies offer varied services, such as, customer support, technical
support, telemarketing,insurance processing, data processing, forms
processing, bookkeeping and internet / online / web research.

 Customer support services: 24/7 inbound / outbound call center

services that address customer queries and concerns through phone, email
and live chat.
 Technical support services: Installation, product support, running
support, troubleshooting, usage support and problem resolution for computer
software, hardware, peripherals and internet infrastructure.
 Telemarketing services: Interacting with potential customers and
creating interest for the customer's services/ products. Up-selling, promoting
and cross selling to existing customers and completing online sales
processes.
 IT help desk services: Level 1 and 2 multi-channel support, system
problem resolutions, technical problem resolution, office productivity tools
support, answering product usage queries and performing remote diagnostics.

16
  Insurance processing: New business acquisition and promotion, claims
processing, policy maintenance and policy management.
 Data entry and data processing: Data entry from paper, books,
images, e-books, yellow pages, web sites, business cards, printed
documents, software applications, receipts, bills, catalogs and mailing lists.
 Data conversion services: Data conversion for databases, word
processors, spreadsheets and software applications. Data conversion of raw
data into PDF, HTML, Word or Acrobat formats.
 Bookkeeping and accounting services: Maintenance of the
customer's general ledger, accounts receivables, accounts payables, financial
statements, bank reconciliations and assets / equipment ledgers.
 Form processing services: Online form processing, payroll
processing, medical billing, insurance claim forms processing and medical
forms processing.
 Online research: Internet search, product research, market research,
surveys, analysis, web research and mailing list research.

Interesting facts about the Indian BPO industry

 The BPO sector in India is estimated to have reached a 54 per cent growth in
revenue
 The demand for Indian BPO services has been growing at an annual growth
rate of 50%
 The BPO industry in India has provided jobs for over 74,400 Indians. This
number is continuing to grow on a yearly basis. The Indian BPO sector is soon to
employ over 1.1 million Indians
 70% of India's BPO industry's revenue is from contact centers, 20% from data
entry work and the remaining 10% from information technology related work
 Indian BPOs handle 56% of the world's business process outsourcing

The top fifteen BPO companies in India

NASSCOM recently conducted a survey and evaluated the leading BPO service
providers across India. The top fifteen business process outsourcing companies in
India are:

17
 WNS Group
 Wipro Spectramind
 Daksh e-Services
 Convergys
 HCL Technologiess
 Zenta
 First Source
 MphasiS
 EXL
 Tracmail
 GTL Ltd
 vCustomer
 HTMT
 24/7 Customer
 Sutherland Technologies

OBJECTIVES

The first step of any research project is to define the problem that is to be
answered by the research project itself. This is the most important part of the
research process, as it provides a focus and direction for the project and identifies
the specific information the reader is looking at in the project.
Actually, research objectives enable the reader to understand exactly what
the project is attempting to achieve. If the definition of problem is unclear and
objectives are poorly defined, the result could be waste of time, money, energy and
resources. In short, research objective is a pre-requisite for any research
project.
There should be a clear-cut definition of research objectives. Our project,
therefore, is not an exception. Our research project-A study on the satisfaction
level of employees working in BPOs and Call Centers in WIPRO Ltd., has
certain specific and general objectives which mainly consist of primary objectives
and secondary objectives.
They are as follows:

18
 Primary Objectives:
 To measure the employees’ job satisfaction level working in BPOs and call
centers in WIPRO Ltd.
 To identify the factors that influence job satisfaction level of employees
working in BPOs and call centers

Secondary Objectives:
 To identify the obstacles faced by them in their job environment
To assess the Policies and Procedures that will have an impact on employee’s job
satisfaction

RESEARCH METHODOLOGY
The first step of any research project is to define the problem that is to be
answered by the research project itself. This is the most important part of the
research process, as it provides a focus and direction for the project and identifies
the specific information the reader is looking at in the project.
Actually, research objectives enable the reader to understand exactly what
the project is attempting to achieve. If the definition of problem is unclear and
objectives are poorly defined, the result could be waste of time, money, energy and
resources. In short, research objective is a pre-requisite for any research
project.
There should be a clear-cut definition of research objectives. Our project,
therefore, is not an exception. Our research project-A study on the satisfaction
level of employees working in BPOs and Call Centers in WIPRO Ltd., has
certain specific and general objectives which mainly consist of primary objectives
and secondary objectives.
They are as follows:

19
 Primary Objectives:
 To measure the employees’ job satisfaction level working in BPOs and call
centers in WIPRO Ltd.
 To identify the factors that influence job satisfaction level of employees
working in BPOs and call centers

Secondary Objectives:
 To identify the obstacles faced by them in their job environment
To assess the Policies and Procedures that will have an impact on
employee’s job satisfaction purpose. These interviews were based on a structured
questionnaire that has been put up in the appendix in this report.

The process of cross checking was also used to ensure the authenticity of the
data and validation of the interviews both formal as well as informal one. Every
attempt was made to ensure that their response do not get influence by their
management and environment.

