PROJECT REPORT

ON
EMPLYOEE PERFORMANCE AND JOB
SATISFACTION:
A COMPARITIVE STUDY USING CORRELATION
(IBM)

Submitted in the partial fulfillment of the Requirement for

the award of the
GALGOTIAS UNIVERSITY
(Batch 2023-2025)

GROUP NUMBER- 15

SECTION – 9

SUBMITTED TO :- Mr. Viveksheel Yadav

SUBMITTED BY

Rohan Yadav - 23GSOB2010271

Saba Arshad - 23GSOB2010262
Saba Zafrul - 23GSOB2011268)
Sakshi Maskara - 23GSOB2010250
Salim Husain Khan - 23GSOB2010406
 DECLARATION

We hereby declare that the project titled “EMPLYOEE

PERFORMANCE AND JOB SATISFACTION : A COMPARITIVE STUDY
USING CORRELATION (IBM)” has been prepared originally by our
group during the year 2024, for IA-2, 1st Semester (Fall), and is
submitted in partial fulfilment of the requirements for the award of
degree in Master of Business Administration in Galgotias
University.
 TABLE OF CONTENT

S.No Title Page

No.
1. EXECUTIVE SUMMARY

2. INTRODUCTION

3. ORGANIZATIONAL PROFILE

4. RESEARCH OBJECTIVE

5. RESEARCH METHODOLOGY

6. DATA ANALYSIS AND

INTERPRETATIONS
7. FINDINGD

8. CONTRIBUTONS OF THE
PROJECT TO THE
ORGANIZATIONS
9. LEARNINGS OF THE
STUDENTS
10. CONCLUSIONS AND
RECOMMENDATIONS
11. PLAGIARISM REPORT

12. BIBLIOGRAPHY

13. SYNOPSIS
 ABSTRACT
The study on the link between employee performance and job satisfaction utilized
correlation analysis and focused on IBM as a case study. This research aimed to
explore how job satisfaction and employee performance are interconnected, providing
insights into how improvements in one area can positively impact the other.
In most companies in today's world, motivating employees to perform to their
maximum potential in their jobs is one of the key elements in modem Human
Resource Management. It is believed that when an employee is motivated, he will
be generally satisfied with his job and because that he is happy, he will be able to
give his best efforts and contribution to the job assign to him. However, there are
various types of motivation to everyone, and usually it may not be the same for
each employee in the company or in that particular department. Employee
motivation can be varied due to a number of dependent variables like personal
needs, external rewards, recognition, self-actualization and self-esteem. This can
be found in many previous studies and literatures. In this research study, the
researcher reviewed the various motivation factors and examined various
employees' demographics like age, gender, education level and job tenure that
may link to their level of job satisfaction and as a result achieves better
performance in their work. Descriptive analysis using quantitative approach was
employed through a survey questionnaire posted to 120 employees in the company
chosen. Factors like remuneration, job security, teamwork, relations with clients
and bosses, recognition, sense of given authority and autonomy, promotion and
fringe benefits, challenging activities and fear of failures are asked in the
questionnaire and the results were analyzed to observe the correlation between
motivation factors with job satisfaction.

Keywords: Motivation, Job Satisfaction, Intrinsic Motivation, Extrinsic Motivation,

Synergy
 1. INTRODUCTION

This comparative study aims to unveil the intricate relationship between employee
performance and job satisfaction by employing correlation analysis. Focusing on IBM as a
case study, this research seeks to establish a link between these two crucial factors, shedding
light on how job satisfaction affects employee performance and vice versa

With the fast changing world, especially in the last few decades, in modern industries
that require higher skill sets and knowledge based industries, employers can hardly
continue to exploit workers for maximum output while not offering the appropriate and
competitive commensuration accordingly. With improved literacy and the easy access to
internet, tapping into unlimited and enormous information through the world almost
without boundaries, people can now see and hear for themselves and compare what they
are currently working as, the job scope and exposure for advancement and the salary that
they are drawing versus what the outside world or other companies may be able to offer.
This new globalization reality need to be understood by the employer and in order to
maintain competitiveness, attracting and retaining key talents in this highly competitive
global markets, the company requires to model and develop the right workforce to excel
in their businesses. Few people in this world now will just work contentedly for one
company for life if they feel that they can get more elsewhere, whether if it is in terms of
money, exposure, job scope enlargement and career advancement.

Beck (1983) identified that happy employees tend to be more motivated and will be
faithful to a company. They will conduct themselves and work on the assignments
assigned to them more enthusiastically and passionately and consequently yielding higher
quality output. Field (2008) also observed that company business success is usually tied
to having a team of employees who are greatly satisfied with what they are doing and
the conditions and environment that the company offers them in their workspace. There
were many other studies in the past on this related topic in finding the correlation
between employees job satisfaction versus employees motivation and linking that to
the impact to company's businesses.

