Internship Report_Rifat Gaffer_EWU 2014

Mohd. Rifat Been Abdul Gaffer
East West University, ID # 2010-1-10-056
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Chapter 1
Introduction

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Introduction
Employee Satisfaction is the favorableness or un-favorableness with which the employee views
his work. It expresses the amount of agreement between one’s expectation of the job and the
rewards that the job provides. Job Satisfaction is a part of life satisfaction. The nature of one’s
environment of job is an important part of life as Job Satisfaction influences ones general life
satisfactions.
Employee Satisfaction, thus, is the result of various attitudes possessed by an employee. In a
narrow sense, these attitudes are related to the job under condition with such specific factors such
as wages. Supervisors of employment, conditions of work, social relation on the job, prompt
settlement of grievances and fair treatment by employer.
Employee engagement is vital for any organization. If employees don't connect with the values
of an organization, appreciate the contribution they can make, or do not feel that their employer
cares or values them; they will not feel committed to the organization or motivated to perform
well.
Employee engagement is a vast subject and can take many forms. The Institute of Employment
Studies defines it as: "A positive attitude held by the employee towards the organization and its
values. An engaged employee is aware of the business context, and works with colleagues to
improve performance within the job for the benefit of the organization. The organization must
work to develop and nurture engagement, which requires a two way relationship between
employee and employer."
So, Employee satisfaction and employee engagement both are the important part of an
organization.

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1.1 Objectives of the Study
The main objective is to focus on HR practices in telecom industry of Bangladesh. There are
some other objectives which are given below:
 To provide an overview about employee satisfaction and employee engagement of
telecom industry in Bangladesh.
 To identify the factors that motivates the employees
 To offer valuable suggestions to improve the satisfaction level of employees and
engagement level of employees.
 To study the factors affecting employee engagement.
1.2 Methodology
I visited some telecom companies for collecting data by questionnaire. After collecting the data
the total scenario of employee satisfaction and employee engagement have been prepared by
SPSS software, version 13.
The Primary source is Survey methods (A questionnaire has been used about employee
satisfaction and engagement and taking survey from Robi, Gp, Banglalink corporate offices).
There are following secondary sources - websites, text books, articles, several other reports, and
other sources.
1.3 Hypothesis
On the basis of the discussion and research objectives, it is predicted that communication,
learning, need, mental satisfaction and supervisor evaluation have a direct and positive influence
on employee satisfaction. On the other side willingness, action taking, concentration, inspiration,
skill, commitment and clear about the role also have a direct and positive influence on employee

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engagement and from this model the following five and seven sets of hypothesis can be
developed.
In an employee satisfaction, five sets of hypothesis have found:
Hypothesis 1 (H1): Communication has a positive influence on employee satisfaction.
Hypothesis 2 (H2): Learning has a positive influence on employee satisfaction.
Hypothesis 3 (H3): Need has a positive influence on employee satisfaction.
Hypothesis 4 (H4): Mental Satisfaction has a positive influence on employee satisfaction.
Hypothesis 5 (H5): Supervisor Evaluation has a positive influence on employee satisfaction.
In an employee engagement, seven sets of hypothesis have found:
Hypothesis 1 (H1): Clear about the role has a positive influence on employee engagement.
Hypothesis 2 (H2): Inspiration has a positive influence on employee engagement.
Hypothesis 3 (H3): Concentration has a positive influence on employee engagement.
Hypothesis 4 (H4): Action Taking has a positive influence on employee engagement.
Hypothesis 5 (H5): Willingness has a positive influence on employee engagement.
Hypothesis 6 (H6): Skill has a positive influence on employee engagement.
Hypothesis 7 (H7): Commitment has a positive influence on employee engagement.
1.4 Limitations
 Some employees did not give their response
 Due to the selected companies privacy it was impossible for me to add some important
question on survey paper.
 The websites were not so informative.

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Chapter 2
Literature Review

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Employee satisfaction is the terminology used to describe whether employees are happy and
contented and fulfilling their desires and needs at work. Many measures purport that employee
satisfaction is a factor in employee motivation, employee goal achievement, and positive
employee morale in the workplace. (Susan M. Heathfield, about.com)
Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike
(dissatisfaction) their jobs" (Spector, 1997, p. 2).
Utilizing from the employees is important for the effectiveness of the firms. This contributes to
have competitive advantage; and mostly, human resource management (HRM) deals with this
subject in the organizations. There is the ‘employee concept’ in the center of HRM. These
employees may be working for that firm or have the possibility of working for that firm. HRM
can be defined as the management of the decisions and actions related with the employees in the
organization to implement the strategies for creating competitive advantage. Another definition
about HRM is from Armstrong (2000), that it is the strategically management of the members of
an organization who contribute to the achievement of that organization's objectives. These
definitions make us conclude that HRM is a strategic business and should be concerned
strategically. Strategy may be defined as the statement of; what an organization wants to become,
the objectives it wants to reach and, how to reach to these objectives (Armstrong, 2000).
Strategic HRM (SHRM) helps the organization in reaching its objectives, and the main players in
SHRM are the “employees”. Lawler (1986) argued that a firm’s HR strategy should be centered
on developing skills and ensuring motivation and commitment (Wallace, Eagleson, &
Waldersee, 2000). In this statement, ‘ensuring the motivation’ is concerned with the employee
satisfaction. That is why; the satisfaction of the employees takes an added importance.
Employees are more loyal and productive when they are satisfied (Hunter & Tietyen, 1997), and
these satisfied employees affect the customer satisfaction and organizational productivity
(Potterfield, 1999). Employee satisfaction is defined as the combination of affective reactions to
the differential perceptions of what he/she wants to receive compared with what he/she actually
receives (Cranny, Smith, & Stone, 1992). Therefore, the organizations should try to supply the
employee expectations in order to approach the employee satisfaction. In addition, emotional
state of the employees may also affect their satisfaction. This forces the managers to create and

