A Research Project Report on Organisation Commitment in Telecom Sector

Submitted in the partial fulfilment of the requirement for the degree of Master of Business Administration ( M B A ) (2011-2013)
Submitted to: USM, KUK Submitted by: Ritu University Roll No.___________ Under the Supervision of: Ms. Pradeepika (PROFFESOR) Ms. Seema (Astt. Professor)

University School of Management Kurukshetra University Kurukshetra

DECLARATION

I, Ritu, Roll No. ____ pursuing MBA form University School of Management, Kurukshetra University, Kurukshetra hereby declare that I have completed the Research Project on topic Organisation Commitment in Telecom Sector The information submitted is true & original to the best of my knowledge.

Signature of the Student

Ritu

PREFACE
Dissertation is the essential part to one of the curriculum of any management program. In the classroom coaching, we generally get theoretical knowledge of management, but this knowledge does not prove to be adequate. As in future, management students have to work with organization. By merely knowing what management is, they cannot be capable of applying it. So project work related to study of Organizational Commitment in Telecom Industry is provide the opportunity to get familiar with the natural industrial atmosphere through participation and observation. As being a management student, I have done a study on Organisational Commitment in Telecom Industry. For this purpose, the researcher has observed the Organisational Commitment in Telecom Industry.

ACKNOWLEDGEMENT

I would like to give a heartfelt appreciation to all the people who encouraged me to do this project and giving me their unending support all the way through. During the course of my study, I have had the opportunity to learn and understand the intricacies of Organisation Commitment. I would like to thank my Project Guide Mrs. Pradeepika and Ms.Seema for their unending support, encouragement and continuous mentoring throughout the project. Without her valuable insight my project would definitely be incomplete. Lastly I would like to thank my parents and all my friends who have helped me in making this project a grand success.

Ritu

Chapter - 1 INTRODUCTION TO TOPIC

ORGANIZATIONAL COMMITMENT The job satisfaction attitude has received the most attention over the years. Recently, the more global organizational commitment has emerged out of the research literature as being important to understanding and predicting organizational behaviour. Organizational commitment can be considered to be affective responses or attitudes which link or attach an employee to the organization. As an attitude, organizational commitment is most often defined as a strong desire to remain a member of a particular organization, a willingness to exert high levels of effort on behalf of the organization and a definite belief in and acceptance of the values and goals of the organization. According to Meyer and Allen's (1991) three-component model of commitment, prior research indicated that there are three "mind sets" which can characterize an employee's commitment to the organization: AFFECTIVE COMMITMENT Affective commitment is defined as the employee's positive emotional attachment to the organization. An employee who is affectively committed strongly identifies with the goals of the organization and desires to remain a part of the organization. This employee commits to the organization because he/she "wants to". In developing this concept, Meyer and Allen drew largely on Mow day, Porter, and Steers (1982) concept of commitment, which in turn drew on earlier work by Kanter (1968). CONTINUANCE COMMITMENT The individual commits to the organization because he/she perceives high costs of losing organizational membership (cf. Becker's 1960 "side bet theory"), including economic costs (such as pension accruals) and social costs (friendship ties with coworkers) that would be incurred. The employee remains a member of the organization because he/she "has to".

NORMATIVE COMMITMENT

The individual commits to and remains with an organization because of feelings of obligation. These feelings may derive from many sources. For example, the organization may have invested resources in training an employee who then feels a 'moral' obligation to put forth effort on the job and stay with the organization to 'repay the debt.' It may also reflect an internalized norm, developed before the person joins the organization through family or other socialization processes, that one should be loyal to one's organization. The employee stays with the organization because he/she "ought to". Normative commitment involves the employees feelings of obligation to stay with the organization. BENEFIT OF ORGANIZATIONAL COMMITMENT

Organizational Commitment implies an intention to persist in a course of action. Therefore, organizations often try to foster commitment in their employees to achieve stability and reduce costly turnover. It is commonly believed that committed employees will also work harder and be more likely to go the extra mile to achieve organizational objectives. Research has consistently demonstrated that commitment does indeed contribute to a reduction in turnover. Research consistently shows that employees who want to stay (high ACS) tend to perform at a higher level than those who do not (low ACS). Employees who remain out of obligation (high NCS) also tend to out-perform those who feel no such obligation (low NCS), but the effect on performance is not as strong as that observed for desire. Finally, employees who have to stay primarily to avoid losing something of value (e.g., benefits, seniority) often have little incentive to do anything more than is required to retain their positions.