The process, we follow, in making the project is as follows:

Problem Defining (Objectives), Data collection, Research design, Data

collection, Data analysis and Presentation the results.

We have used the Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin
(1969) which measures one’s satisfaction in five facets: pay, promotions and promotion
opportunities, coworkers, supervision, and the work itself.

 The work itself-responsibility, interest, and growth.

 Quality of supervision - technical help and social support.
 Relationships with co-workers - social harmony and respect.
 Promotion opportunities-chances for further advancement

Types of data analysis used:

In order to properly analyze the data, there would be two types of data analysis in this
project. They are as follows:

1. Qualitative data analysis – through Findings, Analysis and explanation

2. Quantitative data analysis – through charts, schedules, figures, and
structures

Sample size: How many employees were surveyed

At the planning stage of a statistical investigation part, the question of sample

size is very critical. If the sample size is large, there could be a waste of money,

20
energy and resources, and if it is small, it doesn’t make any sense of practical use in
making good decisions. So, the sample should be taken in such a way that it can
bring fair, accurate level of accuracy and unbiased results.
The objective of taking sample was to obtain desirable level of accuracy and
confidence with minimum of cost, time, and energy.
A random sample size of 400 employees and 10 H.R.offcials were taken for the
survey purpose. H.R. official survey was needed to verify the response received from
the employees.

DATA COLLECTION:
Data gathering is a very important part of the research project process. It is through
data, with the help of which we would be able to analyze the problem in terms of
facts and figures.
Actually, the reliability of research decisions depends on the quality of data
gathered. By taking this concept into consideration, the data can be classified into
primary data and secondary data. We have used both the types of data, as far as our
project is concerned.

Secondary Data:
These are those data which are collected from the various sources which
have been already created for the purpose of first time use and future use.
We have used the following secondary data in our project:
 Internet
 Journals
 Magazines
 Publications, Articles and Research Papers done before
 From various Organizations

Research instrument:
The researcher has used a structured questionnaire as a research instrument tool
for which consists of open ended questions, multiple choice nd dichotomous
questions in order to get data. Thus, questionnaire is the data collection instrument
used in the study. All the questions in the questionnaire are organised in such a
way that elicit all the relevant information that is needed for the study.

21
 CHAPTER-4
ANALYSIS AND FINDINGS

QUESTION-1
PERIOD OF WORKING IN THE ORGANISATION:
Period < 1 year 1-2 years 2-5 years >5years Total
Respondent 216 130 36 18 400
Percentage 54 32.5 9 4.5 100

22
 Chart showing the Period of Working
60
54
50

40
pe rcentage

32.5
30

20

9
10
4.5
0
<1 year 1-2 years 2-5 years >5 years
period

Figure 3- Period of working

Findings:
 From the above information, we can find that out of total sample of 400
respondents almost 54% of them are working in the organization for a less
than 1 year.
 Almost 32.5% of them working between 1 to 2 years in the organization while
9% of them were working between 2 to 5 years.
 The most experienced employees were less; they were about 4.5% who have
worked for more than 5 years.
Analysis:
 As more than 50%(54%), as a total, of employees working in the various
organization are working for less than one year, It clearly indicates the sign
of high attrition rate(the rate at which employees leave the organizations)
in BPOs and Call centers
 If we analyze the whole chart more closely, we find that more than 85% of
employees have been in the organizations for less than 2 years which
reveals that employees like to change their jobs very frequently, may be
because of lack of motivation or satisfaction purposes
 The concrete reasons for this would be dug out in the following questions
and their results

QUESTION-2
MONTHLY INCOME:

Income 3000-6000 6000-9000 9000-12000 >12000 Total

Respondent 196 148 32 24 400
Percentage 49 37 8 6 100

23
 Chart showing Income of the Employee
60

49
50
p e r ce n t a g e

40 37

30

20

10 8
6

0
3000-6000 6000-9000 9000-12000 >12000
Income(in Rs.)

Figure 4- Income of employees

Findings:
 Out of total respondents, 49% respondents fall under the category
of monthly income of around Rs. 3000 to 6000 while 37% of them
are getting around Rs. 6000 to 9000.
 Where at the other side the employees who were getting salary of
Rs. 9000 to 12000, were only 8% while there were only 6%
employees who were getting salary above Rs. 12000.

Analysis:
 Nearly half (50%) of the employees work in the call centre fall under
the category of Rs.300-6000. It may be due to poor financial
conditions and also, the education level doesn’t matter in other job
 As the attrition rate is high in this industry, it also result in lower
initial salary for the employees, because employees will have to
accept the salary which ranges mainly from 3000 to 6000 Rupees in
Wipro
 37% of employees falls under the category of salary income of Rs.
6000-9000 which can be said to be a standard in this industry but
the percentage of which is very low, leading to the conclusion,
exploitation of candidates
 Nearly 15% of employees receive their salary in 5 digits which
mainly of the employees working for more than 4-5 years, an
experienced one

A glance at how Working period and Salary goes?

