Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Program of
Robi Axiata Limited
Submitted by:
Md. Hassan Howlader
Batch No: 38(D), Metric No: M112825
Program: MBA, (MAJOR IN HRM)
Date of submission: June, 13th 2012
Letter of Transmittal
20th June, 2012
To,
Course Instructor
Mohammad Kaosar Ahmed
Faculty Member & Supervisor
Department of MBA Program
INTERNATIONAL ISLAMIC UNIVERSITY, DHAKA CAMPUS
please
contact
with
me
masumbd_87@yahoo.com.
Sincerely yours,
Md. Hassan Howlader
Batch No: 38(D), Metric No: M112825
Program: MBA, (MAJOR IN HRM)
on
01721738302
or
at
Letter of Endorsement
The Internship Report entitled has been submitted to the Office of Placement &
Alumni, in partial fulfillment of the requirements for the degree of Bachelor of
Business Administration, Major in Human Resource Management on 24th July,
2011 by Md. Hassan Howlader, Batch No: 38(D), Metric No: M112825, Program:
MBA, (MAJOR IN HRM). This internship report has been accepted and may be
presented to the Internship Defense Committee for evaluation.
(Any opinions, suggestions made in this report are entirely that of the author of the
report. The University does not condone nor reject any of these opinions or
suggestions).
______________________
Students Declaration
The undersigned certifies that the work presented here was done by Md. Hassan
Howlader, Batch No: 38(D), Metric No: M112825, Program: MBA, (MAJOR IN
HRM), INTERNATIONAL ISLAMIC UNIVERSITY and that as to the style and
context, the report is suitable for submission as the report for BBA program. The
declaration is the provided information is not copied from the any other report.
________________________________________
Acknowledgement
The internship program is very helpful to bridge the gap between the theoretical
knowledge and real life experience as part of Bachelor of Business Administration
(BBA) program. This internship report has been designed to have a practical
experience through the theoretical understanding.
It is my privilege that, I had the opportunity to do internship in Robi Axiata
Bangladesh Ltd from 13th March, 2011 to 13th June, 2011 in HR Operation Division
for 3 month periods. I was also sent to training program for two weeks in Human
Resource Division under the Supervision of Ms. Sharmin Sultan, Resourcing
Manager of Human Resource Division. I would like to thank all the people with
whom I carry out my internship.
I would like to express my deep gratitude to my academic supervisor Ms. Tasnuva
Rahman, Senior Lecturer, Faculty of Business Administration, Eastern University for
giving me the opportunity to prepare the internship report and also for giving me
enormous support, courage, opportunity and all sorts of motivation. Without her help,
it was quite impossible for me to complete this task in the meantime.
I express my deep gratefulness to Ms. Sharmin Sultan, Resourcing Manager, HRD
for give me the opportunity for three months internship program. Also I express my
deep gratefulness to all employees of Human Resource Division (HRD) for
cooperate me to collect various information from different sources & help me to
complete this internship report.
Executive Summary
Employee retention, most desirable employees, is a key challenge in organizations
today. Knowing what makes employees unhappy is half the battle when you think
about employee work satisfaction, morale, positive motivation, and retention. If
employees feel safe, they will tell you whats on their minds. Your work culture must
foster trust for successful two-way communication. Competitive salary, competitive
vacation and holidays, and tuition reimbursement are three basics in employee
retention.
Employee Retention involves taking measures to encourage employees to remain the
organization for the maximum period of time. Corporate is facing a lot of problems in
employee retention these days. Hiring knowledgeable people for the job is essential
for an employer. But retention is even more important than hiring. There is no dearth
of opportunities for a talented person. There are many organizations which are
looking for such employees. If a person is not satisfied by the job hes doing, he may
switch over to some other more suitable job. In todays environment it becomes very
important for organizations to retain their employees.
Robi Axiata Limited is a dynamic and leading countrywide GSM (Global System for
Mobile Communications) communication solution provider. It is a joint venture
company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC,
Japan. On 28th March, 2010 the company started its new journey with the brand
name Robi. This name has been chosen by a panel of higher management of Robi and
by the renowned persons of Bangladesh. As NTT DOCOMO INC is from the land of
rising sun Japan, they have advised to initiate a name, which narrate the meaning of
sun. Ultimately the panel selects the brand name Robi. After the joint venture, Robi
faces enormous transformation in operation, human resource and policy etc. As
an intern of Robi I have observe various transformation in my unit which I have
pointed out those key changes in this report.
