CONTENTS LIST OF TABLE LIST OF FIGURE

CHAPTER TITLE PAGE

NO.

I INTRODUCTION 1-55

II REVIEW OF LITERATURE 56-72

III RESEARCH METHODOLOGY 73-78

 REFERENCE

CHAPTER TITLE PAGE NO

1
I INTRODUCTION
1
1.1 Background of the study
31
1.2 Industry profile
38
1.3 Company profile
53
1.4 Need of the study
54
1.5 Scope of the study
54
1.6 Objective of the study
54
1.7 Summary of the study
55
1.8 Chaptalization

56
II REVIEW OF LITERATURE
56
2.1 Introduction
2.2 Indian studies 56

2.3 International studies 64

2.4 Summary of the chapter 72

III RESEARCH METHODOLOGY 73

3.1 Introduction 73

Variables 74
3.2
3.3 Statement of the problem 74

3.4 Objectives of the study 75

3.5 Hypothesis 75
3.6 Operational definition 75

3.7 Research design 76

3.8 Sampling design 76

3.9 Tool used for the data 77

3.10 Statistical tools used 77

3.11 Data interpretation 78

3.12 Limitation of the study 78

3.13 Summary of the study 78

 CHAPTER – 1
INTRODUCTION
 CHAPTER - 1

INTROUCTION

1.1 Background of the study

When the job aspirants including the interns and trainees. Job satisfaction is the one of
the important factors which has drawn attention of the manager in the organization. Though
there is no conclusive evidence that job satisfaction affects productivity directly since
productivity depends on so many variables, it is still a prime concern for managers. Job
satisfaction is the mental feeling of favorableness which an individual has about his job.
Retaining and findings the best talent is becoming harder and harder. Positively influencing
staff is one way to develop an environment and culture where people want to do their best
and want to stay. Success comes through people. When companies are effective in satisfying
their employees, employees stay longer, make a deeper commitment to the business, suggest
ways to improve the company’s products and services, and work harder to satisfy the
customer. In almost every survey –factors that motivate employees in the workplace, job
satisfaction is at or near the top of the list, far surpassing pay and benefits.

1.2 Definition of Job Satisfaction

Spector (1997),"Job satisfaction is a pleasurable or positive emotional state resulting

from the appraisal of one's job or job experiences.

Vroom (1964), "Job satisfaction is the extent to which people like (satisfaction) or
dislike (dissatisfaction) their jobs".

Landy & Conte (2010),"Job satisfaction is the collection of feelings and beliefs that
people have about their current job".

Spielgler (1938), defines job satisfaction as the integrated set of psychological,

physiological and environmental conditions that encourage employees to admit that they are
satisfied or happy with their jobs. Further, the role of employees at workplace is emphasized
as there is an influence of various elements on an employee within the organization.
Conceptual Framework

Core Components of Job Satisfaction

Job satisfaction is influenced by multiple factors, typically grouped into the following:

A. Individual Factors
Personality & Attitudes – Traits such as optimism, resilience, and motivation affect how
satisfied employees feel.
Expectations & Perceptions – Employees compare their job to their expectations; unmet
expectations lower satisfaction.

B. Job-Related Factors
Work Environment – Physical conditions, safety, resources, and organizational culture.
Job Role & Responsibilities – Clarity of role, workload, and level of autonomy.
Compensation & Benefits – Salary, bonuses, healthcare, retirement plans, and job security.
Career Growth & Development – Training, promotions, and skill enhancement opportunities.
Work-Life Balance – Flexibility, leave policies, and workload management.

C. Organizational Factors
Leadership & Management Style – Supportive leadership, effective communication, and
decision-making processes.
Organizational Culture – Workplace values, ethics, and inclusion.

Recognition & Rewards – Acknowledgment of effort, performance incentives.

Employee Engagement & Participation – Involvement in decision-making, teamwork, and
collaboration.

Job satisfaction refers to the level of contentment employees feel about their work. It
is an emotional and psychological response to various aspects of their job, such as
work environment, compensation, relationships, and career growth. A satisfied
employee is generally more motivated, engaged, and productive, whereas
dissatisfaction can lead to burnout, absenteeism, and turnover.
 Figure 1.1.1

Job Satisfaction

(Source: https://www.google.com/ )
 FIGURE 1.1.2

FLOW CHART JOB SATISFACTION AMONG EMPLOYEE’SPERFORMANCE

A. Job Autonomy:

Job autonomy is a term that describes the extent to which employees are allowed to
do their jobs as they see fit. It‘s a concept that‘s important in many different fields, but
especially those where employees have a lot of responsibility for making decisions about how
their time is spent and about what tasks get done.

1. Free to share thoughts:

It means that people feel free to “brainstorm out loud,” voice half-finished thoughts,
openly challenge the status quo, share feedback, and work through disagreements together —
knowing that leaders value honesty, candor, and truth-telling, and that team members will
have one another‘s backs.

2. Feedback:

When it comes to providing a rewarding and fulfilling workplace for your employees,
the value of feedback is irreplaceable. Informative and thorough feedback helps your
employees to measure their success and improve on their development areas. It can also be an
ideal time to extend rewards and recognition, thereby improving employee engagement.
 3. Decision Making:

Employees are involved in decision making serves to create a sense of belonging

among the workers as well as a congenial environment in which both the management and
the workers voluntarily contribute to healthy industrial relations.

4. Liberation:

Employees feel more liberated since they don't have to sneak around to take breaks.
People can clock out whenever they need a break to clear their minds after a long day. That
stress relief helps with production too.

B. Working Environment:
A work environment is the setting, social aspects and physical conditions in which an
individual performs their job. It can have a significant effect on morale, workplace
relationships, performance, job satisfaction, employee health, culture and climate.
1. Connecting with team:
They encounter positive experiences at their workplace and perceive it as a
stimulating and fun environment. According to Ari Kopoulos there are four main aspects to
creating connected employee experience.
2. Flexible time and schedule:
With flexible work schedules, employees have the option to complete tasks when
they feel most productive, which can be outside standard working hours (9 am to 5 pm).
3. Necessary Equipment:
Ensuring your employees have the right tool to do their job well can benefit their
productivity, but perhaps even more importantly, it may affect their job satisfaction.
4. Opportunities:
This is an important part of employee engagement. Career development
programs must help employees build a sustainable, future-proof and adaptable approach.
5. Culture and Background
Culture:
Culture is a system of shared assumptions, values, and beliefs, which govern how people
behave in organizations. Organizational culture includes an organization‘s expectations,
experiences, philosophy, and values that hold it together and is expressed in
 its self-image, inner workings, interactions with the outside world, and future expectations.
Background:
An employee background check is a review of a person‘s commercial, criminal,
employment, and/or financial records. Many employers conduct background checks on job
candidates. Some employers conduct checks after they have hired an employee.
6. Transparent:

Transparency in management is a fundamental component of any successful team.

Information is key for ensuring employees have everything they need to complete the tasks
at hand. Furthermore, clear communication allows for efficiency and lowers the probability
that projects are not completed in a timely manner.
C. Organizational Development:

Organizational development can be defined as an objective-based methodology

used to initiate a change of systems in an entity. Organizational development is achieved
through a shift in communication processes or their supporting structure. Studying the
behavior of employees enables professionals to examine and observe the work environment
and anticipate change, which is then affected to accomplish sound organizational
development.
1. Provides opportunity:

An individual development plan is a document that encourages growth and

development by identifying career goals and actions an employee can take to meet those
goals. Development plans are usually given to everyone within an organization, including
satisfactory and high-performing employees.
2. Team Work:

Teamwork and collaboration can foster a healthy work culture and environment
where teams of individuals can achieve goals through powerful skills and effective
work. Collaborative teamwork can promote innovation, increase job satisfaction, find
solutions to resolve problems and develop excellent soft skills.
3. Performance is positively impacted:

Organizational development has a positive impact on the bottom line. By increasing

productivity and enhancing innovations, profits and efficiency grow significantly. With
proper OD interventions, you can greatly minimize employee absenteeism and turnover,
reducing the costs of operation.
4. Inter-team co-ordination:

It is the orderly synchronization or fitting together of the inter-dependent efforts of

individuals, in order to attain a common goal. For example, in movie making, in order to get
classic movie, all the efforts of team must be well coordinated, right from the spot boy to the
director of movie.
D. Trust
1. Impact of trust in Morale and Productivity:

A lack of trust in the workplace is the virus that can create a diseased workplace
culture. It often begins with leadership and spreads throughout the team, leading to a cycle of
unhealthy responses that affect engagement and productivity.
2. Trust in employer:

Trust has a tangible effect on how people engage with your company and, ultimately,
their performance. Employee trust allows for better communication and better cohesion. In a
trusting work environment, employees not only feel more engaged but also collaborate more
efficiently and with less interpersonal friction.
3. Building and maintaining trust:

There are many things that managers can do to establish trust with their employees,
which include being open and honest about changes that will impact them; effectively
communicating by talking to them, not at them; having an open-door policy, and then
following up; and being willing to pitch in to help.
4. Influence to stay in company:
 Respect, recognition, value, handsome salary, and timely increment are the factors
why employees prefer to stay in their company for a long time. The degree of comfort an
employee experiences in a work setting matters a lot concerning their stay.
E. Openness
1. Comfortable and trustful:

Giving feedback in the workplace entails communicating how you evaluated a

situation or specific job task with an employee or colleague. Feedback can be an
essential tool for achieving professional growth and improving work performance, and
employees may benefit from positive critiques. Whether you're leading a group or managing
a project, you can share thorough evaluations that can motivate members of your team.

2. Calculated risk and creativity:

A risk which has been undertaken after careful consideration has been given to the
likely outcome.
Creativity relates to how people approach problem and depend on personality and
thinking/working place. Creative thinking skills determine how flexible and imaginatively
people approach problems.
3. Strategies are implemented:

Boosting with work-life balance and providing free environmental work place,
flexible time, trust, encouragement and reward system etc., Which makes employee ‘s more
comfortable voicing their opinions and concerns to the management.
F. Innovation
1. Encourages innovation:

Increased competitiveness – offering higher quality products more efficiently and at a

lower cost. Improved staff retention – staff like to work in jobs that promote teamwork and
problem solving. Proactive approach to business – your business is able to keep up with
changes in your industry.
2. Innovative ideas:

Ideas need to have a consistent, clear method to be shared and presented. Individuals
have to be motivated and able to collaborate on innovative ideas. Finally, good solutions
need to be allocated resources to be executed. Overall, creating infrastructure across the
innovation pipeline builds industry leaders.
3. Resources and Supports:

Idea Generation tools: Tools like mind maps, free writing, or ideation exercises speed
up the ideation process, allowing you to generate more ideas. These tools are powerful
because they can be used individually or in groups in a way that is free of distractions and
deadlines.

4. Business strategies and goals:

Ultimately, innovation initiatives without clear strategic goals are unlikely to align
with overarching business objectives and are a waste of resources. The last reason that
misalignment might occur is simply based on context.

G. Level of efforts
1. Productivity and performance are equivalent:

Productivity increases the overall efficiency of an organization. When the

efficiency of the organization increases, the production capacity of the company is utilized to
the optimum level. Thus, all resources are used in an effective and efficient manner to
get the best possible results.
2. Recognized and rewarded:

Rewards and Recognition is a system where people are acknowledged for their
performance in intrinsic or extrinsic ways. Recognition & Reward is present in a work
environment where there is appropriate acknowledgement and appreciation of employees'
efforts in a fair and timely manner.
3. Recognition for efforts creates motivation:

Recognition helps employees see that their company values them and their
contributions to the success of their team and the company overall. This is particularly key
when organizations grow or change. It helps employees build a sense of security in
their value to the company, motivating them to continue great work.
4. Level of efforts is proportional to the quality of work:
Quality of work life‖ is a generic phrase that covers a person's feelings about every
dimension of work including economic rewards and benefits, security, working conditions,
organizational and interpersonal relationships, and its intrinsic meaning in a person's life.

H. Quality of work
1. Performance is determined by the quality of work:

Performance standards are guidelines the employers give to their employees to

outline what the company expects of them as a part of its team. They explain job duties and
qualities and to what quality the employee should complete them.
I. Quantity of work
1. Amount of work influences the performance:

external factors. A person needs to receive a certain level of support from management and
company leaders to do his best work. He also must enjoy his job and come to work
every day focused on his assignments and ready to do his best work.

1.1.4. Importance of job satisfaction

 Lower Turnover.
 Higher Productivity.
 Increased Customer Satisfaction.
 Employee Absenteeism.
 Helps to Earn Higher Revenues.
 Satisfied Employees Tend to Handle Pressure.

Lower Turnover

 Turnover can be one of the highest costs attributed to the KR department.

Retaining workers help to create a better environment, and makes it easier to recruit quality
talent and save money.
  A person is more likely to be actively searching for another job if they have
low satisfaction; whereas, a person who is satisfied with their job is less likely to be job
seeking.

 Medina (2012) found that job satisfaction was strongly inversely correlated
with turnover intention and this relationship was mediated by satisfaction in workplace
culture.

 The study provides evidence that should be further explored to aid in the
understanding of employee turnover and job satisfaction; particularly how job satisfaction
and employee turnover relate to workplace culture.

Increased Customer Satisfaction

 Keeping employees safe and satisfied can lead to higher sales, lower costs
and a stronger bottom line.

 Profit can be earned by selling, the products or giving services to the customers.

 If the employees are satisfied with their job, then they can give better
customer service and we know that customer retention and loyalty are dependent based on
the given service of the employees.

 If customers ‘loyalty is increased, automatically it will lead to an increase in profit.

 Loyalty: When employees feel the company has their best interests at heart,
they often support its mission and work hard to achieve its objectives

 In this situation, job satisfaction and the level of loyalty of that employee will
be increased. And, they may be more likely to tell their friends, which helps to spread
goodwill.
Employee Absenteeism

 It is likely that a satisfied worker may miss work due to illness or personal
matters, while an unsatisfied worker is more likely to take ―mental health‖ days, i.e. days off
not due to illness or personal reasons.
 When people are satisfied with their job they may be more likely to attend
work even if they have a cold; however, if they are not satisfied with their job, they will be
more likely to call in sick even when they are well enough, to work.

