SIKKIM MANIPAL UNIVERSITY

PROJECT REPORT

On

“ANALYSIS OF EMPLOYEE SATISFACTION

AT

COGNIZANT TECHNOLOGY SOLUTIONS”

UNDER SUPERVISION OF

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Submitted in partial fulfillment of the requirements for qualifying

Master of Business Administration

In

HR

JUNE, 2017

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AT COGNIZA NT TECHNOLOGY SOLUTIONS” is an original work of the Student
…………………….. and is being submitted in partial fulfillment for the award of the
“MASTER’S DEGREE IN BUSINESS ADMINISTRATION (HR)” degree of SIKKIM
MANIPAL UNIVERSITY. This report has not been submitted earlier either to this
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ACKNOWLEDGEMENT

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It is my pleasant duty to thank all the staff member of the computer center who never
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Finally, I gratefully acknowledge the support, encouragement & patience of my family,

and as always, nothing in my life would be possible without God, Thank You!

NAME……………….

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DECLARATION

I hereby declare that this project work titled “ANALYSIS OF EMPLOYEE

SATISFACTION AT COGNIZANT TECHNOLOGY SOLUTIONS” is my original
work and no part of it has been submitted for any other degree purpose or published in
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TABLE OF CONTENTS

CHAPTER CONTENTS PAGE NO

Bonafide Certificate 2
Acknowledgement 3
Declaration 4
1. Introduction to the Study 7
Company Overview 26
2. Review of Literature 31
3. Objectives of the study 42
4. Research Methodology 44
5. Data Analysis & Interpretation 47
6. Findings 74
7. Conclusions & Limitations 78
Appendix
Ø Bibliography

81
Ø Questionnaires 83

TITLE OF THE PROJECT

“ANALYSIS OF EMPLOYEE SATISFACTION

AT
 COGNIZANT TECHNOLOGY SOLUTIONS”

CHAPTER -1

INTRODUCTION TO STUDY

Employee satisfaction has been defined in many different ways. Some believe it is simply
how content an individual is with his or her job, in other words, whether or not they like
the job or individual aspects or facets of jobs, such as nature of work or supervision.
Others believe it is not as simplistic as this definition suggests and instead that
multidimensional psychological responses to one’s job are involved. Researchers have
also noted that job satisfaction measures vary in the extent to which they measure
feelings about the job affective job satisfaction or cognitions about the job cognitive job
satisfaction.

Definitional issues
The concept of job satisfaction has been developed in many ways by many different
researchers and practitioners. One of the most widely used definitions in organizational
research is that of Locke (1976), who defines job satisfaction as “a pleasurable or positive
emotional state resulting from the appraisa1 of one’s job or job experiences” (p.1304).
Others have defined it as simply how content an individual is with his or her job; whether
he or she likes the job or not. It is assessed at both the global level (whether or not the
individual is satisfied with the job overall), or at the facet level (whether or not the
individual is satisfied with different aspects of the job). Spector (1997) lists 14 common
facets: Appreciation, Communication, Coworkers, Fringe benefits, Job conditions, Nature
of the work, Organization, Personal growth, Policies and procedures, Promotion
opportunities, Recognition, Security, and Supervision).

A more recent definition of the concept of job satisfaction is from Hulin and Judge
(2003), who have noted that job satisfaction includes multidimensional psychological
responses to an individual’s job, and that these personal responses have cognitive
(evaluative), affective (or emotional), and behavioral components. [ Job satisfaction
scales vary in the extent to which they assess the affective feelings about the job or the
cognitive assessment of the job. Affective job satisfaction is a subjective construct
representing an emotional feeling individuals have about their job. Hence, affective job
satisfaction for individuals reflects the degree of pleasure or happiness their job in
general induces. Cognitive job satisfaction is a more objective and logical evaluation of
various facets of a job. Cognitive job satisfaction can be one-dimensional if it comprises
evaluation of just one facet of a job, such as pay or maternity leave, or multidimensional
if two or more facets of a job are simultaneously evaluated. Cognitive job satisfaction
does not assess the degree of pleasure or happiness that arises from specific job facets,
but rather gauges the extent to which those job facets are judged by the job holder to be
satisfactory in comparison with objectives they themselves set or with other jobs. While
cognitive job satisfaction might help to bring about affective job satisfaction, the two
constructs are distinct, not necessarily directly related, and have different antecedents and
consequences.

Job satisfaction can also be seen within the broader context of the range of issues which
affect an individual’s experience of work, or their quality of working life. Job satisfaction
can be understood in terms of its relationships with other key factors, such as general
well-being, stress at work, control at work, home-work interface, and working conditions.

History
The assessment of job satisfaction through employee anonymous surveys became
commonplace in the 1930s. Although prior to that time there was the beginning of
interest in employee attitudes, there were only a handful of studies published. Latham and
Budworth note that Uhrbrock in 1934 was one of the first psychologists to use the newly
developed attitude measurement techniques to assess factory worker attitudes. They also
note that in 1935 Hoppockconducted a study that focused explicitly on job satisfaction
that is affected by both the nature of the job and relationships with coworkers and
supervisors.

Models (methods)
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 approach
The dispositional approach suggests that individuals vary in their tendency to be satisfied
with their jobs, in other words, job satisfaction is to some extent an individual trait. 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 raised apart have similar levels of job satisfaction.

A significant model that narrowed the scope of the dispositional approach was the Core
Self-evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C.
Durham in 1997. Judge et al. 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.

Equity theory
Equity Theory shows how a person views fairness in regard to social relationships such
as with an employer. A person identifies the amount of input (things gained) from a
relationship compared to the output (things given) to produce an input/output ratio. They
then compare this ratio to the ratio of other people in deciding whether or not they have
an equitable relationship. Equity Theory suggests that if an individual thinks there is an
inequality between two social groups or individuals, the person is likely to be distressed
because the ratio between the input and the output are not equal.

For example, consider two employees who work the same job and receive the same pay
and benefits. If one individual gets a pay raise for doing the same work than the other,
then the less benefited individual will become distressed in his workplace. If, on the other
hand, one individual gets a pay raise and new responsibilities, then the feeling of equity
will be maintained.

Other psychologists have extended the equity theory, suggesting three behavioral
response patterns to situations of perceived equity or inequity (Huseman, Hatfield, &
Mile, 1987; O’Neil & Mone 1998). These three types are benevolent, equity sensitive,
and entitled. The level by each type affects motivation, job satisfaction, and job
performance.

Benevolent-Satisfied when they are under-rewarded compared with co-workers

Equity sensitive-Believe everyone should be fairly rewarded
Entitled-People believe that everything they receive is their just due
Discrepancy theory
The concept of discrepancy theory explains the ultimate source of anxiety and dejection.
An individual, who has not fulfilled his responsibility feels the sense of anxiety and
regret for not performing well, they will also feel dejection due to not being able to
achieve their hopes and aspirations. According to this theory, all individuals will learn
what their obligations and responsibilities for a particular function, over a time period,
and if they fail to fulfill those obligations then they are punished. Over time, these duties
and obligations consolidate to form an abstracted set of principles, designated as a self-
guide. Agitation and anxiety are the main responses when an individual fails to achieve
the obligation or responsibility. This theory also explains that if achievement of the
obligations is obtained then the reward can be praise, approval, or love. These
achievements and aspirations also form an abstracted set of principles, referred to as the
ideal self guide. When the individual fails to obtain these rewards, they begin to have
feelings of dejection, disappointment, or even depression.

