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INTRODUCTION
Bharti Airtel Limited: formerly known as Bharti Tele-Ventures LTD
(BTVL) is the largest cellular service provider in India, India, with more
than135 million subscriptions as of May 2010 with this, Bharti is now the
world's third-largest, single-country mobile operator and Fifth-largest
integrated telecom operator. It also offers fixed line services and broadband
services. It offers its TELECOM services under the Airtel brand and is
headed by Sunil. The company also provides telephone services and
broadband Internet access (DSL) in top 95 cities in India. It also acts as a
carrier for national and international long distance communication services.
The company has a submarine cable landing station at Chennai, which
connects the submarine cable connecting Chennai and Singapore. It is
known for being the first mobile phone company in the world to outsource
everything except marketing and sales. Its network (base stations,
microwave links, etc) is maintained by Ericsson and Nokia Siemens
Network business support by IBM and transmission towers by another
company. Ericsson agreed for the first time, to be paid by the minute for
installation and maintenance of their equipment rather than being paid up
front. This enables the company to provide pan-India phone call rates of Rs.
1/minute (U$0.02/minute). The businesses at Bharti Airtel have always
1
been structured into three individual strategic business units (SBU's) Mobile
Services, Airtel Telemedia Services & Enterprise Services.
The mobile business provides mobile & fixed wireless services using GSM
technology across 23 telecom circles while the Airtel Telemedia Services
business offers broadband & telephone services in 95 cities and has recently
launched a Direct-to-Home (DTH) service, Airtel Digital TV.Shahrukh
Khan is the brand ambassador of the mobile company and Kareena Kapoor
and Saif Ali Khan are the brand ambassadors of the DTH Company. The
company provides end-to-end data and enterprise services to the corporate
customers through its nationwide fiber optic backbone, last mile
connectivity in fixed-line and mobile circles, VSATs, ISP and international
bandwidth access through the gateways and landing station. Globally,
Bharti Airtel is the 3rd largest in-country mobile operator by subscriber
base, behind China Mobile and China Unicom. In India, the company has a
24.6% share of the wireless services market, followed by 17.7% for
Reliance Communications and 17.4% for Vodafone Essar. In January 2010,
company announced that Manoj Kohli, Joint Managing Director and current
Chief Executive Officer of Indian and South Asian operations, will become
the Chief Executive Officer of the International Business Group from 1
April 2010. He will be overseeing Bharti's overseas business. Current Day.
CEO, Sanjay Kapoor, will replace Manoj Kohli and will be the CEO with
effective from 1 April, 2010.
2
COMPANY PROFILE
OF
BHARTI AIRTEL
TYPE PUBLIC (BSE:532454)
INDUSTRY TELECOMMUNICATION
FOUNDED 7 JULY 1995
FOUNDER’S SUNEEL BHARTI MITTAL
HEADQUARTER NEW DELHI INDIA
AREA SERVED WORLD WIDE
KEY PEOPLE SUNEELMITTAL(CHAIRMAN&MD)
SANJAY KAPOOR(CEO)
PRODUCTS WIRELESS TELEPHONE
TELEPHONE
INTERNET
SATTELITE TELEVISION
REVENUE US$ 7.254 BILLION (2009)
OPERATING INCOME
US$ 2.043 BILLON (2009)
NET INCOME US$ 1.662 BILION (2009)
TOTAL ASSETS US$ 11.835 BILLION (2009)
EMPLOYEES 25,543 (2009)
PARENT BHARTI ENTERPRISES (64.76%)
SING TEL (30.5%)
VODAPHONE (4.4%)
WEBSITE AIRTEL.IN
3
SERVICES PROVIDED BY BHARTI AIRTEL TELECOM COMPANY
Bharti Airtel offers GSM mobile services in all the 23-telecom circles of
India and is the largest mobile service provider in the country, based on the
number of customers.
The group offers high speed broadband internet with a best in class
network. With Landline services in 94 cities we help you stay in touch with
your friends & family and the world. Get world class entertainment with
India’s best direct to home (DTH) service digital TV in more than 150
cities
4
Enterprise Services provides a broad portfolio of services to large
Enterprise and Carrier customers. This division comprises of the Carrier and
Corporate business unit. Enterprise Services is regarded as the trusted
communications partner to India's leading organizations, helping them to
meet the challenges of growth.
