effects of non monetary benefits on employee delight

35
RESEARCH PROJECT 2 SECTION: TUESDAY (6pm to 9pm) TOPIC: EFFECTS OF NON-MONETRAY BENEFITS ON EMPLOYEE DELIGHT SUBMITTED TO: MR. M.I.SUBHANI SUBMITTED BY: Arshad Nisar 0312-2355738 (7224) Bilal Hussain (7244) Mohaib Manzoor (4488) Syed Ahsan Ahmed (7129) Raheela Bahadurdin (7191) Karachi, Pakistan 30 th Nov, 2011

Upload: arshad-nisar-memon

Post on 21-Apr-2015

385 views

Category:

Documents


1 download

DESCRIPTION

Abstract:In order to retain employees at workplaces, the demands and needs of employees of the organization need to be studied well. Monetary benefits, being researched by various researchers have shown a very large impact in delighting employees but the question arises about the involvement of non-monetary benefits in delighting employees and whether these non-monetary benefits act strongly in delighting employees of their jobs. For exploring these non-monetary benefits and their impact upon the delight of employees, a sample of employees, working at different organizations were asked to fill in a questionnaire consisting of the non-monetary variables that delight them the most. This enabled us in generating an employee delight model with eight variables. These eight variables acted as a base for our employee delight model. The delight model was tested on around 250 employees working at different organizations and was validated using t-test technique. The findings of the research showed that all the eight variables are not necessary in delighting the employees at workplaces.

TRANSCRIPT

Page 1: Effects of Non Monetary Benefits on Employee Delight

RESEARCH PROJECT – 2

SECTION: TUESDAY (6pm to 9pm)

TOPIC: EFFECTS OF NON-MONETRAY BENEFITS ON

EMPLOYEE DELIGHT

SUBMITTED TO:

MR. M.I.SUBHANI

SUBMITTED BY:

Arshad Nisar 0312-2355738 (7224)

Bilal Hussain (7244)

Mohaib Manzoor (4488)

Syed Ahsan Ahmed (7129)

Raheela Bahadurdin (7191)

Karachi, Pakistan

30th

Nov, 2011

Page 2: Effects of Non Monetary Benefits on Employee Delight

1 Effects of non-monetary benefits on employee delight

ACKNOWLEDGMENT

All thanks to Allah Almighty for giving us strength and courage to accept and

accomplish challenges successfully in our lives. We wish to express our sincere

gratitude to Dr Akif Hasan, Registrar at Iqra University and Mr. Muhammad Imtiaz

Subhani, Incharge of Iqra University Research Centre (IURC) for providing us an

opportunity to work on this project and for guiding and encouraging us in carrying out

this project work and for their kind co-operation and assistance in the entire process of

this research work. And lastly, we wish to avail this opportunity to thank our friends

and our beloved parents for their untiring support, trust, confidence, assistance and for

everything in life.

Page 3: Effects of Non Monetary Benefits on Employee Delight

2 Effects of non-monetary benefits on employee delight

ABSTRACT

In order to retain employees at workplaces, the demands and needs of employees of

the organization need to be studied well. Monetary benefits, being researched by

various researchers have shown a very large impact in delighting employees but the

question arises about the involvement of non-monetary benefits in delighting

employees and whether these non-monetary benefits act strongly in delighting

employees of their jobs. For exploring these non-monetary benefits and their impact

upon the delight of employees, a sample of employees, working at different

organizations were asked to fill in a questionnaire consisting of the non-monetary

variables that delight them the most. This enabled us in generating an employee

delight model with eight variables. These eight variables acted as a base for our

employee delight model. The delight model was tested on around 250 employees

working at different organizations and was validated using t-test technique. The

findings of the research showed that all the eight variables are not necessary in

delighting the employees at workplaces.

Page 4: Effects of Non Monetary Benefits on Employee Delight

3 Effects of non-monetary benefits on employee delight

TABLE OF CONTENTS

S.NO. DESCRIPTION PAGE

NO.

1. ACKNOWLDGEMENT………………………………………………… i

2. ABSTRACT……………………………………………………………… ii

3. LIST OF TABLES……………………………………………………….. iv

4. LIST OF FIGURES…………………………………………………….. v

5. CHAPTER 1: INTRODUCTION………………………………………..

1.1 Overview……………………………………………………………..

1.2 Problem statement……………………………………………………

1.3 Hypothesis…………………………………………………………..

1.4 Outline of the study………………………………………………….

6

6. CHAPTER 2: LITERATURE REVIEW……………………………….. 11

7. CHAPTER 3: RESEARCH METHOD…………………………………

3.1 Method of Data Collection………………………………………….

3.2 Sampling technique………………………………………………….

3.3 Sample size…………………………………………………………..

3.4 Instrument of Data Collection (if applicable)……………………….

3.5Research Model Develop…………………………………………….

