1

Acknowledgement

2
CONTENTS

Page Numbers

1. Company Profile 4-7

2. Introduction to the Study 8-10
3. Methodology 11
4. Findings 12-19
5. Recommendations and Conclusion 20
6. Questionnaire for the Survey 21-22

3
Company Profile

IBM Global Process Services (formerly IBM Daksh), is an integral part of the company’s
Globally Integrated Enterprise model. The new name reflects IBM's position as a leading global
provider of innovative business process services for clients seeking to cut costs, improve
operation efficiency and take advantage of the opportunities in the global economy. They
provide solutions across various verticals such as Banking, Insurance, Travel, Telecom,
Technology, Distribution, and Utilities. Their core expertise lies in Customer Relationship
Management (CRM), Finance & Administration (F&A), and Procurement & Supply Chain
Outsourcing, Human Resources Outsourcing, and Industry-specific Back Office and Analytics
services. Their network of delivery centers comprises offshore centers in India and Philippines
and is further supported by IBM’s global delivery network of 50+ centers.

Daksh was set up at New Delhi, India in January 2000. IBM acquired Daksh e-services for $170
million in April, 2004. IBM Daksh has 14 branches in locations like Delhi (NCR) - 4, Bangalore
- 4, Philippines - 2, Mumbai - 1, Pune, Kolkata and Chandigarh. As on December 2009, IBM-
Daksh has more than 20,000 employees across 17 delivery centers spread across India and
Philippines. In terms of headcount, it is the second largest BPO in India. In fact, it doesn't use the
jargon "Business Process Outsourcing" for their services. It calls the process as "Business
Transformation Outsourcing".

IBM Daksh has emerged as the top BPO Company in the country and has been ranked as the
number one BPO firm in the 'India's Most Respected Companies' survey conducted by Business
World Magazine. The rankings are the outcome of an Indian Market Research Bureau (IMRB)
conducted poll that obtained views from 682 senior managers across industry who rated
companies across various parameters.

IBM Values

Are you an IBMer?

Work for a company you can be proud of. A diverse company with strong values,IBM thrives on
innovation. And IBM's most important innovation is the 'IBMer'. Some companies manage by
rules. Some by hierarchies. IBM manages by its values.

"IBM has reinvented itself many times. But through it all, its DNA, its soul remained intact...
IBM's most important innovation wasn't a technology or management system. Its revolutionary
idea was to define and run a company by a set of strongly held beliefs.

Sam Palmisano, IBM Chairman & CEO

4
IBMers values:

 Dedication to every client's success

 Innovation that matters, for our company and for the world
 Trust and personal responsibility in all relationships

In 2003, IBM undertook the first reexamination of its values in nearly 100 years. Through
"Values-Jam," an unprecedented 72-hour discussion on IBM's global intranet, IBMers came
together to define the essence of the company. The result? A set of core values, defined by
IBMers for IBMers, that shape the way they lead, the way they decide, and the way they act.

Services offered by IBM Daksh India:

IBM Global Process Services provides a comprehensive range of voice-based (both in-bound and out-
bound) services across the BPO landscape.

The primary service of IBM Daksh India is to provide business process outsourcing services to
clients across the globe. Their main clients are from industries related to insurance, banking,
financial services, e-commerce, retail, telecom, technology, travel, and hospitality. Apart from
this, they also offer some value added services like –

· Inbound customer service

· Outbound voice-based services
· Telemarketing
· Invoice processing
· Transaction processing

5
Innovative software developed by IBM Daksh India:

In order to provide the best services to their fullest satisfaction, IBM Daksh India has developed
certain software tools. The use of these softwares provides world-class performance and
improvements in client servicing by the BPO. Some of these software tools are:

· Sensei Learning and Evaluation Tool

· Performance Evaluation Grid
· IBM SIMPRO
· Reporting Process Automation
· SPADE
· Advanced Support Group
· Dynamic Roster Change Management System

IBM Daksh was recognized as the "Preferred Employer" as per the DQ-IDC BPO Employee
Satisfaction Survey 2009. IBM also topped the stack of "Dream Companies" in the same survey.
Some of the awards received by the company are:

· Frost & Sullivan Contact Center Outsourcing Vendor of the Year, 2007
· Ranked 1st among Global Outsourcing 100, in the 2007 listing of the International Association
of Outsourcing Professionals for the World's Best Outsourcing Service Providers.

Employee benefits offered by Daksh

IBM-DAKSH continually reviews and further develops its HR strategy by reviewing the
feedback from employee satisfaction surveys and by benchmarking programs through its HR
partners. Full-time salaried employees receive the benefits from the company like Health, Life
6
insurance, Paid holidays, Referral bonus program, Company car entitlement, Retirement,
Promotional schemes and tie-ups.

