CHAPTER I

INTRODUCTION
 A Study on Employees Job Satisfaction at Chennai Region
(International Business Machine)

1.1 INTRODUCTION
Human Resource Management is considered to be the most valuable asset in any
organization. It is the sum-total of inherent abilities, acquired knowledge and skills represented
by the talents and aptitudes of the employed persons who comprise of executives, supervisors,
and the rank and file employees. It may be noted here that human resources should be utilized to
the maximum possible extent, in order to achieve individual and organizational goals. It is thus
the employees’ performance which ultimately decides and attainment of goals. However, the
employee performance is to a large extent, influenced by motivation and job satisfaction. Human
resource management is a specialized functional area of business that attempts to develop
programmes, policies, and activities to promote the job satisfaction of both individual and
organizational needs, goods and objectives. People join organizations with certain motives like
security of income and job, better prospects in future, and satisfaction of social and
psychological needs. Every person has different sets of needs at different times. It is the
responsibility of management to recognize this basic fact and provide appropriate opportunities
and environments to people at work to satisfy their needs

1.2 OBJECTIVES OF THE STUDY

Primary objective

To measure the employees’ job satisfaction level in IBM-Chennai, this helps to know the in-
depth details regarding the factors affecting job satisfaction.

Secondary objective

 To measure the level of satisfaction of employees with respect to the company.

 To identify the factors this influences job satisfaction among employees.
 To identify the factors this improves the satisfaction level of the employees.
  To know the employees satisfaction towards the facilities.
 To offer valuable suggestions to improve the satisfaction level of the employees.

1.3 LIMITATION OF THE STUDY

 Time is one of major constraint, which limits the effective data collection.
 Non availability of data collection from the employees.
 Possibility of errors in data collection due to the bias of the respondents.
 The number of respondents is limited to 100.
 Getting information from the employees was very difficult.
 Some information cannot be accessed due to its confidential nature
 Reliability and accuracy of the analysis depends on the respondents’ openness and
trueness towards each question in the questionnaire.
 The research outcome may not be suitable for any other IT service sector

1.4 PHENOMENON
Factors of employee job satisfaction in International Business Machine (IBM).

1.5 DIMENSIONS
 Motivator
 Stress Level
 Hygiene
 Generational Difference

1.6 SCOPE OF THE STUDY

The main aim of the project is to study the job satisfaction of employees in the company.
The study gives a broad view about the factors which influences job satisfaction. The study
would enable the company to recognize and analyse the extra features that could be used to
improve the job satisfaction.
1.7 RESEARCH METHODOLOGY

Research methodology is a systematic way to solve the research problem. It gives an idea
about various steps adopted by the researcher in a systematic manner to analyse the project.

Research Design

A research design is considered as the framework or plan for a study that guides as well
as helps the data collection and analysis of data. This report is based on primary as well as
secondary data however primary data was given more importance. One of the important uses of
Research methodology is that it helps in identifying the problem, analysing the required
information providing an alternative solution to the problem. It also helps in collecting the vital
information that is required by the top management to assist them for a better decision making.
The research design may be explanatory, descriptive and experimental. Descriptive type of
research has been adopted in the study.

Sampling Method

The data was collected from employees in IBM. It was also collected through personal
visiting of the employees, by formal and informal talks and also by filling the questionnaire
prepared. The data has been analysed by using mathematical and statistical tools.

Statistical tools

Data has been presented with the help of bar graph & correlation

Sampling Design Type

Random Sampling method has been used in the study.

Sampling Area

The study is conducted by getting the feedbacks from the employees working in IBM
(International Business Machine) Chennai.

Sample Size

The sample study constitutes 100 respondents in the research area.

Research Instrument

Questionnaire is the data collection instrument used in the study. All the questions in the
questionnaire are organized on the basis of the objective.

Data Collection

Data collection is the term used to describe a process of preparing and collecting data.
The purpose of data collection is to obtain information to keep on record to make decisions about
important issues to pass information on to others. Primarily, data are collected to provide
information regarding specific topic.
 CHAPTER II
REVIEW OF LITERATURE
1) Savery (2001) - The job satisfaction of nurses in Perth, Western Australia. The job
satisfaction level of the nurses was mainly due to interesting and challenging work which was
followed by a feeling of achievement wherein, he even said salary was ranked as a very low
satisfier. The job satisfaction level increased as the person grew old where in the variables like
gender, time in hospital, position held were controlled. Organizations should always focus on
satisfying the three basic needs (Individual motivators, Employee relationships and personal
relationships) of an employee which will in return help the employees in achieving job
satisfaction.

2) Melvin (2002) - Role in employees’ high job involvement. Stated that the environmental
design of an organization plays a very important role in job satisfaction at the same time it also
plays an important role in employees’ high job involvement. A good environmental design of an
organization helps in resolving the conflicts and confusion. The author even cites that it is the
responsibility of the management to design the environment in such a manner that it reduces the
dissatisfaction where in the work tasks, working patterns are properly mentioned.

3) MacDermid (2002) - The job satisfaction level of workaholics. He said there are six
variables of workaholic patterns i.e. Workaholics, Enthusiastic Workaholics, Work Enthusiastic,
Unengaged Workers, Relaxed Workers and Disenchanted Workers. The job satisfaction level and
career satisfaction level was much more in Enthusiastic Workaholics, Work Enthusiastic,
Relaxed Workers than Workaholics, Unengaged Workers and Disenchanted Workers because
of the future career prospects, working involvement, drive and work enjoyment.

4) Beumont (2002) - The job satisfaction level of general household in United States &
Britain. In his article he highlights where in there is a close fit relationship in U.S than Britain.
In the study he found that in U.S there is a positive relationship between Job Satisfaction and
Age where as in Britain it was considerably low.

5) Zaki (2003) - The job satisfaction and performance of Lebanese banking non-
managerial staff. The researcher found a significant relationship between job satisfaction and
gender in relation to pay and supervision. Only satisfied people in the organization perform
and it is the duty and responsibility of the organization to take proper care of them. Female
employees were more satisfied with the salary whereas male employees were more satisfied with
the supervision. The author even says at times this may not be relevant because self-ratings are
inflated and generally colleagues’ performance is under rated.

6) Warn (2003) - Work place dimensions leading to stress & eventually reducing job
satisfaction. Stress is generally experienced due to loss of control of the desired outcomes of the
job. Stress is felt at the work place due to lack of power, role conflict and role ambiguity leading
to job dissatisfaction. The concept of controllability brings in a solution in decreasing the stress
and leading to job satisfaction, wherein an individual brings in a mind-set of expectations and
needs which is dependent on the individual’s aspirations and control over various aspects of
work situations. A positive working atmosphere like positive learning environment or no
harassment environment or not being fearful in work place helps in reducing stress and achieving
job satisfaction.

7) Ingram (2003) - Job satisfaction among all employees Ingram states that job satisfaction
is related to work, co-workers, promotion, pay, supervision relates to customer orientation.
In service industry front line people are the one who interact with the customers on a regular
basis and influence the customer perception by their behaviours as well as the appearance of the
product /service knowledge. Promotion is a key factor in job satisfaction. It is the duty of the
manger to monitor and improve the employee satisfaction level related to supervision quality,
working conditions, intrinsic compensations and benefits and company policies so that it
helps in achieving the desired level of satisfaction within the employees.

8) Partridge (2003) - The job satisfaction level of women in Britain. He found that the job
satisfaction level of women was more as compared with black men, as they normally have low
expectations from their jobs. At the same time they have a greater feeling that the alternative jobs
available to them differs very less than those available to them.
9) Ganon and Hendrickson (2004) - Study of the career orientation and job satisfaction of
wives employed in retailing business as either clerks or officer workers. The findings showed
that the women were more satisfied with their jobs when job involvement was high.

10) Rahman (2005) - In his study of job satisfaction of supervisors in the garment industry
Suggest that open communication, job security, supervisory status, recognition for god work and
overtime are considered more important for job satisfaction than job status, working environment
and autonomy in work.