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sustain the desired working environments in the organizations. One the other hand, as stated by
Organ and Ryan (1995), the employee satisfaction is one of the basics of organizational
citizenship behavior (Ozdevecioglu, 2003). That is, the well-satisfied employees will work more
willingly and this contributes to the effectiveness of their organizations.
There is no limit for the employees to reach the full satisfaction and it may vary from employee
to employee. Sometimes they need to change their behaviors in order to execute their duties
more effectively to gain greater job satisfaction (Miller, 2006). Having good relationships with
the colleagues, high salary, good working conditions, training and education opportunities,
career developments or any other benefits may be related with the increasing of employee
satisfaction. When investigating the employee satisfaction, it should be known that; -an
employee may be more satisfied by a satisfying item, whereas the other employee may be less
satisfied with the same item-. Because of this, analyzing the employee satisfaction from a large
perspective will be better. That means; the sum of all satisfying factors composes that
employee’s satisfaction level. As a general definition, the employee satisfaction may be
described as how pleased an employee is with his or her position of employment (Moyes, Shao,
& Newsome, 2008). To investigate what the employees are satisfied by and measuring the
employee satisfaction in the workplace is critical to the success and increases the profitability of
the organization for having competitive advantage (Kelley, 2005). Therefore, researching the
employee satisfaction in terms of different factors and, on various areas (such as manufacturing
industry, service industry or etc) will enrich the literature and contribute to organizations.
Employee engagement is a property of the relationship between an organization and its
employees. An "engaged employee" is one who is fully absorbed by and enthusiastic about their
work and so takes positive action to further the organization's reputation and interests.
(Wikipedia)
Employee engagement is the emotional commitment the employee has to the organization and its
goals. (Kevin Kruse, forbes.com)

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One of the first challenges presented by the literature is the lack of a universal definition of
employee engagement. Kahn (1990:694) defines employee engagement as “the harnessing of
organization members’ selves to their work roles; in engagement, people employ and express
themselves physically, cognitively, and emotionally during role performances”. The cognitive
aspect of employee engagement concerns employees’ beliefs about the organization, its leaders
and working conditions. The emotional aspect concerns how employees feel about each of those
three factors and whether they have positive or negative attitudes toward the organization and its
leaders. The physical aspect of employee engagement concerns the physical energies exerted by
individuals to accomplish their roles. Thus, according to Kahn (1990), engagement means to be
psychologically as well as physically present when occupying and performing an organizational
role.
Most often employee engagement has been defined as emotional and intellectual commitment to
the organization (Baumruk 2004, Richman 2006 and Shaw 2005) or the amount of discretionary
effort exhibited by employees in their job (Frank et al 2004). Although it is acknowledged and
accepted that employee engagement is a multi-faceted construct, as previously suggested by
Kahn (1990), Truss et al (2006) define employee engagement simply as ‘passion for work’, a
psychological state which is seen to encompass the three dimensions of engagement discussed by
Kahn (1990), and captures the common theme running through all these definitions.
The existence of different definitions makes the state of knowledge of employee engagement
difficult to determine as each study examines employee engagement under a different protocol.
In addition, unless employee engagement can be universally defined and measured, it cannot be
managed, nor can it be known if efforts to improve it are working (Ferguson 2007). This
highlights the problems of comparability caused by differences in definition. Furthermore, whilst
it is acknowledged that employee engagement has been defined in many different ways, it is also
argued the definitions often sound similar to other better known and established constructs such
as ‘organizational commitment’ and ‘organizational citizenship behavior’ (OCB) (Robinson et al
2004). Thus Robinson et al (2004) defined engagement as ‘one step up from commitment’. As a
result, employee engagement has the appearance of being yet another trend, or what some might
call “old wine in a new bottle”.

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Chapter 3
Company Review
(Robi Axiata Limited)

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3.1 Company Profile
Robi, the most dynamic and rapidly-growing telecommunications operator in Bangladesh, is
developing its services to meet increasing customer needs - ranging from voice and high speed
Internet services to tailor-made telecommunications solutions. Robi is a joint venture company
between Axiata Group Berhad (91.59%) of Malaysia and NTT DoCoMo Inc. (8.41%) of Japan.
It commenced operation in 1997 as Telekom Malaysia International (Bangladesh) with the brand
name ‘Aktel’. In 2010 the company was rebranded to ‘Robi’ and the company changed its name
to Robi Axiata Limited.
Robi draws from the international expertise of Axiata and NTT DoCoMo Inc. Services support
2G and 3.5G voice, CAMEL Phase II & III and 3.5G Data/GPRS/EDGE service with high speed
internet connectivity. Its GSM service is based on a robust network architecture and cutting edge
technology. The company has the widest International Roaming coverage in Bangladesh
connecting 600 operators across more than 200 countries. Robi’s customer centric solution
includes value added services (VAS), quality customer care, digital network security and flexible
tariffs.
Since its inception in 1996, Axiata Group and its predecessor Telekom Malaysia has invested
around BDT 11,000 crore in the form of equity till 2012. Moreover the company has contributed
almost BDT 10,000 crore to the Bangladesh Exchequer in the same period.
As a subsidiary of Axiata Berhad Malaysia , Robi draws on leading edge technology to provide
its service in Bangladesh, covering almost 100% of the population, Robi is committed to provide
best data and voice quality and will continue to ensure that its customers are able to enjoy the
best experience through leading edge technology and innovative products and services.