Analysis:
 The chart was thought out to reflect employees working period and
their monthly payment

24
 This chart shows that how employees seniority and pay scale are
related-As employee gets senior in the organization, his/her salary
increases
 The most surprising result, we find is that nearly 50% of employees fall
under the very first category of less than 1 year getting a monthly
salary of Rs.3000-6000
 This shows high attrition rate(the rate at which employees leave the
organizations) and exploitation of candidates
 It also reveals that, in Wipro, only 16% of employees receive their
salary in between 9000 and above falling under a seniority of more
than 2-3 years spending in the organization

25
 250 >5 year - 2 1 18
Total 196 148 32 400
3
12
200 26

150 >12000
4 9000-12000
9
6000-9000
100 175 3000-6000

102

50
102
18 15
12
0
<1 year 1-2 year 2-5 year >5 year

Table showing working period and Monthly Salary of employees

Figure 5- Working period and monthly salary

QUESTION-3

26
WHETHER MONETARY AND NON-MONETARY BENEFITS MOTIVTE AND
AFFECT EMPLOYEES SATISFACTION LEVELOR NOT:
Options YES NO Total
Respondent 348 52 400
Percentage 87 13 100

CHART SHOWING MONETARY AND NON-MONETARY BENEFITS MOTIVTE AND

AFFECT EMPLOYEES OR NOT

no
13%

yes
87%

Figure 6-Monetary and non monetary benefits

Finding:
 From the above information, we can find that 87% employees say
that these kind of monetary and non-monetary benefits motivate
and affect them.
 The rest 13% said that they are not affected by these kind of
monetary and non-monetary benefits

Analysis:
 The question was purposed to identify whether is there any impact
on motivation level of employees by these monetary and non
monetary benefits
 As the chart indicates that 87% of employees responded positively
meaning there is a significant correlation between employee
satisfaction and monetary and non monetary benefits
 This also leads to conclusion that system of incentives, rewards and
motivational concepts in the organizations matter to maintain the
motivation level of employees
 Significant(80%) amount of employee have responded positively
which indirectly tells us that satisfaction level of employees is
impacted, but as the analysis of above question revealed that only
30% non monetary benefits are provided to the employees where
as significantly lower amount of monetary benefits in the form
bonus(49%) and overtime are provided to the employees.

27
QUESTION-4
SATISFIED WITH WORKING IN THE ORGANISATION OR NOT:
Options Yes No Total
Respondent 380 20 400
Percentage 95 5 100

CHART SHOWING THAT THE EMPLOYEES ARE SATISFIED WITH WORKING IN

THE ORGANISATION OR NOT.

NO
5%

YES
95%

Figure 7- Satisfaction of employees in the organisation

Finding:
 Almost 95% of the total employees said that they are more or less
satisfied with working in the organization
 The rest 5% of the employee said that they are not at all satisfied with
working in the organization.

Analysis:
 As many as 95% of employees responded positively saying that they
are happy working in the organization and are more or less satisfied
 Only a very small parentage of employees replied negatively who might
be having some or the other problems relating to monetary aspects or
the environment concerns which may be dug out and their resistance
should be identified to make them satisfied
 To dig out the level of satisfaction, we asked further question which
reveals the more insight about their satisfaction level

28
QUESTION-5
LEVEL OF SATISFACTION:
Level of satisfaction Low Average High Total
Respondent 30 226 124 380
Percentage 8 59 33 100

CHART SHOWING THE LEVEL OF SATISFACTION

70
59
60

50
PERCEN TA GE

40
33
30

20

10 8

0
low average high
LEVEL OF SATISFACTION

Figure 8- Level of satisfaction

Finding:
 Asking about their satisfaction level, 59% said that they are not much
satisfied with the organization, it can be said that their satisfaction level
is average
 Almost 33% said that they are highly satisfied with the organization
 While the remaining 8% were least satisfied

Analysis:
 The question was purposed to identify the level of satisfaction of
employees who are satisfied(from among 380 employees)
 As far as satisfaction is concerned, as the above question revealed that
95% of employees are satisfied working within the organizations but
when asked actually about the level of satisfaction, it reveals that
majority(nearly 60% of employees) of them are satisfied on average
basis
 Only 3% of employees say that the satisfaction level of them is very
low inferring that they are least satisfied, not up to the level it should
be
 Those who are highly satisfied belongs to 33%, which doesn’t have any
issue regarding their satisfaction working in the organizations

29
QUESTION-6
WHETHER THE COMPANY IS VERY OPEN TO IDEAS AND SUGGESTIONS
GIVEN BY EMPLOYEES:
Options Strongly Agree Disagree Strongly Total
agree disagree
Respondent 212 172 16 0 400
Percentage 53 43 4 0 100

Chart showing the preference of the employee

60
53
50
43
PERCEN TA GE

40

30

20

10
4
0
0
strongly agree agree disagree strongly disagree
PREFERENCE OF THE EMPLOYEES

