SUBJECT CODE: MB 306 MARKS:100

PROJECT REPORT

ON

PAYROLL MANAGEMENT

WITH

COGNIZANT

Submitted in partial fulfilment of the award of the

degree of MASTER OF BUSINESS

ADMINSTRATION

By

BIRADAR ASHA

H.T.NO: 2152-21-672-101

Under the guidance of

Mrs. P. SABITHA

(Assistant Professor)

SRI INDU INSTITUTE OF MANAGEMENT

(Affiliated to Osmania University)

sheriguda (v), ibrahimpatnam (m), rangareddy (dist), telangana

2021-2023
 A
PROJECT
REPORT

ON

PAYROLL MANAGEMENT

WITH

COGNIZANT

Project submitted in partial fulfillment of the

requirement for the award of the degree of

MASTERS OF BUSINESS ADMINISTRATION

Submitted

By

BIRADAR ASHA

H.NO: 2152-21-672-101

Under the Esteemed Guidance of

Mrs. P. SABITHA

(Assistant Professor)

SRI INDU INSTITUTE OF MANAGEMENT

(Approved by AICTE, Affiliated to Osmania University)

Sheriguda(V), Ibrahimpatnam(M), R.R.Dist. Hyderabad.

2021 – 2023
 SRI INDU INSTITUTE OFMANAGEMENT
(CO-EDUCATION APPROVED BY AICTE NEW DELHI. AFFILIATED TO
OSMANIA UNIVERSITY),
SHERIGUDA (V), IBRAHIMPATNAM(M), R.R. DIST-501510
P.NO: 958414-202083, H.O: 2402 0175

CERTIFICATE

This is to certify that the project report title “A STUDY ON PAYROLL

MANAGEMENTWITH REFERENCE TO COGZINANT” Submitted in
the partial fulfillment of Master of Business Administration Osmania University
(Hyderabad) was carried out by BIRADAR ASHA bearing Roll.No. 2152-21-
672-101under my guidance. This has not been submitted to any other University
or Institution for the award of any degree/diploma/certificate.

PROJECT GUIDE PRINCIPAL

EXTERNAL EXAMINER
DECLARATION

I BIRADAR ASHA hereby declare that the project report entitled “A

STUDY ON PAYROLL MANAGEMENT WITHREFERENCE TO
COGZINANT is carried out by me towards the partial fulfillment of the
curriculum required for the award of degree of Master in Business
Administration at SRI INDU INSTITUTE OF MANAGEMENT from
Osmania University. The project is an original work done by me and not been
submitted by any other university or institution for the award of any degree or
diploma.

DATE :
PLACE : ROLL NO:2152-21-672-101
ACKNOWLEDGEMENT

This project has been a collaborative effect. I take this opportunity to thank all
those who have helped me in the preparation and successful completion of this
project work. I am thankful to the management of standard polymers for their
able advice and supervision in the preparation of this project report.

My sincere thanks to Dr. N. BHASKARA RAO Sir, Principal of Sri Indu

Institute of management and my project guide Mrs. P. SABITHA Asst.
professor. for the kind encouragement and constant support extended in
completion of this project work from bottom of my heart.

I am also thankful to all those who have incidentally helped me, through their
valued guidance, co-operation and unstinted support during the course of my
project.

BIRADAR ASHA
 ABSTRACT
The ‘talent’ in an organization refers to the current employees and their valuable Knowledge, skills and
competencies. Talent management (or succession management) is the ongoing process of analyzing, developing
and effectively utilizing talent to meet Business needs. It involves a specific process that compares current talent
in a department to the strategic business needs of that department. Results lead to the development and
implementation of corresponding strategies to address any talent gaps or surpluses.
Talent management for the HR Community is a priority of the HR Strategy for the HR Community. Not
only does the HR Strategy support the HR Community as its own professional group, but it also recognizes and
will support the role human resource professionals have to help their clients become skilled, committed and
accountable public servants. The implementation of a talent management process that is transparent and equitable
is expected to create an environment for people to develop their skills in preparation for a range of future
possibilities thereby preparing the workplace for changing roles. The goal of this process is to map the business
needs of the HR Community with the potential and career development needs of our people in order to develop a
comprehensive Talent Management Plan.
 INDE

S.No CHAPTER Page No

LIST OF TABLES i

LIST OF GRAPHS i
i
1 CHAPTER - I 01 - 11

STATEMENT OF THE PROBLEM

INTRODUCTION

OBJECTIVES OF THE STUDY

RESEARCH METHODOLOGY
NATURE OF THE STUDY
SCOPE OF THE STUDY
METHODOLOGY OF THE STUDY
STATEMENT OF THE PROBLEM

LIMITATIONS OF THE STUDY

2 CHAPTER - II 12 - 30

REVIEW OF LITERATURE

3 CHAPTER - III 31-49

INDUSTRY PROFILE

COMPANY PROFILE

4 CHAPTER - IV 50-69

DATA ANALYSIS &INTERPRETATION

5 CHAPTER - V 70-72

FINDINGS

SUGGESTIONS

CONCLUSION

BIBLIOGRAPHY 73-75

QUESTIONNAIRE 76-78
 LIST OF TABLE

SNO LIST OF TABLE NAME page no

4.1 does your organization offer training 50
4.2 in which areas training is provided to you 51
4.3 do you think increase your performance, commitment & motivation 52
do you think that, you are acquired some new skills & knowledge from
4.4 53
training programmes
do you think that training programmes create some competitive
4.5 54
environment at work place
4.6 if yes…! how it is effecting 55
4.7 training programmes are beneficial to the organization 56
what are your organization’s objectives in conducting training
4.8 57
programmes
4.9 if you are not provided with a trainer, then on whom do you depend 58
4.10 do you think, in your organization training programmes are effective 59
4.11 does your trainer show partiality 60
do you think that training programmes efforts help management
4.12 61
in reaching objectives
along with training programmes, do you need any other motivational
4.13 62
programmes to get success at work place
do you think that training programmes should be provided on the basis
4.14 63
of performance of employees
4.15 what are the suggestions you give regarding training programmes 64
65
4.16 showing whether the training programmes with the time of the job
66
4.17 showing whether the training programmes with the time of the job
67
4.18 showing whether the training programmes with the time of the job

4.19 showing whether the training programmes with the time of the job 68

4.20 showing whether the training programmes with the time of the job 69
 LIST OF GRAPHS
SNO LIST OF TABLE NAME page no
4.1 does your organization offer training 50
4.2 in which areas training is provided to you 51
4.3 do you think increase your performance, commitment & motivation 52
do you think that, you are acquired some new skills & knowledge from
4.4 53
training programmes
do you think that training programmes create some competitive
4.5 54
environment at work place
4.6 if yes…! how it is effecting 55
4.7 training programmes are beneficial to the organization 56
what are your organization’s objectives in conducting training
4.8 57
programmes
4.9 if you are not provided with a trainer, then on whom do you depend 58
4.10 do you think, in your organization training programmes are effective 59
4.11 does your trainer show partiality 60
do you think that training programmes efforts help management
4.12 61
in reaching objectives
along with training programmes, do you need any other motivational
4.13 62
programmes to get success at work place
do you think that training programmes should be provided on the basis
4.14 63
of performance of employees
4.15 what are the suggestions you give regarding training programmes 64
65
4.16 showing whether the training programmes with the time of the job
66
4.17 showing whether the training programmes with the time of the job
67
4.18 showing whether the training programmes with the time of the job

4.19 showing whether the training programmes with the time of the job 68

4.20 showing whether the training programmes with the time of the job 69
 CHAPTER – I
INTRODUCTION
INTRODUCTION

Effective software systems contain two basic systems operating in conjunction: an evaluation
system and a feedback system. The main aim of the evaluation system is to (if any). This gap is
the shortfall that occurs when performance does not meet the standard set by the organization as
acceptable. The main aim of the feedback system is to inform the employee about the quality of
the software provided by the organisation. (However, the information flow is not exclusively one
way. The Technology team also receives feedback from the employee about software problems,
etc.)One of the best ways to appreciate the purposes of performance appraisal is to look at it from
the different viewpoints of the main stakeholders: the employee and the organization.
Employee Viewpoint
From the employee viewpoint, the purpose of software used to calculate payroll process in four-
fold:
(1) Tell me what you want me to do
(2) Tell me how well I have done it with software used in the organisation
(3) Help me improve my software skills
(4) Reward me for doing well.
Organizational Viewpoint
From the organization's viewpoint, one of the most important reasons for having a software is to
establish and uphold the principle of accountability.
For decades it has been known to researchers that one of the chief causes of organizational
failure is "non-alignment of responsibility and accountability." Non-alignment occurs where
employees are given responsibilities and duties, but are not held accountable for the way in
which those responsibilities and duties are performed. What typically happens is that several
individuals or work units appear to have overlapping roles.