3.6 Statistical technique………………………………………………….

20

8. CHAPTER 4: RESULTS………………………………………………..

4.1 Finding and interpretation of the results…………………………….

4.2 Hypothesis assessment summary……………………………………

23

9. CHAPTER 5. CONCULSION, DICUSSION, IMPLICATION AND

FUTURE RESEARCH………………………………………………….

5.1 Conclusion…………………………………………………………..

5.2 Discussion………………………………………………………….

5.3 Implication………………………………………………………….

5.4 future research………………………………………………………

26

10. References………………………………………………………………… 28

11. Appendix…………………………………………………………………. 31

Page 5: Effects of Non Monetary Benefits on Employee Delight

4 Effects of non-monetary benefits on employee delight

LIST OF TABLES

S.NO TABLES PAGE

NUMBER

1 4.1 One Sample Statistics 24

2 4.2 One Sample t-test 25

3 4.3 Hypothesis Assessment Summary 26

Page 6: Effects of Non Monetary Benefits on Employee Delight

5 Effects of non-monetary benefits on employee delight

LIST OF FIGURES

S.NO FIGURES PAGE

NUMBER

1 3.5 Research model developed 22

Page 7: Effects of Non Monetary Benefits on Employee Delight

6 Effects of non-monetary benefits on employee delight

CHAPTER 1: INTRODUCTION

1.1 Overview:

Employees are the most important internal resource of an organization. An

organization’s success is largely dependent upon its employee’s satisfaction and

comfort; therefore keeping employee’s satisfied with their career is the major

responsibility of every employer. There are various reasons as to why employees get

discouraged and resign; these include high stress, lack of communication within the

company, lack of communication or limited opportunity for growth which ultimately

result in higher turnover rates in the organizations. Besides working on the needs of

consumers, organizations also have to look for the interest of their employees, as they

play pivotal role in making a business reach new heights. Work environments

involving higher levels of interpersonal of conflicts, a lack of worker autonomy, and a

high level of disorganization are problematic for workers and organizations

(Chamberlain & Hodson ,2010),

Therefore the question arises how can organizations expect persistent loyalty from its

employees in the long run if employees cannot stay satisfied for prolong period. The

answer to that is Employee Delight-to satisfy the employees at their workplaces.

Delighting employees is not an easy job as it requires loads of efforts from the

organization for retention of its employees. Monetary benefits are one way of

retaining employees but other than non-monetary benefits also have an impact in

delighting employees at their workplaces Other than that, training and skill

development programs in making employees aware of their work duties and

responsibilities and also developing motivation and satisfaction through training

Page 8: Effects of Non Monetary Benefits on Employee Delight

7 Effects of non-monetary benefits on employee delight

process (Dr Hasan, Subhani & Rahat 2010) are another technique of understanding

and delighting employees.

1.2 Problem Statement:

The purpose of this research is to identify and validate the non-monetary

benefits that could have an impact in delighting employees at their workplaces

1.3 Employee Delight Hypothesis:

H1: There is a positive relationship between workstation ambiance and employee

delight.

H2: There is a positive relationship between appreciation and recognition at

workplace and employee delight.

H3: There is a positive relationship between recreational activities at workplace and

employee delight.

H4: There is a positive relationship between career growth opportunities at workplace

and employee delight.

H5: There is a positive relationship between improvement in workplace relations and

employee delight.

H6: There is a positive relationship between workplace autonomy and employee

delight.

H7: There is a positive relationship between improvement in workplace technology

and employee delight.

Page 9: Effects of Non Monetary Benefits on Employee Delight

8 Effects of non-monetary benefits on employee delight

H8: There is a positive relationship between flexible working hours and employee

delight.

1.4. Employee Delight Model:

The foundation for this model was set by conducting interviews from

employees at the time they felt delighted from non-monetary benefits offered at their

workplaces.