Helps to Earn Higher Revenues

 No amount of training or motivation-would help, unless and until individuals

develop a feeling of attachment and loyalty towards their organization. Employees waste
half of their time fighting with their counterparts or sorting out issues with them.

 Satisfied employees are the happy employees who willingly help their fellow
workers and cooperate with the organization even during emergencies. For them, their
organization comes first, everything else later.

 They do not come to the office just for money but because they feel for the
organization and believe in its goals and objectives.

 Instead of wasting their time in gossiping and waiting around they believe in
doing productive work eventually benefitting the organization.

 They take pride in representing their respective organizations and work hard
to ensure higher revenues for the organization.

Satisfied Employees Tend to Handle Pressure

 Employees who are happy with their jobs are willing to participate in training
programs and are eager to learn new technologies, software which would eventually help
them in their professional careers.

 Satisfied employees accept challenges with a big smile and deliver even in
the worst of circumstances. Employee satisfaction is of utmost importance for employees to
remain happy and also deliver their level best.
 Satisfied employees are the ones who are extremely loyal towards their
organization and stick to it even in the worst scenario.
  They do not work out of any compulsion but because they dream of
taking their organization to a new level.

 Employees need to be passionate about their work and passion comes

only when employees are satisfied with their job and organization on the whole.

1.1.5. Factors Affecting Job Satisfaction

The factors affecting job satisfaction are

1. Work-life balance
The pandemic has shown us how unpredictable things are. Gone are the days when it ‘s
possible to ensure a strict eight-hour shift or sufficient vacation days every year.
These blurred boundaries and unrealistic expectations are not sustainable work
practices. Resulting in employees feeling overwhelmed and overworked, building
dissatisfaction, and resentment leading to employees leaving.
Workplaces with work practices that are rigid find it challenging to attract top talent who
opt for employers who consider remote or hybrid working models. It ‘s important to embrace
flexible work, part-time work, and leave policies that employees are looking for.

2. Health and safety

In the modern workplace, safety involves several elements. Employers must ensure
from a safety standpoint that the workplace has no hazards, provide ample health benefits to
ensure they ‘re in the pink of their health to contribute to the business effectively as well as
ensure they continue to remain healthy.
Here are some ways to assure your employees of good health and safety:

 Pick a health benefits provider who focuses on better health outcomes

 Focus on preventive care rather than curative care to make sure employees
are always healthy
 Showing your employees, you ‘re giving them the care they deserve immensely
impacts job satisfaction.
3. Company values
It is unlikely that a vegetarian would seek employment in a meat shop, as their
personal values would not align with the company. This is just for example's sake. In reality,
issues aren ‘t always so apparent and clear-cut.

However, when a person's values align with their employer and the overall workplace
culture they are more likely to be satisfied in their job.

4. Recognition
While it feels like a given, despite consistent hard work, employees feel
underappreciated. It ‘s demoralizing to turn up to work day after day, facing the same old and
no one acknowledges you leave alone tells you what a great job you ‘re doing. Down the
road, this leads to losing motivation and eventually quitting.
A simple ‗well done! ‘from co-workers or bosses can turn your mundane day into one
filled with respect and value. When appreciation leads to encouragement, the ultimate result is
reflected in the efficiency of work automatically. Therefore, the level of job satisfaction is
always higher with increased appreciation.

5. Relationship with managers

Effective managers have certain traits, which help their employees and teams do
better. Rather than telling their staff what to do, they lead by example. They recognize
strengths and weaknesses, treat everyone as individuals, and utilize people to their best
potential. All this contributes to consistently high workforce morale and motivation.
Besides this, they give out praise and recognition often for accomplishments and
efforts, this keeps team spirit high. On the other hand, grievances are low, because
employees know the door is always open to discuss any concerns that affect their ability to do
their jobs effectively and impending satisfaction in the office.

6. Pay scale
Wages and salaries are recognized as significant factors affecting job satisfaction of
employees. Besides helping attain basic needs, money plays an instrumental role in upper-
level
 need satisfaction. Pay scale reflects how management views an employee ‘s contribution to
the organization and recognizes and rewards the value that an employee brings to the table.
When employees are not compensated fairly or in line with industry standards, you
will find them feeling disgruntled, leading to poor performance and satisfaction, and
eventually quitting.

7. Working conditions
Considering employees spend a large portion of their time at work, it ‘s important to
ensure they have a conductive work environment that aids their overall development.
By providing comfortable workstations, adequate ventilation and lighting, and a
spacious work area, you ‘re aiding employees to easily carry out their jobs. This improves
their health and safety which caters to both personal interest and comfort and facilitates
doing a good job, contributing to overall satisfaction.

8. Unique work styles

A cookie-cutter approach will not cut it with today ‘s job roles. Every employee comes with a unique
and fresh perspective, which they want to be appreciated for. As an employer, you cannot restrict employees
or change the way they work to meet the demands of the organization.
Instead, businesses must realign their culture, values, and styles to respect employees' needs and
work styles. This way satisfaction is much higher.
Giving employees the creative freedom to run projects results in fulfilment, which means a lot to
them. Rather than monotony leading to alienation and hence a dip in satisfaction.
One of the gifts that workplaces appreciate the most is time. And flexibility is an excellent way to
show your teams what you expect from them.

9. Learning and career development

None wants to be stuck in a dead-end job, doing the same thing, the same way until it ‘s time to
retire. Employees see more job satisfaction in jobs where there are clear pathways to move higher up, gain
more responsibility, and a higher income.
 Offering employees, the opportunity to acquire more advanced skills will come to your benefit.
You ‘ll have a more aspirational and motivated workforce.
Some ways to do this include offering to pay a part of the tuition for an employee's course,
providing in-house training sessions, skills development courses, etc.

10.Challenges and responsibilities

Jobs where responsibility is involved always carry a higher level of satisfaction. It suggests that
employers think employees are trustworthy and capable candidates. Conversely, without any
responsibility, people doubt themselves and feel detached, causing dissatisfaction.
Similarly, it ‘s important to challenge employees; it ‘s associated with ability and capability. An
employee feels that leaders trust them and their capacity to meet expectations. Hence, a challenging
environment immediately raises the level of satisfaction.

1.1.6. Determinants of Job Satisfaction

Job Satisfaction is a multi-variable and indescribable concept. There is a number of factors that
influence job satisfaction of employees. These factors can be classified into two categories. They are-

 Organizational and
 Personal variables.

The organizational determinants of job satisfaction play a very important role. The employees
spend a major part of their time in the organization so there is a number of organizational factors that
determine job satisfaction of the employees. The job satisfaction in the organizations can be increased
by organizing and managing the organizational factors. The organization determinants of job
satisfaction are as follows:

Wages: Wage can be described as the amount of reward that a worker expects from the job.
Wages are an instrument of fulfilling the needs as every worker expects to get an appropriate reward.
The wages are supposed to be fair, reasonable and equitable. A feeling of job satisfaction is felt by
attaining fair and equitable rewards.
 Nature of Work: The nature of work has a significant impact on the job satisfaction. Job
satisfaction is highly influenced by the nature of work. Employees are satisfied with the job that
involves intelligence, skills, abilities, challenges, and scope for greater freedom. Job dissatisfaction
arises with a feeling of boredom, poor variety of tasks, frustration, and failures.

Working Conditions: Employees are highly motivated with good working conditions as they
provide a feeling of safety, comfort, and motivation. On contrary, poor working conditions brings out a
fear of bad health in employees.

Job Content: Factors like recognition, responsibility, advancement, achievement etc. can be
referred to as job content. A job that involves the variety of tasks and less monotonous results delivers
greater job satisfaction. A job that involves poor content produces job dissatisfaction.

Organizational Level: The jobs that are at higher levels are viewed as prestigious, esteemed
and opportunity for self-control. The employees that are working at higher level jobs express greater
job satisfaction than the ones working at lower level jobs.

Opportunities for Promotion: Promotion can be reciprocated as a significant achievement in

the life. It promises and delivers more pay, responsibility, authority, independence, and status. So, the
opportunities for promotion determine the degree of satisfaction to the employees.

Work Group: There is a natural desire of human beings to interact with others and so the
existence of groups in organizations is a common observable fact. This characteristic results in the
formation of work groups at the workplace. Isolated workers dislike they ‘re the work groups make use
of a remarkable influence on the satisfaction of employees. The satisfaction of an individual is
dependent on largely on the relationship with the group members, group dynamics, group cohesiveness
and his own need for affiliation.

Leadership Styles: The satisfaction level on the job can be determined by the leadership styles.
Job satisfaction is greatly enhanced by the democratic style of leadership. It is because democratic
leaders promote friendship, respect and warmth relationships among the employees.
 The personal determinants also help a lot in maintaining the motivation and personal factors
of the employees to work effectively and efficiently. Job satisfaction can be related to psychological
factors and so numbers of personal factors determine the job satisfaction of the employees. They are as
follows:

Personality: The personality of an individual can be determined by observing his individual

psychological conditions. The factors that determine the satisfaction of individuals and his
psychological conditions is perception, attitudes, and learning.

Age: Age can be described as a noteworthy determinant of job satisfaction. It is because

younger age employees possessing higher energy levels are likely to be having more job satisfaction. In
older age, the aspiration levels in employees increase. They feel completely dissatisfied in a state where
they are unable to find their aspiration fulfilled.

Education: Education plays a significant determinant of job satisfaction as it provides an

opportunity for developing one ‘s personality. Education develops and improvises individual wisdom
and evaluation process. The highly educated employees can understand the situation and assess it
positively as they possess persistence, rationality and thinking power.

Gender Differences: The gender and race of the employees play important determinants of Job
satisfaction. Women, the fairer sex, are more likely to be satisfied than their male counterpart even if
they are employed in small jobs.

The job satisfaction can also be determined by other factors like learning, skill autonomy, job
characteristics, the unbiased attitude of management, social status etc. It is important for managers to
consider all these factors in assessing the satisfaction of the employees and increasing their level of job
satisfaction.

1.1.7. Reason for high job satisfaction

 Independence: This is often crucial to those who prefer to work alone and make decisions on
their own.
 Teamwork: While some people prefer the choice to work on their own, others thrive on the ability to
work within a team.
 Comfortable environment: Many people experience higher job satisfaction rates if they are
comfortable with their environment.

1.1.8. Creating job satisfaction

 Flexible work arrangements, possibly including telecommuting.

 Training and other professional growth opportunities.
 Opportunities to use one ‘s talents and to be creative.
 An environment in which workers are supported by an accessible supervisor
who provides timely feedback as well as congenial team members.
 Flexible benefits, such as child-care and exercise facilities. Up to date
technology. Competitive salary and opportunities for promotion,
 FIGURE 1.1.3

Employee Performance

1. High-lights training needs

Introducing more frequent reviews whether formal or informal, can help to better understand
the skill set of employees. Providing an open forum for employees to share and discuss their roles
regularly can help to identify training needs before they have an impact on productivity.
Whether your employees need to brush up on a certain skill or simply get up to speed with new
trends for their role; Performance Management and regular reviews can help to identify any
shortcomings or future training requirements.
2. Boosts morale
Everyone likes being told they ‘re doing a good job. Performance reviews provide the perfect
setting to formalize and document praise. But reviews shouldn ‘t just be about setting objectives for the
coming quarter. It should also provide an environment for a line manager to recognize individuals on
their team.
Happy employees are productive employees. A staggering 69% of employees say they would
work harder if they felt their efforts were being recognized. No longer is a pay check enough
recognition but regular feedback and reviews are key to maintaining employee morale.

3. Helps with identifying the right employees for promotion

Regular reviews are a great way to better understand the performance of your employees and
their suitability for promotion.
All employees will be going through the same performance review process. As such managers
can better evaluate them for promotion, salary increases or transfer in the same, consistent manner. Not
only will this help to ensure the right employee is chosen for promotion; but will allow for more
transparency and fairness in your selection process.

4. Helps define career paths

Clearly defined, identifiable career paths provide employees with a goal within the
organization, boosting motivation and significantly reducing staff turnover.

5. Supports workforce planning

Frequent reviews with employees as part of a wider Performance Management strategy can also
help with workforce planning. Discussing current and future workloads with employees can help to
identify any requirements for future staff.
What ‘s more, if your employees are struggling with their current workloads; provisions can be
made to share the load amongst other team members and priorities the most important tasks.
6. Increases employee retention
Research by HR Daily Advisor earlier this year found that companies who implement regular
employee feedback have turnover rates that are 14.9% lower than for employees who receive no
feedback. High staff turnovercould have a major impact on your company. Not to mention the impact
on staff morale and simply getting things done.
The nature of Performance Management ensures that the expectations of your employees and
their objectives are clear and regularly reviewed. What ‘s more, the introduction of regular feedback
sessions and reviews allows an employee to raise and resolve any issues.
When employees have the chance to regularly interact with their managers, communication
becomes more fluid and easy. Furthermore, managers are kept in the loop regarding their team ‘s
progress and any potential issues.
A good performance review strategy will allow for regular feedback – both formal and
informal. It will priorities employee recognition and encourages learning and development.
In addition, when managers offer additional fringe benefits as part of performance reviews, it
can help align employee goals with company goals and create a more engaged workforce, which leads
to better performance and retention.

7. Delivers greater employee autonomy

Once your employees are aware of the wider business ‘objectives and their contribution to
those; they are relatively free to make their own choices about how they go about their responsibilities.
As a result, employees are happier, more committed, more productive and more loyal than those whose
every action is dictated.
Line managers will have the reassurance of regular feedback sessions and discussions to review
an employee ‘s progress against their agreed objectives. This fosters a culture of trust and initiative
amongst your employees. A culture where ideas and creativity flows freely. Such a culture will only
stand to benefit your business in the long term.

8. Improves accountability
Accountability plays an important role in the success of an organization, but ensuring effective
accountability isn ‘t easy. Often, accountability is equated to a culture of blame. This is not only wrong
but highly detrimental to company culture and employee morale. Effective
 accountability defines a company ‘s mission, values, and goals, and ensures each individual
understands their role within that.
Natural HR makes introducing a Performance Management process to your business a breeze.
You can build custom Performance Management forms, set up a schedule and send out timely
reminders to both employees and managers to keep things on track. Get a free demo today to find out
how we can support your Performance Management strategy in 2022.

