Ob & Hr Project

8/6/2019 Ob & Hr Project

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Acknowledgement


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CONTENTS

Page Numbers

1. Company Profile 4-72. Introduction to the Study 8-103. Methodology 114. Findings 12-195. Recommendations and Conclusion 206. Questionnaire for the Survey 21-22


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Company Profile

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

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

IBM Daksh has emerged as the top BPO Company in the country and has been ranked as thenumber one BPO firm in the 'India's Most Respected Companies' survey conducted by BusinessWorld Magazine. The rankings are the outcome of an Indian Market Research Bureau (IMRB)

conducted poll that obtained views from 682 senior managers across industry who ratedcompanies across various parameters.

IBM Values

Are you an IBMer?

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

rules. Some by hierarchies. IBM manages by its values.

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

Sam Palmisano, IBM Chairman & CEO


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IBMers values:

y Dedication to every client's successy Innovation that matters, for our company and for the world

y Trust and personal responsibility in all relationships

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

Services offered by IBM Daksh India:

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

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

Inbound customer service Outbound voice-based services Telemarketing Invoice processing Transaction processing


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Innovative software developed by IBM Daksh India:

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

Sensei Learning and Evaluation Tool Performance Evaluation Grid IBM SIMPRO Reporting Process Automation SPADE Advanced Support Group Dynamic Roster Change Management System

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

Frost & Sullivan Contact Center Outsourcing Vendor of the Year, 2007

Ranked 1st among Global Outsourcing 100, in the 2007 listing of the International Associationof Outsourcing Professionals for the World's Best Outsourcing Service Providers.

Employee benefits offered by Daksh

IBM-DAKSH continually reviews and further develops its HR strategy by reviewing thefeedback from employee satisfaction surveys and by benchmarking programs through its HRpartners. Full-time salaried employees receive the benefits from the company like Health, Life


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insurance, Paid holidays, Referral bonus program, Company car entitlement, Retirement,Promotional schemes and tie-ups.

Corporate social responsibility

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

CRY Indian Red Cross Society

Blood donation camp for armed forces Tie-up with 'Goonj' (An NGO for underprivileged children) Disha Project


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INTRODUCTIONTOTHESTUDY

Affect Theory

Edwin A. Lockes 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) moderateshow satisfied/dissatisfied one becomes when expectations are/arent 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

doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and

Employee B is indifferent about autonomy, then Employee A would be more satisfied in a

position that offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular facet

will produce stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory Template Jackson April2007. It is a very general theory that suggests that people have innate dispositions that causethem to have tendencies toward a certain level of satisfaction, regardless of ones job. Thisapproach became a notable explanation of job satisfaction in light of evidence that jobsatisfaction tends to be stable over time and across careers and jobs. Research also indicates thatidentical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core

Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, generalself-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 ones owncompetence) lead to higher work satisfaction. Having an internal locus of control (believing onehas control over her\his own life, as opposed to outside forces having control) leads to higher jobsatisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.


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Two-FactorTheory (Motivator-Hygiene Theory)

Frederick Herzbergs two factor theory (also known as Motivator Hygiene Theory) attempts to

explain satisfaction and motivation in the workplace. This theory states that satisfaction anddissatisfaction are driven by different factors motivation and hygiene factors, respectively. Anemployees 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 andorganizational goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspectsof the job that make people want to perform, and provide people with satisfaction, for exampleachievement in work, recognition, promotion opportunities. These motivating factors areconsidered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects ofthe working environment such as pay, company policies, supervisory practices, and otherworking conditions.

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

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as aframework 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, taskidentity, task significance, autonomy, and feedback) which impact three critical psychologicalstates (experienced meaningfulness, experienced responsibility for outcomes, and knowledge ofthe actual results), in turn influencing work outcomes (job satisfaction, absenteeism, workmotivation, etc.). The five core job characteristics can be combined to form a motivatingpotential score (MPS) for a job, which can be used as an index of how likely a job is to affect anemployee's attitudes and behaviors----. A meta-analysis of studies that assess the framework ofthe model provides some support for the validity of the JCM.


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Reason for Choosing the Topic

In the present competitive world employees are very important assets of an organization.Investigated by several disciplines such as psychology, sociology, economics and managementsciences, job satisfaction is a frequently studied subject in work and organisational literature.

This is mainly due to the fact that many experts believe that job satisfaction trends can affectlabour market behaviour and influence work productivity, work effort, employee absenteeismand staff turnover. Moreover, job satisfaction is considered a strong predictor of overallindividual well-being, as well as a good predictor of intentions or decisions of employees toleave a job.

Beyond the research literature and studies, job satisfaction is also important in everyday life.Organisations have significant effects on the people who work for them and some of thoseeffects are reflected in how people feel about their work. This makes job satisfaction an issue ofsubstantial importance for both employers and employees. As many studies suggest, employers

benefit from satisfied employees as they are more likely to profit from lower staff turnover andhigher productivity if their employees experience a high level of job satisfaction.

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


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METHODOLOGY

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

Livewire Process.

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

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

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

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


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FINDINGS

Management Leadership

I think that my performance is evaluated quite fairly?

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

My manager listens to my views.

We got a mixed response here, which means that the team is divided into 2 groups. It implicates that the

team leader of the group needs to understand the view of half of his team who feels neglected by their

team leader.

My immediate boss gives me regular feedback of my work

Q3

Strongly DisagreeDisagreeAgreeStrongly Agree

Count

14

12

10

8

6

4

2

0

2

4

12

5

Q5


Coun

t

10

8

6

4

2

0

2

8

9

4

Q6


Count

12

10

8

6

4

2

0

2

10

6

5


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Majority of the team feels that they dont get regular feedback for their work. And here also we can see

that there is almost equal number of people divided into 2 category of satisfied and dissatisfied, which

gives a clear indication that the manager listen and gives feedback to the employees who achive their

targets and neglects other who dont instead of motivating them to achive their target.