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.[29] 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 Herzberg’s model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hackman & Oldham suggesting that
Herzberg’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 mode

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, and performance). 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. Not everyone is equally affected by the MPS of a job. People who are high in
growth need strength (the desire for autonomy, challenge and development of new sills
on the job) are particularly affected by job characteristics. A meta-analysis of studies that
assess the framework of the model provides some support for the validity of the JCM.

Influencing factors
Environmental factors
Communication overload and under load
One of the most important aspects of an individual’s work in a modern organization
concerns the management of communication demands that he or she encounters on the
job. Demands can be characterized as a communication load, which refers to “the rate
and complexity of communication inputs an individual must process in a particular time
frame.” Individuals in an organization can experience communication over-load and
communication under- load which can affect their level of job satisfaction.
Communication overload can occur when “an individual receives too many messages in a
short period of time which can result in unprocessed information or when an individual
faces more complex messages that are more difficult to process.” Due to this process,
“given an individual’s style of work and motivation to complete a task, when more inputs
exist than outputs, the individual perceives a condition of overload which can be
positively or negatively related to job satisfaction. In comparison, communication under
load can occur when messages or inputs are sent below the individual’s ability to process
them.” According to the ideas of communication over-load and under-load, if an
individual does not receive enough input on the job or is unsuccessful in processing these
inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with
their work which leads to a low level of job satisfaction.

Superior-subordinate communication
Superior-subordinate communication is an important influence on job satisfaction in the
workplace. The way in which subordinates perceive a supervisor’s behavior can
positively or negatively influence job satisfaction. Communication behavior such as
facial expression, eye contact, vocal expression, and body movement is crucial to the
superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role
in interpersonal interactions with respect to impression formation, deception, attraction,
social influence, and emotional. Nonverbal immediacy from the supervisor helps to
increase interpersonal involvement with their subordinates impacting job satisfaction.
The manner in which supervisors communicate with their subordinates non-verbally may
be more important than the verbal content (Teven, p. 156). Individuals who dislike and
think negatively about their supervisor are less willing to communicate or have
motivation to work whereas individuals who like and think positively of their supervisor
are more likely to communicate and are satisfied with their job and work environment. A
supervisor who uses nonverbal immediacy, friendliness, and open communication lines is
more likely to receive positive feedback and high job satisfaction from a subordinate.
Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate
will naturally receive negative feedback and create low job satisfaction in their
subordinates in the workplace.

Strategic employee recognition

A Watson Wyatt Worldwide study identified a positive outcome between a collegical and
flexible work environment and an increase in shareholder value. Suggesting that
employee satisfaction is directly related to financial gain. Over 40 percent of the
companies listed in the top 100 of Fortune magazines, “America’s Best Companies to
Work For” also appear on the Fortune 500. It is possible that successful workers enjoy
working at successful companies, however, the Watson Wyatt Worldwide Human Capital
Index study claims that effective human resources practices, such as employee
recognition programs, lead to positive financial outcomes more often than positive
financial outcomes lead to good practices.

Employee recognition is not only about gifts and points. It’s about changing the corporate
culture in order to meet goals and initiatives and most importantly to connect employees
to the company’s core values and beliefs. Strategic employee recognition is seen as the
most important program not only to improve employee retention and motivation but also
to positively influence the financial situation. The difference between the traditional
approach (gifts and points) and strategic recognition is the ability to serve as a serious
business influencer that can advance a company’s strategic objectives in a measurable
way. “The vast majority of companies want to be innovative, coming up with new
products, business models and better ways of doing things. However, innovation is not so
easy to achieve. A CEO cannot just order it, and so it will be. You have to carefully
manage an organization so that, over time, innovations will emerge.”

Individual factors
Emotion
Mood and emotions at work are related to job satisfaction. Moods tend to be longer
lasting but often weaker states of uncertain origin, while emotions are often more intense,
short-lived and have a clear object or cause. Some research suggests moods are related to
overall job satisfaction. Positive and negative emotions were also found to be
significantly related to overall job satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of overall job
satisfaction than will intensity of positive emotion when it is experienced.

Emotion work (or emotion management) refers to various types of efforts to manage
emotional states and displays. Emotion management includes all of the conscious and
unconscious efforts to increase, maintain, or decrease one or more components of an
emotion. Although early studies of the consequences of emotional work emphasized its
harmful effects on workers, studies of workers in a variety of occupations suggest that the
consequences of emotional work are not uniformly negative. It was found that
suppression of unpleasant emotions decreases job satisfaction and the amplification of
pleasant emotions increases job satisfaction.

The understanding of how emotion regulation relates to job satisfaction concerns two
models:
Emotional dissonance. Emotional dissonance is a state of discrepancy between public
displays of emotions and internal experiences of emotions, that often follows the process
of emotion regulation. Emotional dissonance is associated with high emotional
exhaustion, low organizational commitment, and low job satisfaction.
Social interaction model. Taking the social interaction perspective, workers’ emotion
regulation might beget responses from others during interpersonal encounters that
subsequently impact their own job satisfaction. For example: The accumulation of
favorable responses to displays of pleasant emotions might positively affect job
satisfaction.

Genetics
It has been well documented that genetics influence a variety of individual differences.
Some research suggests genetics also play a role in the intrinsic, direct experiences of job
satisfaction like challenge or achievement (as opposed to extrinsic, environmental factors
like working conditions). One experiment used sets of monozygotic twins, reared apart,
to test for the existence of genetic influence on job satisfaction. While the results indicate
the majority of the variance in job satisfaction was due to environmental factors (70%),
genetic influence is still a minor factor. Genetic heritability was also suggested for
several of the job characteristics measured in the experiment, such as complexity level,
motor skill requirements, and physical demands.

Personality
Some research suggests an association between personality and job satisfaction.
Specifically, this research describes the role of negative affectivity and positive
affectivity. Negative affectivity is related strongly to the personality trait of neuroticism.
Individuals high in negative affectivity are more prone to experience less job satisfaction.
Positive affectivity is related strongly to the personality trait of extraversion. Those high
in positive affectivity are more prone to be satisfied in most dimensions of their life,
including their job. Differences in affectivity likely impact how individuals will perceive
objective job circumstances like pay and working conditions, thus affecting their
satisfaction in that job.

There are two personality factors related to job satisfaction, alienation and locus of
control. Employees who have an internal locus of control and feel less alienated are more
likely to experience job satisfaction, job involvement and organizational commitment. A
meta-analysis of 187 studies of job satisfaction concluded that high satisfaction was
positively associated with internal locus of control. The study also showed characteristics
like high Machiavellianism, narcissism, trait anger, type A personality dimensions of
achievement striving and impatience/irritability, are also related to job satisfaction.

Psychological well-being
Psychological well-being (PWB) is defined as “the overall effectiveness of an
individual’s psychological functioning” as related to primary facets of one’s life: work,
family, community, etc. There are three defining characteristics of PWB. First, it is a
phenomenological event, meaning that people are happy when they subjectively believe
themselves to be so. Second, well-being involves some emotional conditions.
Particularly, psychologically well people are more prone to experience positive emotions
and less prone to experience negative emotions. Third, well-being refers to one’s life as a
whole. It is a global evaluation. PWB is primarily measured using the eight-item Index of
Psychological Well-Being developed by Berkman (IPWB). IPWB asks respondents to
reply to a series a questions on how often they felt “pleased about accomplishing
something,” “bored,” “depressed or unhappy,” etc.

