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PROJECT REPORTOn

Awareness among employees for rewards and

recognition policies of the organization

At(THOMSON PRESS (INDIA) LIMITED)

Submitted to MD University, Rohtak in the partial fulfillment

of the requirements for award of the degree of

Master of Business Administration (Hons.)

2010-2012Submitted By:

Seema Jakhar

M.B.A (HONS.) 4th Sem

Roll No- 7422

INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH

M.D UNIVERSITY, ROHTAK , HARYANA

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STUDENTSS DECLARATION

I hereby declare that the project report entitled Awareness among employees

for rewards and recognition policies of the organization is prepared

by me under the guidance of Dr. Divya Malhan.

I also declare that this project report is towards the partial fulfillment of the

requirements for the award of the degree of M.B.A (Hons.). This report has not

been submitted for the award of any diploma, degree or any other similar title.

PLACE: - ROHTAK

DATE: - STUDENTSS NAME

SEEMA JAKHAR

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SUPERVISORS CERTIFICATE

This is to certify that the project report entitled Awareness among

employees for rewards and recognition policies of the organization

has been prepared by Seema Jakhar in partial fulfillment of the requirements for the

award of M.B.A (Hons.) degree from M.D University, Rohtak and has been carried

out under my supervision and guidance and that no part of the report has been

submitted for the award of any degree or diploma or any other similar title.

PLACE:-

DATE: - SUPERVISORS SIGNATURE

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PREFACE

Project work is conducted as an integral part of the management course. It provides

an opportunity to apply the theoretical aspect in practical it givers on excellent

opportunity to a student to apply his ability, capability, intellect, knowledge, brief

reasoning and mantle by giving a solution to the assigned problem, which reflects

his calibres.

One cannot depend upon theoretical knowledge it has to be coupled with practical

for it to be faithful, classroom, lecture must be camel abed with the practical

training in company, has a significance role play in the subject of business

management to develop managerial and administrative skills. It is necessary that

they combine their classroom learning with the knowledge of real business

environment.

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ACKNOWLEDGEMENT

The research on Awareness among employees for rewards and

recognition policies of the organization has been given to me as part of

the curriculum in 2-Years Masters Degree in Business Administration. I have tried

my best to present this information as clearly as possible using basic terms that, I

hope will be comprehended by the widest spectrum of researchers, Analysts and

students for further studies.

I have completed this study under the able guidance and supervision of Dr.Dr.

DivyaDivyaMalhanMalhan and I would like to extend my sincere thanks to madam for her

able guidance, regular counselling, keen interest and constant encouragement,

without this the project would not have a successful end. I am highly thankful to her

for her helpful attitude, regular coaching and inspiration.

I sincerely thank to all the faculty members and the staff associated for their support

given to me time to time. Also, I would like to thank all my friends and family

members for their support given to me time to time. I dont have words to express

my thanks, but still my heart is full of gratitude for the favours received by me from

every person.

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INDEX

1. Introduction

2. Review of literature

3. Introduction of Organization

Company profile

TP code of conduct

Products

Organizational chart

HR division

World of TP

Company mission & vision

THOMSON School of Learning

International business

Quality policy of TP

4 Research Methodology

5. Data analysis & Interpretation

6. Recommendation & Conclusion

7. Appendices

8. Bibliography

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Chapter 1

INTRODUCTION

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CONCEPT REVIEW

In a competitive business climate more business owners are looking at improvements in

the organizational quality while reducing the cost in the tight job market. As small

business needs to get more from their employees, their employees are also looking for

more out of them. Employee reward and recognition programs are one of the methods

of motivating the employees by changing their work habits and bring key behaviours

that are beneficial to all business organizations.

Reward and recognition is considered as critical to the success of any organization.

Corporate success and excellent work performance does not happen by accident, it is

achieved by valuing and recognizing the staff that enables the organization to harness

the power of motivation and generate in into achievement.

Employees are the lifeblood of an every organization and they deserve recognition for

all their efforts because each individual can have a profound impact which is

recognised by rewarding to the employees those contributing more than the

organizations expectations, which can be done through effective feedback system.

Basically employees are rewarded and recognised by their organization to make them

feel important, engaged in more organizational goals along with challenging work

activities, and to motivated the potential and talented human resources of the

organization.

Rewards and recognition is a constructive, genuine feedback based on

acknowledging people as sincere, worthy of respect, having needs, and equipped

with their own personal expertise (Brun & Dugas).

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Objectives of the Study

To study the awareness among employees for rewards and recognition policy

of the organization.

To study the importance of rewards for employees as well as the organization

as a whole.

To study the employee satisfaction level with respect to the present reward and

recognition practices.

To study the present image of rewards practices in the eyes of perspective

employees of the organization.

To take suggestions from the employees of the organization from improving

the practices of the recognition and rewards.

Scope and Significance of the Study

Rewards and recognitions are development and motivational oriented initiated taken by

the organizational for motivating their employees by recognising its talented personnels

for their valuable contribution in terms of productivity and achievements in

contributing to the organizational goals by developing the feeling of belongings and

ownership among the employees.

Through the research process, the researcher tried to evaluate the awareness among

employees for present rewards and recognition policy of the organization and its

importance in the eyes of employees. Through this we have been able to get the

responses from employees at all level. This study is not done only to measure

awareness among employees but also intend to understand the expectations employees

have from the company for recognising their contribution through various types of

innovative rewards as it helps the employees in motivating and being be the part of the

company.

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This research is being done not only to bring the positive perspective of the Rewards

and Recognition policy, but also to uncover the hidden believes and perceptions people

have in their mind, which sometimes may also help in improving the organization bydisclosing the hidden facts about the same and will also help in motivating.

Chapter-2

REVIEW OF LITERATURE

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Review of Literature

1. Rewards and Recognition in Employee Motivation Frederick Hansen andMichele Smith, Applied Strategic Technologies, Inc.,Ries B. Hansen, U.S. Patent

Services, Inc.

Compensation & Benefits Review, Volume 34, No. 5, 2002.

Reward and recognition are usually regarded as synonyms. They are, however, quite

distinct and represent a fundamental duality in human motivation. Despite the

overwhelming theoretical and research support for this duality, it continues to be

ignored in the actual practice of designing and implementing employee motivation

initiatives. Consequently, motivation programs are ineffective and may even erode

employees ability to engagewith their work. More important is the adverse impact

on theability to understand and learn about human motivation. Onlywhen recognition

and reward are treated as two distinct phenomenawill the effectiveness of employee

motivation initiatives be improved. This article clarifies the differences between the

two distinct subsystems of human motivation and describes the different strategic role

played by each subsystem. Specific recommendations for the design and

implementation of employee motivation programs, given the recognition-reward

distinction,are discussed.

