Sadaf Final Pprt of Arm

7/27/2019 Sadaf Final Pprt of Arm

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ADVANCE RESEARCH AND METHODOLOGY

TOPIC of research paperDETERMINANTS OF CUSTOMER SATISFACTION IN TELECOM

INDUSTRY

Presented to: Mr.tariq mehmoodPresebted by : Sadaf SabirMS-2013


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Content

Introduction to Research Paper

Literature Review

Research Methodology

Data Analysis & Results

Conclusion

Recommendations


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Introduction

This paper concentrates the customer satisfaction in cellularindustry. This paper is about to explore those leading variables

which can influence the customer satisfaction in mobile telecom

industry. The purchasing behavior of the customers can also be

disturbed because of these leading variables.

customer satisfaction

Customer service

Price fairness

Sales promotion

coverage


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Customer satisfaction

Relationship between the

determinants and customersatisfaction

To study the influence ofdeterminants of telecom

industry on customersatisfaction

Which factor highly influence oncustomer satisfaction in telecom

industry

topic

Researchpurpose

Purposestatement

Researchquestion

General

specific


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Hypothesis

. H1a:

There is a correlation between organizationalperformance and internal training program.

H2a:

There is a correlation between external trainingprogram and organizational performance.

H3a:

There is a correlation between customize trainingprogram and organizational performance.

H4a:There is a correlation between technical training

and organizational performance


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Literature review

Organizational performance classifications have beendeveloped in order to assist , understanding and analysis

of organizational performance by Hellriegel (2004: 65-

68).

Employees show high level of commitment with theirorganization when the organization provide them

opportunities for growth, helped them to increase skill

and knowledge (Zaleska& de Menezes, 2007: 22-34).

Organizational performance has been viewed as a formof social control that operates when members of a group

or organization share values and expectations about

appropriate behavior (OReilly & Chatman,1996).


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Research methodologyData Collection:

Sample size: 100

Sample selection :snow ball sampling and multi culture sampling

Primary : the has been taken from the employees of following organization

through questionnaire .

Maxsell communication *Nasra Education *vectra

com

Paradiaghm solutions *Gurdia PVTLtd

*faujFertilizer

Bank al Habib * HBL

Trade service international *Amerlald (pvt)Ltd

Virtual planner *Mohammad Ali Jinnah University*falcon-I Pvt Ltd

Euro Education Consultant *Karachi Port Trust

SECP *NIB

Riaz Ahmed & company *City School Gulshan Campus boys


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Research methodology

Secondary data:

Secondary data has been taken from previous work ofresearchers (thesis, research papers, journal

publications).Data Analysis:

All the respondents responses are analyzed on SPSS:

Descriptive tools

Correlation

Regression


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variables


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DATA ANALYSIS:

Descriptive analysis

N Minimum Maximum Mean Std. Deviation

ORGANIZATI

ONALPERFOR

MANCE90 1.25 5.00 4.1750 .64308

EXternaltrainin

g 90 1 5 3.27 .657

Internaltraining90 2 5 3.60 .652

customizetraini

ng 90 1 5 3.62 .700

technicaltraining

90 2 5 3.97 .662

Valid N

(listwise) 90


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CORRELATION

ORGANIZATI

ONALPERFO

RMANCE

External

training

Internaltrainin

g

customizetraini

ng

technical

training

ORGANIZATI

ONALPERFOR

MANCE

Pearson

Correlation1 .072 .376(**) .429(**) .430(**)

Sig. (2-tailed) .502 .000 .000 .000

N 90 90 90 90 90

EXternaltrainin

g

Pearson

Correlation.072 1 .470(**) .180 .118

Sig. (2-tailed) .502 .000 .090 .270

N 90 90 90 90 90

Internaltraining Pearson

Correlation.376(**) .470(**) 1 .496(**) .375(**)

Sig. (2-tailed) .000 .000 .000 .000

N 90 90 90 90 90

customizetraini

ng

Pearson

Correlation.429(**) .180 .496(**) 1 .610(**)

Sig. (2-tailed) .000 .090 .000 .000

N 90 90 90 90 90

technicaltrainin

g

Pearson

Correlation.430(**) .118 .375(**) .610(**) 1

Sig. (2-tailed) .000 .270 .000 .000

N 90 90 90 90 90


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Regression

R square F t sig

External

training

.005 072 .454 .674 .502

Internal

training

.141 .376 14.489 3.806 000

Customize

training

.184 .429 19.890 4.460 000

Technical

training

.185 .430 19.982 4.470 000


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conclusion

Organizational performance is dependent on the training programs,because employees prefer those organizations which provide better

opportunities to the employees to grow and enhance the skills of the

employees.

Training programs which include customization training programs,

technical training program, external training program and internaltraining program moderately affects the organization performances.

External training is highly effective on organizational performance

according to the research. Therefore external training and

organizational performance is negatively correlated .

Customize training is highly deviated from mean where as internal

training is less deviated from mean.


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Recommendation

According to the research I recommended thatcustomization training program is highly expensive and

companies should concern with there finance department

to analyze the margins of profitability and risks related

to the training. Internal training is more recommended from all other

training programs due to less risk of failure of training

program.

External training is moderately recommended accordingto the type of business and market.

Sadaf Final Pprt of Arm

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