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    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: Submitted by:

    USM, KUK Ritu

    University Roll No.___________

    Under the Supervision of:

    Ms. Pradeepika (PROFFESOR)

    Ms. Seema (Astt. Professor)

    University School of Management

    Kurukshetra University

    Kurukshetra

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    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

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    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.

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    ACKNOWLEDGEMENT

    I would like to give a heartfelt appreciation to all the people who encouraged me todo 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

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    Chapter - 1

    INTRODUCTION

    TO

    TOPIC

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    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 nosuch 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.

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    Chapter-2

    Literature review

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    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 correlationbetween 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 butwas 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

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    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 commitmentQuestionnaire 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)

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    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 joband 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

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    (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, affectivecommitment has been mostly studied in past (Brunetto and Farr-Wharton, 2003).

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    Chapter-3

    ResearchMethodology

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    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.

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    SCOPE OF THE STUDY

    Only 2 companies have been taken:

    a) Bharti Airtelb) Idea Cellular Ltd

    IMPORTANCE OF STUDY

    Study throws a light on the importance of Organisation commitment for the growthand 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 bedone.

    The topic was contemporary and had limited data available. But an attempt topresent the best has been done.

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    Chapter-4

    Company

    Profile

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    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.

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    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 NorthEast 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

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    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.

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    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 MadhyaPradesh.

    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.

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    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 largestwireless 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 longdistance connectivity both nationally and internationally. The Company also offers Digital TVand 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, SriLanka 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 andinternational long distance services to telcos. The company also deploys, owns and managespassive 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 arethe 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 ofIndia. 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 underthe 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. Theyacquired 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 inthe 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 alsoacquired 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 witheffect from April 1, 2004. Prior to merger of Bharti Cellular Ltd with the company, Bharti

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    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% subsidiaryBharti 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 thecompany 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 agreementwith 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 ofsubscription 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 EconomicZone and with IBM to deliver India's first 'Service Delivery Platform'.

    In July 2006, the company launched 'Airtel Mega' Fixed Wireless Phone (FWP) services. InSeptember 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, wasincorporated for providing Voice Interconnection, Prepaid International Calling Services,

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    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 inthe 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 towards1,200 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, thecompany 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 newcompany 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 IndianDiaspora, Non-Resident Indians (NRIs) and Indian students in these markets.

    The company launched their mobile services in Sri Lanka under the Airtel brand. Theyexpanded 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 aggregateconsideration 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 theirsubsidiary, 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 64districts 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 launchof 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

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    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 brandlogo 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 Africancontinent.

    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 ConsumerAwards 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 innovativeproducts 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 i-

    Care directly and through its subsidiaries, which enabled it to strengthen their leadership in anintensely 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 HuaweiTechnologies 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 valueto 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.

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    Chapter-5

    DATA ANALYSIS

    and

    INTERPRETATION

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    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.

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    Chapter- 6

    Findings, Suggestions

    and

    Conclusion

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