According to Beck (1983), there were four basic perspectives that can ignite motivation at
a workplace. They were the economic condition of that person, the social relationship
he has or desire to have, self-actualization of his aspirations and get recognition and
lastly a combination of all the above elements. A rational economic employee placed
economic returns above other aspects of the job and his behavior and vigor on the job
came from the monetary rewards he gets from his employer for the job. Some
organizations who believed that man was rational and economic will emphasize on
dishing out aggressive monetary rewards like raising salary and fringe benefits to
motivate the employees. The Second theory assumed that the elementary need of a man
is the social relationship he desire to have in the society or his circle of friends and
colleagues. This kind of man will weigh interpersonal relationships with colleagues,
supervisors, customers, suppliers or whoever they he has to interact with in his job as one
of the key motivating factor for him. As long as the company create that happy
environment for him and he get together well with others, he is happy and motivated. The
third theory was man's self-actualization. He wants to get recognize by his supervisor
or the community whenever he contributed to the success of an assignment or project.
He aspires to get full credit and recognition in the forms of praises or compliments
through non-monetary awards. Organization that believes in this will create a system to
reward high performers and celebrate the success of each project no matter how big or
small the project is. The last perspective was on a complex person. This person has the
emotions, abilities, motives and desires of all above mentioned elements. His emphasis will
change from time to time and place to place and is also dependent on the kind of
assignment he is put on. He exhibits the behavior of almost wanting everything to come
his way and sometimes over estimated his own capabilities.
Intrinsic conditions are sometimes more powerful than work related characteristics of
a person . Spector (2003) has defined motivation as an inner state of mind of a person
that influences him to display s specific type of behavior. There were two types of
motivation according to Spector (2003). One kind that motivates a person in the direction
of a type of behavior amongst all other behaviors while the second type was that the
individual achieves motivation with the strong desire to achieve certain goal. The second
type was derived from a person's individual needs and desires. Petri (1996) described
that motivation was a force that exerts on an individual to initiate a special behavior
and sometimes this behavior can be more intense than others and varies depending on
the situation. Under the context of a workplace in an organization, Pinder (1998)
regarded work motivation as a set of internal and external forces that triggers behaviors
that were work related. He defined work motivation was invisible and created within a
person's inner self. Gouws (1995) also established that consciously or unconsciously,
motivation originates within an individual self. This kind of intrinsic self-motivation
often drives the person to accomplish a particular job with success in mind and any
external rewards or awards are not important to him. Sense of self- fulfilling and self-
accomplishment is all it takes. Niekerk (1987) also stated that the creation of a
motivated workplace environment and conditions can exert a strong influence on a
person to perform on his own wish, whereby he can attain certain personal goal that
satisfies his own needs. Beach (1980) defined motivation as the readiness to use up the
energy to attain a target or incentive. These behaviors can be repeated on different
assignments or jobs easily with the right incentive but however if the behavior is not
duly rewarded or worse still gets punished for the wrong reason, this behavior will
diminish over time. Eventually this will be linked to whether a person feels satisfied by
performing an activity or just wanting to get involved in the activity.

In this study, the researcher regarded employee motivation as an instinctive force that
was molded by a set of personal and workplace characteristics that drive the particular
need and motives of the workers. The concept of motivation has great influence on
personnel desire to work whole heartedly for the organization and can make significant
impact in determining the effectiveness of an organization and company's business
success. Thus, it was critical for an organization to focus on the factors that will result in
job satisfaction and employee motivation. Managers need to have a good knowledge
about different motivational theories and effectively uncover the real desire in each
employee or team and adopt the right theory on the person or team to get optimal results.
This is a vicious cycle, the more motivated employee will be, the more he / she will be
satisfied, and the better he performs, and because he performs well and is a happy
employee, the others who work around him will be infected and will also be self-
motivated to perform as well and remain happy and satisfied. The morale of the
individual, the team and the company will also improve.

Motivating employees is considered as one key factor that can create the power in making
workers feel satisfied with their jobs. Employer can only motivate workers in the form by
creating the conditions and environment that make people feel happy and satisfied to give
their heart and soul to the job and the company. The contributions from the employees
are key determinants of any organizational success and it is closely linked to creating
highly motivated workforce that encompassing great job satisfaction among the
employees. So is this just a perception or is employee job satisfaction really linked to
employee motivation whereby employee will be more devoted and intellectually more
active in working on his job assignment? In this study, we used statistical measurements to
validate this correlation between employee satisfaction and employee motivation. The
question for this research was to validate if there was any significant correlation between
employee job satisfactions with employee level of motivation. In this study, we was to
identify motivation techniques that will enhance job satisfaction and their significance and
the impact of intrinsic and extrinsic rewards, social relations and employee inner desire
have on job satisfaction. This study also extended to look at the possible influence of
employee job satisfaction with varying demographics.

PROFILE OF THE COMPANY (IBM)

1. Overview

Founded in 1911, IBM has evolved into a multinational technology and consulting
corporation, playing a pivotal role in the development of computing and information
technology.

2. Headquarters:

IBM's global headquarters is located in Armonk, New York, USA.

3. Leadership:

As of my knowledge cutoff in January 2022, please refer to the latest sources for the current
leadership team.

4. Global Presence:

Operates in over 170 countries, providing a wide range of products and services globally.

5. Core Offerings:

Diverse portfolio includes cloud computing, artificial intelligence, analytics, blockchain,

quantum computing, software, and hardware solutions.

6. Innovation and Research:

Known for its commitment to innovation and research, with a significant number of patents
in areas like AI, quantum computing, and data analytics.

7. Corporate Social Responsibility:

Actively engaged in environmental sustainability, diversity and inclusion initiatives, and

community impact, aligning with ethical business practices.

8. Financial Performance:

Demonstrates financial stability and adaptability, with consistent contributions to

advancements in the technology sector.

9. Historical Significance:

Pioneered punch card tabulation and computing solutions and has been a key player in
various technological advancements throughout its history.
10. Business Segments.

Divided into multiple business segments, including Cloud & Cognitive Software, Global
Business Services, Systems, and Global Technology Services.

11. Employee Base:

Employs a substantial workforce globally, comprising professionals from diverse

backgrounds and expertise.

12. Recent Strategic Initiatives:

IBM has focused on cloud computing services, AI advancements, and strategic acquisitions
to strengthen its position in the technology market.

13. Clientele:

Serves a wide range of clients, from enterprises and governments to small businesses,
offering tailored solutions to meet diverse needs.

14. Awards and Recognition:

Over the years, IBM has received numerous awards for its contributions to technology,
innovation, and corporate responsibility.

15. Future Outlook:

Continues to shape the future of technology through ongoing research, strategic partnerships,
and a commitment to staying at the forefront of industry advancements.

2. LITERATURE REVIEW

2.1.Employee Motivation
The term motivation is defined as the energy that enables a person in advancing towards
in achieving certain goal. Dunnette, Hough and Triandis (1990) stated that motivation is
a label for determinants of choice to begin effort on a certain task, the choice to expand a
certain amount of effort, and the choice to persist in the efforts over a period of time."
Motivation is therefore classified as an individual's behaviour which is the result of some
inter-related factors where some of them have to be maintained as constants suck as
skills, abilities and knowledge. Motivation can also be linked to physical and
psychological needs of human beings. Examples of physical needs are hunger and safety
while psychological needs include the aspiration in attaining a specific goal that may
appear to be ideal. Pinder (1998) regarded motivation as "a set of internal and external
forces that triggers work related behaviours that determine its form, intensity, direction
and duration." This relates to both the influence of environmental forces and personal
inherent thoughts on his work behaviour.