1.1.11. Features of employee’s performance Realistic goal setting and management

Goal setting is the factor on which the entire system of appraisal relies. Goals should challenge
the limits of the employees and encourage them to do better than what they are currently able to
achieve. At the same time, goals should also be realistic in the sense that employees should not feel
overburdened or out of their league in fulfilling these goals.
Goals should provide direction and help the employee prioritize their work within the given
time frame. Goals are usually set by the employees themselves and finalized by the managers. It is
important to note that the goals given to the employees should also be in line with the organizational
goals.

Performance reviews

Performance reviews are the soul of PMS. Feedback is taken from employees and can be in the
form of questionnaires or in-person interviews. Following that, goals are created based on their current
status and competencies. During the feedback cycle employees ‘feedback, managers ‘feedback, and
self-ratings are used. By using an HRMS system, this process can be automated to a large degree. The
automation sends reminders and feed backs and helps the managers to keep track of the current status
of the employees. It also helps in shortening the appraisal process time.

360-degree reviews

A good performance review system not only incorporates the feedback of the managers but also
takes into account the feedback from the employees and everyone who works with that employee. This
could include their supervisors, their colleagues, and even their subordinates. This brings us to the
concept of a 360-degree evaluation technique. It works by creating an anonymous survey and giving
them to the target employee ‘s superiors,
subordinates, and colleagues. This allows us to gain an overall perspective of the employee ‘s
performance, which in turn allows us to set more realistic goals and provide better feedback to the
employee. This concept has been picking up steam for a few years and is a staple in most MNC ‘s.

Due Process

Everyone should have a chance to defend themselves. This applies even more to bad
performance reviews. In case an employee is struggling or has got a negative review, sit down with
them, and try to understand why this has occurred. As with all forms of evaluation, feedback can be
prone to bias by both the managers and the data available and this bias can sometimes be difficult to
account for if you don ‘t know that it is occurring.

No bias in rewards for evaluators

Do not reward the evaluators for any positive or negative reviews, as this will influence their
future evaluations and also make your employees distrust you.

Continuous Feedback Mechanism

A continuous feedback mechanism can enhance your feedback system. A continuous feedback
mechanism is defined as a system where the employee can receive systematic feedback by openly
discussing their problems with their managers.
Feedback is a cyclical process and should be treated as such. Managers should make sure that
previous feedback is implemented before giving new feedback.
Performance analytics

Your feedback system should have a data repository of all previous feedback given. This data
can help in multiple ways. It can help in judging the trends in employee performance and how they
perform in certain situations. This data can then be used to improve and enhance training for newer
employees.

Conclusion

Performance management is a very important process that can make or break an organization. It
provides improvement and clarity to the lower-level employees as well as the
 middle and upper management. Only by understanding and guiding their employees to be the best that
they can, will an organization truly improve
1.1.13 Employee’s performance measurements

―Employee performance measurement‖ is a formal assessment of an individual's work in a

given time period. HR managers and senior management evaluate the individuals' on-job performance,
identify their strengths and weaknesses, give feedback and set future goals.

FIGURE 1.1.4

Employee Performance measurement

1.1.14 Importance of performance measurement

Employee performance measurement is essential not just for organizations but employees.

The latter needs to have an honest assessment of their performance to understand what they are
doing and what not.

 It helps managers to understand to what extent the actual performance is

getting deviated from the expected benchmark.
 Constant monitoring of employee ‘s performance enables leaders to identify
potential future problems and take corrective measures in time.
 Understand why some of your employees are struggling to perform, and
formulate new training and motivation programs to help them to do better.
 Track the progress of employees and hold them accountable for their performance.
 Identify top-performing employees to recognize and reward their efforts accordingly.
 Provides clarity to employees about the expectations of the senior management and
why it ‘s crucial to perform well for their and organizational growth.

Challenges with Performance Measurement

 Performance measurement is far from a straightforward task for business leaders
and HR professionals.

 Various issues arise between management and employees that affect how quickly
the organization reaches its goals. Given below are some performance measurement challenges and
potential solutions so HR professionals can overcome them.

Unclear vision and objectives

Lack of clear goals, vision, and objectives is the first stumbling block in HR managers ‘way
during performance measurement. This scenario leads to a situation where employees are not sure what
is expected of them, and the organization cannot set parameters to evaluate their performance.

Potential Solution – I firmly believe that in such a situation, the onus is on the leadership to
start with a clear vision, goals, and objectives. Communicate your company ‘s long-term and short-
term objectives to employees and how each employee ‘s role is crucial in the process. Employees
perform better when they know what is expected of them and how to achieve them.
Implementing outdated performance measurement methods
In times of advancing technology, many companies still utilize traditional annual performance
review methods. The problem with these seemingly outdated methods is that they are entirely data-
driven and do not focus on other aspects of employee performance. In other words, employee
performance is solely based on numbers.

Potential Solution – Using performance measurement tools gives more precise and detailed
information on employees ‘performance as HR teams have complete individual and task progress at
their disposal. Also, such tools enable people to perform their work more efficiently and deliver more
in less time.
Lack of the right talent, skills, and resources
Most organizations face a shortage of the right talent, skills, and resources. HR teams at lesser-
known brand names face this challenge mainly due to financial constraints.
 Potential Solution – Start-ups and fast-growing companies can focus on upskilling existing
employees with the help of intensive learning and development opportunities. Also, a strategic
approach to hiringand resource utilization should be taken as per foremost organizational priorities.

Inadequate rewards and recognition programs

Employees ‘performance gets affected when there ‘s a lack of inadequate rewards and
recognition for their hard work and honest efforts that deliver substantial value. It ‘s common for
companies to miss out on this crucial aspect amid the hustle of managing several other things. It leads
to demoralized and demotivated employees, resulting in low productivity levels.

Potential Solution – Make it your organizational priority to identify, acknowledge, and

recognize employee for everything they do to carry your business forward. Good incentives for higher
outcomes can lead to increased productivity. Even if your company is in the growth stage and has
financial limitations, simple ‗Thank you notes and public acknowledgment can do wonders for your
employees ‘confidence.

Inability to provide coaching and mentoring

Coaching and mentoring are essential components of employee performance measurement. The
lack of these programs can make employees feel left behind from peers regarding skills up-gradation,
engagement, and productivity.
Potential Solution-While not all companies are in a position to offer to coach and mentoring support to
employees, utilizing external partnerships and technology to enable personalized can be an
effective option.
1.1.15 Ways to measure the employee’s performance

Measuring employee performance can be challenging, but there are a number of ways this can
be done to make performance management straight forward and objective for employees and managers.
We have detailed some examples below.
1. 360- degree feedback

Performance management is often based upon the views of the individual and their manager,
but this can be widened to incorporate the views of others who experience them
 performance, for instance this could include colleagues, customers and subordinates. This approach
is known as 360 degree feedback.

360-degree feedback can be useful in that it gives an overall view of the individual ‘s
performance. A typical 360-degree process would involve guidelines about the scheme, software to
administer the assessments and forms asking individuals for assessments of different elements of
performance using a fixed scale.

This type of assessment can be time consuming and typically involves up to 10 people, but
they can be extremely worthwhile. The feedback can be used to give individuals an insight into their
own performance and the effect of this on their colleagues and individuals they work with.

The downside to these processes is that the individual can feel exposed to criticism, particularly
if pay is linked to performance. If they feel that they have been unfairly treated then this could damage
relationships within the business however when managed correctly this shouldn ‘t be the case and often
results in a comprehensive, fair and objective overview of an individual ‘s performance.

2. Measure employee performance with behavioral competencies

A competency is a skill or a behavior that an individual need to be able to demonstrate in order

to perform their role effectively. Competencies are widely used for a number of reasons including,
recruitment and selection, training and development, pay reviews and performance management.

Competencies are structured around the role requirements and the types of behavior and
attitudes that individuals are expected to show as part of their role within the organization. These
competencies usually make up what is often referred to as a competency framework. Once a
competency framework has been drafted and adopted, individuals can then be assessed during
performance management to determine to what degree they meet the competencies and which areas
they need to develop in future.
3. Goals and targets in measuring employee performance

Often mangers will set employees targets and goals to meet, these can be daily, weekly or
monthly and are usually in line with the requirements set out in the job description. The expectation is
that the employee will meet or exceed their targets in order to perform effectively. It ‘s important that
when setting goals or targets these are reasonable and achievable, if not, they will not effectively
motivate the individual to reach them.

This can be a useful way to measure employee performance because it provides employees with
a clear target which is objective and easily identifiable; this leaves less room for ambiguity. It ‘s
important that individuals are aware of their targets and if they aren ‘t able to reach them, a
conversation should be held about why this might be and if there are any obstacles to them hitting their
targets. If they are consistently falling below the standard required, then a formal performance
management process would be instigated.

4. Measure the employee’s quality of work

Another way to measure employee performance is the quality of the output. This is essential
because although an individual may be a fast worker if their work is not of the required standard then
this is not acceptable and would need to be addressed.

In some cases, for instance in engineering, it can be very clear if a piece of work is not to the
required standard, this can result in additional costs to the business in addition to wastage, therefore it
‘s important to pick these issues up at an early stage.

If an employee‘s work is consistently below the standard required then this would form part of a
formal performance management process whereby a discussion is held with the employee regarding the
issues in their work, they should then be provided with suitable training and a timeframe in which an
improvement should be seen before further sanctions are issued.

5. Work efficiency and productivity

Conversely, if an employee ‘s work is always completed to a high standard but is not carried
out in a timely way, then this can be equally difficult for businesses to manage.
Looking at work efficiency is often used for example in a warehouse setting where individuals are
required to pick a certain number of items within a certain timeframe. Where employees are carrying
out work in timely manner, this is a useful objective criterion to manage performance.

Performance management can seem like a daunting prospect but when there are clear,
measurable and objective criteria, this can make the process much easier, for both employees and
managers. If you need support with performance management then please get in touch.

FIGURE 1.1.5

Ways to measure the employee’s performance

 1.3INDUSTRY PROFILE

1.2.1Introduction

BPO in India first began to take shape in the late 1980s. However, it wasn't until a few years
later, in the wake of the country's economic liberalization plan, that IT and BPO services in India
began to accelerate rapidly. Since then, India has become a powerhouse in the offshore ITES and BPO
industry. The country's enormous pool of labor, extremely talented workforce and low costs are some
of the factors driving this continued growth. The BPO sector in India is now a US$47.5 billion industry,
and it is expected to grow at a compound annual growth rate (CAGR) of over 10%. "India currently
accounts for nearly 60% of the global offshoring market for BPO services. In terms of jobs, the BPO
sector employs nearly 4 million people in India - and this number is only expected to grow in the years
ahead," says Ralf Ellspermann, CEO of PITON-Global, an award-winning BPO provider.
An important component to the success of India's BPO industry is the country's vast labor pool.
India has a population of over 1.3 billion people, making it the second-most populous country in the
world. This large population enables India to draw from an immense labor pool for its BPO sector. The
country also has a very young population, with nearly 65% of the population below the age of 35. This
youthful population is important for the growth of BPO in India, as companies look to hire workers
with the latest skills and technology. "Related to this is the fact that India's BPO workforce is so highly
skilled. As a leader in the global IT outsourcing sector, India has a very large number of engineers and
other technical professionals. This has given the country an edge over other offshore destinations in the
important BPO and KPO sectors," says Ellspermann.
Over the last twenty years, the cost of utilizing an offshore workforce has fallen significantly.
Insofar that India's labor is concerned; the country has always been one of the most cost-efficient
destinations for outsourcing. As globalization increased the popularity of offshore outsourcing, India
became the preferred destination for IT and BPO services due in part to its affordability. Costs for BPO
services in India are still significantly lower than those in developed countries. In fact, the cost savings
for companies that outsource to India are estimated to be as high as 60%. India's large pool of available
labor has helped contribute to its cost advantages, but so too has the on-going improvements in
technology and infrastructure within the country. As a result, BPO in India has maintained a
competitive
 advantage over many other outsourcing providers across the globe, and especially within Asia itself.
BPO in India over the last two decades has truly been a success story. The country has
positioned itself as a global leader in the IT and BPO industries. With that being said, it is not a time for
the country to rest on its laurels. There are challenges that India must navigate to maintain its position
as a go-to offshore outsourcing destination. One of the most conspicuous of these is the rise of the
Philippines as a legitimate outsourcing destination. Despite India's early start and clear dominance in
the IT and BPO sectors, the Philippines has experienced its own impressive growth in the last two
decades. The country has become the world's largest and leading call center outsourcing destination.
"The Philippines' dominance in voice-related BPO services has been the result of a few factors. These
include a close cultural affinity with the US (itself the world's largest buyer of BPO services), an
extremely high rate of American- English proficiency, and the country's familiarity with US business
practices. India still maintains a clear advantage in terms of being the world's largest and leading
offshore IT and BPO destination. Still, it would do well to understand some of its competitor's
advantages, to remain a global leader in the offshore BPO industry," explains Ellspermann.
-Brand Desk Content

1.2.2 History of BPO

An international Global Resource Centre in 1992 has instigated the beginning of the local BPO
industry in the country. Three years later, Congress passed the Special Economic Zone Act. Raman is
widely regarded as the Pioneer of the BPO industry in India and fondly referred to as the ―Father of
the Indian BPO Industry‖. Raman is a pioneer four times over, having successfully led the BPO
initiatives of American Express, General Electric (now Enact) and Spectra mind (now Wipro BPO)
before incubating Quattro which commenced operations in 2007.
1.2.3 Evolution of Outsourcing in India

1.1970s to early 1990s: There was a shortage of skills and cost was the prime driver for outsourcing to
India. Companies focused on expanding their skill sets during this period.
2.1994 to 1998: This was the most crucial time for IT outsourcing in India. The post liberalization
reforms helped already existing companies speed up expansion. New
companies also got support in the form of incentives from the government. The important tasks
outsourced to India during this period were medium and large application projects on legacy migration
and enterprise-wide IT and problems related to Y2K syndrome. Companies focused on acquiring
diverse skills and execution capabilities, along with achieving client delight trough productive and
quality delivery of projects.
3.1999 to 2001: While projects related to Y2K syndrome were outsourced on a large scale to India,
companies started acquiring additional competence especially in enterprise resource planning and
customer relationship management during this stage. The industry gave importance to a variety of
business aspects such as achieve excellence in quality of output delivered, making investments in
R&D, ensuring business continuity and financial stability, gaining world-class project management
capabilities, expanding services to IT consulting by gaining domain skills and developing infrastructure
for further growth.
4.2001 to present: The industry now caters to large application development and maintenance needs of
corporate across the world. Indian companies chalk out IT strategies for large corporations, and focus
on providing end-to-end solutions. Indian companies are now in the process of aggressively gaining
expertise for carrying out high end work such as R&D, architecture and business integration.

