Professional Documents
Culture Documents
Introduction
Indias civil aviation industry is on a high-growth trajectory. India aims to become the
third-largest aviation market by 2020 and the largest by 2030.
The Civil Aviation industry has ushered in a new era of expansion, driven by factors such
as low-cost carriers (LCCs), modern airports, Foreign Direct Investment (FDI) in
domestic airlines, advanced information technology (IT) interventions and growing
emphasis on regional connectivity. India is the ninth-largest civil aviation market in the
world, with a market size of around US$ 16 billion.
The world is focused on Indian aviation from manufacturers, tourism boards, airlines
and global businesses to individual travellers, shippers and businessmen. If we can find
common purpose among all stakeholders in Indian aviation, a bright future is at hand,
said Mr. Tony Tyler, Director General and CEO, International Air Transport Association
(IATA).
Market Size
In the second quarter of 2015, domestic air passenger traffic surged 19.2 per cent to 20.3
million from 17 million in the corresponding period a year ago. Total passenger carried in
June 2015 increased 13 per cent Y-o-Y to 8.8 million from 7.8 million in June 2014.
International and domestic passenger traffic grew 5.3 per cent and 16 per cent,
respectively, in June 2015.
In June 2015, total freight carried rose 5.4 per cent Y-o-Y to 222,990 tonnes vis--vis
211,590 tonnes in June 2014. International freight movement witnessed higher growth
(7.1 per cent) compared with domestic freight movement (2.6 per cent).
In June 2015, total aircraft movements at all Indian airports stood at 141,620, which was
8 per cent higher than June 2014. International and domestic aircraft movements
increased 6.5 per cent and 8.4 per cent, respectively, in June 2015.
1
Over the next five years, domestic and international passenger traffic are expected to
increase at an annual average rate of 12 per cent and 8 per cent, respectively, while
domestic and international cargo are estimated to rise at an average annual rate of 12 per
cent and 10 per cent, respectively.
The airlines operating in India are projected to record a collective operating profit of Rs
8,100 crore (US$ 1.29 billion) in fiscal year 2016, according to Crisil Ltd.
Investment
According to data released by the Department of Industrial Policy and Promotion (DIPP),
FDI inflows in air transport (including air freight) between April 2000 and May 2015
stood at US$ 573.18 million.
Key investments and developments in Indias aviation industry include:
Airbus, the worlds leading aircraft maker, expects Indias aviation industry to
grow at over 10 per cent annually in the next decade, almost double the average
growth rate of the global aviation industry.
Eyeing large orders from Indian airlines, Airbus has committed to source products
worth US$ 2 billion cumulatively over the next five years from India; the
company plans to provide customised maintenance and other services closer to
the base for all its airline customers in India.
IndiGo plans to file documents for an initial public offering within the next two
months to raise US$ 400 million by selling 10 per cent stake.
SpiceJet plans to enter a deal with Boeing Co. and Airbus Group SE to buy 80120 jet airplanes which would help to expand their fleet and rebuild its business..
2
Air India, Indias national airline, has started to shift its IT operations to cloud and
is exploring the use of iPads for work, as it plans to upgrade its technology to
maintain pace with the competition.
The Airports Authority of India (AAI) and Kannur International Airport Ltd.
(KIAL) signed a MoU for 26 per cent equity in the greenfield airport worth Rs
1,892 crore (US$ 295.62 million) being built at Mattannur in Kannur.
Government Initiatives
Government agencies project that around 500 brownfield and greenfield airports would
be required by 2020. The private sector is being encouraged to become actively involved
in the construction of airports through different Public Private Partnership models, with
substantial state support in terms of financing, concessional land allotment, tax holidays
and other incentives.
Some major initiatives undertaken by the government are:
The Directorate General of Civil Aviation (DGCA) has given its approval to Air
Indias maintenance, repair and overhaul (MRO) unit.
The Government of India expects to finalise the new aviation policy and revised
international flying norms for domestic carriers soon; the government may
remove the 5/20 norms for domestic airlines in this new policy.
Road Ahead
Indias aviation industry is largely untapped with huge growth opportunities, considering
that air transport is still expensive for majority of the countrys population, of which
nearly 40 per cent is the upwardly mobile middle class.
The industry stakeholders should engage and collaborate with policy makers to
implement efficient and rational decisions that would boost Indias civil aviation industry.
With the right policies and relentless focus on quality, cost and passenger interest, India
would be well placed to achieve its vision of becoming the third-largest aviation market
by 2020 and the largest by 2030.
COMPANY PROFILE
Deccan Charters is an experienced and leading aviation services company run by a team
of world-class professionals. Started in 1997, it has grown at a rapid pace, expanding its
network across the country and providing a level of service unparalleled in the charter
industry. In 2003, it also spawned Indias first low cost airline giving wings to the
common mans dream to fly. Deccan Air was in 2006 merged with Kingfisher
Airlines and rechristened Kingfisher Red.
Deccan Charters, today, operates with a fleet of helicopters and fixed-wing aircraft,
which suit virtually any requirement.
Headquartered at Bangalore, Deccan Charters has the widest geographical reach in India
among General Aviation companies with 10 operational and engineering locations. It is
the only company in the private sector in India to have presence in Bhubaneshwar,
Chennai, Hyderabad, Katra (Vaishno Devi). Kolkata, Mumbai, New Delhi, Raigarh and
Surat. Furthermore, its joint venture in Sri Lanka makes it the only helicopter company
permitted to operate on the island.
Offshore Services
Precise... Timely... Effective...