11) Lakshminarayan and Prabhakaran (2005) - Job satisfaction of employees in textile

industry They states that textile workers with les job satisfaction have more job stress and who
have more job satisfaction have less job stress. Job satisfaction and job stress are inversely
related, i.e., the more job satisfied individual will have less job stress. They suggested that
employee counseling should aim at coping strategies to reduce job stress.

12) Dayanandan (2005) - Human Resource Management in co-operative banks with co-
employees He found that satisfaction with co-employees was favorable among both the senior
and junior level employees. He also states that increased satisfaction was noticeable among the
senior level employees with regard to environment and working conditions of banks in
comparison with junior level employees.

13) Thomas (2005) - Job satisfaction of managers in non-credit co-operatives. In his study
found that job satisfaction level is much higher in managers of non-credit co-operatives. They
also found that majority of managers in co-operatives are unsatisfied with the present salary
structure. In a study conducted by Thomas and Sasikumar (202) to determine factors which are
important in deciding job satisfaction of mangers in co-operative sector, the following were
found to be important – job security, opportunity to use knowledge and skill, opportunity to
participate in decision making connected with job, variety in job and challenge in the job.

14) Sharma and Kumari (2006) - Job satisfaction of employees in public sector, He found
that public sector employees are in a position in terms of their job satisfaction than the
employees of private sector organizations. Top management employees are more satisfied than
the middle and lower level employees. It was also revealed that he public sector employees are
more dissatisfied with their working conditions and incentives than the employees of the private
sector.

15) Chakraborty (2006) - In a case study on job satisfaction among teachers in educational
institutions of Katwa Municipality in the district of Burdwan, in West Bengal found that
teachers job satisfaction not only depends on nature of job but also on institutional scenario,
facilities, salaries and standard of the students.

16) Philp and Raju (2006) - Job satisfaction among doctors and nurses of a multi-specialty
private hospital. It was found that doctors are highly satisfied with their jobs but nurses are just
satisfied. However source wise analysis for job satisfaction of nurses revealed that they are not
satisfied in salary which is one of the two most important sources out of the six considered in the
study.

17) Ivy Philp (2007) - HRM practices in the public sector and private sector hospitals in
Kerala. She identified the extent of satisfaction of employees in hospitals and remarked that
organization with more satisfied employees find to be more effective than organizations with
fewer satisfied employees.

18) Omey (2007) - Relationship between educational level and job satisfaction. He says
though there is a relationship it also says that there is no relationship as well. Higher educated
workers are always satisfied in comparison with the low educated workers, the fact being higher
educated people obtain a job of better quality. He adds lower educated workers can also have
higher level of job satisfaction from the psychological benefits of a “good job”. Quality of jobs
offered to the employees differs with the educational level leading to different degree of job
satisfaction. Job characteristics have a big role as here one gets a scope to use his or her own
skills. Therefore the author suggests that organizations should focus more on job quality than
educational level.

19) Oshagbemi (2007) - Job satisfaction level of UK academicians. Rank increases the job
satisfaction level of the academics. Based on the analysis it was found that gender and rank have
direct impact on the level of job satisfaction of university teachers. Female academics in the
ranks of senior lecturer, reader and professor were more satisfied than men in the same rank.
Female academics were found to be more satisfied in regard to pay, promotion, physical
conditions/ working facilities than men.

20) Austin (2008) - Job satisfaction on managers in Cyprus .He mentions “Self-fulfilment”,
“Independence” and “Job environment” are the key reasons to managers job satisfaction
in Cyprus. Good pay, highly skilled subordinates, growth opportunities relates to self-
fulfilment. Employers should focus on these three factor i.e. the demographic variables (age,
gender, number of years in the organization, public or private sector, number of employees
supervised) independence in work and the work environment to make the system flow
flawlessly leading to job satisfaction.

21) Hawley (2008) - Beginning teachers’ job satisfaction level and factors influencing their
level of satisfaction. Teachers are be found to be satisfied with their job and the factors which
lead to their job satisfaction were academic proficiency race, socioeconomic status, teaching
license and if their mother was a teacher. Teaching license plays a getter role here as it shows the
necessary skills and knowledge required for teaching and which the teachers possess.

22) Kim Sonhe (2009) - IT employees’ job satisfaction in the public sector. He indicated that
job clarity, effective communication with management, a participatory management approach,
organizational support of career development, opportunity for advancement and family friendly
policies are al significant variables affecting job satisfaction of IT employees.

23) Antvor (2010) - Influence of national culture on the national job satisfaction level
and at the same time he also discusses its effect on other evaluations of job related aspects.
They state that although cultural influence was there in national job satisfaction, all job aspects
of job satisfaction were not cultural context specific. Management has to be careful while
comparing the results from a cross-national job satisfaction study.

24) Kaur (2010) - Level of job satisfaction of college teachers of Punjab with respect area,
gender and type of institution. The study revealed that rural college teachers were more
satisfied as compared to urban college teachers, because of their low expectations. Furthermore,
government owned college teachers were more satisfied than government aided and self-
financed college teachers. She also states that higher socio economic status and level of life
satisfaction to encourage the college teacher for higher level of job satisfaction.

25) Seniwoliba A.J. (2013) - The job satisfaction level of teachers in public senior high
school in the Temale Metropolis of Ghana. It was found that extrinsic facto i.e. Salary,
incentives, working conditions, security (Medical allowance and future pension benefits)
motivates the employees and helps in achieving job satisfaction effectively. Salary and working
conditions play a larger role in job satisfaction and by enlarge organizations should focus on it
always and take steps for improving it. Equal pay for equal rank has to be preached by
organizations
 CHAPTER III
COMPANY PROFILE
HISTORY OF JOB SATISFACTION

The assessment of job satisfaction through employee anonymous surveys became

commonplace in the 1930s. Although prior to that time there was the beginning of interest in
employee attitudes there were only a handful of studies published. Latham and Budworth note
that Uhrbrock in 1934 was one of the first psychologists to use the newly developed attitude
measurement techniques to assess factory worker attitudes. They also note that in 1935 Hoppock
conducted a study that focused explicitly on job satisfaction that is affected by both the nature of
the job and relationships with co-workers and supervisors.

MEANING OF JOB SATISFACTION

Job satisfaction is an individual’s feeling regarding his or her work. It can be influenced
by a multitude of factors. The term relates to the total relationship between an individual and the
employer for which he is paid. Satisfaction does mean the simple feeling state accompanying the
attainment of any goal; the end state is feeling accompanying the attainment by an impulse of its
objective. The term Job satisfaction was brought to limelight by Hoppock (1935). Hoppock
describes job satisfaction as, “any combination of psychological, physiological and
environmental circumstances that cause and person truthfully to say I am satisfied with my job.”

DEFINITION OF JOB SATISFACTION

The term job satisfaction figures prominently in any discussions on management of
human resources. Job satisfaction refers to a person’s feeling of satisfaction on the job, which
acts as a motivation to work. It is not the self-satisfaction, happiness or self- contentment but the
satisfaction on the job. Job satisfaction or employee satisfaction has been defined in many
different ways. Some believe it is simply how content an individual is with his or her job, in
other words, whether or not they like the job or individual aspects or facets of jobs, such as
nature of work or supervision.
IMPORTANCE OF JOB SATISFACTION

Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behaviour such as organisational, citizenship, absenteeism, and turnover.

Job satisfaction can partially meditate the relationship personality variables and deviant work
behaviour.

Common research finding is that job satisfaction is correlated with life style. This correlation is
reciprocal meaning the people who are with satisfied their jobs tends to be satisfied with their
life.

This vital piece of information that is job satisfaction and job performance is directly related to
one and other. Thus it can be said that, “A happy worker is a productive worker’’

It gives clear evidence that dissatisfied employees skip more work often and more likely to
resign and satisfied workers are likely to work long with the organisation.

FACTORS AFFECTING JOB SATISFACTION

An employee's overall satisfaction with his job is the result of a combination of factors --
and financial compensation is only one of them. Management's role in enhancing employees' job
satisfaction is to make sure the work environment is positive, morale is high and employees have
the resources they need to accomplish the tasks they have been assigned.