Corporate social responsibility

IBM Daksh is involved with a number of charities. Its people and the company itself give freely
of their time and money to support a range of good causes. For instance, they work in partnership
with Prayas, a non-profit organization in the USA that promotes and supports educational and
developmental efforts in India. Prayas caters to about 50,000 neglected and deprived street
children, providing health care and a helpline service. The charity also runs 12 slum-based
informal educational and vocational training centers and shelter homes. They also support a
number of Social Welfare Initiatives.
These include the following.

· CRY
· Indian Red Cross Society
· Blood donation camp for armed forces
· Tie-up with 'Goonj' (An NGO for underprivileged children)
· Disha Project

7
INTRODUCTION TO THE STUDY

Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premise of this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job. Further, the theory states that how
much one values a given facet of work (e.g. the degree of autonomy in a position) moderates
how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values
a particular facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to one who
doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular facet
will produce stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory Template Jackson April
2007. It is a very general theory that suggests that people have innate dispositions that cause
them to have tendencies toward a certain level of satisfaction, regardless of one’s job. This
approach became a notable explanation of job satisfaction in light of evidence that job
satisfaction tends to be stable over time and across careers and jobs. Research also indicates that
identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core
Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem, general
self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-
esteem (the value one places on his/her self) and general self-efficacy (the belief in one’s own
competence) lead to higher work satisfaction. Having an internal locus of control (believing one
has control over her\his own life, as opposed to outside forces having control) leads to higher job
satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.

8
Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s two factor theory (also known as Motivator Hygiene Theory) attempts to
explain satisfaction and motivation in the workplace. This theory states that satisfaction and
dissatisfaction are driven by different factors – motivation and hygiene factors, respectively. An
employee’s motivation to work is continually related to job satisfaction of a subordinate.
Motivation can be seen as an inner force that drives individuals to attain personal and
organizational goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects
of the job that make people want to perform, and provide people with satisfaction, for example
achievement in work, recognition, promotion opportunities. These motivating factors are
considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of
the working environment such as pay, company policies, supervisory practices, and other
working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original
formulation of the model may have been a methodological artifact. Furthermore, the theory does
not consider individual differences, conversely predicting all employees will react in an identical
manner to changes in motivating/hygiene factors.Finally, the model has been criticised in that it
does not specify how motivating/hygiene factors are to be measured

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction. The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical psychological
states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of
the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, etc.). The five core job characteristics can be combined to form a motivating
potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an
employee's attitudes and behaviors----. A meta-analysis of studies that assess the framework of
the model provides some support for the validity of the JCM.

9
Reason for Choosing the Topic

In the present competitive world employees are very important assets of an organization.
Investigated by several disciplines such as psychology, sociology, economics and management
sciences, job satisfaction is a frequently studied subject in work and organisational literature.
This is mainly due to the fact that many experts believe that job satisfaction trends can affect
labour market behaviour and influence work productivity, work effort, employee absenteeism
and staff turnover. Moreover, job satisfaction is considered a strong predictor of overall
individual well-being, as well as a good predictor of intentions or decisions of employees to
leave a job.

Beyond the research literature and studies, job satisfaction is also important in everyday life.
Organisations have significant effects on the people who work for them and some of those
effects are reflected in how people feel about their work. This makes job satisfaction an issue of
substantial importance for both employers and employees. As many studies suggest, employers
benefit from satisfied employees as they are more likely to profit from lower staff turnover and
higher productivity if their employees experience a high level of job satisfaction.

So as the Job Satisfaction of employee is necessary from the point of both Employer and
Employee, we have chosen this topic to understand various factors affecting the performance of
the employees and understanding the gap between them.

10
METHODOLOGY

Objective of the Study: To find out the Job Satisfaction level of employees of the IBM Daksh in
Livewire Process.

Sample: 23 employees were of Band Level 3 of the project Livewire department were selected
for the study.

Total Questionnaire: The Job Satisfaction survey is a 20-item instrument that gives the
satisfaction level of employees in four values. These values are Personal accomplishment,
Management Leadership, Physical Environment and Monetary Benefits.

Scoring: We divided the 20 questions in terms of 4 personal values and measured them on the
scale of 1 to 5.

Monetary: 14,17
Management Leadership: 3,4,5,6,7,8,15,16
Motivating Factors:1,2,10,13,19
Working Environment: 9,11,12,18,20

11
FINDINGS

Management Leadership

I think that my performance is evaluated quite fairly?