2.2.Job Satisfaction
Job satisfaction can be defined as the overall effect that one person has towards his job
(Arnold and Feldman, 1986) or was a summary of employee attitudes towards a multi-
faceted job (Beck, 1983). Sempane, Rieger and Roodt (2002) describes job satisfaction as
a relation on one person's own assessment on his job against the matters and concerns that
matter to them, and these sentiments and emotions involved will considerably have an
influence on this person's work attitude.

2.3.Motivation & Job Satisfaction

It was believed that's there was a fundamental correlation between employee motivation
that led to employee job satisfaction, resulting higher quality and committed workforce
which then led to improved companies performance and profitability. Maslow (1968)
stated that the key foundation in building this relationship was largely due on the
individual's insight and attitude at the workplace depending on their personal needs and
their respective discernment of several aspects that might be related to the job in the
organization. In Vroom's (1964) expectancy theory, he suggested that each employee
possessed his individual needs, and with the right motivation satisfying his needs, he was
able to alter his behaviour and work attitude towards the job or task assigned to him based
on his expectancy of a certain outcome.
Thus it was important that a company needed to examine this fundamental relationship
between motivation and job satisfaction as the empirical study (Herzberg, 1966) that
different aspects on individual personal lives ofthe employee could exert a tremendous
force to motivate or de- motivate an employee towards their work performance, and
undoubtedly could be related to the success or failure of the organization. Individual
personal motivation should not be seen as the only justification of work behaviours of an
employee in isolation, but rather should encompass the combination on company's
intervening processes and the surrounding environment (Luthan, 1977). He argued that
motivation is a cognitive process and can be determined by the behaviours ofthe
individual but could not be associated with the causes of the behaviours.

Many studies had been made in this area of finding a correlation between employee
motivation and employee job satisfaction, and how that could be linked to work
performance under different workplace environment and culture and also how that could
link to the individual personal life (Fried and Ferris, 1987). Olbert and Moen (1998) had
tried to explain the linkage between motivation and job satisfaction and performance of
an individual and if only the management team understood that intricate relationships,
they could then place the right motivations on specific individuals to enhance their love
for the job and would have better results on their performance. Carnige (1985) suggested
that human resource was one of the most important aspects to determine the success or
failure of a company. As such, the studies on human psychology and characteristics could
not be neglected in motivating the employees to achieve the right behaviour for the right
results. Lawler (2003) echoed the same and he believed that the employees would
eventually be the deciding factor on whether the company would prosper in the long run.
Roberts (2005) and Rutherford (2002) also stated independently that organizations that
could have a systematic process build into the company's policies or practices, and by
creating the environment that constantly promote and apply the right motivational
catalyst on the employees, would certainly yield the desired effect on having higher
productivity and creativity from the employees.

2.3.1. Effect of Intrinsic Motivation Factors on Job Satisfaction

Kalleberg (1977) stated that one single greatest effect on employee job satisfaction was he
achieved intrinsic satisfaction. Employee that had greater job satisfaction was linked to
less employee absence and lower turnover rates which were important to an organization
success. Job enlargement, job rotation and job enrichment were also some techniques that
a company used to raise employees' intrinsic motivation factors. Job enlargement referred
to the designing of the job to increase the work activities and responsibilities to overcome
employees being bored at the job or felt overspecialized in his field of work. Job rotation
on the other hand offered the employee the opportunity to be exposed to different work
areas and responsibilities within an organization to allow them to have a broader
perspective of the company (Einhorn & Gallegher, 1976). Job enrichment was defined as
fostering the intrinsic motivation through giving the employee higher responsibility tasks
in the work situation. Employees usually saw that as an endorsement of their job capability
in the eyes of their bosses. Receiving due recognition for the work one individual or team
had done was also a key element in intrinsic motivation (Stoner, 1989). Only if the
employee felt that he was being recognized and appreciated for the success of the job, he
would then be more motivated to quickly wanting to work on the next assignment with great
enthusiasm and energy. Human beings were generally active, inquisitive and curious
creatures who usually liked to explore and learn. That natural motivational tendency was an
important element in cognitive, social and physical development as it was in ones' interest
to grow in knowledge and skills (Ryan & Grolnick, 1986).

Intrinsic motivation had been judged whether employees enjoy the selfrated task or
volunteer to do job without extrinsic reasons, such like higher pay, incentive or promotion
persist. Deci & R y a n ( 1 9 8 5 ) stated that intrinsic motivation relied on employee's self-
determination and self-competence. Locke (1976) indicated job satisfaction as "a
pleasurable or positive emotional state resulting from an appraisal of one's job or job
experiences". Spreitzer, et.al (2005) thriving at work concept combined the emotions of
vigor and enthusiasm with beliefs that individual is studying, developing towards self-
value. Bakker and Demerouti (2008) also defined it as: "a positive, Fulfilling, work-
related state of mind that is characterized by vigor, dedication, and Absorption", and
"Vigor is characterized by high levels of energy and mental resilience while working.
Dedication referred to being strongly involved in one's work and experiencing a sense of
significance, enthusiasm, and challenge. Absorption was characterized by being fully
concentrated and happily engrossed in one's work, whereby time passes quickly and one
had difficulties with detaching oneself from work." Shirom (2003) defined vigor at work as
positive emotional experience combined energetic factors like physical strength, positive
mental energy and cognitive activeness. Individuals could be characterized by their vigor
level since it was a stable person level variable. However, a person's vigor at work may
fluctuate due to any reason or anytime, so it should be studied at a transient scenario also.
2.3.2. Effect of Extrinsic Motivation Factors on Job Satisfaction
Generally extrinsic motivation was defined as when one person was performing a job
under the feeling of pressured, tension or anxiety as he wanted to achieve certain desired
results (Lindenberg, 2001). Extrinsic motivation would include components like
remuneration, working conditions, autonomy, job security, fringe benefits, bonuses and
promotion in position (Ryan and Deci, 2000). Extrinsic aspects also referred to as tangible
rewards that were given out to employees which were generally materialistic or observable
by others (Bellenger et al, 1984). According to those theories, extrinsic motivation played
a vital role in harnessing employee job satisfaction.