2. Recognition: A Powerful, but often Overlooked, Leadership Tool to Improve

Employee Performance, Kyle Luthans, University of Nebraska, Kearney

Journal of Leadership & Organizational Studies, Vol. 7, No. 1, 2000

A key dimension for effective leadership involves reinforcing and motivating

others to encourage superior performance. Financial and non-financial rewards can

be utilized for this purpose.This paper explores the background on the nature and

importanceof employee recognition as an effective leadership tool andreports the

results of a survey examining the value of recognition to all levels of employees in

a large, nonprofit institution. These employees indicated they value highly

personalized recognition for a job well done as a critical dimension of their reward

system. These findings provide further evidence that employee recognition should

be given more attention by leaders as they attempt to meet the retention and

productivity challenges facingtoday's organizations.

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3. The Leaders Use of Informal Rewards and Reward Systems in obtaining

Organizational Goals, Robert B. Nelson, Claremont Graduate School.

Journal of Leadership & Organizational Studies, Vol. 1, No. 1, 1993Management has long underestimated the importance of informal rewards in the

achievement of organizational goals. At a timewhen formal reward and recognition

systems are increasinglyfound to be ineffective, the use of informal rewards could

providejust the right combination of relevance, immediacy, and individual value to

warrant a fresh look at how to make them work. Considering that a reported 33

percent of managers would rather work in another organization where they could

receive better recognition,the time is ripe for focused attention on this matter.

4. Impact of Reward and Recognition on Job Satisfaction and Motivation: An

Empirical Study from Pakistan

International Journal of Business and Management, Volume 5. No.2,

Feb 2010

Human resources are the most important among all the resources an organization

owns. To retain efficient and experienced workforce in an organization is very crucial

in overall performance of an organization. Motivated employees can help make an

organization competitively more value added and profitable. The present study is an

attempt to find out the major factors that motivate employees and it tells what is the

relationship among reward, recognition and motivation while working within an

organization. The data were collected from employees of diverse type of

organizations to gain wide representation of sectoral composition. In all, 250 self

administered questionnaires were distributed among the employees of different

sectors and they returned 220 completed useable questionnaires for response rate of

88%. The participation in survey was voluntary and confidentiality of responses was

ensured. The statistical analysis showed that different dimensions of work motivation

and satisfaction are significantly correlated and reward and recognition have great

impact on motivation of the employees. Implications of the study for managers and

policy makers in the context of human resource practices have been discussed.

Limitations and guidelines for future research are also provided.

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1. Incremental effects of reward on experienced performance pressure: positive

outcomes for intrinsic interest and creativity, Robert Eisenberger & Justin

Aselage, Department of Psychology, University of Delaware, Newark, Delaware,2008

Two field studies and a laboratory study examined the influence of reward for high

performance on experienced performance pressure, intrinsic interest and creativity.

Study 1 found that employees' expected reward for high performance was positively

related to performance pressure which, in turn, was positively associated with the

employees' interest in their jobs. Study 2 replicated this finding and showed that

intrinsic interest, produced by performance pressure, was positively related to

supervisors' ratings of creative performance. Study 3 found that college students'

receipt of reward for high performance increased their experienced performance

pressure which, in turn, was positively related to intrinsic interest and creativity.

7. Strategic Guidelines to Managing Cash and Non-Cash Employee Motivation

Programs

Gilbert A. Churchill Jr. and Orville C. Walker Jr., Journalof Business Research,

2005

The findings of a survey administered to attendees of four major industry

conferences was analyzed to assess the effectiveness of cash and non-cash

incentive, reward and recognition programs in a Forum report entitled Strategic

Guidelines to Managing Cash and Non-Cash Employee Motivation Programs.

Respondents of the survey--conducted at the National Association of Employee

Recognition (NAER) Spring 2005 Conference, The Motivation Show (Fall 2005),

The Integrated Marketing Summit (Fall 2005) and the Fall 2005 Promo Expo

represent a cross-section of individuals who select and implement reward and

recognition programs. Overall, managers express a preference for non-cash

programs. They view them as more important, more effective and generally

superior for achieving the majority of the specific organizational objectives listed

in the questionnaire although non-cash incentives were reported as being the most

commonly used approach. The leading specific non-cash incentives are, in order,employee recognition, gift certificates, merchandise incentives, work life benefits,

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special events and individual travel. The research project also sheds light on the

types or forms of motivational programs best suited to achieve varied

organizational objectives and provides strategic guidance for organizations that are

both providing and using reward/recognition programs.

2. Team Rewards: How Far Have We Come, Lucy Newton McClurg, W.T.

Beebe Institute of Personal and Employment Relations, Georgia State

University

Human Resource Management, Wiley Periodicals, Volume 40, Issue-1, 2001

Although many organizations find teams to be important to their success, few have

implemented reward systems that encourage team effort. This study examines the

practices of 35 firms using team-based reward programs and identifies some

features of these programs that improve their effectiveness. The results indicate

that the most valued programs were those associated with (1) high levels of

communication to employees about the specifics of the plan, (2) strong worker

involvement in the plan's design and implementation, and (3) team members'

perceptions that the pay system was fair. HR managers considered more complex

plans more beneficial than simple plans.

8. Rewards and Organizational Performance in Japan and the United States: A

Comparison, Richard S. Allen, Sesquicentennial Endowed Chair in Business

and Technology Professor of Management Dalton State College

Compensation & Benefits Review, Vol. 36, No. 1, 2004

The effectiveness of reward practices in a variety of national cultures is not often

studied. Based on an earlier study of reward practices and performance in the

United States, thisarticle extends that research to compare U.S. reward practices

effectiveness with the effectiveness of practices in Japanese organizations. The

findings suggest that although some reward practices may be universally effective

regardless of nationalculture, others appear to be effective based on a fit with the

prevailing national cultural norms. It is important for managers and human resource

professionals to carefully consider national cultural values when designing a

rewards system to fit theirorganizations. Some reward practices may be universally

effectiveregardless of culture; others may be culturally sensitive.

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9. Encouraging Knowledge Sharing: The Role of Organizational Reward Systems,

Kathryn M. Bartol,University of Maryland, College Park

Journal of Leadership & Organizational Studies, Vol. 9, No. 1, 2002This article examines the role of monetary rewards in encouraging knowledge

sharing in organizations through four mechanisms ofknowledge sharing. We argue

that the system of contributing knowledge to databases is the most amenable to

rewards contingent on knowledge sharing behaviors because of opportunities for

the reward allocator to measure the knowledge sharing behaviors. In the case of

formal interactions within or across teams and work units, while rewards could be

made partly contingent on knowledge sharing behaviors as in merit pay, rewards

based on collective performance are also likely to be effective in creating a feeling

of cooperation, ownership, and commitment among employees. In addition, we

propose that team-based rewards and companywide incentives (profit sharing, gain

sharing, and employee stock options) would be particularly instrumental in

enhancing knowledgesharing within teams and across work units, respectively. In

the case of knowledge sharing through informal interactions, the key enabling

factor is trust between the individual andthe organization. In this case, the role of

rewards is indirect, that is, procedural and distributive fairness of organizational

rewards are important factors in the development of trust. We also consider

knowledge sharing in communities of practice and theorize that intrinsic rewards

and factors that build expertise and provide recognition are the most appropriate

means of fosteringfeeling of competence.

