ACKNOWLEDGEMENT

The project is completed with the support of many persons. With pleasure I express
my sincere thanks to all of them. I wish to take this opportunity to thank Prof. Dr.
A Kanagaraj M.A., M.Phil., Ph.D., Chairman, Mrs. K Vijayakumari M.A.,
B.Ed., Secretary, Mr. K. Navaraj M.Tech., Ph.D., Vice Chairman.
I also thank Dr. P. Guhan, M.C.A., M.Phil., Ph.D., Principal, Dr. V.
Vijayakumar M.A., Ph.D., Vice principal who provided me an opportunity to do
this project.
My sincere thanks to Dr. S. Sheela Rani M.B.A., M.C.A., Ph.D., Director, P.G
department of management studies & commerce, Mrs. M. Kalaivani M.B.A.,
M.Phil., Ph.D., HOD, P.G department of management studies & commerce, JCAS
for their valuable guidance and suggestions.
I also thank my institutional guide Mrs. M. Kalaivani M.B.A., M.Phil., Ph.D.,
HOD, P.G department of management studies & commerce, for her valuable
suggestions and support throughout this project.
I would like to thank my company guide Uma Maheshwaran, Department of
human Resource Development of Intelenet Global Services Private Limited,
Chennai to extend all his precious time to provide me their valuable suggestions
and co-operation.
I also thank my facility members Mrs. A. Vijayalakshmi, M.B.A., M.Phil.,
Ph.D., Asst., Prof, Mrs. N. Mythili, M.B.A., M.Phil., Asst., Prof, Ms. J.
Saranya Devi, M.B.A., M.Phil., and Asst, Prof Mrs. Menaka, M.B.A., M.Phil.,
for their continuous guidance and support.
I immensely thank my parents and friends who gave me full support through all
means during the course of study.
 TABLE OF CONTENT

Chapter No. Description Page. No

Title page
Bonafide certificate
Organization certificate
Acknowledgement
Table of contents
List of table
List of charts
Introduction
Introduction of the topic
Industry profile
Company profile
Need for the study
Objectives of the study
Scope of the study

Review of literature
Research Methodology
Research Design
Descriptive Research Design
Sampling Techniques
Methods of data collection
Tools for data analysis
Limitations

Findings, Suggestions and conclusions

Findings
Suggestions
Conclusions
Bibliography
Annexure
Questionnaire
 DECLERATION

I, M.DIVYA, (REG.NO 711600075) hereby declare that this project titled

submitted in partial fulfillment of the requirement for the degree of

MASTER OF COMMERCE., UNIVERSITY OF MADRAS is my original
work and it has not formed the basis for the award of any other degree.

Place: Signature of the Student

Date: (M.DIVYA)
 COMPANY PROFILE
Intelenet Global Services a leading provider of business process management
service across Industries, Including Healthcare, Travel & Hospitality, Finance &
Accounting, Telecom, Banking & Insurance and Retail.

With more than 50,000 people spread across 66 global delivery centers, Intelenet
supports over a hundred clients in 50 languages. Our service capabilities are
customized to cater to unique industry requirements, different customer bases,
process mandates, and resource needs.

Intelenet Global Services is a third-party Business Process Outsourcing (BPO) &

contant centres provider firm headquartered in Tausing, Metro Manila, Philippines
and Mumbai, India, backed by Blackstone Groups.

The company offers 24/7 services for contant centres, truncation processing,
finance & accounting and human resource outsourcing service to fortune 500
companies in the UK, US, Australia and India. Backed by the Blackstone Groups, a
leading Global Private Equity player, with a current portfolio of clients that
includes fortune 500 companies, Intelenet Global Services are a 55,000 people
organization spread across 66 global delivery centres across USA, UK, India,
Poland and Philippines; supporting 100+ clients in over 50 languages. The firm is
headed by the CEO Bhupender Singh and Susir Kumar serves as the Executive
Chairman.
The companys first headquarters is in Mumbai, and operates form 66 delivery
centres in Mumbai, Philippines, Chennai, New Delhi, Gurgaon, Mauritius, USA
(Fargo, Campbellsville, Chesapeake) United Kingdom (Fort William, Plymouth)
and Krakow, Domestic Operations operate in Mumbai, Gurgaon, Chennai,
Bangalore, Pune, Kolkata, Mohali, Pondicherry, Dehra Dun, Lucknow and Patna.

Currently cloaking in the revenue of more than USD$420 million, the firm aims at
crossing US$1 billion by 2020.

Revenue: 28, 1 billion INR ($420 million, 2014-2015)

Number of locations: 35

Headquarters: Mumbai

Number of employees: 55,000

Founded: 11 October 2000

Type of business: Private

Founders: Tata Consultancy Services, Housing Development Finance Corporation.