Discover the magical experience of digital entertainment with Airtel. From
DVD quality picture and sound, the best and widest variety of channels and
programmes to the best on-demand content on Airtel Live, your TV
viewing experience change forever with digital TV from Airtel!
5
PRODUCT
OF
BHARTIAIRTELTELECOM COMPANY
6
MISSION, VISION AND OBJECTIVE
MISSION:-We will meet global standards for telecom services that
delight customers through:-
Customers services focus
Empowered employee
Innovative services
Cost efficiency
VISION: - By 2010 Airtel will be the most admired brand in India:
Loved by more customers
Targeted by top talent
Benchmarked by more business.
OBJECTIVE:-
Satisfying the needs of customers through the provision of goods and
services on a competitive and professional basis.
7
Providing a fulfilling safe work working environment for employees,
Rewarding good performance and providing opportunities for
advancement.
COMPANIES OF BHARTI ENTERPRISES
1. Bharti Airtel: Bharti Airtel is India's leading provider of
telecommunications services. The company provides GSM mobile services
across India in 23 telecom circles and broadband & telephone services in 90
cities.
2. Bharti Teletech Ltd: Bharti TeleTech manufactures and exports world-
class telecom equipment under the brand Beetle'. It is the only Indian
telephone company to be present in 30 countries mapping 5 continents. The
company's product range include Basic Telephones, Caller ID Phones,
Caller ID Boxes, Cordless Phones, 2.4 GHz Digital Cordless Phones, DECT
1.8 GHz Phones, and Set Top Boxes.
3. Telecom Seychelles Ltd: Telecom Seychelles Ltd provides
comprehensive telecom services including GSM Cellular, PSTN (Fixed
Lines), Fax and Data, International Roaming, connectivity to Internet
Services, Maritime Telecom Services (INMARSAT) and International
Collect and Credit Card calling, in Seychelles, under the brand'Airtel.
8
4. Bharti Telesoft Ltd: Bharti Telesoft Ltd provides value added services
and solutions to wireless and wireline carriers worldwide. Bharti Telesoft
Ltd ha deployed products and solutions in 25 countries to over 100 network,
and has a customer base of 150 million across 5 continents.
5. TeleTech Services (India) Ltd: TeleTech Services (India) Ltd is a
joint venture between TeleTech Holdings, Inc., world's leading full-service
provider of business process outsourcing and Bharti TeleTech Ltd. The
company offers offer the entire spectrum of front-to-back-office business
processes ranging from voice and non-voice customer support, back office
administration (including credit and collections, account maintenance,
application processing, claims processing, asset management, document
management etc.), sales and marketing (including database marketing,
marketing support, web sales and marketing etc.) to global customers.
6. FieldFresh Foods Pvt Ltd: FieldFresh Foods (P) Ltd is an equal
partnership venture between Bharti Enterprises and ELRo Holdings India
Ltd, an investment company of the Rothschild family. The company
provides premium quality fresh produce to the markets worldwide and
promotes world class standards for agricultural practices, progressive
farming techniques & identification and adoption of appropriate
technologies.
7. Bharti Retail Pvt Ltd: Bharti Retail Pvt Ltd. is a 100% subsidiary of
Bharti Enterprises. Bharti Retail is planning to launch its retail outlets in
multiple consumer friendly formats in several cities across India.
9
HIEREARCHY OF BHARTI AIRTEL TELECOM
COMPANY
10
SWOT ANALYSIS OF BHARTI AIRTEL
Strengths
1. Bharti Airtel has more than 65 million customers (July 2008). It is the
largest cellular provider in India, and also supplies broadband and telephone
services - as well as many other telecommunications services to both
domestic and corporate customers.
2. Other stakeholders in Bharti Airtel include Sony-Ericsson, Nokia - and Sing
Tel, with whom they hold a strategic alliance. This means that the business
has access to knowledge and technology from other parts of the
telecommunications world.
3. The company has covered the entire Indian nation with its network. This
has underpinned its large and rising customer base.
Weaknesses
1. An often cited original weakness is that when the business was started by
Sunil Bharti Mittal over 15 years ago, the business has little knowledge and
experience of how a cellular telephone system actually worked. So the start-
up business had to outsource to industry experts in the field.