The overlap allows - indeed actively encourages - each individual or business unit to "pass the
buck" to the others. Ultimately, in the severely non-aligned system, no one is accountable for
anything. In this event, the principle of accountability breaks down completely. Organizational
failure is the only possible outcome
In cases where the non-alignment is not so severe, the organization may continue to function,
albeit inefficiently. Like a poorly made or badly tuned engine, the non-aligned organization may
run, but it will be sluggish, costly and unreliable. One of the principal aims of performance
appraisal is to make people accountable. The objective is to align responsibility and
accountability at every organizational level.
SCOPE OF THE STUDY

 The scope of this project includes solutions for managing the employee personal data, leave
management, personnel actions, calculating payroll, effectively register employee attendance
with the help of Biometric Fingerprint Attendance Device and system authentication along
with authorization for the software users.
 In addition to this, the software will prepare different kinds of reports for upper management
of the bureau in order to assist them in their decision-making process.
 The system will control and manage the employee personal database such that specific users
with different role types as manager, administrator, human resource personnel and finance
will be able to manipulate the systems database based on their given access privileges.
 This software will provide authentication and authorization mechanism.

 Every user with specific role type can be able to login to the system with his/her username
and password and have access to the system of which the access is granted.
 NEED FOR THE STUDY:

The following are the needs to do the research at COGZINANT technologies pvt ltd.
1. There is no such research work was carried before.
2. The management was in the position to know whether the existing software system used is
effective or not.
3. To measure the satisfaction level of the employees using the software.
4. To get suggestions from the employees for further improvement in existing software system.
5. To contribute to the growth of the organization.
 OBJECTIVES OF THE STUDY
PRIMARY
 To know the roll of HR in payroll and the payroll software’s used in the organization.

SECONDARY
 To understand the HR roll in Payroll.
 To Review the Effectiveness of the Payroll Process of COGZINANT technologies pvt ltd.
 To find about the software’s used in Payroll process and satisfactory level of employees using
this software’s.
 To analysis whether these software’s are user friendly.
 To suggest the Latest Software’s in achieving organizational objective.
 RESEARCH METHODOLOGY
RESEARCH DESIGN:
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.

EXPLORATORY RESEARCH:
Exploratory research focuses on collecting data using an unstructured format or informal
procedures to capture data and to interpret them. It is often used to classify the problems or
opportunities and it is not intended to provide conclusive information from which a particular
course of action can be determined.

SAMPLING DESIGN:
A sample design is a definite plan for obtaining a sample from a given population

POPULATION:
The employees of COGZINANT technologies pvt ltd will constitute the entire population. Here
the entire population is considered for my study because the population is limited.

3.3 DATA COLLECTION:

Data is recorded measure of phenomena. While deciding about the method of data collection, the
researcher should keep in the mind about two types of data. They are, Primary Data and
Secondary Data
Primary data
Primary data represent the first hand raw data that have been specifically collected for the
current research problem. Primary data are raw, unprocessed and yet to receive any type of
meaningful interpretation. Sources of primary data tend to be the output of conducting some type
of exploratory, descriptive or casual research.
DATA COLLECTION:
OBSERVATION, INTERVIEW

Directness of the observation

Based on the directness of observation, it can be grouped as direct or indirect. Direct observation
happens when the observer is physically present and monitors while the event is taking place.
This is highly flexible as the observer can decide what to observe, how much time to spent on
observation of an aspect, when to shift focus etc. The observer may feel bored or frustrated by
constantly being on the watch and may tend to loose focus. This might reduce the accuracy and
completeness of the observation. Another weakness is that the observer may be overloaded when
the events takes place quickly which cannot be kept track of or recorded.

Secondary data
The secondary data is the historical data previously collected and assembled for some other
research problem. Secondary data can be usually gathered at faster and economical manner than
the primary data. However the data may not fit in the researchers information need. The
secondary data can be obtained from the libraries, website, published as well as unpublished
documents etc.,

Sampling methodology and procedure

 Non-probability sampling the research finding cannot be generalized and the sampling error
cannot be assessed. The findings are limited to the sample, which provided the original raw data.
However non-probability sampling may be the only choice in case where the population cannot
be ascertained.

SAMPLING TECHNIQUE:
PURPOSIVE SAMPLING
A purposive sample is a non-representative subset of some larger population, and is constructed
to serve a very specific need or purpose. A researcher may have a specific group in mind, such as
high level business executives. It may not be possible to specify the population -- they would not
all be known, and access will be difficult. The researcher will attempt to zero in on the target
group, interviewing whomever is available

Sample size
The sample size for the given project is 100.
Period of study
The study period taken for this project is 4 month.
Tools Used
 Simple average
 Chi square test

 One sample run test

 LIMITATIONS OF THIS STUDY

1. The respondent attitude did not allow me to get their true feelings.
2. Most of the respondent feared to give their name.
3. Most of the employees were busy with their tight work and they don’t want to be disturbed.
4. Employees are very limited and duration is limited.
 CHAPTER – II
REVIEW OF LITERATURE
 REVIEW OF LITERATURE

SQ Batool, DMA Sajid, DSH Raza - International Journal of Humanities …, 2012 - Citeseer
The main purpose of the study are to explore the extent to which Accounts office and
AJKCDP have adopted human resource information system and to examine the current
HRIS uses, benefits and barriers in theses organizations. A questionnaire was constructed
based on previous studies. The result showed that benefits of HRIS are quick response and
easy access to information and reducing manpower while the lack of funds and trained staff
are the greatest barriers. This is a first research in the area of AJ&K

In the past, several authors have noted fundamental problems in the research relating to how the
“system” element of HR systems has been conceptualized. For example, over a decade
ago, Lepak and colleagues (2006), in a review of HR systems research, highlighted that a wide
variety of HR systems exist with labels such as high performance, commitment, and involvement
HR systems but that how these systems are distinct in terms of the practices they include or
exclude, how the selected practices help achieve the system’s goal, and why these systems would
have distinct effects on outcomes was not sufficiently clear. Our first aim is to review the
available empirical studies on HR systems and compare studies over time to assess the extent to
which the field has progressed in dealing with these issues. In addition, despite the agreement on
the interactive nature of HR practices, no consensus has developed on how to combine HR
practices into (synergistic) systems (e.g., Chadwick, 2010), and it remains unclear whether or
how the field has progressed in terms of understanding how interactions within HR systems that
are supposed to be complementary or synergistic work. Thus, going beyond previous reviews,
our second aim is to assess the different ways to combine practices in HR systems studies to date
to address whether and if so, how the field has progressed in assessing the synergistic effects of
HR systems.

Construct development concerns the simultaneous process of validation of measures and theory,
and because theory and measurement are inherently linked, both need to be considered in order
to advance theory (Smith, Fischer, & Fister, 2003; Strauss & Smith, 2009). The HR field has
paid relatively little attention to measurement of HR systems, and previous reviews have not yet
focused in detail on these measures. While of course using different measures of the same
underlying construct is of value to advance theory, if the same HR system is measured in vastly
different ways without clarity as to why this is the case, the question does become whether
measures indeed still capture the same underlying construct and, thus, whether results of such
studies are sufficiently comparable. Without good measurement and sound study design,
empirical findings may reveal more about the measure than the construct, leading to inaccurate
or misleading results (McGrath, 2005; Rossiter, 2008). Thus, our third aim is to review the
development of study design and measurement of HR systems over the past three decades.