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Chapter - 3

INTRODUCTION OF ORGANIZATION

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SCOMPANY PROFILE

Thomson Press has been in operation for over 40 years and is part of the India

Today Group a major multimedia company having interests in printing,

publishing, internet, television and radio.

The Largest Commercial Printer in South Asia

Offers both Printing and Typesetting services

Having five Printing Units, two Repro Units and two

Typesetting Units

Sales Offices in major Indian and International cities

Has won numerous Prestigious Awards

Thomson Press is a member of two prestigious worldbodies GATF and PIRA.

A Brief History of TP

Thomson press was registered in 1964 with the partnership of the Thomson group

of Canada. It commenced its commercial operation in 1967. Dr. ZAKIR HUSSEIN

inaugurated the parent plant located at FBD in 9th March 1967,, now TP has been

in business for past 40 years and is a part of a diversified group which has interest

in printing, publishing, music, art, TV, education, and yellow pages. TP has given

employment to more than 1700 people.

Thomson press is the largest printing house in South Asia with seven production

facilities and turnkey services. Ever since its establishment, TP has worked to

exemplary high standard of printing technology with the use of latest state of the art

technology and an excellent pool of talented, trained, and highly skilled work force

led by Dynamic managers and management staff. The management of Thomson

press has thereafter keep pace with the latest, sophisticated printing technology used

by developed countries like U.S.A, U.K, JAPAN, CANADA, FRANCE, ETC.

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Transfer of Technology

The company has considerable capacities to fuel their operations. This includes twoRepro units and five printing centers. The most recent of these Printing Units was

established in the port city of Mumbai to cater for the companys exports. Around

15 years ago, Thomson Press decided to venture out into the international market,

Mukharti explains.

Thomson Press now operate plants in the North, South and West of India,

occupying 16,500 square meters of manufacturing floor space and around 1,400

workers. However, not content to let things remain as they are, the company is

currently embarking on a modernization spree. Thomson Press has been among the

pioneers in the field of equipment, if you understand the way the Indian economy

was structured in the past capital goods attracted a very high level of import duty,

as high as 220 percent, which made it hard for printers in India, Mr. Mukharti tells

us.

TP Code of Conduct

A code has been developed to assist all the employees in their dealing with whom

the company does business i.e. customers, dealers, suppliers and with each other.

The code is not substitute for the judgment and discretion of individual employee in

day-to-day work. The code contains advice for making decisions in situations where

there are no precedents, so that a common set of norms of business behaviour can

grow throughout the company.

Following are the important points:

Integrity

Trust

Image

Consumer-orientation.

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PRODUCTS

Thomson Press offers a wide range ofprinting products that meet international

standards and varied requirements of our esteemed customers. Our product range

include thin paper products, multicolour and monochrome books, magazines

and periodicals, brochures, product catalogss and specialized dated product

segment. Our unique one-stop structure and unique product quality has always

given us an edge over others.

Books

Monochrome and multicolour

Coffee Table and Art Books

Children Books

Thin Paper Products

Religious Literature

- Bible

- Bhagavad Gita

Dictionaries

Directories

Dated Products

Diaries /Journals / Agenda

Calendars

Magazines And Periodicals

Annual Reports

Commercial And Publicity Materials

Brochures and Catalogues

Pamphlets and Posters

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http://www.thomsonpress.com/products/trade-reference-books.asp#monochrome-multicolorhttp://www.thomsonpress.com/products/trade-reference-books.asp#coffee-table-art-bookshttp://www.thomsonpress.com/products/trade-reference-books.asp#children-bookshttp://www.thomsonpress.com/products/thin-paper-products.asp#religious-literaturehttp://www.thomsonpress.com/products/thin-paper-products.asp#religious-literaturehttp://www.thomsonpress.com/products/thin-paper-products.asp#dictionarieshttp://www.thomsonpress.com/products/thin-paper-products.asp#directorieshttp://www.thomsonpress.com/products/dated-products.asphttp://www.thomsonpress.com/products/dated-products.asp#calendarshttp://www.thomsonpress.com/products/magazines-periodicals.asphttp://www.thomsonpress.com/products/annual-reports.asphttp://www.thomsonpress.com/products/commercial-publicity-materials.asp#brochures-catalogshttp://www.thomsonpress.com/products/commercial-publicity-materials.asp#pamphlets-postershttp://www.thomsonpress.com/products/trade-reference-books.asp#monochrome-multicolorhttp://www.thomsonpress.com/products/trade-reference-books.asp#coffee-table-art-bookshttp://www.thomsonpress.com/products/trade-reference-books.asp#children-bookshttp://www.thomsonpress.com/products/thin-paper-products.asp#religious-literaturehttp://www.thomsonpress.com/products/thin-paper-products.asp#religious-literaturehttp://www.thomsonpress.com/products/thin-paper-products.asp#dictionarieshttp://www.thomsonpress.com/products/thin-paper-products.asp#directorieshttp://www.thomsonpress.com/products/dated-products.asphttp://www.thomsonpress.com/products/dated-products.asp#calendarshttp://www.thomsonpress.com/products/magazines-periodicals.asphttp://www.thomsonpress.com/products/annual-reports.asphttp://www.thomsonpress.com/products/commercial-publicity-materials.asp#brochures-catalogshttp://www.thomsonpress.com/products/commercial-publicity-materials.asp#pamphlets-posters


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Organizational Chart

As against the traditional hierarchical system of the management which causes

unnecessary delays in decision making. TP has structured of a flat organization with

familiar atmosphere.

TP is functional organization. The company is divided into different divisions. A

Divisional Manager (DVM) heads each division. Divisions are further divided into

departments, which are headed by Department Manager (DPM), who reports to

their respective Divisional Managers.

The organization has been classified into different divisions and departments in

order to make the management of the organization more efficient and streamlined.

It leads to effective control over various systems and processes in the organization.

The organization has been classified into 13 divisions which are as follows:

Corporate planning

Human Resource Division

Finance division

I.T division

Engineering Directorate

Production Engineering division

Supply Chain

Production division

Marketing Strategy & Development

Spares Division

Service Division

Sales

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Human Resource Division

1. HRS (Human Resource Secretariat)

2. HRD (Human Resource Development)

a. Recruitment and Selection

b. Training and Development

3. Plant-HR

a. Employee Relation

b. Admin / Canteen/ Dispensary

4. Safety and Welfare

5. Protocol

6. Vigilance

HR Vision

Lead and Facilitate continuous change towards organizational excellence; create a

learning & vibrant organisation with high sense of pride amongst its members.