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3.2 Management Profile

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3.3 Key Achievements
 Robi Axiata Limited has been awarded as the 5th Best Employer of the Year at the 22nd
World HRD Congress, 2014
 Robi wins coveted Frost & Sullivan Award, 2013

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Other Achievements:
 Robi has been conferred the prestigious Frost & Sullivan Asia Pacific ICT Award 2010
for "Emerging Market Service Provider of the Year".
 Awarded the prestigious fund grant from GSMA MMU (Mobile Money for the
Unbanked) in 2009.
 Crossing 10 million subscribers mark in 2009.
 Ranked within top 6 global comparable telcos in A.T. Kearney benchmarking exercise in
2009.
 Cost optimization project saved 2 times of what was projected.
 Bangladesh Mobile Phone Businessmen Association (BMBA) Award 2008-2009 as the
best service provider in Bangladesh.
 The Weekly Financial Mirror –Samsung Mobile &Robintex Business Award 2008-2009
as the best Telecommunication Company.
 TeleLink Telecommunication Award 2007 TeleLink Telecommunication Award 2007"
for its excellence in service, corporate social responsibilities and dealership management
for the year 2006 in commemoration of WORLD Telecommunication Day 2007.
 Arthakantha Business Award Given by the national fortnightly business magazine of
Bangladesh for its excellence in service in telecom sector.
 Financial Mirror Businessmen Award Given by the national weekly Tabloid business
magazine.
 Deshbandhu C. R. Das Gold Medal For contribution to telecom sector in Bangladesh.
 Beatification Award for exceptional contribution to the Dhaka Metropolitan city from
Prime Minister Office on 13th SAARC Summit.
 Standard Chartered - Financial Express Corporate Social Responsibility (CSR) Awards
2006 For contribution in Education, Primary Health, poverty alleviation and ecological
impact.
 Arthokontho Business Award 2006 for better telecom service provider in Bangladesh.
 Financial Mirror & Robintex Business award 2006 for its excellence in service, corporate
social responsibilities activities throughout Bangladesh.
 DesherKagoj Business Award 2006 For Corporate Social Responsibilities activities.

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3.4 Logo and Visual Language
The logo of Robi Axiata Ltd. is displayed above. It symbolizes balance, movement and change.
Their logo should always appear in Bengali. Special authorization is required if logo is presented
in English.
Alpona:
Robi’s Alpona motif is uniquely created, especially for them. The Alpona is vibrant and modern.
It has a very organic soft feel whilst providing a forward moving direction- one of positivity and
focus. The lack of sharp points and use of large curves provides a feeling of warmth and
friendliness.

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3.5 Organizational Hierarchy (Chain of Command)
The organization is headed by its Chief Executive designated as the Managing Director entrusted
with overall responsibilities of business direction of the organization and leading dynamically
towards the attainment of its purpose and principles. In attaining the purpose and principles, the
Chief Financial Officer, Chief Strategic Officer, Chief Marketing Officer, Chief Technical
Officer, Chief Human Resource Officer assists the MD. Along with CEOs, Executive Vice
President (EVP) and Vice President (VP) are in the top level management and they report to their
respective CXOs. Then General Manager (GM) and Mangers are associated in the mid-level
management. Finally in the entry level management there are Specialists, Officers and Assistant
Officers.
Figure: Chain of command in Robi
CXOs
EVP, VP
GM, Manager
Specialist, Officer, Assistant
Top Level
Mid Level
Entry Level

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Divisions:
 Technology
 Market Operation
 Finance
 Human Resources
 Corporate Strategy
 Corporate and Regulatory Affairs
 EPMO
 Digital Services
 Internal Audit
3.6 Product & Services
Robi mainly offer two types of product based on the subscription category for general
subscribers:
 Pre-paid
 Post-paid
Pre-paid package:
Robi Pre-paid is continuously offering new features and plans to provide absolute freedom to the
customer. Robi offers a single Pre-paid package with different tariff plans to meet different types
of needs with instant, easy and multiple migration facility from one tariff to another. Tariff plans
are as follows:
 Robi Club Plan
 Shoccho Plan
 Shasroyee Plan
 Shorol Plan
 Muhurto Tariff Plan
 Robi Goti Plan

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For the entrepreneurs Robi offers a different package called Uddokta and Easy Load Tariff.
Post-paid package:
Robi offers few lucrative Post-paid Packages named Simple plans, Normal plans, and Robi
corporate for corporate clients only. Robi’s post-paid product comes with various packages. Robi
Push mail is a secure and reliable e-mail solution at an affordable price. Now customers can
work as if at their desktop from anywhere. Customers can know their bill information through
Web Bill, E-Bill, SMS, USSD and Customer Care Center.
Other Packages:
Robi’s other packages includes—
 Robi Corporate
 International Roaming
 Current Promotions
 International Calling Charges
 Robi Kothabarta
Value Added Services:
Robi’s value added services includes—
 Music
 Entertainment
 Downloads
 Internet and Data Service
 Messaging
 Community and Chat
 Information Service
 Mobile Assistance
 Education and Career
 Lifestyle
 Finance
 Call Management etc.

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3.5G Internet
Robi 3.5G is the third generation of mobile communication technology that will allow customers
to surf the Internet with speeds of more than three times faster than 2G technology.
Robi 3.5G is the enhanced version of 3G that offers higher mobile Internet speed of up to
21Mbps, while 3G offers mobile Internet speed of up to only 384Kbps. Nevertheless, the average
download data speed available is usually in the region of 1-3 Mbps.
With a 3G phone/device and access to the Robi’s 3.5G Technology, you can make video calls,
watch live TV, access high speed Internet and enjoy live streaming at never before speeds.
To avail Robi 3.5G services in 3G network area please dial *8444# which is free of cost. You
also need to have a 3G enabled handset.
How to avail Robi 3.5G Service
Step 1: Dial *666*1#
Step 2: Purchase any of the 3.5G data packs mentioned below:

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* Pack Launch Bonus: Bonus Campaign till 31st of May’14.
- above pack cost are excluding VAT
- after each successful purchase, subscribers will get notification SMS
- pack volume can be used in both 3G & 2G network environment.
- above packs are in auto renewal, except 20MB+15MB Bonus@20tk pack
- for data balance check please dial *8444*88#
- to know more about data packs please dial *8444#
3.7 Employment opportunities & facilities of Robi
Robi Axiata Limited is planning to recruit some bright and dynamic individuals, who will make
a difference and drive towards success. Applicants must have the highest ethical standards,
strong leadership skills, excellent judgment, a sense of personal initiative and problem solving
abilities.
Robi Axiata Limited is planning to recruit some bright and dynamic individuals, who will make
a difference and drive towards success. Applicants must have the highest ethical standards,