11
2. Until recently Airtel did not own its own towers, which was a particular
strength of some of its competitors such as Hutchison Essar. Towers are
important if your company wishes to provide wide coverage nationally.
3. The fact that the Airtel has not pulled off a deal with South Africa's MTN
could signal the lack of any real emerging market investment opportunity
for the business once the Indian market has become mature.
Opportunities
1. The company possesses a customized version of the Google search engine
which will enhance broadband services to customers. The tie-up with
Google can only enhance the Airtel brand, and also provides advertising
opportunities in Indian for Google.
2. Global telecommunications and new technology brands see Airtel as a key
strategic player in the Indian market. The new phone will be launched in
India via an Airtel distributorship. Another strategic partnership is held with
Blackberry Wireless Solutions.
3. Despite being forced to outsource much of its technical operations in the
early days, this allowed Airtel to work from its own blank sheet of paper,
and to question industry approaches and practices - for example replacing
the Revenue-Per-Customer model with a Revenue-Per-Minute model which
is better suited to India, as the company moved into small and remote
villages and towns.
12
4. The company is investing in its operation in 120,000 to 160,000 small
villages every year. It sees that less well-off consumers may only be able to
afford a few tens of Rupees per call, and also so that the business benefits
are scalable - using its 'Matchbox' strategy.
5. Bharti Airtel is embarking on another joint venture with Vodafone Essar
and Idea Cellular to create a new independent tower company called Indus
Towers. This new business will control more than 60% of India's network
towers. IPTV is another potential new service that could underpin the
company's long-term strategy.
Threats
1. Airtel and Vodafone seem to be having an on/off relationship. Vodafone
which owned a 5.6% stake in the Airtel business sold it back to Airtel, and
instead invested in its rival Hutchison Essar. Knowledge and technology
previously available to Airtel now moves into the hands of one of its
competitors.
2. The quickly changing pace of the global telecommunications industry could
tempt Airtel to go along the acquisition trail which may make it vulnerable
if the world goes into recession. Perhaps this was an impact upon the
decision not to proceed with talks about the potential purchase of South
Africa's MTN in May 2008. This opened the door for talks between
Reliance Communication's Anil Ambani and MTN, allowing a competing
13
Indian industrialist to invest in the new emerging African
telecommunications market.
3. Bharti Airtel could also be the target for the takeover vision of other global
telecommunications players that wish to move into the Indian market.
4. Airtel comes to you from Bharti Airtel Limited, India's largest integrated
and the first private telecom services provider with a footprint in all the 23
telecom circles. Bharti Airtel since its inception has been at the forefront of
technology and has steered the course of the telecom sector in the country
with its world class products and services. The businesses at Bharti Airtel
have been structured into three individual strategic business units (SBU's) -
Mobile Services, Airtel Telemedia Services & Enterprise Services.
14
JOB SATISFACTION
Job satisfaction describes how content an individual is with his or her
job. The happier people are within their job, the more satisfied they are said
to be. Job satisfaction is not the same as motivation, although it is clearly
linked. Job design aims to enhance job satisfaction and performance,
methods include job rotation, job enlargement and job enrichment. Other
influences on satisfaction include the management style and culture,
employee involvement, empowerment and autonomous work position. Job
satisfaction is a very important attribute which is frequently measured by
organizations. The most common way of measurement is the use of rating
scales where employees report their reactions to their jobs. Questions relate
to rate of pay, work responsibilities, variety of tasks, promotional
opportunities, the work itself and co-workers.
One of the biggest preludes to the study of job satisfaction was the
Hawthorne studies. These studies (1924-1933), primarily credited to Elton
Mayo of the Harvard Business School, sought to find the effects of various
conditions (most notably illumination) on workers’ productivity. These
studies ultimately showed that novel changes in work conditions
temporarily increase productivity (called the Hawthorne Effect). It was later
found that this increase resulted, not from the new conditions, but from the
knowledge of being observed. This finding provided strong evidence that
15
people work for purposes other than pay, which paved the way for
researchers to investigate other factors in job satisfaction.
