A STUDY ON EFFECTIVENESS OF REWARD SYSTEM ON

MOTOVATIONAL LEVEL OF EMPLOYEES WITH REFERENCE TO IT

SECTOR

EXECUTIVE SUMMARY

The research is an appraisal of the effect of reward system on the motivational level of
employees; it analyzes the concept of reward system, types and significance as a motivational
strategy. Organizations must learn to align reward policies and types in line with employee‟s
aspirations in other to maximize employee productivity. Rewards indicate to employees that
their performance is appropriate and should be repeated. If employees do not feel that their
work is appreciated, their motivation will decline. To develop motivated employees, a
manager must manage people personally, empower employees, provide effective payroll
systems, redesign jobs, create flexibility, increase productivity, and solve organizational
problems. The association between experience of employees and motivation towards rewards
had been described.

In the age of global competition, obtaining the right work force and retaining in turns into the
most essential assignment of all organization. To get the most from those resources,
employees should be motivated. The primary data is collected from 100 participants. The
questionnaire survey method is used to collect the primary data. From the analysis, it is found
that the majority of the respondents are satisfied with effectiveness of reward system on
employee motivation. The reason on why the study is vital is it helps to understand why
reward system is important within the organization so the organization can adopt better ways
to encourage workers through a good reward system to increase worker productivity.

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CHAPTER – 1

INTRODUCTION

Reward system is a vital aspect of any organization. It can effectively draw in and recharge
the general feeling of local area and mission of an association. An appropriately regulated
arrangement of remunerations can give motivation to quality workmanship and staff
execution. In like manner, an ineffectively managed reward framework can prompt low spirit,
inefficient execution, and even lead to a low level of staff turnover. An award framework is
effective when the staff deciphers its approaches as fair, steady, and applicable. Fulfilling and
perceiving representatives is a sensitive business.

An association should to fulfill its commitments to partners, its top administration should
assemble a connection between the association and workers will satisfy the requirements of
both the gatherings. The affiliation expects that representatives should play out the
commitments which is designated to them and at the rules set for them, and to follow the
systems that have been set up to supervise the work space. Agent motivation is spread out as
the enthusiasm or effort applied by the laborer to comprehend the destinations of the
affiliation and this improvement of motivation is general and results in view of bound pained
wishes of the delegate. An individual has tendencies and various inclinations that the
individual being referred to needs to fulfill. At the point when these yearnings and wishes are
troubled, a drive or motivation is outlined in this person to comprehend that evenhanded.

The alliance expects that delegates should play out the responsibilities which is assigned to
them and at the principles set for them, and to follow the frameworks that have been set up to
manage the work area. Specialist inspiration is fanned out as the energy or exertion applied
by the worker to grasp the objections of the alliance and this improvement of inspiration is
general and results taking into account bound tormented wishes of the agent. An individual
has propensities and different tendencies that the individual being alluded to requirements to
satisfy. Exactly when these desires and wishes are disturbed, a drive or inspiration is
illustrated in this individual to understand that fair. Today an affiliation's advancement is
absolutely subject to specialist's work motivation. It is imperative for an association to find a
lot of ways to deal with convince its laborers with the objective that it can plan a fitting prize

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system and gain better results. The right blend of monetary and no cash related prizes can
uphold up the delegate's work motivation and update their dependability to the association.
Past composing has conveyed the space of compensations structures to thought, on a very
basic level in the space of monetary and non-cash related rewards and how it can motivate
laborer execution at work. The place of the audit is to investigate and separate how the honor
structure is fruitful in BPO to make delegate motivation. It should point what compensate
system functions admirably and could be moreover advanced and chipped away at to help
delegate satisfaction. The central purpose behind this audit is to enable the agents to give
analysis on their work motivation and their disposition towards the prize framework. The
connection expects that delegates should play out the responsibilities which is assigned to
them and at the guidelines set for them, and to follow the frameworks that have been set up to
administer the work area. Specialist inspiration is fanned out as the excitement or exertion
applied by the worker to appreciate the objections of the alliance and this improvement of
inspiration is general and results considering bound tormented wishes of the representative.
An individual has propensities and different tendencies that the individual being alluded to
necessities to satisfy. Exactly when these desires and wishes are disturbed, a drive or
inspiration is laid out in this individual to grasp that impartial. Today an affiliation's
advancement is absolutely subject to laborer's work motivation. It is indispensable for an
association to find a lot of ways to deal with convince its laborers with the objective that it
can plan a proper prize structure and gain better results. The right blend of monetary and no
cash related prizes can uphold up the agent's work motivation and redesign their faithfulness
to the association. Past composing has conveyed the space of compensations structures to
thought, generally in the space of monetary and non-cash related rewards and how it can
move laborer execution at work. The place of the audit is to investigate and separate how the
honor system is fruitful in BPO to make agent motivation. It should point what compensate
system functions admirably and could be moreover developed and chipped away at to help
agent satisfaction. The primary purpose behind this audit is to enable the agents to give
analysis on their work motivation and their disposition towards the prize structure.

