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Submitted By:- Ashwani Bhalla MBA(Finance)

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INTRODUCTION TO HCL
HCL is among the largest ICT companies in India with an India Facing focus and over three decades of trusted relationship with customers. HCL stands for quality and innovation, a specialist ICT technology player. A pioneer who has played a leading role in moulding the IT industry of India as we see it today. A range of technology solutions, domain expertise and products catering to business needs across the sectors of Telecom, BFSI, Power, e-Governance Infrastructure, Health, Education, Media and Entertainment and Retail over the last 3 years. HCL has executed many large SI rollout projects in India including the single largest rollout of ERP licences in the enterprise segment, one of the largest VOIP networks for the defence sector and the National Internet Backbone Services. The HCLs Best Assured stamp of quality that ensures that best is delivered to our customers. Sustainable Growth through and integrated environmentally friendly program-HCL eco Safe. HCL is one of Indias largest distribution and retail network, to market a range of IT and Digital Lifestyle products. A network that reaches out to 93,000 retail outlets over 11,000 plus towns. An unmatched service and support infrastructure that reaches out to all corners of India. World Class Support Services. Ranked no. 1 Company in IT services as per DQ CSA 2009. HCL is a leading global Technology and IT Enterprise with annual revenues of US$ 6.3 billion. The HCL Enterprise comprises two companies listed in India, HCL Technologies and HCL Info systems. The 3 decade old enterprise, founded in 1976 by Shiv Nadar, is one of India's original IT garage start ups. Its range of offerings span R&D and Technology

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Services, Enterprise and Applications Consulting, Remote Infrastructure Management, BPO services, IT Hardware, Systems Integration and Distribution of Technology and Telecom products in India. The HCL team comprises 93,000 professionals of diverse nationalities, operating across 32countries including 500 points of presence in India. HCL has global partnerships with several leading Fortune 1000 firms, including several IT and Technology majors.

The office Automation segment has strategic alliances with industry leaders to provide services in various domains which include Audio Video system integration solutions, broadcasting solutions, imaging products and solutions. The company has strategic alliances with world leaders for voice and video conferencing solutions. TV and FM Broadcasting solutions and for imaging products and solutions to provide documentation products like copiers, MFDs, Duprinters, laser printers and large format printers. HCL Infinity Ltd, 100% owned subsidiary of HCL Info systems Ltd. is a class A ISP focusing on providing the corporate networking services like Virtual Private Network. Broadband Internet Access, Internet Telephony Hosting and Co-location services designing and deploying Disaster Recovery Solutions & Business Continuity solutions, Application services, Managed security services & NOC services over its state-of-the-art IP/MPLS network and endto-end contact centre solutions.

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

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

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

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

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HISTORY OF HCL

Shiv Nadar and HCL


Founder of HCL, born in Tamil Nadu. Started HCL in 1976. An electrical engineer from Coimbatore Worked with Cooper Engineering as a systems analyst and as a senior management trainee at DCM in 1968 Started microcomputer with 5 other partners in 1975.

The beginning..

Begin with calculators

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Launched first microcomputer in 1977 Started diversified application Development.

THE INITIAL YEARS 01 Developed the first indigenous micro-computer at the same time as Apple and 3 years before IBM's PC in 1978. This micro-computer virtually gave birth to the Indian computer industry. HCL's in-depth knowledge of UNIX led to the development of a fine grained multiprocessor UNIX in 1988, three years ahead of Sun and HP.

THE GROWTH PHASE 02 Along with the swiftly growing software technology industry, HCL, which was hitherto known as the pioneer in modern computing made the advent into software development. HCL's R&D was spun off as HCL Technologies in 1997 to mark their advent into the software services arena.

THE WORLD PHASE 03 Today, HCL sells more PCs in India than any other brand, runs Northern Ireland's largest BPO operation, and manages the network for Asia's largest stock exchange network apart from designing zero visibility landing systems to land the world's most popular airplane. And this it does across 23 countries and across 360 service locations in India.

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BRAND STORY The HCL Global branding initiatives was conceptualized in Jan 05. Objective was to unify the global enterprise and connect with all stakeholders.

Timeline

1976

Hindustan Computers Limited (HCL) born.

1977

Distribution alliance formed with Toshiba for copiers.

1978 Apple.

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

The Indian Computer Industry was born.