PWB in the workplace plays an important role in determining job satisfaction and has
attracted much research attention in recent years. These studies have focused on the
effects of PWB on job satisfaction as well as job performance. One study noted that
because job satisfaction is specific to one’s job, the research that examined job
satisfaction had not taken into account aspects of one’s life external to the job. Prior
studies had focused only on the work environment as the main determinant of job
satisfaction. Ultimately, to better understand job satisfaction (and its close relative, job
performance), it is important to take into account an individual’s PWB. Research
published in 2000 showed a significant correlation between PWB and job satisfaction (r =
.35, p < .01). A follow-up study by the same authors in 2007 revealed similar results (r
= .30, p < .01). In addition, these studies show that PWB is a better predictor of job
performance than job satisfaction alone.

Relationships and practical implications

Job satisfaction can be indicative of work behaviors such as organizational citizenship,

and withdrawal behaviors such as absenteeism, and turnover. Further, job satisfaction can
partially mediate the relationship of personality variables and deviant work behaviors.

One common research finding is that job satisfaction is correlated with life satisfaction.
This correlation is reciprocal, meaning people who are satisfied with life tend to be
satisfied with their job and people who are satisfied with their job tend to be satisfied
with life. However, some research has found that job satisfaction is not significantly
related to life satisfaction when other variables such as non work satisfaction and core
self-evaluations are taken into account.

An important finding for organizations to note is that job satisfaction has a rather tenuous
correlation to productivity on the job. This is a vital piece of information to researchers
and businesses, as the idea that satisfaction and job performance are directly related to
one another is often cited in the media and in some non-academic management literature.
A recent meta-analysis found surprisingly low correlations between job satisfaction and
performance. Further, the meta-analysis found that the relationship between satisfaction
and performance can be moderated by job complexity, such that for high-complexity jobs
the correlation between satisfaction and performance is higher than for jobs of low to
moderate complexity. Additionally, one longitudinal study indicated that among work
attitudes, job satisfaction is a strong predictor of absenteeism, suggesting that increasing
job satisfaction and organizational commitment are potentially good strategies for
reducing absenteeism and turnover intentions. Recent research has also shown that
intention to quit alone can have negative effects on performance, organizational deviance,
and organizational citizenship behaviours. In short, the relationship of satisfaction to
productivity is not as straightforward as often assumed and can be influenced by a
number of different work-related constructs, and the notion that “a happy worker is a
productive worker” should not be the foundation of organizational decision-making. For
example, employee personality may even be more important than job satisfaction in
regards to performance.

Measurement of Job Satisfaction:

Like intelligence, measurement of job satisfaction is difficult. Ost studies have measured
job satisfaction through a questionnaire. One of the earliest scales of measuring job
satisfaction was developed by Hoppock. He develop four terms each one with seven
alteantive responses which are given under:- The following quiz describes the important
elements that usually make up a job satisfaction measure. Give your feeling about your
job by scoring each statement on the following levels of your satisfaction.

Very much satisfied 6

Much satisfied 5

Somewhat satisfied 4

Somewhat dissatisfied 3

Much dissatisfied 2

Very much dissatisfied 1

How do you feel about Scores?

The way information flows around in your organization

Your relationship with other people at work.
The way you and your efforts are valued.
The nature of your job.
The degree to which you feel motivated by your job.
Career opportunities offered by your job.
……………………………………….

……………………………………….

……………………………………….

……………………………………….

The degree to which you feel extended in your job.

Total scores

Scores ranging between 90-132: Minimum Occupational Stress: Your job seems to
provide you ample opportunity to make the best of your capabilities and thereby get a
sense of achievement. You must consider yourself to be one of the very few who are
lucky enough to intrinsically enjoy their work. Keep it up.

Score ranging from 45-89: Medium Occupational Stress.

Scores ranging from 1-44: Maximum Occupational Stress.

Job Satisfaction Index (Hoppock)

Choose one of the following statements which best tells how well you like your job.
Please check mark (P) in front of that statement.
(a) I hate it.

(b) I dislike it.

(c) I don’t like it.

(d) I am indifferent to it.

(e) I like it.

(f) I am enthusiastic about it.

(g) I love it.

Check one of the followings to show how much of the time you felt satisfied with your
job.
(a) Never.

(b) Seldom

(c) Occasionally

(d) About half of the time

(e) A good deal of the time

(f) Most of the time

(g) All of the time

Check one of the followings which best tells you how you feel about changing your job.
(a) I would quite this job at once if I could get anything else to do.

(b) I would take almost any other job in which I could earn as much as I am earning now.

(c) I would like to change both my job and my occupation.

(d) I would like to exchange my present job for any other job in the same line of work.

(e) I am not eager to change my job but I would if I could get a better job.

(f) I cannot think of any job for which I would exchange mine.

(g) I would not exchange my job for any other.

If a person chooses the ‘least satisfied’ of the seven alternatives he gets a score of 100
and 100 points are added for each successive alternative. An individual gets 700 if he
chooses “most satisfied” alternative for each item. The average of the four items is the
satisfaction index. Other researchers have index job satisfaction in terms of the responses
to job related factors in a variety of scale ranging from simple yes – no to 7 point scales.

There are four areas including both on the job and off the job factors. Each area includes
20 items some of which are given below:

Job: Nature of work, working hours, fellow workers, overtime regulations, physical
environment, machines and tools, interest in work, opportunities for promotion and
advancement, etc.
Management: Reward and punishment, praise and blame, leave policy, favouritism,
participation, supervisory treatment, etc.
Social Relations: Neighbours, friends and associates, caste barriers participation, in social
activities, attitudes towards people in community etc.
Personal Adjustment: Health, home and living conditions, finances relations with family
members, emotionalism, etc.
Job Satisfaction and Work Behaviour

Job satisfaction is an integral component of organizational health and an important

element in industrial relations. The level of job satisfaction seems to have some relation
with various aspects of work behavior such as accidents, absenteeism, turnover and
productivity. Several studies have revealed varying degrees of relationship between job
satisfaction and these factors of work behavior. But whether work behavior is the cause
or effect of job satisfaction is not clear.

Research on the relationship between job satisfaction and accidents generally shows that
satisfied employees cause fewer accidents. Studies on the relationship between job
satisfaction and absenteeism have yielded inconclusive results. Most of these studies
showed that low absentee employees were more satisfied with their jobs. Research also
reveals that unionized works tend to be more satisfied whereas employees of disturbed
organizations (poor industrial relations) were generally less satisfied. Less satisfied
employees are more likely to quit their jobs than more satisfied employees.

It is generally assumed that satisfied employee more productive. But research reveals no
relationship between job satisfaction and productivity. Horzberg et al, analysed the
results of twenty-six studies focusing on the relationship between job satisfaction and
productivity. Fourteen of these studies revealed that workers with positive job attitudes
were more productive than those with negative attitudes. In nine studies job attitudes and
productivity were not related and in three studies there was negative correlation between
job attitudes and productivity. After reviewing several studies Brayfield and Crockett
concluded that job satisfaction did not necessarily imply high performance. Kahn also
formed that satisfaction and productivity do not necessarily go together. Employees in
highly productive groups were not more likely than employees in the low productivity
groups to be satisfied with their jobs. A worker may be satisfied with the work
environment but may produce more to prove his abilities to management. On the other
hand, a highly satisfied worker may not produce more and get away with it because he
may be friendly with the supervisor.