Construct development concerns the simultaneous process of validation of measures and theory,
and because theory and measurement are inherently linked, both need to be considered in order
to advance theory (Smith, Fischer, & Fister, 2003; Strauss & Smith, 2009). The HR field has
paid relatively little attention to measurement of HR systems, and previous reviews have not yet
focused in detail on these measures. While of course using different measures of the same
underlying construct is of value to advance theory, if the same HR system is measured in vastly
different ways without clarity as to why this is the case, the question does become whether
measures indeed still capture the same underlying construct and, thus, whether results of such
studies are sufficiently comparable. Without good measurement and sound study design,
empirical findings may reveal more about the measure than the construct, leading to inaccurate
or misleading results (McGrath, 2005; Rossiter, 2008). Thus, our third aim is to review the
development of study design and measurement of HR systems over the past three decades.

Construct development concerns the simultaneous process of validation of measures and theory,
and because theory and measurement are inherently linked, both need to be considered in order
to advance theory (Smith, Fischer, & Fister, 2003; Strauss & Smith, 2009). The HR field has
paid relatively little attention to measurement of HR systems, and previous reviews have not yet
focused in detail on these measures. While of course using different measures of the same
underlying construct is of value to advance theory, if the same HR system is measured in vastly
different ways without clarity as to why this is the case, the question does become whether
measures indeed still capture the same underlying construct and, thus, whether results of such
studies are sufficiently comparable. Without good measurement and sound study design,
empirical findings may reveal more about the measure than the construct, leading to inaccurate
or misleading results (McGrath, 2005; Rossiter, 2008). Thus, our third aim is to review the
development of study design and measurement of HR systems over the past three decades.

Construct development concerns the simultaneous process of validation of measures and theory,
and because theory and measurement are inherently linked, both need to be considered in order
to advance theory (Smith, Fischer, & Fister, 2003; Strauss & Smith, 2009). The HR field has
paid relatively little attention to measurement of HR systems, and previous reviews have not yet
focused in detail on these measures. While of course using different measures of the same
underlying construct is of value to advance theory, if the same HR system is measured in vastly
different ways without clarity as to why this is the case, the question does become whether
measures indeed still capture the same underlying construct and, thus, whether results of such
studies are sufficiently comparable. Without good measurement and sound study design,
empirical findings may reveal more about the measure than the construct, leading to inaccurate
or misleading results (McGrath, 2005; Rossiter, 2008). Thus, our third aim is to review the
development of study design and measurement of HR systems over the past three decades.

According to the researchers Alvarez, Aldrine, Gecolea (2014) uses a biometrics with online data
analytics dashboard to give krizalen enterprises an efficient payroll system that can automatically
monitor the attendance and trip tickets of the employees, drivers and helpers with the biometrics
technology and data analytics that would help them in the security and accuracy of the company
payroll and information. Summing up the past situation of payroll inside krizalen enterprises,
there was need for a system that could help them with employee information management
attendance, monitoring, payroll processes, and assistance for the manager decision making. With
this idea, the proponents conducted a study for the development of software that can minimize
data redundancy, inconsistency, and manipulation. Employees can view their current pay and
review their information from the database. And with updating of the reports that can be viewed
through the internet, the manager can view the recent activities within the proposed system

According to the University of California (May 15, 2016) in modern world there are many
systems that are implemented to some industries in order to improve the manual transaction of
the university. As new generation comes, a new technology has developed to provide the users
fast and reliable transactions. This study tells the use of computer that will lessen the time and
effort for updating and other ways of processing in accurate ways. Our propose system is for the
Faculty Members of Cavite State University Silang Campus which we got curiosity on how the
Faculty Members make a process that is why we make a system that we hope it might help a lot
for the Faculty members. We are going to develop this system to improve our skills and make it
useful for others especially with our target client. Biometrics has long being touted as a powerful
tool for solving identification and authentication issues for immigration and customs, physical
security and computer security

According to the researcher of Nyanmaru Computerized Payroll System (2013), nowadays all
establishment are becoming modernized, they use modern technologies to make their transaction
fast, easy and accurate in order to avoid waste of time and for the sake of safety and security. It
also helps human to solve and understand complex problem and analysis such us the
computational need of humans. Especially to business establishment or corporation processing
enormous data complex transaction.

According to Aishwarya Gupta (2013), AMITY University UTTAR Pradesh that develop a
system entitled with employee Payroll System is an application that enables users to create
Republic of the Philippines and store employee’s records. This application is helpful to the
organization as it maintain data of employee’s related to that organization. Java is used to create
this application as it is a platform independent language and can be used on a standalone
machine as well as on a distributed network. Furthermore applications developed in java can be
extended to the Internet based application. Thus java was chosen to do the front end task to
design this application. That insisted the benefits of the application easy calculations.

According to Glenda Manahan (December 13, 2013), to develop an Attendance Monitoring and
Payroll System With Biometric and SMS for easy and secured way of monitoring staff
attendance, plotting schedules, fast computation of the hours of employees’ work, and
computerized payroll system that can help the staff to lessen their work. To computerize the
traditional way of monitoring employees’ attendance with time cards. Another purpose for
developing this software is to generate the desired reports automatically at the end of every
session or in between of the session as they require .
 CHAPTER – III

INDUSTRY PROFILE
COMPANY PROFILE
 INDUSTRY PROFILE

India is the world's largest sourcing destination for the information technology (IT) industry,
accounting for approximately 67 per cent of the US$ 124-130 billion market. The industry
employs about 10 million workforces. More importantly, the industry has led the economic
transformation of the country and altered the perception of India in the global economy. India's
cost competitiveness in providing IT services, which is approximately 3-4 times cheaper than the
US, continues to be the mainstay of its Unique Selling Proposition (USP) in the global sourcing
market. However, India is also gaining prominence in terms of intellectual capital with several
global IT firms setting up their innovation centres in India.

The IT industry has also created significant demand in the Indian education sector, especially for
engineering and computer science. The Indian IT and ITeS industry is divided into four major
segments – IT services, Business Process Management (BPM), software products and
engineering services, and hardware.
The IT-BPM sector which is currently valued at US$ 143 billion is expected to grow at a
Compound Annual Growth Rate (CAGR) of 8.3 per cent year-on-year to US$ 143 billion for
2015-16. The sector is expected to contribute 9.5 per cent of India’s Gross Domestic Product
(GDP) and more than 45 per cent in total services export in 2015-16.

Market Size
The Indian IT sector is expected to grow at a rate of 12-14 per cent for FY2016-17 in constant
currency terms. The sector is also expected triple its current annual revenue to reach US$ 350
billion by FY 2025#.

India ranks third among global start-up ecosystems with more than 4,200 start-ups##.
India’s internet economy is expected to touch Rs 10 trillion (US$ 146.72 billion) by 2018,
accounting for 5 per cent of the country’s GDP###. India’s internet user base reached over 400
million by May 2016, the third largest in the world, while the number of social media users grew
to 143 million by April 2015 and smartphones grew to 160 million.
 Public cloud services revenue in India is expected to reach US$ 1.26 billion in 2016, growing by
30.4 per cent year-on-year (y-o-y)^. The public cloud market alone in the country was estimated
to treble to US$ 1.9 billion by 2018 from US$ 638 million in 2014^. Increased penetration of
internet (including in rural areas) and rapid emergence of e-commerce are the main drivers for
continued growth of data centre co-location and hosting market in India. The Indian Healthcare
Information Technology (IT) market is valued at US$ 1 billion currently and is expected to grow
1.5 times by 2020^^. India's business to business (B2B) e-commerce market is expected to reach
US$ 700 billion by 2020 whereas the business to consumer (B2C) e-commerce market is
expected to reach US$ 102 billion by 2020.

Investments
Indian IT's core competencies and strengths have attracted significant investments from major
countries. The computer software and hardware sector in India attracted cumulative Foreign
Direct Investment (FDI) inflows worth US$ 21.02 billion between April 2000 and March 2016,
according to data released by the Department of Industrial Policy and Promotion (DIPP).