Working Conditions
Because employees spend so much time in their work environment each week, it's
important for companies to try to optimize working conditions. Such things as providing
spacious work areas rather than cramped ones, adequate lighting and comfortable work stations
contribute to favorable work conditions. Providing productivity tools such as upgraded
information technology to help employees accomplish tasks more efficiently contributes to job
satisfaction as well.
Opportunity for Advancement
Employees are more satisfied with their current job if they see a path available to move
up the ranks in the company and be given more responsibility and along with it higher
compensation. Many companies encourage employees to acquire more advanced skills that will
lead to the chance of promotion. Companies often pay the cost of tuition for employees taking
university courses, for example. During an employee's annual performance review, a supervisor
should map out a path showing her what she needs to accomplish and what new skills she needs
to develop in order to be on a track to advancement within the organization.

Workload and Stress Level

Dealing with a workload that is far too heavy and deadlines that are impossible to reach
can cause job satisfaction to erode for even the most dedicated employee. Falling short of
deadlines results in conflict between employees and supervisors and raises the stress level of the
workplace. Many times, this environment is caused by ineffective management and poor
planning. The office operates in a crisis mode because supervisors don't allow enough time for
employees to perform their assigned tasks effectively or because staff levels are inadequate.

Respect from Co-Workers

Employees seek to be treated with respect by those they work with. A hostile work
environment -- with rude or unpleasant coworkers -- is one that usually has lower job
satisfaction. In an August 2011 survey published by FoxBusiness.com, 50 percent of those
responding said they had personally experienced a great amount of workplace incivility. Fifty
percent also believe morale is poor where they work. Managers need to step in and mediate
conflicts before they escalate into more serious problems requiring disciplinary action.
Employees may need to be reminded what behaviors are considered inappropriate when
interacting with coworkers.

Relationship with Supervisors

Effective managers know their employees need recognition and praise for their efforts
and accomplishments. Employees also need to know their supervisor's door is always open for
them to discuss any concerns they have that are affecting their ability to do their jobs effectively
and impeding their satisfaction at the office.
Financial Rewards
Job satisfaction is impacted by an employee's views about the fairness of the company
wage scale as well as the current compensation she may be receiving. Companies need to have a
mechanism in place to evaluate employee performance and provide salary increases to top
performers. Opportunities to earn special incentives, such as bonuses, extra paid time off or
vacations, also bring excitement and higher job satisfaction to the workplace.

INFLUENCING FACTORS

ENVIRONMENTAL FACTORS

Communication overload and under load

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

Superior-subordinate communication is an important influence on job satisfaction in the

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

Strategic employee recognition

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

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

INDIVIDUAL FACTORS

Emotion

Mood and emotions at work are related to job satisfaction. Moods tend to be longer lasting but
often weaker states of uncertain origin, while emotions are often more intense, short-lived and
have a clear object or cause.

Some research suggests moods are related to overall job satisfaction. Positive and negative
emotions were also found to be significantly related to overall job satisfaction.

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

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

It was found that suppression of unpleasant emotions decreases job satisfaction and the
amplification of pleasant emotions increases job satisfaction.

The understanding of how emotion regulation relates to job satisfaction concerns two models:

 Emotional dissonance. Emotional dissonance is a state of discrepancy between public

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

Genetics

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

Personality

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

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

Psychological well-being

Psychological well-being (PWB) is defined as “the overall effectiveness of an individual’s

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

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

Business today is dynamic, with a steadily increasing pace of change. Timely and
actionable information is the best way to combat the elements. An organization is as strong and
successful as its employees are. By measuring employee satisfaction in key areas, organizations
can gain the information needed to improve their satisfaction, motivation, retention and
productivity. HR policy is one of the key steps to gain job satisfaction. Addressing the essentials,
including fair compensation policy, valuable benefits policy and the ability to balance work and
life are crucial components of an organization’s overall retention strategy. Organizations must
not only create a mix of benefits policy that retain and motivate what is often a very diverse
workforce, but they must also continually fine-tune that mix policies with the job satisfaction.

WAYS TO PROMOTE JOB SATISFACTION

 Recruit & select employees whose values fit those of the organization
 Match people to jobs that fit their interests
 Enhance employee involvement
 Enrich jobs, make jobs fun
 Treat people fairly (pay, benefits, promotion)
 Align interests of the company with those of employees
 Provide an adequate flow of information to employees
 Build trust

WAYS TO INSPIRE EMPLOYEES AND INCREASE EMPLOYEE SATISFACTION

 Employee Orientation -One of the best ways to have satisfied employees is to make sure
they’re pleased from the get-go. Offering a thorough orientation will ensure expectations
are realistic and that new staffers don’t come in with rose-colored glasses that will
quickly fade. Proper on boarding encourages positive attitudes and can reduce turnover.
 Positive Work Environment - An upbeat workplace is a necessity. If the workspace
isn’t positive, you can’t expect the workers to be. Encouraging one another, avoiding
micromanagement, giving positive feedback and ensuring criticism is constructive are all
ways to keep the environment a place where employees can do more than survive – they
can thrive!

 Provide Competitive Benefits -Fair wages are important, but competitive benefits are
also critical to keeping your workforce satisfied. If your benefits package is thin,
employees may look for other opportunities with firms that are more generous. Beyond
insurance, benefits such as flex time, paid holidays and personal days are important
factors to employee satisfaction.

 Workforce Engagement -Employees that don’t find their work interesting or don’t feel
they are contributing to the mission of the firm will not be engaged. For employees to be
satisfied, they must feel like they are part of something bigger than just what their
individual work tasks are. Include staffers in goal setting and how they fit in the
corporation fabric to increase engagement and satisfaction.

 Develop Skills -Everyone needs something to working toward. Stagnation is unfulfilling.

Employees have more potential than their current level of functionality. Encouraging
employees to fulfill that potential will increase engagement and satisfaction. Whether
it’s training opportunities, mentoring, online courses or external training, encourage staff
to always be improving their skills

 Recognition & Rewards - Employees enjoy an atta-boy and it need not be a public show
to mean something to employees. Encourage supervisors and managers to acknowledge
employees deeds on a daily basis. Also implement a formal program company-wide to
recognize top achievers in every job category. Healthy competition can boost morale,
encourage hard work and increase satisfaction and retention.
PROFILE OF IBM

International Business Machines Corporation (commonly referred to as IBM) is

an American multinational technology and consulting corporation, with corporate headquarters
in Armonk, New York. IBM manufactures and markets
computer hardware, middleware and software, offers infrastructure, hosting and consulting
services in areas ranging from mainframe computers to nanotechnology.

The company originated in 1911 as the Computing-Tabulating-Recording

Company (CTR) through the consolidation of The Tabulating Machine Company, the
International Time Recording Company, the Computing Scale Company and the Bundy
Manufacturing Company. CTR was renamed "International Business Machines" in 1924, a name
which Thomas J. Watson first used for a CTR Canadian subsidiary. The
initialism IBM followed. Securities analysts nicknamed the company Big Blue for its size and
common use of the color in products, packaging and its logo.

In 2012, Fortune ranked IBM the second largest U.S. firm in terms of number of
employees (435,000 worldwide), the fourth largest in terms of market capitalization, the ninth
most profitable, and the nineteenth largest firm in terms of revenue. Globally, the company was
ranked the 31st largest in terms of revenue by Forbes for 2011. Other rankings for 2011/2012
include No1 company for leaders (Fortune), No1 green company in the United States
(Newsweek), No2 best global brand (Interbrand), No2 most respected company (Barron's), No5
most admired company (Fortune), and №18 most innovative company (Fast Company).

IBM has 12 research laboratories worldwide, bundled into IBM Research. As of 2013 the
company held the record for most patents generated by a business for 22 consecutive years. Its
employees have garnered five Nobel Prizes, six Turing Awards, ten National Medals of
Technology and five National Medals of Science. Notable company inventions include
the automated teller machine (ATM), the floppy disk, the hard disk drive, the magnetic stripe
card, the relational database, the Universal Product Code (UPC), the financial swap,
the Fortran programming language, SABRE airline reservation system, dynamic random-access
memory (DRAM), copper wiring in semiconductors, the silicon-on-insulator
(SOI) semiconductor manufacturing process, and Watson artificial intelligence.
 IBM has constantly evolved since its inception. Over the past decade, it has steadily
shifted its business mix by exiting commoditizing markets such as PCs, hard disk drives and
DRAMs and focusing on higher-value, more profitable markets such as business
intelligence, data analytics, business continuity, security, computing, virtualization and green
solutions, resulting in a higher quality revenue stream and higher profit margins. IBM's operating
margin expanded from 16.8% in 2004 to 24.3% in 2013, and net profit margins expanded from
9.0% in 2004 to 16.5% in 2013.