In this research paper, I have provided qualitative and quantitative research on
Employee Retention of Robi. I have discussed & worked out with theoretical reviews
of HR Operations and policies that are made regarding employee retention.
This internship report is on the Employee Retention program of Robi. This report is
designed in four major chapters. Initially the opening words about the report were
described in the first segment titled Introduction. The next segment Overview of
Robi contains the history of Robi, operations in Bangladesh, product offerings and
recent activities briefly.
Next two chapters are described based on my job experience and the project. In
chapter three, I have briefly described the key responsibilities, duties and
involvements as an intern in Human Resource unit. Also, I have attached the key
Table of content
TOPIC
PAGE
Chapter One
1. Introduction .......................
. ...........
... 3
Chapter Two
2. Literature Review
................................................................................7
2.1 Definition- Employee Retention ....... 8
2.2 How to retain employees................................. . 8
2.3 How to improve employee retention........................................................................10
2.4 Importance of retention program..............................................................................12
Chapter Three
3. Company
Overview........
15
3.1 About Robi .......... 16
3.2 Share holding Structure ......... 17
3.3 Objectives of Robi .......... 18
3.4 Vision, Mission & theme of Robi ......... 18
3.5 Re-Branding and Brand Elements of Robi .. ....... 19
3.6 Current market scenario and increase in Profit of Robi......... 21
3.7 Divisions of Robi ........ 23
3.8 Hierarchy of Robi ....... 24
3.9 Hierarchy of Robi HR Division.. 25
6.1 Questionnaire..................................................................................................43
6.2 List of
Tables...................................................................................................44
Chapter 1
Introduction
1.1. Introduction
Human resource management (HRM) is the strategic and coherent approach to the
management of an organization most valued assets- the people working there who
individually and collectively contribute to the achievement of the objectives of the
business. The terms human resource management and human resources (HR)
have largely replace the term `personnel management as descriptions the processes
involved in managing people in organizations. In simple sense, HRM means
employing
people,
developing
their
resources,
utilizing,
maintaining
and
compensating their services in tune with the job and organizational requirement.
The ability to keep employees within an organization is called as Employee Retention.
In a competitive market, best practices for retaining top talent include offering a
stimulating work environment, flexible career options, an excellent benefit package,
and a culture that values staff contributions.
Before going to Retention, lets discuss the reason why companies are being keen on
retention. As there are plenty of opportunities for todays people tend to move from
one organization to another organization for various reasons and even the companies
try to pull people from their competitors and this leads to ATTRITION. Attrition is
defined as the rate at which people move out from organizations. The attrition rate is
observed to be high in todays scenario and is becoming quite expensive for the
organizations and time consuming as the position vacant must be filled up. Hence
companies are planning and implementing various strategies to retain their
employees.
internship was to provide an on the job exposure to the student and an opportunity
for translation of theoretical conceptions in real life situation. We, the students, were
placed in national and international enterprises, organizations, research institutions as
well as development projects.
I was assigned to the HR Operation Division of Robi Axiata Bangladesh Ltd. for
Practical orientation I was sent to Human Resource Division in a project under the
supervision of Sharmin Sultan, Resourcing Manager, Human Resource Division, for
two weeks training program. I chose the topic Employee Retention Program of
Robi Axiata Limited. For my internship report under the supervision of
Mohammad Kaosar Ahmed, Faculty Member & Supervisor ,Department of
MBA Program,
CAMPUS.
This report has been prepared on my practical experiences from 13th March, 2011 to
13th June, 2011 in Robi Axiata Bangladesh Ltd.
International Islamic University Chittagong (IIUC) has decided that each and every
student of the MBA program has to prepare and submit a `Thesis Report.
It is expected from the students that besides theoretical knowledge, they should have
practical, hands on knowledge and field work, which will enhance their learning by
providing a great opportunity to achieve a very comprehensive and complete learning.