Our specialised services include offshore transportation and logistics. Our twin engine
Bell 212 and Bell 412 helicopters are provided for offshore oilfield support benchmarked
to global safety and dispatch standards for customers like Cairn Energy and ONGC. We
also carry passengers to offshore production platform, drilling rig, FPSO's, seismic vessel
and tanker.
Wherever we fly, we have a common purpose: safety and convenience for our customers.
With this in mind, we have built a seamless, integrated operation, incorporating safety
systems, logistics personnel and support. We also help to co-ordinate and plan flight
programmes and crew utilisation, so that managing helicopter requirements is as smooth
as possible.
Deccan Charters is currently engaged in offshore operations at Suvali, off Surat in
Gujarat and Mumbai. Deccan Charters helicopters have also been chartered for a variety
of infrastructure applications like winching & under slung operations.
Deccan will assist you in identifying and ordering the aircraft as well as help with
negotiating the price and options
Deccan and its aviation experts will help structure the purchase
Deccan will assist you in taking delivery and with the initial and subsequent Certificates
of Airworthiness and Registration with DGCA and other regulatory authorities
Managing & Operating the aircraft
Pilots, engineers and flight operation team members are all recruited, selected, qualified
and trained to Deccans high standards
Quality Control, Assurance and Safety teams are in place to manage processes and
maintain compliance for your safety
Maintenance
processes
are
in
compliance
with
international
standards
and
OEM recommendations
Deccan will upgrade and modify the aircraft to OEM notifications as required by your
Flight Operations
Deccan's flight operations team will take care of complete Trip Planning and
Flight Dispatching
They will coordinate with getting all the requisite flying permits, clearances at airports
for landing, take-off and parking
Deccan coordinates payments to airports and verifies all trip related costs
Deccan arranges catering and other trip requirements including ground crew and a
Hostess on board
Cost / Financial Ownership Benefits
Potential lower costs if you choose to make your aircraft available through Deccan. The
charter dates as also profile of the passengers will be cleared by you prior to us operating
the aircraft on charter.
PRESS RELEASE
Date
02/02/2011
Edition
Ahmedabad
Publication
Business Standard
[English]
Reporter
Bureau
Headlines
Deccan, Taj Air launch
charter service
9
Business Standard
02/02/2011
Kolkata
02/02/2011
Ahmedabad
DNA [English]
02/02/2011
Kolkata
[English]
Bureau
Amritha
Pillay
marketing alliance
Hi fliers
Gopinath, Tata group,
02/02/2011
New Delhi
Mint [English]
02/02/2011
Ahmedabad
02/02/2011
New Delhi
02/02/2011
Mumbai
02/02/2011
New Delhi
02/02/2011
Ahmedabad
02/02/2011
Bangalore
02/02/2011
02/02/2011
Bangalore
Mumbai
Financial Express
[English]
The Indian Express
[English]
Free Press Journal
[English]
The Economic
Times [English]
The Indian Express
[English]
The New Indian
Express [English]
Financial Chronicle
[English]
The Indian Express
[English]
Bureau
Bureau
Bureau
Bureau
Bureau
Visual
Bureau
Power Fly
Rupesh
Subhash
Janve
usage
Bureau
10
INTRODUCTION TO TOPIC
AN OVERVIEW ON EMPLOYEE SATISFACTION
Employee Satisfaction has assumed increasing interest and importance in both
industrialized as well as developing countries of the world. In India, its scope seems to
be broader than much labour legislation enacted to protect the workers.
Employee Satisfaction is a process in organizations, which enables its members at all
levels to participate actively and effectively in shaping the organization environment,
methods and outcomes. Employee Satisfaction is also defined as an environment in the
organization which motivates the employees to enhance their abilities on continuous basis
and which facilities them to have social co-operation among them.
The safe work environment provides the basis for the person to enjoy working.
The work should not pose a health hazard for the person. The employer and employee,
aware of their risks and rights, could achieve a lot in their mutually beneficial dialogue.
The working time has been established by the state according to legislation which
is a 40- hour working week in Estonia. The standard limits on overtime, time of vacation
and taking of free days before national holidays have been separately stipulated.
The differences regarding the working time have been established for the persons
less than 18 years of age, pregnant women, breast-feeding mothers and the person raising
the disabled child.
The appropriate salary is agreed upon by the employee and the employer. The
Government of the Republic establishes each year the rate of minimum salary, the
employer should not pay less than that to the employee.
Work represents such a role in life which has been designated to it by the person himself.
On the one hand work is an earning of one's living for the family, on the other hand it
could
be
self-realization
providing
enjoyment
and
satisfaction.
INTRODUCTION TO TOPIC
11
What does the term Satisfaction imply to an employee? It implies nothing else
than the feeling of either being contended or non-contended on using a product.
Employee Satisfaction is a prerequisite for the customer satisfaction. Enhanced
employee satisfaction leads to higher level of employee retention. A stable and committed
workforce ensures successful knowledge transfer, sharing, and creation - a key to
continuous improvement, innovation, and knowledge-based total customer satisfaction.
When companies are committed with providing high quality products and services;
when companies set high work standards for their employees; and when employees are
empowered through training and development, provided with knowledge and
information, permitted to make mistakes without punishment, and trusted; they will
experience an increase in their level of satisfaction at work. This level of satisfaction can
be enhanced further if teamwork and visionary leadership are introduced.
Continuous improvement comes from the efforts of the empowered employees
motivated by visionary leadership. This is supported by the findings that empowerment
and visionary leadership both have significant correlation with employee satisfaction.