Indian start-ups are estimated to have raised US$ 1.4 billion across 307 deals in quarter ending
March 2016.

Most large technology companies looking to expand have so far focused primarily on bigger
enterprises, but a report from market research firm Zinnov highlighted that the small and
medium businesses will present a lucrative opportunity worth US$ 11.6 billion in 2015, which is
expected to grow to US$ 25.8 billion in 2020. Moreover, India has nearly 51 million such
businesses of which 12 million have a high degree of technology influence and are looking to
adopt newer IT products, as per the report.
Some of the major developments in the Indian IT and ITeS sector are as follows:

 Druva Incorporation, a data protection firm, has received US$ 51 million in a funding round led
by its existing investor Sequoia Capital India along with new investor EDBI which is the
investment arm of the Singapore Economic Development Board (EDB).
 Google, the American technology giant, has launched a new Wi-Fi platform called Google
station, under which the company will install Wi-Fi hot spots in places frequented by a large
number of people like malls, cafes, universities.
 Reliance Industries Ltd (RIL) plans to set up entrepreneurship hubs in key cities and towns, and
a Rs 5,000 crore (US$ 748 million) fund, under the name of Jio Digital India Startup Fund, to
invest in technology based startups.
 Gurgaon-based digital wallet start-up MobiKwik, which is owned and operated by One
MobiKwik Systems Private Limited, has raised US$ 40 million from Nasdaq-listed firm Net1, a
South African payments technology company.
 Orange Business Services, the business services arm of Orange Group, has launched a state data
centre for Himachal Pradesh government, which will be the first data centre in India to be
designed using 'green' data centre concepts that minimise power requirements and increase
power utilisation efficiency. 
 PurpleTalk Inc, a US based mobile solutions company, has invested US$ 1 million in Nukkad
Shops, a Hyderabad based uber-local commerce platform that helps neighbourhood retail stores
take their businesses online through a mobile app.
 KartRocket, a Delhi based e-commerce enabler has completed its US$ 8 million funding round
by raising US$ 2 million from a Japanese investor, which will be used to enhance Kraftly, a
mobile-first online-to-offline marketplace targeting small sellers, individuals and home-based
entrepreneurs in India in product categories such as apparel and accessories.
 Mumbai-based baby care and kids products e-tailer, Hopscotch.in, has raised US$ 13 million in a
Series C round of funding from Facebook co-founder Mr Eduardo Saverin, which will help the
firm in growth and expansion of its technology platform.
 MoMark Services, a mobile based customer engagement platform for small and medium
businesses, has raised US$ 600,000 from YourNest Angel Fund and LNB Group, to scale up its
product offerings and talent acquisition.
 Shouut, a social discovery app by Giant Tech Labs Pvt Ltd, which helps consumers discover
deals, buy event tickets or redeem coupons, has raised US$ 500,000 in angel funding from a high
net-worth individual angel investor based in India.
 Apple Inc. plans to set up its first technology development centre outside the US in Hyderabad
with an investment of US$ 25 million, which is expected to create 4,500 jobs, as per Mr Jayesh
Ranjan, Secretary, IT for the state of Telangana.
 Xpressbees, an e-commerce logistics firm operated by Busybees Logistics Solutions Private
Limited, has raised US$ 12.5 million in a Series A funding, led by its existing investors SAIF
Partners, IDG Ventures, Vertex Ventures and Valiant Capital, which will be used to strengthen
technology initiatives and processes of the firm.
 Housejoy, an online home services provider, has raised Rs 150 crore (US$ 22 million) in a Series
B round of funding led by Amazon, and which also includes new investors such as Vertex
Ventures, Qualcomm and Ru-Net Technology Partners.
 Global PE firm Blackstone Group has acquired a minority stake in an Indian travel,
transportation and logistics software firm, IBS Software, for US$ 170 million, by buying the
stake from General Atlantic and few other shareholders.
 India’s top-tier IT company, Infosys Ltd, has bought a minority stake worth US$ 3 million in
Whoop, which is a US-based start-up that makes activity trackers worn by athletes.
 Microsoft Ventures is planning to incubate 500 start-ups in India in the next five years with a
vision to create a viable and profitable business out of the booming start-up sector in India.
 National Association of Software and Services Companies (NASSCOM) plans to open four more
tech start-up incubation centres in different parts of India, in addition to existing three, in support
of Government of India’s ‘Start-up India’ initiative.
 Nasscom Foundation, a non-profit organisation which is a part of Nasscom, has partnered with
SAP India to establish 25 National Digital Literacy Mission (NDLM) centres in 12 cities across
India, as a part of Government of India's Digital India initiative.
 Infosys, India’s second largest Information Technology services company has acquired US-
based Noah Consulting, a provider of advanced information management consulting services for
the oil and gas industry.
 US-based Callidus Software Inc, cloud-based sales, marketing, learning and customer experience
solutions provider, has opened its centre in Hyderabad and also launched its ‘The Lead to
Money’ suite in Indian markets.
 Wipro Ventures, Wipro’s US$ 100 million corporate venture arm, plans to invest in early-stage
Venture Capital (VC) funds based in the US to pursue a strategy of investing/partnering country-
focussed VCs.
 A recent study by research firm International Data Corporation (IDC) suggests that India may
soon be able to catch up with the global technology trends that have disrupted enterprises,
industry and the way consumers behave and transact.
 Reliance is building a 650,000 square feet (sq ft) data centre in India—its 10th data centre in the
country—with a combined capacity of about 1 million sq ft and an overall investment of US$
200 million.
 Intel Corp plans to invest about US$ 62 million in 16 technology companies, working on
wearable, data analytics and the Internet of Things (IoT), in 2015 through its investment arm
Intel Capital. The Indian IoT industry is expected be worth US$ 15 billion and to connect 28
billion devices to the internet by 2020.

Government Initiatives
Some of the major initiatives taken by the government to promote IT and ITeS sector in India are
as follows:

 Mr Ravi Shakar Prasad, Minister of Communication and Information Technology, announced

plan to increase the number of common service centres or e-Seva centres to 250,000 from
150,000 currently to enable village level entrepreneurs to interact with national experts for
guidance, besides serving as a e-services distribution point.
 The Government of Telangana has signed an agreement with network solutions giant Cisco
Systems Incorporation, to cooperate on a host of technology initiatives, including Smart Cities,
Internet of Things, cybersecurity, education digitisation of monuments.
 The Railway Ministry plans to give a digital push to the India Railways by introducing bar-coded
tickets, Global Positioning System (GPS) based information systems inside coaches, integration
of all facilities dealing with ticketing issues, Wi-Fi facilities at the stations, super-fast long-route
train service for unreserved passengers among other developments, which will help to increase
the passenger traffic.
 The Pune Smart City Development Corporation (PSCDCL) has signed a memorandum of
understanding (MOU) with the European Business and Technology Centre (EBTC), which will
 allow it to gain access to real-time knowledge of technologies, solutions and best practices from
Europe.
 The e-Tourist Visa (e-TV) scheme has been extended to 37 more countries thereby taking the
total count of countries under the scheme to 150 countries.
 Department of Electronics & Information Technology and M/s Canbank Venture Capital Fund
Ltd plan to launch an Electronics Development Fund (EDF), which will be a 'Fund of Funds' to
invest in 'Daughter Funds' which would provide risk capital to companies developing new
technologies in the area of electronics, nano-electronics and Information Technology (IT).
 The Human Resource Development (HRD) Ministry has entered into a partnership with private
companies, including Tata Motors Ltd, Tata Consultancy Services Ltd and real-estate firm
Hubtown Ltd, to open three Indian Institutes of Information Technology (IIITs), through public-
private partnership (PPP), at Nagpur, Ranchi and Pune.
 Government of India is planning to develop five incubation centres for 'Internet of Things' (IoT)
start-ups, as a part of Prime Minister Mr Narendra Modi's Digital India and Startup India
campaign, with at least two centres to be set up in rural areas to develop solutions for smart
agriculture.
 The Government of India has launched the Digital India program to provide several government
services to the people using IT and to integrate the government departments and the people of
India. The adoption of key technologies across sectors spurred by the 'Digital India Initiative'
could help boost India's Gross Domestic Product (GDP) by US$ 550 billion to US$ 1 trillion by
2025@@.
 India and the US have agreed to jointly explore opportunities for collaboration on implementing
India's ambitious Rs 1.13 trillion (US$ 16.58 billion) ‘Digital India Initiative’. The two sides also
agreed to hold the US-India Information and Communication Technology (ICT) Working Group
in India later this year.
 The Government of Telangana has begun construction of a technology incubator in Hyderabad—
dubbed T-Hub—to reposition the city as a technology destination. The state government is
initially investing Rs 35 crore (US$ 5.14 million) to set up a 60,000 sq ft space, labelled the
largest start-up incubator in the county, at the campus of International Institute of Information
Technology-Hyderabad (IIIT-H). Once completed, the project is proposed to be the world’s
biggest start-up incubator housing 1,000 start-ups.
 The Department of Electronics and Information Technology (DeitY) plans to start a digital
literacy programme, aimed at training over six crore Indians in the next three years to empower
them for digital inclusion.