Figure 9- Preference of the employees

Finding:
 Out of the total, almost 53% of the employees have strongly agreed
with the fact that the company is very open to ideas and suggestions
given by the employees
 43% are agreeing with this, but not to the level it should be
 There were only 4% who were disagreeing, and nobody falls under the
category of “strongly Disagree”

Analysis:
 The chart shows that out of 100%, more than half 53% are strongly
agree that the company is very open to ideas and suggestions given by
employees meaning caring for employees suggestions and their
recommendations
 They believe that company approaches very friendly to the employee’s
suggestions and their ideas and actually implement it in the
organization, if it is concrete in nature
 If all and all we see, nearly 95% of employees reported favorably that
their company believes in open-door policies and wants their
employees to participate in the organization

30
QUESTION-7
WHETHER THE CULTURE OF THE COMPANY IS SUCH THAT IT CREATES
WORK ENVIRONMENT:
Options Positive Negative Stressful Very bad Total
Respondent 316 50 28 6 400
Percentage 79 12.5 7 1.5 100

Chart showing the preference of the employee

90
79
80
70
P ERC EN TA G E

60
50
40
30
20
12.5
10 7
1.5
0
positive negative stressful veery bad
PREFERENCE OF THE EMPLOYEE

Figure 10- Employee opinion on the work environment

Finding:
 Out of the total employees 79% said that there is a positive
environment in the organization 12.5% said that there is a negative
environment
 Almost 7% said that the environment of the company is very stressful
in the company and almost 1.5% said that it is very bad

Analysis:
 As the chart indicates, majority of employees(nearly 80%) are agree
that the environment within which they work is positive and makes
them to work and leads to their motivation and satisfaction in the
organizations
 The employee who replied to “Negative” is nearly 13%, which makes
us to infer that the factors that creates negative environment prevail in
the organization
 7% of employees came up with the opinion that the environment in the
organization is such that it creates stress within them, may be because
of the pressure and the load of the work, call handling or the travelling
stress or the way they interact with their subordinates and colleagues

31
A glance at employees culture and company’s policies
regarding their openness of ideas and suggestions:
Figure 11- Employee culture and
Percenatge
Percentageof ofemployees
employeesresponding
repondingtotoopenness
the question
of ideas company’s policies
thatandculture
suggestions
of the
given
company
by employees
is such that it creates work environment… Analysis:

This link is given to 

identify how employees
culture (their attitudes,
7% 2% Strongly agree beliefs, the way of
13% 4% Agree working and life-style
Disagree etc.) respond to
Positive Strongly
Negative
agree companies policy and
43% 53% programs
Stressful Very bad  This shows that
employees culture
79%
which creates positive
environment (79%)
happily respond to the
companies policies
and programs (53%)
 The chart also show that there is some relationship between
employees culture and the success of companies policies and
programs
 The least 1.5% saying that the culture is such that it creates very bad
environment also links to the strongly disagreement to 0%

QUESTION-8
WHETHER SATISFIED WITH THE KIND OF SALARY HIKES THE EMPLOYEE
GET OR NOT:
Option Highly satisfied dissatisfied Highly Total
satisfied dissatisfied
Respondent 98 256 34 12 400
Percentage 24.5 64 8.5 3 100

32
 Chart showing the preference of the employee regarding salary hikes
70
64
60

50
P ERC EN TA G E

40

30
24.5
20

10 8.5
3
0
highly satisfied saatisfied dissatisfied highly dissatisfied
PREFERENCE OF THE EMPLOYEE

Figure 12- Employee preference on salary hikes

Finding:
 Out of the total employees 64% employees are satisfied with the salary
hike they get
 While, 24.5% are highly satisfied
 On the other hand 8.5% were dissatisfied with their salary hikes and
almost 3% were highly dissatisfied

Analysis:
 The question was purposed to identify weather the salary hike
employees receive, make them satisfied or dissatisfied. Also different
scales have been used to dig out more about the exact preference of
the employees
 As the chart indicates, the kind of salary hike the employees get make
the above classes of employees, amongst them the highest falls under
the category of “Satisfied”
 Only 3% of employees are highly dissatisfied and nearly 9% of
employees think that the salary hike they receive in an organization
makes them dissatisfied

QUESTION-9
THERE IS A STRONG FEELING OF TEAMWORK AND COOPERATION IN THE
ORGANISATION:
Options Strongly Agree Disagree Strongly Total
agree disagree
Respondent 202 176 16 6 400
Percentage 50.5 44 4 1.5 100

33
 Chart showing the preference of employees regarding teamwork and
cooperation
60
50.5
50
44
P ERC EN TA GE

40

30

20

10 6
4
0
strongly agree agree disagree strongly disagree
PREFERENCE OF EMPLOYEE

Figure 13- Employee preference on teamwork and cooperation

Finding:
 Out of the total employees, 50.5% replied that there is a strong feeling
of teamwork and cooperation in the organization
 44% are only agreeing with this fact
 On the other hand the remaining was disagreeing with this fact, out of
which 6% are strongly disagreeing with this fact