1980

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

1983

Indigenously developed an RDBMS, a Networking OS and a Client Server architecture, at the same time as global IT peers.

1986

HCL became the largest IT Company in India.

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1988 HP.

HCL introduced fine grained multi-processor Unix-3 years ahead of Sun and

1990

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

1991

HCL Ltd. And Hewlett Packard, USA, partner to form HCL-Hewlett Packard Ltd. JV developed multi-processor UNIX for HP-heralds HCLs entry into contract

R&D.

1994

Distribution alliances formed with Ericsson Switches and Nokia Cell Phones.

1997

HCL Info systems was formed. HCLs R&D spun-off as HCL Technologies- marks advent into software services. JV with Perot Systems, stake divested in 2003.

1999

Initial Public Offering made by HCL Technologies Ltd. Formation of Global Board of Directors.

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

2001

JV with Deutsche Bank- DSL software formed. HCL BPO Incorporated.


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Acquired British Telecoms Apollos contact centre in Belfast, Northern Ireland. HCL Info systems became largest Hardware Company.

2002

Strong pursuit of nonlinear strategy to widen services portfolio; several JVs and Alliances formed. Strategic alliance forged with Jones Apparel Group, Inc. a fortune 500 company. Infrastructure services division launched to address emerging global needs. Software businesses of HCL Info systems and HCL Technologies merged.

2003 Largest BPO order ever outsourced to an Indian BPO firm, won from British Telecom. Landmark deals signed with Airbus and AMD. HCL manpower crossed the 20,000 mark.

2004

Accorded leader status by Meta Group in Offshore Outsourcing. HCL was Indias No. 1 PC 4th year in a row.

2005

HCL signed Software Development Agreement with : Boeing for the 787 Dream liner program. JV with NEC, Japan. HCL integrated all group employees under hcl.in domain.

2006

75,000+ machines produced in a single month.

HCL Info systems in partnership with Toshiba expands its retail presence in India by : Unveiling shop Toshiba. HCL Info systems & Nokia announced a long term distribution strategy. HCL Info systems showcases Computer Solutions for the Rural Markets in India.
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HCL Info systems First in India to Launch the New Generation of High Performance Server Platforms Powered by Intel Dual Core Xeon 5000 Processor. HCL formed a Strategic Partnership with APPLE to provide Sales & Services Support for iPods in India.

HCL PRODUCT PARTENERSHIP WITH

TOSHIBA - 1977 (Leading position in office automation and laptops in India). INTEL 1981 (Over 25 years of scripting an ear of computing across the microprocessor). MICROSOFT 1985 (Over 20 years of strategic relationship that has seen the computer evolve from a computer device to the centre of the digital world). NOKIA I 1996 (Dominant position in mobile handset market in India). AMD 2004 (Partnering in computing and providing IT services).

HCL JOINT VENTURE WITH

HP (1991-96) (Created the HP brand for computers in India). PEROTSYSTEMS (1996-2003) (Significant IT services with quarter billion dollar enterprises value). BT (2001-05) (First Indian BPO Global Delivery Centre currently employing 2000 UK nationals). Deutsche Bank (2000-05) (Largest financial service offering widest range of capital market services) .
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NEC (2005) (First Japan India hi-tech JV for Product engineering services) CELESTICA (2006) (Industry first End To End product lifecycle solution for OEMs)etc.

HCL STRATEGIC ALLIANCES WITH

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

AWARDS

Best Desktop PC Companys award 2009. Best Employer by IDC-DQ 2008. Emerald Award for Best All round Performance.

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OFFERING FOR BUSINESS EMPOWERMENT OF HCL CDC

NEED
In the emerging net economy, IT infrastructure Plays the role of a Powerful business enabler to improve your business processes, to help you focus on your goals and strategies and more importantly, to help you serve your customers better. IT Infrastructure demands constant change latest technology, reliable operations and high availability. Leaders like you, in the process of selecting the best of breed InTechnology, require integrating different solutions from various vendors. Thus situation where you need a strong reliable and trusted partner committed to deliver beyond just services.