Road Ahead
India is the topmost offshoring destination for IT companies across the world. Having proven its
capabilities in delivering both on-shore and off-shore services to global clients, emerging
technologies now offer an entire new gamut of opportunities for top IT firms in India. Social,
Mobility, Analytics and Cloud (SMAC) are collectively expected to offer a US$ 1 trillion
opportunity. Cloud represents the largest opportunity under SMAC, increasing at a CAGR of
approximately 30 per cent to around US$ 650-700 billion by 2020. The social media is the
second most lucrative segment for IT firms, offering a US$ 250 billion market opportunity by
2020. The Indian e-commerce segment is US$ 12 billion in size and is witnessing strong growth
and thereby offers another attractive avenue for IT companies to develop products and services
to cater to the high growth consumer segment.

Exchange Rate Used: INR 1 = US$ 0.0149 as on September 29, 2016

References: Media Reports, Press Information Bureau (PIB), Department of Industrial Policy
and Promotion (DIPP) statistics, Department of Information and Technology
Notes: # - As per National Association of Software and Services Companies (NASSCOM), ## -
as per a report by NASSCOM and Zinnov Management Consulting Pvt Ltd titled "Start-up India
- Momentous Rise of the Indian Start-up Ecosystem", ### - According to a report by the Boston
Consulting Group (BCG) and Internet and Mobile Association of India (IAMAI), ^ - as per a
report by Gartner Inc, ^^ - As per IT industry body National Association of Software and
Services Companies (NASSCOM), ^^^ - as per a report by the Confederation of Indian Industry
and Deloitte Touche Tohmatsu India LLP, @ - as per a study by Assocham-
PricewaterhouseCoopers, @@ - as per research firm McKinsey

Article I. IT Companies in India

Latest update: December, 2016
 (a) India's IT market size growing
 India’s technology and BPM sector (including hardware) is likely to generate revenues of US$
160 billion during FY16 compared to US$ 146.5 billion in FY15, implying a growth rate of 9.2
per cent
 The contribution of the IT sector to India’s GDP rose to approximately 9.5 per cent in FY15
from 1.2 per cent in FY98
 TCS is the market leader, accounting for about 10.4 per cent of India’s total IT & ITeS sector
revenue in FY16
 The top five IT firms contribute over 25 per cent to the total industry revenue, indicating the
market is fairly competitive
COMPANY PROFILE

COGNIZANT
Cognizant (NASDAQ: CTSH) is a top-tier supplier of development, consulting, and company-
tech outsourcing services with a focus on assisting the biggest companies in the world create the
healthiest businesses. Based in Teaneck, New Jersey (U.S.), Cognizant combines a commitment
to customer satisfaction with technological innovation, strong business and operational acumen,
and a worldwide workforce that personifies the workplace of the future. With more than 100
development and delivery centres worldwide and approximately 255,800 employees as of
September 30, 2016, Cognizant was listed in the S&P 500, the Forbes Global 2000, the Fortune
500, and is ranked on the list of performing that is top fastest growing companies on earth.
Cognizant is also a member of the NASDAQ-100. By using very flexible business processes,
Cognizant provides a greater "return on outsourcing" with worldwide seamless delivery and deep
subject understanding. One of the first IT companies to organise its business and products around
crucial industry verticals and horizontals was Cognizant. This enables Cognizant to determine if
relationships are very close to generate ongoing functional improvements and unquestionably
greater bottom lines for customers. Cognizant was developed with a global perspective from its
very beginning. Cognizant offers the geographic presence and combination of on-site, near-, and
off-shore information making it the most popular global solutions partner across sectors.
Cognizant has its headquarters in the United States as well as a fast growing circulation that runs
from India and China to European countries, North and South America, as well as Middle
Eastern Countries. Customers see each of our "born global" traditions as a substantial
competitive advantage because they see globalisation as an essential component of their success.

THE DESIRES OF A PASSIONATE CONSIDER CUSTOMER

At Cognizant, we are proud to have established a community that is sensitive to and foresees our
personnel objectives. By improving their own productivity, as well as her ability to record
business initiatives, we've formed close connections with our customers to assist in making their
unique individuals more valuable and effective. Greater visitor proximity, shipping speed, local
decision-making, and response are all features of our Two-in-a-Box that is unique customer-
relationship that have assisted Cognizant in building solid, quickly expanding relationships with
clients.

COMPANY HIGHLIGHTS
2015 revenues: $12.42 billion (up 21.0% YoY)
• 255,800 employees as of September 30, 2016
• #230 on the Fortune 500 list (2016)
• 20,000+ outsourcing projects delivered in 40 countries
• Born global: US Headquartered, listed on NASDAQ
• Market capitalization approx. $35 Billion
• Named by Forbes among the world’s most innovative companies of 2015

VISION AND MISSION

Our purpose, vision and values guide us
LIFE AT COGNIZANT
At Cognizant, we are a high-performing team with heart.
Our diverse community of 300,000+ people are working together to help transform the
companies the world relies on. And when we’re not developing game-changing digital solutions
for clients, we’re improving lives elsewhere by volunteering in local communities, fostering
inclusion through our employee affinity groups and so much more.

Our team is as high-caliber as it is humble, caring and supportive of one another. We believe that
continuous improvement is the catalyst for growth and innovation, and we offer the flexibility,
support and opportunities all levels of associates need to take their lives and careers to new
places.

Every day, all around the world, our people engineer impact―with their clients, communities,
colleagues and their own lives. 

OUR PURPOSE
We engineer modern businesses to improve everyday life.

OUR VISION
Every choice we make aligns to our vision: to become the pre-eminent technology services
partner to the world’s top companies.

OUR VALUES
Our values form the bedrock of our culture and define how we work together to serve our
stakeholders.

 Start with a point of view

I apply my expertise to gain trust, and lead our clients forward.

 Seek data, build knowledge

I use facts to guide my actions and decisions.

 Always strive, never settle

I act with agility and creativity, determined to stay one step ahead.

 Work as one
I deliver ideas that draw upon the full power and scale of Cognizant.

 Create conditions for everyone to thrive

I include, enable and invest in everyone around me.

 Do the right thing, the right way

I always make the ethical choice.

ORGANIZATION STRUCTURE
 PRODUCTS AND SERVICES
Quality engineering at speed and scale is our mantra. We believe that the entire lifecycle of a
product—from idea inception through reliability and uptime—matters. Our developers and
architects employ agile practices to combine full-stack software development with user-driven
design. We focus on software development platform-as-a-service (PaaS) environments to ensure
quality, cloud portability and security for every product. Our goal is to build the right software
that meets your needs straightaway, with products that work smarter and faster.

RPA-as-a-Service
 Cognizant BigDecisions®
 Cognizant® Clinical Data Insights.
 Cognizant Insurance Intake Automation.
 Cognizant Open Claims Audit.
 Cognizant Workers Compensation Care Analysis.
 Cognizant Document Accelerator.
 Cognizant Risk Profile Gateway.
 Cognizant Shared Investigator Platform.