Therefore, I have chosen to work on `Employee Retention Program of Robi Axiata
Limited. Hence, this study report is the outcome of an academic need as well as
practical knowledge. It has been possible to complete this report with the much
needed help and guidance from my supervisor.
1.5
Methodology
(Qualitative
Research
&
Quantitative Research)
To make the report more meaningful and presentable, two sources of data and
information were used widely. Both primary and secondary data sources were used to
prepare this report. There are some records collected from various resources of the
company. Most of them can be treated as the secondary data. Furthermore, there were
some presentations that have been used as a medium of collecting data for preparing
this report.
Primary data that are mainly used are from different persons directly related to HR
Operations functions of Robi. The secondary data are mainly collected through
different journals, yearbooks, brand book, presentations slides, websites (Robi) and
etc.
Secondary Sources
Brochure, brand book, yearbook of Robi and Robi portal.
Various books, articles, Newspaper etc.
Websites of the Robi and other telecommunication related webs.
Newspapers and magazines regarding telecom issues.
Employee Handbook of Robi.
1.7 Limitations
Finally, I want to talk about my limitations that I had to face during the completion of
the report. On the way of preparing of this report, I have faced following problems
that may be termed as the limitation of the study.
Only three months are not enough to understand the overall operations of a
large company like Robi.
Some sensitive data and confidential information for obvious reason posed an
obstacle to the practical orientation that could be very much useful which were
not disclosed to the intern.
Non-availability of data and information that are more recent on different
activities of Robi was a great difficulty to depict the actual and up-to-date
business position of the Company.
The officials were too busy to provide me much time for interview.
Many of the analysis on the obtained data are based upon my own
interpretation.
Lack of statistical data makes my report harder to prepare.
Chapter 2
Literature
Review
ambitious because I'm ambitious and that everybody's motivated by money because
I'm motivated by money, and I've learned through painful experience that that's not
the case."
Despite Hoffman's self-professed learning curve, his company actually has a stellar
retention rate for its 130 employees. Engage has a 90-day trial period during which
they evaluate whether new hires are good fits for the company. During that time their
retention rate is about 77 percent and afterwards it is over 95 percent, which is about
as good as you can get. After all, "zero percent turnovers is not a thing to aim for,"
Murphy explains. You want to retain your high performers and strong matches and
gracefully part ways with your worst performers.
Dig Deeper: Attracting Top Tech People to a Small City
How to Improve Employee Retention: Attracting the Right Candidates
Over the years, Engage has implemented a number of policies that serve the dual
purpose of attracting potential employees and keeping current ones passionate and
committed. Here are a handful of examples:
Engage gives hiring priority to people who live near the office because they
believe that long commutes are detrimental to work-life balance.
Instead of a traditional vacation policy, the company lets employees take time
off from a leave bank, in which they can accumulate as many as 60 days off to
use as they see fit. This policy has helped with employee retention,
particularly by making it easier for female employees starting families to take
time off and ultimately return to work.
During the hiring process, Engage administers the DISC Personality test,
which charts the four characteristics, drive, influence, steadiness, and
compliance, to build personality profiles for new hires. All employees' test
results are public knowledge, which Hoffman feels helps people understand
one another and get along.
By setting quarterly goals with rewards attached, such as iPods for the whole
team or a trip to a nice restaurant, Engage can encourage employees beyond
the competitive and potentially divisive realm of salary bonuses. The group
nature of these rewards is important, says Hoffman, because "somebody who
is not motivated by getting an iPod knows that other people in his or her group
are and doesn't want to let them down."
In addition to spurring employees to productivity, this team structure can make them
happier in the workplace. Argote says, "Theres evidence that being in cohesive work
groups where members like each other reduces turnover."
Dig Deeper: Share the Perks
the recruitment process all over again for the same vacancy; a mere
duplication of work. Finding a right employee for an organization is a tedious
job and all efforts simply go waste when the employee leaves.
The employees working for a longer period of time are more familiar with
the companys policies, guidelines and thus they adjust better: They
perform better than individuals who change jobs frequently. Employees who
spend a considerable time in an organization know the organization in and out
and thus are in a position to contribute effectively.
