training and development and rewards and recognition in gmr groups

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1

Chapter – 1Introduction


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1.1-HUMAN RESOURCE PRACTISES

TOPIC OF STUDY : Training & Development and Rewards & Recognition.

DEFINITION:

Training and development is a function of human resource management concerned

with organizational activity aimed at ettering the performance of individuals and groups in

organizational settings.

Training & Development: A Comparison

Training!

short term

"or a definite purpose.

Development

long term educational

"or general purpose.

Role of Training & Development:

Increase in #fficiency.

Increase in $orale of #mployees.

%etter uman Relations.

Reduced 'upervision.

Increased (rganizational )iaility and "le*iility.

Ientif!ing Training Nees:

%asic aim of Training

• 'uitale change in the individual concerned.

• 'hould e related oth in terms of organization+s demand and that of individual+s.

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Training Pro"ess #oel:

I. ,eeds -ssessment

II. Developing &Conducting Training

III. #valuating Training

$ario%s #etos for ientif!ing Training Nees

• (rganizational -nalysis.

• Tas -nalysis.

• $an -nalysis.

Training #etos

/ (n the 0o Training (2T3

/ Demonstration

/ 2o Instruction Training

/ )estiule Training

/ -pprenticeship

/ Coaching45nderstudy

/ 2o Rotation/ 'imulation Training

/ 'ensitivity Training

RE'ARDS AND RECO(NITION

#mployee recognition is the opportunity to acnowledge the uni6ue contriution or the value of

e*pertise and e*perience of an employee or a team.

#mployee recognition is a return on an employee+s effort7 dedication at wor and results. It is

governed y mutual respect and is e*pressed regularly through a host of simple gestures such as

a sincere than you7 as well as symolically through the receiving of an award. The sincerity of

words and acts is what gives recognition its dignity and worth.

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/ ,early 8 out of 19 companies offer some sort of recognition programs for employees

/ Reward and Recognition programs are generally less e*pensive than ase pay7 enefits7

stoc options and onus

'! Fo"%s on Re"ognition)

– #mployees identify recognition as one of the most effective motivators

– #ven small increases in supportive practices are associated with decreased

turnover and increased sales4profitaility

– #mployees who feel that their organization values them are more liely to value

their customers:

– -ppreciation and4or praise are among the top three drivers of employee

motivation and engagement across a variety of industries and companies

Re"ognition t!pes

1. ;eer Recognition

/ ;rogram design y staff

/ ,ominations from staff

/ -ward selection y committee

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/ -wards Ceremony.

/ Citation7 certificate and cash award.

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1.2 OBJECTIVE OF STUDY

TRAININ( AND DE$E+OP#ENT:

• To identify perceptions of the employees on how training and

development proved to be benecial to them;

• To identify employees’ competency levels as enhanced by the training and

development implemented;

• To eamine how training and development contrib!te to the individ!al

performance and prod!ctivity

RE'ARDS AND RECO(NITION:

• To determine the impact of rewards on motivation

• To determine the impact of rewards on satisfaction

• To determine the impact of recognition on motivation"

To determine the impact of recognition on satisfaction"

#


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1.3 RESEARCH METHODOLOGY:

This study used 6uantitative approach. ?uestionnaires were used as the survey

instrument.?uestionnaires are prepared y using 0ournal such as

International ,o%rnal of A"aemi" Resear" in -%siness an So"ial S"ien"es. International

Resear" ,o%rnal of -%siness an #anagement / IR,-# . The present study aims to

determine the impact of training and development & rewards and recognition on employee+s

motivation and 0o satisfaction of GMR GROUPS, BANGLORE. The study was conducted

among @9 respondents woring in A$RAR(5;' 9f different age groups from newly 0oined to

senior employees of oth the gender.

"

•

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%

Chapter – :

-out The Company


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• #mployees are given access to a numer of different learning resources which include

podcasts7 curriculums7 reading materials7 oos7 0ournals7 training session recordings7

nowledge groups and their own career counselor.

• $any of these resources are availale to employees in the online learning wesite.

• This wesite contains tailored content specific to the user7 and employees can also search

and read through thousands of other learning resources as they wish.

• These resources provide employees with a wealth of sources that they can use to up sill

and fine tune their capailities.

0O' RE'ARDS AND RECO(NITIONS ARE ISSUED IN (#R (ROUPS)

• -fter a year in action7 the Celerating ;erformance program is proving to e a popular

and valuale tool for employee recognition7 motivation and engagement.

• A$R people have emraced the opportunity to offer their colleagues any timeE

recognition via eFcards and points redeemale for a variety of merchandise and services

from online.

• $easured y internal metrics and against e*ternal enchmars7 Celerating ;erformance

has made significant strides toward maing recognition an ingrained part of -ccenture+s

culture.