IBM acquired Kenexa (2012) and SPSS (2009) and PwC's consulting business
(2002), spinning off companies like printer manufacturer Lexmark (1991), and selling off
product lines like its personal computer and x86 server businesses to Lenovo (2005, 2014). In
2014, IBM announced that it would go "fabless" by offloading IBM Micro Electronics
semiconductor manufacturing to Global Foundries, a leader in advanced technology
manufacturing, citing that semiconductor manufacturing is a capital-intensive business which is
challenging to operate without scale. This transition had progressed as of early 2015.

HISTORY OF IBM

In the 1880s, technologies emerged that would ultimately form the core of what would
become International Business Machines (IBM). Julius E. Pitrat patented the computing scale in
1885; Alexander Dey invented the dial recorder (1888); Herman Hollerith patented the Electric
Tabulating Machine; and Willard Bundy invented a time clock to record a worker's arrival and
departure time on a paper tape in 1889.

On June 16, 1911, their four companies were consolidated in New York State by Charles Ranlett
Flint to form the Computing-Tabulating-Recording Company (CTR). CTR's business office was
in Endicott. The individual companies owned by CTR continued to operate using their
established names until the businesses were integrated in 1933 and the holding company
eliminated. The four companies had 1,300 employees and offices and plants
in Endicott and Binghamton, New York; Dayton, Ohio; Detroit, Michigan; Washington, D.C.;
and Toronto, Ontario. They manufactured machinery for sale and lease, ranging from
commercial scales and industrial time recorders, meat and cheese slicers, to tabulators and
punched cards.
Thomas J. Watson, Sr., fired from the National Cash Register Company by John Henry Patterson,
called on Flint and, in 1914, was offered CTR. Watson joined CTR as General Manager then, 11
months later, was made President when court cases relating to his time at NCR were resolved.
Having learned Patterson's pioneering business practices, Watson proceeded to put the stamp of
NCR onto CTR's companies. He implemented sales conventions, "generous sales incentives, a
focus on customer service, an insistence on well-groomed, dark-suited salesmen and had an
evangelical fervor for instilling company pride and loyalty in every worker". His favorite slogan,
"THINK", became a mantra for each company's employees. During Watson's first four years,
revenues more than doubled to $9 million and the company's operations expanded to Europe,
South America, Asia and Australia. "Watson had never liked the clumsy hyphenated title of the
CTR" and chose to replace it with the more expansive title "International Business Machines".
First as a name for a 1917 Canadian subsidiary, then as a line in advertisements.

1930 – 1979

In 1937, IBM's tabulating equipment enabled organizations to process unprecedented

amounts of data, its clients including the U.S. Government, during its first effort to maintain the
employment records for 26 million people pursuant to the Social Security Act, and the Third
Reich, largely through the German subsidiary Dehomag. During the Second World War the
company produced small arms for the American war effort (M1 Carbine, and Browning
automatic rifle). IBM provided translation services for the Nuremberg Trials. In 1947, IBM
opened its first office in Bahrain, as well as an office in Saudi Arabia to service the needs of
the Arabian-American Oil Company that would grow to become Saudi Business Machines
(SBM).

In 1952, Thomas Watson, Sr., stepped down after almost 40 years at the company helm;
his son, Thomas Watson, Jr., was named president. In 1956, the company demonstrated the first
practical example of artificial intelligence when Arthur L. Samuel of IBM's Poughkeepsie, New
York, laboratory programmed an IBM 704 not merely to play checkers but "learn" from its own
experience. In 1957, the FORTRAN (Formula Translation) scientific programming language was
developed. In 1961, Thomas J. Watson, Jr., was elected chairman of the board and Albert L.
Williams became company president. The same year IBM developed the SABRE (Semi-
Automatic Business-Related Environment) reservation system for American Airlines and
introduced the highly successful electric typewriter.

In 1963, IBM employees and computers helped NASA track the orbital flight of the
Mercury astronauts. A year later it moved its corporate headquarters from New York City
to Armonk, New York. The latter half of the 1960s saw IBM continue its support of space
exploration, participating in the 1965 Gemini flights, 1966 Saturn flights and 1969 lunar mission.

On April 7, 1964, IBM announced the first computer system family, the
revolutionary IBM System/360. Sold between 1964 and 1978, it spanned the complete range of
commercial and scientific applications from large to small, allowing companies for the first time
to upgrade to models with greater computing capability without having to rewrite their
application.

In 1974, IBM engineer George J. Laurer developed the Universal Product Code. On
October 11, 1973, IBM introduced the IBM 3666, a laser-scanning point-of-sale barcode reader
which would become the backbone of retail checkouts. On June 26, 1974, at Marsh's
supermarket in Troy, Ohio, a pack of Wrigley's Juicy Fruit chewing gum was the first-ever
product scanned. It is now on display at the Smithsonian Institution’s National Museum of
American History in Washington, D.C.

In the late 1970s, IBM underwent a wave of internal convulsions between a management
faction wanting to concentrate on its bread-and-butter mainframe business and one desiring to
expand into the emerging personal computer industry.

1980 – Present

IBM and the World Bank first introduced financial swaps to the public in 1981 when they
entered into a swap agreement. The IBM PC, originally designated IBM 5150, was introduced in
1981, and it soon became an industry standard. In 1991, IBM sold printer
manufacturer Lexmark. In 1993, IBM posted a US$8 billion loss - at the time the biggest in
American corporate history.
 In 2002, IBM acquired PwC consulting. In 2003 it initiated a project to redefine company
values. Using its Jam technology, it hosted a three-day Internet-based online discussion of
key business issues with 50,000 employees. Results were data mined with sophisticated text
analysis software (eClassifier) for common themes. Three emerged, expressed as: "Dedication to
every client's success", "Innovation that matters—for our company and for the world", and
"Trust and personal responsibility in all relationships". Another three-day Jam took place in
2004, with 52,000 employees discussing ways to implement company values in practice.

In 2005, the company sold its personal computer business to Lenovo, and in the same
year it agreed to acquire Micromuse. A year later IBM launched Secure Blue, a low-cost
hardware design for data encryption that can be built into a microprocessor. In 2009 it acquired
software company SPSS Inc. Later in 2009, IBM's Blue Gene supercomputing program was
awarded the National Medal of Technology and Innovation by U.S. President Barack Obama. In
2011, IBM gained worldwide attention for its artificial intelligence program Watson, which was
exhibited on Jeopardy! where it won against game-show champions Ken Jennings and Brad
Rutter. As of 2012, IBM had been the top annual recipient of U.S. patents for 20 consecutive
years.

IBM's closing value of $214 billion on September 29, 2011 surpassed Microsoft's $213.2
billion valuation. It was the first time since 1996 that IBM's closing price exceeded that of its
software rival. On August 16, 2012, IBM announced that it had entered an agreement to
buy Texas Memory Systems. Later that month, IBM announced it has agreed to buy Kenexa.

In June 2013 IBM acquired Soft Layer Technologies, a web hosting service, in a deal worth
around $2 billion; and in July 2014 the company announced a partnership with Apple
Inc. in mobile enterprise.

On August 11, 2014, IBM announced it had acquired the business operations of
Lighthouse Security Group, LLC, and a premier cloud-security services provider. Financial terms
were not disclosed.

In September 2014 it was announced that IBM would sell its x86 server division to
Lenovo for a fee of $2.1 billion. That same year, Reuters referred to IBM as "largely a computer
services supplier".
 In November 2014, IBM and Twitter announced a global landmark partnership which
they claim will change how institutions and businesses understand their customers, markets and
trends. With Twitter's data on people and IBM's cloud-based analytics and customer-engagement
platforms they plan to help enterprises make better, more informed decisions. The partnership
will give enterprises and institutions a way to make sense of Twitter's mountain of data using
IBM's Watson supercomputer.