The workplace condition was one key factor affecting employee behaviour or attitude
towards the job. The amount of stress level in the job, the leadership and climatic changes
surrounding the workplace could affect the mood and energy level of the employee.
Employee generally performed better if he was under a more conducive environment with
favorable work conditions (Busch and Bush, 1978). Ritter and Anker (2002) also iterated
that job security was one of the other important extrinsic factor that has a direct relationship
to job satisfaction. When an employee felt that there were risks in losing his job because
of the tasks that he was doing were not adding value to the company, or not being recognized
by his boss, he would always be in the worried mode and having that constant concern in
his mind, he would not be satisfied with his job and hence had negative impact on his job
performance. Promotion and pay also had direct impact on employee job satisfaction. If the
employee felt that he was underpay or not getting the appropriate salary, bonuses or
fringe benefits compared to others either in the same company of similar job functions or
outside of the company, he would not be motivated and satisfied with his job (Rehman et
al, 2007).

2.3.3. Synergy or Social Relations on Job Satisfaction

There were many researches usually focused on the relationship between job satisfaction
with self-autonomy, promotion or incentive system or other external factors. However
some of the studies also found that the social factors such like the relationship with
customer, colleague or management and surrounding environment also played an
important role towards job satisfactions. More frequent communication with other people
would have stronger effect on job satisfaction. Employees might not get satisfaction
through working autonomy, promotion or other external factors, but through the good
social relationship and interaction with surrounding people, the satisfaction level might
recover .. "Social support not only predicted satisfaction beyond the task and knowledge
characteristics, but it was also unrelated to training and compensation requirements, so it is
kind of a no-cost improvement," (Meyers, 2007). Jex (2002) indicated when an individual
works with team, a positive attitude towards their job would be generated, especially
when his I her work was satisfied by surrounding people, he I her job satisfaction level
would be raised. But once the job has been denied by team members, the job satisfaction
level would be dropped. Thus a company needed to train its employees to face the social
situation positively. In general, all the researchers were in agreement that social factors /
environment have strong influence on employee's attitudes and behaviors. There was a
Germany company even stated a rules on its employments contract that employees who
work for the company could not complain with their job in any reason, they even fired
employees who made to many complains (Brian, 2011).

2.3.4. Effects of Challenges in the Job Requirements on Job Satisfaction

Locke (1976) argued that employee' value would determine by what able to satisfy them
on the job, only the unfulfilled job values that was important to make them unsatisfied. The
relationship between job characteristics and satisfaction was based on individual's growth
need strength (GNS). GNS means the degree of individual desire for self-development on
their career. High level GNS employees were willing to contribute their ideas to the job,
and performing challenging and rewarding activities. Another way to measure a person's
GNS was by choosing whether "good pay" or "good opportunity to be creative and
challenge". High GNS people prefer a job is interesting and innovative which allowed
them to develop themselves by achieve goals. The researches established that high GNS
employees had higher job satisfaction rate than low GNS employees. But one exception
was that for those employees did not want to take any responsibly and only preferred a
routine job, if giving them a challenging job, it might decrease their satisfaction(Frye,
1996). The job characteristics model mentioned that the major factor affects employee
satisfaction was the intrinsic nature of work. Timothy and Ryan (2003) as cited in
Hackman and Oldham (1980) identified that the five major characteristics contribute to
employees' challenging and fulfilling their job:

(1) Task Identity - Enabled employee to perform a job from beginning to the end.
(2) Skill Variety - Increased skills for employee to performing better job.
(3) Task Significance - Provided work that was important and significant.
(4) Autonomy - Increased the degree of decision making, and authority to decide how
to conduct own work.
(5) Feedback - Increased the degree of recognition of job performing, and giving
feedback. According to above theory, jobs that were enriched by addressing these factors
were likely to meet employees' needs for challenging and fulfilling in their job, hence
employees might feel more satisfied and motivated.

3. RESEARCH OBEJCTIVE

The research objectives of the study on employee performance and job satisfaction at
IBM were to:

1. Determine the correlation between job satisfaction and employee performance.

2. Identify the factors that contribute to job satisfaction among IBM employees.

3. Analyze the impact of job satisfaction on employee productivity and engagement.

4. Provide recommendations for improving job satisfaction and enhancing overall

employee performance at IBM.
The research objective for comparing employees' performance and job satisfaction at
IBM could be to investigate the correlation between these two variables. This involves
analyzing whether there is a statistically significant relationship between employees' job
satisfaction levels and their overall performance within the IBM context.
 4. RESEARCH METHODOLOGY

The study utilized a comparative research design, analyzing data from a sample of IBM
employees. Correlation analysis was conducted to determine the relationship between job
satisfaction and employee performance. Additionally, surveys and interviews were used
to identify the factors that contribute to job satisfaction. Statistical analysis was employed
to analyze the impact of job satisfaction on employee productivity and engagement. The
findings will provide valuable insights and recommendations for enhancing overall
employee performance at IBM.