HR Mission

Lead and Facilitate change towards creating a Positive Environment for

employees where people understand & believe that they have to contribute to the

fullest in making MSIL an Excellent company which can then facilitate for the

employees opportunities for career development & growth and a feeling of pride to

be a part of MSIL.

HR Functions

Organization Planning, Compensation & Recruitments.

Appraisals & Promotions.

Job Rotations, Education and Training.

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Maintaining employee Relations.

Control of total Manpower Cost.

Enhancement of Moral, Culture, Hygiene and benefit of welfare activities.

World of TP:

KAIZEN

Its a Japanese word which means Improvement

We emphasize on Change = Simplification of systems and processes- in

everything that

one does, he should strive for continuous improvement.

5S

5S stands for 5 initials of the following Japanese words:

SEIRI - Organization of resources

SEITON - Orderliness

SEISO - Cleaning

SEIKETSU - Cleanliness

SHITSUKE Discipline

4M

Man

Machine

Material

Method

Oasis Portal

Oasis, the employee portal has been developed for easy access across the extended

organization. The scope of the portal is to provide effective information delivery, and

streamline application services with in the organization .Oasis has been designed to

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address the challenge of collaboration so that one can connect to the right person, at

the right time to gain the access to the right resources. The act of sharing knowledge,

embodied in OASIS must help all employees to do a better job, whatever their

function.Portal can be reached at http://oasis/

ERP

A new generation network systems, Enterprise Resource Planning or ERP, has been

added to the IT infrastructure at TP. This online processing system has brought all

business processes within a single network, there by creating greater synergy

among them .Another significant aspect of ERP is that it has enabled enhancedinteraction between employees within the company they can service themselves

online for many needs. The ERP system has a wide application .It integrates all

departmental functions to a common IT network. For this system TP collaborated

with ORACLE India Pvt.Ltd.

Companys Vision

Our vision for the future is to be:

Companys Mission

To recognize the customer's right to Quality, Services, Timely

Delivery and CostTo ensure maximum satisfaction to the clients

To continue to maintain ethical practices, legal, social,

personal conscience framework

To encourage individual growth to fullest potential

To maintain high degree of efficiency and attain international

standards

Quality through people and technology

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Companys Core values

The five Values identified are as follows:

Customer obsession

Fast, flexible and first mover

Innovation and creativity

Networking and partnership

Openness and learning

Ethos of TP

Employees are TP greatest strength and asset. It is this underlying philosophy that

has moulded its workforce into a team with common goals and objective. The

employee-management relationship is therefore characterized by:

Participative management

Team work & Kaizan

Communication & information sharing

Open office culture for easy accessibility.

THOMSON School of Learning

The 'training school' was started in 1995 with an aim to produce printing

professionals to meet requirements of quality manpower. It provides a one year

course in printing technology where both theoretical inputs and practical

training is imparted by professionals from the industry as per the syllabi

prepared by the Thomson Press School governing body.

Students are given a monthly stipend and are absorbed in various units on

successful completion of the course.

INTERNATIONAL BUSINESS

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Thomson Press has been in international business for over two decades and in a

focused manner for last 15 years. In line with becoming global player, Thomson has

made substantial investments. Essential facilities and equipment in the plant will

make it a cost efficient solution provider, that will match the best in the world and

will be acknowledged by customers abroad.

Mumbai which is 50 kms or 31miles from Sea port and 25 kms or 16 miles from

Airport, offers the advantage of shorter time for imported material as well as export

of finished cargo

QUALITY POLICY OF THOMSON PRESS (INDIA) LTD

We pledge to achieve Customer satisfaction by continual improvement in our

processes and excellence in quality. We wish to achieve this by:

Deploying specific, measurable and time-bound objectives in all processes in

various functions

Motivating our workforce for excellent standards in our work procedures throughKaizen

Committing Suppliers to continually work on improvement in quality standards

Working as a well-knit team to ensure that our quality objectives are met

Regular in-house training programs for technological improvement

Visit of technicians to Print Fairs - DRUPA, IPEX, IGAS and in technical

seminars of IFRA

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REWARD SYSTEM

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Reward System

A reward system consists of financial rewards (fixed and variable pay) and employee

benefits, which together comprise total remuneration. The system also incorporates

non-financial rewards (recognition, praise, achievement, responsibility and personal

growth) and, in many cases, performance management processes. The combination

of financial rewards, employee benefits and non-financial compensation comprises

the total reward system.

COMPONENTS OF REWARD SYSTEM

The main components of the system are:

Processes for measuring the value of jobs, the contribution of individuals in those

jobs and the range and level of employee benefits to be provided; these processes

consist of job evaluation, market rate analyses and performance management.

Practices for motivating people by the use of financial and non-financial rewards.

The financial rewards consist of base and variable pay and employee benefits and

allowances, and non financial rewards are provided generally through effective

management and leadership, the work itself, and the opportunities given to

employees to develop their skills and careers.

Structures for relating pay and benefits levels to the value of positions in the

organization and for providing scope for rewarding people accordingly to theirperformance, competence, skill and or experience.

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Schemes for providing financial rewards and incentives to people according to

individual, group and organizational performance.

Procedures for maintaining the system and for ensuring that it operates

efficiently and flexibly and provides value for money.

Total Rewards

The concept of total rewards has been defined by Worldatwork (2000) as all the

employers available tools that may be used to attract, retain, motivate and satisfy

employees. This is encompasses every single investment that an organization makes

in its people, and everything its employees values in the employment relationship.

The main objective of total reward programmes is to drive desired behaviours atwork place (WorldatWork, 2000). Total rewards programme integrate the various

ways in which people can be rewarded for their contribution, covering both financial

and non-financial rewards.

Components of Total Rewards

Total Reward Strategy

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The total reward strategy of the organization helps in identifies how an organization

performs and reaches at its intend to position itself in the competitive employee

market to achieve the fundamentals of people management: recruitment, retention,

development, motivation. So, the reward strategy of the organization should be

formed by understanding organizational goals, strategy, practices to deliver a sustain

changes in the total reward policy.

Therefore the total reward strategy should be designed by analyzing and determining

what motivates to people more and what types of capabilities and competencies need

to be remember by the organization and also by analyzing the perception employees

having for their current practices of rewards and need to bridges the gap if any.

Reward System

As mentioned above the purpose of reward management is to deliver a system which

helps in attract, retain, and motivate the employee in order to achieve the organizational

objectives. Therefore, in order to compete successfully in the competitive world, the

organization and its employee has to continuously perform at higher level of output.

Therefore, rewards should be managed in the way that will influence the performance

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of the employees because rewards are those privileged that are derived from working

environment, which is valued by an individual and cover areas of opportunity for

personal growth, quality of work life, job satisfaction, challenge, personal and

professional opportunities, sense of belonging, freedom to act, visionary leadership etc.