Analysis:
 The question was purposed to identify the opinions of employees
about the sentence written above
 As nearly 51% of employees replied very strongly that they see a
strong cooperation and teamwork in the organization leading there by
strong interpersonal relations amongst employees and a feeling of
team work
 As regards those employee who somehow believe that they agree with
the fact about the cooperation and teamwork in the organization, is
also nearly the half one (45%). They think that it is a fact, but it is not
up to the mark

QUESTION-10
WHETHER EMLOYEES RECEIVE THE PROPER TRAINING WHEN EMPLOYEE
NEEDS TO DO THEIR JOB WELL:
Options Strongly Agree Disagree Strongly Total
agree disagree
Respondent 240 128 20 12 400
Percentage 60 32 5 3 100

34
 Chart showing the preference of employee regarding training to do their
job well
70
60
60

50
PERCEN TA GE

40
32
30

20

10 5 3
0
strongly agree agree disagree strongly disagree
PREFERENCE

Figure 14- Employee preference on training

Finding:
 Almost 60% of the total employees are strongly agree that they get the
proper training when they need to do their job well
 While 32% are agreeing to this fact
 The remaining 8% are not agreeing to this fact, out of which 5% is
disagree and 3% is strongly disagree

Analysis:
 Training is the base for working in the organization
 We found that most of the employees responded that they are being
given the training by their organization whenever it is needed
 This shows that the employees can work easily and safely because
they are provided with the training

QUESTION-11
EMPLOYEE PERFORMANCE EVALUATIONS ARE FAIR AND ENOUGH:
Option Yes No Total
Respondent 350 50 400
Percentage 87.5 12.5 100

35
 chart showing the employee performance evaluations are fair enough or
not

no
13%

yes
88%

Figure 15- Employee opinion on performance evaluation

Finding:
 When it came to evaluation and performance appraisal, almost 87% of
the total employees said that their performance evaluations are being
done fair
 The remaining 13% were of the opposite opinion

Analysis:
 The question was inserted to identify the relationship between
employees’ agreement and the system of performance evaluation
being done in the organization
 We think that if employee perceive that they are evaluated on a fairly
basis implying without any bias and partiality, their satisfaction from the
job would be higher than the case opposite to this argument
 As 87% of employees believe that the system of performance appraisal
is fair, we could consider this as one of the factor contributing to
increase in the employee’s satisfaction
 The rest 13% are of the negative opinion that the performance
evaluation being done in their organization is not fair and should
improve upon

36
QUESTION-12
SUPERVISIOR GIVES THEM PRAISE AND RECOGNITION WHEN THEY DO A
GOOD JOB:
Option Yes No Total
Respondent 340 60 400
Percentage 85 15 100

no
15%

yes
85%

Figure 16- Employee opinion on supervisor praise and recognition

Finding:
 Out of the total employees, 85% of them answered that their
supervisors give them praise and recognition when they do a good job
 The remaining 15% said that there is no such kind of treatment is done

Analysis:
 The objective of this question was to find out weather employee are
agree on this statement or not because we believe that employees
satisfaction and motivation level largely depend upon this interpersonal
behavior with their supervisors and subordinates
 As many as 85% of the employee agree that their supervisors give
them praise and reward whenever they do some good job, which
implies that employees feel motivated and get satisfied in this issue
 Only a very small percentage of employees replied that their
supervisors and immediate bosses do not recognize their work,
howsoever good it is
 These mindset employees must be changed by implementing a good
interpersonal behavior and some good change training programs

37
QUESTION-13
RECEIVE USEFUL AND VALUABLE FEEDBACK FROM MANAGER:
Option Yes No Total
Respondent 316 84 400
Percentage 79 21 100

chart showing the employee receive useful feedback from manager or not
no
21%

yes
79%

Figure 17- Employee opinion on manager feedback

Finding:
 Out of the total employees, 79% said that they receive useful and
valuable feedback from the managers regularly
 While 21% of them replied that they do not get such kind of feedback
from the manager

Analysis:
 The question was purposed to identify the extension of feedback and
reply given by the managers and also weather any communication gap
exists in any organization and if it exists what percentage
 It reveals that nearly 80% of employees believe that their managers
and supervisors give the feedback and the kind of help whenever they
need it
 It is observed that there is a significant correlation between the
manger’s involvement and the level on satisfaction and motivation of
employees. However, we also agree that if managers gives any wrong
or misleading feedback, then employees get dissatisfied
 The rest 21% of them said that they do not receive any constructive
feedback which we think is against to the morale boosting and
satisfaction to the employees

38
QUESTION-14
WHETHER ADEQUATE OPPORTUNITIES FOR PROFESSIONAL GROWTH IN
ORGANISATION OR NOT:
Option Yes No Total
Respondent 302 98 400
Percentage 75.5 24.5 100
no
25%

yes
76%

Figure 18- Employee opinion on growth opportunities

Finding:
 Out of the total employees 75.5% said that there are adequate
opportunities available for their professional growth in the organization
but 24.5% denied to accept the above statement