Workplace Ambiance:

Stylish interior

Proper waiting area

Organized workstations

Well-dressed employees

Appreciation and Recognition:

Recognition of efforts

Appreciation and rewards for outstanding performances

Encouragement and support for improvement at work

Recreational Activities:

Proper car parking area

Free or discounted food and drink

Gym membership discounts

Annual or quarterly company parties

Page 10: Effects of Non Monetary Benefits on Employee Delight

9 Effects of non-monetary benefits on employee delight

Safety and Hygiene at Workplace

Career Growth Opportunities:

Mentoring programs for career advancement

Work opportunities at multiple locations

Cross-training in other areas of business

Improvement in Workplace Relationships:

Friendly Work environment

Co-operative Supervisors

Autonomy at Workplace:

Opportunity to Contribute

Improvement in Workplace Technology:

Use of advanced and modern technological devices for time saving

Working Hours:

Flexible Working Hours

1.5: Outline of the Study:

The aim of this study is to identify and look for non-monetary measures that

could delight the employees and satisfy them from their jobs, as job satisfaction

develops a

Page 11: Effects of Non Monetary Benefits on Employee Delight

10 Effects of non-monetary benefits on employee delight

sense of loyalty amongst the employees for their organization, which is highly

essential for the growth and development of the organizations. For conducting our

research, we distributed questionnaires to around 250 employees working at various

organizations. We created an employee delight model by finding eight variables,

which acted as a base for our research.

We later compiled a questionnaire which included two sections, one based on

situational analysis and other on demographic information. In situational analysis,

employees were asked different situations and their reaction as under such situations.

The other section includes employee profile, as on one of the various demographic

factors to support this research. The demographic factors include gender, age,

designation and work experience. The study of demographics assisted us in analyzing

the employee’s perception towards delight.

After the completion of research, the data retrieved was put in SPSS for further

analysis and identification of results.

Page 12: Effects of Non Monetary Benefits on Employee Delight

11 Effects of non-monetary benefits on employee delight

CHAPTER 2: LITERATURE REVIEW

Henry Ford famously said, “The customer pays the wages.” This can be better

explained in simple terms that ultimately it is the customers’ experiences and

responsiveness that determine whether the company exists in its domain. It is

essentially important for an organization to be successful and maintaining a high level

of customer contact and prioritizing their preferences over all others. Various

researches are being conducted to look for ways through which consumers could be

satisfied and retained. When talking about private sector businesses, measuring the

level satisfaction of customers is practiced largely, and most companies find it highly

obligatory and emphasize on understanding customer’s needs and wants but what

motivates and motivates the staff needs to be understood and studied as well. Various

theorists have tried to create a link between them but only a few people agree to the

fact that the only major precious asset of any business is its people. There is a direct

impact of the well-being of staff and their satisfaction level upon organizational

performance and organizational success; dissatisfied staff means development of

dissatisfied base of customers, which has a direct impact upon the bottom line.

Besides working on the needs of consumers, organizations also have to look for the

interest of their employees, as they play a pivotal role in making a business reach new

heights. Satisfaction of employees is considered as highly important because

productivity depends of an organization depends on it. If an organization’s employees

are satisfied they would produce good quality performance on time and would result

in booming

Page 13: Effects of Non Monetary Benefits on Employee Delight

12 Effects of non-monetary benefits on employee delight

profits. In case of service industry, the quality of services provided by employees

could flourish a business. Service quality measures the effective level of on-time

services delivered to the expectations of employees.

Besides better packages, good working environment, co-operative higher ups,

employee delight could also be achieved through easy access of location and

sustainable construction of buildings. Sustainable construction has focused on

environmental sustainability but this may have contributed to improved health,

satisfaction and wellbeing amongst building users. Factors like sick building

syndrome and poor indoor air contribute to employee’s ill health and reduced

productivity at workplaces, so the design of workplaces should be regarded as a

strategy for productivity enhancement. (Smith & Pitt, 2011)

Harassment at workplaces and acts of bullying are considered unacceptable and

intolerable. Harassment at work includes aggressive and threatening behavior towards

employees and individuals of an organization. Bullying is one kind of harassment and

is considered an intolerable and non-courteous act and non-respectable as well.

Roscigno, Lopez and Hodson (Mar 2009) identified bullying as a major social

problem, especially at workplaces as well, and it is based on power differentials,

racial and cultural differences etc and other practices as well. These practices hinder

employee’s productivity and demoralize them. Under such situations, open and free

communication talks and channels amongst the employees and with those above them

act as a mean to encourage and motivate the employees. The free flow and friendly

communication at workplaces get the workers better informed and they feel like a part

of a family and this is showed in their work as well, in the form of their dedication

Page 14: Effects of Non Monetary Benefits on Employee Delight

13 Effects of non-monetary benefits on employee delight

towards the work. The strongest key to develop any strong business relationship is

communication. Lack of communication at workplaces at present especially in the

accomplishments of tasks is essential for the development of any business. Employees

are in short of information that is required for the achievement of tasks. The

information and data related to external supplies and others, they have, may not be

shared properly by their supervisors and colleagues with them and it remains

undelivered as well.