THE ELEMENTS OF A JOB THAT CREATS
JOB SATISFACTION
Flexible work arrangements, possibly including telecommuting
Training and other professional growth opportunities
Interesting work that offers variety and challenge and allows the worker
opportunities to "put his or her signature" on the finished product
Opportunities to use one's talents and to be creative
Opportunities to take responsibility and direct one's own work
A stable, secure work environment that includes job security/continuity
An environment in which workers are supported by an accessible supervisor
who provides timely feedback as well as congenial team members
Flexible benefits, such as child-care and exercise facilities
Up-to-date technology
Competitive salary and opportunities for promotion
16
MEANING OF AND USE OF COMPENSATION
PRACTICES
Compensation is a systematic approach to providing monetary value to
employees in exchange for work performed. Compensation may achieve
several purposes assisting in recruitment, job performance, and job
satisfaction. Compensation is a tool used by management for a variety of
purposes to further the existence of the company. Compensation may be
adjusted according the business needs, goals, and available resources.
Compensation may be used to:
1. Recruit and retain qualified employees.
2. Increase or maintain morale/satisfaction.
3. Reward and encourage peak performance.
4. Achieve internal and external equity.
5. Reduce turnover and encourage company loyalty.
6. Modify (through negotiations) practices of unions.
17
Recruitment and retention of qualified employees is a common goal shared by
many employers. To some extent, the availability and cost of qualified
applicants for open positions is determined by market factors beyond the
control of the employer. While an employer may set compensation levels for
new hires and advertise those salary ranges, it does so in the context of other
employers seeking to hire from the same applicant pool.
Morale and job satisfaction are affected by compensation. Often there is a
balance (equity) that must be reached between the monetary values, the
employer is willing to pay and the sentiments of worth felt be the employees.
In an attempt to save money, employers may opt to freeze salaries or salary
levels at the expense of satisfaction and morale. Conversely, an employer
wishing to reduce employee turnover may seek to increase salaries and salary
levels. Compensation may also be used as a reward for exceptional job
performance. Examples of such plans include: bonuses, commissions, stock,
and profit sharing, gain sharing.
18
Components of Compensation System
Compensation systems are designed keeping in minds the strategic goals
and business objectives. Compensation system is designed on the basis of
certain factors after analyzing the job work and responsibilities.
Components of a compensation system are as follows:
Types of Compensation
Compensation provided to employees can direct in the form of monetary
benefits and/or indirect in the form of non-monetary benefits known as
perks, time off, etc. Compensation does not include only salary but it is the
sum total of all rewards and allowances provided to the employees in return
for their services. If the compensation offered is effectively managed, it
contributes to high organizational productivity.
19
1. Direct Compensation
2. Indirect Compensation
DIRECT COMPENSATION
1. House Rent Allowance: Organizations either provide accommodations
to its employees who are from different state or country or they provide
house rent allowances to its employees. This is done to provide them social
security and motivate them to work.
2. Conveyance: Organizations provide for cab facilities to their employees.
Few organizations also provide vehicles and petrol allowances to their
employees to motivate them.
20
3. Leave Travel Allowance: These allowances are provided to retain the
best talent in the organization. The employees are given allowances to visit
any place they wish with their families. The allowances are scaled as per the
position of employee in the organization.
4. Medical Reimbursement: Organizations also look after the health
conditions of their employees. The employees are provided with medi-
claims for them and their family members. These medi-claims include
health-insurances and treatment bills reimbursements.
5. Bonus: Bonus is paid to the employees during festive seasons to motivate
them and provide them the social security. The bonus amount usually
amounts to one month’s salary of the employee.
6. Special Allowance: Special allowance such as overtime, mobile
allowances, meals, commissions, travel expenses, reduced interest loans;
insurance, club memberships, etc are provided to employees to provide
them social security and motivate them which improve the organizational
productivity.
INDIRCT COMPENSATION
21
1. Leave Policy- It is the right of employee to get adequate number of leave
while working with the organization. The organizations provide for paid
leaves such as, casual leaves, medical leaves (sick leave), and maternity
leaves, statutory pay,etc.
2. Overtime- Employees should be provided with the adequate allowances
and facilities during their overtime, if they happened to do so, such as
transport facilities, overtime pay,etc.
3. Hospitalization- The employees should be provided allowances to get
their regular check-ups, say at an interval of one year. Even their
dependents should be eligible for the medi-claims that provide them
emotional and social security.
22
4. Insurance- Organizations also provide for accidental insurance and life
insurance for employees. This gives them the emotional security and they
feel themselves valued in the organization.