Analysis:
 This question basically tries to find out the employees growth weather
exists in the organization or not from the view point of employees,
because if they perceive that there are ample opportunities within
organization, they would feel motivated and be overall satisfied by
working with the organization
 As nearly 75% of them replied that they have adequate opportunities in
the organization there by meaning that they are happy working with the
organization and expect organization to contribute in them
 The rest 25% denied to accept the statement as they feel that they
don’t have any opportunities that is there in the organization

39
QUESTION-15
SATISFIED WITH THE PERKS AND BENEFITS AVAILABLE:
Option Yes No Total
Respondent 294 106 400
Percentage 73.5 26.5 100
no
27%

yes
74%

Figure 19- Employee satisfaction with perks and benefits available

Finding:
 Almost 73.5% were satisfied with the perks and the benefits they get
while the remaining were not satisfied

Analysis:
 The purpose of this question was to reveal the satisfaction from perks
and other benefits available to them and the extent of agreement to the
above stated statement
 As more than 70%(73%) of the employees believe that they are not
satisfied with the kind of perks and benefits they get
 We agree on the fact that sufficient amount of benefits and a satisfied
pay make the employees feel satisfied and motivated to work
 As only 27% of employee agree on this statement meaning they are
only least satisfied with the kind of perks and other benefits they get
from the organization

40
QUESTION-16
MANAGER ENCOURAGE AND SUPPORT THEIR DEVELOPMENT:
Option Yes No Total
Respondent 320 80 400
Percentage 80 20 100
no
20%

yes
80%

Figure 20- Employee opinion on manager’s support

Finding:
 Almost 80% of the total surveyed employees said that they are being
encouraged and supported by their managers
 while 20% said that they do not get this kind of encouragement and
support from their managers

Analysis:
 This question was an attempt to identify the support and
encouragement derived from the management team and the mangers
of the organization
 As 80% of employees think that they are being encouraged by their
managers and their managers extend the support whenever they need
it
 Those who agree on this statement may be termed as satisfied
because they perceive there is some persons who care form them in
the organization
 Those who replied to “No” is only 20% which think that they do not get
this kind of encouragement and support from their managers

41
QUESTION-17
EMPLOYEE’S WORK IS CHALLENGING, STIMULATING AND REWARDING:
Option Yes No Total
Respondent 310 90 400
Percentage 77.5 22.5 100
no
23%

yes
78%

Figure 21- Employee opinion on nature of the work

Finding:
 Almost 77.5% employees accept that their work is challenging,
stimulating and rewarding while 22.5% employees don’t think so

Analysis:
 This question was purposed to identify weather employees work is
challenging, stimulating and rewarding or not, because we think that if
they believe so, they are satisfied working in the organization
 This is because if they are disagree to this statement, then it will lead to
demotivation and dissatisfaction
 As this question reveals more than 75%(78%) of them believe that their
work is challenging, stimulating and rewarding there by meaning they
are people who like to work which is of concern with this three area
 Only 23% of them replied that they don’t think their work is rewarding,
stimulating and challenging

42
QUESTION-18
THE ENVIRONMENT IN THE ORGANISATION SUPPORTS A BALANCE
BETWEEN WORK AND PERSONAL LIFE:
Option Yes No Total
Respondent 292 108 400
Percentage 73 27 100

no
27%

yes
73%

Figure 22- Employee opinion on work life balance 1

Finding:
 While asking about the question whether the environment in the
organization supports a balance between work and personal life, 73% said
yes and 27% said no

Analysis:
 This question was aimed at identifying the extent of support to personal life
the organization gives to the employees, because in the industry like
BPOs and Call centers, work timings and the way employees have to
handle their duty is we think very awkward and stressful respectively
 The feedback of the employees reveals that employees to 73% agreed
that they are able to handle their work life e with the personal life
 Those who denied to accept the statement were also not minor, was
nearly 30% in which majorly comprising of female employees working in
this industry

43
QUESTION-19
ABLE TO SATISFY BOTH JOB AND FAMILY RESPONSIBILITY:
Option Yes No Total
Respondent 278 122 400
Percentage 69.5 30.5 100

no
31%

yes
70%

Figure 23- Employee opinion on work life balance 2

Finding:
 Out of the total employees 69.5% replied that they are able to satisfy
both job and family responsibilities
 On the other hand 30.5% said that they are not able to do so

Analysis:
 This question was kept to identify weather an employee is able to fulfill
their job and family responsibility, because we think that the kind of
salary a BPO employee get in Wipro , and the kind of job they have to
handle and the timings as well as the environment in which they are
allowed to work are very crucial issues for an employee working in this
industry
 As it reveals that nearly 70% of employee agree to the statement, they
can be termed as happy and a satisfied one because they are actually
able to handle their personal life with work life
 The rest who are not able to satisfy the above issues may have certain
problems like low salary, work timings, environment within which they
work etc.

