ANALYSIS OF CULTURE &

VALUES IN ACCENTURE

Submitted To:
Dr. Sheela Bhargava

Submitted By:
Sushant Kumar (151/2019)
Deepali Singh Rathore (161/2019)
Nitin Narang (166/2019)
Shreshth Sharma (178/2019)
Navdeep Singh Oberoi (185/2019)
Shefali Sharma (190/2019)
CONTENTS
1 ACKNOWLEDGEMENT ............................................................................................................ 2
2 INTRODUCTION......................................................................................................................... 3
3 COMPANY DETAILS/PROFILE .............................................................................................. 4
3.1 ABOUT THE COMPANY ..................................................................................................... 4
3.2 PRODUCTS/SERVICES OF COMPANY ............................................................................. 6
3.3 FINANCE ............................................................................................................................... 7
3.4 HUMAN RESOURCES ......................................................................................................... 8
4 REVIEW OF LITERATURE .................................................................................................... 11
4.1 GENERATIONAL DIFFERENCES IN WORKPLACE ATTITUDES AND JOB
SATISFACTION .............................................................................................................................. 11
4.2 THE ROLE OF ORGANIZATIONAL CONTROL SYSTEMS IN EMPLOYEES’
ORGANIZATIONAL TRUST AND PERFORMANCE OUTCOMES .......................................... 12
4.3 CULTURAL VALUE DIFFERENCES AMONG ETHNIC GROUPS IN INDONESIA:
ARE HOFSTEDE’S INDONESIAN FINDINGS STILL RELEVANT? ......................................... 13
4.4 A STUDY ON THE FACTORS AFFECTING JOB SATISFACTION AMONGST
EMPLOYEES OF A FACTORY IN SEREMBAN, MALAYSIA .................................................. 15
5 DESIGN OF QUESTIONNAIRE .............................................................................................. 16
6 METHODOLOGY ..................................................................................................................... 18
7 DATA ANALYSIS ...................................................................................................................... 19
8 FINDINGS AND CONCLUSION ............................................................................................. 27
8.1 FINDINGS: LIFE AT ACCENTURE .................................................................................. 27
8.2 CONCLUSION ..................................................................................................................... 28
9 SUGGESTIONS .......................................................................................................................... 29
10 REFERENCES ........................................................................................................................ 30
11 APPENDIX .............................................................................................................................. 31
11.1 APPENDIX – A: Questionnaire ........................................................................................... 31
11.2 APPENDIX – B: Responses and Analysis............................................................................ 31

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1 ACKNOWLEDGEMENT

We hereby take this opportunity to thank all those people whose knowledge and experience
helped us bring this report in its present form. We express our sincere thanks and gratitude to
employees of Accenture Limited, Gurugram who participated in the research.
We would also like to thank our professor, Dr. Sheela Bhargava Ma’am for her overall
guidance throughout the project.

Date: Aug 31, 2019

Sushant Kumar (151/2019)

Deepali Singh Rathore (161/2019)
Nitin Narang (166/2019)
Shreshth Sharma (178/2019)
Navdeep Singh Oberoi (185/2019)
Shefali Sharma (190/2019)

Group 10 - IEGD
Section C
PGDM General (2019-2021)
Lal Bahadur Shastri Institute of Management

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2 INTRODUCTION

1. Activity Objective:
❖ To inculcate team spirit and give an opportunity for experiential learning that shall
contribute towards enhancing the understanding related to interpersonal processes.
2. Selecting Company for the analysis: ACCENTURE
3. Defining Project Objective:
❖ To analyse and summarise research papers on value frameworks in organizations.
❖ To perform in-depth study and understand the culture and values framework within
Accenture by means of primary research and secondary research.
❖ To design a ‘Questionnaire’ on the basis of understanding of employee issues.
❖ To summarise the findings and make deductions about the organizational values and
culture in place at Accenture.