Every individual needs time to adjust with others: One needs time to know
his team members well, be friendly with them and eventually trust them.
Organizations are always benefited when the employees are compatible with
each other and discuss things among themselves to come out with something
beneficial for all. When a new individual replaces an existing employee,
adjustment problems crop up. Individuals find it really difficult to establish a
comfort level with the other person. After striking a rapport with an existing
employee, it is a challenge for the employees to adjust with someone new and
most importantly trust him. It is a human tendency to compare a new joinee
with the previous employees and always find faults in him.
always think in favor of the management. For them the organization comes
first and all other things later.
The management must understand the difference between a valuable employee and an
employee who doesnt contribute much to the organization. Sincere efforts must be
made to encourage the employees so that they stay happy in the current organization
and do not look for a change.
(http://www.managementstudyguide.com/importance-of-employeeretention.htm)
Chapter 3
Company
Overview
PERCENTAGE
70%
30%
Brand Elements
To establish new brand Robi is using very new and unique brand name along with
other brand elements. Robi brand elements are shown below:
Logo:
Brand Alpona:
Operator number:
Axiata Brand name:
Slogan:
Fig (3.5): Profit after TAX of Aktel to Robi up to June, 2010 (Quarterly)
Fig
(3.6): Organization Structure of Robi
Chapter 4
Employee Retention
Program of Robi Axiata
Limited
[Findings & Analysis]
Employee Relations
Manage process improvement, maintain employee relations and complains are the
responsibilities of this unit. Head of employee relations with three employees actively
work to accomplish those activities.
All the units report to CHRO and all together create greater synergy for the
organization. All units are very efficient to accomplish their work and improving with
the recent transformation of Robi.
Findings:
Factors:
Salary
Leave benefits
Others
Analysis: We have to found that ,25.58 % of the employees think that Salary is
really very important for job & they think the organization should provide high salary
based on performance , 24.58% of the emplyees go for Leave Benefits , 26.58%
Wants Health & Related benefits & 23% are wants others specific benefits.
4.5.2 Strategies
Findings:
Findings:
Factors:
Analysis: We have found that , the employees think that for keeping postive, the
organization strategies should not against employees . From our survey , we have
determined , 22 % employees wantsTraining Opportunities of job Related while
signed in the organization , 20 % of the employees think , the organization should
help them for career planning , provide them rewards & recognition , announce
them Annual Performance Appraisal. 15 % want that, the job should be on
rotation & availability of new assignments.
15.46%
17.56%
Employees are often given the opportunities to be part of task groups & assignments outside their core responsibilities.
Employees in my organization treated w ith fairness & respect.
My organization has a culture that recognizes & values diversity
Supervisiors communicate effectively w ith employees
Supervisiors spend a good deal of time listening to employee's ideas.
There is an environment of openness & trust in my agency .
14.99%
Pies show Sums of value_set2
19.20%
14.75%
18.03%
Findings:
Factors:
Employees are often given the opportunities to be part of task groups &
assignments outside their core responsibilities.
Analysis: We have found that , the employees think that for keeping postive, the
organization culture is utmost important.From our survey , we have determined , 15
% employees get the opportunities to be part of task groups & assignments outside
their core responsibilities , 14 % of the employees think , the organization has a
culture that recognizes & values diversity, 14% employees think that organization
treated with fairness & respect, 17% think that , There is an environment of
openness & trust in organization .19 % want that, the Supervisiors spend a good deal
of time listening to employee's ideas.
Personal Satisfaction
8.95%
11.93%
10.83%
13.34%
12.56%
11.46%
11.15%
Findings:
Career plans
11.15%
25.75%
21.35%
41.76%
Findings:
Factors:
No Plans to retirement.(11.15%)
Analysis: We have found that, 25% of the employees have a chance of retirement
within 1-2 years , 41% of the employees want to leave this organization within 3-5
years , 21.35% of the employees have a plan for resigning after 6-10 years, 11.15%
Dont want to leave this organization .
Valid
Frequency
Percent
Retire within
1-2 years
Retire within
3-5 Years
Retire
Within 6-10
years
No Plans to
retirement.