COMPANY OVERVIEW

Cognizant is an American multinational corporation that provides digital, technology,

consulting, and operations services. It is headquartered in Teaneck, New Jersey, United
States. Cognizant is listed in the NASDAQ-100 and the S&P 500 indices. It was founded
as an in-house technology unit of Dun & Bradstreet in 1994, and started serving external
clients in 1996.
It made an initial public offering in 1998, after a series of corporate splits and restructures
of its parent companies. It was the first software services firm listed on the NASDAQ.
During the dot com bust, it grew by accepting the application maintenance work that the
bigger players were unwilling to perform. Gradually, It ventured into application
development, complex systems integration and consulting work. Cognizant had a period
of fast growth during the 2000s, becoming a Fortune 500 company in 2011. In 2015, the
Fortune magazine named it as the world’s fourth most admired IT Services Company.

Cognizant is one of the world’s leading professional services companies, transforming

clients’ business, operating and technology models for the digital era. Our unique
industry-based, consultative approach helps clients envision, build and run more
innovative and efficient businesses. Headquartered in the U.S., Cognizant, a member of
the NASDAQ-100, is ranked 230 on the Fortune 500 and is consistently listed among the
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PASSION FOR OUR CLIENTS’ SUCCESS

We’re driven by a passion to help our clients build stronger, more agile and more
innovative businesses.

Cognizant enables global enterprises to address a dual mandate: to make their current
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History:

Cognizant began as Dun & Bradstreet Satyam Software (DBSS), established as Dun &
Bradstreet’s in-house technology unit focused on implementing large-scale IT projects
for Dun & Bradstreet businesses. In 1996, the company started pursuing customers
beyond Dun & Bradstreet.

In 1996, Dun & Bradstreet spun off several of its subsidiaries including Erisco, IMS
International, Nielsen Media Research, Pilot Software, Strategic Technologies and
DBSS, to form a new company called Cognizant Corporation. Three months later, in
1997, DBSS renamed itself to Cognizant Technology Solutions. In July 1997, Dun &
Bradstreet bought Satyam’s 24% stake in DBSS for $3.4 million. Headquarters were
moved to the United States, and in March 1998, Kumar Mahadeva was named CEO.
Operating as a division of the Cognizant Corporation, the company mainly focused on
Y2K-related projects and web development.
In 1998, the parent company, Cognizant Corporation, split into two companies: IMS
Health and Nielsen Media Research. After this restructuring, Cognizant Technology
Solutions became a public subsidiary of IMS Health. In June 1998, IMS Health partially
spun off the company, conducting an initial public offering of the Cognizant stock. The
company raised $34 million, less than what the IMS Health underwriters had hoped for.
They earmarked the money for debt payments and upgrading company offices.

Kumar Mahadeva decided to reduce the company’s dependence on Y2K projects: by Q1

1999, 26% of company’s revenues came from Y2K projects, compared with 49% in early
1998. Believing that the $16.6 billion enterprise resource planning software market was
saturated, Mahadeva decided to refrain from large-scale ERP implementation projects.
Instead, he focused on applications management, which accounted for 37% of
Cognizant’s revenue in Q1 1999. Cognizant’s revenues in 2002 were $229 million, and
the company had zero debt with $100 million in the bank. During the dotcom bust, the
company grew by taking on the maintenance projects that larger IT services companies
did not want.

In 2003, IMS Health sold its entire 56% stake in Cognizant, which instituted a poison pill
provision to prevent hostile takeover attempts. Kumar Mahadeva resigned as the CEO in
2003, and was replaced by Lakshmi Narayanan. Gradually, the company’s services
portfolio expanded across the IT services landscape and into business process
outsourcing (BPO) and business consulting. Lakshmi Narayanan was succeeded by the
Kenya-born Francisco D’Souza in 2006. Cognizant experienced a period of fast growth
during the 2000s, as reflected by its appearance in Fortune magazine’s “100 Fastest-
Growing Companies” list for ten consecutive years from 2003 to 2012.

In September 2014, Cognizant struck its biggest deal, acquiring healthcare IT services
provider TriZetto Corp for $2.7 billion. Cognizant Shares, rose nearly 3 percent in
premarket trading.

BOARD OF DIRECTORS:

Zein Abdalla
Committees: Audit; Nominating and Corporate Governance

Jonathan Chadwick
Committees: Audit

John N. Fox, Jr.

Committees: Compensation (Chair); Nominating and Corporate Governance
Michael Patsalos-Fox
Committees: Compensation; Financial Policy; Nominating and Corporate Governance
(Chair)

Betsy S. Atkins
Committees: Financial Policy

Francisco D’Souza, Chief Executive Officer

Committees: Financial Policy (Chair)

Leo S. Mackay, Jr., Ph.D.

Committees: Audit

CHAPTER – 2

REVIEW OF LITERATURE

Job satisfaction is a multifaceted construct with a variety of definitions and related

concepts, which has been studied in a variety of disciplines for many years to now. Many
theories and articles of interest to managers, social psychologist, and scholars, focus on
job satisfaction because most people spend their life-time for work, and understanding of
the factors that increase satisfaction is important to improve the well-being of individuals
in this facet of the living (Gruneberg, 1997). Below is some information related to job
satisfaction:-

Lu, While, and Barriball (2005) mentioned the traditional model of job satisfaction
focuses on all the feelings about job of an individual. However, what makes a job
satisfying or dissatisfying does not depend only on the nature of the job, but also on the
expectations that individuals have of what their job should provide Maslow (1954 cited in
Huber, 2006) arranged human needs along a five level hierarchy from physiological
needs, safety and security, belonging, esteem to self-actualization. In Maslow’s pyramid,
needs at the lower levels must be fulfilled before those rise to a higher level. According
to Maslow’s theory, some researchers have approached on job satisfaction from the
perspective of need fulfillment (Regis & Porto, 2006; Worf, 1970). Job satisfaction as a
match between what individuals perceive they need and what rewards they perceive they
receive from their jobs (Huber, 2006). However, overtime, Maslow’s theory has
diminished in value. In the current trend, the approach of job satisfaction focuses on
cognitive process rather than on basic needs in the studies (Huber, 2006; Spector, 1997).
 Another approach as proposed by Herzberg (Herzberg et al., 1959; cited in Huber, 2006)
is based on the Maslow’s theory. Herzberg and colleagues built Herzberg’s motivation-
hygiene theory of job satisfaction. Theory proposed that there are two different categories
of needs, which are intrinsic (motivators) and extrinsic (hygiene) factors. Theory
postulates that job satisfaction and/or is dissatisfaction is the function of two need
systems. Intrinsic factors are related to the job itself. Intrinsic factors seem to influence
positively on job satisfaction. The motivators include advancement, growth and
development, responsibility for work, challenging, recognition, and advancement. In
other words, extrinsic factors are closely related to the environment and condition of the
work. The hygienes relate to job dissatisfaction including supervision, company policy
and administration, working condition and interpersonal relation (Lephalala, Ehlers, &
Oosthuizen, 2008; Shimizu et al., 2005).

This theory has dominated in the study of job satisfaction, and become a basic for
development of job satisfaction assessment (Lu et al., 2005).

In summary, some previous theories have proposed many factors contributed to job
satisfaction such as the Maslow’s hierarchy of needs and the set of Herzberg’s
motivation-hygiene theory. This study is going to measure job satisfaction in two
categories, including motivator and hygiene factors, which are related to Herzberg’s
theory.

The literature for review to be collected from secondary sources such as magazines,
articles, reports, budgets, news paper etc to highlight the problems and findings of the
study done by many research and business professionals to understand the significance of
job satisfaction.

1.) Hulin l. Charles & Illinois.u “Effects of changes in job-satisfaction levels on

employee turnover”

The Presents results of a program to increase job satisfaction and decrease turnover
rating. A group of female clerical workers results indicate that levels of satisfaction were
increased with largest increases occurring in the satisfaction variables stressed in the
program. A significant increase in turnover from (30-12%) was observed. Alternative
explanations for the results were considered, due to the lack of an adequate control group.