HISTORY
Intelenet Global Services was formed in October 2000 as a 50:50 Joint Venture
(JV) by Tata Consultancy Services and Housing Development Finance Corporation
Ltd. (HDFC) and started operations in November 2001.

In July 2004, TCS divested its 50% stake, which was purchased by Barclays Bank
one of Intelenets biggest clients. By 2006, Intelenet had grown to over 5000
people with over 20 client relationships.
In 2006, Intelenet ventured into the India domestic BPO industry with its
acquisition of spares BPO services from spence Tele systems. Intelenet is today the
largest player in the domestic BPO market with over 18,000 empolyees in 10
locations across India, providing customer management, outbound sales and
analytics in the Banking and Financial Services, Telecom, Travel, Retail, Insurance
and Government Sectors.

In 2007, Intelenet management team initiated a management buyout backed by

Blackstone Groups, a global private equity player. Blackstone Group owns 75.98%
of the stake at Intelenet; 19% is held by SKM (Employee) Trust and 5.02% by
Housing Development Finance Corporation Ltd. (HDFC).

In 2007, Intelenet acquired two companies in Travel and IT verticals Upstream, a

US- based BPO company with centres in Fargo, North Dakota, Chesapeake,
Virginia and Campbellsville, Kentucky and Travel port ISO, the India based
captive operations of the Travel port group.

In January 2010 Intelenet set up a delivery centre in Krakow, Poland.

2012- Intelenet Global Services was acquired by Serco Groups PLC.

2016-Serco (Indian operations) was acquired back by Intelenet Global Services.

WORKING WITH INTELENET

Intelenet Global Services take pride in their workforce, and as an opportunity
employer, they do not discriminate on race, religion, sex, color, age, national origin
or physical disability, but drive core humane and ethical values amongst all their
employees Intelenet Global Services believe in people capabilities, and know that
their buy-into an organizations vision and values is a deciding factor of the
success of the organization.

Organizational Ownership

Intelenet Global Services foster an open communication networks amongst their

workforce to achieve company cumulative goals successfully.

Intelenet believes in engaging people to live their ambitions in a familial work

environment. Intelenet Global Services support their people in reaching for their
personal and professional goals by enriching their work scope, sponsoring their up-
skill educations, and supporting their personal achievements.

Intelenet Global Services believe in enjoying the work they do, and create an
enjoyable & creatively liberating work environment that gives people the platform
to refresh, and re-channel their efforts more productively.

Work Culture

Intelenet is a nurturing organization, and is committed towards the Intelenet Global

Services being and growth of their employees within their work and personal lives.
Intelenet Global Services privilege to be home to some of the best minds in the
service industry and they work on transcribing their learning into structured
trainings.

Mentoring

Intelenet Global Services takes on a mentorship approach with their people and
believe in hiring the skill and refining the potential to excel in all aspects of life.
Intelenet Global Services take an active interest in their peoples ambitions by
creating open communication channels for gathering feedback and understanding
needs to build a more enriching work environment.

Motivating

Intelenet Global Services believes in their peoples capabilities and along with
trainings. Intelenet Global Services take a teach by example approach to
motivate their people to be the best they can be. Intelenet Global Services has half-
yearly and yearly award programs that recognize outstanding performers and
inspire their peers to follow suit.

Listening

Intelenet Global Services have an open-culture policy where Intelenet Global

Services endorse their people to voice their opinions through one-on-one
interactions, discussion forums, skip meetings etc. Their BHR team analyzes all
opinions and drives initiatives to nurture and Intelenet Global Services their people
within the organization.

Developing

Intelenet Global Services has a strong and robust commitment towards capability
& career building. Various learning interventions are designed offered to ensure
that Intelenet Global Services prepare their employees to deliver their best in their
current roles and also groom them to take on additional responsibilities.

Working

Intelenet Global Services instill state of the Art Infrastructure, 24*7 cafeteria,
Gym, Yoga, Hobby Area, Sporting Activities, Libraries, and Fitness & Counseling
advocates across their delivery centers to support their people with comfortable
work environments that take care of their peoples holistic needs.

CHAPTER-2
REVIEW OF
LITERATURE
 LITERATURE REVIEW
At one time, empolyees were considered just another input into the
production of goods and services. What perhaps changed this way of thinking
about employees was research, referred to as the Hawthorne Studies, conducted by
Elton Mayo from 1924 to 1932.

This study founded that empolyees are not motivated solely by money and
that employee behavior is linked to their attitudes. The Hawthorne Studies began
the human relations approach to management, whereby the needs and motivation
of employees become the primary focus of managers.

Motivation Theories

Understanding what motivated employees and how they were motivated was
the focus of many researchers following the publication of the Hawthorne Study
results. Five major approaches that have led to our understanding of motivation are
Maslows need-hierarchy theory, Herzbergs two-factor theory, Vrooms
expectancy theory, Adams equity theory and Skinners reinforcement theory.