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3 COMPANY DETAILS/PROFILE

Figure 1: Accenture Logo

Accenture is a multinational professional services company that provides services in strategy,

consulting, digital, technology and operations. A Fortune Global 500 company, it has been
incorporated in Dublin, Ireland, since 1 September 2009. In 2018, the company reported net
revenues of $39.6 billion, with more than 459,000 employees serving clients in more than 200
cities in 120 countries. In 2015, the company had about 150,000 employees in India, about
48,000 in the US, and about 50,000 in the Philippines. Accenture's current clients include 92
of the Fortune Global 100 and more than three-quarters of the Fortune Global 500.

On July 11, 2019, Accenture appointed Julie Sweet as their new Chief Executive Officer. She
will accept her office on September 1, 2019. Julie Sweet's history in law with diversity is
showing to be an important aspect of direction for the company in addition to the focus on
transformative technologies yet to be scaled up like Artificial Intelligence, Blockchain, and 5G.

3.1 ABOUT THE COMPANY

❖ Name: ACCENTURE, formerly known as Andersen Consulting
❖ Tag Line: High Performance, Delivered
❖ Sector: Professional Solutions Provider (Services)
❖ Year of Inception: 1989
❖ Type of Ownership:
• Public Limited (USA)
• Private Limited (India)
❖ Major Players in Industry:
• At the Global Level: IBM, Deloitte, McKinsey & Company, PWC, EY, KPMG,
EY, Boston Consulting Group etc.
• At India Level: IBM, TCS, Deloitte, Capgemini etc.
❖ Total Workforce: 482,000

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❖ Organizational Structure:

Figure 2: Organizational Structure

• DTE stands for Deployed To Entity. Your DTE, in essence, is the area of Accenture
you belong to. Your DTE manages its own projects, budget, training and progression.
It’s like a mini company within Accenture.
• ACG stands for Analyst Consulting Group. This is the DTE to which all UKI (UK and
Ireland geography) consulting, strategy and analytics analysts belong. These analysts
will stay in the ACG until promotion, where they will then join a specialised DTE.

• The ACG itself is broken into 16 sub-communities (sub-coms). The main purpose of
the sub-coms is to develop a sense of community.

• This structure represents a high-level view just one career track within one geography
of Accenture - a tiny slice of how Accenture has elected to organise itself.

❖ Core Values:

• C – Client Value Creation

• O – One Global Network

• R – Respect for the Individual

• B – Best People

• I – Integrity

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 • S - Stewardship

❖ Levels of Hierarchy:

Figure 3: Levels of Hierarchy

3.2 PRODUCTS/SERVICES OF COMPANY

❖ Verticals of Accenture:
• Accenture Strategy provides business strategy, technology strategy and operations
strategy services.
• Accenture Consulting provides technology, business and management consulting.
• Accenture Digital provides digital marketing, analytics and mobility services.
• Accenture Technology focuses on technology solutions, implementation, delivery,
and research & development, including its Technology Labs for emerging technologies.
• Accenture Operations focuses on an "as-a-service" model of service delivery. This
includes business process outsourcing, IT services, cloud services, managed operations,
security and infrastructure services.
❖ Types: Strategy, Consulting, Digital, Technology and Operations
❖ Quality Measures: Accenture puts a lot of effort in the quality of deliverables supplied to
the clients. Some of the quality measure taken are as follows:

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 • ADM: Accenture uses ADM metrics/templates to specify the procedures to be
followed. It enforces that throughout Accenture, work is being performed the Accenture
way.
• Capability: Accenture follows the methodology of Capability. Capability is a sub-set
of resources having expertise in a particular skill. The Capability is responsible for
aligning and guiding upcoming and in-place projects about the methodologies in place.
• Audits: Accenture carries out timely audits, both internal and external that is meant to
check if the procedures being followed are in line with Accenture methodologies.
• Hierarchy: The hierarchy system in Accenture entails specific responsibility at each
level. The work done by the resource at the lowest level is validated by one level above
in a sequential manner.
• Grooming of Resources: At Accenture, resources are groomed sufficiently and from
time to time to take in and understand individual responsibility and be accountable for
the same.