Thus the reward system of an organization should be linked closely to its business

strategy. The greater the fitment, the better will be the performance of the organization.

But it is important recognize that designing reward system involving huge cost.

Therefore, it is important to design the rewards system by focus on how high these

costs should be and how they will very as a function of organizations ability to pay.

REWARD SYSTEM

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HR Strategy

Reward Strategy

Financial rewards

processes

RewardsRRRewards

Non-financial reward

processes

Performance

management processes

Employeebenefits

Variable

payRecognition, Responsibility,

Achievement, Development, Growth

Pay

surveys

Total remuneration

Reward system

management

Improved individual/

Team performance

Improved Organizational

Effectiveness

Base

pay

Job

evaluati

on

Pay

structure

Business Strategy

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Aims of Rewards and Recognition

Aims for providing the rewards and recognition are categories in two:

a. From the organizations point of view

help to attract, retain and motivate high quality people.

play a significant part in the communication of the organizations values,

performance, standards and expectations.

encourage behaviour that will contribute to the achievement of the

organizational objectives.

underpin organizational change programmes concerned with culture,

process and structure.

support the realisation of the key values of the organization in such areas

as quality, customer care, teamwork, innovation, flexibility and speed of

response.

provide value for money: no reward initiative should be undertaken unless

it has been established that it will add value, and no reward practice

should be retained if it doesnt result in added value.

b.From employees point of view

Treat them as stakeholders who have the right to be involved in the development

of the reward policies that affect them.

Meet their expectations that they will be treated equitably, fairly, and

consistently.

Be transparent-they should know what be reward policies of the

organization are and how they are affected by them.

Types of Rewards

a. Intrinsic versus Extrinsic rewards

Intrinsic rewardsare the satisfactions one gets from the job itself. These satisfactions

are self-initiated rewards, such as having pride in ones work, having a feeling of

accomplishment, or part of a team etc. Techniques like job enrichment, shorter work-

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weeks, flex-time and job rotation helps in providing intrinsic rewards by providing

interesting and challenging jobs and allowing the employee greater freedom.

Extrinsic rewards include money, promotions, and fringe benefits etc. Such kinds ofrewards are external to the job and come from and an outside sources, mainly

management.

It is believed by the researcher that both intrinsic and extrinsic rewards equally act as

effective motivators.

b. Financial versus Non-financial rewards

Financial rewards includes wages, bonuses, profit sharing, or indirectly through

supportive benefits such as pension plans, paid vacations, paid sick leaves and purchase

discounts. These kinds of rewards may or may not enhance the employees financial

wellbeing but essentially helps in motivating the employees.

Nonfinancialrewards cover a smorgasbord of desirable things that are potentially at

the disposal of the organization. These kinds of rewards dont increase the employees

financial position but used as just to attract the employees by providing better life at off

the job.

For example, if some employees value having their lunch between one and two oclock

in the afternoon and if the lunch is normally from eleven in the morning until noon, the

benefit of being able to take their lunch at another, more preferred, and that time can be

viewed as a reward. Having a chance to work with the congenial colleagues, and

achieving a desired work assignment or an assignment where the worker can operate

without close supervision, are all non financial rewards that are within the discretion of

management and when carefully used, can provide stimulus for improved performance.

c. Performance-Based versus Membership-Based Rewards

Performance based rewards are those rewards which are given to the employee on the

basis of their performance at goal. It can be evaluated on the basis of commissions,

piece pay plans, incentive systems, group bonuses or other forms of merit pay plans.

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This kind of reward is given to those employees who performed well or more than the

output expected from him.

Membership-based rewards include increase in cost of living, profit sharing, increase

in benefits and salary attributable to the labour market conditions, seniority or time inrank, credential etc.

For instance, company paid membership in a country club or use of company-owned

automobiles and aircraft by executives may be given for membership or performance.

If they are available for all middle and upper-level executives, then they are

membership based rewards and if they are made available selectively to certain

managers based on their performance then they are called performance based rewards.

Criteria on which Rewards can be distributed

3. Performance-as we know performance is concerned with results. To reward the

people in the organization on the basis their performance this should be directly

related to the job productivity.

4. Effort- organizations rarely make their rewarding of effort that explicit is a major

determinant of reward distribution. Jobs those are require more efforts should be

encouraged more rather than the job that require less efforts.

5. Seniority- distribution of rewards on the basis of length of time on the job. It is

very easy to determine the duration of service as compare to other methods.

6. Skills held- people those posses highest skills or talents should be rewards

essentially. As those skills that are short in supply on a national basis are usually

also short in supply at local community. Therefore, to acquire individuals with

those skills should be rewarded more.

7. Job difficulty- the complexity of the job can be a criterion by which rewards are

distributed. Foe example- those jobs that are highly repetitive and can be learned

quickly may be viewed as less deserving in rewards than those that are more

complex and sophisticated. Jobs that are difficult to perform and require odd

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working hours are unpleasant working conditions should be rewarded to attract

more employees.

RECOGNITION SYSTEM

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Forms of Rewards and Recognition

a. No cost/ Low cost

Personal thank you, thank you notes or emails good deed awards

Post on recognition board, bulletin board, newsletters, web site

Hall of Fame pictures of your employees

Submit article to Intranet for agency viewing

Recognition lunch

Informal party coffee/Danish or cookies/drinks or ice cream

Gift certificate to restaurant

Movie Tickets

Certificate or plaque

Mugs, pens, tee shirts, etc. with team or agency logo

Inexpensive gift related to employees hobby

Flowers

Certificate for CDs or Books

b. Medium/ High Cost

Savings bonds

Gift Certificates

Trophy

Clocks

Cash bonuses

Time off

Jewellery

Enrolment in seminar or additional training

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Catered lunch

Annual Picnic

An excursion for the department night out for dinner, bowling, sports

event, etc.

Four forms of Employee Recognition

Employee recognition can take various forms depending on the perspective from which

we approach the work process. Four main forms of recognition can be identified with

respect to the key dimensions of work: existential recognition, recognition of work

practices,recognition of dedication to work, andrecognition of results.

1. Existential recognition-it focuses on employees as distinct beings with their own

identities and expertise (Jacob, 2001). This form of recognition is found in everyday

interaction and is expressed by co-workers and superiors as well, for no other reason

than because individuals are human and all are unique in this world. Due to this

recognition individuals are free to speak and perhaps influence organizational

decisions.

2. Recognition of work practices

Recognition of work practices looks at how an employee performs a task. It takes into

account a worker's behaviours, skills, and professional qualifications. Among other

aspects, it focuses on creativity, innovation, and the continued improvement of work

methods. In short, this form of recognition underscores the way an employee performs

work duties on a daily basis.