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strong leadership skills, excellent judgment, a sense of personal initiative and problem solving
abilities.
Robi represents a world of opportunity, challenge and fulfillment. This is a performance driven
organization which believes that performance comes from belongingness and ownership and
Robi always reward the performers in all aspects. Functional skills development focuses on
developing & sharpening the technical skills of their people that employees may be the best-in-
class in their areas of expertise - technology, marketing, sales, finance, customer analytics,
strategy, human resource, internal audit, regulatory & legal.
At Robi, they care about their people and employees development. Here an employee will find
opportunities for continued education and training. Robi working on the process and strategies to
empower their people through leadership program. At Robi, employers are committed to help
their people learn, develop & enhance employee’s functional skills, leadership capabilities &
personal effectiveness. Robi’s leadership development focuses developing leaders who think
before they act and act according to the values that the organization embraces. Along with that
they run Group Accelerated Development Program and Opco (Operating Country) Development
Program. They carefully design their training and development activities keeping in mind the
industry’s best practices. Robi also offer international career for the employees through Open
resourcing policy among the other operating countries of Axiata Ltd.
Robi offers a market competitive rewards package that is designed to make an employee feel an
integral part of the team and directly involved in the company's success. Their asset is their
diversified workforce who is making the mark in the industry to create a unique workplace.
Performance Management System (PMS) helps an employee make the most of their working life
at Robi. The process supports an employee in identifying and delivering against challenging
goals that impact the organization. It helps an en employee plan how they'll develop skills and
leadership behaviors for their current position and for the years ahead. Robi’s diversified
workforce is the main asset of our organization. Robi believes diversity is one of the key factors
for success in any organization and hence they focus in this area consciously.

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Working Hours & Holiday at Robi
Sunday to Thursday: 8:00am – 11:00am (Log-in time to Office)
Working hour is total 8:30 Hours.
Core Hours: 11:00- 4:00
Lunch Hour: 1.00 p.m. – 3:00 p.m.
Friday & Saturday: Weekly Holiday
** Customer Care (Front desk) works from 8.00 am to 8.00 pm
3.8 Salary and Benefits
Monthly salary will be transferred to employee’s individual salary account on the 25th of each
month with other allowances less deductions such as income tax, contributory provident fund
etc. Each employee will receive a monthly pay statement detailing gross pay & deduction.
Allowances:
Allowances are paid with monthly take-home salary; namely house rent, medical, conveyance &
utility.
Festival Bonus:
ROBI usually awards three bonuses in a year on occasion of Eid/Christmas/Puja as festival
bonus. The amount of bonus is normally two times to basic salary.
Children Education Allowances:
All regular employees are entitled for children education allowance up to maximum 2 children
(age should be within 25 years). (3k for each 2 kids, same for all bands)

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3.9 Duration & Procedures of Leaves at Robi
Leave
Each permanent employee is entitled to the following leaves:
Annual Leave:
Management
(7 Bands)
Annual Leave & Medical
Leave is same for all
Bands
A (CXOs) Annual Leave 26 Days
Medical Leave 14 Days
B (EVPs) Annual Leave 26 Days
C(VP) Annual Leave 26 Days
D(General
Manager)
Annual Leave 26 Days
E (Manager) Annual Leave 26 Days
F (Specialist) Annual Leave 26 Days
G (Officer) Annual Leave 26 Days
50% of the entitlement of the annual leave can be accumulated or carried forward to the next
service year and rest will be lapse if not availed.

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Accident Leave:
Employees who get injured by an accident occurred while on duty will be allowed accident leave
with full pay for the period required for full recovery and become fit to join duties if the accident
causes partial or full disablement and the joining to duties is uncertain.
Maternity Leave:
A female employee who has been employed for a period of not less than 6 months during the 9
months immediately preceding her confinement shall be granted 6 consecutive months maternity
leave on full pay.
Paternity Leave:
Male employees are entitled for 3 working days paternity leave. One employee can avail
paternity leave up to two times during his tenure.
3.10 Career Development
Through appraising their performances & providing with knowledge & skills through proper
training and development programs.
Induction:
After joining, new employee is subject to attend an induction program. This program provides
new employee with basic background information about employer, information about company
rules and practices, organization’s products and services. This new employee socialization
program shall be conducted by HR division.
Performance Appraisal:
To achieve the overall organization goal, each employee is assigned with his individual goals. A
periodic (usually in the month of December) appraisal is conducted with the view to monitoring
the employee performances and to find out the training need and developments of each
employee. Good performers are awarded accordingly for their contribution to ROBI.

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3.11 Grameenphone Company Review
Grameenphone widely known as GP is the leading telecommunications service provider in
Bangladesh. With more than 46.04 million subscribers (as of September 2013) Grameenphone is
one of the largest mobile phone operator in the country. It is a joint venture enterprise between
Telenor and Grameen Telecom Corporation, a non-profit sister concern of the internationally
acclaimed microfinance organization and community development bank Grameen Bank.
Telenor, the largest telecommunications company in Norway, owns 55.8% shares of
Grameenphone. Grameen Telecom owns 34.2% and the remaining 10% is publicly held.
Grameenphone was the first company to introduce GSM technology in Bangladesh It also
established the first 24-hour Call Center to support its subscribers. With the slogan Go Beyond,
Grameenphone promises its customers to bring the best of communication technologies so that
they can Go Beyond.

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3.12 Banglalink Company Review
Banglalink digital communications limited is fully owned by telecom ventures ltd. (previously
orascom telecom ventures limited) of malta, which is a fully owned subsidiary of global telecom
holding s.a.e. (formerly known as orascom telecom holding s.a.e.) (www.orascomtelecom.com).
following business combination in april 2011 between vimpelcom ltd and wind telecom s.p.a,
vimpelcom owns 51.92% shares of global telecom holding s.a.e. (formerly known as orascom
telecom holding s.a.e.). vimpelcom (www.vimpelcom.com) is one of the world’s largest
integrated telecommunications services operators providing voice and data services through a
range of traditional and broadband mobile and fixed technologies in Russia, Italy, Ukraine,
Kazakhstan, Uzbekistan, Tajikistan, Armenia, Georgia, Kyrgyzstan, Laos, Algeria, Pakistan,
Burundi, Zimbabwe, central African republic, Canada and Bangladesh. Vimpelcom is
headquartered in Amsterdam, the Netherlands and listed as an ads on the New York stock
exchange under the symbol “vip”.
Since banglalink’s launch in February 2005, its impact was felt immediately: overnight mobile
telephony became an affordable option for customers across a wide range of market segments.