3.3 FINANCE

❖ Net Income:
• Accenture net income for the quarter ending May 31, 2019 was $1.250B, a 19.8%
increase year-over-year.
• Accenture net income for the twelve months ending May 31, 2019 was $4.678B, a
18.05% increase year-over-year.
• Accenture annual net income for 2018 was $4.06B, a 17.84% increase from 2017.
• Accenture annual net income for 2017 was $3.445B, a 16.21% decline from 2016.
• Accenture annual net income for 2016 was $4.112B, a 34.66% increase from 2015.
❖ Annual turnover and growth rate:
• For the fiscal year 2018, Accenture reported earnings of US$4.060 billion, with an
annual revenue of US$41.603 billion, an increase of 13.2% over the previous fiscal
cycle.
• Accenture's shares traded at over $159 per share, and its market capitalization was
valued at over US$104.2 billion in October 2018.

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 Figure 4: (i) Quarterly Profit, (ii) Quarterly Comparison (iii) Year over Year Quarterly
Growth

3.4 HUMAN RESOURCES

❖ Employee Strength: 482000 (7500 Accenture Leaders)

❖ Types of Employee Training given to Company Employees:
Accenture puts a lot of emphasis on learning and development and has a separate dedicated
department for it: LKM: Learning and Knowledge Management.

1) Green Field Training: 45 Day Training Program provided to fresh graduates. It is

inclusive of Soft Skills Training, recall of basic topics, building foundation and in-depth
training of capability/segment assigned to the resource.

2) Ethics and Compliance Trainings: The ethics and compliance related mandatory
Trainings that an employee should be well versed with. It appraises the employee about his
roles and responsibilities in times of adversity, his behaviour, his conduct and how he
himself is responsible for all his actions. The policies and the ramifications in case of

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 violations are also listed. These need to be completed in the prompted timelines and are
generally quarterly in nature.

3) My Learning: Accenture has a specialised portal dedicated to all the trainings. All
learning materials is available on this portal pertaining to all technologies. This is
maintained and updated by the LKM team. The trainings could be classroom, virtual or
online.

4) New IT: These constitute the learning boards of various upcoming technologies and are
mandatory to be completely by all employees of the company. They are updated quarterly
so as to keep the employees up to date with all the trends in the industry.

5) Design Thinking: Accenture has specialised focus on Design Thinking. This is a

mandatory training to be completed by all employees in a classroom manner.

6) Cross Trainings: Providing trainings of different stream to employees to adapt them to

the technological changes.

❖ Reward & Benefits:

• Accenture offers our employees a “Total Rewards” package, which includes
compensation and a range of market-relevant benefits and professional growth
opportunities that recognize individual contributions and performance.
• Some reward and recognition mechanisms are listed below:
1) ACE Award
2) Pinnacle Award
3) Employee of the Month
4) Distinct Achiever
• Working at Accenture has a range of benefits that are non-monetary in nature, some are
listed below:
1) Fantastic Infrastructure: All Accenture facilities are well managed. Bays and seating
arrangements are spacious with good ventilation.
2) Pick up/drop facilities: If you work in shifts, you have pick up and drop up to your
residence (within city limits).
• Gymnasium: Every facility has a 24x7 open Gym
• IRC (Library): Well stocked library in all Accenture facilities.
• Cafeteria: At each location, each building has at least one cafeteria operational 24x7.

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 • Parking: Adequate and well-guarded parking facility for own vehicle.
• Wellness room: Each office has a Wellness Room available to rest/relax/take a nap (if
feeling unwell).
❖ Employee Attrition:

Figure 5: Employee Attrition

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4 REVIEW OF LITERATURE

4.1 GENERATIONAL DIFFERENCES IN WORKPLACE ATTITUDES AND JOB

SATISFACTION

Authors: Jeffrey M. Cucina, Kevin A. Byle, Nicholas R. Martin, Sharron T. Peyton, Ilene F.
Gast
Published in December 2017

Review:

The purpose of this paper is to examine the presence of generational differences in items
measuring workplace attitudes (e.g. job satisfaction, employee engagement). Prior studies
examining generational differences in workplace attitudes focus on scale-level constructs
leaving open the possibility that generations may differ significantly on item-level attitudes.