ADVANTAGE
Staying competitive in todays dynamic business environment means finding new ways to reduce costs while maximizing the value of your technology and personal resources. More than ever, your ability to "do more with less" determines how successful your organization will be. Thats why HCL CDC helps you achieve. By channeling our in-depth expertise gained from over 28 years of IT Domain experience. We provide a full bandwidth of services specifically designed to meet your complete IT needs. And as a single window for completing business solutions wherever you are located....... We make IT possible to save money......WE TELL YOU WHERE as well as time ......WE SHOW YOU HOW

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THE 6 S
SOLUTIONS:
The one stop shop solution center for all your IT needs, customized to meet and scale with your unique Business Needs.

SERVICES:
A range of value added services in IT infrastructure operations and management.

SUPPORT:
Pan-India footprint of support and logistic locations. Over 260 Direct service support locations. Technically sound workforce of over 1700 certified professionals.

STANDARDS:
World Class Quality standards maintained for PPP (People, Processes &Performance). Alliance with global technology leaders.

SAVINGS:
We help you find new ways to reduce costs & "do more with less" by maximizing the value of your technology and personal resources, thereby reducing your total cost of ownership (TCO).

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SATISFACTION:
Complete Satisfaction for the customers through the HCL 6S offering that enables one to maximize system uptime through rapid response and resolution services, thereby optimizing your IT investments.

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BUSINESS MODEL

The HCL Enterprise comprises two companies listed in India, HCL Technologies and HCL Info systems. HCL Technologies is the IT and BPO services arm focused on global markets, while HCL Info systems are the IT hardware and system integration arm focused on the Indian market. Together, these entities have uniquely positioned HCL as an enterprise with service offerings spanning the IT Services and Product spectrum. Source: www.hcl.in

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LITRATURE REVIEW
Job Satisfaction is the most prominent work attitude examined in the work and organizational literature. It constructs also receive much attention within the more specific work-family literature. Researchers have often included it constructs in their examination of the relationships between work-family issues and work outcomes . Job Satisfaction: Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs" (Specter, 1997, p. 2). Organizational Commitment: Meyer and Allen (1994) state that organizational commitment is "a psychological state that a) characterizes the employee's relationships with the organization, and b) has implications for the decision to continue membership in the organization" (p. 67).

And also communication is very important in people's relations. Effective communication is based on information:

-the volume that is available; -its quality; -the means and media by which it is transmitted and received; -the use to which it is put; -its integrity; -the level of integrity of the wider situation.

Communication and information feed the quality of all human relations in


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organizations. Good communications underline good relations and enhance the general quality of working life, motivation and morale. Bad and inadequate communications lead to frustration and they enhance feelings of alienation, lack of identity and unity.

It is therefore necessary to consider each aspect of the communication process in turn. This is followed by a discussion of the elements that contribute to their quality and effective usage.

Beyond this general sense, Organizational scientists have developed many nuanced definitions of organizational commitment, and numerous scales to measure them. Recently, U.S. News & World Report named Clergy as one of the top 30 careers in 2009 (Nemko 2008a). Five criteria were considered: job outlook, job satisfaction, difficulty of required training, prestige, and pay (Nemko 2008a). Many of the 30 Best Careers were in helping professions. Marty Nemko (2008c) noted that being a cleric isnt a job its a life and that you must be able to inspire others through word and deed, especially at critical moments in life. This may seem to be a tall order and may be one of the reasons many expect clergy to be burned out. Much of the research on job satisfaction in clergy has been on burnout and emotional exhaustion. Some of that research is summarized below. Several studies have compared clergy to other professionals and may be especially helpful to this task force: Best Careers in 2009 by Marty Nemko, U.S. News & World Report Spirituality, Stress and Work by Rick Csiernick & David W. Adams, Employee Assistance Quarterly Emotional exhaustion and mental health problems among employees doing
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people work: the impact of job demands, job resources and family-to-work conflict by Geertje van Daalen, Tineke M. Willemsen, Karin Sanders, and Marc J. P. M. van Veldhoven, International Archives of Occupational and Environmental Health Job Satisfaction in the United States by Tom W. Smith, NORC, University of Chicago (This report showed that clergy ranked the highest on job satisfaction and general happiness. Literature reviews which may also be especially helpful are: Clergy work-related psychological health, stress, and burnout: An introduction to this special issue of Mental Health, Religion and Culture by Christopher Alan Lewis, Douglas W. Turton, & Leslie J. Francis, Mental Health, Religion & Culture Mental Health Issues Among Clergy and Other Religious Professionals: A Review of Research by Andrew J. Weaver, Kevin J. Flannelly, David B. Larson, Carolyn L. Stapleton, & Harold G. Koenig, The Journal of Pastoral Care & Counseling It is well known that clergy work beyond the regular 40 hour work week and do so during unscheduled times at locations other than their workplace, such as visiting the organization when a employ feels stressed by the work he done. Weaver, Flanelly, Larson, Stapleton & Koenig (2002) compiled a helpful research review on mental health issues among clergy. Work hours have also been shown to be related to increased job stress, especially related to family, in physicians (Rovik et al. 2007) and to emotional exhaustion in those doing people work (Daalen, Willemsen, Sanders, &Veldhoven 2009). These long work hours may be indicative of a strong commitment by clergy to their congregations and community. Personal dedication, investment in ones job, and commitment increase job satisfaction in clergy and religious order workers