Delegate affirmation is a judgment on a worker's responsibility, to the extent the work cycle
similarly as dedication and motivation. It furthermore incorporates evaluating and perceiving
the delayed consequences of this work. Along these lines, it looks at the remarkable
responsibility of each trained professional and stresses the value of their master inclination

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and experience. By making a culture of affirmation, laborers become more secured. Attracted
laborers are happy, dependable, and helpful. Conventionally there is a memorable
opportunity someone for their organization without going through enormous load of cash.
Easygoing prizes are the tops off a generally beneficial thing that keeps laborers convinced,
attracted, and returning for extra. Regardless, it is furthermore fundamental for ponder and
grasp how much the recently referenced elements influence the work power thinking about
all of the positive and unfavorable results appreciations have on individual and legitimate
turn of events.

The fundamental need of the audit is to introduce imaginative procedures for appreciations
for laborers. The audit would help associations with illustrating more current agent
responsibility programs. It would help investigators in future to separate examples in
specialist responsibility.

Paying delegates for effectiveness has been the establishment of mechanical and business
improvement for a serious long time. Financial honor has reliably been critical in managing
specialist's show, but all through the latest 25 years' various parts of compensation have made
to outfit chiefs with more degree to remunerate, and consequently, drive agents. Execution
the leader's effects execution by helping people with getting what incredible execution infers
and by giving the information expected to additionally foster it. Prize organization impacts
execution by seeing and compensating incredible execution and by giving inspiring powers to
additionally foster it".

The justification behind this investigation study is to attempt to perceive what these prizes
mean for agent execution and how well the back and forth movement reward structure does
this, not in overabundance of our spending plan forming the justification for my assessment.
Torrington et al. (2011) portray the meaning of workplace grants as: Reward is undeniably
essential to the business relationship. While there are a ton of people who like working and
who ensure they would not stop working whether or not they were to win a significant
financial prize in a lottery, by far most of us work in colossal part since it is our primary
technique for getting the money we need to help us and our families. The inspiration driving
compensation structures is to give a proficient technique to pass on certain outcomes. Head
aim is to give positive outcomes to responsibilities to needed execution.

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BACKGROUND OF THE STUDY:

Reward systems according to Sziligyi (2003) are outcomes or events in the organization that
satisfy work related needs. Prizes frameworks are substantially more than just extra plans and
investment opportunities however while they frequently incorporate inborn impetuses, they
additionally incorporate outward sorts like advancements, non-money related rewards,
excursion occasions or basic "much obliged" from the power. Since high affirmation and
proficiency go inseparable, it is fundamental on chiefs to compensate delegates when they hit
legitimate targets and expanded standards set by the affiliation. A properly controlled game
plan of compensations has the cut-off not solely to additionally create inspirations for quality
workmanship and staff execution yet moreover purposely attract gifted agents to join the
affiliation. The opposite may provoke incapable execution and contradict, etc.

Nigeria recently has seen an amazing level of feebleness. This has passed on open wellbeing
terrorizing to be a huge issue for the public power and has prompted gigantic task of the
public spending plan to security. To upgrade the recurrence of bad behaviour, the focal
government has set out on criminalization of mental fighting by passing the Anti-Terrorism
Act in 2011, significant observation similarly as assessment of criminal related offenses,
expanding of genuine security endeavours around the country highlighted halting or
disturbing likely attacks, building up of wellbeing associations through the plan of wellbeing
workplaces and the new development and broadcast of wellbeing tips in wide interchanges.
Regardless these undertakings, the level of fragility in the country is still high. Furthermore,
Nigeria has dependably situated low in the Global Peace Index (GPI, 2012), implying a
wrecked state of fragility in the country. With the holding up security challenges and the
disappointment of the security gadget of the public power to guarantee prosperity and
security in the country, the request that borders everyone in Nigeria today is "can there be
security?" Is security of lives and properties reachable? Numerous perspectives have
attributed this awful situation to nonattendance of genuine and agreeable prize and motivation
of wellbeing agents depended with this commitments. Whitely (2002) portrays that all people
are stressed over motivation fairly and one thing that all agents share basically is the way that
higher motivation increase execution. In any case, to get security labourers to outmanoeuvre
during all conditions is maybe the most inconvenient challenges authority are standing up to

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(Nohria, Groysberg& Lee, 2008). Bruzelius and Skärvad (2004) battle that to get agents
prodded to work even more capably and to help the affiliation's characteristics and goals, they
need to get reimbursed through compensations. The prize plan should encourage labourers to
stay inside the affiliation similarly as addition the motivation and commitment to the
affiliation and hence increase the convenience. (Brickley et al, 2002)

Beginning today, it is extensively seen that delegates' motivation level and responsibility
depend upon the clear vibe of being sensibly made up for one's capacities, data and
responsibility. Prizes are a vital factor with respect to making motivation and intensity for the
agents. At any rate delegates' helpfulness and execution in an affiliation chooses how they
will be redressed. This heap of issues call for research tries. This work is an assessment on
what a fitting honour pack can plan or mean for security delegates to cultivate inspiring
standpoint towards their work and the ability to adjust to these circumstances gave by these
security perils reasonableness and capacity.