Total
25.0
Valid
Percent
25.0
Cumulative
Percent
25.0
45.0
45.0
70.0
20.0
20.0
90.0
10.0
10.0
100.0
20
100.0
100.0
From this table , we can consider as , out of 20 employees , 15 employees are not
leaving this organization within 3-10+ years , only 5 employees are leaving this
organization within this year or next year .
We can Calculate the turn over rate from here :
Turn Over rate =
organization
=
5 20
0.25
Chapter 5
Recommendations
& Conclusion
5.2 Conclusion
Employee retention is most critical issue facing corporate leaders as a result of the
shortage of skilled labor, economic growth and employee turnover. This site explores
all aspects of the workforce stability issue in the face of unprecedented churning in
the employment market with a focus on retaining employees. This is one of the hottest
topics for corporate leaders in all fields globally.
In telecommunication industry Robi is one of the new names. Although its a new
telecom brand, but it has the second highest network coverage and efficient work
force to make the brand number one. With proper utilize of nonhuman and human
resources it can be number one in near future.
To be successful, relentless contribution and dedication of the organizations human
resource management is very much needed. To compete in international as well as in
local market in adverse situation the HR operations has become much more difficult
in todays ever changing business environment for the HR managers.
The most important key source factor of Robi Axiata Ltd is its efficient human
resource. Robi is still in a transformation phase from Aktel to Robi and the Human
resource management is also changing. Proper change of retention program
operations along with HRD will provide the best service to Robi and its employees.
At this moment the company is in growing position, but the strategies of the company
will make the company number one mobile company in Bangladesh.
Journals
Books, Publications and Journals of Robi Axiata limited.
Prospectus and brand book of Robi Axiata limited.
Available journals in BTRC websites.
Bangladesh Institute of Human Resource Management Journals
Websites
www.axiata.com
www.robi.com.bd
www.telecompaper.com/news/article.aspx
www.linkedin.com/.../axiata-bangladesh-ltd
www.btrc.gov.bd/
www.google.com
www.wikipedia.org
www.retention.com
www.about.com
www.humanresources.com
http://www.managementstudyguide.com/employee-retention.htm
http://guides.wsj.com/small-business/hiring-and-managingemployees/how-to-retain-employees/
http://www.managementstudyguide.com/importance-of-employeeretention.htm
Chapter 6
Appendix
6.1 Questionnaire
A. Benefits
Please rate the following benefits of state employment on a scale of 1 to 5, where 1 =
not at all important and 5 = very important.
Not at All Not Very Neutra Somewha
Very
Importan Importan
l
t
Important
t
t
Importan
t
Salary/Compensatio 1
2
3
4
5
n
Leave benefits
1
2
3
4
5
(including sick,
vacation, personal,
paid holidays)
Health and related
1
2
3
4
5
benefits(health
insurance, vision,
dental, prescription)
Other (specify):
1
2
3
4
5
B. Strategies
Please indicate if any of the following strategies are available in your agency. Then
rate how important each item is to you, whether it's available or not, on a scale from 1
to 5 where 1 = not at all important and 5 = very important.
Available? Not at All Not Very Neutra Some
Very
l
-what Importan
Yes No Importan Importan
t
t
Imp
t
Job Rotation
1
2
3
4
5
and New
Assignments
Help with
1
2
3
4
5
career
planning
Rewards and
1
2
3
4
5
recognition
(e.g., service
awards,
employee of
the year)
Training
opportunitie
s - job
related
Annual
Performance
Appraisal
C. Organizational Culture
Please rate the following statements on a scale of 1 to 5, where 1 = strongly disagree
and 5 = strongly agree.
Strongly Disagree
Neither
Agree Strongly
Disagree
Agree nor
Agree
Disagree
Employees are often given 1
2
3
4
5
the opportunity to be part
of task groups and
assignments outside their
core job responsibilities.
Supervisors communicate 1
2
3
4
5
effectively with
employees.
My organization has a
1
2
3
4
5
culture that recognizes
and values diversity.
There is an environment
1
2
3
4
5
of openness and trust in
my organization.
Employees in my
1
2
3
4
5
organization are treated
with fairness and respect.
Supervisors spend a good 1
2
3
4
5
deal of time listening to
employees' ideas.