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3. Recognition of dedication to work

Recognition of dedication to work concerns the quality and quantity of efforts an

employee makes to contribute to the work process. It highlights the contribution ofemployees, the risks they take to complete company projects, and the energy they

expend, independent of results. In short, it recognizes the employee's contribution to the

company's ongoing operation.

4. Recognition of results bears directly on the end product. It is a judgment and a mark

of gratitude based on the efficiency, usefulness, and quality of work performed by an

employee or a group of employees. It should be noted that this form of recognition

depends on results, and that it is only expressed once a task has been completed.

Recognition of results concerns the achievement of organizational objectives as well as

the effectiveness of the end product. Here, the employee has achieved his objectives

and his co-workers are congratulating him.

These four main forms of recognition are complementary and interdependent. All four

should be used on a daily basis in order to meet employee needs for recognition as

organization members and appreciation as workers able to participate in the work

process, dedicate effort and energy, complete tasks effectively and efficiently, and

generate results that reflect their professional know-how. No single form of employee

recognition should be used alone or favoured over another. The expression of employee

recognition should reflect the people it targets, i.e., dynamic, diverse, and sincere.

Key Elements of Effective Rewards and Recognition Program

A. Link behaviors that are to be recognized and awarded to the organizational

Mission- In order for a rewards and recognition program to survive and be cost

effective, it should contribute to the accomplishment of the organizational mission.

Organizations spend time and money to implement a rewards and recognition program

so that it will make a difference in how well the organization performs against its

missionits very reason for existence. Otherwise, if the behaviors rewarded are not

linked to the organizational mission, behaviors that are not valuable to the organization

could be reinforced, and lead to ineffective programs.

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A successful program that emphasizes the organizational mission should produce a

positive effect on the work unit or agency. So, when managers see a direct contribution

to the "bottom-line", it is more likely to sustain their interest in the effective use ofrewards and recognition throughout the organization.

To design and develop an effective program, it is important to remember the wants,

desires, needs and values of the entire employee population are not identical. Steer

clear of developing and designing a program that assumes that every employee wants

the same rewards for a job well done, even though there are significant differences in

their jobs, work locations, and work environment.

B. Train all levels of management-Some managers are a natural when it comes to the

elements of recognition and rewards. Others need to acquire skills related to

recognizing employees contributions and giving effective feedback and positive

reinforcement. Thus, all managers and supervisors should be trained on:

Providing employees an understanding on how they can impact the organization's

goals and drive the business to success.

Discussing the approach for managing and rewarding both individual and team

performance

Learning ways to motivate and inspire others.

Learning how to communicate needs, expectations, and goals clearly.

C. Communicate the program's existence- Deciding how to communicate the

program is largely depends upon the culture of the organization and the various types of

media readily available--training, staff meetings, policy and procedures, intranet, email,newsletter, fliers, on an on-going basis, for managers as well as to supervisors to

reconsider the options available to them to recognize various types of employee

achievement. Feedback is the only mechanism which helps in evaluating the

effectiveness of the program and need to change or to improve, if any.

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EFFECT OF REWARD & RECOGNITIONSYSTEM

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Effects of Rewards and Recognition:

A. At several levels

Properly conveyed and rewarded employees have many positive effects on staff,

business, and customers. Recognition improves general employee wellbeing as well as

organizational dynamics. It gives work a human face and puts the spotlight back on

people and their unique and genuine contribution.

B. On Employees

Carrier of identity- Recognition is closely tied to the concept of identity. Identity is

built initially in the private sphere and continues to develop in the public sphere,

particularly in the workplace. Work therefore becomes "a crystallizing medium for

identity." Through their work, individuals can define themselves as human beings

and confirm their earlier development. In the public sphere, identity is built through

others' perception of us, and especially the self-perception they mirror back to us.

Employee recognition can promote identity development by putting individuals in a

positive light and acting as a catalyst for personal growth.

Source of meaning in work-Employee rewards and recognition also helps make

work meaningful, giving it a renewed sense of dignity and the ability to be a

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source of pleasure and satisfaction. More than the completion of tasks for

financial reward, work becomes a source of meaning.

Self esteem booster-Recognition and rewards help in reinforce employees' sense ofpersonal skill and self-esteem. Daily expressions of gratitude and an appreciation of

know-how lead employees to see themselves in a positive light and understand their

value within the organization.

Increased motivation and satisfaction- Bourcier & Palobart (1997) highlight the

importance of employee recognition as a source of motivation and satisfaction.

When employees believe they have a well-defined place within the organizationand their contribution is fully appreciated, they are more apt to dedicate themselves

to their work and feel motivated to do their best. Motivation drives action, in some

sense, and determines work behaviours. Recognition also fosters a feeling of

competency and gives employees a certain sense of satisfaction. By contributing to

employee satisfaction and motivation, recognition has a positive impact on

company productivity and performance (Applebaum & Kamal, 2000).

Mental health-Work can directly affect employee mental health. Mental health at

work refers to workers' sense of psychological, physical, and emotional wellbeing

or illbeing at work. According to a study conducted by the Chair in Occupational

Health and Safety Management at Universite Laval, the level of psychological

distress of hospital, university, forest, and metallurgy industry workers is 43%-more

than double the rate for all Quebecers (20%) (Brun et al., 2002). Among the factors

cited as causes of this distress, lack of employee recognition comes in second, right

behind overwork. In short, the lack of employee recognition may be considered as a

leading risk factor for high psychological distress at work.

C. On Organization

Improved quality of work life-For the organization, daily recognition generally

improves the quality of work life. The work environment is more cordial, and a

cooperative atmosphere emerges.

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Employee motivation and retention-Employee recognition boosts employees'

sense of effectiveness and desire to be a part of the organization, since their

contribution and efforts are appreciated and acknowledged. Employees feel they

have a place within the organization and perceive their contribution as unique andvaluable. This encourages them to become involved in the work process and

dedicate themselves to company projects, leading to a certain degree of employee

motivation and retention.

Higher productivity and performance-Productivity and performance are both

influenced by employee recognition. Employees put more into their work and feel

involved in the work process. This boosts company production and, consequently,

performance. Learning-Employee recognition promotes learning (Lippit, 1997) and is a

foundation for learning organizations (Griego et al., 2000).

D. On Customer

Positive image-Employee recognition gives a positive image of the organization

and encourages customers to place their trust in it. Employee job satisfaction andwellbeing shine through and give customers the impression that the organization is

vibrant and cares for its employees.

Courteous service that reflects the organization's philosophy-Employee

recognition ensures that employees will provide customer service that reflects the

organization's values and philosophy. In this way, the effects of recognition can

trickle down to customers.

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REWARDS AND RECOGNITION AT THOMSON

PRESS

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REWARDS AND RECOGNITION AT THOMSON PRESS (I) LTD.