According to Maslow, employees have five levels of needs: physiological,

safety, social, ego, and self-actualizing. Maslow argued that lower level needs had
to be satisfied before the next higher level need would motivate employees.
Herzbergs work categorized motivation into two factors: motivators and
hygienes. Motivator or intrinsic factor, such as achievement and recognition,
produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security,
produce job dissatisfaction.

Vrooms theory is based on the belief that employee effort will lead to performance
and performance will lead to rewards. Rewards may be either positive or negative.
The more positive the reward the more likely the employee will be highly
motivated. Conversely, the more negative the rewards the less likely the employee
will be motivated.

Adams theory states that employees strive for equity between themselves
and other workers. Equity is achieved when the ratio of employee outcomes over
inputs is equal to other employee outcome over inputs.

Skinners theory simply states those employees behaviors that lead to

positive outcomes will be repeated and behaviors that leads to negative outcomes
will not be repeated. Managers should positively reinforce employee behaviors that
lead to positive outcomes. Managers should negatively reinforce employee
behavior that leads to negative outcomes.

Abraham H Maslow Need Hierarchy or Deficient theory of motivation:

The intellectual basis for most of motivation thinking has been provided by
behavioral scientists, A.H Maslow and Frederick Heizberg, whose published works
are the Bible of motivation. Although Maslow himself did not apply his theory to
industrial situation, it has wide impact for beyond academic circles. Douglous Mac
Gregor has used Maslows theory to interpret specific problems in personnel
administration and industrial relations.

The crux of Maslows theory is that human needs are arranged in hierarchy
composed of five categories. The lowest level needs are physiological and the
highest levels are the self-actualization needs. Maslow starts with the formation
that man is a wanting animal with a hierarchy of needs of which some are lower in
scale and some are in a higher scale or system of values. As the lower needs are
satisfied, higher needs emerge. Higher needs cannot be satisfied unless lower needs
are fulfilled. A satisfied need is not a motivator. This resembles the standard
economic theory of diminishing returns. The hierarchy of needs at work in the
individual is today a routine tool of personnel trade and when these needs are
active, they act as powerful conditioners of behavior as motivators.

Hierarchy of needs; the main needs of men are five. They are physiological
needs, safety needs, social needs, ego needs and self-actualization needs, as shown
in order of their importance.

Self-
Actualization
 FINDINGS
The career development opportunity was the most motivating factor for a
majority of the employees.
Second majority of employees were most motivated by the financial
incentives provided by the company.
All the employees were motivated by being recognized and having a sense
of achievement and competition.
Employees valued relationships at the work place and were motivated
working in teams implying that they had a high need for affiliation.
All employees regardless of age sought some guidance from colleagues and
superiors.
Employees with the age group 21-25 tend to be more dependent at the
workplace.
Employees with in the age group 26-30 tend to be more independent and
self-autonomous at work.
 SUGGESTION
Recognizing teams or work groups for their joint effort rather than
individual contributors.
Teams with similar task or projects can compete with each other for the
faster completion of projects.
Teams can have an informal retreat or an offsite meeting where members get
to know each other and also set goals and develop plans.
One day sporting events or picnic can be used as a simple logic from
everyday work making the employees happier.
Encouraging employees to write a short testimonial of how they could
enhance their skills and put their talent to creative use only because of the
opportunities the company gave them.
Exposing the employees to international job or short term project
opportunities for development and knowledge sharing.
Having employees set their career goals and expectations so that a career
counselor can guide them in drafting a development plan or blue print
helping then focus on projects that will take them in the direction which will
facilitate long-term success.
Implementing certain methods or techniques that would create of feeling of
oneness with the company in the minds of the employees.
 CONCLUSION
In the light of the results and findings, it is noted that most of the
employees are motivated by the career development opportunities provided by
the company and a second majority of employees are motivated by financial
incentives. Most of the empolyees who were motivated by career development
opportunities were between the age group 21-25 implying that young employees
with little or no work experience were driven more by the career development
opportunities provided by the company whereas for the older employees with some
amount of work experience career development opportunities were not the
paramount motivator. Hence as an employee grown in age and experience with an
organization, he is motivated more by certain other factors that can also include the
demands of the job itself.

All the employees in the organization were motivated by being

recognized by colleagues and superiors and also having a need for achievement
and a sense of competition. At the same time they were dependent on other
colleagues and superiors and always sought some guidance from them. The reason
for them being dependent may be due to the fact they all were team oriented and
showed a high need for affiliation so depending on other fellow employees came
naturally to them.

Empolyees must be allowed to work together in teams in order to

collectively achieve their group targets which ultimately lead to the fulfillment of
company goals. Absence of such teams may lead to ultimately competition and
power conflicts between individual employees ultimately causing employees to be
demotivated. Since a majority of the employees in the organization are young, the
management must focus on creating opportunities that would aid in the growth and
development of an employee career thereby maintaining and nurturing a motivated
employee workforce.