Chapter-2
Literature review

REVIEW OF LITERATURE Organizational commitment.Thomas a. Wright (1997) PERCEPTUAL AND MOTOR SKILLS: VOLUME 85, ISSUE , PP. 447-450.

Summary : Research on organizational commitment continues to be interest to management researchers (Bret, Cron, & slocum,1995).The relationship between employees commitment and job performance continues to increase those studying organizational behaviour and management. The present study yielded a significant negative correlation between measures of organizational commitment and job performance for a sample of 41 employees with significant organizational work experience. Limitations and further directions for research are discussed.

Organisation Commitment and Employee Performance rating, Harnold l. Angle and marian b. Lawson, PSYCOLOGICAL REPORTS,1994 Summary :

The study conducted in a fortune 500 manufacturing organization, examined the relationship between employees commitment and performance. Several months after 85 employees affective and continuance commitment had been measured, their global job performance and four specific performance facets were rated by their supervisors. Affective commitment was related to two performance facets but was unrelated to the other two facets. Neither type of commitment was related to global performance. Results were interpreted as suggesting that the link between organizational commitment and performance may depend on the extent to which motivation rather than ability underlies performance. These results Consistent with

motivational frame works offered by vroom in1964 and kartz & kahn in 1978,also supported the distinction between affective and continuance suggested by meyer and allen in 1991. Reaccessing and Reconceptualising the multidimensional nature of organization commitment, Syed akhtar & doreen tan,PSYCOLOGICAL REPORTS,1994

Summary : The study was designed to reassess And reconceptualise the multidimensional nature of organizational commitment. The organizational commitment Questionnaire of Porter,Steers,Mowday And Boulian was administered to 259 employees representing five retail banks. Factor analyses(principal factor , promax rotation) yielded the three dimensions proposed by porter et. al in 1974. This conceptualization was inadequate because of one dimension i.e. desire to maintain organizational membership , overlaps the withdrawal construct. A similar criticism has been levelled against Meyer and Allens 1991 model. Consistent with the three dimensional attitude theory, organizational commitment was reconceptualised in terms of cognitive , emotive , and conative meanings. The proposed dimensions include normative commitment (amount of cognitive dissonance with organizational norms) , affective commitment (intensity of emotional attachment to the organization) and volitive commitment ( extent of conative orientation toward organizational goals)

INSTITUTE OF INTERDISCIPLINARY BUSINESS RESEARCH 248, MARCH 2012 VOL 3, NO 11. IJCRB.WEBS.COM Organizational Commitment Organizational commitment is the relative strength of an individuals identification with and involvement in a particular organization (Mowday et al. 1979, p. 226). Mathieu & Zajac, (1990) performed a meta-analysis and explored that originally organizational commitment was considered to be viewed as behavioral and attitudinal components.However, later on Meyer & Allen (1984) presented a comprehensive model of organizational commitment comprising of three components including affective commitment, continuance commitment and normative commitment. Afterwards several researchers have used three components to study the organizational commitment construct (e.g. Canipe, 2006; Allen and Meyer, 1996; Vanderberghe, 1996;Chen and Francesco, (2003). Meyer & Allen (1991) defined all three components as : (1) Affective commitment is based on workers emotional association, participation and recognition in the organization; (2) Continuance commitment involves costs that employee is likely to bear in case of quitting from organization and (3) Normative commitment indicates an obligation that an employee perceive to remain in the organization. They further argued that affective, continuance and normative commitment represent employees desire to want to do the job, need to do the job and ought to do the job respectively. Organizational Commitment-Performance Relationship Researchers have carried out various studies to examine relationship between organizational commitment and performance. Findings of the previous studies have given varied results. Some have found positive relationship between organizational commitment and performance

(e.g. Bashaw and Grant, 1994; Kalleberg and Marden, 1995; Benkhoff, 1997; Suliman and Lles 2000; Meyer et al., 2002) while others have examined very weak, negative or insignificant relationship between the two (e.g. Leong et al., 1994; Wright, 1997; Mathieu & Zajac, 1990). This variation in results is due to the way commitment has been conceptualized (Benkhoff, 1997). For instance, Somers & Birnbaum (1998) conducted a research to examine the relationship between work related commitment and job performance. After in depth review of literature they explored previously studied five types of work related commitment behaviors including job commitment, organizational commitment, work group commitment, career commitment and work values commitment. Literature is evident that out of three commitment components, affective commitment has been mostly studied in past (Brunetto and Farr-Wharton, 2003).