2.) Schleicher.J.Deidra, Watt.D.John & Greguras “Reexamining the Job Satisfaction–

Performance Relationship: The Complexity of Attitudes”

The present article argues that organizational researchers tend to adopt an overly
simplistic conceptualization and operationalization of job satisfaction (and job attitudes in
general). Specifically, past research has failed to examine the affective-cognitive
consistency (ACC) of job attitudes and the implications this has for the strength of the
attitude and its relationship with behavior (e.g., job performance). Results from Study 1
suggest ACC is a significant moderator of the job satisfaction-job performance
relationship, with those employees higher in ACC showing a significantly larger
correlation between job satisfaction and performance than those lower in ACC. Study 2
replicated these findings. Implications for the study of job attitudes, limitations of the
current studies, and multiple avenues for future research are discussed.

3) Wanous. P. John & Lawler Edward “Measurement and meaning of job satisfaction”

Data are reported for 208 employees of an eastern telephone company on the relationship
between each of these definitions and observational and questionnaire measures of
overall job satisfaction. Some operational definitions did not yield empirically
comparable measures of satisfaction, although several correlated with an overall rating of
job satisfaction and with absenteeism. Convergent and discriminant validity matrix
analysis suggests that it is possible to validly measure people’s satisfaction with different
facets of their jobs.

4.) Judge timothy a & Hulin charles “Job Satisfaction as a Reflection of Disposition: A
Multiple Source Causal Analysis”

The Dispositional sources of job satisfaction have been the subject of recent research in
the organizational sciences. Problems in much of this research, which limit the
conclusions one can draw from the results, are discussed. This study makes a distinction
between affective disposition, defined as the tendency to respond generally to the
environment in an affect-based manner, and subjective well-being, the level of overall
happiness and satisfaction an individual has with his or her life. Affective disposition was
hypothesized to lead to subjective well-being, and subjective well-being and job
satisfaction were hypothesized to be mutually causal. A causal model was tested
employing two different sources of data: self-reports and “significant other” evaluations.
This biangulation of sources of data and estimation of nonrecursive relationships removes
some problems often assumed to plague results based on single-source data. Results
indicated support for the overall hypothesized causal model and supported a dispositional
influence on job attitudes. The influences are more complex than past research has
suggested.

5.) Judge. A timothy & Larsen. J randy “Dispositional Affect and Job Satisfaction: A
Review and Theoretical Extension”
Over the past 15 years, researchers have paid increasing attention to the dispositional
source of job satisfaction. This research, though not without its controversies, has
provided strong evidence that job satisfaction is, in part, dispositionally based. In this
article we review past research on dispositional influences on job satisfaction. The two
areas most in need of future research attention are (a) which trait(s) should be included in
investigations of the dispositional source of job satisfaction and (b) elucidating the
theoretical processes underlying the effect of dispositions on job satisfaction. In
attempting to facilitate future research in these two areas, we first provide an integrative
review of the personality and affective traits relevant to the dispositional source of job
satisfaction. Second, we discuss a number of theoretical processes and mechanisms,
drawn largely from personality psychology, which may further illuminate the
dispositional source of job satisfaction. We pay particular attention to a model that seeks
to unify the literature on affect and personality and discuss how applications of this
model may lead to greater understanding of the person logical basis of job satisfaction.

6.) Waters.l.k & Roach Darrell “Job attitudes as predictors of termination and
absenteeism: Consistency over time and across organizational units”

Conducted 2 replications of a study by L. K. Waters and D. Roach (see record 1971-

21952-001) concerning job satisfaction measures as predictors of withdrawal behavior.
Examination of the absentee or termination records of 197 female clerical workers who
had completed a job attitude questionnaire 1 yr before indicates only 3 variables (2
concerned with the work itself and an overall job satisfaction rating) were consistent
predictors of both permanent and temporary withdrawal from the work situation.

7.)Hulin. lcharles & Illinois.u “Job satisfaction and turnover in a female clerical
population” Job-satisfaction questionnaires were administered to a sample of 350 female
clerical workers. After a lapse of 5 mo. 31 girls had quit, 26 of who had completed the
questionnaire. These 26 girls reported significantly less satisfaction with their jobs than
the 319 girls who remained on the job. An explanation of this finding in terms of the
difficulty of finding a new job, economic pressures to remain on present job, and
condition of the labor market is offered. The relationship between satisfaction and
turnover is not regarded as general. The data from the subsequent 7-mo study indicate
that job-satisfaction scores continue to exhibit a significant relationship to turnover over a
12-mo period. Even after a 12-mo period the terminators had reported lower job
satisfaction at the time of the assessment than those who were still with the company.

8.) Mikes.s patricia & Hulin.l charles “Use of importance as a weighting component of
job satisfaction”

Tested hypothesis dealing with the rated importance of various aspects of the job on data
obtained from 660 male and female workers in Caada importance used multiplitaviely to
weight satisfaction scores did not increase the perdictability of turnover during an 11-MO
period over that obtained by using satisfaction measuers alone .It is concluded that
importance has little value in a prediction situation involving a job attitudes and
behaviors.

Frenkel et al (1999) has stated that the orgnisation agents are increasingly resemble
creative, knowledge workers, who are empowered and given ‘expanded levels of
discretion’. His analysis shows that human resource practices emphasizing employee
training, discretion, and rewards lead to higher service quality, higher revenues per call,
and higher net revenues per call. In addition, service quality mediates the relationship
between human resource practices and these economic outcomes. Acording to him there
is no significant relationship between HR practices and labor efficiency, as measured by
call handling time and labor efficiency is inversely related to revenue generation.

Bain et al(1999) has found that work organization should be redesigned to overcome the
contradiction of poorly motivated, inadequately supported, isolated agents who have to
communicate in a friendly manner with clients to make them satisfied and collaborative.
The orgnisation should become a locus of communication and trust-building with the
customer. To achieve this objective, they have to become communicative and trustworthy
towards, and among, the people working in them. Turnover rates make it hard to develop,
share and memorize best practices, and knowledge creation and management are
therefore in jeopardy; what is more, organizational culture is weak and shared values hard
to find.

Bagnara (2000) has stated that the onward march of technology will continue for the
foreseeable future. The orgnisation will evolve toward multimedia contact centres, and
there will be a cross-over in the development of teleworking the former will become
‘virtual’, while the latter will turn into ‘networked distance labour’ in a shared socio-
economic context. However, the key focus will continue to be the close relationship
between well-educated, motivated, client-focused agents and well informed satisfied,
loyal customers. The outcomes of recent studies show that the orgnisation are increasing
in number and efficiency, but losing in effectiveness. Customer satisfaction is falling, and
many call centres do not even measure it. Technology is rapidly improving and changing,
but still lagging behind needs in terms of usability and accessibility.

Evans and Johnson (2000) Found that workstations located in open offices might give
problems with disturbing noise. Sudden sounds, human voices and movements in the
field of vision attract the focus of attention. This is involuntary and interferes with the
work activity. Other negative sides of noise are the speech comprehension that could be
disturbed and that it could lead to tiredness and stress. In open offices there are no
possibilities for the operators to adjust the indoor climate (temperature, draught) or
quality (humidity and dust) and lighting to an individual level, which could lead to
negative affects e.g. tiredness and eye discomfort.