At THOMSON PRESS (I) LTD. , as it have pre- dominantly task focus work culture, it

puts the emphasis on providing efficient and effective rewards policies and practices for

recognizing its efficient and potential work force.

The company believes in recognizing its efficient human resource by its performance

management system which helps the company easily in differentiate between low

performers and high or efficient performers of the organization. The company also

believes in modifying their rewards and recognition policies and practices according to

the needs identified by the personnels as well as by the top officials. Changes in the

policies are also made with the help of exit interview feedback.

The main objective of the TP rewards and recognition policy is to recognize its good

performers by creating sense of ownership and belongings and motivate its employees

by positive re-enforcement.

The policy of the company is available at two different levels, i.e at technicians and at

assistant supervisors and above. According to TP policy of rewards and recognition, all

the permanent employees are eligible for it. Employees name for rewards isrecommended by the superior of the individual and later it is approved by MD and

DVM (HR) at quarterly communication meeting, discussion forums like HRIDC,

feedback from exit interview and also from the guidance and direction from top

management.

Technicians of the TP are rewarded by assessing on the contribution of the individual

on the parameters of productivity, quality, safety, kaizen, cost on the rating scale from

1-5. 1 is used for poor performance and 5 are used for outstanding performance. Along

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with it technicians are also assessed on the basis achievement. It is given on the basis of

extra efforts and time period made by the individual to accomplish/ contribute.

Assistant supervisor and above level employees of the organization rewarded on thebasis achievement. It includes the extra efforts and time period for accomplishing/

contribution made.

At both cases name of the employees are nominated by immediate supervisor,

recommended by the DPM and reviewed and approved by the DVM HR and Divisional

head.

TP provide three kinds of awards to its employees:

No Cost

Low cost

Medium Cost.

No Cost

Thank you cards

Congratulation Cards

Birthday Cards

Low Cost

Birthday coupon worth Rs.500

This award is given for every 25 employees in the department in order to celebrate

Birthdays together. In case a Technician and a Supervisor category both have Birthdays

in the same month, an additional bonus coupon is given.

Medium Cost Criteria: (Quarterly)

8% of the divisional population is rewarded every quarter. They can be rewarded any of

the three categories of awards:

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Rs. 1200 Dinner Coupon

Rs.750 gift Coupon

Rs. 640 Movie ticket

Chapter- 4

RESEARCH METHODOLOGY

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RESEARCH METHODLOGY

The research methodology refers to various steps to taken or adopted by a researcher in

studying a problem with certain specified objective in view.

Here the researcher basically uses the following research procedure to get a conclusive

result against my research. This section presents how the collected data, i.e., the

methodology being followed and used while collecting information about the topic

under study. This includes both the primary and secondary data.

The study will be carried on in a proper planned and systematic manner. This

methodology includes:

Familiarization with the organizational practices and polices of rewarding and

recognizing their employees and awareness among employees for these practices.

Observation and collection of data.

Analysis of data.

Conclusion and suggestion based on analysis.

Study Area: The study was conducted at THOMSON PRESS (I) Ltd., Faridabad,

Haryana.

Research Design:

It is the arrangement of condition for collection and analysis of data in a manner that

aims to combine relevance to the research purpose with economy in procedure.

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The research design used is Descriptive research design. Descriptive research studies

are those studies which are concerned with describing the characteristics of a particular

individual or of a group.

The study is being based on Awareness among employees for rewards and recognition

practices of the organization. The researchers adopted primary research and resorted

to a combination of opened and close ended questions via a questionnaire, a copy of

which is provided in the annexure for your perusal. In the absence of any secondary

data, based on the answer from the questionnaire, the have studied the behaviour of

employees and have drawn conclusions.

The researcher have calculated the approximate value representing the findings in each

class and classified them into various groups representing each section.

Sampling Design:

(a) Profile of the Respondents: The study was conducted on the employees of the

organization from various departments and from all levels because according to

rewards and recognitions policies and practices of the organization all the employees

of the organization are eligible. Thus, they are the ones who would be in the rightposition to participate in the study and provide a clear picture of their awareness.

(b) Sampling Technique: Convenience Non Random Sampling used for the purpose of

the study, hence those employees who were most conveniently available will be

selected as part of the sample.

Population: All the employees of the organization.

Sample Size: A total of 50 respondents were taken for this study which were

include 4 people from HR Department, 9 from Sheetfed Department, 9 from Web

Printing Department, 9 from Hardcase Department,6 from Ink Lab,4 from Quality

Assurance, 4 from Tool Room, 2 from Training Cell & 3 from Plate & Chemical

Department of the organization.

(c) Sources of Data:

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Data is collected from the respondents with the help of questionnaire have

been used to analyse the employees awareness for companys rewards and

recognition practices.

(d) Tool for Data Collection: The researcher used self-designed questionnaire was used to

collect primary data for the purpose of the study.

(e) Fieldwork or Data Collection Plan: The data was collected by the researcher herself

by administering the self-designed questionnaire from the employees who were a part

of the sample selected for the study.

Safeguards for carrying out the research:

The respondents would be informed about the purpose of the study before

making them participate in the research.

The researcher would be taking informed consent from all the research

participants before administering the tools for data collection.

The content of the interview would be framed by keeping the cultural sensitivity

of the respondents in mind.

The researcher would ensure that the information provided by the respondents

would be used only for research purposes and efforts would be made to

maintain the confidentiality of the information being shared.

It would be ensured that the research does not lead to any significant harm or

loss to the organizations employees and resources.

The researcher would ensure that the project is completed within the stipulated

time.

The researcher would ensure that no such questions are asked from the

respondents, which pose a threat to their career, dignity and honour.

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Chapter- 5

DATA ANALYSIS AND INTERPRETATION

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DATA ANALYSIS AND INTERPRETATION

(Here the researcher analysed the data on bases of responses given by the employees of

THOMSON PRESS India Limited on rewards and recognition policy of the

organization).

Analysis of age of respondents

Age (in Years) No. Respondent No. of Respondent (%)

Below 25 9 19.56%

26-30 3 6.52%

31-35 3 6.52%

36-40 5 10.8%

40 and above 26 56.52%

Total 46 100

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0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

No. of Respondent (%)

Below 2526-30

31-35

36-40

40 and above

Interpretation:

The chart above shows that majority of the respondents of the study are belongs to one

age group i.e. 40 and above whereas only 6% respondents are from the age group

between 26 to 30 years & 31 to 35.