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(Wittberg 1993). Anecdotal accounts can certainly verify this commitment, and it is something clergy have in common with firefighters (Lee & Olshfski 2002). Uncertainty of job expectations, volume of work, incompatibility of expectations, and work-family conflict increase emotional exhaustion, and uncertainty of expectations decreases job satisfaction (Hang-yue, Foley, & Loi 2005). Influence within the organization. (Wildhagen, Mueller & Wang 2005) and authority (Miner, Sterland, & Dowson 2006) also seem to relate to job satisfaction. This sense of control in the workplace also contributes to job satisfaction in firefighters (Lourel, Abdellaoui, Chevaleyre, Paltrier & Gana 2008), and autonomy was related to decreased emotional exhaustion in those doing people work (Daalen, et al. 2009). Nelsen and Everett (1976) suggest the members Willingness to be taught is related to job satisfaction, and it has been shown that a feeling of frustration when teaching contributes to low job satisfaction in special education

Authors Review
Csiernik, R., Adams, D. W. (2002). Spirituality, Stress and Work [Electronic Version]. Employee Assistance Quarterly 18, 2, 29-37. Daalen, G., Willemsen, T. M., Sanders, K., Veldhoven, M. J. P. M. (2009). Emotional exhaustion and mental health problems among employees doing people work: The impact of job demands, job resources and family-to-work conflict [Electronic Version]. International Archives of Occupational and Environmental Health 82, 3, 291-303. Doolittle, B. R. (2007). Burnout and coping among parish-based clergy [Electronic Version]. Mental Health, Religion & Culture 10, 1, 31-38. Frame, M. W., Shehan, C. L. (1994). Work and well-being in the two-person career:
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Relocation stress and coping among clergy husbands and wives [Electronic version]. Family Relations 43, 196-205. Hang-yue, N., Foley, S., Loi, R. (2005). Work role stressors and turnover intentions : a study of professional clergy in Hong Kong [Electronic Version]. International Journal of Human Resource Management 16, 11, 2133-2146. Lee, S., Olshfski, D. (2002). Employee commitment and firefighters: Its my job [Electronic Version]. Public Administration Review, 62, 108-114. Lewis, C. A., Turton, D. W., Francis, L. J. (2007). Clergy work-related psychological health, stress, and burnout: An introduction to this special issue of Mental Health, Religion and Culture [Electronic Version]. Mental Health, Religion & Culture 10, 1, 1-8. Lourel, M., Abdellaoui, S., Chevaleyre, S., Paltrier, M., Gana, K. (2008). Relationships between psychological job demands, job control and burnout among firefighters [Electronic Version]. North American Journal of Psychology, 10, 3, 489-496. McDuff, E. M. (2001). The gender paradox in work satisfaction and the protestant clergy [Electronic version]. Sociology of Religion, 62, 1, 1-21. Miner, M. (2007a). Changes in burnout over the first 12 months in ministry: Links with stress and orientation to ministry [Electronic Version]. Mental Health, Religion & Culture 10, 1, 9-16. Miner, M. (2007b). Burnout in the first year of ministry: Personality and belief style as important predictors [Electronic Version]. Mental Health, Religion & Culture 10, 1, 17-29. Miner, M. Sterland, S., & Dowson, M. (2006). Coping with ministry: Development of a multidimensional measure of internal orientation to the demands of ministry [Electronic version]. Review of Religious Research, 48, 2, 212-230.