5. DATA AND INTERPRETATIONS

Collection of data for this study, a combination of surveys and interviews was conducted
among a sample of IBM employees. Statistical analysis, including correlation analysis, was
utilized to identify the relationship between job satisfaction and employee performance. The
findings from this analysis will provide valuable insights into the factors that contribute to job
satisfaction and their impact on overall employee productivity and engagement, leading to
recommendations for enhancing performance at IBM.
The research approach employed for this study was the deductive approach. This
descriptive research design was then selected for this specific research study to
understand the ways how employee motivation would relate to job satisfaction using
quantitative research and analysis through a survey. IBM was chosen to be the company for
this study. This company has a workforce of 40,000 employees, and it is a multi-faceted
company that offers a wide range of dynamic hardware and software products. A 120
employees working in this company sample size was decided on this survey. It comprised
of employees from top management team, middle management team as well as general
staff workers. The 120 employees selected from IBM were distributed across the
demographic variables as shown in the table below:
 Demographic Criteria Range Number of
Sample
Age Below 30 42
30 – 45 34
Above 45 24
Gender Male 84
Female 36
Years of Service Fresh Graduate/below 5yr 48
experience
5 – 10 years experience 35
Above 10 years 37
Educational level Below College 17
Degree 45
Master 24
Higher than Master 14

Table 1. Demographic Composition A survey was used as the vehicle in collecting this
data. The 34 items survey was carefully designed on Motivation and Job Satisfaction. Four
questions were targeted to have the variable on demographics (age, gender, working
experience & educational level) while 30 questions were on motivating factors that include
job requirement, synergy, intrinsic motivation and extrinsic motivation, which might have
effect on job satisfaction. To understand the relationship between variables use of
bivariate analysis is done, where the use of contingency tables, cross tabulations,
regression & correlation analysis tests the relationship between two variable. Data
analysis in this study would be done using SPSS.
 RESULTS, ANALYSIS & DISCUSSIONS

CORRELATION ANALYSIS TECHNIQUE

Correlation analysis, a statistical technique utilized in this study, helps unveil the link
between employee performance and job satisfaction at IBM.
By analyzing the data collected from surveys and interviews, we can identify the degree and
direction of the relationship between these two variables. These insights will inform
recommendations for enhancing employee productivity and engagement within the
organization.
Table 2 show Cronbach alpha reliability coefficient table for all the data range was
from 0.54 to 0.851 across all the items. These data were showed that motivation
extrinsic & intrinsic factors were much closed with Job satisfaction.
Indicators Cronbach Alpha
Job Requirement
Activities 0.763
Achievement 0.661
Competition 0.739
Fear of failure 0.851
Synergy
Teamwork 0.733
Relationship with managers 0.552

Ease and security 0.693

Intrinsic Factors

Creativity 0.542

Work Autonomy 0.723

Extrinsic Factor

Increment 0.669

Promotion 0.685

position 0.734
Table 3 was overviewed the raw data have been corrected from the survey and present in
deeply that variance samples on the various factors of employee motivation and job
satisfaction relationship.
 Table 3. Descriptive Statistics for Motivation Factors
The raw score scales range was from 8 to 40. Higher score, higher
 Descriptive Min. Max Mean Mean Std.Deviation
Sten Raw Score
Statistic Raw Score Raw Score Raw
(n=118) Score
Job Requirement

Activities 9 36 23.37 3.9 5.291

Achievement
5.1 3.576
20 40 32.81
Competition
5.89 4.143
14 38 29.71
Fear of
3.97 6.615
failure 8 36 17.11
Synergy

Teamwork 18 40 31.11 5.52 4.250

Relationship 26 40 35.03 6.58 3.586
with
managers
Ease and 25 39 33.12 6.1 3.122
security
Intrinsic Factors

Creativity 22 39 32.58 4.8 3.465

Work 10 27 19.94 5.1 3.779
Autonomy
Extrinsic Factor

Increment 27 40 36.36 8.65 3.260

Promotion
6.61 3.494
24 40 34.86
position
6.38 3.794
23 39 32.22

motivational value will be attached to the particular scale represented construct. The mean
sten scores in the Job requirement dimension range were from 3.9 to 5.89; those data in the
Synergy was from 5.54 to 6.1; intrinsic range was from 4.80 to 5.1; extrinsic dimension
was from 4.8 to 8.65. Data showed the lowest score was injob requirement dimension,
From the standard deviations indicated for each scale was proved that the variance of
scores within the different scales was relatively small. These ranged from 3.122 to 6.615.
The variance between the different scales was also low.
Regarding the relationship between job satisfaction and motivation and the impact of
demographic variable on their relationship, the analysis of variance test (ANOVA) was
used on the below raw scores. The impacts of demographic variables on the determination
of job satisfaction for each level of employees were related to the findings as discussed in
above section. Age, educational background, gender and years of working are factors that
would have direct influence on the level of job satisfaction.

Table 4. Demografic Factor (Age) and Job Satisfaction

Scales: Below 30 30 - 45 45 & older F-value p value

(Age Group – Mean) (n=64) (n=13)
(n=31)

Raw Score Raw Score Raw Score

(Sten) (Sten) (Sten)
Scales: (Gender Female
Competition 30.761 Male
27.436 F-value p value
29.512 3.461 0.044
= Mean) (n=62)
(6.145) (5.313) (5.540)
(n=54)
Position 32.917 31.531 30.122 3.931 0.020
Raw Score Raw Score
(6.718) (6.305) (5.174)
(Sten) (Sten)
Relationship with 12.139 13.033 13.816 4.069 0.025
Fear of Failure 15.846 18.419 -2.16 0.01
manager (7.86) (8.29) (8.79)
(3.612) (4.238)
Company 10.812 11.823 11.547 3.081 0.047
Task Characteristics 43.79 48.417 -2.57 0.01
Profitability (6.87) (7.12) (7.69)
Working environment 25.512 27.619 -2.05 0.03
Creativity 11.051 12.211 -2.38 0.02
Table 5.
(7.436) (8.315)
Demografic
Relationship with 13.113 12.363 2.238 0.02
Factor
manager (8.225) (7.691)
(Gender) and
Company 11.465 10.667 2.532 0.01
Job Satisfaction
Profitability (7.168) (6.830)
Promotion System 8.658 9.217 -2.55 0.01
(6.365) (7.247)
Work Autonomy 8.131 9.158 -2.14 0.04
(5.519) (6.328)
Job Security 10.776 12.032 -2.42 0.01
(4.414) (4.807)
Teamwork 8.625 9.649 -2.1 0.04
(5.603) (6.386)
Table 6. Demografic Factor (Working Experience) and Job Satisfaction