Chapter-3 Research Methodology

OBJECTIVES OF STUDY : 1. To study the organisation commitment at the different levels. 2. To the study the perception of employees according to functional area. 3. To study the perception of employees according to the gender. 4. To study the perception of employees according to the work experience. RESEARCH DESIGN
The research design is the conceptual structure within which research is conducted; it constitutes the blue print of the collection, measurement and analysis of the data. As search the design includes an outline of what the researcher will do from writing the hypothesis and its operational implication to the final analysis of data.

Type of research design:1) Exploratory Research design:-The major emphasis on gaining familiarity
with a phenomenon or acquire new insight into it.

2) Descriptive research design:These_are_concerned_with_describing_the_characteristics_of_a_particulars phenomenon_in_detail_the_descriptive_study_requires_a_clear_specifications_of_who, what , when , where , why_&_how_aspects_of_research . The methodology adoptedto_achieve the project objective involved descriptive research method.

Sample Size:
The researcher took the sample of 200 Employees for doing such research study.

DATA COLLECTION:
The design chosen for the study was review of articles in renowned reoffered Journals, Newspares, Magazines, References Books and Websites. Collection of Secondary data: - To provide a base to the current study variety of secondary data sources has been tapped to develop a conceptual framework.

SCOPE OF THE STUDY

Only 2 companies have been taken: a) Bharti Airtel b) Idea Cellular Ltd

IMPORTANCE OF STUDY
Study throws a light on the importance of Organisation commitment for the growth and development of companies Help to understand in what ways the organisation commitment help the companies.

Limitations of the Study: The time constraint was a hurdle, as such Primary data Collection could not be done. The topic was contemporary and had limited data available. But an attempt to present the best has been done.

Chapter-4 Company Profile

IDEA CELLULAR LTD

Idea Cellular Limited was incorporated in 1995, and now ranks third in terms of all-India wireless revenue market share at 13.6 per cent. IDEA Cellular Ltd is a leading GSM mobile services operator in India with over 72 million subscribers, under brand IDEA. The company is a pan India integrated GSM operator covering the entire telephony landscape of the country, and has NLD and ILD operations. They offer affordable and world-class mobile services to varied segments of mobile users. The company is an Aditya Birla Group Company. They offers basic voice and short message service (SMS) services to high-end value added and general packet radio service (GPRS) services, such as Blackberry, Datacard, Mobile TV and Games. Their subsidiaries include Swinder Singh Satara and Co Ltd, Aditya Birla Telecom Ltd, Idea Cellular Services Ltd, Idea Cellular Infrastructure Services Ltd, Idea Cellular Towers Infrastructure Ltd and Carlos TowersLtd. IDEA Cellular Ltd was incorporated in the year 1995 with the name Birla Communications Ltd. The company obtained licenses for providing GSM-based services in the Gujarat and Maharashtra Circles following the original GSM license bidding process. In the year 1996, the company changed the name from Birla Communication Ltd to Birla AT&T Communications Ltd following joint venture between Grasim Industries and AT&T Corporation. In the year 1997, they commenced operations in the Gujarat and Maharashtra Circles. In the year 2000, the company merged with Tata Cellular Ltd, thereby acquired original license for the Andhra Pradesh Circle. In the year 2001, they acquired the RPG Cellular Ltd and consequently, they acquired the license for the Madhya Pradesh (including Chattisgarh) Circle. Also, they obtained the license for providing GSM-based services in the Delhi Circle following the fourth operator GSM license bidding process. The name of the company was changed from Birla Communications Ltd to Birla Tata AT&T Ltd.

In the year 2002, the name of the company was further changed to Idea Cellular Ltd and also, they launched the 'Idea' brand name. They commenced commercial operation in Delhi circle. In June 3, 2002, they acquired Swinder Singh Satara & Company Ltd through a share purchase agreement. In the year 2004, the company acquired Escotel Mobile Communications Ltd (subsequently renamed as Idea Mobile Communications Limited). They commercially launched

EDGE

services

2005

and

became

the

first

operator

in

India

to

do

so.