5. Leave- The employees are provided with leaves and travel allowances to
go for holiday with their families. Some organizations arrange for a tour for
the employees of the organization. This is usually done to make the
employees stress free.
6. Retirement Benefit- Organizations provide for pension plans and other
benefits for their employees which benefits them after they retire from the
organization at the prescribed age.
7. Holiday home- Organizations provide for holiday homes and guest
house for their employees at different locations. These holiday homes are
usually located in hill station and other most wanted holiday spots. The
organizations make sure that the employees do not face any kind of
difficulties during their stay in the guest houses.
8. Flexible timings- Organizations provide for flexible timings to the
employees who cannot come to work during normal shifts due to their
personal problems and valid reasons.
NEED OF COMPENSATION MANAGEMENT
23
1. A good compensation package is important to motivate the employees to
increase the organizational productivity.
2. Unless compensation is provided no one will come and work for the
organization. Thus, compensation helps in running an organization
effectively and accomplishing its goals.
3. Salary is just a part of the compensation system, the employees have other
psychological and self-actualization needs to fulfill. Thus, compensation
serves the purpose.
4. The most competitive compensation will help the organization to attract and
sustain the best talent. The compensation package should be as per industry
standards.
24
CONCEPT OF PROMOTION
Definition-“Appointment to a position requiring higher qualifications
such as greater skill or longer experience and involving a higher level of
responsibility, a higher rate of pay, and a title change is considered a
promotion and will be classified as such in all personnel documents.
Promotions will be made without regard to the race, color, sex, religion,
age, ethnic origin, or disability of the employee”.
Promotion-It is handing over the higher-level post to an employee from
inside and this upward movement is known as promotion. In other words, it
is the progression of an employee to a superior job in terms of superior
responsibility, greater skill, more status, and greater than before pay rate.
Accordingly, the chief conditions of promotions are:
1. Delegation with a greater power and responsibility,
2. Reassignment of high-level jobs,
3. Higher salary.
In certain cases of promotion where salary is not increased,
such promotions are called Dry Promotion. These promotions can be either
permanent or temporary depending upon the requirement of the
organization.
25
Types of Promotion: - There are 3 kinds of promotions namely
1. Dry promotion:- In this promotion, the worker is moved to the
subsequent higher level in hierarchy with a greater power, responsibility,
and prestige with no increase in salary.
2. Vertical Promotion:-In this, the employee is moved to the subsequent
higher level accompanied by greater power, responsibility, position, and
salary.
3. Upgradation:-The job is promoted in the organizational hierarchy. As a
result, the employee obtains additional salary, higher responsibility, and
power.
Purposes of Promotion:- Companies promote the employees with a
view to attain the subsequent purposes:
1. To make use of the employee’ knowledge, skill at the proper level ensuring
in organizational efficacy and employee contentment.
26
2. To build up capable internal source all set to start jobs at higher levels in the
altering environment.
3. To build up the competitive spirit and instill the enthusiasm to obtain higher
knowledge, skills requisite by higher level of jobs.
4. To encourage a feeling of contentment and a sense of belongingness
towards the organization.
5. To encourage the employee’s self development by plummeting employee
turnover.
6. To check out the tribulations produced by the leaders of workers union by
promoting them to officer’s level where they are not efficient in generating
tribulations.
7. To reward dedicated employees, boost their confidence, and build
reliability.
Basis of Promotion: - The well-established bases of promotion are:
1. Merit
2. Seniority
An additional basis of promotion, which is well practiced in
unusual shades, is nepotism or favoritism. Personnel officer must have the
thought of efficiency of every basis while promoting the right employee.
27
NEED FOR STUDY
The study has importance for different individuals as well as organizations.
They are categorizing as follows:-
1. Organizations - the study is useful for organizations to identify the
impact of compensation and promotion practices on job satisfaction, as
these practice helps to reduce employee turnover in the organization.
2. Students- Students get the in-depth knowledge about the impact of
compensation and promotion practices on job satisfaction
3. Researcher-the researcher can get the insight for their researches as well
as they can further explore this topic and also get some new research ideas.
28
LITRETURE SURVEY
Abeysekera Ruwan investigated that the effects of HR practices on
“Marketing Executive Turnover of Leasing” in leasing companies in Sri
Lanka. By using correlation analysis, result drawn that there is a negative
relationship between realistic job information, job analysis, career
development, compensation, support and MEIL.