Scales: Fresh 2-5 yr 5-10 yr 10+ yr F-value p value

(Working Exp. = Graduate (n=36) (n=10)
(n=22)
Mean) (n=29)

Raw Score Raw Score

(Sten) (Sten)
Fear of Failure 20.10 20.33 23.14 26.60 3.43 0.011
Creativity 11.59 11.03 10.36 10.60 3.18 0.016
(7.55) (7.06) (6.45) (6.60)
Work Autonomy 10.14 9.17 8.68 9.80 2.68 0.035
(6.72) (6.00) (5.68) (6.30)
Job Security 10.28 9.50 8.68 8.60 2.58 0.041
(6.86) (6.39) (5.86) (5.60)
Table 7. Demografic Factor (Educational Level) and Job Satisfaction

Scales: Bellow Degree Master Higher F- p

(Working Exp. = College (n=43) than value value
(n=21)
Mean) (n=24) Maste
r
(n=28)
Raw Raw Raw Raw
Score Score Score Score
(Sten) (Sten)
Competition 30.58 30.40 27.43 29.64 2.97 0.035
(6.42) (6.33) (4.90) (5.86)
Adaptability 32.04 31.79 33.76 33.64 2.74 0.047
(4.42) (4.00) (5.52) (5.29)
Quantity Work 11.88 12.63 13.05 13.54 3.04 0.03
(7.04) (7.51) (7.90) (8.18)
Equal Opportunity 10.88 10.53 12.48 12.29 4.27 0.01
(6.42) (6.23) (7.57) (7.36)

From above analyze, the researcher found that strong impact on job satisfaction were the
age of employees as young aged employees were observed to be more highly satisfied
with their jobs than those at old age. Employee with higher educational level such as degree
holders would have different view in terms of job satisfaction. Motivation factors such as
level of commitment, competition and challenges connected with their tasks had shown a
trend of high job satisfaction for the more educated employees. Different results were also
displayed with the two scales of gender. Male employees were observed to be more
satisfied than their female colleagues in term of job satisfaction from different motivation
factors. The last demographic variable was years of working. From the data, it was seen
that employees who had a longer number of years working with the company are gaining
more job satisfaction that those who had less years of working.

In this section, the researcher will use SPSS to input the various Motivation Factors
affecting employee Job satisfaction that were designed in the survey questionnaire to
analyse the key hypothesis of each motivating factor whether they had any effect on
employee job satisfaction.
1.Effect of Intrinsic Motivation Factors on Job Satisfaction
Psychological rewards such as giving a recognized status, authorization in decision making
and recognition of one’s effort would generate high job satisfaction. According to SPSS
analysis, we found that T test = 7.496 and F test 6.936 showed that we can accept the
alternate hypothesis, that is there is a correlation between employee recognition and
employee job satisfaction.

1.Effect of Extrinsic Motivation Factors on Job Satisfaction

In the literature review section, we propose that extrinsic motivation such as employee
salary, job security, and employee benefit package that would contribute to job satisfaction.
According to SPSS analysis, we found that T test = 1.753 and F test = 2.1478 showed that
we can’t reject the null hypothesis, that is there is no a correlation between employee salary
and employee job satisfaction. But we found there is positive correlation between employee
benefit package and employee job satisfaction with T test value 5.389 and F Test 6.246. For
the job security, we found that T test = 5.384 and F test 6.891 showed that we can accept the
alternate hypothesis, that is there is a correlation between job security and employee job
satisfaction.

2.Synergy or Social Relations on Job Satisfaction

The relationship with management level and team work were also another influencing
factors on job satisfaction extracted from the aspect of synergy. According to SPSS
analysis, we found that T test = 5.762 and F test 6.178 showed that we can accept the
alternate hypothesis, that is there is a correlation between employee relationship with
Manager and employee job satisfaction.

3.Effects of Challenges in the Job Requirements on Job Satisfaction

From the aspect of working environment such as enthusiasm, vigor, & fear of failure; and
achievements were factors would determine the job satisfaction level of an employee.
According to SPSS analysis, we found that T test = 4.762 and F test 5.178 showed that we
can accept the alternate hypothesis, that is there is a correlation between working
environment and employee job satisfaction. For self achievement, we found that T test =
8.846 and F test 8.284 showed that we can accept the alternate hypothesis, that is there is a
correlation between employee slef achievement and employee job satisfaction.
The theories from the existing literature had obviously stated that the key influencing
factor that affected the employees' performance is their job satisfaction level. What type
of employee will be beneficial to an organization? Organization wanted loyal employees
who were committed and able to contribute to the growth and what was deemed as loyal are
employees who had great satisfaction with their jobs. Usually, the resulting factor that
mainly why an employee quitted was because he/she was not satisfied with the jobs. As
such, job satisfaction was an essential factor and to keep a low turnover rate, employees
must be satisfied with their jobs. Not only that, a continuing energetic and devoted
workforce was also preserved. To recruit employees with great competence level and the
basis to retain them for a long term became an argument factor. Employers should
possess the knowledge of employees' motivation factors and job satisfaction level based
on individual characteristic and capability as empirical data revealed that work
commitment and challenges are easily achieved with high level of motivation and job
satisfaction.

Upon comparing the empirical data in review with the existing literature, the findings had
mostly matched with the secondary data that validate with the study of this research.

Motivation was a complicated matter and is viewed as an individual thing influenced by

many factors. There were many changes in individuals and are conflicting in terms of
expectations and needs which involve in many different ways for them to be satisfied. The
factors extracted from the aspect of extrinsic motivation were job security, promotions and
remunerations that would contribute to job satisfaction.

Another influential factor in determining job satisfaction was intrinsic motivation.

Psychological rewards such as giving a recognized status, authorization in decision
making and recognition of one's effort would generate high job satisfaction. Management
should introduce intrinsic motivation as many employees were found to be highly satisfied
through the recognition for what they do and this will just enhance an employee to perform
even better.

Nobody wanted to take challenges and usually the worry from the employee was because
of not able to accomplish unattainable goals. Employees should be assigned with
challenging tasks which were attainable with the opportunity to progress further.
In general, employees were satisfied with their jobs unless they can foresee that there was
progression. What you sowed determines what you reaped. An opportunity to progress
further will result in high job satisfaction.