Callaghan and Thomson (2001) identified that recruitment; selection and training have
been key processes, where greater importance is attached to positive attitudinal and
communication skills, and less on technical competencies and product knowledge.
Holman (2002) has stated that the orgnisation is often perceived to have a negative
impact on employee wellbeing, mainly attributed to four factors job design, performance
monitoring, HR practices and team leader support. He surveyed customer service
representatives that examined the relationship of these factors to four measures of
wellbeing anxiety, depression and intrinsic and extrinsic job satisfaction. In his study he
focused on anxiety and depression. His results demonstrated that the factors most highly
associated with wellbeing were high control over work methods and procedures, a low
level of monitoring and a supportive team leader. Evidence also indicates that the level of
wellbeing in some companies is similar to that in other comparable forms of work.

Hutchinson et al (2002) found that groups with more self regulation, coaching support,
level of education, training and better work group relations had higher scores on an
employee-related measure of service quality. They further stated that group self-
regulation, coaching support and level of education were positively related to sales
volume. Thus, there is some evidence for performance-related benefits from team or
group-based structures.

Taylor et al (2003) studied that lack of control, extensive monitoring, the prevalence of
targets and infrequency of breaks contributes to pressure and intensive stressful working
period. Study has shown these conditions can lead to emotional exhaustion and
withdrawal and to sickness absence and ill-health amongst call-handlers.

Taylor and Bain (2003) have analyzed the range of factors inhibiting the migration of call
centre services to India. These include the difficulties companies experience in exercising
control such a distance, infrastructural problems such as telecoms connectivity and power
supply, consumer backlash, political instability, rising costs and problems resulting from
the industry’s rapid growth. While we do not wish to privilege particular factors, there is
no question that the limited ability to transcend linguistic and cultural difference are
important factors in reducing the potential to off-shore voice services. The fluency and
clarity of agents’ speech and their depth of cultural understanding, combined with their
tacit knowledge, are prerequisites for successful servicing and selling relationships.
However, it is difficult to make these qualities explicit and transmit them through formal
mechanisms. Even allowing for the simplified, codified and standardized nature of the
bulk of Indian call-handling, it appears that cultural and linguistic differences are not
readily overcome. Consequently, the orgnisation with its distinctive labour process can be
off shored less easily than other non-customer facing, routine servicing activities.

Sashidhar (2004) has highlighted that working continuously like machines makes the
work monotonous and employees become automated. It is obvious that employees are
losing interest because of the routine work. It is because of lack of job rotation that the
employees might lose interest and as a result productivity is hampered. A health problem
that is usually seen in people working in BPOs is ‘Burnout Stress Syndrome’ (BOSS).
The symptoms of this syndrome are lapse in concentration, acute exhaustiveness,
restlessness, lack of interest and a sudden biological change in the body. These cases
require a lot of medical attention. Apart from psyche-related problems, certain
physiological problems like appetite are also commonly seen in these employees.

Sharma (2005) in his study explored the possibility for India to emerge as a potential
outsourcing location for global companies by making an assessment of this opportunity
with an analysis of a) External international environment b) Internal firm level
requirements and expectations and c) Enabling environment at the country level thus
exploring the enabler, enabled and enabling parameters for strategy recommendation.
MEASURES TO ENSURE SAFETY IN TRANSPORT:

The orgnisation should ensure that a security guard escorts a woman in the office
transport.
The orgnisation management should ensure that employees are not the first to be picked
up from their homes and the last to be dropped back home by the drivers.
The orgnisation owners must provide the police a complete record of the antecedents of
drivers as most of them depend on taxi operators for day-to-day transport arrangements.
Police verification of drivers should be done on the lines of verification for domestic
servants.
Provision of radio talkie should be a pre condition while outsourcing taxis.
A black box should be installed in vehicles hired for call centre employees.
The BPO (Business Promotion Outsourcing) sector ought to install a Global Positioning
System for tracking the position of its vehicles.
A breath analyzer test for taxi drivers is imperative.
It should be compulsory for all taxi drivers to carry identity cards issued by the company
and wear a uniform.
Drivers of the orgnisation should show up at the area police station from time to time for
verification.
CHAPTER – 3

OBJECTIVES OF THE STUDY

To study the level of job satisfaction and human relations among the employees in
Cognizant Technology Limited.
To study the various factors affecting job satisfaction.
To discover the various hindrances in achieving job satisfaction.
To study various schemes and programs undertaken by company to increase job
satisfaction among their employees.
To give suggestions and recommendations to manage grievances System and
performance appraisal system.
To check the effectiveness of various welfare activities and training development
programs undertaken by the organizations.
CHAPTER – 4

RESEARCH METHODOLOGY

Research methodology in a way is a written game plan for conducting research. Research
methodology has many dimensions. It includes not only the research methods but also
considers the logic behind the methods used in the context of the study and complains
why only a particular method of technique has been used.

METHODOLOGY ADOPTED:- This research is aimed at studying the employee

satisfaction at cognizant technology solutions.
RESEARCH DESIGN: –The research design was used in this study is both ‘Descriptive’
and ‘exploratory’.

DATA COLLECTION METHODS:

The data was collected using both by primary data collection methods as well as
secondary sources.

PRIMARY DATA: Most of the information was gathered through primary sources’. The
methods that were used to collect primary data are:

Questionnaire
Interview

SECONDARY DATA: The secondary data was collected through:

Text Book
Magazines
Journals
Internet

SAMPLE SIZE: 50

SAMPLING TECHNIQUE:–

The selection of respondents was done on the basis of convenience sampling (Non-
Probability).

STASTICAL TOOLS:

MS-EXCEL was used to prepare pie- charts and graphs and MS-WORD was used to
prepare or write the whole project report.

METHOD USE TO PRESENT DATA:

Data Analysis & Interpretation – Classification & tabulation transforms the raw data
collected through questionnaire in to useful information by organizing and compiling the
bits of data contained in each questionnaire i.e., observation and responses are converted
in to understandable and orderly statistics are used to organize and analyze the data:
Simple tabulation of data using tally marks.
Calculating the percentage of the responses.
Formula used = (name of responses / total responses) * 100
REPORT WRITING AND PRESENTATION

Report Encompasses – Charts, diagrams

CHAPTER – 5

DATA ANALYSIS AND INTERPRETATION

Evaluation of the Study:-

A detailed analysis of the study is necessary and is to be considered in order to compare

the actual theory with that practical the variants of which may form the basis for
improvements. Keeping this point in view and to fulfill the evaluation variants of which
may form the basis for objectives of the studies an attempt has been made to segment the
various respondents on the basis of some aspects collected from them through
questionnaire. There are depicted through tables and graphs.

The copy of questionnaire administered is enclosed and the sample size was 50
respondents are enclosed at the end of this project. All the calculations and numerical
interpretations are for 100%.

You are satisfied with you current job.

Criteria Frequency Percentage
Yes 30 60%
No 18 36%
Somewhat 2 4%
Analysis:

In above graph 60% respondents are satisfied with current job, 36% respondents are not
satisfied with current job while left 4% respondents cant say about this.

2 The job description is clear.

Criteria Frequency Percentage

Yes 20 40%
No 5 10%
Confusing 15 30%
Some times 10 20%

Analysis:

As per shown in pie-graph 40% people said yes job description is clear, 10% people said
no job description is not clear, 30% people said jo description is confusing left 20%
people said sometimes.

Employees are satisfied with the work culture.

Criteria Frequency Percentage
Agree 20 40%
Don’t agree 12 24%
Can’t agree 18 36%

Analysis:

In above graph 40% respondents agree with Employees are satisfied with the work
culture, 24% respondents don’t agree with Employees are satisfied with the work culture
and 36% respondents can’t agree with Employees are satisfied with the work culture.