On April 3rd, 2015, IBM made the first molecule movie to tell a story. The movie is
called "A Boy and His Atom".

In August 2015 IBM agreed to purchase Merge Healthcare for $1 billion, incorporating
Merge's imaging management platform with its Watson data analytics tool.

The following month, IBM acquired Strong loop, an API developer, in order to position
itself for the coming "internet of things".

On October 28, 2015, IBM announced its acquisition of digital assets from The Weather
Company—a holding company of Bain Capital, The Blackstone Group and NBC
Universal which owns The Weather Channel, including its weather data platforms (such as
Weather Services International), websites (Weather.com and Weather Underground) and mobile
apps. The acquisition seeks to use Watson for weather analytics and predictions. The acquisition
does not include The Weather Channel itself, which will enter into a long-term licensing
agreement with IBM for use of its data. The sale closed on January 29, 2016

On January 21, 2016, IBM acquired Ustream, a video conferencing service, to form a
new cloud video unit. On February 3, 2016; IBM announced that it agrees to buy Ecx.io, a
Germany-based digital agency.

RANK

In 2012, Fortune ranked IBM the second largest U.S. firm in terms of number of employees,
the fourth largest in terms of market capitalization, the ninth most profitable, and the nineteenth
largest firm in terms of revenue. Globally, the company was ranked the no 31 largest firm in
terms of revenue by Forbes for 2011. Other rankings for 2011/2012 include the following:
  No1 company for leaders (Fortune)
 No2 green company in the U.S. (Newsweek)
 No2 best global brand (Interbrand)
 No3 most respected company (Barron's)
 No5most admired company (Fortune)
 No18 most innovative company (Fast Company)

For 2012, IBM's brand was valued by Interbrand at $75.5 billion.

For 2012, Vault ranked IBM Global Technology Services No1 in tech consulting for cyber
security, operations and implementation, and public sector; and No2 in outsourcing.

For 2015, Forbes ranked IBM No5 as the world's most valuable brands.

CORPORATE AFFAIRS

IBM is headquartered in Armonk, New York. The 283,000-square-foot (26,300 m2) glass
and stone building sits on a 25-acre (10 ha) parcel amid a 432-acre former apple orchard the
company purchased in the mid-1950s.

The company's 14 member Board of Directors is responsible for overall corporate

management. As of Cathie Black's resignation in November 2010 its membership (by affiliation
and year of joining) included: Alain J. P. Belda '08 (Alcoa), William R. Brody '07 (Salk
Institute / Johns Hopkins University), Kenneth Chenault '98 (American Express), Michael L.
Eskew '05 (UPS), Shirley Ann Jackson '05 (Rensselaer Polytechnic Institute), Andrew N. Liveris
'10 (Dow Chemical), W. James McNerney, Jr. '09 (Boeing), James W. Owens '06
(Caterpillar), Samuel J. Palmisano '00 (IBM), Joan Spero '04 (Doris Duke Charitable
Foundation), Sidney Taurel '01 (Eli Lilly), and Lorenzo Zambrano '03 (Cemex).

On January 21, 2014 IBM announced that company executives would forgo bonuses for
fiscal year 2013. The move came as the firm reported a 5% drop in sales and 1% decline in net
profit over 2012. It also committed to a $1.2bn plus expansion of its data center and cloud-
storage business, including the development of 15 new data centers. After ten successive quarters
of flat or sliding sales under Chief Executive Virginia Rometty IBM is being forced to look at
new approaches. Said Rometty, “We’ve got to reinvent ourselves like we’ve done in prior
generations.”
FACILITIES

The company has twelve research labs worldwide, bundled under IBM Research and
headquartered at the Thomas J. Watson Research Center in New York. Others include
the Almaden lab in California, Austin labin Texas, Australia lab in Melbourne, Brazil lab in São
Paulo and Rio de Janeiro, China lab in Beijing and Shanghai, Ireland lab in Dublin, Haifa
lab in Israel, India lab in Delhi and Bangalore, Tokyo lab, Zurich lab and Africa lab in Nairobi.

Other major campus installations include towers in Montreal, Paris, and Atlanta; software
labs in Raleigh-Durham, Rome, Cracow and Toronto; Johannesburg, Seattle; and facilities
in Hakozaki and Yamato. The company also operates the IBM Scientific Center, Hursley House,
the Canada Head Office Building, IBM Rochester, and the Somers Office Complex. The
company's contributions to architecture and design, which include works by Eero
Saarinen, Ludwig Mies van der Rohe, and I.M. Pei, have been recognized. Van der Rohe's 330
North Wabash building in Chicago, the original centre of the company's research division post-
World War II, was recognized with the 1990 Honor Award from the National Building Museum.

RESEARCH AND INVENTIONS

In 1945, The Watson Scientific Computing Laboratory was founded at Columbia

University in New York City. The renovated fraternity house on Manhattan's West Side was
used as IBM's first laboratory devoted to pure science. It was the forerunner of IBM Research,
the largest industrial research organization in the world, with twelve labs on six continents.

In 1966, IBM researcher Robert H. Dennard invented dynamic random access memory
(DRAM) cells, one-transistor memory cells that store each single bit of information as an
electrical charge in an electronic circuit. The technology permits major increases in memory
density and is widely adopted throughout the industry where it remains in widespread use today.

IBM has been a leading proponent of the Open Source Initiative, and began
supporting Linux in 1998. The company invests billions of dollars in services and software based
on Linux through the IBM Linux Technology Center, which includes over 300 Linux
kernel developers. IBM has also released code under different open source licenses, such as
the platform-independent software framework Eclipse (worth approximately US$40 million at
the time of the donation), the three-sentence International Components for Unicode (ICU)
license, and the Java-based relational database management system (RDBMS) Apache Derby.
IBM's open source involvement has not been trouble-free.

In 2013, Booz and Company (now known as Strategy&, a subsidiary

of PricewaterhouseCoopers) placed IBM sixteenth among the 20 most innovative companies in
the world. The company spends 6% of its revenue ($6.3 billion) in research and development.

Famous inventions by IBM include the following:

 Automated teller machine (ATM)

 Floppy disk
 Hard disk drive
 Electronic keypunch
 Magnetic stripe card
 Virtual machine
 Scanning tunnelling microscope
 Reduced instruction set computing
 Relational database
 Universal Product Code (UPC)
 Financial swap
 SABRE airline reservation system
 Dynamic random access memory (DRAM)
 Watson artificial intelligence

IBM and the University of Michigan announced they are developing a computer that can
respond to conversation in the same way humans speak to each other. Project Sapphire is a $4.5
million undertaking that will first see computers act as an academic adviser for undergraduate
computer science and engineering students at the university.
SELECTED CURRENT PROJECTS

Developer Works is a website run by IBM for software developers and IT professionals.
It contains how-to articles and tutorials, as well as software downloads and code samples,
discussion forums, podcasts, blogs, wikis, and other resources for developers and technical
professionals. Subjects range from open, industry-standard technologies
like Java, Linux, SOA and web services, web development, Ajax, PHP, and XML to IBM's
products (WebSphere, Rational, Lotus, Tivoli and Information Management). In 2007, developer
Works was inducted into the Jolt Hall of Fame.