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Banglalink’s initial success was based on a simple mission: “bringing mobile telephony to the
masses” which was the cornerstone of its strategy. banglalink changed the mobile phone status
from luxury to a necessity, brought mobile telephone to the general people of Bangladesh and
made a place in their hearts. The mobile phone has become the symbol for positive change in
Bangladesh. The brand slogan of “start something new” is in essence derived from banglalink’s
promise of empowering people with affordable communication solutions so that they can take
new initiatives in life. The company believes that, it is through such new initiatives that positive
change will occur for the overall betterment of the nation.
This positive change that is quite correctly attributed to banglalink, has become the corporate
positioning of banglalink and is translated in their slogan “making a difference” or “din bodol”-
“making a difference” not only in the telecom industry, but also through its products and
services, to the lives of its customers. This corporate stance of “making a difference” has been
reflected in everything banglalink does.
Banglalink attained 1 million subscribers by December 2005 and 3 million subscribers in
October 2006. Banglalink currently has 27.07 million subscribers as of June 2013, representing a
market share of 25.7%.
Banglalink’s growth over the preceding years have been fuelled with innovative products and
services targeting different market segments, aggressive improvement of network quality and
dedicated customer care, creating an extensive distribution network across the country, and
establishing a strong brand that emotionally connected customers with banglalink.

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Chapter 4
Findings & Analysis

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4.1 Findings from the Employee Satisfactions Survey
4.1.1 Questionnaire and Variables name
(7 = strongly agree, 6 = agree, 5 = slightly agree, 4 = undecided, 3 = slightly disagree, 2 = disagree,
1 = strongly disagree)
Statements Variable Name
1 The company clearly conveys its mission to me. 7 6 5 4 3 2 1 Communication
2 The company clearly communicates its goals and
strategies to me.
7 6 5 4 3 2 1 Communication
3 My job responsibilities are clear to me. 7 6 5 4 3 2 1 Communication
4 I have the training I need to do my job. 7 6 5 4 3 2 1 Learning
5 My job gives me the opportunity to learn. 7 6 5 4 3 2 1 Learning
6 I have the tools and resources I need to do my job. 7 6 5 4 3 2 1 Need
7 I receive the right amount of recognition for my work. 7 6 5 4 3 2 1 Need
8 It is easy to get along with my colleagues. 7 6 5 4 3 2 1 Communication
9 The amount of work expected of me is reasonable. 7 6 5 4 3 2 1 Mental Satisfaction
10 My supervisor enables me to perform at my best. 7 6 5 4 3 2 1 Supervisor
Evaluation
11 My supervisor evaluates my performance on a regular
basis.
7 6 5 4 3 2 1 Supervisor
Evaluation
12 My supervisor promotes an atmosphere of teamwork. 7 6 5 4 3 2 1 Supervisor
Evaluation
13 I feel like I am a part of the company. 7 6 5 4 3 2 1 Mental Satisfaction
14 My manager values the work I do. 7 6 5 4 3 2 1 Mental Satisfaction
15 I feel proud to tell people where I work. 7 6 5 4 3 2 1 Dependent Variable

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4.1.2 Measurement the Reliability of Data
The data were first tested for reliability using Cronbach’s alpha to assess reliability. Internal
consistency (reliability) values of the measurement items were assessed before entering into the
structural analysis. Conceptually, reliability is defined as the degree to which measures are free
from error and therefore yield consistent results (Cronbach 1951; Peter 1979). Results of the
reliability test show that the data collected from the survey are reliable and suitable for further
analysis.
Variables Number of items Cronbach’s alpha
Communication 4 0.701
Learning 2 0.801
Need 2 0.733
Mental Satisfaction 3 0.821
Supervisor Evaluation 3 0.861
In our research, to measure the dependent and independent variable, we have used 15 items.
Among these, 1 item was developed for measuring the dependent variable and rest of the 14
items were developed for measuring independent variable. 5 independent variables were used in
our research. From the reliability test we find that the Cronbach's Alpha for all variables among
0.700 to 0.861, which means that all the variables have an internal consistency of 70% to 86.1%
among each other.
Communication:
For measuring communication we consider 4 items. From the reliability test we find the
cronbach’s alpha is 0.701, which is more than 0.700 which means that all the variables have an
internal consistency of 70.1% among each other. Therefore item scales of the individual
variables are seemed to be perfect to further regression analysis.

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Learning:
For measuring learning we consider 2 items. From the reliability test we find the cronbach’s
alpha is 0.801, which is more than 0.700 which means that all the variables have an internal
consistency of 80.1% among each other. Therefore item scales of the individual variables are
seemed to be perfect to further regression analysis.
Need:
For measuring need we consider 2 items. From the reliability test we find the cronbach’s alpha is
0.733, which is more than 0.700 which means that all the variables have an internal consistency
of 73.3% among each other. Therefore item scales of the individual variables are seemed to be
perfect to further regression analysis.
Mental Satisfaction:
Supervisor Evaluation:

31
4.2 Regression Analysis
4.2.1 Model Summary
The value of R Square (0.722) and R (0.850) predicting a moderate relationship between the set
of independent variables and the dependent variable with the standard error of 60.08% percent
(Table: 1).
Model R R Square
Adjusted R
Square
Std. Error of the
Estimate
1
.850(a) .722 .623 .60082
Table 1: Model Summary
That means the employee satisfaction is only 85%% influenced by communication, need,
learning, mental satisfaction, supervisor evaluation. The rest 15% is influenced by some other
factors that we have not considered in our research.
4.2.2 ANOVA Test
The F value of the test for the data is 7.284. The p-value associated with this F value is very small,
0.001 which is less than alpha value 0.05 (Table: 2).
ANOVAa
Model Sum of
Squares
df Mean
Square
F Sig.
1
Regression 13.146 5 2.629 7.284 .001a
Residual 5.054 14 .361
Total 18.200 19
Table 2: ANOVA Table
The study shows that there is positive significant impact of these independent variables on the
dependent variable and the model applied is significantly good enough in predicting the
dependent variable.