Teamwork is also supported by the findings. In addition, the study found significant
correlation between employee satisfaction and employees intention to leave.
The success of a corporation depends very much on customer satisfaction. A high
level of customer service leads to customer retention, thus offering growth and profit
opportunities to the organization. There is a strong relationship between customer
satisfaction and employee satisfaction. Satisfied employees are more likely to stay with
company and become committed and have more likely to be motivated to provide high
level of customer service, by doing so will also further enhance the employees
satisfaction through feeling of achievement. Enhanced employee satisfaction leads to
improved employee retention; and employee stability ensures the successful
implementation of continuous improvement and customer satisfaction. Customer
satisfaction will no doubt lead to corporate success and greater job security. These will
further enhance employee satisfaction. Therefore, employee satisfaction is a prerequisite
for customer satisfaction.
12
Although committed and loyal employees are the most influential factor to becoming an
employer of choice, it's no surprise that companies and organizations face significant
challenges in developing energized and engaged workforces. However, there is plenty of
research to show that increased employee commitment and trust in leadership can
positively impact the company's bottom line. In fact, the true potential of an organization
can only be realized when the productivity level of all individuals and teams are fully
aligned, committed and energized to successfully accomplish the goals of the
organization.
As a result, the goal of every company should be to improve the desire of employees to
stay in the relationship they have with the company. When companies understand and
manage employee loyalty - rather than retention specifically - they can reap benefits on
both sides of the balance sheet i.e., revenues and costs.
13
On the revenue side of the balance sheet, loyal and committed employees are more likely
to go "above and beyond" to meet customer needs and are highly motivated to work to
the best of their ability.
On the cost side, loyal employees stay longer, resist competitive job offers, do not
actively look for other employment and recommend the company to others as a good
place to work. These four behaviors positively influence the cost side of the balance
sheet.
In other words, rather than focusing only on retention (that is, trying to retain employees
who have already decided to leave), organizations should proactively recognize the
benefits of understanding, managing and improving employee satisfaction. The most
successful organizations are those that can adapt their organizational behavior to the
realities of the current work environment where success is dependent upon innovation,
creativity and flexibility.
Include opportunities for personal growth and invest heavily in the professional
development of the best people in the organization.
15
16
in keeping us "out of trouble." Regardless of how much we earn, most of us have some
kind of agenda or work plan.
And with so many people opening a home and a cyber-office, with mounting levels of
technology-related stress, owner turned content. Many of us end up involved in more
than one job, which we feel compelled to get done, spending the greatest portion of our
lives in what we consider our workplace. So Employee Satisfaction is not some notion of
frivolous luxury. Employee Satisfaction is just as real and useful as virtual reality itself.
Objectives of Quality of Work Life:
17
Improved Quality of Work Life was not considered as important factor in India until
recently as there were important impending factors like resource deficiency,
environmental threats and some services of financial problems.
Quality of Work Life programme has become important in work place for the following
reasons:
1. Increase demands at work
2. Loss of long term employee guarantees
3. The need for enhanced work place skills
4. Greater competition for talent
5. Increased women in work fore
Good quality of Work Life leads to an atmosphere of good impersonal relations and
highly motivated employees who strive for their development. Though monetary benefits
still occupy the first place in the cost of elements like physical working conditions, job
restructuring and job re-designing, career development, promotional opportunities etc. are
gaining importance rapidly. As such, workers expect the management to improve all
these facilities which thereby improve Quality of Work life. If provided with good
Quality of Work Life, employees concentrate more on both individual as well as group
development which in turn leads to overall development.
According to Walton (1975) proposed eight conceptual categories. They are as follows:
o
18
According to Herrick & Mac by (1975) have identified four basic principles which
summaries the humanization.
o
WORKLIFE BALANCE
BENEFITS TO THE INDIVIDUAL
ORGANIZATION
Measured
increases
individual
in
productivity,
accountability
and
commitment
Better
teamwork
and
balance is
communication
Increased productivity
Improved morale
Less negative organizational
stress
Reduced stress
The programs, policies and services through Quality of Work life Programmes:
21
a. Support faculty and staff efforts to manage the competing demands of work and
personal life
b. Support health promotions and wellness
c. Express appreciation for faculty and staff contribution to the university, highlight
outstanding individual contributions and recognize long term commitment.
usually
from
control
to
an
Involvement
organization.
The concept of Quality of Work Life views a work as a process of interaction and joint
problem solving by work in people, managers, supervisors and workers.
This process is:
i.
ii.
iii.
iv.
v.
Problem solving
vi.
22
Quality of Work life programme has become important in the work place for the
following reasons:
o
The following are the some of the specific issues in Quality of Work life
o
Occupational stress
Recognition
Grievance procedure
Adequacy of resources
23
Managerial attitudes
Union influence
24
through the enhancement of human dignity and growth. A process through which
the state holders in the organization, management, unions and employees - learn
how to work together better to determine for themselves what actions, changes
and improvements are desirable and workable in order to achieve the win and
simultaneous goals of an improved quality of life at work for all members of the
organization and greater effectiveness for both the company and the unions.
Key elements:
o
25
26
dangerous machines like drilling pipes cranes lathe machines welding and soldering
machines or even with animals where maximum safety precautions have to ve ovsermed
which needs lot of concentration alertness presence of mind quick with involuntary
actions synchronization of eres hands and body sometimes high level of patience
tactfulness, empathy and compassion and control over emotions.