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QUESTION-20
PEOPLE ARE HELD ACCOUNTABLE FOR THE QUALITY OF WORK THEY
PRODUCE:
Option Yes No Total
Respondent 324 76 400
Percentage 81 19 100
no
19%

yes
81%

Figure 24- Employee opinion on accountability

Finding:
 81% of the total employees said that they are held accountable for the
quality of work they produce
 While the remaining 19% said that they do not get such kind of credits

Analysis:
 The purpose for asking this question is to know whether the top
management values their employees or not.
 Almost 81% of the total employees said that they are held accountable
for the quality of work they perform which means that they are being
valued by the top management, that directly boost their motivation level
resulting into better efforts in the organization and high satisfaction
level.
 The rest said that they are not held accountable for the quality of work
they perform which means that the organization’s atmosphere may be
biased. This kind of situation demotivates the employees; the
organization needs to take corrective measures for it.

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QUESTION-21
SATISFIED WITH OVERALL JOB SECURITY OR NOT:
Option Yes No Total
Respondent 288 112 400
Percentage 72 28 100

no
28%

yes
72%

Figure 25- Overall job satisfaction

Finding:
 While asking whether they are satisfied with overall job security or not,
72% said “Yes” and the rest 28% said “No”

Analysis:
 This question was identified to know whether employee feel safe about
their job security or not because we think that there is a significant
relationship between employees overall job security and their
motivation cum satisfaction level
 This question is of a great relevance because in the industry like BPO
and call centers, employees attrition rate is one of the major issues
 As more than 70%(72%) of employees believe that they are satisfied
with their overall job security and can work in the organization without
any fear of retrenchment, lay-off or attrition from the organization, in
case of extreme conditions
 28% of them replied to “No” which shows that they are not satisfied
with their overall job security because of lack of performance or
contract period etc.

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 LIMITATIONS

 The survey is subjected to the bias and prejudices of the respondents.

Hence 100% accuracy cant be assured.
 The researcher was carried out in a short span of time, where in the
researcher could not widen the study.
 The study could not be generalised due to the fact that researcher adapted
personal interview method.
 Responses to open ended questions were not been given as the employees
were reluctant in giving responses due, to which we could not decipher the
exact opinion of the employees for most of the questions.
 Incidents happening at the time of the survey have affected it.
 Employees thought that the questionnaire was too big and too
specific.

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 CHAPTER-4 RECOMMENDATIONS & CONCLUSIONS

The research was aimed at identifying the factors that influence the satisfaction level
of employees working in BPOs and Call centers. We, as a group hereby would like
to conclude our research by saying that employee satisfaction is not the result of
only one or two factor. But it is sourced from various factors like working environment
within which they work, relations with their colleagues, supervisors, bosses, and rest
of the employees, their expectation when they join the organization and the
realization of the same and many more what we have highlighted in our project).
It’s a result of these factors mentioned above that plays major role in determination
of the satisfaction level of employee. Employee is motivated and get satisfied not
because only what they perceive and what they realize after joining, but it is their
belief, values and the way of working along with their attitude towards organization
and work that we think, put major emphasis in determining the satisfaction level of
employees. Though it is agreed that a very modern, educated, youth oriented and
sophisticated industry like BPOs and Call centers, employees tend to believe what
they think is more rewarding and shining for them, is appropriate and a growth
fuelling for them. We think employees are what they think and believe in, beyond a
point.We here do believe that satisfaction level of employees is going up in this
industry, but challenges remain at the same level. Organizations and HR team will
have to work hard to convert a dissatisfied or less dissatisfied employee into a more
satisfied, motivated and a result oriented employee. Satisfaction level of employees
can be increased by taking into account various stets and programs along with
concrete policies, this major problems of this kind, we think, can be lowered down.
Also recommendation of ours can be a great help to this industry.

To boost the morale and satisfaction of employees, we recommend…

Expectations of candidates should match with actual

realization after joining the organization:
We would like to recommend that most of the employees expect that the
organization will give them good salary; there will be a good working
environment and all working facilities and training necessary for the work
to be done by them. So, the organization must provide employees with all
these facilities and training so that the employees can work smoothly and
efficiently. For this we recommend:
 Give promotion,praise,recognition and awards to those
employees who done really good work at the job
 Provide insurance to all employees for the security purpose
 Simplify the goals, mission and vision of the organization to
the employee so that employees can help the organization to
achieve their of organizational goal

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Timings of working:
In our research, we find that there is no fix timing of the shifts to a
particular employee. It means that the shift timings change every
fortnight or every week. This kind of changes in time really becomes
difficult for the employees to adjust their routine schedule every fortnight
or every week. So, recommend that there should be fix timing of shifts to
the employees for working. Also, interchange the role of the employee
like inbound call representative to outbound call representative to reduce
the stress and timings adjustments

Holidays and Leave issues:

There is a major issue with the organization that they do not provide
employees with sufficient holidays thereby meaning if an employee is
putting a leave for a valid reason, the organization will not grant for it or
it will cut that holiday from the salary.
This kind of behavior of the organization demotivates the employees and
we all know that if employees are not satisfied with the organization, they
will leave the organization and in this manner the attrition rate will be
high. We are not saying that the organization should give the leave
whenever employee wants but there must be valid reasons to give the
leave.