32
4.3 Tests of Hypothesis
The five independent variables (Communication, Learning Need, Mental Satisfaction, and
Supervisor Evaluation) follow the hypotheses (Table: 3).
Coefficients (a)
Table 3: Coefficient value, T-value & P-value of independent variable
Communication:
Hypothesis 1 (H1) states that employee satisfaction will be positively affected by
communication. The communication has positive influence (=0.416) but P value (0.099) is
higher than alpha value (0.05) (Table: 4).
Table 4
The study shows that H1 is rejected. The results show that communication on employee
satisfaction is negative and insignificant.
Unstanderized Coefficient Standarized
Coefficient
Model B
Std.
Error Beta t Sig.
1 (Constant) .187 1.287 .145 .887
Communication .578 .327 .416 1.765 .099
Learning .407 .255 .334 1.596 .133
Need -.057 .228 -.058 -.249 .807
Mental
Satisfaction
-.607 .286 -.626 -2.126 .052
Supervisor
Evaluation
.750 .349 .709 2.150 .049
Independent Variables
Standardized Coefficient
()
t value P Value
Communication .416 1.765 .099

33
Learning:
Hypothesis 2 (H2) states that employee satisfaction will be positively affected by learning. The
communication has positive influence (=0.334) but P value (0.133) is higher than alpha value
(0.05) (Table: 5).
Table 5
The study shows that H2 is rejected. The results show that learning on employee satisfaction is
negative and insignificant.
Need:
Hypothesis 3 (H3) states that employee satisfaction will be positively affected by need. The need
has negative influence (= -.058) but P value (0.807) is higher than alpha value (0.05) (Table: 6).
Table 6
The study shows that H3 is rejected. The results show that need on employee satisfaction is
insignificant.
Mental Satisfaction:
Hypothesis 4 (H4) states that employee satisfaction will be positively affected by mental
satisfaction. The mental satisfaction has negative influence (= -.626) but P value (0.052) is
higher than alpha value (0.05) (Table: 7).
()
t value P Value
Learning .334 1.596 .133
()
t value P Value
Need -.058 -.249 .807

34
Table 7
The study shows that H4 is rejected. The results show that the mental satisfaction on employee
satisfaction is insignificant.
Supervisor Evaluation:
Hypothesis 5 (H5) states that employee satisfaction will be positively affected by supervisor
evaluation. The supervisor evaluation has positive influence (= .709) but P value (0.049) is
lower than alpha value (0.05) (Table: 8).
Table 8
The study shows that H5 is accepted. The results show that the supervisor evaluation on
employee satisfaction is significant.
()
t value P Value
Mental Satisfaction -.626 -2.126 .052
()
t value P Value
Supervisor Evaluation .709 2.150 .049

35
4.4 Findings from the Employee Engagements Survey
4.4.1 Questionnaire & Variables Name
Statements Variable
Name
1 I accept the changes willingly. 7 6 5 4 3 2 1 Willingness
2 I am willing to take on new tasks as needed. 7 6 5 4 3 2 1 Willingness
3 We take the initiative to help other employees when the
need arises.
7 6 5 4 3 2 1 Action
Taking
4 We proactively identify the future challenges and
opportunities
7 6 5 4 3 2 1 Action
Taking
5 We adapt quickly to difficult situations. 7 6 5 4 3 2 1 Skill
6 When at work, I am completely focused on my job
duties.
7 6 5 4 3 2 1 Concentration
7 I am determined to give my best effort at work each
day.
8 I am often so involved in my work that the day goes by
very quickly.
9 I get excited about going to work. 7 6 5 4 3 2 1 Inspiration
10 I feel completely involved in my work. 7 6 5 4 3 2 1 Concentration
11 I am inspired to meet my goals at work. 7 6 5 4 3 2 1 Inspiration
12 I understand how my role contributes to achieving
business outcomes.
7 6 5 4 3 2 1 Clear about
the role
13 I am highly committed to this organization. 7 6 5 4 3 2 1 Commitment
14 I know what is expected of me at work 7 6 5 4 3 2 1 Clear about
the role
15 My company is satisfied with me 7 6 5 4 3 2 1 Dependent V.

36
4.4.2 Measurement the Reliability of Data
The data were first tested for reliability using Cronbach’s alpha to assess reliability. Internal
consistency (reliability) values of the measurement items were assessed before entering into the
structural analysis.
Variables Number of items Cronbach’s alpha
Clear about the role 2 0.788
Inspiration 2 0.695
Concentration 2 0.788
Action Taking 2 0.702
Willingness 2 0.772
Skill 2 0.769
Commitment 2 0.721
In our research, to measure the dependent and independent variable, we have used 15 items.
Among these, 1 item was developed for measuring the dependent variable and rest of the 14
items were developed for measuring independent variable. 7 independent variables were used in
our research. From the reliability test we find that the Cronbach's Alpha for all variables among
0.690 to 0.788, which means that all the variables have an internal consistency of 69% to 78.8%
among each other
Clear about the role:
For measuring clear about the role we consider 2 items. From the reliability test we find the
Inspiration:
For measuring inspiration we consider 2 items. From the reliability test we find the cronbach’s

37
Concentration:
For measuring concentration we consider 4 items. From the reliability test we find the
Action Taking:
For measuring action taking we consider 2 items. From the reliability test we find the cronbach’s
Willingness:
For measuring willingness we consider 2 items. From the reliability test we find the cronbach’s
Skill:
For measuring skill we consider 2 items. From the reliability test we find the cronbach’s alpha is
Commitment:
For measuring commitment we consider 2 items. From the reliability test we find the cronbach’s