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

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INTRODUCTION TO JOB SATISFACTION

Job Satisfaction
"Job satisfaction is defined as "the extent to which people like (satisfaction)or

dislike (dissatisfaction) their jobs

This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these facet conditions is often useful for amore careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work and benefits." Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The Harvard Professional Group (1998) sees job satisfaction as the keying redient that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfillment.

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Importance to Worker and Organization Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety. At the same time ,monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads

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

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

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

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

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

Opportunities to use one's talents and to be creative


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Opportunities to take responsibility and direct one's own work

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

An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Competitive salary and opportunities for promotion Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a good inspector,
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and a shy worker is unlikely to be a good salesperson. As much as possible, managers should match job tasks to employees' personalities. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is:

Job enrichment .Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction include AT&T, IBM, and General Motors (Daft, 1997).Good management has the potential for creating high morale,

high productivity, and A sense of purpose and meaning for the organization and its employees. Empirical findings show that job characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as organizational characteristics such as commitment and relationship with supervisors and co-workers, have significant effects on job satisfaction. These job characteristics can be carefully managed to enhance job satisfaction. Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. Everett (1995) suggests that employees ask themselves the following questions:

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

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What did it look like?

What aspects of the workplace were most supportive?

What aspects of the work itself were most satisfying?

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

Workers' Roles in Job Satisfaction

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

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

Develop excellent communication skills. Employers value and reward excellent reading, listening, writing, and speaking skills.

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

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

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

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

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

Learn to de-stress. Plan to avoid burnout by developing healthy stressmanagement techniques.

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RESEARCH METHODOLOGY

OBJECTIVES OF THE PROJECT Every task is undertaken with on objective without any objective a task is rendered meaningless. The main objectives for undertaking this project are: 1) To analyse the satisfaction level of employees regarding availability of facilities at HCL. 2) To analyse the major problems they are facing.

RESEARCH DESIGN: DESCRIPTIVE: The research is concerned with finding out who, what, where, when and how much, then study is descriptive. This Project involved a systematic and scientific search for information. The major goal of a descriptive research is to describe events, phenomena and situations. SAMPLING PLAN: Sample Size = 30 Students Sample Area = HCL, Mohali

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

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SAMPLING UNIT: All the employees of HCL, Chandigarh and Mohali

DATA COLLECTION:

Data Sources: Primary Data

i. ii. iii.

Discussion with Centre Head. Discussion with employees working in HCL. Data collected from questionnaire

LIMITATIONS OF THE STUDY 1) Some employees might have given biased information. 2) There might be mistakes in interpreting the information obtained correctly. 3) Due to time constraints the study was limited in extent. 4) Due to the use of convenience sampling techniques the sample might not represent the true preference of the population.
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OBHECTIVES OF STUDY

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OBJECTIVES OF THE STUDY


To get the knowledge about the promotion level and working years criteria. To get knowledge about the extra benefits getting by employees. To know the stress level of the employees. To know the working environment inside the organization.

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DATA INTERPRETATION 1. How many years have you been with HCL? Table 1.1 showing from how many years employees are working at HCl, Chandigarh and Mohali. RESPONSE Less than 2years. 2-5 years 5-10 years 10-20 years NUMBER OF % OBTAINED RESPONDENTS 30 100% 0 0 0 0 0 0

More than 20 0 0 years Figure 1.1 showing from how many years employees are working at HCl, Chandigarh, and Mohali.

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

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

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1 (A). How many working hour should be there? Table 1.2 showing preferred number of working hours by the employees. RESPONSE 5hrs 7hrs 8hrs NUMBER OF % OBTAINED RESPONDENTS 11 37% 12 7 40% 23%

Figure 1.2 showing preferred number of working hours by the employees.

40 35 30 25 20 15 10 5 0 5 hrs 7 hrs 8hrs 37 40 23

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

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1(B). Basis of promotion:

Table 1.3 showing basis of promotion preferred by the employees.

RESPONSE Seniority Merit Both

NUMBER OF % OBTAINED RESPONDENTS 1 3% 6 23 20% 77%

Figure 1.3 showing basis of promotion preferred by the employees.

3 20 Seniority Merit Both 77

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

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1(C). Are you proud to be a part of HCL? Table 1.4 showing whether employees are proud to be a part of HCL or not.