I understand how quality is defined & measured in my work

Majority of the team knows how their performance is measured in terms of Quality. It means that the

employees have a fair knowledge about the quality parameters and performance mark downs.

I am kept informed of our department results vs targets

Majority of the team knows their targets and results achieved, which means the project has an effective

top-down communication and employees are communicated effectively about their targets and the results.

Showing initiative is encouraged

Q7


Count

10

8

6

4

2

0

1

7

8

7

Q8


Count

12

10

8

6

4

2

01

3

9

10

Q 1 3

Strongly Disagre eDisagreeAgreeSt rong ly A g ree

C

ount

10

8

6

4

2

0

1

99

4


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Majority of the employees feels that they get the support from the management to come up with

innovative ideas and taking initiatives, but there is also also almost an equal number of employees feeling

neglected. So there is an huge opportunity for the management to take corrective action steps.

In your judgment how will you rate management leadership

Out of 23 employees 56% of employees are satisfied with their management leadership, which meansthere is an huge opportunity of improvement in management leadership or it can lead in job

dissatisfaction and higher attrition rate.

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

for next year

We get mixed response when we asked if annual appraisal help them in setting their performance

criteria for next year. By seeing the result we can easily say that the team is divided into 2

different groups which is not a good sign.

Q15


Count

10

9

8

7

6

5

4

3

2

3

7

9

4

Q16


Count

12

10

8

6

4

2

0

5

6

11

1


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MONETARY

I am fairly rewarded for the job I do

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

Though money doesnt impact the motivation levels directly. The influence that money has on employee

motivation, and hence on emplyee productivity, first affects the happiness levels of employees.

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

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

industry.

Q14

Strongly DisagreeDisagreeAgree

Count

14

12

10

8

6

4

6

12

5

Q17


Count

12

10

8

6

4

2

0

11

10

2


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Motivating Facators

My work gives me a feeling of personal accomplishment

Majority of the employees are happy with the kind of work and feel a kind of personal accomplishment

from the work, which means that employees are motivated and happy with the kind of work they are

doing.

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

Majority of employees know the expecation level of the prjoect with them, which means they know what

they need to perform and keep them motivated with the appropriate knowledge and expectation level.

My knowledge & skills are fully utilised

Though the employees feel a sense of personal accomplishment, majority of the employees feel that their

knowledge and skills are not fully utilised due to doing a monotonous job.

Q1


Count

16

14

12

10

8

6

4

2

0

22

14

5

Q2

Strongly Disagre eDisagr eeAgreeStrongly AgreeC

ount

12

10

8

6

4

2

0

2

3

11

7

Q1 0

Strongly Disagre eDisagr eeAgreeStrongly Agree

Count

10

8

6

4

2

0

6

88

1


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

Majority of the employees feel that have the opportunity for perosnal development and growth in

organization, which is a good sign for employee motivation level.

Q19


Count

12

10

8

6

4

2

55

10

3


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Working Environment

At my location teamwork is encouraged / given recognition

Majority of the employees feels that it is the personal work which is encouraged more at their work place

instead of teamwork, which is not a good sign of healthy environment and effective leadership.

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

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

their personal development.

My working environment is satisfactory

Q9


Count

16

14

12

10

8

6

4

2

0

3

14

6

Q11


Count

14

12

10

8

6

4

2

01

2

13

7

Q12

DisagreeAgreeStrongly Agree

Count

20

10

0

3

17

3


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Majority of the employees are happy with the hygenic condition at the work environment and they feel

that, they have a safe and healthy work environment to carry out their work and they dont have much

work pressure to be worried about and make their life stressful and destroy work life balance.

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

of work etc.)

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

There is a healthy & cooperative environment at my workplace

Even though we find that the team work is not encouraged by the management, we can see that the

employees have a healthy and cooperative environment among themselves.

Q18

Disag reeAgreeStrongly Agree

Count

14

12

10

8

6

4

2

0

2

13

8

Q20

DisagreeAgreeStrongly Agree

Count

16

14

12

10

8

6

4

2

0 1

8

14


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RECOMMENDATIONS AND CONCLUSION

1) We found in our research that though the employees in IBM Daksh (Livewire Project) are

happy with the motivating factors and job accomplishment, there is huge scope ofopportunity in improving their management leadership as we find that the team is almostdivided into two groups on the perception about the management. When we tried tounderstand the reason behind this by personally question few employees, we find that themanagement encourages only people who achieve their targets and instead of motivatingthe non-achievers their leader completely ignores them. So we find that the team leaderof the group needs to change his leadership style and he needs to adopt a motivating styleof working.

2) We got very low scores in questions concerning the monetary benefits which means thatthe employees are not happy with their pay. So we recommend that the company should

launch certain special incentive programs along with their normal peerformance incentivefor the target and quality achievers, so that the employees feel motivated to work andachieve the target on a continous basis which would also increase their self esteem.


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Employee Satisfaction Survey

Please circle the rating number which best expresses your opinion of the survey statement.

The KEY to the rating number is as follows-----

1. VERY SATISFIED / STRONGLY AGREE.2. SATISFIED AGREE.

3. DISSATISFIED / DISAGREE.

4. VERY DISSATISFIED / STRONGLY DISAGREE.

5. NOT APPLICABLEOR DONOTWISHTO ANSWER.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

16. Does the annual appraisal help you & your boss to identify 1 2 3 4 5

& agree on clear performance criteria for next year.


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

our industry.

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

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

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

growth in Company.

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

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Ob & Hr Project