In the year 2005, the company won an Award for the 'Bill Flash' service at GSM Association Awards in Barcelona, Spain. They sponsored the International Indian Film Academy Awards. In the year 2006, the company became a part of the Aditya Birla Group subsequent to the TATA Group transferring their entire shareholding in the company to the Aditya Birla Group. They received Letter of Intent from the DoT for a new UAS License for the Mumbai Circle. Also, they received Letter of Intent from the DoT for a new UAS License for the Bihar Circle through Aditya Birla Telecom Ltd. During the year 2006-07, the company commenced National Long Distance service to carry part of the Company's own traffic. They launched commercial mobile services in the service areas of Rajasthan, Uttar Pradesh (East) and Himachal Pradesh. They made Initial Public Offering and raised Rs 25,000 million. They won an award for the 'CARE' service in the 'Best Billing or Customer Care Solution' at the GSM Association Awards in Barcelona, Spain.

The company entered into a ten years business transformation pact to integrate, innovate, and transform its business processes and IT infrastructure with International Business Machines (IBM). They signed USD 500 million contract with Nokia Siemens Networks to expand and strengthen the Company's network. Also, they singed a USD 343 million contract for GSM expansion with Ericsson in the Maharashtra, Gujarat, Rajasthan, Madhya Pradesh and Himachal Pradesh service areas. In June 2006, Escorts Telecommunications Ltd became the subsidiary of the company and subsequently was renamed as Idea Telecommunications Ltd. In February 2007, they acquired 10,000,000 equity shares of Rs.10 each of Aditya Birla Telecom Ltd, a company holding License to operate in the telecom service area of Bihar, for a purchase consideration of Rs 100 million. During the year 2007-08, the company expanded their network from 4432 cities and towns to 13308 cities and towns. They formed three new subsidiaries namely, Idea Cellular Services Ltd, Idea Cellular Infrastructure Services Ltd and Idea Cellular Tower Infrastructure Ltd. The main purpose of Idea Cellular Services Ltd is to provide manpower services to Idea Cellular and Idea Cellular Infrastructure Services Ltd & Idea Cellular Tower Infrastructure Ltd are meant for hiving off Idea's passive infrastructure network.

In December 2007, the company in association with Bharti Airtel and Vodafone Essar formed a joint venture, namely Indus Tower to provide passive infrastructure services in India to all operators on a non -discretionary basis. In February 2008, the company received the Unified Access Services Licences for the telecom service areas of Punjab, Karnataka, Tamilnadu including Chennai, North East, West Bengal, Kolkatta, Jammu & Kashmir, Orissa. During the year 2008-09, the company acquired 40.8% stake in Spice Communications Ltd (Spice), having operations in Punjab and Karnataka service areas, from MCorp Global Communications Pvt Ltd, the erstwhile promoters of Spice. They launched services in Mumbai, Orissa, Tamil Nadu (including Chennai), Jammu & Kashmir, Kolkata and West Bengal. In addition, Aditya Birla Telecom Ltd, a wholly owned subsidiary, launched operations in Bihar (including Jharkhand) service area. During the year, the company made a tie-up with Indian Oil Corporation, the largest petroleum company in India, to use their petrol pumps and gas agencies for branding and distribution of Idea SIM Cards and Recharge Vouchers. They were the first operator in India to launch Nokia Life Tools in association with Nokia. They launched 'International Airtime Transfer', a unique VAS service, whereby NRI community can directly recharge the prepaid mobiles of Idea subscribers in India through several international merchants and the web in Gulf, the USA and UK.

The company launched NetSetter Data Cards and Blackberry solutions to cater to their data-savy consumer segments. As per the scheme of arrangement, the company de-merged their passive infrastructure assets in the service areas of Andhra Pradesh, Delhi, Gujarat, Uttar Pradesh (both East & West including Uttarakhand), Haryana, Kerala, Rajasthan and Mumbai to Idea Cellular Towers Infrastructure Ltd, a wholly owned subsidiary, with an appointed date of January 1, 2009. During the year 2009-10, the company expanded their pan-India presence through service launches in Orissa, Tamil Nadu, Jammu & Kashmir, Kolkata, West Bengal, Assam and North East service areas, thereby making it a nationwide service provider. As one of Idea's new VAS activities, the company launched 'Buddy Recharge' - a unique peer-to-peer talk time transfer product. They also launched Oongli Cricket during the IPL season.