Management is neutral and unbiased towards its employees.

Criteria Frequency Percentage

Yes 30 60%
No 10 20%
Don’t bother 10 20%

Analysis:

60% people said yes Management is neutral and unbiased towards its employees, 20%
people said Management is not neutral and unbiased towards its employees while left
20% people don’t bother about this.
Management focuses on improving the job satisfaction of employees.

Criteria Frequency Percentage

Agree 25 50%
Don’t agree 15 30%
Concerned 10 20%

Analysis:

In above graph 50% respondents agree with Management focuses on improving the job
satisfaction of employees, 30% respondents don’t agree with that, 20% respondents
concerned with that.

Employees satisfied with the present working conditions and environment in the
organization.
Criteria Frequency Percentage
Strongly Disagree 18 36%
Disagree 11 22%
Neutral 7 14%
Agree 7 14%
Strongly Agree 7 14%

ANALYSIS: In above pie graph 36% people strongly disagree with the present working
conditions and environment in the organization, 22% people disagree with above
statement, 14% people neutral with the present working conditions and environment in
the organization, 14% people agree, and other 14% people strongly disagree with the
present working conditions and environment in the organization.

7 Facilities to employees available in the company are satisfactory.

Criteria Frequency Percentage

Yes 25 50%
No 15 30%
Can’t say 10 20%

Analysis:

50% people said yes Facilities to employees available in the company are satisfactory,
30% people said Facilities to employees are not available in the company are satisfactory
while left 20% people can’t say about this.

8 Company aims to get highly competent employees

Criteria Frequency Percentage

Yes 23 46%
No 7 14%
Always 20 40%

Analysis:

In above graph 46% people said yes Company aims to get highly competent employees,
14% people said no Company aims to get highly competent employees and while other
said always Company aims to get highly competent employees.

9 You feel that work timing is lengthy and long.

Criteria Frequency Percentage

Yes 25 50%
No 15 30%
Can’t say 10 20%

Analysis:
In above graph 50% people feel that work timing is lengthy and long, 30% people can’t
feel that work timing is lengthy and long while other 20% people can’t say about this.

10 You feel job satisfaction can be improved in the company.

Criteria Frequency Percentage

Yes 30 60%
No 10 20%
Can’t say 10 20%

Analysis:

60% respondents said yes job satisfaction can be improved in the company, 20%
respondents said no job satisfaction can be improved in the company and 20%
respondents can’t say about this.

11 Majority of the employees are new and young.

Criteria Frequency Percentage

Agree 30 60%
Don’t agree 20 40%

Analysis:

In above graph 60% people agree with Majority of the employees are new and young left
40% people don’t agree with Majority of the employees are new and young.

12 New Employees have the facilities for development.

Criteria Frequency Percentage
Yes 15 30%
No 15 30%
Can’t say 20 40%

Analysis:

30% respondents said yes New Employees have the facilities for development, 30%
respondents said New Employees have not the facilities for development while others
40% respondents can’t say about the above statement.

13 Employee development activities are carried out in the company.

Criteria Frequency Percentage

Yes 25 50%
Don’t bother by management 20 40%
Somewhat 5 10%

Analysis:

50% people said yes Employee development activities are carried out in the company,
40% people said don’t bother by management about this, 10% people somewhat
Employee development activities are carried out in the company.

14 Management is happy with the employee development activities.

Criteria Frequency Percentage
Yes 30 60%
No 18 36%
Can’t say 2 4%

Analysis:

In above graph 60% people said yes Management is happy with the employee
development activities, 36% people said Management is not happy with the employee
development activities and others 4%people can’t say.

15 Company promotes facilities like work from home.

Criteria Frequency Percentage

Yes 19 38%
No 25 50%
Can’t say 6 12%

Analysis:

38% people said yes Company promotes facilities like work from home, 50% people said
Company don’t promotes facilities like work from home while other 12% people cant say
that Company promotes facilities like work from home.
16 Work Life balance is maintained in the company.

Criteria Frequency Percentage

Agree 25 50%
Don’t agree 21 42%
Can’t say 4 8%

Analysis:
In above graph 50% respondents agree with Work Life balance is maintained in the
company, 42% respondents don’t agree with above statement 8% respondents can’t say
about this.

17 Company make sure employees are happy with company policies.

Criteria Frequency Percentage

Yes 30 60%
No 9 18%
Can’t say 11 22%

Analysis:

60% people said yes make sure employees are happy with company policies, 18% people
said don’t make sure employees are happy with company policies while other 22%
people can’t say.

18 Policies are employee friendly.

Criteria Frequency Percentage

Yes 35 70%
No 10 20%
Can’t say 5 10%

Analysis:

In above graph 70% people said yes Policies are employee friendly, 20% people said no
policies are not employee friendly and 10% people can’t say Policies are employee
friendly.
19 Employees are friendly.

Criteria Frequency Percentage

Agree 30 60%
Don’t agree 20 40%

Analysis:

60% respondents agree that Employees are friendly and while left 40% respondents don’t
agree that Employees are friendly.

20 Stress level of employee are manageable.

Criteria Frequency Percentage

Yes 18 36%
No 30 60%
Can’t say 2 4%

Analysis:

In above graph 36% people said yes Stress level of employee are manageable, 60%
people said Stress level of employee are not manageable and while others 4% people
can’t say about this.

21 Employees are helpful towards each other.

Criteria Frequency Percentage

Yes 25 50%
No 11 22%
Can’t say 14 28%

Analysis:

50% people said yes Employees are helpful towards each other, 22% people said
Employees are not helpful towards each other, 28% people can’t say about this.

22 Company pays well to its employees

Criteria Frequency Percentage

Yes 20 40%
No 12 24%
Can’t say 18 36%

Analysis:

40% people said Yes Company pays well to its employees, 24% people said company
pays not well in employees while other 36% people can’t say that Company pays well to
its employees.

23 Employee motivation session is regularly conducted.

Criteria Frequency Percentage

Agree 20 40%
Don’t agree 15 30%
Can’t say 15 30%
Analysis:

In above graph 40% people agree that Employee motivation session are regularly
conducted, 30% people don’t agree with that Employee motivation session are regularly
conducted, 30% people can’t say about this.

24 Employees work together as a team.

Criteria Frequency Percentage

Yes 30 60%
No 10 20%
Can’t say 10 20%

Analysis:

60% respondents said yes Employees work together as a team, 2% respondents said
Employees are not work together as a team, 2% respondents can’t say that Employees
work together as a team.

25 Team satisfaction is high in the company.

Criteria Frequency Percentage

Agree 25 50%
Don’t agree 15 30%
Can’t say 10 20%
Analysis:

In above graph 50% people agree that Team satisfaction is high in the company, 30%
people don’t agree that Team satisfaction is high in the company, 2% people can’t say
about the above statement.