OPERATIONAL DEDINITION:
Reward: A formal, impartial, and equitable exchange. A material or financial
expression of appreciation that is conditional on results.
Recognition: A relationship between two or more people. Recognition is a return on
an employee's effort and dedication at work, as well as his or her results.
Motivation: It is the process of boosting the morale of employees to encourage them
to willingly give their best in accomplishing assigned tasks.

REWADRS AND RECOGNITIONS:

IMPACT ON EMPLOYEE MOTIVATION:
The focal point of this going to give experiences to the speculations that have formed
the comprehension of inspiration, by zeroing in on the substance hypotheses of
inspiration. The part continues with an inside and out show of an absolute rewards the
board program and the help that a presentation the executive‟s interaction can give to

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such a program. Given the focal point of this exploration study, have a sound
comprehension of the importance of remunerations and acknowledgment, as they are
frequently utilized reciprocally, yet the writing shows that there are remarkable,
unmistakable contrasts between these ideas.
Associations are feeling the squeeze to upgrade and work on their exhibition and are
understanding that a reliant relationship exists between Organizational execution and
worker execution. In the accompanying section the attention will be on the
inspirational hypotheses and the effect that these speculations have on upgrading
worker execution. Progressively, associations are understanding that they need to
build up an impartial harmony between the worker's commitment to the association
and the association's commitment to the representative. Building up this equilibrium is
one of the principle motivations to remunerate representatives.
Associations that follow an essential way to deal with making this equilibrium center
on the three principle parts of an award framework, which incorporates, pay,
advantages and acknowledgment. Studies that have been led on the point demonstrates
that the most widely recognized issue in associations today is that they miss the
significant part of Reward, which is the minimal expense, exceptional yield fixing to
an even award framework. A vital focal point of acknowledgment is to cause workers
to feel appreciated and esteemed. Examination has demonstrated that workers who get
perceived will in general have higher confidence, more certainty, and more readiness
to take on new difficulties and more energy to be creative. Prize framework is a
significant apparatus that administration can use to direct worker inspiration in wanted
ways. All in all, reward frameworks look to draw in individuals to join the association
to keep them coming to work, and persuade them to perform to significant levels. The
award framework comprises of all association parts – including individual‟s measures
rules and dynamic exercises engaged with the allotment of remuneration and
advantages to workers in return for their commitment to the association. In this section
we can track down the essential theoretical comprehension of remunerations and
acknowledgment and furthermore the references of different explores on something
very similar.
Rewards and Recognition is a system where people are acknowledged for their
performance in intrinsic or extrinsic ways. Recognition & Reward is present in a work

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environment where there is appropriate acknowledgement and appreciation of

employees‟ efforts in a fair and timely manner. This includes appropriate and regular
financial compensation, as well as employee or team celebrations, recognition of years
served, and/or milestones reached.
Perceiving the endeavors of your staff and remunerating them can assist with decreasing
representative wearing down, while further developing confidence, staff execution and
their turn of events. A successful representative acknowledgment conspire permits you to
thank and remunerate people and groups in various ways, while meeting key business
necessities and spending plans.

At CR Worldwide, we can plan, organize and provide effective employee recognition

programmes that can achieve all this across your business. They are:

Easy to implement – Schemes can be quickly set up, and easily tailored and designed
to suit your staff, their needs and your business goals.

Easy to use – We give basic strategies to remunerate your staff's diligent effort and
accomplishments. This is done in a manner that causes representatives to feel
esteemed, assisting with working on their presentation and improve their dedication,
all while shaping a moment enthusiastic bond with your image.

Easy to manage – Our viable projects offer ongoing detailing. This permits
supervisors to monitor staff accomplishments effectively, perceive and reward people
quickly, and motivate them to reach new objectives. A scope of energizing prizes can
likewise be chosen from a list that we offer.

The achievement and advantages acquired by representatives for their exhibition in an

association can be named as remuneration. Award is gain which emerges and had
acquired from playing out a specific undertaking, or might be an assistance or
conveying upon an obligation. Award might be in different structures, for example, it
could be a cash, object, notoriety status, acknowledgment and so on Where the
representative gets in return for his/her powerful exhibition of the worker in every
single association. The majority of the association utilizes reward frameworks to rouse
the representatives.

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WHY REWARDS AND RECOGNITION SYSTEM IS SO IMPORTANT?

 It boosts workplace culture
At the point when you perceive and reward your staff, you help confidence. Further,
when you perceive and reward your representatives in accordance with your
organization esteems, you help to support working environment culture. Besides
that, remember about the effect of remunerations and acknowledgment on clients as
well. Your customers can detect inspirational tones: working environment/labor
force joy will invade client connections as well, prompting glad, steadfast clients
who need to continue to work with you.