This paper focused more on specific item-level constructs and employed larger sample sizes,
which reduced the effects of sampling error. According to this research, in terms of workplace
attitudes, it appears that generations are more similar than they are different. The studies
showed statistically significant, but practically small, generational differences in work-related
attitudes.

Data from two empirical studies were used; the first study examined generational differences
in large sample, multi-organizational administrations of an employee survey at both the item
and general-factor levels. The second study compared job satisfaction ratings between parents
and their children from a large nationwide longitudinal survey.

In Study 1, they found little support for their speculations concerning items that might show
generational differences. Given the large sample sizes and small CIs, it seemed reasonable to
conclude that generational differences in employee attitudes were not very large. Study 1
reported slightly lower generational differences than Study 2. Study 1 included only employees
who work for the US Federal Government (a broad organization) and employees were nested
within agencies and sub-agencies. Study 2 included a representative sample of the US
population. Schneider’s (1987) attraction-selection-attrition model offers a conceptual basis for
this finding. Organizations attempt to recruit employees who will fit in with the organization’s
values. Employees who do not fit in are likely to turnover eventually which could cause work

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attitudes and values to be more homogeneous within an organization over time, leading to
lower generational differences in Study 1.

Across both studies, over 98 percent of the variance in workplace attitudes lies within groups,
as opposed to between groups, and the distributions of scores on these variables overlap by
over 79 percent.

The study suggested that managers approach news articles describing generational differences
in work attitudes with a healthy scepticism, given the lack of practically significant differences
found in this study. Furthermore, if an organization believes it is experiencing generational
conflict, a more focused investigation like focus groups or surveys focusing on generational
conflict, might be required and team building or diversity-focused training interventions can
also be considered to overcome the same.

4.2 THE ROLE OF ORGANIZATIONAL CONTROL SYSTEMS IN EMPLOYEES’

ORGANIZATIONAL TRUST AND PERFORMANCE OUTCOMES

Authors: Robert M. Verburg, Ann-Marie Nienaber, Rosalind H. Searle, Antoinette Weibel,

Deanne N. Den Hartog, and Deborah E. Rupp

Published in 2017

Review:
This study examined how organizational control is related to employees’ organizational trust.
Research paper is focused on how different forms of control (process, outcome, and normative)
relate to employees’ trust in their employing organizations and examine whether such trust in
turn relates positively to employee job performance (task performance and organizational
citizenship behavior).

The data is from 105 employee–supervisor dyads from professional services firms in
Singapore, we referred this research paper to draw a comparative analysis between India and
Singapore corporate work culture.

The questionnaire would be prepared according to the findings in this research paper which
would further be circulated in Indian companies and then a comparative analysis would be
done.

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Findings:
1) Control & Trust: Hypothesis 1 (H1): Organizational control is positively related to
employees’ organizational trust in Singapore.

2) Control, Trust, and Performance: Hypothesis 2 (H2): Organizational trust mediates the
relationship between output control and (a) employee performance and (b) OCB.

3) Process control, trust, and performance: Hypothesis 3 (H3): Organizational trust mediates
the relationship between process control and (a) employee performance and (b) OCB.

4) Normative control, trust, and performance: Hypothesis 4 (H4): Organizational trust mediates
the relationship between normative control and (a) employee performance and (b) OCB.

Conclusion:

Extant research has at times suggested control and trust are incompatible with management
systems seen as either control-oriented or promoting of engagement, trust, and commitment.
The results of this study challenge this perspective and instead suggest that organizational trust
may be achieved through implementing organizational controls. Controls may enhance
employee performance both directly and through enhanced trust. This suggests that the link
between control systems and trust is sensitive and related to the way in which behaviour is
controlled.

4.3 CULTURAL VALUE DIFFERENCES AMONG ETHNIC GROUPS IN INDONESIA:

ARE HOFSTEDE’S INDONESIAN FINDINGS STILL RELEVANT?