SERVICES

INDUSTRIES SERVICES

 Automotive
 Banking
 Capital Markets
 Communications, Media & Technology
 Consumer Goods
 Education
 Healthcare
 Information Services
 Insurance
 Life Sciences
 Manufacturing
 Oil & Gas
 Retail
 Transportation & Logistics
 Travel & Hospitality
 Utilities
 Application Services & Modernization
 Artificial Intelligence
 Business Process Services
 Cloud Enablement
 Core Modernization
 Digital Experience
 Digital Strategy
 Enterprise Application Services
 Enterprise Services
 Industry+
 Industry & Platform Solutions
 Infrastructure Services
 Intelligent Process Automation
 Quality Engineering & Assurance
 Security
 Software Product Engineering
COGNIZANT IN EUROPE AND OUR ITALIAN FOOTPRINT

With regional opportunities including Business and IT Consulting, Application

Development/Testing/Maintenance, Techniques Integration, Business Information
Control, They Infrastructure Company, and Service Process Outsourcing, Cognizant has
a larger appeal in Europe. We combine a worldwide delivery product that is vital and
adapt the therapies to certain industries. This global seamless sourcing combines on-site
customer care teams at client sites with delivery teams based in dedicated nearshore and
offshore global delivery hubs. We provide people with services in financial & monetary
treatments, insurance, consumer goods, shopping, strength & utilities, health, life
sciences, travel & hospitality, production & strategies, ideas, media & activities,
communications, and technology, with strong stores expanding in Rome and Milan.
Additionally, a more robust exercise that solicits community strategic alliances supports
Cognizant throughout Europe.

Businesses are working to increase their capacity and output in an effort to withstand the
challenges of an unpredictable global economic climate as well as novel types of
resistance and extra regulations. At the same time, they must adapt to and embrace
modern innovation, digital business systems, and shifting demography, which will offer
up new possibilities. The twin unique mission is to both advance capabilities for progress
and to introduce the subsequent issue of innovation-driven increases. Actually, customers
are helping to solve both issues for cognizant. By simply making her current procedures
as effective as possible, we enable them to reach higher production levels. We also enable
them to secure deeper levels of commitment, which will result in market authority,
profitable growth, client satisfaction, employee engagement, and increased company
value. Because our organisation is in a unique position to provide on both plans on a
single platform, businesses are increasingly looking at you. Due to our extensive
worldwide distribution network and deep topic experience, we successfully blend a
remarkable entrepreneurial character with a consulting client-first approach. Integrating
with Cognizant may help you make sure your customers are still relevant now while also
enabling incredible success in the future.
THE SIGNAL HALOS TECHNOLOGY

There is a valid explanation for this. In the modern world, halo phenomena are only
beginning to appear. It's only that they're based on digital systems, which have lately
become prevalent in our "personal consumer" market, including social, mobile, statistics,
and impact. Even for companies with technical knowledge at their core, these
technologies are advancing at a whiplash pace that is contributing to numerous market-
leading innovations. The unsettling power of some business models, such as those created
by Facebook, Fresh Fruit, Netflix, Amazon, Bing, etc., comes from their integrated use of
internet engineering to achieve their particular organisational aims. The rubbish of
legislation Halos, online technologies are advancing at an amazing rate. We are seeing a
surge in the amount of connected and IP-addressable objects on the internet. The overall
quantity of data being retained by enterprises will increase at least 44-fold between 2008
and 2020. Every day, the world generates 2.5 quintillion bytes of data, which means that
90% of the data now in use was created in the last two years. Today, a lot of this
information is produced and consumed on mobile devices. Approximately 8 billion
mobile phones are in use now, and according to several third-party estimates, this number
will rise to more than 50 billion by 2020. The majority of this is produced by someone,
businesses, affairs, and codes that share halos. As a result, signal halos were feeding the
massive amount of information, not the other way around. It's significant to note that
Code Halos often create whole new products rather than just getting "glued onto" the
competition in a number of industries. But this isn't truly a complete set of innovative
facts and data. Huge volumes of information were being produced by internet sites and
the frequent use of goods (whether by humans or placed into gadgets). But information
without meaning is just noise, and analytics without a commercial goal are just fixes. In
order for a Code Halo to have business effects, it must be included to their profile, acting
as a mosaic that turns individual information into an overall image. In practical terms, it
will imply some straightforward thing. The most important thing is to focus on business
significance when extracting the relevant information and adding it to processes that
could have an impact on business, such as purchasing a car, brushing your teeth,
maintaining an aeroplane engine, taking a bike ride, renting a movie, managing an
insurance state, or developing a new financial product or service.

For the sixth year in a row, Cognizant is named one of the World's Most Admired
Companies by lot of money magazine. Due to its third-place finish in the sector of
information technology providers, Cognizant received an overall grade.
 CHAPTER – IV
THEROTICAL FRAME WORK
The other objectives are:
• Support the delivery of organisation’s strategic objectives
• Increase efficiency by stream lining process and procedures across organisation’s pay &
pensions
• Provide closer integration of the payroll processes
• Provide efficiency gain in business processes delivered through electronic workflow
• Reduce payroll errors from the current 5% of payslips being incorrect each month
• Improve the overall scope and quality of management reporting
• Provide information for annual statistical returns
• Introduce manager self service
• Improve staff self service
• Support staff performance and development
• Enable non organizational and pay & pensions staff to input data directly into the system
• Capture and manage training and development information
• Support adherence to pay & pensions polices
• Reduce the risk of the loss of business critical information
• Improve overall services to customer.

INPUT
 User login details with login name and employee ID.
 Personal details like name ,ID and designation .
 Deduction of salary display or updating personal details operations .
OUTPUT
 The gross pay of the employee , calculated from the deduction and increment amounts .
MAJOR SOFTWARE FUNCTIONS :
Modularizing the software into different major functions to be performed plays a vital
role in the project development.
 Allows enquiry of gross pay for the employees
 Allows updating of personal details like name ,ID and designation
  Generation of the gross pay for the employee
PERFORMANCE / BEHAVIOUR ISSUE :
The company’s finance manager and the system administrator are given authority to
calculate the gross pay , update amount of deductions , increments and employee’s personal
details .

MANAGEMENT AND TECHNICAL CONSTRAINTS :

The software must be flexible enough to implement any changes in question or
choice area of specialization without much difficulty .since university exams are going to be in 3
months ,the system must be developed in two and a half months by minimum number of people
for successful completion of project in time
PROJECT RESOURCES
Project manager :
Plans, motivates ,organizes ,controls the members of the project and mainly the team
members .
Team leader :
Control and coordinate the work done by the members of their respective teams .
Testers :
Tests the software so that it performs its function correctly without errors .
HARDWARE REQUIREMENTS
1) Intel Motherboard with Pentium Processor
2) RAM 256MB(minimum)
3) Hard disk 40GB(minimum)
SOFTWARE REQUIREMENTS
1) Microsoft VisualBasic6.0
2) Microsoft Access
3) Rational Rose
COST AND BUDGET MANAGEMENT
Non Staff Resources
121 days @ 950 per day 114,950 +VAT=132,193
Connection of ports and software licence =1000
Hospitality for tea & coffee =1000
TOTAL= 134,193
Following more detailed examination it was agreed by the project convenor that a further
9 days would be require to cover the mapping of every key business function. This would be
likely to require additional funding of 8,075+VAT although it may be to reduce the number of
days provide assistance during the procurement which would help to reduce this funding
requirement.