 You will see increased productivity

At the point when you perceive a job done the right way, the odds of the task
being finished to same standard again are expanded. This prompts more
prominent usefulness in general, as you are building up certain conduct. Further,
when you join acknowledgment with how that work squeezes into the master
plan and in general objectives of the organization - your representatives have a
decent outlook on what they do and perceive how they are a significant piece of
the arrangement.

Overall, recognizing good work on a frequent basis can change the productivity
of the business as a whole. This will drive your company in the right direction and
get you closer to those all-important goals.

 You will have happier employees

Nobody likes to buckle down just too then feel that their endeavors have gone
unrecognized. With a worker acknowledgment and prize plan, representatives
consistently get a lift, regardless of whether this is a straightforward
acknowledgment or an award. When your representatives are more joyful, they are
more inspired and occupied with their work.

Not only can this happiness improve life at work but it can also seep into overall
wellbeing.

 You will boost and maintains staff retention

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By perceiving and remunerating your workers, you can assist with holding your present
staff and save money on enlistment costs. Loads of cash, time and energy go into the
enrollment interaction however representatives who feel they have a good close to
home affinity with their administration are more averse to experience the ill effects of
withdrawal or feeling underestimated, which can prompt staff turnover. Representative
acknowledgment is along these lines helpful, enhancing workers and their work.
Likewise, representative award plans are additionally productive in light of the fact that
it implies you are holding more workers, yet more experienced workers. The more
drawn out your representatives stay in your business, the more experienced they will be
in their area and in this manner ready to advance your image. Getting your three Rs
right builds the quantity of specialists you have close by.

 Teamwork will be positively impacted

With Perk Box Recognition, everybody in the group can perceive one another.
Acknowledgment from friends can be more impressive than acknowledgment from
supervisors to assist with building groups and help sensations of group backing and
assurance. Our worker acknowledgment conspire allows everybody to send yell outs,
which supports a genuine culture of acknowledgment and guarantees that nobody gets
a handle on left.
REWARD / REWARD SYSTEM:
This survey includes both internal and external rewards as a free factor, i.e. independent
variables. Outside the free factor external rewards include three measures, such as basic
remuneration, superior pay and executive rewards.
With regard to internal rewards, it includes four metrics, such as recognition, learning
opportunities, testing work and professional success.

REWARDS CAN BE CLASSIFIED IN TO 3 SUB – CATEGORIES:

1. INTRINSIC REWARD AND EXTRINSIC REWARD:

 INTRINSIC REWARD:
It alludes to the fulfillment and satisfaction acquired by the representative

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or the person by their own work itself. Natural prizes are the ones which
exist inside the representatives, and it is an immaterial honor of
appreciation, a feeling of achievement or a discerning fulfillment. For
example, it is the inward feeling of brain and the information that you
acquired when something right or when you improved somebody's day by
aiding them. Henceforth is simply the prize which emerges who is
associated with a specific undertaking or conduct.
 EXTRINSIC REWARD:
Extrinsic rewards are these prizes which are given remotely as far as
refrigerator advantages and cash. These prizes are substantial in nature
which is genuinely given to the representatives for their achievement. It
could be in different structures, for example, grants, prize, awards, and at
times monetarily, for playing out a specific errand or surpassing the
assumptions for the organization. Henceforth the prizes are exceptionally
fundamental to address the issues and security proportion of the workers.

2. FINANCIAL REWARDS AND NON-FINANCIAL REWARDS:

 FINANCIAL REWARD:
It is the type of rewards which are provided to employees in terms of
money, where it makes the employees financially sound. These are the
rewards which are provided by the cast for various task and
accomplishment performed and completed by the employee. This rewards
includes both direct and indirect payments in the form of cash itself such as
bonus, insensitive, pension and medical insurance, as most of the
employees attract towards the monetary rewards it will be very helpful for
an organization to make the employee to perform well.
 NON-FINANCIAL REWARD:
These are the prizes which are not given as far as cash where it more
spotlights hands on fulfillment of the workers. It cements on the other
different offices accommodated the prosperity and safe place of the
representatives so they can perform better with no steamed and
disappointment. The offices will be given like advantageous available time

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and lunch hours, letter of appreciation energy, advancements, etc.

3. PERFORMANCE BASED REWARD AND MEMBERSHIP BASED

REWARD

 PERFORMANCE BASED REWARD:

These are the prizes given to the workers dependent on their exhibition. At
the point when the objective given is finished or surpassed it implies that
laborer or a representative is performing incredible and buckling down, so
the prize will be given to those workers who is meeting the given targets
and performing fantastically for the advancement of the association. It
could be through giving reward, getting elevated to execution based prize is
that while remunerating the workers who is performing better and not
gathering the given targets, so when recognized those sort of
representatives the different measures can be taken to work on their
presentation and meet their prerequisites to cause them to perform better.
 MEMBERSHIP BASED REWARD:
Here the award will be given dependent on being on representative or a
participation in an association and won't be founded on the presentation.
This sort of remuneration won't consider and offer significance to the
presentation where they will give a decent compensation of pay regardless
of their exhibition, so here the association needs to hold their workers by
giving a base compensation. Here even the workers perform great and
surpassing the given targets they will not be getting any sort of extra prize.
Then again, the workers who isn't performing better will likewise be getting
a similar compensation. Subsequently, every single worker working in the
association will get same sort of pay independent of their presentation in an
association.