38
4.5 Regression Analysis
4.5.1 Model Summary:
The value of R Square (0.594) and R (0.771) predicting a moderate relationship between the set
of independent variables and the dependent variable with the standard error of 77.57% percent
(Table: 9).
:
Table 9: Model Summary
That means the employee satisfaction is only 77%% influenced by willingness, action taking,
skill, concentration, inspiration, clear about the role, commitment. The rest 23% is influenced by
some other factors that we have not considered in our research.
4.5.2 ANOVA Test:
The F value of the test for the data is 2.212. The p-value associated with this F value is very small,
0.077 which is higher than the alpha value 0.05 (Table: 10).
ANOVAb
Model Sum of
Squares
df Mean
Square
F Sig.
1
Regression 10.579 7 1.511 2.212 .077a
Residual 7.221 12 .602
Total 17.800 19
Table 10: ANOVA Table
The study shows that there is negative significant impact of these independent variables on the
dependent variable and the model applied is insignificantly good enough in predicting the
dependent variable.
Model R R Square
Adjusted R
Square
Std. Error of the
Estimate
1
.771(a) .594 .358 .77571

39
4.6 Tests of Hypothesis:
The seven independent variables (Willingness, Action taking, Skill, Concentration, Inspiration,
Clear about the role, Commitment) follow the hypotheses (Table: 11).
Coefficients (b)
Table 11: Coefficient value, T-value & P-value of independent variable
Clear about the role:
Hypothesis 1 (H1) states that employee engagement will be positively affected by clear about the
role. The clear about the role has positive influence (= .158) but P value (0.665) is higher than
the alpha value (0.05) (Table: 12).
Table 12
The study shows that H1 is rejected. The results show that clear about the role on employee
engagement is insignificant
Unstanderized Coefficient Standarized
Coefficient
Model B
Std.
Error Beta t Sig.
1 (Constant) .117 1.874 .062 .951
Clear about the
role
.183 .414 .158 .443 .665
Inspiration -1.018 .694 -.811 -1.467 .168
Concentration .779 .741 .596 1.052 .314
Action taking .272 .523 .196 .519 .613
Willingness .198 .355 .169 .560 .586
Skill .598 .444 .449 1.347 .203
Commitment -.013 .410 -.009 -.031 .976
()
t value P Value
Clear about the role .158 .443 .665

40
Inspiration:
Hypothesis 2 (H2) states that employee engagement will be positively affected by inspiration.
The inspiration has negative influence (= -.811) but P value (0.168) is higher than the alpha
value (0.05) (Table: 13).
Table 13
The study shows that H2 is rejected. The results show that an inspiration on employee
engagement is insignificant
Concentration:
Hypothesis 3 (H3) states that employee engagement will be positively affected by concentration.
The concentration has positive influence (= .596) but P value (0.314) is higher than the alpha
Table 14
The study shows that H3 is rejected. The results show that the concentration on employee
engagement is insignificant.
()
t value P Value
Inspiration -.811 -1.467 .168
()
t value P Value
Concentration -.596 1.052 .314

41
Action taking:
Hypothesis 4 (H4) states that employee engagement will be positively affected by action taking.
The action taking has positive influence (= .196) but P value (0.613) is higher than the alpha
Table 15
The study shows that H4 is rejected. The results show that an action taking on employee
Willingness:
Hypothesis 5 (H5) states that employee engagement will be positively affected by willingness.
The willingness has positive influence (= .169) but P value (0.586) is higher than the alpha
Table 16
The study shows that H5 is rejected. The results show that the willingness on employee
()
t value P Value
Action Taking .196 .519 .613
()
t value P Value
Willingness .169 .560 .586

42
Skill:
Hypothesis 6 (H6) states that employee engagement will be positively affected by skill. The skill
has positive influence (= .449) but P value (0.203) is higher than the alpha value (0.05)
(Table 17).
Table 17
The study shows that H6 is rejected. The results show that the skill on employee engagement is
insignificant.
Commitment:
Hypothesis 7 (H7) states that employee engagement will be positively affected by commitment.
The commitment has negative influence (= -.009) but P value (0.976) is higher than the alpha
value (0.05) (Table 18).
Table: 18
The study shows that H7 is rejected. The results show that the commitment on employee
()
t value P Value
Skill .449 1.347 .203
()
t value P Value
Commitment -.009 -.031 .976

43
Chapter 5
Conclusion
&
Recommendations

44
5.1 Conclusion
The telecom companies of Bangladesh are working all the time to sustain and satisfy its
employees. However, the organizations need to be clarified about the demands of the employees
especially of the permanent employees to satisfy them. On the other side employees also
engaged with the company’s activities.
According to the research the employees seem quite satisfied and fulfilled in the organizations.
Still it is very much difficult to work towards perfection. Therefore the organizations are all the
time moving towards making the work environment the “employee choice”. Employees are also
cooperating with their employer according to the survey. They are always engaged with their
responsible work. The most important thing is the majority percentages of the employees give
the best effort on their work.
So in Bangladesh the telecom company’s employee satisfaction level and employee engagement
percentage is satisfactory. They properly maintain the HR practices specially job satisfactions
and employee engagement tools.

45
5.2 Recommendations
As all the telecom companies are well established, therefore, it is very tough to recommend on
any aspect of the company. However I have come up with few recommendations, after
conducting the research, they are as follows:
 The companies should increase the reward and promotion system.
 Employers have to give the proper training to the employees
 The job responsibilities should be more clear to the employee
 To encourage social connections to the employee
 Employees should accept the challenges willingly
 When at work, the employee should give the full concentration on their job duties.
 Every employee should know what is expected from him/her at work.
 Employees should highly commit to their organizations.
 The employer should try to keep their employees happy.