BPO in India has grown rapidly as compared to software services as the advantages offered by
the country (low cost and abundant talent pool) were well known and tested in IT outsourcing. Most of
the infrastructure required was already in place and companies needed to set the processes right to get
BPO going in India. According to Mohair Shawnee, Professor, Kellogg School of Management,
evolution of BPO in India has witnessed three prominent phases. These waves are:

1.2.3.1. Large multinational companies set up their captive canters in the country.
American Express, GE and Citibank were among the pioneers which were followed by numerous
banks, financial services, manufacturing companies, etc. These companies performed their back-office
operations and customer services through these offshore captive centers.
1.2.3.2. The captive centers were followed by the establishment of start-up BPO operations
by experienced professionals. Such companies were often backed by venture capital.
 1.2.3.3. IT majors such as IBM ventured into Indian BPO market to tap the opportunity.
These companies had experience in managing offshore IT operations which helped them in gaining an
easy entry into the BPO market.

1.2.4 Types of BPO

1. Voice Process – Employees working in voice process BPO needs to talk with customers and resolve
their queries. This is further divided into two categories: -
 Inbound support outsourcing- Employees takes the calls of clients or customers
to solve their queries.
 Outbound support outsourcing – Employees make the calls for the purpose of
telemarketing, sales or fund-raising calls, surveys or verification services.
2. Non -Voice Process / Back Office – These BPO services include: data entry, quality assurance,
data management, appointment selection, payment processing, and surveys.
Types of BPO based on geographical location:

 On-shore BPO– Provides services in the same country.

 Offshore BPO- Provides services to international clients.

1.2.5 Educational qualification

The basic qualification for BPO job is graduation degree in any discipline. However, some of
the Domestic BPO may consider 12th (HSC level) for an entry-level position.

1.2.6 Required skills

 Excellent communication skills with no mother tongue influence (MTI)
 Basic computer skill specially office suite.
 Customer Relationship skills.
 Ability to think quickly and creatively to solve consumers ‘problems in a
professional manner.

1.2.7 Pros and Cons of BPO Job Pros of BPO jobs,

 Easy to get hired- Excellent communication skill is the only basic requirement
of BPO job.
  Learning opportunities – It provides work of international standards. Hence,
there is tremendous learning opportunity.
 Enhances Communication skill- BPO jobs helps in improving English, accent
neutralization, understanding different accents and so much more.
 BPO jobs are good for candidate want to earn money while preparing for
competitive exam or studying.
 No technical qualification required
 The work environment of most of the international call centers is truly world-class.

Cons of BPO jobs,

 High work pressure

 Shift duty/odd timings – Most of the BPO ‘s has their clients in US and UK. So,
night shift duty is common in BPO job. And it leads to stressful personal life.
 Repetitive and monotonous work style - Over a period of time work gets to be
monotonous, as there is limited exposure to domain knowledge.
 Less scope of growth- As compared to other industries scope of growth is less.

1.2.8 BPO Job Salary

When joining as a fresher, any graduate or even undergraduate having good communication
skills can easily get 12,000 to 15,000 INR per month. However, salary also depends upon the
complexity or nature of the job and shift requirement.

1.2.9 Career Scope

For good performers career growth is quite fast in this industry. Within few years of span, it is
possible to become a team lead or a group lead. Like other organization, there are tremendous
opportunities in this industry.
Growth depends upon your skills and desire to achieve and how you put your knowledge to
good use and grow personally and professionally.

Basic career graph of a BPO job-

Fresher<< Associate << Team Lead << Manager << Senior Management
 Nowadays, most of the BPO companies also offer a varied range of training options and
provides funding and support to acquire higher educational degrees. This also helps in better career
growth.

1.2.10 Importance of BPO process

The future belongs to intelligent operations

Accenture research has identified four distinct phases of the journey to intelligent operations—
each underpinned by a set of technologies to drive efficiency and insights. We've discovered increasing
levels of capability or talent required at each stage and varied levels of outcomes that can be achieved
along the way.
Each stage of the journey calls for a specialized workforce as well as sponsorship from the
top. The goal is to dramatically shift the allocation of work—automating transactional tasks and freeing
up talented people for more critical thinking— accelerated by automation, enabled by cloud and
delivered by an agile workforce, to unlock new sources of value across the enterprise
1.2.11 BPO services

With more than 196,000 exceptional people in over 50 centers, we apply intelligence,
innovation and deep industry experience, together with New IT and new skills to drive business value
and growth. Learn more about our services.
Intelligent Finance Operations.
Helping companies transform from transactional to strategic organizations through intelligent
operations.
Sourcing and Procurement
Data-driven insights to help optimize processes, increase efficiency and drive out more
value.
Supply Chain
Building agile, transparent supply chains to help businesses navigate market volatility with
success.
Compliance as a Service
Achieving compliance and managing risk to keep pace with regulatory and operational
pressures
 Intelligent Global Business Services
Achieve outcomes faster with intelligent global business services.
Sales & Customer Operations
Transforming sales marketing and service operations to deliver sustainable
breakthrough growth.
Sales Services & Operations
Helping sales leaders evolve their operation models, launch new products & services and
delight customers.
Marketing
Marketing Operations activates and optimizes best in class customer experiences to deliver
breakthrough
Talent and HR
Reshaping the employee experience and improving retention with innovative workforce operating
models.
Reimage Banking operation
Flexing fast to respond to volatility and lay the foundation for a more resilient business.
Insurance
Helping you harness the power of human + machine to establish resilient operations for your business.
Health
Helping payers, providers and government agencies drive growth, while improving patient outcomes.
 Intelligent network service
Communications service providers need to handle today ‘s increasing usage while building
capabilities for next-generation products and services.
Virtual tours

Take a 360° virtual tour through our Intelligent Operations Canters.

1.4COMPANY PROFILE

1.3.1. TELEPERFORMANCE

1.3.1 Tele performance

Tele performance is the global leader in digital, AI-powered business services, offering clients a
simpler, faster, and safer touchpoint to markets linked by a unique range of digital customer experience
management solutions provided by its integrated network of domestic, nearshore and offshore
operations.

Daniel Julien created Tele performance in Paris in June 1978. In 1986, Tele performance
established its first international subsidiaries in Belgium and Italy. Two years later, Tele performance
launched subsidiaries in other European markets: Spain, Germany, Sweden and the United Kingdom. In
1989, Daniel Julien and Jacques Barresi joined forces at the head of Rocheport Isa Communication, the
parent company of Tele performance International listed on the Paris Stock Exchange. Ten years later,
Rocheport Isa Communication and Tele performance International merged to form SR. Tele
performance. This company became Tele performance in 2006.

Tele performance is a leading provider of digitally integrated business services. We provide end-
to-end service delivery including solution design, business optimization and transformation strategies,
customer support and journey management, integration of back- office functions, and tech support.
With more than four decades of deep, industry-specific
 expertise and service innovation, Tele performance offers the market ‘s most comprehensive service
portfolio.

1.3.2 We’ll handle the day-to-day operations while you focus on growing your business.

“True inspiration
We deliver nothing less than the very best”

There ‘s a reason that Tele performance is recognized again and again by industry analysts and
experts alike. We are driven by a passion to accomplish the amazing, and a deep desire to deliver real
results for our clients.

“We are inspired to be the very best at what we do, and it shows.

Inspired to be the Best”

1.3.3 Assembling world-class teams is our expertise

At Tele performance, we believe that good is never good enough. That ‘s why we ‘re the industry
leader in building effective teams and delivering exceptional business results. Like these athletic
champions, we never shy away from a challenge. Instead, we face our clients ‘business challenges
head-on and help them transform to reach new heights of success.

Table 1.3.1

A globally diverse, highly skilled workforce

170 countries served

97 % of our employees continuing to work in a Great Place to Work®
410 K+ employees worldwide
~ 50 % our workforce works remotely employees worldwide
300 + languages and dialects
63 % of all non-agent roles are filled through internal promotions
1.3.4 Customized solutions
Services designed to support your entire business

Today ‘s businesses need an agile, digital services partner to ensure long-term success.
With an extensive and proven track record in making each interaction matter across all industries and
regions. What is Tele performance? We can deliver more intelligent and integrated customer
experiences balanced with human understanding and empathy.

1.3.5 Global reach with local expertise

No matter where you see your company heading, with TP, you can get there. With physical and
virtual operations around the world, we offer the industry ‘s largest global workforce.

Figure 1.3.1
Global reach with local expertise
1.3.6 Intelligent integrations Our partners

Our partner network combines the right experience, resources, and knowledge to deliver the most
advanced technology, innovative solutions, and actionable insights. Together, we provide an endless
range of solutions to help our clients achieve, and often exceed, their business goals.

1.3.7 Market and Competitive environment

Tele performance’s transformation is leading to a broader competitive environment (2/2)

Enlarged competitive environment reflects complexity and increasingly integrated demand from
the client.
TABLE 1.3.2

Direct competitors (CCO)* ITO/BPO companies**

Enlarged and growing business process management market:4 to 6 times larger than CX market

Consulting Firms

Contact center outsourcing

**IT outsourcing/business process outsourcing

1.3.8 Company summary

Overview

Tele performance is a company that specializes in outsourced Omni channel customer

experience management. It provides customer care, technical support, customer acquisition, digital
solutions, analytics, back-office, and other services. The company caters to the automotive, financial
services, energy, healthcare, insurance, retail and e-commerce, technology, telecom, travel,
entertainment, and other industries.
1.3.9 Gain supplier view

Get a holistic view of supplier health across crucial risk domains - all at
once.
Reach out to get a demo of how Craft gives you the clarity and insight you need to build better
supply chain resilience through holistic, real-time risk assessment.

 The most holistic, up-to-date and comprehensive company data, with custom
research available at your fingertips
 All of your supplier data from multiple sources in one platform
 Relevant and proactive monitoring and alerts

Gain supplier view

 Finance: Get financial breakdowns and alerts regarding revenue analysis, credit &
viability ratings, and more.
 Macro- Level: Get real-time insights on regional and global events, such as
natural disasters, conflicts, and economic downturns.
 Legal and regulatory: Assess your ecosystem ‘s exposure to risk with blacklists,
court filings, security breaches, and other compliance insights.
 Cybersecurity: Get detailed cybersecurity scores, issue reports, and supplier cyber
summaries from trusted sources.
 Brand: Understand a company ‘s public sentiment based on press and social channels.
 HR, Labor and ESG: Get historical and current ESG reports with metrics on
environmental reporting, human rights, diversity and labor markets.
  Strategies: Know about important executive-level decisions around mergers and
acquisitions, investments, partnerships and more.

SIMPLIFY RISK

Replace soloed point solutions with a single intelligence platform that scales.

 Simplify risk sensing with a comprehensive platform built on 30+ top-tier data
providers covering domains from financial to ESG to cybersecurity and more.
 Uncover opportunities only apparent with Craft ‘s proprietary machine learning
models and best-in-class intelligence.

INTEGRATE INTO YOUR WORKFLOW

Integrate supplier intelligence and insights into the applications you use every day.

 Boost efficiency by integrating Craft into the analytics platforms, ERPs, and other
enterprise applications that are already a part of your day-to-day workflows.
 Supplement internal data with an intelligence solution that relies on accurate, third-
party sources.

1.3.10 Service

I. Digital CX and AI

 Digital CX
 Trust and safety
 AI operations
 Video CX
 Met averse

Digital CX
 Digital strategies

Optimize both business efficiencies and results with our advanced business consulting and
solution design services.
 Advanced CX solutions

Gain and retain more customers by delivering intelligent, connected, and consistent
experiences.

 Integrated business services

Add, expand, or optimize functional capabilities by integrating back-office services like IT, HR,
Finance, and Accounting.

Embedded security

Keep company and customer data protected with end-to-end security practices, policies, and
protocols.

Trust and safety services that take a holistic approach

Trust and safety services are crucial in monitoring online content, mitigating risks, ensuring
integrity, and safety across your entire digital presence. Our expert teams combine advanced algorithms
and machine learning with human understanding and values to protect both your company and your
users.
 AI operation
Simplifying operations and processes with AI .AI operations that elevate tomorrow ‘s
CX.AI continues to be the engine that powers the world ‘s most transformational companies. Tele
performance AI operations combine with our global team of interaction experts are two key multipliers
that can transform the next generation of CX
 Videos
Introducing TP Live, Virtual video CX support with a personal touch. Provide more effective
support with video CX solutions. Whether its live medical consultations, screen sharing for resolving
IT issues, or camera streaming for remote product support, video CX delivers virtual care aligned to
each patient or customer ‘s unique needs.
 Met averse

 Ecosystem issues such as missing or malfunctioning products

 Virtual, met adverse account support
  Technical support
 Billing and refund queries
 Integrated Omni channel/digital support platforms
 Met averse CX operating model, blueprint, and metrics
I. Analytics and Consulting
 Advanced analytics
 Business process optimization
 Business transformation
Advanced analytics
 Predict what they need - and when.
 Intervene before you lose a customer.
 Increase customer satisfaction with experiences that reflect their value.
 Try new products, features, and services to understand customer reactions.
Mitigate risk and prevent fraudulent behavior.
 Predict customer needs and preferences to customize support options and operations.