Facilities and services- An Issue affecting cost as well as

Satisfaction and Motivation of Employees:
As, we agree that this issue affects budget of the company also but we
find that some of the organizations provide with travelling allowances
and only few are providing travelling facilities and the rest do not provide
with such kind of facilities. We recommend that if an organization is not
providing with travelling facilities, they must give travelling allowances
and vice-versa. Also, because most of the employees come from different
areas and almost 20% to 25% of their salaries go in the travelling
expenses, travelling allowance must be provided with. Those should be
provided with meals or light snacks who work almost for 9 to 10 hours in
the organization.

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How to tackle the problems of Stressful and Negative
environment?
We find that in some organization there prevails environment like
negative and stressful which really demotivates and dissatisfies
employees. To tackle this problems, we recommend:
 To reduce the stress, the company should interchange the
shifts from day to night and night to day
 Travel timing creates lots of stress at the work so the
company should hire the employee within the nearest area
otherwise they should provide travelling service
 Define organizational structure very well so that every
employee can understand their responsibility and the
problems of negative environment can be removed by
interpersonal behavior
 Have some recreational canteen facility(Like motif
provides), Seasonal celebrations, and picnic or stress
removing activities
 Give transport facility to the employee to reduce the stress at
work

Look at these relationships-more than a hint…

There is a direct relationship between the culture and environment of the
organization and team work. There must be positive and encouraging
culture in the organization so that the employees can work in the team
work which ultimately leads in the efficient working in the organization.
We all know that employees come from different backgrounds of the
society so they must work as a team feeling to diminish industrial
disputes and the organization must support this kind of efforts. Also,
there is a relationship between employees satisfaction with the kind of
monetary and non monetary benefits they get, that should also be looked
upon.

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Regular evaluation and performance appraisal- to tackle the
problems of average satisfaction
Majority of the employees fall under the category of average satisfaction
in the rating scale. So the company should be aware about the kind of
other problems or challenges which are still remaining to the employee
and in the organization as a whole. Companies should conduct survey
system and get the proper feedback about the problems and other
opinions. Informal interaction and interviews can be a great help.
Suggestion boxes and employees feedback system should be
implemented

Some general recommendation and best practices followed by

the organizations in this industry:
 Recruiting and hiring…it all starts with this
 Provide a Career / ‘Skill’ Path
 Employee Development and Training
 Strong Supervisors / Good Coaching
 Work Environment / Company Culture
 Rewarding work / empowering employees.
 Recognition (first) and Reward (second)
 Strengthen work environment
 Treat employees as an important part of the organization
 Encourage participation in various planning and decision-making
 Empower employees and ensure job security
 Provide legitimate feedback, genuinely listen to staff concerns and
make their interests a management priority

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APPENDICES

52
QUESTIONNARE

53
Q.1 How long have you worked for in this organization
Less than one year 
Between 1-2 years 
Between 2-5 years 
More than five years 

Q.2 Monthly income

3000-6000 
6000-9000 
9000-12000 
More than 12000 

Q.3 Level of satisfaction

Low 
Average 
High 

Q.4 Whether the company is open to ideas and

suggestions given by employees
Strongly agree 
Agree 
Disagree 
Strongly disagree 

Q.5 Whether the culture of the company is such that it creates

work environment
Positive 
Negative 
Stressful 
Very bad 

Q.6 Whether satisfied with the kind of salary hikes the

employees get
Highly satisfied 
Satisfied 
Dissatisfied 
Highly dissatisfied 

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Q.7 Whether there is a strong feeling of teamwork and
cooperation in the organization
Highly satisfied 
Satisfied 
Dissatisfied 
Highly dissatisfied 

Q.8 Satisfied with working in the organization

Yes 
No 

Q.9 Whether monetary and non monetary benefits motivate

and affect employee satisfaction level or not
Yes 
No 

Q.10 Whether adequate opportunities for professional growth

in the organization or not
Yes 
No 

Q.11 Satisfied with the perks and benefits available

Yes 
No 

Q.12 Managers encourage and support their development

Yes 
No 

Q.13 Employees work is challenging, stimulating and rewarding

Yes 
No 

Q.14 Environment in the organization supports a balance

between work and personal life
Yes 
No 

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Q.15 Able to satisfy both job and family responsibilities
Yes 
No

Q.16 People are held accountable for the quality of work
Yes 
No 

Q.17 Employee performance evaluations are fair and enough

Yes 
No 

Q.18 Receive useful and valuable feedback from their

managers
Yes 
No 

Q.19 Supervisor gives them praise and recognition when they

do a good job
Yes 
No 

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 BIBLOGRAPHY

 www.wikipedia.org
 www.wipro.org
 www.custominsight.com
 www.forbes.com

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