Authors: Suharnomo and Fajar Nugraha Syahruramdhan

Published in 2018

Review:
Hofstede’s cultural framework was applied to explore cultural values of Javanese, Sundanese,
Minangkabau, Batak and Chinese-Indonesian employees, and to investigate whether
Hofstede’s Indonesian findings are still relevant. A sample of 699 respondents was obtained
and drawn from paid employees representing the five ethnic groups in Indonesia. The evidence
suggests that Hofstede’s Indonesian findings are only able to explain Javanese’s cultural
characteristics. Moreover, the overall findings show that there are significant differences
among the ethnic groups. Hofstede (1980b) identifies four dimensions of national culture:

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power distance, individualism vs. collectivism, uncertainty avoidance and masculinity vs.
femininity. Javanese and Sundanese were selected due to the size of these ethnic groups. “the
Javanese are the largest ethnic group in Indonesia comprising over 40% of the total population,
while the Sundanese are the second largest group comprising over 15% . The Batak was chosen
due to its patriarchal organisation. Patriarchy is a social system in which men are more
dominant over women. As for the Minangkabau, the group was chosen based on its unique
matriarchal organisation. Matriarchy is a social system in which women are more dominant
over men. Lastly, the Chinese Indonesian group was selected due to its strong presence in the
country’s economy, as exemplified by the fact that 8 out of the 10 richest men in Indonesia are
of Chinese-Indonesian descent. The value survey module (VSM) used in these three studies
was VSM 82 and VSM 94.

Eligibility of respondents:

1) a person, either man or woman, who is employed in a paid job of any position,

2) a person who was raised, from 0 to 10 years of age, in an environment representing his or
her ethnic group. 699 employees working in a variety of industries were recruited to participate
in this study.

The respondents mainly resided in Central Java Province. The sample consisted of 436 males
(62.4%) and 263 females (37.6%).23 questions varying in importance,24 cultural questions and
demographic questions were asked.

Results:

Contrary to Hofstede’s findings, results showed that there are significant differences among
ethnic groups in Indonesia, particularly on the dimensions of uncertainty avoidance (UAI) and
masculinity vs. femininity (MAS). Differences in scores indicates the degree of tolerance to
power inequality distribution.

Conclusion:

In conclusion, the evidence shows that Hofstede’s national cultural framework has been able
to capture within-country cultural differences. However, a different approach should be
undertaken when addressing other research questions.

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4.4 A STUDY ON THE FACTORS AFFECTING JOB SATISFACTION AMONGST
EMPLOYEES OF A FACTORY IN SEREMBAN, MALAYSIA

Authors: Lai Chai Hong, Nik Intan Norhan Abd Hamid and Norliza Mohd Salleh
Published in July 2013

Review:
The research is based on a study conducted in Malaysia aims to find out specific attributes
(work environment, salary, fairness and promotion criteria) of a workplace which affect job
satisfaction. It is important to know these factors as job satisfaction is closely tied to
performance of employees.

The employees were divided based on four demographics namely age, gender, salary and level
of education. A questionnaire of 42 questions was used to gather primary data. Secondary data
was collected by studying Maslow’s hierarchy of needs and from studies done on Herzberg’s
two factor theory. The authors used Wilcoxon signed-rank Test, Kruskal-Wallis test and
frequency test techniques to derive a relationship between factors affecting job satisfaction and
the job satisfaction level of employees at the company. The data was studied to check
relationship between job satisfaction and employee demographics, factors affecting job
satisfaction level (work environment, salary, and fairness and promotion criteria) and check
level of satisfaction of non-administrative employees towards their job. Based on the tests
conducted as per the study and the results obtained, we were able to understand that there is no
significant relationship between employee demographics and job satisfaction. Also, salary,
work environment and promotion affect job satisfaction to a good extent, but impact of a fair
benefit system for employees was low.

Job satisfaction of company X employees was ranked (on a scale of 1 to 5 with 1 lowest and 5
highest) 3.40 for work environment, 2.72 for salary, 2.97 for fairness and 2.98 for promotion.
This study proved to be effective in giving us a fair idea of key factors influencing job
satisfaction at an actual workplace.