14

12
12

10

5
4
4
Count

2
2

0
Strong ly Agree A gree Disag ree Strong ly Disagre e

Q3

Out of 23 samples we can see that the 17 employees are satisfied with the way in which their performance
is evaluated, which means IBM Daksh has a fair performance evaluation system.

My manager listens to my views.

10

9
8
8

4
4

2
Count

0
Strong ly Agree Agree Dis ag ree Strong ly Disagre e

Q5

We got a mixed response here, which means that the team is divided into 2 groups. It implicates that the
team leader of the group needs to understand the view of half of his team who feels neglected by their
team leader.

My immediate boss gives me regular feedback of my work

12

10
10

6
6

5
4
Count

2
2

0
Strongly A gr ee A gree Disag ree Strongly Disagre e

Q6

12
Majority of the team feels that they don’t get regular feedback for their work. And here also we can see
that there is almost equal number of people divided into 2 category of satisfied and dissatisfied, which
gives a clear indication that the manager listen and gives feedback to the employees who achive their
targets and neglects other who don’t instead of motivating them to achive their target.

I understand how quality is defined & measured in my work

10

8
8

7 7
6

2
Count

1
0
Strongly A gree A gree Disag ree Strong ly Disagre e

Q7

Majority of the team knows how their performance is measured in terms of Quality. It means that the
employees have a fair knowledge about the quality parameters and performance mark downs.

I am kept informed of our department results vs targets

12

10
10

9
8

3
Count

1
0
Strong ly Agree A gree Disag ree Strong ly Disagre e

Q8

Majority of the team knows their targets and results achieved, which means the project has an effective
top-down communication and employees are communicated effectively about their targets and the results.

Showing initiative is encouraged

10

9 9
8

4
4
Count

1
0
Str ong ly A gr ee Agr ee Disag ree Strong ly Disagre e

Q13

13
Majority of the employees feels that they get the support from the management to come up with
innovative ideas and taking initiatives, but there is also also almost an equal number of employees feeling
neglected. So there is an huge opportunity for the management to take corrective action steps.

In your judgment how will you rate management leadership

10

9
9

7
7

4
4
Count

3
3
2
Strongly A gree A gree Disagree Strongly Disagre e

Q15

Out of 23 employees 56% of employees are satisfied with their management leadership, which means
there is an huge opportunity of improvement in management leadership or it can lead in job
dissatisfaction and higher attrition rate.

Does the annual appraisal help you & your boss to identify & agree on clear performance criteria
for next year

12

11
10

6
6

5
4

2
Count

1
0
Strong ly Agree A gree Disag ree Strong ly Disagre e

Q16

We get mixed response when we asked if annual appraisal help them in setting their performance
criteria for next year. By seeing the result we can easily say that the team is divided into 2
different groups which is not a good sign.

14
MONETARY

I am fairly rewarded for the job I do

14

12
12

10

8
Count

6
6

5
4
Agr ee Dis ag r ee Strong ly Dis agre e

Q14

Majority of the employees are not satisfied with their pay and the percentage of employees is almost 78%.

Though money doesn’t impact the motivation levels directly. The influence that money has on employee
motivation, and hence on emplyee productivity, first affects the happiness levels of employees.

From what I hear our pay is as good as in other companies in our industry
12

11
10
10

4
Count

2
2

0
Agree Disag ree Str ong ly Disagre e

Q17

We got a mixed response when we asked employees to compare their pay with other employees in the
industry.

15
Motivating Facators

My work gives me a feeling of personal accomplishment

16

14
14

12

10

5
4
Count

2
2 2
0
Strong ly Agree Agree Dis ag ree Str ong ly Dis agre e

Q1

Majority of the employees are happy with the kind of work and feel a kind of personal accomplishment
from the work, which means that employees are motivated and happy with the kind of work they are
doing.

I know what is expected of me to do a great job

12

11
10

7
6

4
Count

3
2
2

0
Strong ly A gree A gree Dis ag ree Strong ly Dis agr ee

Q2

Majority of employees know the expecation level of the prjoect with them, which means they know what
they need to perform and keep them motivated with the appropriate knowledge and expectation level.

My knowledge & skills are fully utilised

10

8
8 8

6
6

4
Count

1
0
Strong ly Agree A gree Dis ag ree Strong ly Dis agre e

Q10

Though the employees feel a sense of personal accomplishment, majority of the employees feel that their
knowledge and skills are not fully utilised due to doing a monotonous job.