Exc!"# !$"#%&' (')$(*+

• In addition to the well deserved recognition Celerating ;erformance has estowed on

employees7 the program has also enaled them to redeem points for a variety of e*citing

rewards. I;ods7 appliances and gift certificates are fre6uent selections from the online

catalogues7 ut they aren+t the only ones.

• -mong the more e*otic choices A$R people have made are an elephant e*cursion in

'outh -frica7 a hot air alloon ride and a donation to aitat for umanity.

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https://celebratingperformance.accenture.com/https://celebratingperformance.accenture.com/


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11

Chapter – @

Data analysis and

interpretations


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3. DATA ANALYSIS

DIFFERENCE IN #EAN $A+UES ACCORDIN( TO DE#O(RAP0ICS OF

RESPONDENTS

Age: Training an evelopment

?5#'TI(,' -A#

:G

-A#

:H

-A#

:

-A#

:B

-A#

:

-A#

:8

-A#

@9

-A#

@1

-A#

@:

Jour organization

considers training as a

part of organization

strategy. Do you agree

with this statement>

H G.: @.:8 G H H G.@@ H G.H

,orms and values of

the organization are

clearly e*plained to

new employees during

induction training.

G @. @.H G.@@ @.H G. G.B G.@ G.H

T&D satisfy the ego

of employees

@.@@ @.G @ G @.@@ @ @.@@ @.G @.H

Does the management

give importance to

costF#ffective

Training>

@.@@ @.G @ G @ G.1 @.@ @.G @.:

Does the trainingG.B G G.: G.B H H G. G.B H

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process help the

employees in

improving their

career>

Does the training

course include the

special challenges

faced y managers and

or officers>

@.B G.: G.: G G.@@ G. @.@@ G G.H

Does the management

conduct formative

evaluation to improve

the training process>

G G.: G.: G G.: H G H G

Does training program

focus on developing

team wor and

leadership sills>

G.@@ G.G G.1G G.@@ @.B H G.@@ H G

Interpretation:

"or the statement T&D satisfy the ego of employees the mean is average for all the age groups

and the mean is medium7 the employees mostly say that there is no relation etween ego &

traning process.

"or the statements!

Does the training process help the employees in improving their career> Does the management

conduct formative evaluation to improve the training process> Does training program focus on

developing team wor and leadership sills> the mean is high for all the age groups and it is

among G to H.therefore the employees says that the training is conducted in a well planned

program and everything included in the training program helps the employees to uild their

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career and improve there oth soft and hard sills and even if there are any suggestions given y

the employees the organization come to overcome.

-nd for other statements there is a wide variation among age groups7 the former age groups mind

set differs from that of the later ones so this shows a very wide variation ut not much.

Age: re*ars an re"ognition

Recognition should e

given only for

sustained outstanding

performance over a

long period of time.

@.B @.: @.B1 @ G.@@ @.H @ G G

%road recognition at a

national event

increases the

motivational value of

a recognition program.

G.@@ G. G G.@@ G G G.1: G G.H

There is a significant

difference etween

intrinsic reward and

e*trinsic rewards onemployee

performance. Do you

agree with this

statement>

@.@@ @. @.1G @.@@ @ @.: @.H @.B @

#mployees are

interested to tae

recognition as an

individual rather than

team. Do you agreewith this statement>

@.@@ @.G @.: @.B @.B H G.@@ G. H

There is no

relationship etween

e*trinsic rewards and

wor life alance. Do

@.@@ @. @ @.G @.: G G G.1 G.:

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you agree with this

statement>

#veryone has an

opportunity to get

special recognition.

G.B G.@ G G.B H H G G G.

;erformance of

employees here is

fairly evaluated

G G.G G.: G G.@@ G G.@@ H G.B

Interpretation"or the statements everyone has an opportunity to get special recognition.

;erformance of employees here is fairly evaluated. "or all the age groups the mean is high

around G to H therefore the employees say that there will e no internal politics and the

evaluation purely ased on the wor of the employees and nowledge and any other e*tra sills.

"or the statement there is a significant difference etween intrinsic reward and e*trinsic rewards

on employee performance. Do you agree with this statement>

The mean is medium which around the points of @. The employees say that whether it may e

e*trinsic or intrinsic reward is reward. -nd it is for appraising the performance so they say that

there is no much difference etween e*trinsic and intrinsic.

-nd for all other statements the mean is slightly varying from different ages this is mainly due to

the different mind sets of different ages.

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(ENDER:

?5#'TI(,' $-


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#mployees are interested to tae recognition as an

individual rather than team. Do you agree with this

statement>

@.8 @.H

There is no relationship etween e*trinsic rewards and

wor life alance. Do you agree with this statement>

@.G @.:

#veryone has an opportunity to get special

recognition.

G.9 G.1@

;erformance of employees here is fairly evaluated G.G G.