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FOUR KEY CHARACTERISTICS OF REWARD AND RECOGNITION

PROGRAMS:

Moreover paying little heed to what worker prizes and acknowledgment program are
intended to achieve, to be viable and enduring, they ought to have four (4) centre
attributes. These fundamental components have been distinguished again and again as
basic achievement factors when overseeing and driving others. They ought to be
incorporated in any association wide worker prizes and acknowledgment plans.

 REALISTIC (SMART) GOALS:

Plainly characterize what achievement resembles and how it will be
estimated. Also, ensure it's workable for representatives to accomplish it.
The SMART (Specific, Measurable, Attainable, Relevant, Time-bound)
model gives the best direction rules to set explicit goals in representative
execution the board, project the executives, or individual self-awareness.
The SMART methodology is ordinarily ascribed to Peter Drucker's
administration by destinations (MBO) idea.
 CLEAR AND FREQUENT COMMNICATION:
Leaders must maintain open and clear lines of communication with the
people they lead. They must be specific and honest in explaining to
employees how they‟ll be evaluated and rewarded, and what they can expect.
Management has a responsibility to keep them updated on progress and
regularly provide positive and constructive feedback.
 OBJECTIVE AND FAIR PROCESSES:
Workers should believe that their exhibition and efficiency will be
impartially estimated and reasonably remunerated. They should be dealt
with equivalent to their friends. General and target utilization of
representative prizes and acknowledgment frameworks is totally required.
Representatives need to see that norms and approaches apply to everybody,
(particularly the board and leaders) and I mean everybody, inside an
association. There ought not to be any "uncommon" rules for "extraordinary
workers" or special cases for the arrangements dependent on the
individual's status, connections, residency, or force in the venture. Anything

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less isn't adequate.

 MEANINGFUL REWARDS:
Motivators offered need to have esteem that is by and by significant for the
individual getting them. This necessitates that pioneers require some
investment to know and comprehend individuals they lead. Really at that
time can the board nicely pick compensates that are viewed as important
and significant to the people getting them.

ELEMENTS OF REWARD:
According to the Germen foundation, a total rewards system includes five elements:
 Benefits
 Professional development
 Recognition and
 Work-life balance

THE CONCEPT OF MOTIVATION:

The term inspiration strangely came from the Latin articulation move that suggests
advancement. Inspiration is alluded to the legitimization behind a particular direct.
With everything taken into account, an individual doesn't play out any direct for which
there is no motivation or need as an energizer. Human's motivation, for instance,
aware or unmindful is rising up out of his/her necessities. Likewise, in portraying
inspiration one may say that motivation or need is an internal state and a lack or
difficulty that obliges the person to play out a movement of activities (Seyyed Javadin,
2008, p 455). Another importance of motivation is as under: "point towards abundant
undertaking to give explanations behind the association so that such undertaking is
actuated to satisfy some particular necessities" (Robins, 2009, p 326). It is also a
speculative form used to explain direct. It tends to the clarifications behind people's
exercises, needs, and needs.
Giving laborer inspiration at a verifiable level of execution is one of the fundamental
tasks of bosses and subject matter experts. It infers that the head should ensure that
people are working; they go to work regularly and have a positive piece of the
affiliation's focal objective. Occupation execution is related to limit, environment

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similarly as motivation (Mohammad zade and Mehruzhan 2007).

Inspiration is a chain communication that beginnings with need or insufficiency and
difficulty, then, it is coordinated to ask for and causes tension and action towards an
explanation that direct of procuring the expectation is its result. Gathering of this cycle
might be coordinated to satisfaction of necessities. Thusly, motivations stimulate and
animate the individual to play out a task or direct. While motivation reflects a general
interest, discipline and backing are at this point saw as extraordinarily strong
motivations in all motivation mulls over. In such way, cash is considered as a gadget
to permit reward yet it isn't the vitally convincing element (Seyyed Javadin, 2008, p
456).

