Since the deregulation of the telecommunication industry, our company has been confronted with various internal as well as external challenges. Externally, we are facing an ever-competitive market, which resorts to endless price-cutting as a business tactic. As a result, not only that we have lost market share of customers, but the profit margin has steadily deteriorated. Internally, we are challenged with an aging workforce, whose mentality is ill-adjusted for the ferocious competition industry-wide. Some employees are plagued with low moral, due in part to the uncertainty about the company¡¦s privatizing status. The net result is a clear adverse effect on the overall productivity output of our company as a whole. Despite the efforts put forth to motivate our employees, the outcome is nowhere near our expectation. This ineffectiveness, ironically is due to a combination of job security, comfortable work atmosphere and above-average wages. Our management must investigate the employee mentality in depth, so that effective motivation measures can be undertaken. The endeavor is absolutely required to promote work ethics and improve the company¡¦s competitive edge. We have recently conducted a written survey, which is aimed primarily to determining employee job satisfaction. As a part of the survey analysis, we also intend to compare job satisfaction between employees of internal and external responsibilities. The survey reveals above-average satisfaction toward teamwork, individual work, wages, collegiateship and direct supervisorship. The only below-average satisfaction rating fell into the category of rank promotion. The survey also indicates that job satisfaction differs between genders and employees of different responsibility areas. Other than gender and job nature, all employees showed insignificant differences in job satisfaction. Further, the survey reveals that (1) intrinsic motivation and cognition of equity significantly affect employee job satisfaction of both the internals and the externals, the effect being more prominent with the internals (2) extrinsic motivation shows no effect on job satisfaction in either the internals or the externals. Suggestions to the company¡GPrior to privitization, it¡¦s essential for the company to consider two factors that apparently contribute to job satisfaction, i.e., intrinsic motivation and cognition of equity. The company should implement a motivation system with appropriate measures to improve job satisfaction and work moral. These measures, as successfully employed by private sectors of the industry, may include commission, dividend and equity sharing.