Business process optimization

 Operational efficiencies
 Drive business process optimization
 Improve business process optimization by removing activities that don ‘t add
value, reducing cycle times, eliminating errors, and imagining a more efficient operation.
Business transformation
 A holistic approach
 Take a comprehensive approach with our business transformation service

1.3.11 Specialized Services

 Collection services
 Translation and localization
 Visa and consular services
 storyfAI
Collection services

TP Recommender is an AI-based analytics platform that provides propensity-to-pay and Omni

channel segmentation-based collections models and strategies.

TP cube

TP Cube is a collections-specific workflow and dealer platform that can incorporate collections
strategies and predictive dialing models

TP Interact

TP Interact provides compliance monitoring with specific regulatory solutions for FDCPA and
TCPA adherence while also supporting collector effectiveness and quality assurance.

Payment gateway

Payment Gateway accepts online payments via a web-based portal for customers where they
can view history of all payments made on the customer portal. It also allows the customer to request a
receipt via email. The portal is also mobile friendly, and the customer can scan the QR code on the
letters to access the portal.

Translation and localization Expert linguists

World-class translation and localization services: Grow your business, increase efficiency, and
strengthen compliance by providing the highest quality of translation and localization services with
highly trained and professional linguists. Language Line Solutions® is a Tele performance company
that specializes in providing world-class translation and interpretation services around the globe.
Visa and consular services

Global presence, Provide comprehensive consular services. Support citizens and visitors with
more efficient consular services and processes, end-to-end applicant support, and a broad range of
citizen services. TLS contact, a Tele performance company, specializes
 in visa and consular services, handling millions of visa applications per year from 150 locations
around the world.
StoryfAI
StoryfAI is an AI-powered, user-friendly application that delivers automated translation
services – allowing agents to operate securely and effortlessly using multilingual and automated
capabilities that increase their performance and ensure precise responses. This proven and effective
technology can automate more than 100 languages and reduce handle time by 30%.
Diversity & Inclusion Policy
1. Purpose

The purpose of this Diversity & Inclusion Policy (the ―Policy‖) is to provide
guidelines to ensure that the companies of Tele performance Group (the ―Companies‖ or,
individually, a ―Company‖) implement and enforce policies and procedures that effectuate their
commitment to equal employment opportunities, non-discrimination, diversity and inclusion, and,
where applicable, affirmative action programs for all candidates and employees, as well as equal
employment advancement opportunities for employees. In this regard, the Companies do not
unlawfully discriminate and, in fact, welcome, integrate and value people from all backgrounds,
including ethnicity, religion, gender, LGBTQIA (lesbian, gay, bisexual, transgender, queer or
questioning, intersex and asexual or allied), national origin, citizenship, ancestry, age, disability,
genetic information, family care status, social background, military caregiver status, veteran or military
service or obligation, reserve status, national guard status, refugee status, or any other basis protected
by applicable laws. It is the policy of each such Company to fully comply with applicable laws that
prohibit discrimination.
2. Coverage

This Diversity & Inclusion Policy applies to candidates/applicants for employment, all
employees of the Companies, and certain third parties that can be affected because of their relationship
with the Companies. This Diversity & Inclusion Policy also addresses all of the Companies‘ operations
and every aspect of the employment relationship, including but not limited to personnel actions such as
recruitment, selection procedures (such as hiring, work assignments, and shift selection),
compensation decisions, employee development, training,
 performance evaluations, promotions, transfers, benefits, disciplinary action and Company social
and recreational programs.

3. Definition

Discrimination, which can be direct or indirect, means any distinction between individuals
because of their national origin, gender, marital status, pregnancy, physical appearance, name, state of
health, disability, genetic characteristics, cultural traditions and customs, sexual orientation or identity,
age, political opinions, trade union activities, belonging to an ethnic group, nation, or religion, or other
characteristics or status when one person is treated less favorably than another in a comparable
situation on the grounds referred to above, and indirect discrimination may occur when taking an
apparently neutral provision, criterion or practice would put persons having a particular with other
persons. In the employment context, unlawful discrimination means that because of an applicant‘s or
employee‘s protected status—meaning his or her ethnicity, religion, gender, sexual orientation, national
origin, citizenship, ancestry, family care status, military caregiver status, veteran or military service or
obligation, reserve status, national guard status, or any other basis protected by applicable laws—the
applicant or employee is treated differently with respect to compensation, terms, conditions, or
privileges of employment (for example, the applicant or employee is not hired or is terminated from
employment), or the applicant or employee is limited, segregated or classified in any way that deprives
or tends to deprive the applicant or employee of employment opportunities or otherwise adversely
affects the status as an employee.
4. Procedures

The commitment of the Companies to diversity, inclusion and equal employment opportunities
concerns all aspects of the employment relationship, including the following fields:
 Recruitment & Hiring
 Training, Promotions & Career Advancement
 Anti-Harassment•
 Remuneration
 Work Conditions
Recruitment & Hiring
Ensure that methods for sourcing candidates for employment, and for deciding those candidates
to whom an offer of employment will be extended, do not discriminate against people based on a
protected status, and that they reflect this Diversity and Inclusion Policy and, where applicable,
affirmative action programs.
Measures:
Each Company shall enlarge and diversify its sources of recruitment and the pool of candidates
considered for employment openings, including openings in upper level management, and encourage
candidates from diverse or minority backgrounds to apply. For instance, Companies will work together
with their external recruitment partners to ensure that the external partners understand the Companies‘
commitment to this Policy, and recruit, hire, and staff accounts with non-discrimination and equal
employment opportunity principles in mind.
 Determine the duties, functions, and competencies relevant to each position. Create
objective, job-related qualification standards related to those duties, functions, and competencies.
Ensure that the qualification standards are consistently applied when choosing among candidates.
 Ensure selection criteria do not disproportionately exclude certain protected groups
unless the criteria are valid predictors of successful job performance and meet the employer‘s business
needs, consistent with applicable law.

Training, Promotions & Career Advancement

Incorporate measures to ensure equal employment opportunities in employee promotions
and career advancement, including employee training and development.
Measures:
 The Companies should ensure that they develop the potential of employees,
supervisors, and managers with equal employment opportunities and the empowerment of women,
minorities and different ethnic groups in mind, by providing training and/or mentoring that offers
employees of all backgrounds the opportunity, skills, experience, and information necessary to perform
well and to ascend to upper-level jobs.
 Employment decisions related to promotions and career advancement in which
equal employment opportunity principles should be considered include, but are not limited to,
 evaluating employees‘ performance; making recommendations on internal transfers; employee skills or
professional development opportunities; and promotions.
 The Companies should strive to put in place an evaluation system under which no
advancement is blocked or favoured under the influence of favoritism (see Code of Conduct) and under
which unbiased individuals evaluate an employee for promotion and/or advancement on the basis of
objective and job-related criteria.
 The Companies should ensure that promotion criteria are made widely known,
and that job openings are communicated to all eligible employees.
 Each Company shall abide by any affirmative action or other obligation to advance
in employment qualified individuals in protected categories, as required by applicable law.

Anti-Harassment
Provide working conditions that are free of, and that prevent, any kind of unlawful harassment,
including harassment because of ethnicity, religion, gender, sexual orientation/ LGBTQIA community,
national origin, citizenship, ancestry, age, disability, genetic information, family care status, military
caregiver status, veteran or military service or obligation, reserve status, national guard status, or any
other basis protected by applicable laws, consistent with applicable law.

Measures:
The Companies shall take all necessary measures to prevent sexual and other illegal harassment,
including by implementing, disseminating to all employees, and enforcing a policy prohibiting
unlawful harassment and retaliation on any basis protected by applicable laws. Such policies must
include at least the following:
 The definition of unlawful harassment, a clear explanation of prohibited conduct,
and specific examples of prohibited conduct;
 Assurance that individuals who make complaints or provide information related
to complaints will be protected against unlawful retaliation;
 A clearly-described complaint process that provides for more than one
accessible avenue for raising complaints;
 Assurance that the Company will protect the confidentiality of harassment
complaints to the extent possible and consistent with applicable law;
 A complaint process that provides a prompt thorough and impartial investigation.
 Each Company should ensure that it takes immediate and appropriate corrective
action when it determines that harassing behavior in violation of the Company ‘s policy has occurred.
The Companies shall raise the awareness of the diverse actors in the Companies by conducting periodic
training of personnel on the topic of unlawful harassment and Company policies addressing this topic,
and posting such policies and notices and summaries of employee rights related to sexual and other
unlawful harassment in the workplace.
 The Companies shall organize work discussions within the works council and the
committees in charge of hygiene, safety and working conditions matters, if applicable.

Remuneration
Promote equal pay and ensure that no worker is unlawfully discriminated against in terms of
salary, benefits, incentives, or other forms of compensation or remuneration.
Measures:
 The Companies shall monitor remuneration/compensation practices on an annual
basis in order to identify areas of potential concern in terms of equal employment opportunities, and
put in place the necessary means in order to rectify such areas as deemed appropriate and consistent
with applicable law.
 The Companies shall also ensure that leaves of absence related to pregnancy and
parental leave, among other types of leaves, or other events linked to parenting do not result in a
violation of the Company ‘s equal employment opportunities commitment.

Work Conditions
 Ensure that every employee is treated with respect and courtesy. Promote policies
and work arrangements that benefit the Company as well as employees in terms of their family,
personal and work time. Encourage efficiency in the use of work time, making effective measures and
tools available in the Companies for this purpose.

Measures:
 Each Company shall ensure that no individual is rejected or ignored in the context
of work or work-related activities of the Company. This covers job assignments as well as hours of
work and rest / holidays.
 Each Company shall encourage clear and transparent Company-wide
communication about the importance of managing family, personal and work time.
 The Companies shall comply with all applicable laws requiring modification and
reasonable accommodations in the workplace for disabled applicants and employees.
 The Companies shall monitor practices for equal employment opportunity
compliance, and conduct self-analyses to determine whether current employment practices
disadvantage people of protected categories.

Policy Training & Awareness

Incorporate measures to ensure that all Company staff and management are aware of the
Company commitment to equal employment opportunities, non-discrimination, diversity and inclusion
and where applicable affirmative action programs.
Measures:
 The Companies shall identify and implement appropriate and periodic training, for
both staff and managers, on equal employment opportunity principles and laws, and best practices
within the workplace for ensuring such principles are followed in Company employment decisions.
This training shall include training modules intended for employees responsible for the recruitment and
the hiring process and Human Resources Department management.
 To increase and broaden awareness, each Company shall ensure that its equal
employment opportunity policies are prominently and conspicuously displayed for all employee ‘s,
including on Company bulletin boards in common areas, within employee handbooks and manuals, as
well as in training sessions, among other locations.
 Managers are responsible for understanding and following diversity & inclusion
and equal employment opportunity policies in their location, and educating employees who report to
them about such policies. Managers should maintain open lines of communication, and allow
employees to express their concerns about possible violations of such policies without fear of unlawful
retaliation. Managers must respond to any form of unlawful discrimination or harassment reported to
them or that they observe, in accordance with the Company policies, including by taking swift action
designed to stop the conduct and reporting it to Human Resources Department management.
 Responsibilities Managers:
Not only must managers and supervisors conduct themselves in a manner consistent with this
Policy, they are also responsible for establishing and maintaining a work environment free of unlawful
discrimination and harassment. Managers must respond to any form of unlawful discrimination or
harassment reported to them, or that they observe, in accordance with the Company policies, including
by taking swift action designed to stop the conduct and reporting it to Human Resources Department
management.
Human Resources:
The Human Resources Department has the same responsibilities as all other employees relative
to compliance with this Policy. At the same time, Human Resources Department personnel in the
Companies have special responsibilities in preparing and implementing this Policy and any Company-
specific policies, identifying and conducting/arranging for training on such policies, conducting
thorough investigations of the complaints that are brought forward by management or any employee
under such policies; and providing appropriate coaching and support for all parties involved in
possible discrimination or harassment situations. In cases where an employee is not responsive to
coaching relative to Company procedure and policy, the Human Resources Department is obligated to
elevate the situation to appropriate leaders of the Company for immediate action. Employees:
Employees are responsible for reviewing, understanding, and asking any questions needed to
clarify this Policy and any Company-specific equal employment opportunity policies or, where
applicable, affirmative action programs; promoting a workplace free of unlawful discrimination and
harassment by conducting themselves in a manner consistent with such policies; attending all required
training on the subject matter of such policies; and immediately reporting any possible violation of
such policies in accordance with the procedures set forth in their Company policies to their Human
Resources Department or the CSR Committee at Tele performance.

1.5Need of the study

Management have started to relive the importance of making their employees happy and
satisfied with their performance. Hence it is important to analyze the satisfaction of every field of
workers, from white collar to blue collar workers. Studies on satisfaction of employee’s performance
would assist the employers in recognizing the aspects of job in which
 they need to concentrate more to improve the satisfaction would result in more effective performance
and growth of the organization. Without job satisfaction it is very difficult to reach the organizational
goals and objectives. This study is intended to understand how the employee’s performance is
dependent on job satisfaction of the company Tele performance.

1.6Scope of the study

This survey aims to study the influence of job satisfaction on employee’s performance of Tele
performance AMBIT IT Park, focusing more on how the employee’s performance is satisfied with their
job. This attempt was made to analyze job satisfaction and employee’s performance. Hence this study
tries to analyze the working environment, organizational development, openness, innovation and level
of efforts of the employee ‘s.

1.7Objective of the study

To study the influence of job satisfaction on employee’s performance of Tele performance,

AMBIT IT Park

1.8Summary of the chapter

In this chapter the introduction of the topic is discussed briefly to get better understanding of
the study, the industry under which company falls is also explained along with the company proflie.
The need for the study and other areas where it will be advantages is explained in detail along with
the objective of the study.
1.9Chaptalization Chapter I –Introduction

This chapter aims at explaining the influence of job satisfaction on employee ‘s performance in
detail. It includes the framework of the study, industry profile, company profile objectives of the study,
scope of the study and chapter scheme.

Chapter II – Review of related literatutre

This chapter provides a theoretical and comphrehensive review about the study. It consist of
related literature review from different researchers of the concepts.