Acts of courtesy or politeness, respect and consideration of employees boosts up the

employee’s morale and hence brings positivity in them and acts as a motivating agent

in working environment. Courteous behavior at workplace does not mean the

implementation of strict rules on social and organizational relationships.

Courteousness binds people together and connects people with different backgrounds,

specialties, interests and fellows need to move along with one another in the working

places. For that purpose a strong leadership could act as a strong binding agent in

bringing the workforce together. Leaders can create a highly positive work

environment if they show their commitment and loyalty to their organizations. Strong

leadership brings positivity with it. Poor leadership means an absence of hope, which,

if allowed to go on for too long, results in an organization becoming completely

nonfunctioning. Ann and Carr (2011) found out how effective leadership involves

storytelling and how a story is constructed, reconstructed and circulated in and

through organizations make stories themselves active “players” in creating

relationships. These relationships further create

Page 15: Effects of Non Monetary Benefits on Employee Delight

14 Effects of non-monetary benefits on employee delight

leadership development opportunities. The authors also explain why the need for

some people to listen to the whole story before reaching to conclusions about its parts

in between. He also mentioned some people’s lack of concerns about other’s stories

and its characters. Zeffane (2010) worked on developing an approach to “trust” in

leadership based on Herzberg's two-factor theory. He challenged the orthodox view of

leadership and charisma, his paper argues that leaders' “traits” (or values) have a

significant effect on “trustworthiness.” Their presence is important and absence could

trigger mistrust in the organization. The research being conducted by Dr hasan,

Subhani and Rahat (2010) on training and skill development programs of employees

through which they employees get aware of their work duties and responsibilities and

also feel motivated and satisfied through this training process as well.

Day (2011) worked on defining courtesy as an active agent of employee’s problems

and solutions. His research proposed that the relationships between pay

communication and pay satisfaction exist because justice perceptions mediate them.

The discussed in detail the issues related to pay communication, which is of particular

interest to managers of public sector organizations, where many aspects of the pay

system are in the public domain, and without adequate communication, may be easily

misunderstood by workers.

The importance of courtesy can be judged from researcher Gruber (2011) work on

how complaining customers want themselves to be treated. The research showed that

the most important attributes for complaining customers are the contact employees'

authenticity, competence and active listening skills.

Page 16: Effects of Non Monetary Benefits on Employee Delight

15 Effects of non-monetary benefits on employee delight

Employee delight could also be measured through employee’s competency at

workplace. If an employee possesses certain skills and capabilities and he has the

potential to move ahead and knows well about the type of work that the organization

wants from him, or the type of input required by his bosses from him, then only he

would be able to live in harmony and would let others live in peace as well. In case if

the employee is incompetent or ineligible for a certain job, then he would add to

disturbance and chaos in the organization. In case of service employees, Nguyen and

Leclerc (2011) investigated that the customer’s perception of service firm’s image can

be changed from keeping benevolence as a moderator variable. Cowan (2009) in his

studies on black and minority ethnic communities (BME). He found that BME had the

highest percentage of mental health inpatients. His study revolved around finding the

answers to three questions on defining, delivering and evaluating cultural competence

in mental health care.

Security at workplace includes freedom from all sorts of danger, risk and doubt.

According to Chamberlain & Hodson (2010), toxic workplaces are a widespread

social problem involving millions of workers worldwide. Work environments

involving higher levels of interpersonal of conflicts, a lack of worker autonomy, and a

high level of disorganization are problematic for workers and organizations.

Organizational problems include absenteeism, tardiness, turnover, low morale and

motivation, communication breakdowns, impaired judgments, and workplace

relations with increased animosity and distrust. It is crucial for organizations to

control, attract, retain and effectively utilize the highest quality workers.

Page 17: Effects of Non Monetary Benefits on Employee Delight

16 Effects of non-monetary benefits on employee delight

Security also means safety and prevention from unnecessary stress, violence and

assault at work based on ethnic and racial differences etc as well. Schwe, Mejz and

Rehomme (2010) investigated that, the homicide rate is the highest for taxi drivers in

U.S. There is highest rate of violence, stress abuse, physical assault, robbery, fare

evasion, and false allegations in s Taxi driver job, although it is a large contributor to

the local economy, and tourism industry is heavily dependent on it.

Apart from all this, in evaluating an employee’s satisfaction and maintaining healthy

work environment, the generational differences at the workplace should be

minimized. Kapoor and Solomon (2011) found that the modern workplace now

consists of four different generations: Traditionalists, Baby Boomers, Generation X

and Generation Y, and creates a new challenge for employers. Companies must make

workplace adjustments in order to create a productive environment for all employees,

regardless of their generation. Other than mentor programs, generational diversity

training, and enhanced communication methods designed to cater to each generation's

preferences employers must create a work environment that helps in productivity for

every generation; and must pass the information and skills needed to understand the

generational characteristics of their co-workers to create understanding among

employees.