Staff Resources
Staff resources will be require throughout the project. These resources will be provided
from existing HR, payroll and MIS staff, details of which can be seen below.
Role Involvement in project
Project manager 1.0FTE
Advisor on payroll Requirements 0.8FTE
Advisor on payroll Requirements 0.2FTE
Advisor on HR Requirements 0.5FTE
Advisor on HR Requirements 0.8FTE
Advisor on HR Requirements 0.8FTE
Project assistance 0.5FTE
Technical advisor 0.5FTE
Technical advisor 0.5FTE
It is anticipated that these costs will be:
1.0FTE at Grade 7 backfill for HR =c.45k
1.0FTE at Grade 3 backfill for HR =c.20k
1.0FTE at Grade 7 backfill for payroll =c.52k
TOTAL =117k
Schedule management approach
This section provides a general framework for the approach which will be taken to
create the project schedule. This includes the scheduling tool/format, schedule milestones, and
schedule development roles and responsibilities.
The following will be designates as milestone for the project schedule:
 complementation of scope statements and WBS/WBS dictionary.
 Baselined project schedule.
 Approval of final project budget.
 Project kick-off.
 Approval of roles and responsibilities.
 Requirements definition approval.
 Completion of data mapping/inventory.
 Project implementation.
 Acceptance of final deliverables.
HOW THE INPUT PROVIDED BY THE CLIENT

story provided by the client was as follows:

“You are to design and implement a payroll system that should accept employee hours worked,
compute net pay and record all the payroll data for subsequent processing. The system should
prepare pay cheques and a payroll ledger, and maintain data on a sequential payroll file. Non-
statutory deductions such as union dues and pension plans to be made. “The payroll data are
employee number, employee name, pay rate, and union member flag. The year-to-date total
should contain earnings, federal tax, pension plan, and union dues” To accomplish these tasks,
we had to meet with the client to find out exactly what the program is
meant to do. Here are the sub stories that we were able to get from the client:
 The program accepts employee hours worked
 The program computes net pay
 The program record all the payroll data for subsequent processing
 The program should prepare pay cheques
 The program should prepare a payroll ledger
 The program should maintain data on a sequential payroll file
 Non-statutory deductions such as union dues and pension plans to be made
 Year-to-date total should contain earnings, federal tax, pension plan, and union dues
 Payroll data are employee number, employee name, pay rate, and union member flag

CHAPTER – V

DATA ANALYSIS AND INTERPRETATIONS

SIMPLE AVEARGE ANALYSIS:

LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

SATISFIED 90 90

DISSATISFIED 6 6

NEUTRAL 4 4
Table No.4.1 Reasons for satisfaction/dissatisfaction level towards the

Measurement of Software usage

CHART NO.4.1.1
SOURCE: PRIMARY DATA

Measurement of Software usage.

SOURCE: PRIMARY DATA

90% of the Employees are satisfied by the software and we need to more focus on the 6 %
dissatisfied and 4% not yet responded.
Table No.4.2 Reasons for satisfaction/dissatisfaction level towards, whether the

software user friendly.

 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

YES 82 82

NO 18 18
CHART NO.4.2.2
SOURCE : PRIMARY DATA

The software user friendly or not.

SOURCE :PRIMARY DATA

Among 50employees 82 % of the employees are satisfied with the software system helps for
future growth that they had improved themselves after the program. 18 % of the
employees are not satisfied with software system helps for future growth.
Table No.4.3 Reasons for satisfaction/dissatisfaction level towards the
Measurement of complaints regarding loading of pay sheet in software.
 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

SATISFIED 90 90

DISSATISFIED 0 0

NEUTRAL 10 10
CHART NO.4.3.3
SOURCE: PRIMARY DATA

Loading of pay sheet in software.

SOURCE : PRIMARY DATA

90 % of the Employees are satisfied by the software and we need to more focus on 10% not
yet responded.

Table No.4.4 Reasons for satisfaction/dissatisfaction level towards the

Measurement of clients requirements by the organization.
 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

YES 70 70

NO 30 30
CHART NO.4.4.4
SOURCE:PRIMARY DATA

Measurement of clients requirements

by the organization.

SOURCE: PRIMARY DATA

70 % of the Employees are satisfied to meet the clients requirements and we need to more
focus on 30% of employe

Table No.4.5 Reasons for satisfaction/dissatisfaction level towards the usage of

new software for payroll process.
 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

SATISFIED 76 76

DISSATISFIED 24 24

NEUTRAL 0 0
CHART NO.4.5.5
SOURCE: PRIMARY DATA

New software for payroll process.

SOURCE : PRIMARY DATA

76 % of the Employees are satisfied with the calculation and we need to more focus on 24%
of employees dissatisfied
Table No.4.6 Reasons for satisfaction/dissatisfaction level towards the
Measurement of delivery of payroll report to clients.
 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

SATISFIED 60 60

DISSATISFIED 10 10

NEUTRAL 30 30

CHART NO.4.6.6
SOURCE: PRIMARY DATA

Measurement of delivery of payroll

report to clients.

SOURCE :PRIMARY DATA

60 % of the Employees are satisfied by the delivery and we need to more focus on the 10%
dissatisfied and 30% not yet responded.

Table No.4.7 Reasons for satisfaction/dissatisfaction level towards the

Measurement of complaints rectification.
 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

SATISFIED 40 40

DISSATISFIED 10 10

NEUTRAL 50 50
CHART NO.4.7.7
SOURCE: PRIMARY DATA

Measurement of complaints recti-

fication.

SOURCE: PRIMARY DATA

40 % of the Employees are satisfied by the software version and we need to more focus on
the 10% dissatisfied and 50% not yet responded.

Table No.4.8 Reasons for satisfaction/dissatisfaction level towards the usage

period of software.
 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

YES 94 94

NO 6 6

CHART NO.4.8.8
SOURCE: PRIMARY DATA

The usage period of software.

SOURCE :PRIMARY DATA

94 % of the Employees are satisfied by the service provided for the software complaints
and we need to more focus on the 6 % dissatisfied.

Table No.4.9 Reasons for satisfaction/dissatisfaction level towards the

Measurement of teams coordination with software technology team.
 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

YES 96 96

NO 4 4

CHART NO.4.9.9
SOURCE: PRIMARY DATA

Coordination with software techno-

logy team.

SOURCE: PRIMARY DATA

96 % of the Employees are satisfied by the software development and we need to more
focus on the 4 % dissatisfied.
Table No.4.10 Reasons for satisfaction/dissatisfaction level towards the
Measurement of clients input.
 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

YES 84 84

NO 16 16
CHART NO.4.10.10
SOURCE: PRIMARY DATA

Measurement of clients input.

SOURCE: PRIMARY DATA

84 % of the Employees are satisfied by the clients input records and we need to more focus
on the 16 % dissatisfied.
Table No.4.11 Reasons for satisfaction/dissatisfaction level towards the
Measurement of training given to employees.
 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

YES 60 60

NO 40 40
CHART NO.4.11.11
SOURCE: PRIMARY DATA

Measurement of training given to

employees.

SOURCE : PRIMARY DATA

60 % of the Employees are satisfied by the software training and we need to more focus on
the 40% dissatisfied with training.

Table No.4.12 The way in which the organization and clients discuss for
re-engineering the software for future growth.
 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

YES 90 90

NO 10 10
CHART NO. 4.12.12
SOURCE: PRIMARY DATA

Re-engineering the software for future

growth.

SOURCE: PRIMARY DATA

90 % of the Employees are satisfied by the re-engineering and we need to more focus on the
10 % dissatisfied.
Table No.4.13 The way in which the organisation maintains records as per

government norms.
 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

YES 100 100

NO 0 0
CHART NO.3.13.13
SOURCE: PRIMARY DATA

Maintains records as per government

norms.

SOURCE: PRIMARY DATA

100 % of the Employees are satisfied by the organization maintains all reports according to
government norms.

Table No.4.14 The maintains of client details confidentially.

 LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

YES 92 92

NO 8 8
CHART NO. 4.14.14
SOURCE: PRIMARY DATA

The maintains of client details con-

fidentially.

SOURCE: PRIMARY DATA

92% of the Employees are satisfied by the maintains of client inputs and we need to more
focus on the 8 % dissatisfied
Table no.4.15 The way in which the employee’s interface with HR department

for payroll process of clients.

LEVEL OPTIONS NO.OF RESPONDENTS % OF RESPONDENTS

YES 64 64

NO 36 36
CHART NO.4.15.15
SOURCE: PRIMARY DATA

Employee’s interface with HR de-

partment for payroll process of cli-
ents.