Chapter III – Research methodology

This chapter contains statement of the problem, variables , objectives, formulation of

hypothesis, operational defeinition, research design, tools for collecting data, method of data collection,
statistical tools used for data analysis and limitations of the study.

Chapter IV – Data analysis and interpretation

This chapter discuss the result concerned with the data collected from the respondents.
Through percentage analysis the result are presented in the form of tables and figures. Statistical tools
are used to analyze the data.

Chapter V – Findings, Suggestions and conclusions

This chapter deals with the findings form percentage analysis and statistical analyses, which
have been listed separately, suitable suggestions, are given based on the analysis of the primary data
and conclusion is given from the result of the study.
CHAPTER -II REVIEW OF RELATED
LITERATURE
CHAPTER – II TABLE OF CONTENTS

S.NO. CONTENTS PAGE NO.

2.1 Introduction 56

2.2 Indian studies 56

2.3 International studies 64

2.4 Summary of the chapter 72

 CHAPTER-II

REVIEW OF RELATED LITERATURE

2.1Introduction

Review of related literature is a crucial stage in research. In this stage the researcher
gets familiar with all the previous studies and their findings relevant to their field of work,
learn the methodology and approach develop by the past studies. It is an important step as it
helps in clarifying and defining the problem, stating objectives, formulating hypothesis,
selecting appropriate design and methodology of the research as well as interpreting the results
in the light of the research work already undertaken. In this chapter, an endeavour has been
made to provide an overview of various aspects if this study through the review of existing
literature. In a nutshell, the researcher in this stage develops an insight into the research
problem. So, this study is important to overcome the problem of work overload which affects
the job.
2.2Indian studies

Balla Usha Sri (2022) Human Resources are vital part of any organization and its
importance and necessity are recognized globally. Human resources are regarded as the heart
and soul of the organization. Four M ‘s is available for any business; they are Men, Materials,
Money and Machinery. Out of these Human Resources are the only live resources which make
the other M ‘s work. So labor is the most crucial factor of production. Hence the satisfaction of
labor in the job is very essential to achieve the targets and increase the revenues. The
productivity increases with job satisfaction. BPO ‘s which is one of the fast- growing sectors in
India should make the optimum use of the human resources in order to withstand in the
growing competiveness in the industry. BPO ‘s especially depends on the skills of the people
and their knowledge. So, they should use these resources wisely. This study lays an emphasis
on the factors influencing the job satisfaction amongst the employees in the BPO‗s. The study
was conducted through a self-designed questionnaire on 60 employees of different BPO ‘s in
Hyderabad, after reviewing and analyzing the literature based on job satisfaction. The research
results identified that, more stress to achieve the targets, working in odd hour, pay scale created
a negative impact on the levels of job
Ramee Raja (2021) The aim of this research article is to scrutinize the influence of
employee job satisfaction on organizational commitment and business performance in the
context of retail banking sector in northern India. A research design of quantitative in nature
was used via a structured questionnaire on a sample of 440 Indian commercial bank
employees. Research hypotheses were tested by using the structural equation modelling (SEM)
technique to evaluate and test the proposed model. The result of the present study confirms that
all facets of job satisfaction affect the satisfaction of employees significantly and, thus,
influence the employee ‘s organizational commitment and business performance, respectively.
The significance of the indirect path of employee job satisfaction on business performance
through organizational commitment has also been tested with the Sobel test, which exhibited
significant results.
Barroom Bashir (2020) As universities are human capital intensive organizations,
practices followed by a university for enhancing the satisfaction of its teachers can be of great
help in attracting, retaining and managing highly qualified and competent teachers. The
purpose of this paper is to empirically examine the impact of job satisfaction (JS) on
organizational commitment (OC) of university teachers in India. A total of 396 academicians
are surveyed to assess the subjects ‘responses to JS and commitment questionnaire. Structural
equation modelling (SEM) was used in the process of statistical analysis. The results confirmed
a significant impact of JS on OC of university teachers in India. With 1% increase in estimates
of pay and job security (PJS), organizational support (OS) and job challenge (JC), there would
be 21, 36 and 49 percentage increase, respectively, in OC of university teachers. Of all the
factors of JS, JC is the most significant contributing factor, followed by OC and PJS that help
in motivating and retaining the teachers in higher education institutions in India.
Bashir, B. and Gain, A. (2020) The purpose of this paper is to empirically examine the
impact of job satisfaction (JS) on organizational commitment (OC). The study provides useful
insights about a JS-OC relations hip model and informs the stakeholders on how to create an
enabling environment at the policy and practice level that would help in attracting and retaining
teachers in universities in India. It contributes to enriching the JS and OC literature in a sector
and a country poorly addressed so far in research.
Sunset Walia (2019) Satisfaction though a subjective term is interpreted objectively
by employees for their work and work environment. Human beings have many aspirations for
their life, and they strive hard to fulfil those aspirations. Thus, organizations need to understand
what factors could affect their employees at work. A satisfied employee is said to
be a happy employee and a happy employee tends to perform efficiently. In this research study
I endeavored to study the factors affecting Job Satisfaction of bank employees and how do
these factors impact their performance. This research paper is a combination of qualitative
description and empirical analysis analyzing the effect of job satisfaction factors upon
employee performance so that the performance of employee could be effectively managed.
This research article explores the intrinsic and extrinsic factors of job satisfaction and comes to
a conclusion with the combination of both extrinsic and intrinsic factors impact employee job
performance
Shailyn Dixit (2018) Talent management is the core functional unit of an
organization, and in order to enhance the productive performance of employees, talent
management uses human resource planning to achieve this goal. To make them a part of talent
management and strategic workforce planning, efforts have been made to retain, develop,
attract, and reward employees. Talent management can lead to higher level performance and
satisfaction of employees' instead of being a process of hiring; reinforcing and evaluating the
aptitude. Keeping in mind the necessity of talent management, this paper analyzes probable
scenarios of talent management practices in public sector banks and how these practices, in
turn, improve bank employees' performance. Furthermore, it examined how talent
management practices could influence the employees ‘satisfaction in Indian public sector
banks. This research paper puts forward a set of valid hypotheses that talent management
practices affect employee performance and satisfaction. This paper seeks to confirm these
hypotheses on a survey based on data collected from the employees of the public sector banks
in the Indian state of Rajasthan. The study will tender to the talent management literature by
pondering how talent management practices affect the organizational outcomes, such as
employee satisfaction and performance.
Anika Garg (2017) In today ‘s dynamic environment, organizations face difficulties in
retaining their talented employees. Although there are several studies that link job satisfaction
with work engagement, a closer examination is needed to understand whether it is intrinsic or
extrinsic job satisfaction that enhances work engagement. This shows that the job satisfaction
is the key driver of work engagement. So, the purpose of this article is to study the level of
job satisfaction among the managers at various hierarchical levels of private sector banks in
India and also to study the relationship between job satisfaction and work engagement among
managers at various hierarchical levels.
 Uma Shankar Mishra (2016) The aim of this study was to examine the role of
optimism in employee performance and job satisfaction. Optimism is a positive psychological
construct popularized by Martin Seligman. An optimist person has positive expectations and
follows a positive attribution style. An individual possessing the psychological resource of
optimism tends to face life with a positive view. But on the other hand, those persons who are
pessimistic in nature view life events negatively. This study was conducted on a sample of 346
employees from three large public sector banks situated in the Eastern part of India.
Correlation, regression, and structural equation modelling (SEM) techniques were used to test
the hypotheses. Results depicted that optimism is positively related to employee performance
and job satisfaction. This study also supported the external validity of optimism construct
with relation to performance and job satisfaction in the Indian cultural context
Mr. Visas Sharma (2016) Employee job satisfaction in the workplace is one of the
important objectives of human resource managers and practitioners for better performance
and productivity. Job satisfaction is a psychological state of human mind and it is subjective to
individual experience and expectation, personality often plays an influential role. The term
locus of control can be considered, a combination of one ‘s values, beliefs, past experiences,
and cultural influence one ‘s life and behavior. The internal-external locus of control constructs
person ‘s internal expectancies for control of reinforcement. Further, it is believed that a person
‘s own behavior determines the reinforcement they receive. The present research aims to
investigate on the relationship between locus of control and job satisfaction and how does it
influence, according to gender, culture, country, various sectors etc. The study will be based on
different literature review in the area of concern. It will help us to develop a theoretical
framework and a direction to solve for managerial problems of job satisfaction and
performance of the employees. Dailey ‘s (1980) found that persons with an internal locus of
control were more satisfied, motivated and had a high level of participation within their jobs.
Some of the researches (Kichadi et al., 2002; Noor, 2002; Martin et al., 2005; and Chen and
Silverthorne, 2008) revealed that, there is a relationship between job satisfaction and locus of
control. The present paper will be fulfilled with the gap of various dimensions such as how it is
different according to gender, country, culture, and also in different sectors.
Kamala Saranya (2014) This study takes a dynamic multilevel approach to examine
how the relationship between an employee's job satisfaction trajectory and subsequent turnover
may change depending on the employee's unit's job satisfaction trajectory and its
dispersion. In particular, in the presence of a negative unit-level job satisfaction trajectory
and low dispersion, a positive change in individual-level job satisfaction does not affect the
odds of a person leaving an organization. Put differently, an employee's being out of step
with prevailing unit-level attitudes appears to alter the relationship between his or her job
satisfaction trajectory and turnover propensity. Further, unit-level job-satisfaction change and
its dispersion jointly influence the overall turnover rate in a unit. The results indicate unit- level
and individual-level job satisfaction trajectories have unique multilevel influences on turnover
above and beyond static levels of job satisfaction. Accounting for these dynamics substantially
increases the explained variance in turnover behavior. Job satisfaction represents one of the
most complex areas facing today ‘s managers when it comes to managing their employees.
Many studies have demonstrated an unusually large impact on the job satisfaction on the
motivation of workers, while the level of motivation has an impact on productivity, and hence
also on performance of business organizations. Unfortunately, in our region, job satisfaction
has not still received the proper attention from neither scholars nor managers of various
business organizations. Keywords: Job Satisfaction, Motivation, Turnover Behavior,
Productivity.
Gopal Das (2013) The purpose of this paper is to investigate the moderating effects of
selling experience on the relationship between job satisfaction and sales performance, customer
orientation and sales performance, and adaptive selling behavior and sales performance, taking
the context of B2B insurance selling. Using a sample of 380 business‐to‐ business insurance
salespersons from an emerging market (India) to validate their model, the authors tested several
hypotheses using structural equation modelling (SEM). The results suggest that experience
works with customer‐oriented selling in making the more experienced salespersons better
performers. It was also found that for less experienced salespersons, the impact of job
satisfaction on performance is weaker than for more experienced salespersons. In addition, it
was found that more experienced salespersons' performance is better explained using job
satisfaction and customer‐oriented selling rather than their adaptive selling behavior. The study
contributes by explaining the mechanism for the above relationships. The study also
contributes to knowledge by showing that more experience may not be always good for sales
performance. Since the sample comes from an emerging market, the paper extends the
knowledge from developed markets, and by testing in emerging markets. The managerial
implications of this study lie in explaining those situations
where experience can make salespersons more productive. The current sales literature on B2B
selling contexts falls short of explaining this mechanism in salesperson performance.
Rajesh K. Yadav (2013) Job satisfaction plays a vital part in employee ‘s performance,
increasing, morale and productivity. This research study aims to figure out the working
environment of BHEL, Bhopal toward employee ‘s job satisfaction, initiatives taken by the
management and their effect on the performance of employees. Chi square test is applied to
check the authenticity of data given by the respondents (300 employees). Findings suggest that
factors responsible for job satisfaction have been identified viz.-: supportive colleagues,
conducive working conditions, mentally challenging work and equitable rewards
S.C. Davar and Ranju Baa (2012) This Studies suggest that there is a significant
relationship between job satisfaction and job performance. A meta-analysis of 48 correlations
produces a mean correlation of the order (ρ = 0.30 approx.). However, the moderator variables
viz., foreign studies vs. Indian studies, occupation—type vs. scale of measurement for job
satisfaction affect the magnitude of the relationship between job satisfaction and job performance.
This study shows that to obtain a valid estimate of mean correlation and true variance, we must
correct correlation coefficients for the measurement errors.
Dr. Manoj Kumar Behera (2012) Employees Satisfaction has emerged as a popular
organizational concept in recent years in today‗s globalized economy, where everyone is
striving hard to achieve excellence. Satisfaction plays an important role towards motivation
resulting enhancement in the productivity possibilities of employee. It has been always a matter
of challenge to get committed employees. Every organization strives to obtain organizational
effectiveness. The objective of this study is assessing the role of Employee Satisfaction
Involvement in the relationship among Employee Commitment and Organizational
Effectiveness in public sector power industries of Odisha. Research method is descriptive.
Method of data collection is field and tool of data collection is a questionnaire. Data was
gathered from 150 executives and non-executive employees from a reputed power industry.
The paper focused on various factors of employee satisfaction, employee commitment and
organizational effectiveness. Based on results of statistical analysis the current study
contributes to theory and practice with an improved mediating effect of Employee Satisfaction
(ES) on Employee Commitment (EC) and Organizational Effectiveness (OE).
 C. Swarnalatha (2012) This paper examines the management practices by introducing
employee empowerment, teamwork, employee compensation, management leadership into a
research model for studying employee job satisfaction among the employees of automotive
industries in India. The research is conducted among 234 employees of automotive industries
in India and the result of this study shows that the job satisfaction level of employees is
medium and the top management leadership need to take attention of enhancing the employee
job satisfaction level. The result also shows that there is a significant relationship was approved
between 1) employee empowerment, 2) teamwork, 3) employee compensation and 4)
management leadership. Finally, implications are discussed in terms of discussion and further
researches.
Dr. Bijay Kumar Sundaray (2011) Employees Satisfaction has emerged as a popular
organizational concept in recent years in today’s globalized economy, where everyone is
striving hard to achieve excellence. Satisfaction plays an important role towards motivation
resulting enhancement in the productivity possibilities of employee. It has been always a matter
of challenge to get committed employees. Every organization strives to obtain organizational
effectiveness. The objective of this study is assessing the role of Employee Satisfaction
Involvement in the relationship among Employee Commitment and Organizational
Effectiveness in public sector power industries of Odisha. Research method is descriptive.
Method of data collection is field and tool of data collection is a questionnaire. Data was
gathered from 150 executives and non-executive employees from a reputed power industry.
The paper focused on various factors of employee satisfaction, employee commitment and
organizational effectiveness. Based on results of statistical analysis the current study
contributes to theory and practice with an improved mediating effect of Employee Satisfaction
(ES) on Employee Commitment (EC) and Organizational Effectiveness (OE).
N.K. Natarajan and Dinesh Nagar (2011) This study was carried out as part of a larger
study in a public sector organization with an all-India presence. The study explored the influence
of induction age, training duration and job permanence of organizational commitment and job
satisfaction among 220 participants from a large public sector organization who rated 18 items
commitment scale developed by Meyer & Allen and 15 items self-developed job satisfaction
scale. Results found that employees inducted at a younger age and trained by the organization for
a longer duration are more committed to the organization normatively. Furthermore, permanent
employees were found to be more committed normatively and also exhibited higher job
satisfaction as compared to contract employees.