46
References:
 Armstrong, M. (2000). Strategic human resource management: A guide to action.
London, Kogan Page Publishers
 Baumruk, R. (2004) ‘The missing link: the role of employee engagement in business
success’, Workspan, Vol 47, pp48-52.
 Cranny, C.J., Smith, P.C., & Stone, E.F. (1992). Job satisfaction: How people feel about
their jobs and how it affects their performance. New York: Lexington.
 Frank, F.D., Finnegan, R.P. and Taylor, C.R. (2004) ‘The race for talent: retaining and
engaging workers in the 21st century’, Human Resource Planning, Vol 27, No 3, pp12-
25.
 Ferguson, A. (2007) ‘Employee engagement: Does it exist, and if so, how does it relate to
performance, other constructs and individual differences?’
 Hunter, W., & Tietyen, D. (1997). Business to business marketing: Creating a community
of customers. Lincolnwood-Illinois, McGraw-Hill Professional.
 http://www.robi.com.bd
 http://www.grameenphone.com.bd
 http://www.banglalink.com.bd
 http://www.about.com.bd
 http://www.forbes.com.bd
 http://www.wikipedia.com
 http;//www.custominsignt.com
 Kahn, W.A. (1990) ‘Psychological conditions of personal engagement and
disengagement at work’, Academy of Management Journal, Vol 33, pp692-724.
 Kelley, T. (2005). Employee satisfaction results in improved profitability, retrieved April
4th, 2008 available
 Miller, J. L. (2006). Coach Yourself to Succeed @ Work: How to Achieve Optimal
Performance and Job Satisfaction. CA, Dorrance Publishing Co.
 M Heathfield. Susan (2000) : Employee Satisfaction & its effect.

47
 Moyes, G. D., & Shao, L. P., Newsome, M. (2008). Comparative analysis of employee
job satisfaction in the accounting profession. Journal of Business & Economics Research,
6(2), 65-81.
 Ozdevecioglu, M., (2000). Orgutsel vatandaslik davranisi ile university ogrencilerinin
bazi demografik ozellikleri ve akademik basarilari arasindaki iliskilerin belirlenmesine
yonelik bir arastirma. Erciyes Universities Iktisadi ve Idari Bilimler Fakultesi Dergisi,
20(1), 117-135.
 Potterfield, T. (1999). The business of employee empowerment: Democracy and ideology
in the workplace. Westport, Conn, Greenwood Publishing Group.
 Richman, A. (2006) ‘Everyone wants an engaged workforce how can you create it?’
Workspan, Vol 49, pp36-39.
 Robinson, D., Perryman, S. and Hayday, S. (2004) The Drivers of Employee
Engagement. Brighton, Institute for Employment Studies.
 Shaw, K. (2005) ‘An engagement strategy process for communicators’, Strategic
Communication Management, Vol 9, No 3, pp26-29.
 Spectator (1997) Brief discussion about job satisfaction.
 Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A. and Burnett, J. (2006) Working
Life: Employee Attitudes and Engagement 2006. London, CIPD.
 Wallace, C., Eagleson, G., & Waldersee, R. (2000). The sacrificial HR strategy in call
centers. International Journal of Service Industry Management, 11(2), 174-185

48
Annexure

49
Employee Satisfaction
STRICTLY CONFIDENTIAL
In this section we are interested in your opinion about the way you perceive the following statements. Please
indicate by checking the appropriate box the extent to which you agree/disagree with each of the following
statements. Please note that there is no right or wrong answers.
Statements
1 The company clearly conveys its mission to me. 7 6 5 4 3 2 1
2 The company clearly communicates its goals and strategies to me. 7 6 5 4 3 2 1
3 My job responsibilities are clear to me. 7 6 5 4 3 2 1
4 I have the training I need to do my job. 7 6 5 4 3 2 1
5 My job gives me the opportunity to learn. 7 6 5 4 3 2 1
6 I have the tools and resources I need to do my job. 7 6 5 4 3 2 1
7 I receive the right amount of recognition for my work. 7 6 5 4 3 2 1
8 It is easy to get along with my colleagues. 7 6 5 4 3 2 1
9 The amount of work expected of me is reasonable. 7 6 5 4 3 2 1
10 My supervisor enables me to perform at my best. 7 6 5 4 3 2 1
11 My supervisor evaluates my performance on a regular basis. 7 6 5 4 3 2 1
12 My supervisor promotes an atmosphere of teamwork. 7 6 5 4 3 2 1
13 I feel like I am a part of the company. 7 6 5 4 3 2 1
14 My manager values the work I do. 7 6 5 4 3 2 1
15 I feel proud to tell people where I work. 7 6 5 4 3 2 1

50
Employee Engagement
STRICTLY CONFIDENTIAL
In this section we are interested in your opinion about the way you perceive the following statements. Please
indicate by checking the appropriate box the extent to which you agree/disagree with each of the following
statements. Please note that there is no right or wrong answers.
Statements
1 I accept the changes willingly. 7 6 5 4 3 2 1
2 I am willing to take on new tasks as needed. 7 6 5 4 3 2 1
3 We take the initiative to help other employees when the need arises. 7 6 5 4 3 2 1
4 We proactively identify the future challenges and opportunities 7 6 5 4 3 2 1
5 We adapt quickly to difficult situations. 7 6 5 4 3 2 1
6 When at work, I am completely focused on my job duties. 7 6 5 4 3 2 1
7 I am determined to give my best effort at work each day. 7 6 5 4 3 2 1
8 I am often so involved in my work that the day goes by very
quickly.
7 6 5 4 3 2 1
9 I get excited about going to work. 7 6 5 4 3 2 1
10 I feel completely involved in my work. 7 6 5 4 3 2 1
11 I am inspired to meet my goals at work. 7 6 5 4 3 2 1
12 I understand how my role contributes to achieving business
outcomes.
7 6 5 4 3 2 1
13 I am highly committed to this organization. 7 6 5 4 3 2 1
14 I know what is expected of me at work 7 6 5 4 3 2 1
15 My company is satisfied with me 7 6 5 4 3 2 1

51
Demographic information:
1. Your full-time work experience (in years): __________
2. Your gender: i) Male ii) Female
3. Your age: ______
4. Your position by organizational level is considered to be: i) Top ii) Middle iii) Lower
5. Your organization's category: i) Manufacturing ii)Telecom iii) Financial Service iv) Other

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