RESPONSE Yes No

NUMBER OF % OBTAINED RESPONDENTS 30 100% 0 0

Figure 1.4 showing whether employees are proud to be a part of HCL or not.
120 100 80 60 100 40 20 0 Yes 0 No

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

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2. How much are you satisfied with salary package? Table 2.1 showing satisfaction level of employees regarding salary package.

RESPONSE Extremely satisfied Mostly Satisfied Neutral Somewhat satisfied Not satisfied

NUMBER OF % OBTAINED RESPONDENTS 1 3% 6 18 4 1 20% 60% 14% 3%

Figure 2.1 showing satisfaction level of employees regarding salary package.

70 60 50 40 30 20 10 0 3 Most satisfied Somewhat satisfied Neutral 20 14 Somewhat dissatisfied 3 Most dissatisfied 60

Interpretation: Most of the employees are neutral regarding salary package. Only few are somewhat satisfied and somewhat dissatisfied.

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2 (A). How often do you get bonuses?

Table 2.2 showing how often do employees get bonuses. RESPONSE Monthly Quarterly Yearly NUMBER OF % OBTAINED RESPONDENTS 2 6% 14 14 47% 47%

Figure 2.2 showing how often do employees get bonuses.

50 40 30 20 10 0 6 Monthly Yearly Quaterly 47 47

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

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2 (B). Are you satisfied with grievances handling procedure in HCL? Table 2.3 showing employees satisfaction regarding grievance handling procedure. RESPONSE Yes No NUMBER OF % OBTAINED RESPONDENTS 30 100% 0 0

Figure 2.3 showing employees satisfaction regarding grievance handling procedure.


120 100 80 60 100 40 20 0 Yes 0 No

Interpretation: All the employees in HCL,Chandigarh and Mohali are satisfied with the grievances handling procedure.

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

Table 3.1 showing the stress level of employees. RESPONSE Extremely often Very often Moderately often Slightly often Not at all often NUMBER OF % OBTAINED RESPONDENTS 1 3% 3 4 18 4 11% 13% 60% 13%

Figure 3.1 showing the stress level of employees.


70 60 50 40 30 20 10 0 3 Extremely often 11 Very often 13 Moderately often Slightely often 13 not at all often 60

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

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3 (A). How are your relations with your colleagues? Table 3.2 showing employees relationship with their colleagues. RESPONSE Good Excellent Bad NUMBER OF % OBTAINED RESPONDENTS 15 50% 15 0 50% 0

Figure 3.2 showing employees relationship with their colleagues.


60 50 40 30 50 20 10 0 Good Excellent 0 Bad 50

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

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3(B). how are your relations with your superiors?

Table 1.3 showing employees relations with their superiors. RESPONSE Good Excellent Bad NUMBER OF % OBTAINED RESPONDENTS 18 60% 12 0 40% 0

Figure 1.3 showing employees relations with their superiors.


70 60 50 40 30 20 10 0 Good Excellent 0 Bad 60 40

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

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4. You are working as Table 4.1 showing designation of employees working at HCL, Chandigarh and Mohali. RESPONSE C.E.O. Manager M.D Centre Head Frontline Trainer NUMBER OF % OBTAINED RESPONDENTS 0 0 6 0 1 14 9 20% 0 3% 47% 30%

Figure 4.1 showing designation of employees working at HCL, Chandigarh and Mohali.

30

20 3

C.E.O Manager Centre Head Frontline Trainer

47

M.D

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

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1(D). Are you satisfied with the working conditions in HCL? Table 1.5 showing satisfaction levels of employees regarding working conditions. RESPONSE Yes No NUMBER OF % OBTAINED RESPONDENTS 29 99% 1 1%

Figure 1.5 showing satisfaction level of employees regarding working conditions.


120 100 80 60 40 20 0 Yes 2.5 No 99

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

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4(A). Rate your satisfaction level according to the following

parameters:
Table 4.2 showing satisfaction level of employees regarding various facilities.