Stress Level
All these above mentioned factors are inter-related and inter-dependant. Stress
level need not be directly proportional to the compensation. Stress is of different types
mental, Physical and psychological or emotional stress. An MD of a company will have
mental stress a labourer will have physical stress a psychiatrist will have mental stress.
Mental stress and Emotional stress cause more damage than physical stress.
Career Prospects
Every job should offer career development. That is an important factor which
decides the qwl. Status improvement more recognition from the Management
appreciations is the motivating factors for anyone to take keen interest in the job. The
work atmosphere should be conducive to achieve organizational goal as well as
individual development.
Challenges
The job should offer some challenges at least to make it interesting. That enables
an employee to upgrade his knowledge and skill and capabilities; whereas the monotony
of the job makes a person dull, non-enthusiastic, dissatisfied frustrating complacent,
initiative- less and uninteresting.
Growth and Development
If an organization does not give chance for growth and personal development it is
very difficult to retain the talented personnel and also to find new talent with experience
and skill.
27
Career Satisfaction
(b)
Career Achievement
(c)
Career Balance
28
Gross salary
Annual Benefits
Retirement Benefits
Other Benefits
Pay.
HRA
is
25%
to
30%
of
the
gross
salary.
29
Conveyance Allowance is given to employees for the purpose of helping them meet the
expenditure incurred pertaining to conveyance in their performance of official duties.
Generally CA is 10% to 15% of Gross.
City Compensation Allowance (CCA)/ Insurgency Allowance:
CCA is an allowance payable, every month; to bear the day to day local expenses based
on the place of posting. This is fixed at 10% of the Gross and shall be as indicated in
their salary structure.
Good Conduct Badge Pay and Other Allowance:
Other Allowances is an additional allowance payable every month to employees and shall
be as indicated in their salary structure. OA is 5% of the Gross.
Annual Benefits:
Increment: All Personnel are eligible for an annual increment in the month of
July every year.
Retirement Benefits include:
the
PF
Account
Employees contribution
at
any
given
time
consists
of:
Interest on balance
Pension
30
Other Benefits:
Free Medical facilities/Medical claim: Medical claim is provided only when no service
medical facility is available.
LTA: All married P Staffs are entitled for LTA annually.
Cash T/A on T/Duty and Permanent Posting
Training and Confirmation:
Training helps the organisation to develop the new recruits and to take
developmental/corrective action at the initial stage of employment. All newly recruited
individual of DA will be on basic training for a period of 6 months from the date of their
enrolment and their trade/branch training depends on their allotted trade/branch.
Employee Benefits:
The following are the Existing Benefits/Best Practices at Ling Technologies:
1. ESI & PF Statutory benefits
2. Survival benefit to all the employees
3. Free medical facility/Medical claim Policy up to 4 family members including
employee (for people not covered under ESI)
4. Free Meal
5. All National Holidays & 2 Restricted Holidays
6. Extensive Departmental Training Programs
31
7. Cultural Celebrations
8. Picnics/Outings
9. AFNET mail ID for any sort of grievances, criticism & suggestions from
employees
Leave Policy:
There are 5 types of leaves at Ling Technologies
Annual Leave
32
Casual Leave
Sick Leave
Maternity Leave
33
34
LITERATURE REVIEW
Ryan, Schmitt, and Johnson (1996) investigated similar relationships between
aggregated employee attitudes, firm productivity, and customer satisfaction. The authors
measured these relationships at two points in time from 142 branches of an auto finance
company. Results Page | 5 indicated employee morale was related to subsequent business
performance indicators, customer satisfaction sentiments, and turnover ratios. These
researchers attempted to study the causal relations among the variables; however, their
attempts lead to mostly inconclusive findings. Interestingly, they did find evidence
suggestive of customer satisfaction as a causal influence on morale (a finding that is
opposite of the directionality assumed by the literature).
Gineviius and Vaitknait (2006), the first dimension -involvement- is providing
favorable conditions for all the members of the organization for decision making and
giving various ideas or suggestions. Collaboration is the encouragement of the teamwork
rather than individual work. Transmission of information is defined as the reaching of
new or other important information to the employees in due time. Learning is the process
of the activities to increase the existing knowledge. Care about clients is related with the
satisfaction of the customers. Strategic direction deals with achieving the pre-identified
goals and plans of the organization. Reward and incentive system provides motivation for
the employees. System of control assists the managers in supervising the employees.
Communication is the lifeblood for an organization that builds bridges among the
employees within the organization. Coordination and integration is different from
communication that it ensures to work effectively with the persons from other
departments or groups when carrying out common activities
Hunt (2004), leadership is an influencing process between leaders and the followers and
sometimes the roles are changed between the followers and the leaders, where the
followers also may legitimize and influence the leaders, so it is not only a top-down
process but also exercised sideways, diagonally, and down-up throughout an
organizational hierarchy.
35
36
To compare the satisfaction in different levels i.e. female and male Employees,
juniors and seniors and within different teams.
37
38
RESEARCH METHODOLOGY
Research is an art of scientific investigation. The research is to discover answer to
questions through the application of scientific procedures. The research is a careful
investigation or inquiry especially through search of new facts in any branch of
knowledge.
Research is an organized, systematic, data based, critical, objectives, scientific
inquiry or investigations in to a specific problem, undertaken with the purpose of finding
answer of solution to it. Research methodology is a method to solve the research problem
systematically and involves gathering data, use of statistical techniques, interpretation
and drawing conclusions about the research data.