Insights:

The study highlights attributes such as work environment, salary, fairness and promotion
criteria which affect job satisfaction.

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5 DESIGN OF QUESTIONNAIRE

Broad Areas/Themes from which Employee Issues stem from are as follows:

1) Core Values

2) Rewards and Benefits

3) Work Life Balance

4) Career Growth

5) Work Environment

The questionnaire based upon these broad themes is as below:

Instructions:

• Answer in brief the following questions as per the instructions mentioned:

• Answer in Yes/No where mentioned.
• Rate on a scale of 1 to 5 where mentioned (1 -Lowest, 5- Highest).

Questions:

1) Core Values:
a. How will you describe your organization’s core values in one word?
2) Rewards and Benefits:
a. Do you get adequate recognition at workplace? (Yes/No)
b. How will you rank employee benefit programs of your organization? (1 to 5)
c. Do you get sufficient appreciation and rewards? (Yes/No)
d. How often do you get valuable Feedback? (1 to 5)
3) Work Life Balance:
a. How would you rate work life balance in your life? (1 to 5)
b. Flexible Working Hours: Do you have Flexible working hours? (Yes/No)
c. Do you have Work from home option? (Yes/No)
d. Do you feel stressed at work? (1 to 5)
4) Career Growth:
a. Growth: Are you provided with sufficient Opportunities to grow? (1 to 5)
b. Learning: Are you encouraged to expand your learning base? (1 to 5)
c. Innovation: Are you encouraged to generate new ideas? (1 to 5)

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 d. Compensation: Do you feel satisfied with your compensation? (1 to 5)
5) Work Environment:
a. Environment: How will you describe the atmosphere at workplace? (One Word)
b. Relationships: Describe in brief your relationship with your supervisors, and
team?
c. Teamwork: Do you value Teamwork? (1 to 5)
d. Support: Do you get adequate support to accomplish your tasks? (1 to 5)
e. Conflict Management: How do you manage conflicts? (Brief answer)
f. Respect: Are you treated with Respect at your workplace? (1 to 5)
g. Communicate: How easily can you communicate with your supervisor? (1 to 5)

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6 METHODOLOGY

The research methodology includes the use of Telephonic Interviews and first hand
questionnaires.

The interviews revolved around five themes and had 20 questions. In total 7 people were
telephonically interviewed and 15 people were emailed the questionnaire, with the same
questions. To ease the analysis of data, we manually entered the data in Google Forms to
generate Excel Sheet for further analysis. The questionnaire was divided into 2 sections:

a) Personal details: To gauge the influence of demographic and personal factors on

Values and Culture.

b) Objective and short answer questions: To gauge the different responses into
categorical factors.

Analytical and interpreting tools used:

a) Word Bubble – To decipher the general view of the employees as a whole.

b) Graphs and charts for objective responses to decipher hidden patterns.

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7 DATA ANALYSIS

❖ How will you describe your organization’s core values in one word?

Figure 6: Core Values

Inference: Core Values of Accenture is surrounded by words like Good, Diversity,

Adaptability, Value etc.

❖ How will you describe the atmosphere at the workplace?

Figure 7: Atmosphere at Workplace

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Inference: Atmosphere at workplace is mostly positive and is surrounded with words like
Good, Positive, Sufficient, Friendly, Enriching etc.

❖ Describe in brief your relationship with your supervisors, and team?

Figure 8: Relationships

Inference: Most Respondents describe their relationship with Supervisors and Team as
positive. Words like Good, Great, Friendly, Helpful etc. are common.

❖ How do you manage conflicts?

Figure 9: Conflict Management

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Inference: Most respondents choose Talks and Discussions as an important factor in Conflict
Management.

❖ Do you get adequate recognition at workplace?

Figure 10: Recognition at Workplace

Inference: 72.7% Respondents feel that they get adequate recognition at workplace.

❖ Do you get sufficient appreciation and rewards?