D. Personal Satisfaction
Please rate the following statements on a scale of 1 to 5, where 1 = very dissatisfied
and 5 = very satisfied.
Very
Somewhat
Neither
Somewhat
Very
Dissatisfied Dissatisfied Dissatisfied Satisfied Satisfied
or Satisfied
Opportunities
1
2
3
4
5
for personal
growth and
development in
my job.
The amount of 1
2
3
4
5
independent
thought and
action I can
exercise in my
job.
The amount of
challenge in my
job.
The amount of
job security I
have.
The amount of
pay and fringe
benefits I
receive.
The people I
talk to and
work with on
my job.
The chance to
get to know
other people
while on the
job.
The chance to
help other
people while at
work.
The amount of
support and
guidance I
receive from
my supervisor.
E. Career Plans
As you think to the future, which of the following best describes your career
plans at this time?
Retire or leave State employment within 1-2 years
Retire or leave State employment within 3-5 years
Retire or leave State employment within 6-10 years
No plans to retire or leave State employment in the foreseeable future
What are the specific factors that will contribute to the answer you selected to
the question above?
F. Demographics
Please provide us with the following demographic information (All responses will
be kept confidential and reported in the aggregate only):
Age group:
Gender:
18-25 26-35
Male
Female
36-45
46-55
over 55
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
5.0
5.0
5.0
5.0
5.0
10.0
25.0
25.0
35.0
Somewhat
Important
Very Important
30.0
30.0
65.0
35.0
35.0
100.0
Total
20
100.0
100.0
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Not Very
important
Neutral
15.0
15.0
15.0
35.0
35.0
50.0
Somewhat
Important
Very Important
15.0
15.0
65.0
35.0
35.0
100.0
Total
20
100.0
100.0
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Not Very
important
Neutral
10.0
10.0
10.0
25.0
25.0
35.0
Somewhat
Important
Very Important
20.0
20.0
55.0
45.0
45.0
100.0
Total
20
100.0
100.0
Valid
Frequency
Percent
Valid Percent
5.0
5.0
Cumulative
Percent
5.0
important
Not Very
important
Neutral
Somewhat
Important
Very Important
Total
5.0
5.0
10.0
8
7
40.0
35.0
40.0
35.0
50.0
85.0
3
20
15.0
100.0
15.0
100.0
100.0
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
15.0
15.0
15.0
45.0
45.0
60.0
25.0
25.0
85.0
Somewhat
Important
Very Important
10.0
10.0
95.0
5.0
5.0
100.0
Total
20
100.0
100.0
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
10.0
10.0
10.0
15.0
15.0
25.0
25.0
25.0
50.0
Somewhat
Important
Very Important
30.0
30.0
80.0
20.0
20.0
100.0
Total
20
100.0
100.0
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
10.0
10.0
10.0
15.0
15.0
25.0
25.0
25.0
50.0
Somewhat
Important
Very Important
25.0
25.0
75.0
25.0
25.0
100.0
Total
20
100.0
100.0
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
5.0
5.0
5.0
10.0
10.0
15.0
30.0
30.0
45.0
Somewhat
Important
Very Important
25.0
25.0
70.0
30.0
30.0
100.0
Total
20
100.0
100.0
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Not Very
important
Neutral
25.0
25.0
25.0
35.0
35.0
60.0
Somewhat
Important
Very Important
20.0
20.0
80.0
20.0
20.0
100.0
Total
20
100.0
100.0
Table No: 10- Employees are often given the opportunities to be part of task groups &
assignments outside their core responsibilities.