During the year, the company launched a standardized self care portal 'CARE' which gives information to the customer on products / tariffs and information of their account such as billed

amount, last recharge, last calls, unbilled amount, etc. They were the first operator to launch 'Pre Tones', which is an innovative VAS service which allows the user to listen to the caller tones of his / her own choice while making an outgoing call instead of listening to the respondent's caller tone. As per the scheme of arrangement, the company telecom operations of the Bihar service area along with certain assets and liabilities of Aditya Birla Telecom Ltd, a wholly owned subsidiary was de-merged and transferred to the company with effect from March 1, 2010. Spice Communications Ltd which had operations in the Punjab and Karnataka service areas, and licenses for National and International Long Distance operations was amalgamated with the company with effect from March 1, 2010. Also, Carlos Towers Ltd became a subsidiary company pursuant to the amalgamation of Spice Communications Ltd with the company. In April 2010, the company received a License for providing pan India Internet Services (ISP License). In the 3G Spectrum auction, the company emerged as a winner in 11 Service Areas viz. Maharashtra, Gujarat, Andhra Pradesh, Kerala, Punjab, Haryana, Uttar Pradesh (E), Uttar Pradesh (W), Madhya Pradesh, Himachal Pradesh and Jammu & Kashmir, at a total cost of Rs 5,768.59 crore. During the year under review, the company became a pan India operator following the roll out of services in the remaining service areas of Orissa, Tamilnadu (including Chennai), Jammu & Kashmir, West Bengal, Kolkata, North East and Assam.

In January 20, 2011, the Company launched mobile number portability (MNP), an invite to all Indian mobile customers to change their wireless operator, while retaining their mobile number. In March, 2011 Company launched 3G services in 9 out of these 11 service areas. The Company also entered into bilateral roaming arrangement for the service areas of Mumbai, Bihar, Karnataka, Delhi, Kolkata and Tamil Nadu (including Chennai), with leading quality operators, enabling it to offer 3G services in 15 service areas.

The company is in the process of launching 3G services in Jammu and Kashmir service area. The 3G spectrum for Punjab service area has not been earmarked by DoT to the Company for commercial usage as yet, and hence Company has not been able to launch 3G service there until now. The company is now installing 3G cell sites to capture the future wireless broadband data market.

Idea ranks second with 23.6 per cent revenue market share in nine service areas where it holds 900 MHz spectrum and which derive about 41 per cent of the industrys all-India revenues (based on gross revenues for UAS and Mobile licenses only, for March 2011 quarter, as released by TRAI). The market positioning of Idea reflects the strength of its brand considering the fact that Idea added 11 out of its total 22 service areas in the past four years. Today, it is a pan-India player with commercial 2G operations in 22 service areas, and 3G in nine of these circles. Its subscriber base has grown multifold, from 7.37 million in March 2006 to 89.5 million in March 2011. Idea holds 16 per cent stake in Indus Towers, a joint venture with other telecom majors Bharti Airtel and Vodafone. Indus Towers is the world's largest tower company with over one lakh towers. In 2007, Idea was listed on the National Stock Exchange (NSE) and the Bombay Stock Exchange (BSE). Idea enjoys a market leadership position in many of its operational areas. It offers GPRS on all its operating networks for all categories of subscribers, and was the first company in India to commercially launch the next generation EDGE technology in Delhi in 2003. As a pioneer in technology deployment, it has been at the forefront through the adoption of bio fuels to power its base stations, and by employing satellite connectivity to reach inaccessible rural areas in Madhya Pradesh. Idea has been a leader in the introduction of value-added services, and there are many firsts to its credit, including a voice portal 'Say Idea', Idea TV, voice chat and instant messenger. Tariff plans have been customer-friendly, catering to the unique needs of different customer segments, for instance the 'Women's Card' caters to the special needs of women on the move, and 'Youth Card' covers the emerging youth segment. The company now has its own NLD and ILD operations, and ISP license. Idea has a network of over 70,000 cell sites covering the entire length and breadth of the country. The company has over 3,000 service centres servicing Idea subscribers across the country. Ideas service delivery platform is ISO 9001:2008 certified, making it the only operator in the country to have this standard certification for all 22 service areas and the corporate office.