Figure 11: Appreciation and Rewards

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Inference:

54.5% Respondents do not get sufficient appreciation and rewards. 18.2% Respondents who
feel that they get sufficient Recognition do not get sufficient appreciation and rewards.

❖ How will you rank employee benefit programs of your organization?

❖ How often do you get valuable feedback?

Figure 12: Benefits and Feedback

Inferences:

➢ 50% of the Employees rank their Employee Benefits Program as average. 31.8%
Employees rank it as Good or Very Good.
➢ 45.45% Respondents only get the feedback sometimes. 31.8% usually get a valuable
feedback and 22.72% do not get feedback.

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❖ Do you have flexible working hours?

Figure 13: Flexible Hours

Inference: 72.7% Respondents say that they have Flexible Working Hours.

❖ Do you feel stressed at work?

Figure 14: Stress

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Inference: 95.45% Respondents often feel stressed at work.

❖ How would you rate work life balance in your life?

Figure 15: Work-Life Balance

Inference: 72.72% find Work-Life Balance as neutral.

❖ Are you provided with sufficient opportunities to grow?

❖ Are you encouraged to expand your learning base?
❖ Are you encouraged to generate new ideas?
❖ Do you feel satisfied with your compensation?

Figure 16: Opportunities Learning, Innovation and Compensation

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Inferences:

➢ 68.18% Respondents feel they get sufficient opportunities to grow in the organization.
➢ 36.36% Respondents are highly encouraged while 31.81% are somewhat encouraged
to expand their learning base.
➢ 31.81% Respondents are highly encouraged to generate new ideas, while 36.36%
respondents are somewhat encouraged for the same.
➢ 54.54% Respondents are dis-satisfied with the compensation they receive. 36.36%
respondents are neutral about their compensation.

❖ Do you value Teamwork?

❖ Do you get adequate support to accomplish your tasks?
❖ Are you treated with Respect at your workplace?
❖ How easily can you communicate with your supervisor?

Figure 17: Teamwork, Support, Respect, Communication

Inferences:

➢ 90.90% Respondents highly value Team Work. 9.09% respondents give medium
importance to teamwork.

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➢ 54.54% Respondents feel they get adequate support to accomplish their tasks. 9.09%
feel they do not get adequate support and remaining 36.36% are neural about it.
➢ 63.63% Respondents feel they are respected at the workplace, while 36.36%
Respondents are neutral about it.
➢ 63.63% Respondents feel they can easily communicate with their supervisor. 9.09%
Respondents feel the opposite while 27.27% Respondents are neutral about it.

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8 FINDINGS AND CONCLUSION

8.1 FINDINGS: LIFE AT ACCENTURE

The work environment and internal surroundings at the Accenture facility presented a very
positive picture, in line with an ideal workspace. All the workspaces/desks are very
systematically placed, not in isolation yet provide adequate personal space to every employee.
All the members of the team, from the level of an associate to a senior manager are seated
together in the same way, without any extra privileges owing to level. This creates an
environment of equality, harmony, unity and understanding amongst the team over all else.

The work environment is designed in line with the core values of Accenture, and by the looks
of it they follow the policy of inclusivity and diversity very ardently. Accenture doesn’t
promote the boss culture and thereby employees don’t address their seniors by “Sir/Ma’am”,
rather everyone addresses each other with their first names basis. This doesn’t change with
seniority and is practiced from the very bottom to the top of the hierarchy. The ambience and
the physical setup came across as professional. The facility is also very well equipped with
gymnasium, wellness room, cafeterias, breakout zones, libraries, recreational rooms among
other regular amenities. Also, Accenture takes a very strict view of privacy and security
policies and any lapses from an employee can attract strict disciplinarian action. Photography
at workplace is strictly not allowed in line with maintaining the same.

Thus, a lot of Accenture’s positives derive from the core values that they have formulated and
how well they are understood and imbibed into the employees. Of the employees we spoke to,
the ones who were positive about the values at Accenture were more satisfied, as compared to
those who demonstrated a lack of that understanding. In some scenarios the
managers/supervisors themselves had a misguided perspective towards these values and hence
became the reason for unhappiness of their team.