Alpha Works is IBM's source for emerging software technologies. These technologies include:

 Flexible Internet Evaluation Report Architecture – A highly flexible architecture for the
design, display, and reporting of Internet surveys.
 IBM History Flow Visualization Application – A tool for visualizing dynamic, evolving
documents and the interactions of multiple collaborating authors.
 IBM Linux on POWER Performance Simulator – A tool that provides users of Linux on
Power a set of performance models for IBM's POWER processors.
 Database File Archive And Restoration Management – An application for archiving and
restoring hard disk drive files using file references stored in a database.
 Policy Management for Autonomic Computing – A policy-based autonomic management
infrastructure that simplifies the automation of IT and business processes.
 Fair UCE – A spam filter that verifies sender identity instead of filtering content.
 Unstructured Information Management Architecture (UIMA) SDK – A Java SDK that
supports the implementation, composition, and deployment of applications working
with unstructured data.
 Accessibility Browser – A web-browser specifically designed to assist people with visual
impairments, to be released as open source software. Also known as the "A-Browser," the
technology will aim to eliminate the need for a mouse, relying instead completely on voice-
controls, buttons and predefined shortcut keys.
 Virtually all console gaming systems of the previous generation used microprocessors
developed by IBM. The Xbox 360 contains a PowerPC tri-core processor, which was designed
and produced by IBM in less than 24 months. Sony's PlayStation 3 features the Cell BE
microprocessor designed jointly by IBM, Toshiba, and Sony. IBM also provided the
microprocessor that serves as the heart of Nintendo's new Wii U system, which debuted in 2012.
The new Power Architecture-based microprocessor includes IBM's latest technology in an
energy-saving silicon package.[97] Nintendo's seventh-generation console, Wii, features an IBM
chip codenamed Broadway. The older Nintendo GameCube utilizes the Gekko processor, also
designed by IBM.

In May 2002, IBM and Butterfly.net, Inc. announced the Butterfly Grid, a
commercial grid for the online video gaming market. In March 2006, IBM announced separate
agreements with Hoplon Infotainment, Online Game Services Incorporated (OGSI), and Render
Rocket to provide on-demand content management and blade server computing resources.

IBM announced it will launch its new software, called "Open Client Offering" which is to run
on Linux, Microsoft Windows and Apple's Mac OS X. The company states that its new product
allows businesses to offer employees a choice of using the same software on Windows and its
alternatives. This means that "Open Client Offering" is to cut costs of managing whether to use
Linux or Apple relative to Windows. There will be no necessity for companies to pay Microsoft
for its licenses for operating systems since the operating systems will no longer rely on software
which is Windows-based. One alternative to Microsoft's office document formats is the Open
Document Format software, whose development IBM supports. It is going to be used for several
tasks like: word processing, presentations, along with collaboration with Lotus Notes, instant
messaging and blog tools as well as an Internet Explorer competitor – the Mozilla Firefox web
browser. IBM plans to install Open Client on 5% of its desktop PCs. The Linux offering has
been made available as the IBM Client for Smart Work product on the Ubuntu and Red Hat
Enterprise Linux platforms.

The UC2 (Unified Communications and Collaboration) Client Platform is an IBM

and Cisco Systems joint project based on Eclipse and OSGi. It will offer the numerous Eclipse
application developers a unified platform for an easier work environment. The software based on
UC2 platform will provide major enterprises with easy-to-use communication solutions, such as
the Lotus-based same time. In the future the same time users will benefit from such additional
functions as click-to-call and voice mailing.

Redbooks are publicly available online books about best practices with IBM products.
They describe the products features, field experience and dos and don'ts, while leaving aside
marketing buzz. Available formats are Redbooks, Redpapers and Redpieces.

Extreme Blue is a company initiative that uses experienced IBM engineers, talented
interns, and business managers to develop high-value technology. The project is designed to
analyze emerging business needs and the technologies that can solve them. These projects mostly
involve rapid-prototyping of high-profile software and hardware projects.

In 2006, IBM launched Secure Blue, encryption hardware that can be built into
microprocessors. A year later, IBM unveiled Project Big Green, a re-direction of $1 billion per
year across its businesses to increase energy efficiency. On November 2008, IBM’s CEO, Sam
Palmisano, during a speech at the Council on Foreign Relations, outlined a new agenda for
building a Smarter Planet. On March 1, 2011, IBM announced the Smarter
Computing framework to support Smarter Planet. On Aug 18, 2011, as part of its effort in
cognitive computing, IBM has produced chips that imitate neurons and synapses. These
microprocessors do not use von Neumann architecture, and they consume less memory and
power.

IBM also holds the Smart Camp program globally. The program searches for fresh start-
up companies that IBM can partner with to solve world problems. IBM holds 17 SmartCamp
events around the world. Since July 2011, IBM has partnered with Pennies, the electronic charity
box, and produced a software solution for IBM retail customers that provide an easy way to
donate money when paying in-store by credit or debit card. Customers donate just a few pence
(1p-99p) a time and every donation go to UK charities.

In January 2014, IBM announced plans to invest more than $1.2bn (£735m) into its data
centers and cloud storage business. It plans to build 15 new centers around the world, bringing
the total number up to 40 during 2014.

In July 2014, the company revealed it was investing $3 billion over the following five
years to create computer functionality to resemble how the human brain thinks. A spokesman
said that basic computer architecture had not altered since the 1940s. IBM says its goal is to
design a neural chip that mimics the human brain, with 10 billion neurons and 100 trillion
synapses, but that uses just 1 kilowatt of power.

In March 2015, the company announced plans to invest $3 billion over four years to
establish an Internet of Things (IoT) unit, whose first task is to build a cloud-based open
platform.

ENVIRONMENT

IBM was recognized as one of the "Top 20 Best Workplaces for Commuters" by
the United States Environmental Protection Agency (EPA) in 2005. The award was to
recognize Fortune 500 companies which provided employees with excellent commuter benefits
to help reduce traffic and air pollution.

The birthplace of IBM, Endicott, suffered pollution for decades, however. IBM used
liquid cleaning agents in circuit board assembly operation for more than two decades, and six
spills and leaks were recorded, including one leak in 1979 of 4,100 gallons from an underground
tank. These left behind volatile organic compounds in the town's soil and aquifer. Traces of
volatile organic compounds have been identified in Endicott’s drinking water, but the levels are
within regulatory limits. Also, from 1980, IBM has pumped out 78,000 gallons of
chemicals,including trichloroethane, freon, benzene and perchloroethene to the air and allegedly
caused several cancer cases among the townspeople. IBM Endicott has been identified by the
Department of Environmental Conservation as the major source of pollution, though traces of
contaminants from a local dry cleaner and other polluters were also found. Remediation and
testing are ongoing, however according to city officials, tests show that the water is safe to drink.

Tokyo Ohka Kogyo Co., Ltd. (TOK) and IBM are collaborating to establish new, low-
cost methods for bringing the next generation of solar energy products, called CIGS (Copper-
Indium-Gallium-Selenide) solar cell modules, to market. Use of thin film technology, such as
CIGS, has great promise in reducing the overall cost of solar cells and further enabling their
widespread adoption.
 IBM is exploring four main areas of photovoltaic research: using current technologies to
develop cheaper and more efficient silicon solar cells, developing new solution-processed thin
film photovoltaic devices , concentrator photo voltaics, and future generation photovoltaic
architectures based upon nanostructures such as semiconductor quantum dots and nano wires.

COMPANY LOGO AND NICKNAME

IBM's current "8-bar" logo was designed in 1972 by graphic designer Paul Rand. It was a
general replacement for a 13-bar logo that first appeared in public on the 1966 release of the
TSS/360. Logos designed in the 1970s tended to reflect the inability of period photocopiers to
render large areas well, hence discrete horizontal bars.

In 1990 company scientists used a scanning tunneling microscope to arrange

35 individual xenon atoms to spell out the company acronym. It was the first structure assembled
one atom at a time.

Big Blue is a nickname for IBM derived in the 1960s from the company's blue logo and
color scheme, originally adopted in 1947. True Blue referred to a loyal IBM customer, and
business writers later picked up the term. IBM once had a de facto dress code that saw many
IBM employees wear white shirts with blue suits.

IBM IN CHENNAI

IBM is extremely excited about enhancing its presence in the city - and looks forward to
reaching out to a wide range of organizations across the public and private sector. The IBM city
sites are tailored to bring to your doorstep the global technology expertise and experience of
IBM - to deliver affordable solutions that address your business priorities.

BRANCHES OF IBM IN CHENNAI

1.Prince Infocity2 – Kanthanchavady

2.DLF-Guindy
EMPOYEES IN IBM – CHENNAI

1.Prince Infocity2- Non IT Field- 1200 Employees

2.DLF-Guindy- IT Field- 5000

IBM SYSTEMS - SYSTEMS, SERVERS AND STORAGE

IBM's hardware combines technical innovation with built-in reliability, designed to meet
your business needs and budget. These systems are easy to install, deploy and manage. The IBM
Express product portfolio features IBM’s leading technology and global expertise at a price that
small to medium business can afford.