Research design
Research design is the plan, structure and strategy of variance. It is the blue print
for the collection, measurement and analysis of data
Descriptive research design is adopted for analyzing the data. This is defined as
fact findings investigation with adequate interpretation the main purpose of descriptive
research is description of state of affairs, as it exits art present. The researcher has no
control over the variables and they are independents of state of affairs.
The study has been covered based on the following steps:
A) DATA COLLECTION: The data for this study has been collected from the two main
Sources of data namely:
PRIMARY SOURCE
39
Unstructured Discussion:
Under this method of data collection the researcher personally interviews the
respondents to gather the information. The respondents are asked to present their views
and opinions about the topic under discussion. The opinions of the respondents are used
as the primary source of information for preparing the study report.
Structured Questionnaire:
It is usually associated with the self-administered tools with items of the closed or
fixed alternative type. The respondents feel greater confidence in the anonymity of
questionnaire than in that of any interview. It places less pressure on the subject of
immediate response. These were the reasons for choosing questionnaire as one of the
tools for data collection.
40
SECONDARY SOURCE
Secondary source is that information that is obtained from those sources other than direct
sources (past history, profile of the organization) and the information is collected through
the mentioned ways.
Other records.
B) SAMPLE SELECTION:
Target Respondent:
A sample is known as the sub-unit of population which shares the similar features.
The
defence
employees
are
the
target
respondents
of
this
study.
Sample Size:
The number of units in the sample is known as the sample size. The survey is
conducted by taking a sample of 150 personnel. Here, in this context a sample
refers to the employees of the related departments covered by the study
After the selection of sample, the sampling was done based on convenient sampling
method.
C) TOOLS USED FOR THIS STUDY
41
Percentage Analysis
The collected data has been represented in a tabular form and the
percentage for all values are listed in the last row to help deduce accurate results
about each and every analysis.
Percentage = (Number of respondents/Total sample)*100
Chi-Square
The Chi-Square (X) test is used to determine whether there is significant
difference between the expected frequencies and the observed frequencies in
one or more categories.
Formula
X
(O-E)/E
Where
O-Observed frequency in each category
E-Expected frequency in each category
df degree of freedom(n-1)
42
Test of independence
Chi-Square test enables to explain whether or not two attributes are associated and
deducing their significance of association and not their degree of assiciation. For
instance, knowing whether a new medicine is effective in controlling fever or not. Here
we proceed with the null hypothesis that the two attributes(new medicine and control of
fever) are independent which means new medicine is not effective in controlling fever.
On this basis we first calculate the expected frequencies and then work out the value of
chi-square.
Case 1 : If the calculated value of chi-square is less than the table value at a
certain level of significance for degrees of freedom, we conclude that null hypothesis is
true which means new medicine is not effective in controlling fever)
Case 2: If the calculated value is greater than its table value our inference will be
null hypothesis does not hold good means the two attributes are associated.
LIMITATIONS OF THE STUDY
The time taken for my project study was 45 days to gather opinions from the
personnel and the management which was very short.
The study is applicable and limited to a particular place and organization and
hence it may not be applicable for other place of the organization or other
organizations.
43
The data collected other than the questionnaire is from the secondary source and
hence accuracy of interpretation entirely depends on its geneuinety .
CHAPTER 4
DATA ANALYSIS
AND
INTERPRETATIONS
44
Age
Number
Below 20
21-30
31-40
41-50
Above 50
Respondents
30
50
40
20
10
150
of Percentage(%)
20
33.3
26.7
13.3
6.7
100
35
30
25
20
Below 20
21-30
31-40
41-50
Above 50
15
10
5
0
Percentage(%)
Interpretation
The above table shows that :
Gender
Number
of Percentage(%)
45
1
2
Total
Respondents
140
10
150
Male
Female
93.3
6.7
100
100
90
80
70
60
50
Male
40
Female
30
20
10
0
Percentage(%)
Interpretation
The above table shows that :
93.3 % of the respondents are male and rest 6.7 % are female.
Inference
93.3 % of the respondents are male and rest 6.7 % are female.
Category
Number
of Percentage(%)
46
1
2
3
Total
Respondents
20
120
10
150
Officers
Airmen
Civilians
13.3
80
6.7
100
80
70
60
50
Officers
40
Airmen
Civilians
30
20
10
0
Percentage(%)
Interpretation
The above table shows that :
The major respondents are from airmen category with the response of 80%
13.3 % and 6.7 % are respondent category from Officers and Civilians
respectively
Inference
The highest respondents are from Airmen category ( i.e 80 %) and the least from
Civilian Category ( i.e 6.7%).
Branch
Number
Flying Operations
Maintenance
Administration
Respondents
30
80
40
of Percentage(%)
20
53.3
26.7
47
Total
150
100
80
70
60
50
40
30
20
10
0
Number of Respondents
Interpretation
The above table shows that :
The major respondents are from Maintenance branch with the response of 53.3%
20 % and 26.7 %
The Major respondents are from Maintenance branch ( i.e 80 %) and the lowest
respondents are from Flying Operation branch ( i.e 20%).
(b) Good
Response
Excellent
Good
(c) Satisfactory
Respondents
30
110
(d) Poor
Percentage
20
73.3
48
3
4
Total
Satisfactory
Poor
10
0
150
6.7
0
100
80
70
60
50
40
PE
R
CENT
A
G
E
30
20
10
0
A
Category
Interpretation:
The survey depicts that 73.3% of the employees feel good working with Deccan Aviation and
20%of the employees feel excellent and 6.7% feel satisfactory about working with DA.
Inference:
The survey depicts that most of the employees (73.3%)feel good about working with DA.