Interpretation

This tale indicates the difference of means of genders i.e7 male & female. There is no significant

difference for oth the values for male and female.

ANALYSIS OF MEAN AND STANDARD DEVIATION ON TRAINING

PROCESS

?5#'TI(,' $#-, 'T-,D-RD

D#)I-TI(,

Jour organization considers training as a part of

organization strategy. Do you agree with this statement>

G.: 9.B

,orms and values of the organization are clearly G.1 9.8

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e*plained to new employees during induction training.

T&D satisfy the ego of employees @.@@ 1.9

Does the management give importance to costF#ffectiveTraining>

@.1@ 1.@9

Does the training process help the employees in

improving their career>

G 1.:8

Does the training course include the special challenges

faced y managers and or officers>

G.1 9.G

Does the management conduct formative evaluation to

improve the training process>

@.B@ 1.9

Does training program focus on developing team wor

and leadership sills>

G.: 9.B

INTERPRETATIONS

Statement: organization considers training as a part of organization strategy

#ean: G.:Fhigh S1DF9.B

Interpretation: the employees in the organization are mostly agreeing that training should e a

part of organization strategy.

Statement: ,orms and values of the organization are clearly e*plained to new employees during

induction training.

#ean: G.1Fhigh S1D! 9.8

Interpretation! according to the mean7 we can say that during the training the norms and values

are clearly e*plained7 ut some employees are not much satisfied with the statement

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Statement: T&D satisfy the ego of employees

#ean: @.@@Faverage S1D! 1.9

Interpretation! the mean clearly says that there is no relation etween training and ego of the

employees ut somehow it reduces the ego of the employees.

Statement: Does the management give importance to costF#ffective Training>

#ean! @.1@Faverage S1D! 1.@9

Interpretation: as it is an average mean7 we can say that some employees say that it gives

importance and some says it does not. -ccording to the employees words during certain time

period it give importance to cost effective training and in certain period it doesn+t.

Statement: training process help the employees in improving their career

#ean: GFhigh S1D! 1.:8

Interpretation: as the response is from employees view7 we can say that the organization is

conducting its training in a very processed manner which helps the employess7 uild their career.

Statement: training course include the special challenges faced y managers and or officers

#ean: G.1Fhigh S1D: 9.G

Interpretation : training program conducted in A$R AR(5;' not only improves the career of

the employees ut also it e*hiits the employess to special challenges faced y managers.

Statement: management conduct formative evaluation to improve the training process

#ean: @.BFaverage S1D! 1.9

Interpretation: as the mean is average7 we can say that the evaluation is formative ut some

employess are dissatisfied with the evaluation done y organization

Statement: training program focus on developing team wor and leadership sills

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#ean: G.:Fhigh S1D! 9.B

Interpretation: the respondents are satisfied with the statement7 as the training includes all the

necessary sills re6uired for an employee.

ANALYSIS OF MEAN AND STANDARD DEVIATION ON REARDS AND

RECOGNITION

Recognition should e given only for sustained

outstanding performance over a long period of time.

@. 1.8

%road recognition at a national event increases the

motivational value of a recognition program.

G.:@ 9.H

There is a significant difference etween intrinsic reward

and e*trinsic rewards on employee performance. Do you

agree with this statement>

@.G 1.@:

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#mployees are interested to tae recognition as an

individual rather than team. Do you agree with this

statement>

@.B@ 1.@

There is no relationship etween e*trinsic rewards and

wor life alance. Do you agree with this statement>

@.9@ 1.:B

#veryone has an opportunity to get special recognition. G.1 9.8

;erformance of employees here is fairly evaluated G.: 9.1

INTERPRETATIONS

Statement ! Recognition should e given only for sustained outstanding performance over a long

period of time.

#ean! @.Faverage S1D!1.8

Interpretation! from the mean we can interpret that7 employees are not much satisfied if the

recognition is for sustained outstanding performance7 they feel that recognition is for

encouraging them and if it for over a long period of time there will e even no interest for doing

any wor competitively.

Statement ! %road recognition at a national event increases the motivational value of a

recognition program.

#ean! G.:@Fhigh S1D: 9.H

Interpretation! high7 the employees says that even if the type of recognition is small and is

occurred at any national event it will encourage them and motivate them to do well and satisfy

their 0o positions.

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Statement ! There is a significant difference etween intrinsic reward and e*trinsic rewards on

employee performance.

#ean: @.GFaverage S1D! 1.@:

Interpretation: medium7 some employees feel that oth intrinsic and e*trinsic recognition is of

same value ut some feel that e*trinsic has different value compared to the intrinsic.

Statement: #mployees are interested to tae recognition as an individual rather than team.

#ean: @.B@Faverage S1D: 1.@

Interpretation! medium7 some employees says that as one cannot perform a huge wor and get

recognition7 instead as a whole team can wor together and get the recognition ut some doesn+t

agree with the statement as they want to get the whole credits.