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I believe that I have the opportunity for personal development & growth in Company

12

10
10

5 5

Count
4

3
2
Str ong ly A gree A gr ee Disag ree Str ong ly Disagre e

Q19

Majority of the employees feel that have the opportunity for perosnal development and growth in
organization, which is a good sign for employee motivation level.

17
Working Environment

At my location teamwork is encouraged / given recognition

16

14
14

12

10

6
6

4
Count

3
2

0
A gree Dis ag ree Strong ly Dis agre e

Q9

Majority of the employees feels that it is the personal work which is encouraged more at their work place
instead of teamwork, which is not a good sign of healthy environment and effective leadership.

I have received on the job training to do a good job

14

13
12

10

7
6

4
Count

2
2

0 1

Strong ly A gree A gree Disag ree Strong ly Disagre e

Q11

Out of 23 employees almost 87% of employees feel that they got a proper training to do their job and for
their personal development.

My working environment is satisfactory

20

17

10
Count

3 3

0
Strong ly A gree Agree Dis ag ree

Q12

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Majority of the employees are happy with the hygenic condition at the work environment and they feel
that, they have a safe and healthy work environment to carry out their work and they don’t have much
work pressure to be worried about and make their life stressful and destroy work life balance.

Overall, the physical working conditions at my location are satisfactory.( ventilation, hygiene ,space
of work etc.)

14

13
12

10

8
8

4
Count

2
2

0
Strong ly Agree A gree Disag ree

Q18

Majority of the employees are healthy with the physical work environment, which means that the feel safe
in working under those conditions.

There is a healthy & cooperative environment at my workplace

16

14
14

12

10

8
8

4
Count

0 1
Strong ly A gree Agree Disag ree

Q20

Even though we find that the team work is not encouraged by the management, we can see that the
employees have a healthy and cooperative environment among themselves.

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RECOMMENDATIONS AND CONCLUSION

1) We found in our research that though the employees in IBM Daksh (Livewire Project) are
happy with the motivating factors and job accomplishment, there is huge scope of
opportunity in improving their management leadership as we find that the team is almost
divided into two groups on the perception about the management. When we tried to
understand the reason behind this by personally question few employees, we find that the
management encourages only people who achieve their targets and instead of motivating
the non-achievers their leader completely ignores them. So we find that the team leader
of the group needs to change his leadership style and he needs to adopt a motivating style
of working.

2) We got very low scores in questions concerning the monetary benefits which means that
the employees are not happy with their pay. So we recommend that the company should
launch certain special incentive programs along with their normal peerformance incentive
for the target and quality achievers, so that the employees feel motivated to work and
achieve the target on a continous basis which would also increase their self esteem.

20
 Employee Satisfaction Survey
Please circle the rating number which best expresses your opinion of the survey statement.
The KEY to the rating number is as follows-----

1. VERY SATISFIED / STRONGLY AGREE.

2. SATISFIED AGREE.
3. DISSATISFIED / DISAGREE.
4. VERY DISSATISFIED / STRONGLY DISAGREE.
5. NOT APPLICABLE OR DO NOT WISH TO ANSWER.

1. My work gives me a feeling of personal accomplishment. 1 2 3 4 5

2. I know what is expected of me to do a great job. 1 2 3 4 5

3. I think that my performance is evaluated quite fairly. 1 2 3 4 5

4. I feel free to ask advise/ support from my manager 1 2 3 4 5

5. My manager listens to my views. 1 2 3 4 5

6. My immediate boss gives me regular feedback of my work. 1 2 3 4 5

7. I understand how quality is defined & measured in my work. 1 2 3 4 5

8. I am kept informed of our department results vs targets. 1 2 3 4 5

9. At my location teamwork is encouraged / given recognition. 1 2 3 4 5

10. My knowledge & skills are fully utilised. 1 2 3 4 5

11. I have received on the job training to do a good job. 1 2 3 4 5

12. My working environment is satisfactory. 1 2 3 4 5

13. Showing initiative is encouraged. 1 2 3 4 5

14.I am fairly rewarded for the job I do. 1 2 3 4 5

15. In your judgment how will you rate management leadership. 1 2 3 4 5

16. Does the annual appraisal help you & your boss to identify 1 2 3 4 5
& agree on clear performance criteria for next year.

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17. From what I hear our pay is as good as in other companies in 1 2 3 4 5
our industry.

18. Overall, the physical working conditions at my location are 1 2 3 4 5

satisfactory.( ventilation, hygiene ,space of work etc.)

19. I believe that I have the opportunity for personal development & 1 2 3 4 5
growth in Company.

20. There is a healthy & cooperative environment at my workplace. 1 2 3 4 5

22