CHAPTER – 6

FINDINGS OF THE STUDY

As per findings 60% respondents are satsifed with current job, 36% respondents are not
satisfied with current job while left 4% respondents cant say about this.
40% people said yes job description is clear, 10% people said no job description is not
clear, 30% people said job description is confusing left 20% people said sometimes.
40% respondents agree with Employees are satisfied with the work culture, 24%
respondents don’t agree with Employees are satisfied with the work culture and 36%
respondents can’t agree with Employees are satisfied with the work culture.
As per findings Management is neutral and unbiased towards its employees, 20% people
said Management is not neutral and unbiased towards its employees while left 20%
people don’t bother about this.
50% respondents agree with Management focuses on improving the job satisfaction of
employees, 30% respondents don’t agree with that, 20% respondents concerned with that.
As per findings 36% people strongly disagree with the present working conditions and
environment in the organization, 22% people disagree with above statement, 14% people
neutral with the present working conditions and environment in the organization, 14%
people agree, and other 14% people strongly disagree with the present working
conditions and environment in the organization.
50% people said yes Facilities to employees available in the company are satisfactory,
30% people said Facilities to employees are not available in the company are satisfactory
while left 20% people can’t say about this.
As per findings 46% people said yes Company aims to get highly competent employees,
14% people said no Company aims to get highly competent employees and while other
said always Company aims to get highly competent employees.
50% people feel that work timing is lengthy and long, 30% people can’t feel that work
timing is lengthy and long while other 20% people can’t say about this.
As per findings 60% respondents said yes job satisfaction can be improved in the
company, 20% respondents said no job satisfaction can be improved in the company and
20% respondents can’t say about this.
As per findings 60% people agree with Majority of the employees are new and young left
40% people don’t agree with Majority of the employees are new and young.
30% respondents said yes New Employees have the facilities for development, 30%
respondents said New Employees have not the facilities for development while others
40% respondents can’t say about the above statement.
As per findings 50% people said yes Employee development activities are carried out in
the company, 40% people said don’t bother by management about this, 10% people
somewhat Employee development activities are carried out in the company.
60% people said yes Management is happy with the employee development activities,
36% people said Management is not happy with the employee development activities and
others 4%people can’t say.
As per findings 38% people said yes Company promotes facilities like work from home,
50% people said Company don’t promotes facilities like work from home while other
12% people cant say that Company promotes facilities like work from home.
As per findings 50% respondents agree with Work wife balance is maintained in the
company, 42% respondents don’t agree with above statement 8% respondents can’t say
about this.
60% people said yes make sure employees are happy with company policies, 18% people
said don’t make sure employees are happy with company policies while other 22%
people can’t say.
As per findings 70% people said yes Policies are employee friendly, 20% people said no
Policies are not employee friendly and 10% people can’t say Policies are employee
friendly.
60% respondents agree that Employees are friendly and while left 40% respondents don’t
agree that Employees are friendly.
36% people said yes Stress level of employee are manageable, 60% people said Stress
level of employee are not manageable and while others 4% people can’t say about this.
As per findings 50% people said yes Employees are helpful towards each other, 22%
people said Employees are not helpful towards each other, 28% people can’t say about
this.
CHAPTER – 7

CONCLUSION AND LIMITATION

Most of the employees feel that Cognizant Technology solutions is an organization and
offers them a lot to learn, they feel proud to be associated with such a prestigious
organization but lot of them complained about salary, which they feel, is less as
compared to other similar organizations.

Facilities like sufficient light, presence of eating area, presence of resting area and free
transportation are being provided to all the employees. 50% respondents agree with
Management focuses on improving the job satisfaction of employees and satisfied with
the work culture. Operators at company with high-complexity tasks were more satisfied
with their working conditions than those with less complex women employees constitute
about one-third of the total workforce in the organization. The study shows that the
employee’s fully satisfied with the safety and security measures. They are quite satisfied
with the infrastructure, supervision, employee-employer relationships, commuting
facilities etc. They are also not satisfied with the grievance redressal system. But the
employers are continuously making efforts to provide the safe and secure work
environment to women employees. The efforts are in accordance with various laws and
legislations enacted in Indian for security, protection and equality at work.

LIMITATIONS OF THE STUDY

Even though every effort was minimize the variations and present a factual picture with
the help of statistical methods, but still there are some limitations, which are as follows:

As only single area are surveyed or covered. It does not represent the overall view of
each field.
There may be some bias information provided by company professionals.
The size of the research may not be substantial and it is limited to the years under study.
Limited interaction with the concerned heads due to their busy schedule.
APPENDIX
BIBLIOGRAPHY
Bhatti, K., & Qureshi, T. (2013). Impact of employee participation on job satisfaction,
employee commitment and employee productivity. International Review of Business
Research Papers, 3(2), 54 – 68.
Bowen, D. E., & Ostroff, C. (2014). Understanding HRM-firm performance linkages:
The role of “strength” of the HR system. Academy of Management Review, 29, 203-221
Carpitella, Bill. (2013). Make residential construction the industry of choice [Electronic
version]. Professional Builder, Oct 2003.
Cranny, C.J., Smith, P.C., & Stone, E.F. (2014). Job satisfaction: How people feel about
their jobs and how it affects their performance. New York: Lexington.
Derek R. Allen, Merris Wilburn, (2012) –Linking customer and employee satisfaction to
the bottom line, ASQ quality press publications cat log, Milaukee, WI.
Employee satisfaction and opinion surveys. (n.d.). Retrieved February 25, 2014,
fromhttp://www.infoquestcrm.co.uk/employee_surveys.html
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2014). Business-unit level relationship
between employee satisfaction, employee engagement, and business outcomes: A meta-
analysis. Journal of Applied Psychology, 87, 268-279.
Moyes, G. D., & Shao, L. P., Newsome, M. (2014). Comparative analysis of employee
job satisfaction in the accounting profession. Journal of Business & Economics Research,
6(2), 65-81
google.com.
https://en.wikipedia.org
https://www.cognizant.com

QUESTIONNAIRE

Dear respondents,

I, PRIYANKA SAINI a student of doing MBA (HR). I am underlying a project named

“ANALYSIS OF EMPLOYEE SATISFACTION AT COGNIZANT TECHNOLOGY
SOLUTIONS”. So by filling this questionnaire please help me in completing my research
project.

Name : ……………………………….

Age : ……………………………….
Address : ……………………………….

Contact No : ……………………………….

Designation : ……………………………….

PERSONAL DATA

You are satisfied with you current job?

Yes
No
Somewhat
The job description is clear?
Yes
No
Confusing
Sometimes

Employees are satisfied with the work culture?

Agree
Don’t agree
Can’t agree

Management is neutral and unbiased towards its employees?

Yes
No
Don’t bother
Management focuses on improving the job satisfaction of employees?
Agree
Don’t agree
Concerned
Employee satisfied with the present working conditions and environment in the
organization?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

Facilities to employees available in the company are satisfactory?

Yes
No
Can’t say

Company aims to get highly competent employees?

Yes
No
Always

You feel that work timing is lengthy and long?

Yes
No
Can’t say

You feel job satisfaction can be improved in the company?

Yes
No
Can’t say

Majority of the employees are new and young?

Agree
Don’t agree

New Employees have the facilities for development?

Yes
No
Can’t say

Employee development activities are carried out in the company?

Yes
Don’t bother
Somewhat

Management is happy with the employee development activities?

Yes
No
Can’t say

Company promotes facilities like work from home?

Yes
No
Can’t say

Work Life balance is maintained in the company?

Agree
Don’t agree
Can’t say

Company make sure employees are happy with company policies?

Yes
No
Can’t say

Policies are employee friendly?

Yes
No
Can’t say

Employees are friendly?

Agree
Don’t agree

Stress level of employee are manageable?

Yes
No
Can’t say

Employees are helpful towards each other?

Yes
No
Can’t say

Company pays well to its employees?

Yes
No
Can’t say

Employee motivation session is regularly conducted?

Agree
Don’t agree
Can’t say

Employees work together as a team?

Yes
No
Can’t say

Team satisfaction is high in the company?

Yes
No
Can’t say