The relationship with management level and teamwork were also another influencing
factors on job satisfaction extracted from the aspect of synergy. With regards to that, it did
not derive that people were very much satisfied by having connection with the big names
in an organization. However, the result from empirical data showed that people were
highly motivated if they have connection with those big names at their workplace and that
contradicted from the findings.

From the aspect of enthusiasm and vigor, achievements and fear of failure were factors that
would determine the job satisfaction level of an employee. However, working in a
competitive environment was something that many people would like to avoid and this has
something to do with age. Old age people were the majority among those who dislike
competition. It was thus suggested that old age employees should avoid working in a
competitive level and employees with younger age should be assigned with more
aggressive tasks and higher competitive level.
 Comparison with previous studies

Our study at IBM aligns with previous research that has also shown a strong positive
correlation between employee performance and job satisfaction. These findings
emphasize the importance of prioritizing employee satisfaction to enhance overall
organizational outcomes. By creating a positive work environment, organizations
can foster higher levels of job satisfaction, leading to improved employee
performance.

6. Conclusion & Recommendations

Based on our study at IBM, it is evident that a strong positive correlation exists between
employee performance and job satisfaction. To enhance overall organizational outcomes, it is
crucial for organizations to prioritize and invest in creating a positive work environment that
fosters higher levels of job satisfaction. Additionally, implementing employee engagement
initiatives, promoting work-life balance, and providing opportunities for growth and
development can further contribute to improved employee performance.

The conclusions driven by the results of this research that demographic variables did play
a significant role on impacting the level of job satisfaction for each individual. From the
research, it was observed that age has contributed a big impact on the job satisfaction level
of an employee. The trend had shown that old age employees are less satisfied with their
jobs. Factor such as competitive jobs did not favor the older age employees and would not
enhance their job satisfaction level. In addition, motivation factor such as commitment
and having connection with the organization would have an influencing role on job
satisfaction level for old age employees. As such, organization should consider such
factors in old age employees. A great level of commitment should be introduced to this
scope of employees because that would boost their job satisfaction level so that the assigned
tasks will be accomplished.

Another factor extracted from the demographic variable was the academic background
which also related to the employees job satisfaction level. A comparison with staff that had
lower qualification in terms educational level, the results displayed that staff with high
educational level were less satisfied with their jobs. This was derived from motivation
factor such as competition, challenges and level of activity being assigned to them. Highly
educated employees would rather prefer tasks with greater responsibility. It was a fact from
the results that this scope of employees was more satisfied with tasks that were challenging
and competitive which will became a motivation factor. Employers should then plan and
consider when assigning task to the various level of employees with different educational
background.

The other significant factor exhibit from the demographic variable that has impact on the
level of job satisfaction was gender. In terms of satisfactory level, male staffs were seems to
be less satisfied as compared to their female counterparts. Mainly, female have more
concern regarding job security, develop better relationship among colleagues and bosses,
high sense on fear of failure and higher authority in an organization which were factors
that was suggesting why female employees were more satisfied. Women usually disliked
challenges and do not wish to assign with jobs which require high commitment and these
were factors which tell why female employees were unsatisfied. As mentioned, due to the
high sense on fear of failure from male employees, they should be assigned with more
challenging task as that could motivate them to put extra effort because they would not
want to fail their mission and besides, when the task was accomplished, a sense of
achievement will increase their job satisfaction level.

As shown from the data of this research, different number of working years also had an
impact on employees' job satisfaction level. Usually at start, employees tended to have
higher level of job satisfaction and that was always at the very first year. With the increased
in years of working with an organization, that level started to decrease. To keep staff from
quitting and to preserve their job satisfaction level, especially staff who had worked after
the first or second years, employers should keep a lookout on these staff behavior and
ample attention should be provided in terms of their needs and necessities. Motivation
factor like creating a more competitive working environment which would give the
employees a sense of achievement and at the same time they could also assess and
understand their level of performance. The job satisfaction level for this scope of
employees would be raised through a competitive and achievement based environment.

The research work has the following constraints and was described as follows: the sample
taken or used for this research study was only from one organization and on top of that,
sample size was very limited if compared to the population of a company. If there were
more samples taken in terms of sample size and from more than one organization, then the
results attained will be more specific.

RECOMMENDATIONS
1. Employee Recognition Programs: Implement a structured recognition program to
acknowledge and reward outstanding performance. Regularly recognize employees for
their achievements through both formal and informal channels.
2. Professional Development Opportunities:
Offer training programs, workshops, and seminars to enhance employees' skills and
knowledge. Establish a clear career development path, encouraging employees to set goals
and providing the necessary resources for growth.
3. Positive Work Environment:
Foster a positive workplace culture that values open communication, collaboration, and
mutual respect. Conduct regular employee engagement surveys to identify areas for
improvement and address concerns promptly.
4. Flexible Work Arrangements:
Introduce flexible work options, such as remote work or flexible hours, to accommodate
individual preferences and improve work-life balance.
5. Performance Feedback and Coaching:
Establish a robust performance management system with regular feedback sessions and
coaching to help employees continually improve.
Provide constructive feedback that focuses on strengths and areas for development.
6. Health and Wellness Programs:
Implement wellness initiatives to support employees' physical and mental well-being.
Consider offering health-related benefits and promoting a healthy work-life balance.
7. Social and Team-Building Activities:
Organize team-building events and social activities to strengthen interpersonal relationships
among employees. Encourage a sense of camaraderie and collaboration within the workplace.
8. Analysis of Correlations:
Examine correlations between specific performance metrics (e.g., productivity, sales, project
completion) and job satisfaction scores. Tailor interventions based on identified correlations
to address specific needs within different departments or teams.
9. Continuous Monitoring and Adaptation:
Establish a system for continuous monitoring of employee satisfaction and performance
metrics. Regularly review the effectiveness of implemented strategies and make adjustments
as needed to ensure sustained improvements.
10.Communication and Transparency:
Enhance communication channels to keep employees informed about organizational changes,
goals, and achievements. Foster a culture of transparency, building trust and alignment with
the company's mission and values.
These recommendations aim to create a holistic approach to improving both employee
performance and job satisfaction, considering various aspects of the work environment and
individual needs.