Sangeetha and Mahalingam (2011) came up with their research findings based on

various service quality models and also appreciated and highlighted and identified

issues in these models that could later help carrying out more future researches on

this topic.

Page 18: Effects of Non Monetary Benefits on Employee Delight

17 Effects of non-monetary benefits on employee delight

Their research was done on service quality in banking sector and the application of

SERVQUAL and its effects on banking sector of different countries. The research

revealed that the several universal aspects of service quality as determined by the

similarities in the underlying dimensions proposed in different studies and these

dimensions vary across different cultures of the country, even if the banking industry

is same.

The adoption of information technology (IT) in the Business process management

(BPM) as proposed by research journal of Brocke and Sinnl (2011) is another new

idea of finding delight of employees at workplaces. Their research also focused on the

element of culture as a key element in the BPM practices. They worked on BPM

conferences and central journals and conference databases for their analysis and

developed a model of culture’s role in BPM. Their research proved that culture still is

a widely studied topic and it has its effects of various workplace activities.

When talking about employee satisfaction, reliability tools used at workplaces also

have an impact on the content level of employees. Hensley and Utley (2011) came up

with their service reliability framework to classify technical reliability tools used in

services for better understanding of managers and for better usage at work as well. As

there are number of traditional and outdated tools used in services companies so this

research came up in categorizing tools within a service reliability framework that

considered subsystem reliability, system configuration and system reliability.

Page 19: Effects of Non Monetary Benefits on Employee Delight

18 Effects of non-monetary benefits on employee delight

Teku and Pecht (2010) also on finding how reliability as a variable could act in

satisfying employees at the workplaces, they came up with their study based on

validation of reliability evaluation model using quantitative assessment process. They

were of the view that reliability capability is a measure of the practices within an

organization and it contributes to the reliability of the final product and they are quite

effective as well in meeting the reliability requirements of customers. Based on the

findings from the survey and statistical methods using multivariate correlation

analysis for the theoretical validation of the model, the researchers found out the list

and ranking of tasks that could hinder the development of reliable electronic products

and strain their growth.

Talking about tangibility, that includes the physical evidence of the services, Burt and

Davies (2010) came up with the idea of reviewing the existing research themes in

retail branding and further development in it after the evolvement of “branding” in

retailing concept. They found out that there enormous academic literature can be

found on branding, or facets of branding in retailing or so. They initially focused on

product perspectives via studies of store brand. This research concluded that the

evolution of branding has been matched with the wide aspects of research on retail:

from the product as a mere brand to the involvement if store as a brand and above all

at present an organization as a brand.

Also the research work by Styven (Mar 2008) on tangibility revealed some facts, as

she worked on increasing the understanding of the relationship between music

involvement and preference for tangible music formats and for that purpose she

performed

Page 20: Effects of Non Monetary Benefits on Employee Delight

19 Effects of non-monetary benefits on employee delight

segmentation analysis based on music involvement. The findings revealed that that

high music involvement is positively correlated with subjective music knowledge,

tangibility preference, and portable player use. And the behavior of highly involved

consumers suggests that digital music is fulfilling different needs of consumers for

example, sampling and complementing vs. collecting and displaying.

Chinese authors Miao and Kim2 (June 2010) worked on satisfaction and employee

performance and their researches revealed the perceived organizational support and

job satisfaction are in positive correlation to performance of employees in China. In

conducting the study, the selected participants were 130 employees, along with their

34 supervisors from two of the largest government owned enterprises. Psychological

scales were monitored and measures of the satisfaction of job, aspects of citizenship

behavior of organizations and the perception of organizational support were tested.

Results revealed that when zero correlation and regression analysis was used it

showed the relationship of job satisfaction and POS as positive with work

performance, and also positive connection with four facets and with OCB.

Werlinger, Hawkey and Beznosov (2009) worked on determining the main challenges

faced by IT security practitioners in their organizations that include interplay among

human, organizational, and technological factors. They held semi-structured

interviews with 36 IT security managers in 17 organizations and the analysis was

done. 18 challenges were identified and described that can affect IT security managers

in organizations. The analysis done was grounded to create a framework of challenges

of

Page 21: Effects of Non Monetary Benefits on Employee Delight

20 Effects of non-monetary benefits on employee delight

security, and to help future researchers develop frameworks based on the factors

mentioned above.