Absar Mir Mohammed Nurul, Azim Mohammad Tahlil, Balasundaram
Nimalathasan, &Akhter Sadia concentrated on the impact of HR
practices on job satisfaction. Using multiple regression analysis they found
that HR practices and Training and development have significant impact on
job satisfaction.
Bauer Thomas K., (2004) studied on the “High Performance Workplace
Practices and Job Satisfaction: Evidence from Europe”. The aim of this
paper was to investigate the effect of flexible workplace practices on job
satisfaction. The study showed that flexible work systems have a positive
effect on the workers’ welfare.
Bhatti & Kureshi conducted study on “Impact of Employee Participation
on Job Satisfaction, Employee Commitment and Employee Productivity”.
29
The study was conducted by using correlation and regression analysis. The
result was drawn through regression analysis is that Employees
participation is having a positive and significant impact on the Job
satisfaction of the employees. And correlation analysis showed the
association between the employees Participation, Job satisfaction, employee
productivity and employee commitment.
Boohene Rosemond, conducted his study on “The Effect of Human
Resource Management Practices on Corporate Performance: A Study of
Graphic Communications Group Limited” in his study came with the
evidence that remuneration as well as training and development contribute
toward corporate practices.
Khadija, Bishop & Scott (2006) studied the on “the determinants of
turnover intention amongdrivers’’ There study explores relationship
between some determinants like fairness and recognition and job
satisfaction. The study was conducted through maximum likelihood factor
analysis along with pair wise deletion for missing data. There study has
shown the result that recognition and fairness both affect job satisfaction
and fairness is negatively related to commitment and leads to the turnover
intention.
Kiyani & Khurshid (2007) during their study came with the evidence that
there was positive relationship exists between employee’s interest in job and
30
his / her satisfaction. This result was drawn bby using correlation analysis.
The study have also taken help of scatter plot, histogram and bar graph to
draw above result.
Paré, Tremblay, & Lalonde,(2000), explore the impact of human
resources prctices on it personnel work attitude, extra-role behaviours and
turnover intentions. They conducted their study by dividing their sample in
three sub-samples. First two samples were analyzed through correlation
while remaining sample was analyzed through regression analysis.
Petrescu Alina Ileana, & Simmons Rob, (2008) investigated the effect of
HRM practices on workers’ overall job satisfaction and their satisfaction.
HRM practices have a statistically significant effect on workers’ overall job
Satisfaction and on their satisfaction with pay.
Qureshi, Akbar Aslam, Sheikh & Hijazi investigated on the impact of
human resource on financial performance of commercial banks. Correlation
and regression analysis was used to conduct study. The result drawn from
the study was that HR managers are satisfied from human resource
management practices under practice in the banks and result of regression
analysis showed that there was positive relationship between FPB and
selection.
31
Shahzad, Bashir & Ramay (2008), during their study on “Impact of HR
Practices on Perceived Performance of University Teachers in Pakistan”,
came with evidence that HR Practices are strongly correlated with teachers’
performance in Pakistani universities. Correlation was used as Statistical
method in this study.
Sheik, Qamar & Iqbal , examined the relationship of career development,
supervisor support, work Environment, rewards and work-life policies with
employee retention among the employees. The study showed that there was
positive relation between employee retention and HR practices.
32
RESEARCH METHODOLOGY
Types of research design: - the study was descriptive in nature.
Sample design
Sample unit:-Individual employee of airtel
Sample frame: - Employees of airtel
Type of sampling method:- Convenient sampling technique was used.
Sample size: - Sixty (60) respondents.
Type of Data: - Primary data was used.
Tool used for data collection: - questionnaire
Tool used for data analysis:- regression analysis
33
OBJECTIVES OF THE STUDY
1. To identify the impact of compensation practice on job satisfaction
2. To identify the impact of promotion practice on job satisfaction
3. To open the new vistas for further research.
34
ANALYSIS OF STUDY
Variables Entered/Removedb
Model Variables
Entered
Variables
Removed Method
dimension0
1cpa . Enter
a. All requested variables entered.
b. Dependent Variable: js
35
Model Summary
Mode
l
R
R
Squar
e
Adjusted
R Square
Std. Error of
the Estimate
dimension0
1 .344a .118 .103 2.49828
a. Predictors: (Constant), cp
ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression 48.600 1 48.600 7.787 .007a
Residual 362.000 58 6.241
Total 410.600 59
a. Predictors: (Constant), cp
b. Dependent Variable: js
Coefficientsa
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) 4.618 1.850 2.496 .015
cp .265 .095 .344 2.790 .007
a. Dependent Variable: js
H01- There is no significant impact of compensation practice on job
satisfaction. Therefore null hypothesis has been rejected [p < 0.05, 0.007]
In this study we have taken 2 variables, one is independent i.e.
compensation practice(cp) and another is dependent i.e. job satisfaction (js).