Analysis of Departments of respondents of research

Departments

No. Respondents No. of Respondents (%)

HR 4 8.69

Hard Case 9 19.56

Sheetfed 8 17.39

Plate & Chemical 2 4.34

Web Printing 9 19.56

Quality Assurance 4 8.69

Tool room 4 8.69

Ink Lab 4 8.69Training Cell 2 4.34

Total 46 100

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0

2

4

6

8

10

12

14

16

18

20

HR

Hard Case

Sheetfed

Plate & Chemical

Web Printing

Quality Assurance

Tool room

Ink Lab

Training Cell

Interpretation:

The diagram represent that majority of the respondents are from Hardcase & Web

Printing Department Whereas only 4.34% response are from Training cell &Plate &

Chemical Department

Analysis Questionnaire and Reponses from Respondents

1. Awareness about rewards and recognition policies and practices:

Response options No. Respondents No. of Respondents (%)

Strongly disagree 1 2.17

Disagree 3 6.52

Neither agree nor disagree 0 0

Agree 10 21.73

Strongly agree 32 69.56

Total 46 100

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0

10

20

30

40

50

60

70Stronglydisagree

Disagree

Neither agreenor disagree

Agree

Strongly agree

Interpretation:

The study shows that large numbers of employees are aware to great extentabout the

rewards and recognition policy of the organization whereas 21.73% employees are

aware to some extentand only 2.17% employees are not at allaware of the policy.

2.Properly communication of reward and recognition system to all employees:



Disagree 6 13.04

Neither disagree nor

agree 0 0

Agree 8 17.39


Total 46 100

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0

10

20

30

40

50

60

70Strongly disagree

Disagree

Neither disagreenor agree

Agree

Strongly agree

Interpretation:

The study shows that majority of the employees says to great extent rewards and

recognition policy of organization is communicated in proper manner to the employees

whereas 17.39% responded to some extentand only 8.69% respondent said not at all

communicatedproperly.

3. Awareness of the criteria of rewards and recognition:



Disagree 4 8.69

Neither disagree nor

agree 5 10.86

Agree 9 19.56


46 100

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0

10

20

30

40

50

60Strongly disagree

Disagree

Neither disagreenor agree

Agree

Strongly agree

Interpretation:

It shows that only 56.52% respondents are aware of the criteria of the rewards and

recognition of the organization where as 4.32% respondents replied not aware of

criteria.

4. Current rewards and recognition practices really helps in:


Motivating 32 69.56Retaining 3 6.52

Feeling of belonginess 6 13.04

None of the above 5 10.86

Total 46 100

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0

10

20

30

40

50

60

70

Motivating

Retaining

Feeling ofbelonginess

None of theabove

Interpretation:

Study shows that 69.56% respondents finds rewards and recognition policy motivates

them whereas 6.52% respondents feels it is to retain them and 13.04% finds it give

feeling of belonginess to them.

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Chapter 6

RECOMMENDATIONS AND CONCLUSION

RECOMMENDATIONS

As we all know that nothing is perfect in this world and there is always some scope for

improvement thus, the researcher would like to recommend following suggestions.

The practices of rewarding should be circulated to employees on a frequent

basis and at short period of time so that employees feels motivated and work to

achieve rewards. It can be done through either by providing pamphlets,

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catalogues or by sending e-mails and should be circulated among whole

organisation.

A written appreciation or a certificate of should be given to employees foroutstanding work performance as words works faster than the money.

As employees feels that rewards and recognition policy are not enough

motivating so on organisation front it is required to frame reward structure in

broader way i.e. in terms of Categorisation and Dimensions.

Organisation should come up with Team-Based awards where a team member

can be nominated by a team for his extraordinary performance or contribution.

Small meetings/Team Huddles/Quizzes should take place on frequent basis to

make sure that policies are in the mind of the employees.

LIMITATIONS OF THE PROJECT

Due to workload and to avoid discussions, respondents replied to questions

in a positive aspect of the study.

Employees were reluctant in filling questionnaire as they have perception

things will go same.

Employees from top managerial level were not taken into study.

Time constrain on the part of the researcher for study.

FINDINGS

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Based on the research conducted, the researcher arrived at the following

conclusions:

Employees are satisfied with the current policy of the organization forrecognising their workforce.

Majority of employees of the organization are aware of rewards and recognition

policy and practices of the organization to some extent. Only HR personnels are

aware of policy to great extent.

Majority of respondents believe that policy are properly communicated

Employees are aware of the criteria of rewards practices and believes that

organization is providing monetary and non-monetary both types of rewards and

recognitions to its employees.

Employees believe that rewards and recognitions are given to them for their

creative and innovative ideas, improved productivity, customer satisfaction and

accomplishment of special projects.

Employees find linkage between the suggestion scheme of the organization and

rewards and recognition policy.

Employees find their rewards policy helps in motivating them.

Employees more like to receive certificate of appreciation as rewards.

CONCLUSION

The aim of the study is to evaluating the awareness of rewards and recognition policy

and practices of Maruti among its employees. Through this study the researcher came

to the conclusion that employees of Maruti Suzuki India Limited are aware of the

rewards and recognition policy of to some extent and they are satisfied with the current

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policy and practices provided by the organization to its employees for rewards and

recognition. Employees find the policy motivating, as it is aimed at motivating the

employees for achieving organizational goals.

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CHAPTER-7

APPENDICES

Annexure-1

QUESTIONNAIRE ON REWARD & RECOGNITIONPROGRAM

Age :Level /Designation :No. of years of service in TP. :

As you read statement, put a tick () on the option thatbest represents your opinion:

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5- Strongly agree 4- Agree 3- Neither agree nor disagree

2- Disagree 1- Strongly disagree

Statements

Stronglyagree Agree

Neitheragreenor

disagree

DisagreeStronglydisagree

I am aware of reward &recognition policy of myorganization.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

I am properly communicated about

these policies by organization.[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

I am aware of criteria of reward &

recognition policy of organization [ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

I share the information aboutthese policies to other employees.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

Reward policy motivates me toachieve organization goals.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

I participate in the creativeactivities of the organization.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

I motivate others to participate inthe creative activities of the

organization.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

My co-workers actively participateat all level to achieve reward &

recognition.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

I recognize for the Idea(s) that gotimplemented.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

I got the reward in the form ofmoney & gifts.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

Statements Stronglyagree

Agree

Neitheragree

nordisagree

DisagreeStronglydisagree

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These policies provide recognition

to the employee in theorganization.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

These polices develop strong team

spirit in the employees.[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

Reward & Recognition policy of theorganization is fair enough.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

Reward & Recognition Policyreinforce positive workingenvironment.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

Award should be given to a teamnot an individual.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

I am fully satisfied with thesepolicies of the organization.

[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]

Bibliography

Armstrong(1995), Employee Rewards(11th edition), Kogan Publishers.

A.S Kohli & T. Deb, Performance Management, Oxford University.

Mamoria C.B.(1988),Personnel Management, Himalaya Publishing House,

Bombay.

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Decenzo,Human Resource Management.

Duncon & Brown,Handbook of Reward Strategies, Jaico Publishing House.

Induction manual of THOMSON PRESS.

Joan Klubnik, Rewarding and Recognizing Employees (2nd edition),Pearson

Education Pvt. Ltd..

seema project.doc

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