Hagen and Albrechtsen (2009) discussed the importance of e-learning tools in

improving the information security knowledge, awareness and behavior of employees

that act as an agent in releasing employee’s tensions and worries.

Page 22: Effects of Non Monetary Benefits on Employee Delight

21 Effects of non-monetary benefits on employee delight

CHAPTER 3: RESEARCH METHOD

3.1 Method of Data Collection

In order to study in more depth, the non-monetary factors that affect the

employee delight at workplaces and bring satisfaction in the workplace environment,

focused interviews with the employees working in various organizations and at

different levels, were conducted. In order to create the base for the focused interviews,

an open ended questionnaire was designed and was distributed to around 250

employees working at various organizations of the city. The respondents were all

employees male and females, belonging to different organizations and working at

different designations and with different income ranges and age brackets.

The respondents were asked to write down the situation where they felt extremely

joyful and delighted at their workplaces and the factors associated with it. At the end,

every single response was carefully monitored and was monitored and studied and

same situations and responses were categorized together.

3.2 Sampling Technique

We have applied random sampling technique in carrying out this research. In

order to reach to the respondents, non-probability based sampling technique as per the

researcher’s convenience is applied. The selection of organization and respondents is

also dependent upon the researcher’s convenience and ease.

Page 23: Effects of Non Monetary Benefits on Employee Delight

22 Effects of non-monetary benefits on employee delight

3.3 Sample Size

Around 250 employees working at different organizational levels acted as

respondents. This lot of employees included both, male and females belonging to

different age brackets and income ranges. The reason for keeping this number of

respondents is that the irrelevant responses will be excluded and despite the exclusion,

we would be left with proper required information for conducting our research.

3.4 Instrument of Data Collection:

The data collected was through questionnaire and interviews conducted from

working people and the responses generated through that acted as the base for

developing our employee delight model of satisfying employees.

3.5 Research Model Developed:

Workstation ambiance

Appreciation and Recognition

Recreational activities

Career growth opportunities

Improved Workplace Relationships

Advanced Technology at Workplace

Flexible Working Hours

Employee Delight

Page 24: Effects of Non Monetary Benefits on Employee Delight

23 Effects of non-monetary benefits on employee delight

This model shows a few non-monetary variables that could delight an

employee’s life at workplace and brings with it the positive and negative changes in

an organization’s free flowing working environment.

3.6 Statistical Technique

We used regression Analysis for our statistical testing. In order to find a

relationship between both the variables that are independent to dependent variables,

Regression Analysis works best as it includes the techniques for modeling and

analyzing several variables.

Page 25: Effects of Non Monetary Benefits on Employee Delight

24 Effects of non-monetary benefits on employee delight

CHAPTER 4: RESULTS

4.1 One Sample statistics

We applied One Sample Test on Employee Delight Analysis. The descriptive

table shows 248 respondent’s Mean, Standard Deviation and Standard Deviation

Error against each delight factors. The categorization of delight factors was done as

per their mean disperses.

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Workstation Ambiance 248 2.33 .537 .034

Appreciation and Recognition 248 2.64 .489 .031

Recreational Activities 248 2.44 .514 .033

Career Growth Opportunities 248 2.59 .517 .033

Improve Work Place

Relationships

248 2.39 .504 .032

Autonomy at Workplace 248 2.40 .545 .035

Improvement in your work

technology

248 2.48 .524 .033

Working Hours 248 2.42 .584 .037

As it can be seen from One Sample Statistics that all delight factors mean is

between 2.33 to 2.64, which clearly suggests that all factors are not showing clear

indication of employee delight. As per data analysis, ranking the delight’s factors

mean as to which factor shows the highest level of employee delight from delight

model,

Page 26: Effects of Non Monetary Benefits on Employee Delight

25 Effects of non-monetary benefits on employee delight

Appreciation and Recognition has the highest level of mean (m=2.64) but still not

much high, and the workstation ambiance shows the least mean (m=2.33) in delight

factors.

4.2 One Sample Test

On Employee Delight data, one sample‘ t-test’ was applied and the test

statistics shows the results. The ‘df’ column shows degrees of freedom. In this case,

this equals the number of cases in each group minus 1. The Sig. (2-tailed) column

shows a probability from t distribution with 247 degrees of freedom. As the value

shown by all delight factors is insignificant, so we can conclude that our delight

model is not affecting employees, and hence the non-monetary benefits offered at

workplace is f little significance to employees.