36
Regression
37
Variables Entered/Removedb
Model Variables
Entered
Variables
Removed Method
dimension0
1 ppa . Enter
a. All requested variables entered.
b. Dependent Variable: js
Model Summary
Model
R R Square
Adjusted R
Square
Std.
Error
of the
Estima
te
dimension0
1 .380a .145 .130 2.4607
4
a. Predictors: (Constant), pp
ANOVAb
Model Sum of
Squares df Mean Square F Sig.
1 Regression 59.396 1 59.396 9.809 .003a
Residual 351.204 58 6.055
Total 410.600 59
a. Predictors: (Constant), pp
b. Dependent Variable: js
Coefficientsa
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1(Constant) 5.765 1.296 4.448 .000
pp .409 .130 .380 3.132 .003
a. Dependent Variable: js
H02- There is no significant impact of promotion practice on job
satisfaction. Therefore null hypothesis has been rejected [p < 0.05, 0.003]
In this study we have taken 2 variables, one is independent i.e. promotion
practice (pp) and another is dependent i.e. job satisfaction (js).
38
FINDINGS
1. Findings suggest that compensation practice of the AIRTEL has a
significant impact on job satisfaction of employees.
Coefficientsa
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) 4.618 1.850 2.496 .015
cp .265 .095 .344 2.790 .007
a. Dependent Variable: js
2. Findings suggest that promotion practice of the AIRTEL also has a
significant impact on job satisfaction of employees.
Coefficientsa
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) 5.765 1.296 4.448 .000
pp .409 .130 .380 3.132 .003
a. Dependent Variable: js
39
Hence we can say that compensation and promotion practice have a
significant impact on job satisfaction of employees.
SUGGESTION
Based on the data collected through the questionnaire and interactions with the
employees of AIRTEL, the following recommendations are made for
consideration:
40
BIBLIOGRAPHY
WEBSITES
1. WWW.SEARCH.EBESCOHOST.COM
2. WWW.GOOGLE.COM
3. WWW.EMERALDINSIGHT.COM
4. HTTP:// EN.WIKIPEDIA.ORG/BHARTI AIRTEL
5. HTTP://WWW.AIRTEL.IN
LITERATURE REFERENCE
Abeysekera Ruwan,(2006), The Impact of Human Resource Management
Practices on Marketing Executive Turnover of Leasing Companies in Sri
Lanka Contemporary Management Research Pages 233-252, Vol. 3, No. 3,
September 2007
Nurul Absar Mir Mohammed, Azim Mohammad Tahlil, Balasundaram
Nimalathasan,& Akhter Sadia, Impact of Human Resources Practices on
Job Satisfaction: Evidence from Manufacturing Firms in Bangladesh,
Petroleum-Gas University of Ploiesti BULLETIN,Vol. LXII No. 2/2010, 31
– 42, Economic Sciences Series
41
Shahzad Khurram , Bashir Sajid & Ramay Muhammad I,2007,
International Review of Business Research Papers Vol. 4 No.2 March 2008
Pp.302-315
Bradley, Steve; Petrescu, Alina & Simmons, Rob,2002, The Impacts of
Human Resource Management Practicesand Pay Inequality on Workers' Job
Satisfaction, Working Paper 2004/031
Boohene Rosemond,2010, The Effect of Human Resource Management
Practices on Corporate Performance: A Study of Graphic Communications
Group Limited, International Business Research Vol. 4, No. 1; January
2011
Arkoubi Khadija Al ,James W. Bishop,& Scott Dow, AN
INVESTIGATION OF THE DETERMINANTS OF TURNOVER
INTENTION AMONG DRIVERS ,Journal of Applied Psychology, 71,
219-31
42