BHARTI AIRTEL LTD

Bharti Airtel Ltd is one of the world's leading providers of telecommunication services with presence in 19 countries including India & South Asia and Africa. The company is the largest wireless service provider in India, based on the number of customers. The company offers an integrated suite of telecom solutions to its enterprise customers, in addition to providing long distance connectivity both nationally and internationally. The Company also offers Digital TV and IPTV Services. All these services are rendered under a unifi ed brand 'airtel' either directly or through subsidiary companies. The company operates in four strategic business units, namely Mobile, Telemedia, Enterprise and Digital TV. The mobile business offers services in India, Sri Lanka and Bangladesh. The Telemedia business provides broadband, IPTV and telephone services in 95 Indian cities. The Digital TV business provides Direct-to-Home TV services across India. The Enterprise business provides end-to-end telecom solutions to corporate customers and national and international long distance services to telcos. The company also deploys, owns and manages passive infrastructure pertaining to telecom operations under their subsidiary Bharti Infratel Ltd. Bharti Infratel Ltd own 42% of Indus Towers Ltd. Bharti Infratel Ltd and Indus Towers Ltd are the largest passive infrastructure service providers for telecom services in India. Bharti Airtel Ltd was incorporated in the year 1995 with the name Bharti Tele-Ventures Ltd. The company was promoted by Bharti Telecom Ltd, a company incorporated under the laws of India. The name of the company was changed from Bharti Tele-Ventures to Bharti Airtel Ltd with effect from April 24, 2006 in order to reflect their brand essence, objective and the nature of their business activities. During the year 1995-96, the company launched mobile services under the brand name 'Airtel' for the first time in Delhi and Himachal Pradesh. During the year 1997-98, the company became the first private telecom operator to obtain a license to provide basic telephone services in the state of Madhya Pradesh. They incorporated Bharti BT VSAT Ltd and Bharti BT Internet Ltd during the year. During the year 1999-2000, the company acquired JT Mobiles for providing cellular services operator in Punjab, Karnataka and Andhra Pradesh. Also, they acquired Skycell, Chennai and thus, they expanded their South Indian footprint. During the year 2001-02, they launched IndiaOne, India's first private sector national and international long distance service. They acquired licenses for eight new circles across India. In July 2001, the company acquired 100% equity interest in Bharti Mobitel Ltd (erstwhile Spice Cell Ltd), which provided mobile services in the Kolkata circle. During the year 2002-03, the company launched cellular mobile services in the circle of Mumbai, Maharashtra, Tamil Nadu, Kerala, Madhya Pradesh, Uttar Pradesh (West), Haryana and Gujarat, fixed line services in the circles of Tamil Nadu and Karnataka and International Long Distance Services. They also commenced commercial operations for their submarine cable landing station. During the year 2003-04, the company obtained the new licenses for providing the Unified Access Services, which include telecom circles of West Bengal (including Andaman & Nicobar and Sikkim), Bihar (including Jharkhand), Orissa, Jammu & Kashmir and UP (East). They also acquired interest in the telecom circles of Rajasthan and North Eastern States, through the acquisition of 67.5% equity stake in Bharti Hexacom Ltd. During the year 2004-05, Bharti Cellular Ltd and Bharti Infotel Ltd, subsidiaries of the company, merged with the company with effect from April 1, 2004. Prior to merger of Bharti Cellular Ltd with the company, Bharti