Page 27: Effects of Non Monetary Benefits on Employee Delight

26 Effects of non-monetary benefits on employee delight

Test Value = 3

t df

Sig. (2-

tailed)

Mean

Difference

95% Confidence Interval of

the Difference

Lower Upper

Workstation Ambiance -19.512 247 .000 -.665 -.73 -.60

Appreciation and

Recognition

-11.558 247 .000 -.359 -.42 -.30

Recreational Activities -17.055 247 .000 -.556 -.62 -.49

Career Growth

Opportunities

-12.525 247 .000 -.411 -.48 -.35

Improve Work Place

Relationships

-19.136 247 .000 -.613 -.68 -.55

Autonomy at

Workplace

-17.488 247 .000 -.605 -.67 -.54

Improvement in your

work technology

-15.750 247 .000 -.524 -.59 -.46

Working Hours -15.768 247 .000 -.585 -.66 -.51

4.3 Hypothesis Assessment Summary

Hence, it can be concluded from the above analysis, that the employee delight model

involving non-monetary benefits, could not bring fruitful results and the non-

monetary factors could not delight the employees at large and the test done verifies it

further.

Page 28: Effects of Non Monetary Benefits on Employee Delight

27 Effects of non-monetary benefits on employee delight

S.no Hypothesis Mean Sig Result

H1 Workstation Ambiance 2.33 0.000 Unaccepted

H2 Appreciation and Recognition 2.64 0.000 Unaccepted

H3 Recreational Activities 2.44 0.000 Unaccepted

H4 Career Growth Opportunities 2.59 0.000 Unaccepted

H5

Improved Workplace

Relationships 2.39 0.000 Unaccepted

H6 Autonomy at Workplace 2.4 0.000 Unaccepted

H7 Improvement in Work Technology 2.48 0.000 Unaccepted

H8 Working Hours 2.42 0.000 Unaccepted

Page 29: Effects of Non Monetary Benefits on Employee Delight

28 Effects of non-monetary benefits on employee delight

CHAPTER 5 : CONCLUSION, DISCUSSION AND

FUTURE RESEARCH

5.1 Conclusion

From the research, it can be concluded that the non-monetary benefits do not

have a large impact in delighting employees at workplaces. The Employee Delight

Model that we framed that consisted eight non-monetary variables, proved to be

unsuccessful, as these variables do not really affect and bring contentment in the lives

of employees and this model cannot be implemented in any organization for

delighting employees.

5.2 Discussion

It is important here to understand that in this research work, other than finding

the monetary benefits that could delight employees at workplaces, we worked on

finding the impact of non-monetary benefits on employee delight and through

responses of employees belonging to different organizations we found out that the

impact is negative and non-monetary benefits do not have a large impact in delighting

employees and employees are not in great need of these non-monetary benefits at

their workplaces. But from our research findings we came to know that the impact of

non-monetary benefits is not much high and just only increasing the non-monetary

benefits could not drive employees for moving further and delighted from their jobs.

Page 30: Effects of Non Monetary Benefits on Employee Delight

29 Effects of non-monetary benefits on employee delight

5.3 Implications

The implication of this research is that, we have a very limited number of

employees for our research. The number of employees should be increased and the

research should have been done on even broader scale considering the employees

working at other regions and cities as well.

5.4 Future Research:

This research could be further expanded to employees working at different

organizations of the country. As every individual’s choices and preferences differ and

the regional circumstances and problems have affect the employee’s perception on

delight. By broadening this research to other locations and regions, a fairer idea could

be grasped and it would be easy to judge whether the non-monetary benefits act as an

essential measure in delighting employees or not.

Page 31: Effects of Non Monetary Benefits on Employee Delight

30 Effects of non-monetary benefits on employee delight

REFERENCES

Cowan David. (2009). Cultural competence: definition, delivery and evaluation.

Ethnicity and Inequalities in Health and Social Care, 2, 4, 27 – 38.

Nguyen,Nha and Leclerc Andre. (2011). the effect of service employees' competence

on financial institutions' image: benevolence as a moderator variable. Journal of

Services Marketing, 25, 5, 349 – 360.

Gruber Thorsten. (2011). I want to believe they really care: How complaining

customers want to be treated by frontline employees. Journal of Service Management,

22, 1, 85 – 110.

Day E. Nancy. (2011). Perceived pay communication, justice and pay satisfaction.

Employee Relations, 33, 5, 476 – 497.

Werlinger Rodrigo, Hawkey Kirstie and Beznosov Konstantin. (2009). An integrated

view of human, organizational, and technological challenges of IT security

management. Information Management & Computer Security, 17, 1,.4 – 19.

Hagen Merete Janne and Albrechtsen Eirik. (2009). Effects on employees'

information security abilities by e-learning. Information Management & Computer

Security, 17 ,5, 388 – 407.