B. Pavun Kumar (2010) The present paper analyses the impact of organizational
communication on job satisfaction and job performance. Data were collected from 380
employees working at different managerial levels in various organizations in India by using
Organizational Communication Scale (Roberts & O ‘Reilly, 1974), Job Satisfaction Survey
scale (Spector, 1985), and Job Performance scale (Rowell, Krenzler & Shakur, 1998). It was
found that organizational communication had a significant effect on job satisfaction and job
performance of the employees. The analysis further indicated that the employees at different
levels perceived job satisfaction differently. Thus, it can be inferred that in Indian
organizations, job satisfaction and performance are very much dependent on the
communication behavior of the organization.
Karthik Namasivayam (2006) The present study examined the relationships among
work–family conflict (WFC), organizational commitment (OC) and job satisfaction (JS) in a
hotel setting. Responding to calls in the literature to explore organizational constructs in
international settings, data were collected from the employees of a large independently owned
and operated hotel in India. Hierarchical linear regression analyses demonstrated that one of
two sub dimensions of WFC, namely, family related roles interfering with work related roles
(FIW) was negatively associated with JS. Both direct and moderating relationships of three sub
dimensions of OC were investigated and it was found that the affective component of OC has
stronger direct effects on JS than normative OC; continuance
 commitment had no effect. The study also revealed that employees ‘affective commitment
moderates the effects of FIW on JS. The article concludes with implications for hospitality
managers and future research directions.
2.3International studies

Agues Purwanto (2022) This study aims to focus and measure the influence and
impact of work-family conflict on job satisfaction and employee performance. Instead, it is also
aimed to test theme dieting effects of job satisfaction on the influences. The subject of this
study was 1045 female employees in Indonesia. Questionnaires were distributed via electronics
to the respondents who were randomly selected among the female employees in Indonesia.
Data collected were processed and analyses using SEM method with SmartPLS3.0 software.
The results of the analyses reported that work-family conflict is negatively and significantly
influenced the job satisfaction. Interestingly, the findings also found that, work- family conflict
is not significantly influenced directly on the female employee performance. But, work-family
conflict has significantly indirectly influenced on performance through job satisfaction
variable. Besides that, job satisfaction is positively and significantly influenced employee
performance.
Ali Katia (2021) The purpose of this meta-analytic research is to obtain a clear and
unified result for the relationship between job satisfaction and job performance, as previous
research has shown contradictions in this regard. A total of 913 articles in both English and
Persian languages were obtained from four databases, and finally, 113 articles with 123
independent data were selected and analyzed. The random-effects model was adopted based on
results, and the analysis resulted a medium, positive, and significant relationship between job
performance and job satisfaction (r = 0.339; 95% CI = 0.303 to 0.374; P = 0.000). Finally, the
country of India was identified as a moderator variable. The publication, language, selection,
and citation biases have been examined in this study. Increasing and improving the job
performance of employees have always been an important issue for organizations. The results
of this study can be useful for managers in different industries, especially for Indian
professionals in both public and private sectors, to better plan and manage the satisfaction
and the performance of their employees. Also, Indian scholars can use these results to localize
the global research in this regard.

Muhammad Jahanzeb Khan (2021) The aim of the present research was to study the
effect of job satisfaction on the performance of employees working in private sector
organizations of Peshawar, Pakistan. For that purpose, one hundred and eighty employees (N =
180) were selected as a sample from private organizations of Peshawar. An equal number of
employees, i.e., (n = 60), were selected through random sampling method from three types of
organizations, viz., hospitals, banks, and universities. A Minnesota Satisfaction Questionnaire
(MSQ-short form) developed by Weiss et al. (1967) and a self-constructed Performance
Evaluation Form (PRF) were used as instruments for the study. Initially, the reliability statistics
of both the instruments was calculated to know the significance of the scales. According to the
findings of the study, the type of occupation has been shown significant correlation with job
satisfaction. Similarly, the positive relationship of job satisfaction with performance of
employees was also confirmed. Therefore, it is concluded from the study that satisfied
employees were better in performance as compared to dissatisfied employees, thus
contributing significant role in the uplifting of their organizations. As there are unstable
economic and political conditions of Peshawar, it is therefore necessary for every organization
to make their employees motivated and satisfied towards high performance by adopting
different techniques and methods.
Anton seaman (2020) This study aims to determine the effect of compensation on job
satisfaction and the effect of compensation on employee performance in the Mining Company.
Data collected by interview, observation and literature study. The study is conducted against 51
employees with analysis the data using methods Partial Least Square (PLS). The results of this
study reveal that compensation has a significant effect on job satisfaction; in addition,
compensation also has a significant effect on employee performance.
Dio Caisar Darma (2020) In the era of globalization, which is marked by intense
competition between hospitals, it requires anticipating improvements in service quality on an
on-going basis in line with the increasingly high expectations of customers for hospital
services. This paper presents the quality of internal services and individual characteristics of
satisfaction and its implications for employee performance. The population of this study was
56 participants of the Regional General Hospital (Korpri) of East Kalimantan Province through
a questionnaire. The analysis model uses Structural Equation Model (SEM) based on Partial
Least Square (PLS). Overall, the Quality of Internal Service has a positive and significant
effect, while Individual Characteristics have a positive and significant impact on Job
Satisfaction. The second model proves that the Quality of Internal Service actually has a
positive and significant effect on Employee Performance. On the other hand, Individual
Characteristics and Job Satisfaction have a positive impact, but not significant for Employee
Performance. In order to improve employee satisfaction and performance through individual
characteristics and service quality, there is a need for support from management and fostering
good relationships with superiors and colleagues.
Hendry, M.I. (2019) The purpose of this paper is to test the effect of organizational
learning on employees ‘job satisfaction, the effect of organizational learning on the employees
‘organizational commitment, the effect of the organizational learning on employees
‘p e r f o r m a n c e , the effect of job satisfaction on the employees ‘p e r f o r m a n c e and the
effect of organizational commitment on employees ‘performance in PTPN XIII (Limited
Liability Company) in West Kalimantan. The phenomenon that existed in PTPN XIII (Limited
Liability Company) and referring from various previous research results, the study regarding
employee performance was conducted using organizational learning variable as an exogenous
variable and using job satisfaction and organizational commitment variable as an intervening
variable. Robbins (1996) revealed that the relationship between organizational learning and
performance is not very close. It is necessary to have other variables that can reinforce the
relationship and to determine the extent to which the organizational learning can contribute to
the improvement of the performance.
Nandakumar Mouth (2019) The paper aims to study the impact of four dimensions of
workplace spirituality (compassion, meaningful work, mindfulness and transcendence)
proposed by Petchsawang and Duchon (2009, 2012) on job satisfaction. The impact of
moderating variables like gender, chronological age and work experience is also considered
in this research. Finally, job satisfaction is also studied as a mediating variable between
workplace spirituality and job performance. A cross-section research was conducted on 262
employees working in western India, which is a non-Western educated industrialized rich
democratic (WEIRD) sample. The data is analyzed by using structural equation modelling. The
research results indicate that there is a positive relationship between various dimensions of
workplace spirituality and job satisfaction. These findings deepen the understanding of
workplace spirituality, job satisfaction and job performance. This study brings new insights
into the noteworthy role spirituality plays in the context of the workplace.
Sabir Sadiqi Abdulkhaliq (2019) The main purpose of this study was to investigate
the effect of job satisfaction on employees' performance: Case study of Al Hayat Company -
PEPSI employees in Erbil, Kurdistan Region - Iraq. The method of this research is descriptive-
survey, in terms of nature, it is applied and also in terms of time it is cross- sectional. The
statistical population of this study consisted of most employees of this
company in Erbil, with a sample size of 173. The sampling method was simple random. Data
were collected using two standard questionnaires for job satisfaction and employee
performance, which were confirmed by Cornbrash ‘s alpha coefficient and composite
reliability coefficient of the questionnaires. The validity of the questionnaire was confirmed by
convergent validity (confirmation of factor loadings and AVE value) and discriminate validity.
Descriptive statistics and confirmatory factor analysis were used to analyses the data, and
structural equation modelling technique in PLS software was used to investigate the model
before testing the hypotheses, the outer model of the research, the internal model and the model
overall were fitted with the appropriate indices. Finally, the results showed that job satisfaction
has a positive and significant effect on the performance of employees of Al Hayat Company -
PEPSI in Erbil. The results of the study indicate that managers need to focus more on their
employees. In fact, employees are the costliest to the organization, but can contribute to the
growth and profitability of the company in terms of the performance.
Abdulwahab S. Bin Shaylin (2016) Successful organizations know that employee
satisfaction, performance and employee engagement are crucial. This research was conducted
to examine what contributes to a satisfied employee by examining a number of factors such
as job fit, good communication, appreciation and clear objectives. The study will also look at
the roles of the organization and individual in employee satisfaction. Job performance, another
key success factor for organizations, will also be examined. The link between employee
satisfaction and performance findings will be illuminated and related examples of what can be
done to improve both variables will be provided. Finally, this study discusses employee
engagement which combines the above topics and much more including definitions,
organizational success, and how to develop a successful employee engagement program. This
study will also provide compelling information that will help to understand the advantages of
having satisfied and high performing employees as well as using the power of employee
engagement to be competitive and profitable.
Modesto Majauskaite (2016) Although leadership is found to have impact on the
followers attitudes and performance there is a gap in leadership studies in HEIs, especially
having Lithuania in mind. The purpose of this paper is to study the impact of leadership style
on job satisfaction of faculty in higher education institutions (HEI). His survey covers the
area which lacks academic research, namely, the impact of leadership on HEI faculty. Previous
leadership studies in HEI focus on particular leadership style demonstrated the impact of
leadership on culture organizational effectiveness and other factors. However, very
few of them (one of the examples is the study of Webb, 2009 in USA) investigate the direct
managers ‘l e a d e r s h i p style and faculty job satisfaction. Besides, the previous surveys
have not covered as many leadership styles as this one does.

Mohammed Induna (2016) Organizations both in the private and public sector across
the globe rely on their workforce for optimum productivity which will in turn result to
organizational efficiency. In this case, the need for ensuring employee job satisfaction becomes
a matter of necessity to every organization. Though, studies have been conducted by various
researchers and scholars in this area, there is however the need to conduct more studies on job
satisfaction and performance of an employee since the employees are believed to be an
indispensable part of an organization. Therefore, this study aims to examine the relationship
between job satisfaction and performance of non-academic staff of Bauchi State University
Gadau Nigeria (BASUG). Dissatisfaction is believed to be one of the major factors that
demotivates and demoralize employee in the workplace which can result to lower productivity
thereby affecting the overall performance of the organization. Consequently, an aggregate of
two hundred and seventy questionnaires were distributed non- academic staff of BASUG based
on systematic random sampling and data collected is analyzed using Statistical Package for
Social Sciences (SPSS). The outcome of the analysis depicts that there is positive and
significant relationship between job satisfactions on the performance of non- academic staff of
the University. The study will serve as a policy guide to the management of the Nigerian
Universities in areas relating to employee performance improvement through job satisfaction
and it will also further make an impetus the field of organizational behavior and human
resource management.