Statement: There is no relationship etween e*trinsic rewards and wor life alance.

#ean: @.9@Faverage '.D: 1.:B

Interpretation! medium7 employees says that there is a great relationship etween rewards and

wor life alance as rewards are the one which motivate the employees to wor harder and

encourage their talent7 so they say that oth are somehow or the other way related to each other

Statement: #veryone has an opportunity to get special recognition.

#ean: G.1Fhigh S1D: 9.8

Interpretation! high7 employees openly say that there is a very low chance of internal politics. 'o

who ever has done an e*cellent 0o have the chance of getting the reward.

Statement ! ;erformance of employees here is fairly evaluated

#ean: 213Fhigh S1D: 9.B

Interpretation high.employess says that the performance of the employees is ased only on their

wor and e*tra sills ut no other factors are responsile for evaluating the performance.

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C"c&+"

23

Chapter – G

conclusion


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A$R AR(5;' undertae training and development programmes for their employees to increase

their efficiency they provide training programmes to enhance their nowledge and sills to

satisfy the customers.

Therefore from the analysis we can conclude that training and development has a positive impact

on organizational performance

'till then there are some drawacs which are not satisfied y the employees to overcome that

organization can follow these suggestions!

• ;roviding the training to employees whenever they as for and need for.

• -llotting more time for first pro0ect after training.

• "ocus on the o0ective of the training program

• Implement online training programs

Coming to the point of rewards and recognition this analysis e*amined and determined the

relationship etween rewards and employees+ performance and also determined the relationship

etween intrinsic and e*trinsic rewards. %ased on a result7 it showed that there was a positive

relationship etween rewards and employees+ performance and also showed a highly positive

significance in the relationship etween intrinsic and e*trinsic rewards. . To maintain the same

positive result and to increase the employees+ performance the organization can follow the

suggestions listed elow!

• deliver on the spot rewards

• see continuous feedac

• reach out on social media

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REFERENCES

• http!44www.gmrgroup.in4home.asp*

• http!44www.ir0c0ournals.org4i0mssr42an:91G4B.pdf

• http!44iosr0ournals.org4iosrF0m4papers4)olFissue:4%9:981H.pdf

ANNE/ES

4%est

ionnaire:

10 Jour organization considers training as a part of organization strategy.

Do you agree with this statement>

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http://www.gmrgroup.in/home.aspxhttp://iosrjournals.org/iosr-jbm/papers/Vol6-issue2/B0620915.pdfhttp://www.gmrgroup.in/home.aspxhttp://iosrjournals.org/iosr-jbm/papers/Vol6-issue2/B0620915.pdf


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:3 ,orms and values of the organization are clearly e*plained to new employees during

induction training.@3 T&D satisfy the ego of employees

G3 Does the management give importance to costF#ffective Training>

H3 Does the training process help the employees in improving their career>

3 Does the training course include the special challenges faced y managers and or

officers>

B3 Does the management conduct formative evaluation to improve the training process>3 Does training program focus on developing team wor and leadership sills>

83 Recognition should e given only for sustained outstanding performance over a long

period of time.193 %road recognition at a national event increases the motivational value of a recognition

program.

113 There is a significant difference etween intrinsic reward and e*trinsic rewards on

employee performance. Do you agree with this statement>1:3 #mployees are interested to tae recognition as an individual rather than team. Do you

agree with this statement>

1@3 There is no relationship etween e*trinsic rewards and wor life alance. Do you agree

with this statement>1G3 #veryone has an opportunity to get special recognition.

1H3 ;erformance of employees here is fairly evaluated

The aove survey indicates the mean value and standard deviation of the analysis done on hr

practices i.e7 training and development & rewards and recognition7 which says the satisfaction

levels and dissatisfaction levels of the employess on these hr practices.

%y seeing the mean values of the survey7the highest mean is .2 for the 6uestion on

training i.e7 Jour organization considers training as a part of organization strategy. Do

you agree with this statement> -nd many employess agree this statement. Coming to the second highest mean7it is .23 for the 6uestion on rewards and

recognition i.e7 %road recognition at a national event increases the motivational value of

a recognition program.

%y seeing the overall mean for oth the hr practices i.e7training&development and

rewards and recognition the mean is around the values of @.which indicates the state of

neutral.

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%y this we can say that the training&development and rewards and recognition

practices in the organization are neutral i.e it is not too high nor too low7 if possile the

organization can improve them for the etter result.

-nd standard deviation indicates a 6uantity e*pressing y how much the memers of

a group differ from the mean value for the group. The standard deviation lies In etween

the values of 1.@ F9.1.which indicates that all most all the employess are in the same

satisfactory level in the organization.

training and development and rewards and recognition in gmr groups

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