Mobile Ltd operated in circles of Karnataka, Andhra Pradesh and Punjab merged with Bharti Cellular Ltd. The company acquired an additional stake of 1% from Fouad M T Al Ghanim Trading & Cont Co Kuwait one of the shareholder of Bharti Hexacom Ltd. During the year, the company and Videsh Sanchar Nigam Ltd entered into an agreement to share the company's national long distance network for a period of 15 years for a consideration of Rs 5,000 million. They entered into a regional mobile services agreement with six other leading mobile operators, namely Globe Telecom, Philippines; Maxis, Malaysia; Optus, Australia; SingTel, Singapore; Taiwan Cellular Corporations, Taiwan and Talkomsel, Indonesia and formed a regional alliance, namely Bridge Alliance. In April 2005, the company through their erstwhile 100% subsidiary Bharti Infotel Ltd, which was merged with the company acquired 100% equity stake in Bharti Broadband Ltd (formerly known as Comsat Max Ltd) by acquiring their holding company Satcom Broadband Equipment Ltd (formerly known as CMax Infocom Ltd). Also, Satcom Broadband Equipment Ltd and Bharti Broadband Ltd were amalgamated with the company with effect from October 1, 2005. During the year 2005-06, the company signed a managed capacity expansion contract with Ericsson for providing managed services and expands their GSM /GPRS network into rural India in 15 circles. Also, they entered into an agreement with Nokia to expand their managed GSM/ GPRS/ EDGE networks in eight circles. The company and IBM launched Managed Services under their joint go-to-market program. During the year, Vodafone acquired 10% economic interest in the company by way of subscription of convertible debentures in Bharti Enterprises Ltd. Also, the company entered into strategic partnership outsourcing agreements for their customer care call center operations with four international BPOs - Hinduja TMT (HTMT), IBM Daksh, Mphasis and TeleTech Services. During the year 2006-07, the company incorporated seven wholly owned subsidiaries namely Bharti Airtel (USA) Ltd, Bharti Airtel (UK) Ltd, Bharti Airtel (Hong Kong) Ltd and Bharti Airtel (Canada) Ltd, Bharti Infratel Ltd, Bharti Telemedia Ltd and Bharti Airtel Lanka (Pvt) Ltd. They received letter of offer from Telecommunications Regulatory Commission of Sri Lanka for providing 2G and 3G mobile services in Sri Lanka. During the year, the company entered into agreement with Microsoft to offer software and services for the Small and Medium Business (SMB) market in India and to offer Microsoft's latest Windows Mobile 5.0 technology to its customer. They entered into agreement with Google to offer search services on Airtel Mobile. Also, they entered agreement with Adani Group to connect Mundra Port and Special Economic Zone and with IBM to deliver India's first 'Service Delivery Platform'.

In July 2006, the company launched 'Airtel Mega' Fixed Wireless Phone (FWP) services. In September 14, 2006, they acquired 43,750 thousand shares of Bharti Hexacom Ltd for an aggregate consideration of Rs 875,000 thousand thereby increasing their stake from 68.5% to 68.89%. In December 2006 the company announced their foray into USA with the launch of Airtel CallHome service for Non-Resident Indians. In March 2007, they introduced BlackBerry 8800TM business phone. In April 3, 2007, Bharti Airtel (Singapore) Pvt Ltd, Singapore, was incorporated for providing Voice Interconnection, Prepaid International Calling Services,

International Private Leased Circuits and VSAT Trading. During the year 2007-08, Bharti Airtel Services Ltd (erstwhile Bharti Comtel Ltd), the wholly owned subsidiary of the company, sold their entire shareholding in Bharti Telemedia Ltd to the company and Bharti Enterprise Ltd in the ratio of 40% and 60%, respectively. The company acquired 2% stake in a subsidiary of IFFCO Ltd called IFFCO Kissan Sanchar Ltd at a consideration of Rs 50,125 thousand. Also, they invested USD 1,200 thousand towards 1,200 thousand shares, of Bridge Mobile Pte Ltd, Singapore (Bridge Mobile). During the year, the company entered into a joint venture agreement with Vodafone Essar Ltd and Idea Cellular Ltd and formed an independent tower company namely, Indus Towers Ltd for providing passive infrastructure services in 16 circles of India. In September 7, 2007, the company acquired 49% of the equity in Bharti Aquanet Ltd, India, at a consideration of Rs 159,549 thousand making Bharti Aquanet Ltd a 100% subsidiary of the company. In September 28, 2007, they acquired 100% of the equity in Network i2i Ltd, Mauritius, at a consideration of USD 133,400 thousand. In October 1, 2007, the company incorporated a new company namely, Bharti Airtel Holding (Singapore) Pte Ltd in Singapore as an investment holding company of the company. In January 2008, the company transferred the passive telecom infrastructure business of the company to Bharti Infratel Ltd. During the year 2008-09, the company made their foray into media and television by redefining home entertainment with Airtel digital TV. They launched their virtual calling card service 'Airtel CallHome' in UK, Singapore and Canada. The service is targeted at the huge Indian Diaspora, Non-Resident Indians (NRIs) and Indian students in these markets. The company launched their mobile services in Sri Lanka under the Airtel brand. They expanded their footprint by launching their Mobile Services in Lakshadweep. They also launched VeriSign Identity Protection (VIP) Services for their enterprise customers in India in partnership with VeriSign. In February 19, 2009, the company increased their stake in Bharti Hexacom Ltd by 1.11% through acquisition of 2,780,306 equity shares for an aggregate consideration of Rs 166,818 thousand. In March 4, 2009, the company subscribed 1,470,000 equity shares (49% stake) in Bharti Teleports Ltd for an aggregate consideration of Rs. 14,700 thousand. In October 2009, the company launched live mobile comic service on their mobile entertainment portal, Airtel Live. In October 23, 2009, they acquired an additional 55% equity stake in their subsidiary, Bharti Telemedia Ltd for a consideration of Rs 7.38 crore. Consequently, the total equity interest of the company in Bharti TelemediaLtd increased to 95%. In January 12, 2010, the company agreed to acquire 70% stake in Warid Telecom, Bangladesh, a wholly owned subsidiary of the Dhabi Group. Warid Telecom is offering mobile services across all the 64 districts of Bangladesh. As of January 2010, the company had an aggregate of over 131 million customers in South Asia, including 121.7 million mobile customers in India. In March 11, 2010, the company made their debut into Media & Entertainment with the launch of the Airtel Digital Media Business. With this, the company is able to offer Content Delivery Solutions for media and entertainment sector. In June 2010, the company acquired Zain Group's mobile operations in 15 countries across Africa for an enterprise valuation of USD 10.7 billion. With this, the company has become the first Indian brand to go truly global with a footprint that