PLAGIARISM REPORT
 BIBLIOGRAPHY
 https://www.ibm.com/inen?
utm_content=SRCWW&p1=Search&p4=43700057196640827&p5=e&gclid=CjwKC
AiAqY6tBhAtEiwAHeRopTRag0r9TLYpFQbWR2_EpRH4PqLBTT6t0Ud2IoSiXc
Wm3PoyBLfFuhoCNOkQAvD_BwE&gclsrc=aw.ds
 https://www.ibm.com/docs/en/ias?topic=functions-correlation
 https://www.ibm.com/docs/en/cognos-analytics/11.1.0?topic=package-employee-
satisfaction-workspace
 SYNONPSIS

2023-2024
MBA-Dual Specialisation
Business Statistics for Decision Making
(Synopsis)
Submitted By: (GROUP-11)
Rohan Yadav (23GSOB2010271)
Saba Arshad (23GSOB2010262)
Saba Zafrul (23GSOB2011268)
Sakshi Maskara (23GSOB2010250)
Salim Husain Khan (23GSOB2010406)

Submitted To:
Mr. Viveksheel Yadav
TITLE: Employee Performance and Job
Satisfaction: A Comparative Study using
Correlation
COMPANY PROFILE (IBM)
International Business Machines Corporation (IBM), founded in 1911, stands as a global
leader in the technology industry, headquartered in Armonk, New York. Under the leadership
of Chairman and CEO Arvind Krishna, IBM operates in various sectors, offering a diverse
range of products and services, including cloud computing, artificial intelligence, blockchain
solutions, IT infrastructure, and security services. Renowned for its commitment to
innovation, IBM has a storied history of contributions to technology, from mainframes to
cutting-edge advancements in artificial intelligence and quantum computing. With a robust
global presence, the company engages in corporate social responsibility initiatives,
emphasizing environmental sustainability and diversity. While IBM's financial performance
can vary, it remains a significant player in the ever-evolving landscape of information
technology. For the most up-to-date information, it is recommended to refer to IBM's official
sources and recent reports.
INTRODUCTION
In the rapidly evolving landscape of the modern workplace, our research focuses on
understanding the intricate relationship between employee performance and job satisfaction
within the organizational context, with a specific emphasis on the renowned multinational
technology company, IBM. As a global industry leader, IBM serves as an exemplary case
study, allowing us to explore the dynamics that contribute to the professional experiences of
its diverse workforce.

PLANNING OF PROJECT
The project plan will outline a structured timeline, milestones, and resource requirements
specific to the exploration of employee performance and job satisfaction at IBM. This tailored
planning ensures the efficient execution of the study within the parameters of IBM's
operational context.

LITERATURE REVIEW
This study underscores the complex yet critical relationship between employee performance
and job satisfaction. By understanding this dynamic and implementing effective strategies to
foster both, organizations can create a thriving environment that empowers employees,
maximizes productivity, and achieves sustainable success. The limitations of the study and
potential avenues for future research will be briefly discussed, highlighting the need for
further exploration in this crucial area of organizational psychology.

OBJECTIVE
This project seeks to comprehensively examine the relationship between employee
performance and job satisfaction by employing two statistical tools:
● Pearson's correlation coefficient: This measure assesses the strength and direction of
a linear relationship between two continuous variables. In this case, it will reveal the
degree to which variations in performance coincide with changes in job satisfaction.
● Spearman's rank correlation coefficient: This non-parametric test assesses the
strength and direction of the relationship between two ordinal variables, regardless of
their underlying distributions. It will offer an alternative perspective on the
relationship, potentially offering valuable insights in case the data deviates from
normality.

BACKGROUND OF STUDY
Provide background information on the organization under investigation. Describe the
industry it operates in, its size, and any unique characteristics. Discuss the motivation behind
choosing this particular organization for the study, highlighting any challenges or
opportunities that prompted the research. This section should provide context for readers to
understand the relevance of your study.

METHODOLOGY
Detail the research design, sampling strategy, and data collection methods. Specify the
variables under investigation and the instruments used for data collection. Explain the
rationale behind choosing both Karl Pearson’s correlation coefficient and Rank (Spearman’s)
correlation as analytical tools. Address any ethical considerations, such as ensuring
participant confidentiality and obtaining informed consent. Clearly state the limitations of
your study.

DATA COLLECTION
This section will describe the process of data collection, including the selection of variables,
instruments used, and the target population. It will highlight the steps taken to ensure data
accuracy and reliability.

DATA ANALYSIS AND INTERPRETATION

The analysis section will present the application of Karl Pearson’s correlation coefficient and
Rank (Spearman’s) correlation to the collected data. The results will be interpreted, providing
insights into the relationship between employee performance and job satisfaction.

FINDINGS
The findings section will present the key discoveries from the data analysis. It may include
graphical representations, charts, and tables to enhance the clarity of the results.

RECOMMENDATIONS
Based on the findings, recommendations for organizational practices, policies, and
interventions will be provided. These suggestions aim to enhance employee satisfaction and
performance within the organization.

CONCLUSION
In synopsis, our study delves into the intricate relationship between employee performance
and job satisfaction, specifically examining these dynamics within the esteemed global
technology company, IBM. Our research aims to provide tailored strategies for fostering a
thriving work environment that empowers employees and maximizes productivity, with a
focus on aligning these strategies with the unique characteristics of IBM's workforce. The
forthcoming report will detail the findings, emphasizing the significance of implementing
organizational initiatives to achieve sustainable success in the competitive technology sector.
Acknowledging the study's limitations, the synopsis highlights the need for further
exploration in organizational psychology, guiding the future research direction. The report
not only contributes valuable insights but also serves as a foundation for ongoing
investigations, ensuring the adaptability and relevance of our understanding of the
relationship between employee performance and job satisfaction in the evolving landscape of
the technology industry.