So the company should ensure that this percentage increases by providing promising
environment. Hence should show a little more care and concern.
7. What do you like the most about deccan aviation?
(a) Job Profile
Sl No
1
2
Category
Job Profile
Work environment
Respondents
66
34
Percentage
44
22.7
49
3
4
Total
Growth Opportunities
18
Compensation & Benefits 32
150
12
21.3
100
70
60
50
40
Percentage
30
A
B
C
20
10
0
1
Category
Interpretation:
The survey depicts that 44% of the employees of Deccan Aviation like the job profile & 12% of
the employees like growth opportunities.
Inference :
From the above it is clear that most of the employees like job profile. The response for the
growth opportunities is the least. Hence the organization should give more emphasis to growth
opportunities.
8. Which of the following best describes your usual work schedule?
(a) Day shift
Sl No
1
2
3
4
Total
Response
Evening/Night shift
Day shift
Irregular shifts /on-call
Rotating shifts
Respondents
30
100
5
15
150
Percentage
20
66.7
3.3
10
100
50
WORK SCHEDULE
Eve ning shift50
Night shift
40
Day shift
Percentage
30
20
10
Rotating shifts0
Category
Interpretation:
The survey depicts that 20% of the respondents of Deccan Aviation are willing to work in
evening/night shifts, 66.7% of the employees are interested to work in day shifts , 10% of the
employees like to work in rotating shifts & 3.3% of employees wants to work in irregular shifts.
Inference :
From the above most of the employees are interested to work in Day shifts.
(d) Satisfactory
(e) Bad
Sl No
1
2
3
4
5
Total
Response
Excellent
Very good
Good
Satisfactory
Bad
(c) Good
Respondents
29
41
44
36
0
150
Percentage
19.3
27.3
29.3
24
0
100
51
Interpretation:
The survey depicts that 29.3%of the employees felt that there is good work culture in the
organization and 27.3% of the employees felt that work culture is very good and 24%of the
employees felt that the work culture is satisfactory and 19.3% of the employees felt that they
have excellent work culture in the organization.
Inference :
From this, we can say that most of the employees feel that they have good work culture and they
are confident about it.
10. How are the career developmental activities in your organization?
(a) Excellent
(d) Satisfactory
(e) Bad
Sl No
1
2
3
4
5
Total
Response
Excellent
Very good
Good
Satisfactory
Bad
(c) Good
Respondents
7
43
52
42
6
150
Percentage
4.6
28.7
34.7
28
4
100
52
Interpretation:
The survey depicts that 34.7%of the employees say that the career developmental activities are
good and 28.7%felt it is very good and 28%of the employees felt that it is satisfactory and4%of
the employees felt it is bad and4.6%of the employees felt it is excellent
Inference :
It implies that if management focuses on the particular category i.e. mainly on the career
developmental activities, then the employees can be motivated and be more useful for the
organization.
12. Your main satisfaction in life comes from your work.
(a)Strongly agree (b) Agree (c) Disagree
Sl No
1
2
3
4
Total
Response
Strongly agree
Agree
Disagree
Strongly Disagree
Respondents
39
79
32
0
150
Percentage
26
52.7
21.3
0
100
53
Interpretation:
The survey depicts that
52.7%
of
the
disagreed
26%of
employees
the
strongly
14. The work profile gives you an opportunity to develop special abilities
(a) Very true
Sl No
1
2
3
4
Total
54
Interpretation:
The survey depicts that 69.72% of the employees feels that work profile gives an opportunity to
develop special abilities is very true and 38.7%of the employees feels that it is somewhat true &
26% of the employees feel that it is not too true and 7.3% of the employees feel that it is not at
all true.
Inference:
From this we can say that the majority of the employees of DA are agreed to the fact that their
work profile gives an opportunity to develop special abilities.
18. How hard is it to take time off during your work to take care of personal or family
matters?
(a) Not at all hard
Sl No
1
2
3
4
Total
55
Interpretation:
The survey depicts that 32.7% of the employees feel that it is not too hard to take care of family
matters & 38 %of the employees feels that it is some what hard to take care of family matters
and 15.3% of the employees feels that it is not at all hard & 14% of the employees feel that it is
very hard to take care of family matters.
Inference
From this we can say that the majority of the employees of DA are able to manage personal &
family matters efficiently.
20. In general, how would you describe relations in your work place between
management and employees?
(a) Very good
Sl No
1
2
3
4
5
Total
Category
Very good
Quite good
Neither good nor bad
Quite bad
Very bad
Respondents
63
60
27
0
0
150
Percentage
42
40
18
0
0
100
56
Interpretation:
The survey depicts that 42% of the respondents describes relationship between management and
employees are very good and 40%of the respondents states that the relationship is quite good and
18%describes neither good nor bad.
Inference :
It is concluded that relationship between management and employees can be further improved
for better output.
57
24. Does the management maintain quality circles according to the norms and standards
of the employees?
(a) Yes
Sl No
1
2
Total
(b) No
Category
Yes
No
Respondents
141
9
150
Percentage
94
6
100
Interpretation:
It is revealed that 94%of the employees say that the management maintains quality circles and
6%say that management doesnt maintain quality circles.
Inference
Majority of the employees are satisfied with the management as it maintains quality circle and it
can be improved.
25. Do you think that the organization is paying you fairly and reasonably?
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(b) Agree
(d) Disagree
Sl No
1
2
3
4
5
Total
Category
Strongly agree
Agree
Satisfactory
Disagree
Strongly disagree
(c) Satisfactory
Respondents
21
75
51
3
0
150
Percentage
14
50
34
2
0
100
Interpretation:
The survey depicts that 50%of the employees agree that the organization is paying fairly
&reasonably and 34%of the employees satisfied and 14%are strongly agree and2%of the
employees disagree.