IBM SOFTWARE INDIA: OPEN, SCALABLE, SECURE, INDUSTRY

FOCUSED

IBM software products and solutions help you innovate and become more flexible, while
making the most of current resources and controlling costs.

FEATURED PRODUCTS OF SOFTWARE

Cognos BI

Make better business decisions faster with IBM solutions that take business intelligence
to a whole new level.

IBM WebSphere Helps Airtel Enhance Customer Delight

Learn how IBM WebSphere helped Airtel achieve customer delight for their value added
services.

Filenet Content Manager

 Manage and share content using social collaboration and mobile capabilities

Data Archiving (US)

IBM archiving brings together software and services to optimize and unify content ingest
with Content Collector; build on a flexible infrastructure; and integrate analytics and discovery

Smarter Government

From the local town council to international collaborations, new ways of working are
underway.

IBM SERVICES

Businesses today need world class dynamic IT Infrastructure to reduce costs, enable
growth, ensure scalability and mitigate risks. IBM Global Technology Services (GTS) helps
clients plan, implement and manage an efficient, resilient, flexible IT infrastructure.

FEATURED PRODUCTS
 Networking strategy and optimization services
 Ensure your networks are aligned with business strategy and optimized to support
operational excellence
 Converged communications services
 Build business advantage with unified communications: integrated voice, data and video
environments designed for collaboration and productivity
 Mobility and wireless services
 Meet growing demand of mobile connectivity with secure and resilient wireless network
solution that deliver virtually anytime, anywhere communications
 Disaster Recovery Options
 In today’s “always-on” global business environment, organization leaders need near-
instantaneous failover and failback of their critical business applications to guard against
“disasters” of all shapes and sizes.
  Managed resiliency services
 Avoid downtime and recovery costs by enabling your infrastructure to support ongoing
availability, performance and meet compliance objectives

SUBSIDIARIES OF IBM

IBM India Private Limited is the Indian subsidiary of IBM. It has facilities
in Bangalore, Ahmedabad, Delhi, Kolkata, Mumbai, Chennai, Pune, Gurgaon, Noida,Chandigarh
, Indore, Bhubaneshwar, Coimbatore, Visakhapatnam and Hyderabad.

Between 2003 and 2007, IBM's head count in India has grown by almost 800%, from 9,000 in
2003to nearly 74,000 in 2007. Since 2006, IBM has been the multinational with the largest
number of employees in India. IBM is very secretive about the geographic distribution of its
employees. By most estimates, it has close to a third of its 430,000 employees (~ 150,000) in
India, and it likely has more employees here than in the US.

GROWTH AND FUTURE INITIATIVES

IBM, in an analyst meeting held at Bangalore on 6 June 2005 stated that IBM's India
plans are for the long term & committed to invest $6 billion in the next three years in India, triple
the amount invested in the three years preceding the meeting.

IBM worldwide expects its revenues to be around $120 billion by 2010, of which nearly $86
billion (68%) would come from IBM Global Services alone, with an estimate of about 200,000
employees. IBM India would account for 90,000 of these. Roughly translated, IBM's Indian
employees would generate $35 billion of IBM's revenues in 2010.

IBM Global Services (now split to Business Services & Technical Services) was called
the "jewel in the IBM crown" by the Aberdeen group in 2003. For worldwide IBM, this is the
group that contributes to more than half its global revenues ($54 billion in 2005) presently and
growing at a healthy rate (8% in 2005). With half of global service employees to be located in
India, IBM India's importance for the global corporation can be easily fathomed.
 CHAPTER IV
DATA ANALYSIS
&
INTERPRETATION
GENDER

Gender No of Respondents % of Respondents

Male 47 52%
Female 43 48%
Total 90 100%

No of Respondents

Male
Female

Interpretation:
From the above data 52% of the respondents are Male and 48% of the respondents are
Female.
AGE

Age No of Respondents % of Respondents

20 – 40 43 48%
30 – 40 32 36%
40 above 15 17%
Total 90 100%

No of Respondents

20 - 40
30 - 40
40 above

Interpretation:
From the data 48% of the respondents are between the age 20 – 30 years, 36% of the
respondents are between the age 30 – 40 years and 15% of the respondents are above 40
years
MARITAL STATUS

Marital Status No of Respondents % of Respondents

Single 40 44%
Married 50 56%

Total 90 100%

No of Respondents

Single
Married

Interpretation:
From the above data 44% of the respondents are single and 56% of the respondents
are married.
NO OF YEARS WORKED

Years Worked No of Respondents % of Respondents

0 - 2 years 15 17%
2 - 4 years 42 47%
4 - 6 years 26 29%
6 - 8 years 7 8%
8 years above 0 0%
Total 90 100%

No of Respondents

Upto 2 years
2 - 4 years
4 - 6 years
6 - 8 years
8 years above

Interpretation:
From the above data 17% of the respondents have worked in the company for up to 2
years, 47% of the respondents for 2 – 4 years, 29% of the respondents for 4 – 6 years, 8%
of the respondents for 6 – 8 years and no respondents for 8 years above.
LEVEL OF INCOME

Level of Income No of Respondents % of Respondents

10,000 - 20,000 7 8%
20,000 - 40,000 26 29%
40,000 - 60,000 40 44%
60,000 - 1,00,000 12 13%
1,00,000 above 5 6%
Total 90 100%

No of Respondents

10,000 - 20,000
20,000 - 40,000
40,000 - 60,000
60,000 - 1,00,000
1,00,000 above

Interpretation:
From the above data 8% of the respondents level of income is between 10,000 –
20,000, 29% of the respondents between 20,000 – 40,000, 44% of the respondents
between 40,000 – 60,000, 13% of the respondents between 60,000 – 1,00,000 and 5% of
the respondents level of income is above 1,00,000.
JOB DESIGNATION MATCHES ACADEMIC QUALIFICATION

No of Respondents % of Respondents
Strongly Agree 19 21%
Agree 30 33%
Neutral 11 12%
Disagree 18 18%
Strongly Disagree 12 13%
Total 90 100%

No of Respondents

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

Interpretation:
From the above data 21% of the respondents strongly agree that their job matches
academic qualification, 33% of the respondents agree it, 12% of the respondents are
neutral, 18% of the respondents disagrees it, 13% of the respondents strongly disagrees it.
SATISFACTION WITH PROJECT HEAD / SUPERVISORS

No of Respondents % of Respondents
Highly Satisfied 23 26%
Satisfied 31 34%
Neutral 10 11%
Dissatisfied 21 21%
Highly Dissatisfied 5 6%
Total 90 100%

No of Respondents

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied

Interpretation:
From the above data 26% of the respondents are highly satisfied with their project
head or supervisors, 34% of the respondents are satisfied, 11% of the respondents are
neutral, 21% of the respondents are dissatisfied, 6% of the respondents are highly
dissatisfied.
SATISFACTION WITH JOB TIMINGS

No of Respondents % of Respondents
Strongly Agree 25 28%
Agree 22 24%
Neutral 16 18%
Disagree 16 18%
Strongly Disagree 11 12%
Total 90 100%

No of Respondents

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

Interpretation:
From the above data, 28% of the respondents strongly with their job timings, 24% of
the respondents agree it, 18% of the respondents are neutral, 18% of the respondents
disagrees it, 12% of the respondents strongly disagrees it.
FACTORS THAT MOTIVATES EMPLOYEES

No of Respondents % of Respondents
Increments 46 51%
Promotions 31 34%
Rewards 14 16%
Incentives 9 10%
Others Specify 0 0%
Total 90 100%

No of Respondents

Increements
Promotions
Rewards
Incentives
Others Specify

Interpretation:
From the above data, 51% of the respondents prefer for increments, 34% of the
respondents prefer promotions, 16% of the respondents prefer rewards, 10% of the
respondents prefer incentives and 0% respondents prefer others
SATISFACTION OF SALARY