EFFECT OF EMPLOYEE PERFORMANCE AND MOTIVATION:

According to authors Kulchmanov and Kaliannan (2014) the most influential factor in
employee performance is the motivation of employees. Further highlighting the
previous attestation and assurance, Raza (2012) accepts that if an agent is animated to
perform better he/she find ways to deal with further foster execution just as the
opposite way around. The presentation of delegates can be helped by making an
acumen among them that that their tenacious exertion and effort is significant for the
association and the chiefs see and award predominant specialists. Regardless, as
demonstrated by Nielsen (2013), there are in like manner various parts to grow
execution for example by giving getting ready and further creating capacities of the
agents. Mechanical turn of events and further creating working conditions can
similarly additionally foster execution. By and large an association may very well
decide to simply lay off low performers and select unrivaled laborers. In any case, it
has been seen that low level of manager steadiness and excessive pressure or pushing
delegates to perform better prompts laborer wear out and high staff turnover. In this
manner experts ought to find ways to deal with further foster execution while holding
agents. This can be possible by keeping them convinced to execution better. These
way associations can't simply hinder delegate burnout, non-participation, dispute and
barring of roads yet also can help execution (Shields, et al., 2015).
One of the most amazing variable that rouse delegates is to repay them for their world
class and give good spurring power to furthermore additionally foster execution.

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Delegates expect that the organization will compensate them accepting they work on
their show and if the chiefs experiences their longings, they are content with their
work and the establishment. Certain level of delegate satisfaction prompts critical
level of specialist motivation. In any case, if the position fails to give agreeable prizes,
delegate's failure increases and certain level of laborer disillusionment prompts huge
level of demotivation (Danish and Usman, 2010).

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CHAPTER – 2

INDISTRY PROFILE

THE IT INDUSTRY:

Technology has continued to take the world by surprise, enabling an industrial revolution,
economic change as well as social transformation. Information technology is no exception –
its evolution, advancements and results continue to spread at a rapid pace, as does
humanity‟s dependence on technology in general [133].

Data Technology basically alludes to the advanced handling, stockpiling and

correspondence of data, everything being equal. It very well may be characterized as
processing and telecom advancements that give programmed method for dealing with data.
Data Technology has made data access available to us and attentiveness. It has upset our
regular routines through web with conceivable outcomes of e-government measures. Today,
regardless of whether it's reserving a gas association or paying assessments on the web or
executing an asset move, it is only a couple of mouse clicks away [134].
Data Technology basically alludes to the advanced handling, stockpiling and
correspondence of data, everything being equal. It very well may be characterized as
processing and telecom advancements that give programmed method for dealing with data.
Data Technology has made data access available to us and attentiveness. It has upset our
regular routines through web with conceivable outcomes of e-government measures. Today,
regardless of whether it's reserving a gas association or paying assessments on the web or
executing an asset move, it is only a couple of mouse clicks away [134].
The Information Technology industry is one of the world's biggest and quickest developing
businesses. IT is progressively discovering applications in all areas of the economy and in
this manner is acknowledged as a key empowering agent being developed [135]. In most
recent twenty years, the Information and Communication Technology (ICT) area in India
has arisen quickly on the worldwide stage [24]. India's IT potential is on a consistent walk
towards worldwide intensity, expanding energy effectiveness and meeting ecological
difficulties among others [134].
The IT area is comprehensively arranged into IT administrations and programming,

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Information innovation empowered administrations (ITeS) and IT equipment items

fragment. [24]. IT Hardware fragment incorporates individual stockpiling gadgets, printers,
servers, Personal Computers (PCs), supercomputers, information handling gear and
peripherals like screens, consoles, plate drives, plotters, SMPS, modems, organizing items
and extra cards [136]. Worldwide equipment creation is gathered in the Asia–Pacific and
the North American district. Singapore, Taiwan, China, Thailand and Korea are the biggest
makers and exporters of PC equipment and peripherals on the planet. Marked PC majors,
for example, Hewlett Packard, IBM and Dell re-appropriate their creation to Asian nations
and spotlight on advertising and administrations.

PROFILE OF THE IT INDUSTRY IN INDIA:

Data innovation (IT) industry in India has been instrumental in making India a key part in
the worldwide skyline. IT has changed India from an agribusiness based economy to an
information based economy [134]. Today, India is a huge, lively and one of the quickest
developing economies on the planet. Because of amazing development of the economy,
consistently expanding purchasing force of individuals and goals of the youthful, the
utilization of electronic devices in the nation is developing quickly. India is one of the
world's quickest developing gadgets equipment markets. The homegrown interest of
gadgets equipment is assessed at US$ 400 billion by 2020. This gives a colossal chance to
India to turn into a gadgets equipment producing center to meet its homegrown
prerequisites just as the worldwide necessities. Accordingly, the Government has agreed
high need to this area [135]. The business has assumed a huge part in changing India's
picture as a worldwide player in giving top of the line innovation arrangements and business
administrations.

After the opening up of the Indian economy during changes of 1991-92, motivations given
by the public authority in type of lower esteem added charge (VAT) on programming and
end of obligations on imports of data innovation items, and ventures made for It and ITES
administrations, IT industry has prospered and India is assuming a significant part as an
innovation supplier to the world economies. Setting up of Software Technology Parks
(STP), and Special Economic Zones (SEZ) has urged business visionaries to use their
abilities and skill and increment commodity of programming administrations many-overlay
[134].