Valid
Frequency
Percent
Valid Percent
Cumulative Percent
Disagree
20.0
20.0
20.0
45.0
45.0
65.0
Agree
20.0
20.0
85.0
100.0
Strongly Agree
15.0
15.0
Total
20
100.0
100.0
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Strongly
Disagree
Disagree
5.0
5.0
5.0
5.0
5.0
10.0
Neither Agree
not Disagree
30.0
30.0
40.0
Agree
20.0
20.0
60.0
Strongly Agree
40.0
40.0
100.0
Total
20
100.0
100.0
Table No: 12- My organization has a culture that recognizes & values diversity
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
Strongly
Disagree
Disagree
5.0
5.0
5.0
30.0
30.0
35.0
Neither Agree
not Disagree
20.0
20.0
55.0
Agree
35.0
35.0
90.0
100.0
Strongly Agree
10.0
10.0
Total
20
100.0
100.0
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Disagree
15.0
15.0
15.0
Neither Agree
not Disagree
25.0
25.0
40.0
Agree
30.0
30.0
70.0
Strongly
Agree
Total
30.0
30.0
100.0
20
100.0
100.0
Table No: 14- Employees in my organization treated with fairness & respect.
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Strongly
Disagree
Disagree
5.0
5.0
5.0
25.0
25.0
30.0
Neither Agree
not Disagree
30.0
30.0
60.0
Agree
25.0
25.0
85.0
100.0
Strongly Agree
15.0
15.0
Total
20
100.0
100.0
Table No: 15- Supervisors spend a good deal of time listening to employee's ideas.
Frequency
Valid
Percent
Valid Percent
Cumulative
Percent
Disagree
5.0
5.0
5.0
Neither Agree
not Disagree
20.0
20.0
25.0
Agree
35.0
35.0
60.0
Strongly
Agree
Total
40.0
40.0
100.0
20
100.0
100.0
Table No: 16- Opportunities for personal growth & development in my job
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Very Dissatisfied
15.0
15.0
15.0
Somewhat
Dissatisfied
25.0
25.0
40.0
Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied
25.0
25.0
65.0
30.0
30.0
95.0
5.0
5.0
100.0
Total
20
100.0
100.0
Table No: 17- The amount of independent thought & action I can exercise in my job.
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied
15.0
15.0
15.0
45.0
45.0
60.0
40.0
40.0
100.0
Total
20
100.0
100.0
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Somewhat
Dissatisfied
Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied
15.0
15.0
15.0
20.0
20.0
35.0
35.0
35.0
70.0
30.0
30.0
100.0
Total
20
100.0
100.0
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Somewhat
Dissatisfied
Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied
15.0
15.0
15.0
30.0
30.0
45.0
30.0
30.0
75.0
25.0
25.0
100.0
Total
20
100.0
100.0
Table No: 20- The amount of pay and fringe benefit I receive
Frequency
Valid
Percent
Valid Percent
Cumulative
Percent
Very Dissatisfied
5.0
5.0
5.0
Somewhat
Dissatisfied
Neither
Dissatisfied or
Satisfied
10.0
10.0
15.0
35.0
35.0
50.0
Somewhat
Satisfied
Very Satisfied
5
5
Total
20
25.0
25.0
75.0
25.0
25.0
100.0
100.0
100.0
Table No: 21- The people I talk to & work with on my job.
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Very Dissatisfied
10.0
10.0
10.0
Somewhat
Dissatisfied
Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied
30.0
30.0
40.0
20.0
20.0
60.0
30.0
30.0
90.0
10.0
10.0
100.0
Total
20
100.0
100.0
Table No: 22-The chance to get to know other people while at work.
Frequency
Valid
Percent
Valid Percent
Cumulative
Percent
Very Dissatisfied
5.0
5.0
5.0
Somewhat
Dissatisfied
Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied
15.0
15.0
20.0
25.0
25.0
45.0
40.0
40.0
85.0
15.0
15.0
100.0
Total
20
100.0
100.0
Table No: 23- The chance to help other people while at work.
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Somewhat
Dissatisfied
Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied
30.0
30.0
30.0
25.0
25.0
55.0
30.0
30.0
85.0
15.0
15.0
100.0
Total
20
100.0
100.0
Table No: 25-The amount of support & guidance I receive from my supervisor.
Valid
Neither
Dissatisfied or
Satisfied
Frequency
Percent
Valid Percent
Cumulative
Percent
35.0
35.0
35.0
Somewhat
Satisfied
Very Satisfied
30.0
Total
20
30.0
65.0
35.0
35.0
100.0
100.0
100.0
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
25.0
25.0
25.0
45.0
45.0
70.0
20.0
20.0
90.0
10.0
10.0
100.0
20
100.0
100.0