No of Respondents % of Respondents
Strongly Agree 22 24%
Agree 20 22%
Neutral 11 12%
Disagree 18 20%
Strongly Disagree 19 21%
Total 90 100%

No of Respondents

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

Interpretation:
From the above data 24% of the respondents strongly agree with the salary, 22% of
the respondents agree it, 12% of the respondents are neutral, 20% of the respondents
disagree with the salary, and 21% of the respondents strongly disagree with it.
RECOGNITION & ACKNOWLEDGEMENT OF WORK

No of Respondents % of Respondents
Strongly Agree 29 32%
Agree 19 21%
Neutral 13 14%
Disagree 18 20%
Strongly Disagree 11 12%
Total 90 100%

No of Respondents

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

Interpretation:
From the above data, 32% of the respondents strongly agree that the company
recognizes and acknowledge their work, 21% of the respondents agree it, 14% of the
respondents prefer neutral, 20% of the respondents disagrees it and 12% of the
respondents strongly disagrees it.
SATISFACTION WITH WELFARE FACILITIES

No of Respondents % of Respondents
Highly Satisfied 30 33%
Satisfied 25 28%
Neutral 6 7%
Dissatisfied 14 16%
Highly Dissatisfied 15 17%
Total 90 100%

No of Respondents

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied

Interpretation:
From the above data 33% of employees are highly satisfied with the welfare facilities
provided by the company, 28% of the employees are satisfied with it, 7% of the
employees are neutral,16% of the employees aredisatisfied,17% of the employees are
highly dissatisfied with it.
SAFE ENVIRONMENT

No of Respondents % of Respondents
Strongly Agree 32 36%
Agree 27 30%
Neutral 7 8%
Disagree 14 16%
Strongly Disagree 10 11%
Total 90 100%

No of Respondents

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

Interpretation:
From the above data, 36% of the employees strongly agree with safe environment,
30% of the employees agree with it, 8% of the employees are neutral, 16% of the
employees disagree with it and 11% of the employees strongly disagree with it.
ISSUES UNDERGOING

No of Respondents % of Respondents
Physical Stress 14 16%
Mental Stress 50 56%
Both 16 18%
None 10 11%
Total 90 100%

No of Respondents

Physical Stress
Mental Stress
Both
None

Interpretation:
From the above data 16% of the employees are undergoing physical stress, 56% of the
employees are undergoing mental stress, 18% of the employees are undergoing both and
11% of the employees have undergone no issues.
ENVIRONMENT HELP IN CAREER ADVANCEMENT

No of Respondents % of Respondents
Strongly Agree 25 28%
Agree 22 24%
Neutral 7 8%
Disagree 17 19%
Strongly Disagree 19 21%
Total 90 100%

No of Respondents

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

Interpretation:
From the above data, 28% of the employees strongly agrees that the environment help
in career advancement, 24% of the employees agrees with it, 8% of the employees are
neutral, 19% of the employees disagrees with it and 21% of the employees strongly
disagrees with it.
SATISFACTION WITH THE COMPANIES POLICY, RULES& NORMS

No of Respondents % of Respondents
Highly Satisfied 31 34%
Satisfied 20 22%
Neutral 13 14%
Dissatisfied 16 18%
Highly Dissatisfied 10 11%
Total 90 100%

No of Respondents

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied

Interpretation:
From the above data, 34% of the employees are highly satisfied with the companies’
policies rules and norms, 22% of the employees are satisfied with it, 14% of the
employees are neutral, 18% of the employees are dissatisfied with it and 11% of the
employees are highly dissatisfied with it.
SATISFACTION IN RELATIONSHIP WITH CO-WORKERS

No of Respondents % of Respondents
Highly Satisfied 22 24%
Satisfied 21 23%
Neutral 23 26%
Dissatisfied 14 16%
Highly Dissatisfied 10 11%
Total 90 100%

No of Respondents

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied

Interpretation:
From the above data, 24% 0f the employees are highly satisfied in the relationship
with the co-workers, 23% of the employees are satisfied with it, 26% of the employees
are neutral, 16% of the employees are dissatisfied with it and 11% of the employees are
highly dissatisfied with it.
SATISFACTION OF PERFORMANCE APPRAISAL

No of Respondents % of Respondents
Highly Satisfied 32 36%
Satisfied 17 19%
Neutral 9 10%
Dissatisfied 17 19%
Highly Dissatisfied 15 17%
Total 90 100%

No of Respondents

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied

Interpretation:
From the above data, 36% of the employees are highly satisfied with the
performance appraisal, 19% of the employees are satisfied with it, 10% of the
employees are neutral, 19% of the employees are dissatisfied with it and 17% of
the employees are highly dissatisfied with it.
SATISFACTION WITH APPRECIATION & REWARDS

No of Respondents % of Respondents
Highly Satisfied 25 28%
Satisfied 22 24%
Neutral 15 17%
Dissatisfied 17 19%
Highly Dissatisfied 11 12%
Total 90 100%

No of Respondents

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied

Interpretation:
From the above data, 28% of the employees are highly satisfied with the appreciation
and rewards made by the company, 24% of the employees are satisfied with it, 17% of
the employees are neutral, 19% of the employees are dissatisfied with it and 12% of the
employees are highly dissatisfied with it.
RATE OVERALL SATISFACTION OF JOB

No of Respondents % of Respondents
Highly Satisfied 17 19%
Satisfied 15 17%
Neutral 35 39%
Dissatisfied 12 13%
Highly Dissatisfied 11 12%
Total 90 100%

No of Respondents

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied

Interpretation:
From the above data 19% of the employees are highly satisfied with the overall
satisfaction with the job, 17% of the employees are satisfied with it, 39% of the
employees are neutral, 13% of the employees are dissatisfied with it and 12% of the
employees are highly dissatisfied with it.
 CHAPTER V
FINDING, SUGGESTION
&
CONCLUSION
 The maximum no respondents is 52% are Male.
 The maximum no respondents is 43% fall under the age group 20-40.
 The maximum no respondents is 56% are married.
 The maximum no respondents is 47% have been working in the company for 2-4 years.
 The maximum no respondents is 44% income is 40,000-60,000.
 The maximum no respondents is 33% agree that they work according to their
qualification and skills.
 The maximum no respondents is 34%% are satisfied with the project head.
 The maximum no respondent is 28% are satisfied with the job timings.
 The maximum no respondents is 51% agrees that increment is the factor that motivates
them.
 The maximum no respondent is 24% are satisfied with the salary provided according to
the work assigned.
 The maximum no respondents is 32% agrees that the company recognize and
acknowledge the work.
 The maximum no respondent is 33% are satisfied with the welfare facilities which are
provided.
 The maximum no respondent is 36% are working in a safety environment.
 The maximum no respondents is 56% are undergoing mental stress.
 The maximum no respondents is 28% agrees that helps in career growth
 The maximum no respondent is 34% are happy with the companies’ policies, rules and
norms.
 The maximum no respondent is 26% are satisfied with the relationship with co-workers.
 The maximum no respondents is 36% are satisfied with the performance appraisal.
 The maximum no respondents is 28% are satisfied with the appreciation and rewards if
the targets are accomplished.
 The maximum no respondents is 39% are satisfied with the job.
 SUGGESTIONS

 IBM should take steps to control mental stress level of the employees to perform more

efficiently.

 The company can satisfy their employees with promotions and rewards like increments

and bonus based on the efficiency of the employees.

 The company can improve the welfare facilities for the growth of the employees

CONCLUSION

The project aims at finding out the employees satisfaction level in IBM (International Business

Machine).IBM has proved to be a successful company because of its rapid growth among many

IT companies. The findings and suggestions are based on the survey so these suggestions can be

taken for the higher growth.

From the analysis it is know that the company provides opportunity to the employees to exercise

their skills. Numbers of employees are satisfied with the top management and their job timings

and shifts. The company has a systematic plan in satisfying the employees with proper salary,

appreciations, promotions, recognition and rewards.

From the analysis it is also found that there is a scope for the improvement of job satisfaction of

employees in IBM.

Finally, I would like to conclude that most of the employees of IBM are satisfied with their job

and the organisation.