covers over 1.8 billion people. Also, the company has become a major Indian MNC with operations in 18 countries across Asia and Africa with a customer base of over 180 million. During the year 2010-11, the company introduced a completely new, fresh and vibrant brand logo and identity.Apart from India and Sri Lanka, the brand also started to offer its services to consumers in Bangladesh making the Company a powerhouse across South Asia. Across the seas, the Company established a strong presence in the 16 countries across the African continent. During the year, Airtel won the 'Most Preferred Cellular Service Provider Brand' award in the CNBC Awaaz Consumer Awards 2010 for the 6th year in a row. The CNBC Awaaz Consumer Awards were based on an extensive consumer survey done by Nielsen, wherein the customers rated brands across different categories which delivered true value for money. During the year, the company launched 3G Services in 9 of 13 circles with 3G spectrum, empowering all 3G customers to manage their data usage and avoid 'bill shock' with proactive, personalised and timely data usage alerts coupled with introduction of easy-to-understand intuitive tariffs with personalised data usage limits. They launched various new and innovative products and services, such as airtel money, airtel call manager, airtel voice blog, airtel world SIM, Live Aarti, LearnNext, IPTV, airtel broadband TV, Unified Service Management Centre (uSMC), Global Data Services, airtel digital TV recorder, MAMO (My Airtel My Offer) and iCare directly and through its subsidiaries, which enabled it to strengthen their leadership in an intensely competitive market. During the year, the company launched their New Vision for India and South Asia 'By 2015, airtel will be the most loved brand, enriching the lives of millions' inspiring and directing all stakeholders for the next stage of growth. Also, they launched their vision for Africa 'By 2015 airtel will be the most loved brand in the daily lives of African people'. In August 27, 2010, the ccquired the 100% interest in Telecom Seychelles Ltd, a telecom operator of Seychelles, for an enterprise value of USD62 million. In September 2011, the company choose Ericsson India, Nokia Siemens Networks and Huawei Technologies as network partners to launch 3G Services in India. These partners will plan, design, deploy and maintain a 3G HSPA Network in Bharti Airtel 3G license circles. In January 2011, the company and State Bank of India (SBI) entered into a Joint Venture (JV) agreement to make available banking services to India's unbanked millions. The newly formed entity, will harness the power of State Bank's strengths and airtel's mobile telephony to add value to the banking and financial services sector and empower millions of financially excluded in the country to enhance their livelihood and quality of life. The Joint Venture will become the Business Correspondent of SBI and offer banking products and services at affordable cost to the citizens in unbanked and other areas.

Chapter-5 DATA ANALYSIS and INTERPRETATION

The researcher has attempted to present the analysis of the responses gathered from JOB SATISFACTION SCALE & ORGANISATIONAL COMMITMENT AMONG EMPLOYEES with the help of statistical techniques mean, standard deviation, and ANOVAs the same has been used to draw results.

Chapter- 6 Findings, Suggestions and Conclusion