Page 32: Effects of Non Monetary Benefits on Employee Delight

31 Effects of non-monetary benefits on employee delight

Sangeetha Jaya and Mahalingam S, (2011). Service quality models in banking: a

review. International Journal of Islamic and Middle Eastern Finance and

Management, 4,1,83 – 103.

Brocke Vom Jan and Sinnl Theresa. (2011) .Culture in business process management:

a literature review. Business Process Management Journal, 17, 2, 357 – 378.

Hensley L. Rhonda and Utley S.Joanne, (2011) .Using reliability tools in service

operations, International Journal of Quality & Reliability Management, 28, 5,587 –

598.

Tiku Sanjay and Pecht Michael, (2010).Validation of reliability capability evaluation

model using a quantitative assessment process. International Journal of Quality &

Reliability Management, 27, 8, 938 – 952.

Burt Steve and Davies Keri. (2010). from the retail brand to the retailer as a brand:

themes and issues in retail branding research. International Journal of Retail &

Distribution Management, 38, 11/12, 865 – 878.

Styvén ek Maria. (2009). the need to touch: Exploring the link between music

involvement and tangibility preference. Journal of Business Research, 63, 9-10, 1088-

1094.

Miao1 Rentao and Kim2 Gil Hueng. (2009). Perceived Organizational Support,

JobSatisfaction and Employee Performance. An Chinese Empirical Study, 81-88.

Roscigno J Vincent, Lopez H Steven and Hodson Randy. (2009). Supervisory

Bullying, Status Inequalities and Organizational Context.. Social Forces, 87, 3, 1561-

1589.

Page 33: Effects of Non Monetary Benefits on Employee Delight

32 Effects of non-monetary benefits on employee delight

Chamberlain Joyce Lindsey and Hodson Randy. (2010). Toxic Work Environments:

What Helps and What Hurts, Sociological Perspectives, 53, 4, 455-457.

Smith Andrew and Pitt Michael. (2011). Sustainable workplaces and building user

comfort and satisfaction. Journal of Corporate Real Estate, 13, 3,144 – 156.

Zeffane Rachid. (2010) .Towards a two-factor theory of interpersonal trust: a focus on

trust in leadership. International Journal of Commerce and Management, 20, 3,.246 –

257.

Hasan, Syed Akif, Subhani, M.I. and Rahat, Omer, Effects of Business Embedded &

Traditional Training Models on Motivation (November 3, 2010). Working Paper

Series.17-27.

Schwer R Keith, Mejza C Michael and Rehomme Grum Michel. (2010). Workplace

Violence and Stress: The Case of Taxi Drivers . Transportation Journal. 49, 2, 5-23.

Ann Cheryl and Carr N. Adrian. (2011). Inside outside leadership development:

coaching and storytelling potential.Journal of Management Development, 30 ,3, 297 –

310.

Kapoor Camille and Solomon Nicole.(2011).Understanding and managing

generational differences in the workplace. Worldwide Hospitality and Tourism

Themes, 3, 4,.308 – 318.

Page 34: Effects of Non Monetary Benefits on Employee Delight

33 Effects of non-monetary benefits on employee delight

APPENDIX

One Sample statistics

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Workstation Ambiance 248 2.33 .537 .034

Appreciation and Recognition 248 2.64 .489 .031

Recreational Activities 248 2.44 .514 .033

Career Growth Opportunities 248 2.59 .517 .033

Improve Work Place

Relationships

248 2.39 .504 .032

Autonomy at Workplace 248 2.40 .545 .035

Improvement in your work

technology

248 2.48 .524 .033

Working Hours 248 2.42 .584 .037

Page 35: Effects of Non Monetary Benefits on Employee Delight

34 Effects of non-monetary benefits on employee delight

One-Sample Test

Test Value = 3

t df

Sig. (2-

tailed)

Mean

Difference

95% Confidence Interval

of the Difference

Lower Upper

Workstation

Ambiance

-19.512 247 .000 -.665 -.73 -.60

Appreciation and

Recognition

-11.558 247 .000 -.359 -.42 -.30

Recreational Activities -17.055 247 .000 -.556 -.62 -.49

Career Growth

Opportunities

-12.525 247 .000 -.411 -.48 -.35

Improve Work Place

Relationships

-19.136 247 .000 -.613 -.68 -.55

Autonomy at

Workplace

-17.488 247 .000 -.605 -.67 -.54

Improvement in your

work technology

-15.750 247 .000 -.524 -.59 -.46

Working Hours -15.768 247 .000 -.585 -.66 -.51