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GOVERNMENT INITIATIVES:
After the financial changes of 1991-92, significant monetary impetuses given by the
Government of India and the State Governments, similar to, advancement of outer exchange,
end of obligations on imports of data innovation items, unwinding of controls on both
internal and outward ventures and unfamiliar trade, setting up of Export Oriented Units
(EOU), Software Technology Parks (STP), and Special Economic Zones (SEZ), has
empowered India to prosper and get a predominant situation in world's IT situation.
To mitigate and to advance Indian IT industry, the Government of India had set up a National
Task Force on IT and Software Development to inspect the possibility of reinforcing the
business. Funding has been the principle wellspring of money for programming industry all
throughout the planet. In accordance with the global practices, standards for the activities of
investment reserves have likewise been changed to support the business.
The Government of India is also actively providing fiscal incentives and liberalizing norms
for FDI and raising capital abroad.

FINANCIAL ASSISTENCE:
While the basic subject of 2010 was that of consistent recuperation from downturn, on
account of the sped up recuperation in developing business sectors, overall spending in IT
items and administrations expanded altogether in 2011. In 2011, India's development has
reflected new interest for IT labor and products, with a significant flood in the utilization of
private and public cloud and versatile figuring on an assortment of gadgets and through a
scope of new programming applications.
High inflow of FDI in the IT area is relied upon to proceed in coming years. The inflow of
colossal volumes of FDI in the IT business of India has helped the business as well as the
whole Indian economy as of late. Unfamiliar direct speculation (FDI) inflow rose by more
than 100% to US$ 4.66 billion in May 2011, up from US$ 2.21 billion per year prior, as per
the most recent information delivered by the Department of Industrial Policy and Promotion
(DIPP). This is the most elevated month to month inflow in 39 months.

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RESEARCH AND DEVELOPMENT:

To help Research and advancement in the nation and advancing Startups zeroed in on
innovation and development, a weighted derivation of 150% of use caused on in-house R&D
is presented under the Income Tax Ac. Notwithstanding the current plan for subsidizing
different R&D projects have been financed through new plan like Support International
Patent Protection in Electronics and IT (SIP-EIT), Multiplier Grants Scheme (MGS).
The public authority has started the setting up of an Open Technology Center through NIC
pointed toward provide compelling guidance to the country on Open Technology in the
space of Open Source Solutions, (OSS), Open Standard, Open Processes, Open Hardware
details and Open Course-product. This drive will go about as a National Knowledge office
giving collaboration to the general parts of Open Technology all around the world.

REGULATIONS:
After the financial changes of 1991-92, advancement of outside exchange, disposal of
obligations on imports of data innovation items, unwinding of controls on both internal and
outward ventures and unfamiliar trade and the monetary measures taken by the Government
of India and the singular State Governments explicitly for It and ITES have been major
contributory elements for the area to prosper in India and for the nation to have the option to
procure a prevailing situation in seaward administrations on the planet. The major monetary
impetuses given by the Government of India have been for the Export Oriented Units (EOU),
Software Technology Parks (STP), and Special Economic Zones (SEZ).

GROWTH DRIVERS FOR INDIAN IT IDUSTRY:

The key drivers of the Indian IT hardware ecosystems are:

 Awareness and affordability of technology: The expanding buying force of the

Indian populace has essentially helped PC infiltration in the country. Development
in per capita pay and corporate spend on equipment: Nearly 10 million families
currently have pay levels above USD 10,000 for each annum in 2012 [138]. Change
of IT equipment from a desire to a utilitarian need has made these items more
reasonable for individuals.
 Increasing notebook sales: Next growth drivers are expected to be lower costs of

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Notebooks and their penetration among SMB and lower-income segments.

 Increasing spending from IT services industry: IT and ITES industries continue

to drive the demand for the IT equipment. With Indian firms adopting automation,
the demand for IT equipment is increasing.
 Need for innovative products at low cost: Innovative low cost products like the
Akash tablet are also driving demand from both consumers as well as the
government.
 Government focus on digital education: Various state governments in the country,
like Tamil Nadu and Uttar Pradesh, have mandated laptops for all school children.
This is driving a massive spike in the demand for laptops and other computer
hardware.
 Growth in telecom infrastructure: Increased broadband penetration is also
expected to drive PC sales even in smaller towns and rural areas.
 Small and medium businesses segment: SMBs in India are expected to invest
approximately USD 4 billion on IT systems and hardware in FY10. Notebook PC
spending rose at 43% among Indian SMBs in FY07.

CHALLENGES:
The IT hardware industry has its own set of challenges which are specific to them and
require an enormous amount of resources to manage them. Challenges faced by Indian are
in terms of taxations, inadequate infrastructure, low broadband penetration increased
competitiveness in the global market and government incentives for the industry.

 Taxation: In comparison with other Asian low cost destinations, complex taxation
policies in India makes the IT Industry less competitive [139]. Frequent changes in
taxation have resulted in companies not being able to firm up their long-term
business plans, let alone make sizeable investments. It is only in the last two years
that there have been no changes in the central levies. The issue is further
complicated with state governments, at times, imposing new taxes or changing
product classification at their own will.
 Limited incentives for investment: With no natural advantage for manufacturing

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and with uniform taxation across the value chain, sizable investments, especially at
the components and sub-assembly level have evaded the segment. Further, due to
various reasons, some of the current schemes have been unable to enthuse fresh
investments in the segment.