Inference:
The organization should have a relook at the pay packages.
26. Is the compensation paid to you is sufficient for providing a satisfactory standard of
Living?
(a) High
(b) Average
(c) Low
59
Sl No
1
2
3
Total
Category
High
Average
Low
Respondents
15
123
12
150
Percentage
10
82
8
100
Interpretation:
From the survey 82% of the employees say that the compensation paid by the
Organization is average for the standard of living and 10% say that it is high and 8% of
the employees felt that it is low in maintaining standard of living.
Inference:
Majority of employees say that the compensation is average for their standard of living.
The management has to focus on this category. So that it can be improved further
(b) Agree
(d) Disagree
Sl No
1
Category
Strongly agree
(c) Satisfactory
Respondents
42
Percentage
28
60
2
3
4
5
Total
Agree
Satisfactory
Disagree
Strongly disagree
78
30
0
0
150
52
20
0
0
100
Interpretation:
From the survey 52% of the employees agreed that there is job security in the
organization and 28% of employees strongly agreed and 20% of employees are satisfied
with job.
Inference :
Hence, it indicates that there is job security in the organization.
61
Response
Yes
No
No of Respondents
141
9
150
Percentage
94
6
100
SAFETY MEAUSRES
A
B
Interpretation:
It is revealed that 94%of the employees say that the management maintains adequate safety
measures and 6% are not satisfied with the existing safety level.
Inference
Majority of the employees are satisfied with existing safety measures.
62
30. What are rewards given for good performance of the team?
(a) Commendation
(b) Promotion
Sl No
1
2
3
4
Total
Category
Commendation
Promotion
Job enrichment
Any other specify
Respondents
54
75
21
0
150
Percentage
36
50
14
0
100
Interpretation:
From the survey 50% of the employees have chosen promotion, 36% have chosen
commendation and 14% have chosen as job enrichment.
Inference:
From the above we calculated that 50% of employees chosen as promotion in lieu of their
good performance. Rewards system should be improved further to gear up the activities.
(b) Could be
(c) No
63
Sl No
1
2
3
Total
Category
Yes
Could be
No
Respondents
132
17
0
150
Percentage
88
12
0
100
Interpretation:
The survey depicts that 88% of the employees say that their performance is being
monitored periodically and 12% of the employees are not sure about it.
Inference:
Most of the employees say that the performance being monitored periodically.
64
Response
Yes
No
No of Respondents
147
3
150
Percentage
98
2
100
A
B
Interpretation:
It is revealed that 98%of the employees are satisfied with the existing promotion policies and 2%
are not satisfied
Inference
Majority of the employees are satisfied with existing promotion policies and also the difference
of opinion can be considered for any valid inputs.
65
Sl No
1
2
3
4
5
6
Total
Category
Nature of the job
Working with colleagues
Recognition of effort
Development opportunities
Pay and conditions
Others (mention)
Respondents
45
21
57
15
12
0
150
Percentage
30
14
38
10
8
0
100
Interpretation:
From this survey it is found that 38% of the respondents feel that there is positive
attitude towards recognition of effort and 30% towards nature of the job and 14%
working with colleagues and 10% of the employees towards development opportunities
and 8% felt that pay and condition is one of the reasons towards positive attitude.
Inference:
Therefore, there is positive attitude towards recognition of efforts and nature of the job.
35.. How do you rate the employee welfare programs in your organization?
(a) Excellent
Sl No
(c) Good
(d) Satisfactory
Respondents
Percentage
66
1
2
3
4
Total
Excellent
Very good
Good
Satisfactory
9
36
75
30
150
6
24
50
20
100
Interpretation:
From the survey, 50% of the employees are agreeing that the employee welfare
programmes are good and 24% of employees felt very good and 20% of employees are
satisfied and 6% felt excellent with the welfare programs of organization.
Inference:
It implies to continue the same and improve it if there is any scope.
(e) Other
Sl No
1
2
Category
More suitable working hours
Better pay and conditions
Respondents Percentage
27
18
48
32
67
3
4
5
6
Total
45
30
0
12
150
30
12
0
8
100
Interpretation:
From the survey, 32% of the employees feel that better pay & conditions could improve
quality of work life & 30% feel that better development & 18% of the employees are of
the opinion that more suitable working hours will improve quality of work life & 12%
feel that better management & 8% of the employees feel none of the above.
Inference :
From the above most of the employees felt that better pay and conditions
Category
Very Important
Fairly Important
Not Very Important
Respondents
84
51
15
150
Percentage
56
34
10
100
68
Interpretation:
From the above, we can say that 56%of the employees feel that more flexible hours are very
important and 34%of the employees feel that it is fairly important and 10%of the employees of
the opinion that it is not very important.
Inference:
Therefore, majority of the employees of DA feel that more flexible working-hours are
necessary.