AbdulRaziq Raheela Maulabakhsh (2015) In the modern era, organizations are

facing several challenges due to the dynamic nature of the environment. One of the many
challenges for a business is to satisfy its employees in order to cope up with the ever changing
and evolving environment and to achieve success and remain in competition. In order to
increase efficiency, effectiveness, productivity and job commitment of employees, the
business must satisfy the needs of its employees by providing good working conditions. The
objective of this paper is to analyses the impact of working environment on employee job
satisfaction. The study employed a quantitative methodology. Data was collected through a
self-administered survey questionnaire. The questionnaire is adopted from a previous validated
survey. The target population consists of educational institutes, banking sector and
telecommunication industry operating in the city of Quetta, Pakistan. Simple random sampling
is used for collection of data from 210 employees. The results indicate a positive relationship
between working environment and employee job satisfaction. The study concludes with some
brief prospects that the businesses need to realize the importance of good working
environment for maximizing the level of job satisfaction. This paper may benefit society by
encouraging people to contribute more to their jobs and may help them in their personal growth
and development. Hence, it is essential for an organization to motivate their employees to work
hard for achieving the organizational goals and objectives.
` Suhalia Parveen, Azeem Ahmad Khan (2015) This study attempts to evaluate job
satisfaction of bank employees in Western UP. It focuses on the relative importance of job
satisfaction factors and their impacts on the overall job satisfaction of employees. It also
investigates the impacts of bank type, work experience, age, and sex differences on the
attitudes toward job Satisfaction. A questionnaire has been prepared including different reasons
of low job satisfaction and various measures to make an increment in the satisfaction level
which would have been practiced in the Organization of banking sector. The investigation is
based on the sample of 425 employees. The study is the outcome of the primary data only. The
requisite primary data namely, opinions on the determinants of job satisfaction, their
importance and impact were collected through the help of a structured questionnaire using
direct interview and also observation methods. The main objective of study was to critically
assess job satisfaction of selected banks ‘top level and junior level executives.
Daisy Mui Hung Kee (2014) The objective of this study is to examine the relationship
of quality of work life (QWL) as antecedent of job satisfaction and employee in- role
performance as outcome of job satisfaction of the operators working in the readymade garment
organizations in Bangladesh. QWL was measured in terms of compensation and benefits,
supervisor behavior, work life balance and job character. Data were collected through
structured questionnaire gleaned from the literatures. The data were examined using partial
least squares (PLS), a second generation structural modelling software. The result of the study
indicated that supervisor behavior, compensation and benefits and work life balance all have
positive significant influence on job satisfaction where compensation and benefits has the
highest impact. On the contrary, job character is found having in significant effect on job
satisfaction. Last, job satisfaction was found positively and significantly related with employee
in-role performance.
 Fatima Hassan (2014) Job satisfaction - or lack of it - hinges on a productive,
accomplishing relationship between staff and management; indeed, the success of any
organization depends on staff members who enjoy their jobs and feel rewarded by their efforts.
Ultimately, of all the people in the marketplace may suffer the most when this vital success
factor is lacking. In earlier ages, many researchers have been directed on job satisfaction but
this still remains an issue for many organizations. The ambition of this research paper is to
examine the satisfaction level of the employees and helps organizations to know about the
elements that influence job satisfaction. Precisely, we acquired employee empowerment and
workplace environment as the antecedents to understand their effect on job satisfaction, and
further the impact of job satisfaction on job loyalty, job performance and turnover intention. A
self-administered questionnaire was used for data collection from several organizations.
Convenient sampling technique was used and 200 questionnaires were circulated out of which
150 were nominated for further analysis. SPSS is used for data analysis statistically. The results
showed significant positive association of employee empowerment, workplace environment,
job loyalty and job performance with job satisfaction. Furthermore, there is a significant
negative relationship between job satisfaction and turnover intention. The findings also
demonstrate that there is no significant relation of turnover intention with employee
empowerment and job performance.
Yaris After Farooq (2014) The purpose of this study is to identify the effect of work
overload on Job Satisfaction and effect of job satisfaction on employee performance and
employee engagement. Literature supported the relationship between work overload and Job
satisfaction, the relationship of job satisfaction with employees ‘performance and employee
engagement. To measure this, data was collected with the help of questionnaires. The
questionnaires distributed among the sample size of 207 employees of Public Sector University
of Gujranwala Division including teaching faculty and non-teaching staff. Data was analyzed
by using SPSS software. This study revealed the relationship of work overload on job
satisfaction of the employee which is most important thing of any organization. This study
provided further guidance to organization for making strategies to cope with these prevailing
satisfaction which ultimately affects employee performance and employee engagement.
Weihui Fu (2013) This research uses structural equation modelling (SEM) to examine
the direct and indirect relationships among caring climate, job satisfaction, organizational
commitment, and job performance of 476 employees working in a Chinese insurance
company. The SEM result showed that caring climate had a significant direct impact on job
satisfaction, organizational command, and job performance. Caring climate also had a
significant indirect impact on organizational commitment through the mediating role of job
satisfaction, and on job performance through the mediating role of job satisfaction and
organizational commitment. In addition, job satisfaction had significant direct impact on
organizational commitment, through which it also had a significant indirect impact on job
performance. Finally, organizational commitment had a significant direct impact on job
performance.
Gill and Amarji (2012) The paper examine the effects of job satisfaction and work
experience on employee desire for empowerment. Restaurant industry employees from the
Lower mainland area of British Columbia, Canada and the Punjab area of India were surveyed
to assess their perceptions of job satisfaction, work experience, and desire to be empowered at
their places of work. Results suggest that job satisfaction and work experience enhance the
employee-desire for empowerment in both countries -- Canada and India. The practical
implication of this study is that employees who exhibit job satisfaction and work experience
behaviors are more likely to heighten their desires to be empowered, regardless of cultural
context. The findings help to explain failures in organizational efforts to empower workers by
demonstrating the critical role of job satisfaction and work experience behavior in heightening
employee-desire for empowerment.
K. Louise Barisal (2007) The aim of this paper is to explore the impact of job
satisfaction components on intent to leave and turnover for hospital-based nurses in order to
identify the most influential factors. To achieve this, a systematic search of the literature was
undertaken to identify relevant international research. Three databases (i.e. BNI, CINAHL
and Psych Info) were utilized, resulting in nine articles that met the inclusion criteria. Four
recurrent themes were identified in the literature: leadership, educational attainment, pay and
stress. The key findings suggest that stress and leadership issues continue to exert influence
on dissatisfaction and turnover for nurses. Level of education achieved and pay were found to
be associated with job satisfaction, although the results for these factors were not consistent.

Alf Crossman, Bassam AbouZaki (2003)This paper investigates the relationships

between job satisfaction, individual job facets, socio‐demographic variables and job
performance in the Lebanese commercial banking sector. The sample consists of 202
employees from nine commercial banks. The results indicate that job satisfaction is not
independent in all job facets and that satisfaction with one facet might lead to satisfaction with
another. Female employees were found to be less satisfied with all facets except pay. Those
with lower educational qualifications were least satisfied. Self‐reported job performance was
found to increase with tenure.

2.3 Summary of the chapter

In this chapter, various related review has been studied. The studies include 20
international studies and 20 National studies are reviewed and ordered in a chronological basis
from the latest to the oldest. The study has aided in understanding the importance of job
satisfaction for an employee as well as the organization. This review of literature on job
satisfaction and employee ‘s performance helped to identify the important concepts and other
related variables.
he number of national and international research studies to include in the Review of Related Literature
(RRL) depends on several factors, such as academic level, research scope, and institutional guidelines.
However, here is a general guideline:

Recommended Number of Studies for RRL

1. Undergraduate Research:

National studies: 3–5

International studies: 3–5

Total: Around 6–10 sources

2. Graduate (Master’s/PhD) Research:

National studies: 5–10

International studies: 10–20

Total: Around 15–30 sources

3. Thesis/Dissertation:

National studies: 10+

International studies: 15+

Total: 25+ sources

Balancing National and International Studies

National Research: Helps contextualize findings within the country’s economic, cultural, and policy
framework.

International Research: Provides a broader perspective and comparison with global trends.

Would you like help finding specific national and international studies related to job satisfaction?
CHAPTER – III RESEARCH
METHODOLOGY
CHAPTER – III TABLE OF CONTENTS

S.NO. CONTENTS PAGE NO.

3.1 Introduction 73

3.2 Variables 74

3.3 Statement of the problem 74

3.4 Objectives of the study 75

3.5 Hypothesis 75

3.6 Operational definition 75

3.7 Research design 76

3.8 Sampling design 76

3.9 Tools used for data collection 77

3.10 Statistical tools used 77

3.11 Data interpretation 78

3.12 Limitations of the study 78

3.13 Summary of the chapter 78

 CHAPTER-III RESEARCH METHODOLOGY

3.1Introduction
Research is a serious academic activity with the set of objectives to explain or analyze
or understand a problem or finding solution for the problem by adopting a systematic approach
in collecting, organizing, analyzing the information related to a problem. Research comprises
defining problems, formulating hypothesis or suggested solution; collecting, organizing and
evaluating data; making deductions and researching conclusions; and at last carefully testing the
conclusions to determine whether they fit the formulated hypothesis.
Research is a process. A process is a set of activity that are performed to achieve a
targeted outcome that is, a process involves a number of activities, which are carried out either
sequentially or simultaneously. Research is a structured enquiry that utilizes acceptable
scientific methodology to solve problem to create a new knowledge that is generally acceptable.
Research is not confined to science and technology only; there is a vast areas of research in
other disciplines such as language, literature, history and sociology. Whatever might be the
subject, research has to be active, delight and systematic process of inquiry in order to discover,
interpret or revise facts, events, behavior and theories.
The type of research used in this project is Descriptive in nature. Descriptive research is
essentially a fact related largely to present, abstracting generations by crossing-sectional study
of the current situation. Descriptive research includes surveys and fact-finding enquiries of
different kind. The major purpose of descriptive research is description of the state of affair as it
exists at present. In social science and business research we quite often use the term ex-post
facto research for descriptive research studies. The main characteristic of this method is that the
researcher has no control over the variables; they can only report what has happened or what is
happening.
 3.2Variables

3.2.1Independent variable

The independent variable used for the study are age, gender, work experience,
educational qualification, designation of the employee, marital status and monthly salary
3.2.2 Dependent variable

The dependent variable used I the study are job autonomy, working environment,
organizational development, trust, openness, innovation, level of efforts, quality of work and
quantity of work.
3.3Statement of the problem

A study on the effect of job satisfaction on employee ‘s performance of Tele

performance, AMBIT IT Park, it is said that a satisfied employees perform productively, any
kind of grievance relating to organizational or person life have greater influence on the job. So,
every organization is giving higher priority to keep their employee ‘s with satisfaction by
providing several facilities which improves satisfaction and performance.
Based on the climate, culture, environment, efforts and innovation of the employees feels low;
it affects the performance as well as satisfaction which is bit of both positive and negative
affect.
3.4Objectives of the study Primary objective

 To study the influence of job satisfaction on employee ‘s performance of Tele performance,

AMBIT IT park.
 Secondary objectives
 To determine whether there is a relationship between job satisfaction and employee ‘s
performance.
 To find out whether the employee ‘s feels openness to voice-out their opinions and concerns to
the organization.
 To find out that employee have job autonomy in the organization.
 To identify that the climate, culture and the environment at the organization is transparent.
  To analyze whether there is a co-ordination and career development in the organization based on
job satisfaction.
 To find out the trust dimension build employee ‘s job satisfaction.
 To identify that the employee ‘s has quality and quantity of work in their performance.
 To suggest way to increase job satisfaction on employee ‘s performance.

3.5Hypothesis
The hypothesis is the tentative generalization, the validity of which remains to be reset
in its most elementary stages, the hypothesis maybe imaginative data, which becomes the basis
for action or investigation.
 Null hypothesis
Null hypothesis is formulated only to test whether there is any relationship between the
variables related to the related to the problem being studied. Usually the null hypothesis is
formed as negative statement.
H0 – Null hypothesis
 Alternative hypothesis

Alternative hypothesis is a statement, which is accepted, after the null hypothesis is rejected
based on the test result.
H1 – Alternative hypothesis
3.5.1Formulation of hypothesis
H0 - There is no association between designation and the strategies implemented to ensure
everyone in the workplace feels comfortable.
 H0- There is no relationship between job satisfaction and employee’s performance.

3.6Operational definition
Job satisfaction refers to the contentment an employee ‘s feels towards job. This
contentment motivates them to work harder to achieve their goals of the organization. Job
satisfaction is the positive emotion the employee feels when he/she is at work and the good
impact the job has on the personal life of the employee as well. Employee performance is how
an employee fulfills their job duties and executes there required tasks. It refers to the quality,
quantity and level of efforts.
3.7 Research design
Research design is the framework of research methods and techniques
chosen by a researcher. The design allows researchers to hone in on research
methods that are suitable for the subject matter and set up their studies up for the
success. According to Claire Seltizetal, research design is a catalogue the phases
and facts relating to the formulations of the research effort. It is the arrangement
of the collection and analysis of the data in a manner that aims to combine
relevance to research purpose with economy is procedure.
The type of research used to study which includes surveys and findings
and here there would be no control over the variables. Further this type of
conclusive research in which a researcher is free to pick up a problem and can
design the enquiry and conceptualization the findings.

3.7.1 Data collection method:

The data collection for the study consists of both primary and secondary
data.
 Primary data
Primary data is collected for the first time through field survey. This study
was conducted by collecting primary data using 110 questionnaires, each
consisting of 32 questions. All the questions are closed ended questions in the
nature except for the suggestions.
 Secondary data
Secondary data are those already collected, published or unpublished and
available for use. Secondary data was collected using reference from books,
journals, websites and past researches.
3.8.1 Population
The study was carried on in a finite universe that consists of 500
employee’s working in Tele performance, AMBIT IT Park Chennai branch.
3.8.2 Sample size
The sample size of the statistical sample is number of observations that
constitute.
The sample size chosen for this study is 100.
3.8.2 Sampling method
The sampling method adopted for the study is ―Convenience sampling‖.
This is a non- probability sampling technique where samples are selected from
the population because they are conveniently available to the researcher.
3.8 Tools used data collection
The method used for the data collections in this research is the survey
method. The research instrument used in this study is a close-ended self-
administered questionnaire, with the purpose of gathering prompt information
from the respondent.
3.9 Statistical tools used:
Percentage analysis
It refers to a specific kind which is used in making comparing two or more
series of data. Percentage is based on the descriptive relationship. It compares the
relative term, since the percentage reduces everything to a common base and
thereby allows meaning comparison.
 TABLE 3.1.1 PERCENTAGE FORMULATION.

Chi square analysis:

It is a statistical measure used in the context of the sampling analysis for
comparing variance to a theoretical variance. It is non- parametric test. Chi square
is used to show dependency or to determine whether the two classifications are
independent. In this study chi square test was used. This level of test is used to
test significant of association between two attributes.
Correlation:
Correlation is a statistical term describing the degree to which two variables move
in co-ordination with one another. If the two variables move in the same
direction, then those variables are said to have a positive correlation. If they move
in opposite directions, then they have a negative correlation.
3.10 Data interpretation
The primary data collected through the administration of the questionnaire
is tabulated. The tabulated data is diagrammatically represented using various
chart and diagrams. It was analyzed using percentage analysis.
3.11 Limitation of the study
 Due to limited time available for collecting the data the sample was limited to
110.
 The study is limited to Chennai branch of the company.
 The performance of an employee may change from job satisfaction.

3.10 Summary of the chapter

This chapter shows in detail the design of the research the current study
falls under, the variables that influence the output of the study, the major
objectives, and the methods of the sample selection from the population, the type
of data used and how the said data is collected. It also speaks about the statistical
tools used for analyzing the collected information. The next chapter will show in
detail the data analysis work undertaken and various statistical tool used for the
purpose.