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

Extremely satisfied 2 5 11 8 1 9 15 7 3 4 3 5 2

Mostly Neutral Somewhat satisfied satisfied 6 15 1 6 7 7 14 15 9 11 15 6 6 6 10 10 6 4 1 10 8 0 4 9 14 13 12 9 0 4 7 2 0 7 9 4 2 1 4

Not satisfied 6 5 1 2 3 0 0 6 3 2 2 2 9

Wtd. mean

Extremely satisfied
3 7 15 9 1 4 3 2 2 5 5 11 8 Insurance Medical Facilities Infrastructure Mobile and Net facility Provident Fund Food and Water facility Cleanliness

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FINDINGS CONCLUSION

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FINDINGS
All the employees in HCL, Chandigarh and mohali are working from less than two years. In HCL, Chandigarh and Mohali 3% are working as centre head, 20% employees are working as manager, 30% as trainers, and47% as frontline staff. Most of the employees feel stressed out slightly often. Only a few feel stressed out extremely often. 37% of employees feel that working hours should be five hours, and 40% think that working hours should be 7hours. Other 23% think that working hours should be 8 hours. 60% of employees have good relations with their superiors and other 40% have excellent relations with their superiors. 77% of the employees feel that basis of promotion should be both merit and seniority and 20% feel merit should be the basis of promotion. Only 3% agrees to the seniority as the basis of promotion. Most of the employees are neutral regarding salary package. Only few are somewhat satisfied and somewhat dissatisfied. 47% of employees get bonuses yearly and other 47% get bonuses quarterly. Only 6% of employees get bonuses monthly. Half of the employees have good relations with their colleagues and other half has excellent relations with their colleagues.

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All the employees in HCL,Chandigarh and Mohali are satisfied with the grievances handling procedure. 99% of the employees in HCL, Chandigareh and Mohali are satisfied with the working conditions. Only 1% of the employees are not satisfied. All the employees in HCL, Chandigarh and Mohali are proud to be a part of HCL.

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CONCLUSION

1. Most of the employees are satisfied from the behaviour of their colleagues and the seniors. 2. They are not satisfied with the insurance and medical facilities. 3. They want an increase in the number of labs. 4. They are satisfied with the mobile and net facilities. 5. They are satisfied with the grievance handling procedure... 6. They want that canteen facility should be provided. 7. They want that there should be fixed lunch time. 8. All are satisfied from the cleanliness in HCL,Chandigarh and Mohali. 9. Overall satisfaction level is neutral.

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SUGGESTIONS

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SUGGESTIONS

Management should take appropriate measures to improve coordination among employees.

Incentives, increments and bonuses should be given time to time in order to improve morale of employees.

There should be expansion in the area and infrastructure of HCL, Chandigarh and Mohali.

More labs should be constructed. Working hours should be reduced. There should be facility of canteen and also adequate availability of cool drinking water.

There should be fixed lunch time.

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ANNEXURE
BIBLIOGRPAHY

QUESTIONNAIRE

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

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

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

EMAIL ID:

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

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QUESTIONS: 1. How many years have you been with HCL? a) Less than 2 years d) 10-20 years b) 2-5 years c) 5-10 years

e) More than 20 years

2. You are working as C.E.O Manager M.D. C.H. Frontline

3. In a typical week, how often do you feel stressed at work? a) Extremely often b) Very often c) Moderately often d) Slightly often e) Not at all often

4. How many working hour should be there? a) 5 hours b) 7 hours c) 8 hours

5. How are your relations with your superiors? a) Good b) Excellent c) Bad

6. Basis of promotion: a) Seniority b) Merit c) Both

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7. How much are you satisfied with salary package? Most Satisfied 1 2 3 4 Most Dissatisfied 5

8. How often do you get bonuses? a) Monthly b) Quarterly c) yearly

9. Rate your satisfaction level according to the following parameters: Extremely satisfied Insurance Medical Facilities Infrastructure Mobile and Net facility Provident Fund Food and Water facility Cleanliness Travelling Allowance Bonus Increment Incentive Promotions Home Rent 10. what more facilities do you want in HCL ............................................................................................................................................................ ............................................................................................................................................................ 11. How are your relations with your colleagues? a) Good b) Excellent c) Bad Mostly satisfied Neutral Somewhat satisfied Not satisfied

12. Are you satisfied with grievances handling procedure in HCL ? Yes No

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

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13. Are you satisfied with the working conditions in HCL? Yes If no give reasons ............................................................................................................................................................ ............................................................................................................................................................ 14. Are you proud to be a part of HCL? a) Yes b) No No

Give suggestions to improvement in HCL:


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