Overall, it was observed that the workplace environment depicted a very comforting space for
the employees with autonomy over their work and adequate means available for recreational
activities as well.

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8.2 CONCLUSION
As per the data collected through the Employee Satisfaction Survey from Accenture
employees, which includes, managers, team leaders, executives etc., and subsequent and in-
depth analysis of the same, we can infer that the satisfaction at work is impacted greatly by the

❖ the value system an employee holds,

❖ by an employee’s understanding of the Accenture values,
❖ by an employee’s application of those values in delivering day to day tasks,
❖ by an employee’s remembrance of core values before reacting to situations,
❖ by trying to imbibe a culture of inclusivity and respect within the team in sync with
Accenture values.

Summarizing the deductions made in the following pointers:

❖ Employee satisfaction on various parameters, like work environment had a direct

relation with employee values at workplace
❖ The employees who demonstrated an understanding of the core values of Accenture,
had a better understanding of the functioning of various processes and were better
attuned to the expectation from them.
❖ Also, these employees showed better level of satisfaction, lower level of pessimism and
a positive outlook towards resolution of conflicts.
❖ The employees with contrasting views on values, showed coincidentally similar levels
of dissatisfactions and discord at workplace.
❖ These employees gave the view of problem creators and not solution seekers.
Therefore, there lack of positive intent was reflective of the lack of incorporation of
Accenture value system into their professional being.

Overall, values at Accenture, i.e., CORBIS (Client Value Creation, One Global Network,
Respect for Individual, Best People, Integrity, Stewardship), plays a significant role in
employee satisfaction. Also, the managers and leaders operating in sync with CORBIS have
better attuned and satisfied workforce than those who themselves lack in that department.

It was also interesting to correlate that the Accenture tag line, “High Performance. Delivered”
is a direct consequence of Accenture core values: CORBIS (Client Value Creation, One Global
Network, Respect for Individual, Best People, Integrity, Stewardship).

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9 SUGGESTIONS

Managers at Accenture should adopt the following practices to ensure overall employee
satisfaction at workplace:

❖ Managers should promote value inculcating activities within the team members on a
regular basis.
❖ Managers should encourage their team members to operate within the purview of
company values and their interactions and work should be representative of the same.
❖ Managers should take additional efforts to sensitize new hires, especially lateral hires,
to the core values of the organization. These employees have been found to have a
discord in aligning themselves with the company values as compared to company’s
older employees.
❖ Managers should also assess the overall impact and adherence of the company values
and culture by his time from time to time so as to attain a better level of team
understanding and thereby improved productivity.

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10 REFERENCES

1) Generational Differences In Workplace Attitudes And Job Satisfaction

Jeffrey M. Cucina, Kevin A. Byle, Nicholas R. Martin, Sharron T. Peyton, Ilene F. Gast
Published In December 2017

2) The Role Of Organizational Control Systems In Employees’ Organizational Trust And

Performance Outcomes
Authors: Robert M. Verburg, Ann-Marie Nienaber, Rosalind H. Searle, Antoinette Weibel,
Deanne N. Den Hartog, And Deborah E. Rupp
Published In 2017

3) Cultural Value Differences Among Ethnic Groups In Indonesia: Are Hofstede’s Indonesian
Findings Still Relevant?
Authors: Suharnomo And Fajar Nugraha Syahruramdhan
Published In 2018

4) A Study On The Factors Affecting Job Satisfaction Amongst Employees Of A Factory In

Seremban, Malaysia
Authors: Lai Chai Hong, Nik Intan Norhan Abd Hamid And Norliza Mohd Salleh
Published In July 2013

5) Accenture website: https://www.accenture.com/in-en

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11 APPENDIX
11.1 APPENDIX – A: Questionnaire
❖ Screenshot Below.
❖ Data File Attached: Group10_Questionnaire_Accenture - Google Forms

11.2 APPENDIX – B: Responses and Analysis

❖ Screenshot Below.
❖ Data File Attached: Group10_ResponsesAndAnalysis_Accenture - Google Forms

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