Motivation
69
Very Low
Low
Average
High
Very High
Total
Officers
16
20
Airmen
40
58
21
120
Civilians
10
Total
59
66
24
150
70
Job Satisfaction
Strongly
Disagree
Disagree
Strongly
Agree
Agree
Category
Total
Officers
14
20
Airmen
22
69
29
120
Civilians
10
Total
39
79
32
150
71
Category Vs Compensation
Strongly
Disagree
Disagree
Satisfactory
Agree
Compensation
Strongly Agree
Category
Total
Officers
13
20
Airmen
67
48
120
Civilians
10
Total
21
75
51
150
72
Much more
than I deserve
Somewhat
more I deserve
Relatively I
deserve
Somewhat less
than I deserve
Recognition
Much less
than I deserve
Category
Total
Officers
20
Airmen
38
30
45
120
Civilians
10
Total
45
40
55
10
150
Category Vs Recognition
73
Employees Opinions:
1. Satisfactory of working conditions
2. Overall Quality of Work Life is good in the organization, giving satisfactory
opportunity of individual growth and better professional environment
3. The work life is good, its encouraging and better place to work with healthy
environment.
4. Employee relations are good and management consideration towards employees
health is impressive and work pressure is considerably less.
5. By giving excellent training, by providing flexible working hours, by working
with concentration and hard work, by providing guidelines to juniors, these
activities will improve Quality of Work Life.
6. Good co-ordination between team leaders and team members.
7. Better management leads to better work culture.
8. Communication gap between management and employees should get reduced.
74
Employee Suggestions:
1. Motivation of the employees is very important to reach the ultimate goal. It
increases job satisfaction of the employees.
2. Recognition of the skills leads to achieve the organizations goals in broader view.
3. To conduct departmental meetings with team leaders and managers to know how
work flows in departments.
4. The success of any organization is highly dependent on how it attracts recruits,
motivates and retains its work force. Todays organization needs to be more
flexible so that they are equipped to develop the required quality of work force
and enjoy their commitment.
5. Organizations are needed to adopt a strategy to improve the employees QWL to
satisfy both employee objectives and organization objectives.
6. The best way of increasing QWL is to compensate employee at par with the
corporate industry and create a comfortable work culture.
7. Other facilities must be reviewed and efforts should be made to include each
individual in the organizational growth.
75
76
h. The employees of Ling Technologies are fully satisfied with the grievance settlement
procedure.
It would be observed from the foregoing that most of the employees are
satisfied with the Quality of Work Life at Ling Technologies and also with the
compensation packages, leave policies, training and development programs, performance
appraisal systems which are in accordance with their expectations.
RECOMMENDATIONS
The following are the recommendations which are based on my findings:
It is better to keep employees aware of the company goals, vision, mission and
keep them informed of all the changes taking place in the company then it would
definitely go a long way in the efficiency of the employees.
There should be no communication gap between the Team leader and Group
members. The communication flow must be smooth to maintain cordial relations
in the organization.
It is better to take timely preventive measures that the work would not be
overloaded and maintain better Quality of Work Life.
77
The efforts to further improve the work culture in the organization should be
continued.
The training and development programs can also be more effectively planned and
implemented.
Annexure
QUESTIONNAIRE
Personal Data
1.
Name
2.
Age group
Below 20 ( ) 21-30 ( )
41-50 ( )
Above 51 ( )
Female ( )
3.
Gender
Male
( )
4.
Marital Status
Married ( )
Unmarried ( )
5.
Category
Officer ( )
Airmen ( )
6.
Branch
Flying Operations ( )
Maintenance
( )
31-40 ( )
Civilian ( )
Administration ( )
Working Environment
78
(b) Good
(c) Satisfactory
(d) Poor
(d) Satisfactory
(e) Bad
(c) Good
(d) Satisfactory
(e) Bad
(c) Good
Strongly
(c) Disagree
agree
(b)
(d) Strongly Disagree
13. The work profile gives you an opportunity to develop special abilities
(a) Very true
79
Agree
Question
No
15
Strongly
Agree
Neutral
Disagree
Agree
have
received
Strongly
Agree
the
efficiently
Training Programs helps
the personnel to achieve
the required skill for
Performing
the
job
efficiently
Stress Level
Sl
Question
No
17
18
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Agree
responsibilities gives me
more mental pressure
Liberty/Freedom
19. During your work do you normally work as part of a team or work mostly on your
own
(a)
(b)
( )
( )
80
20. How hard is it to take time off during your work to take care of personal or family
matters?
(a) Not at all hard
20. Does the management maintain quality circles according to the norms and standards
of the employees?
(a) Yes
(b) No
21. In general, how would you describe relations in your work place between
management and employees?
(a) Very good
(b) Agree
(d) Disagree
(c) Satisfactory
23. Is the compensation paid to you is sufficient for providing a satisfactory standard of
Living?
(a) High
(b) Average
(c) Low
24. What are rewards given for good performance of the team?
81
(a) Commendation
(b) Promotion
(b) Could be
(c) No
Welfare
27. How do you rate the employee welfare programs in your organization?
(a) Excellent
(c) Good
(d) Satisfactory
(e) Other
Safety
29. Are you satisfied with the present level of safety measures
Sl
(a)
Yes
(b)
No
Question
No
Strongl
y
Agree
Neutral
Disagree
Strongly
Agree
Agree
30
82
Sl
No
31
Question
Strongly Agree
Neutral
Agree
Disagree
Strongly
Agree
32
monotonous
I feel that working for the
organization will lead to
Fairly
Important
More flexible working hours
Development of occupational
healthcare
Hike in pay
Increase
in
training
opportunities
Learning new things
Appreciation of work
32. Your opinions and suggestions regarding quality of work life in the organization?
83
Thank you
BIBLIOGRAPHY
84
Books:
P.Subba
rao
Human
resource
management
,HPH-2003
Journals:
Websites:
www.ling-tech.com
www.humanresouces.uce.edu
Search Engines:
www.google.com
www.dogpile.com
85