SOURCE : PRIMARY DATA

64% of the Employees are satisfied by the clients HR and we need to more focus on the
36% dissatisfied.
 (i) Statistical tool applied:
CHI-SQUARE TEST

Satisfied Dissatisfied Neutral/pass Total

Yes 38 2 1 41

No 7 1 1 9

Tota 45 3 2 50
l
S.no Oi Ei (Oi-Ei)2 (Oi-Ei)2
Ei

1 38 36.9 1.21 0.0327

2 2 2.46 0.2116 0.0860

3 1 1.64 0.4096 0.2497

4 7 8.1 1.21 0.1493

5 1 0.54 0.2116 0.39185

6 1 0.36 0.4096 1.1377

Total 50 50 2.04775
CALCULATION:
Degree of freedom (m-1)*(n-1)=(3-1)*(2-1)=2

Tabulated value of D.F=2 @ 5% level of significance is 5.991.

Therefore Ho is accepted because the calculated value is less than tabulated value.

Hence there is no significant difference between observed frequency and the expected frequency.
Hence the software used in talent pro is good.
 One Sample Run Test

YYYYNYYYYYYYYYYNYYYYYYNYYYYNYYYYYNYYYYYYYYYNY
YYYNYYYYNNYYYYYYN

r=no. of runs= 14

no. of Y= 41

no. of N= 9
Ho: The software is effective and accept at random in sequence.
H1: The software is not effective and not accept at random in sequence.
sE9r) = 2(41) (9) + 1
41+9
= 15.76
S.E (r) = √ 2(41) (9) [2(41) (9)-41-9]
(41+9)2 (41+9-1)
=2.0358
Z= r- E(r)

S.E(r)

= 14-15.76

2.0358

= [-0.8645]

Z5% for degree of freedom ∞ = 1.96

0.8645 < 1.96

So, accept H0
Hence the software is effective are accept at random in sequence
CHAPTER – VI
FINDINGS
SUGGESTIONS
CONCLUSIONS
 FINDINGS
1. The effectiveness of the existing software system in COGZINANT is measured by using the
following variables,

 Software (sap)
 Import of data in software
 Software calculation
 Accept & implement change
 Flexibility
 Company policies
 Education &Computer Skills
 Client Relation.

 78 % of the Employees are satisfied by the software and we need to more focus on the 4 %
dissatisfied and 18% not yet responded.
 Among 50 employees 90 % of the employees are satisfied with the software system helps for
future growth that they had improved themselves after the program. 10 % of the employees are
not satisfied with software system helps for future growth.
 90 % of the Employees are satisfied by the software and we need to more focus on 10% not yet
responded.
 70 % of the Employees are satisfied to meet the clients requirements and we need to more focus
on 30% of employee
 76 % of the Employees are satisfied with the calculation and we need to more focus on 24% of
employees dissatisfied.
 60 % of the Employees are satisfied by the delivery and we need to more focus on the 10%
dissatisfied and 30% not yet responded
 40 % of the Employees are satisfied by the software version and we need to more focus on the
10% dissatisfied and 50% not yet responded
 94 % of the Employees are satisfied by the service provided for the software complaints and we
need to more focus on the 6 % dissatisfied.
 96 % of the Employees are satisfied by the software development and we need to more focus on
the 4 % dissatisfied.
 84 % of the Employees are satisfied by the clients input records and we need to more focus on
the 16 % dissatisfied.
 60 % of the Employees are satisfied by the software training and we need to more focus on the
40% dissatisfied with training.
 90 % of the Employees are satisfied by the re-engineering and we need to more focus on the 10
% dissatisfied.
 100 % of the Employees are satisfied by the organization maintains all reports according to
government norms.
 92% of the Employees are satisfied by the maintains of client inputs and we need to more focus
on the 8 % dissatisfied.
 64% of the Employees are satisfied by the clients HR and we need to more focus on the 36%
dissatisfied.
 SUGGESTIONS

1. In order to improve the Software skills of employees the organization should create more
awareness and to provide feedback regularly to the employees about software system.
2. Proper training should be given to the employees, in order to increase their knowledge about the
usefulness of the software system.
3. Top management shall continually review the software according to the client requirements,
which shall be seen as positive support to the system by the employees as well as clients.

4. After software testing, if there are any changes, the employees should be informed by the
software technology team.
5. The delivery of clients output should be on time.
6. Latest software should be implemented in future to fight with the competitors and retain their
clients.
 CONCLUSIONS
 The study had confirmed that the company is having a good Software System.
 From this study, it is found that majority of the workers were satisfied with Software used.
 To make the software system more efficient and excellent, the company should give importance
to the clients and create awareness among employees and it shall consider some of the ways and
means suggested by the employees like addition of parameters such as short cut for calculation
PF,ESI,TAX, Etc,. Dependability and conducting regular training program on the software
usage.
 I hope that the suggestion given in the report may be implemented in future course for the benefit
of the employees and the company.
 The company should conduct the similar type of research at regular interval to know the
changing software’s and to know about the latest technology like ban software etc..
 BIBLIOGRAPHY
BOOKS
 Fisher shoenfelt Shaw-Human resource management-4th edition-macmilan Press limited.
 Kothari C.R research Methodology-Methods and techniques (2 nd edition)-new age
International (pvt) Limited.
 Bratton John and Gold Jeffery (1994)-HRM-Theroy and practice, 6th edition-Macmillan
pres Limited.
 Mamoria C.B-Human Resource Management-Himalaya publishin home, 11 th edition
1993.
REFERENCES
 Sasmita Polo-National Journal on Personnel Management-VOL-XXII, No.3, Pg no.16-20
 Parveen Ahmed Alan and Mr. Kaushik-Personnel Today-Indian Journal on personnel
management-VOL.XXIX,NO.2, Pg No.13-15.
 Prof.Bata.K.Dey-Indian Journal on Personnel Management-VOL XXIX-NO.2, pg no. 9-
12.
Websites
 WWW.HVS INTERNATIONAL JOURNALS.COM
 WWW.Google.com
 WWW.SLIDESHARE.COM
 WWW.SCRIBD.COM
 WWW.CITEHR.COM
 WWW.MANAGEMENTPARADISE.COM
 APPENDICES - I
INTERVIEW QUESTIONS
QUESTION FOR HR EXECUTIVES AND HR HEADS.
1) Does the clients are satisfied with the software used in talent pro for the pay roll processing ?
Satisfied Dissatisfied Neutral
2) Is the software user friendly?
YES NO
3) When do you get complaints regarding the loading of pay sheet into talent pay software?
Whether satisfied?
Satisfied Dissatisfied Neutral
4) Has the organization defined its payroll process software to meet clients requirements services?
YES NO

5) Are you satisfied with the software to calculate the pf,esi etc?
Satisfied Dissatisfied Neutral

6) How about the delivery of payroll report ?

Satisfied Dissatisfied Neutral

7) How long you have been using the software? Whether it is satisfied or not?
Satisfied Dissatisfied Neutral

8) Whether your complaints are rectified by the company?

YES NO
9) Whether works closely with Management Information Systems on developing payroll
applications that ensure internal controls and facilitate the implementation and maintenance of
payroll and HR master files.

YES NO

10) Whether clients Provides periodic analysis of payroll and disbursement records to ensure
that adjustments are in accord with management's criteria.

YES NO

11) Whether Supervises Payroll Office staff and operations; provides on-going assistance to
Institution employees in tax-related payroll matters.

YES NO

12) Whether clients and employees Participates in business re-engineering activities to

support the establishment and integration of electronic information processes and principles at
the Institution.

YES NO

13) Whether company Maintains all payroll records, reports, computations and audits,
including periodic internal audit tests of labor utilization; works closely with internal and
external auditors to ensure compliance with relevant tax laws and government regulations.

YES NO

14) Whether Maintenance and updating of client information sheet / salary register
confidentially?
YES NO

15) Whether the employees Interfaces routinely with Human Resources department on client
benefits issues (deductions, retirement payments, etc.) to ensure timely and accurate processing
YES NO