 Inadequate infrastructure/logistics: The country‟s lack of infrastructure, coupled

with insufficient international quality logistics, lack of power, land acquisitions
issues poses a challenge to the growth of the segments [139].
 Low broadband penetration: India has 6.8 million broadband connections and
only 60 million internet users. Further, the quality of broadband remains much
below the desired levels. This has hampered the development of a vibrant content
industry, which has led to the absence of a virtuous cycle. Thus, the market for
PCs/devices, without a pull factor, continues to remain limited.
 Slowing growth in domestic consumption: PCs recorded a negative growth of
about of 7% in 2008–09. The sales of notebooks that had been growing over 100%
for the last consecutive four years declined by 17%. As of now there are no
preferential laws or incentives in place which enforce usage of domestic products
to some extent (KPMG, 2012).
 Employment generation: Given the right impetus, growth in the segment holds
the potential to triple the country‟s current employment base by FY14.
 Increased competitiveness in the global market: A technologically advanced
manufacturing ecosystem in India prospectively offers an international platform to
Indian manufacturers. Thus, Indian players can expect to compete globally with
established manufacturers in the long run and make their own mark in foreign
markets [138).

EVOLUTION OF INDIAN ELECTRONICS AND IT HARDWARE INDUSTRY:

The Government of India has identified growth of IT hardware manufacturing sector as a
thrust area and has taken a number of steps for promotion of this industry in the country.
Setting up of a mission to implement schemes and policies in a focused and targeted
manner, incentivization, eco-system development and attracting investment in electronics
hardware manufacturing sector are amongst the major initiatives which are under

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consideration of the Government to take advantage of this opportunity.

BFSI (Banking, Financial Services and Insurance), telecom, ITeS (Information Technology
enabled Services), manufacturing verticals, Small and Medium Enterprises (SMEs), e-
Governance and households are the key drivers for Indian IT and hardware market [135].
The small city growth is largely fuelled by the larger organizations strengthening their base
in smaller cities on account of cost advantages. The SMB growth is largely fuelled by the
adoption of nontraditional businesses like education, retail, healthcare and hospitality, etc.

This phenomenal growth of the Indian IT sector has had a perceptible multiplier effect on
the Indian economy as a whole. The sector has grown to become the biggest employment
generator and has spawned the mushrooming of several ancillary industries such as
transportation, real estate and catering [135]. The IT industry has created career
opportunities for the youth, provided global exposure and offered extensive training and
development. Furthermore, the industry has been a front-runner in bridging the gender
divide in the Indian workforce [135].
BFSI (Banking, Financial Services and Insurance), telecom, ITeS (Information Technology
enabled Services), manufacturing verticals, Small and Medium Enterprises (SMEs), e-
Governance and households are the key drivers for Indian IT and hardware market [135].
The small city growth is largely fuelled by the larger organizations strengthening their base
in smaller cities on account of cost advantages. The SMB growth is largely fuelled by the
adoption of nontraditional businesses like education, retail, healthcare and hospitality, etc.

This phenomenal growth of the Indian IT sector has had a perceptible multiplier effect on
the Indian economy as a whole. The sector has grown to become the biggest employment
generator and has spawned the mushrooming of several ancillary industries such as
transportation, real estate and catering [135]. The IT industry has created career
opportunities for the youth, provided global exposure and offered extensive training and
development. Furthermore, the industry has been a front-runner in bridging the gender
divide in the Indian workforce [135].

India has witnessed remarkable success in the field of information technology and business
process outsourcing (IT-BPO) over the two decades. Total export revenues earned by IT-
BPO sector have grown to USD 69 billion in FY12, with the overall sector (including
hardware) touching revenues of USD 100 billion [133] (NASSCOM Strategic Review

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2012). The domestic hardware market comprising desktops, laptops, servers, printers,
storage, networking peripherals is the largest segment within the domestic IT-BPO market.
This segment is expected to reach revenues of nearly USD 13 billion (NASSCOM Strategic
Review 2012) [133].

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CHAPTER – 3

RESEARCH DESIGN

TITLE OF THE STUDY:

“A STUDY ON EFFECTIVENESS OF REWARD SYSTEM ON MOTIVATIONAL

LEVEL OF EMPLOYEES WITH REFERENCE TO IT SECTOR”

INTRODUCTION:

Reward system is an important tool that management can use to channel employee
motivation in desired ways. In other words, reward frameworks try to draw in individuals to
join the association to keep them coming to work, and rouse them to perform to significant
levels. The prize framework comprises of all association parts – including individuals
measures rules and dynamic exercises engaged with distribute of pay and advantages to
workers in return for their commitment to the association.

All together for an association to meet its commitments to shareholders, representatives and
society, its top administration should foster a connection between the association and workers
that will satisfy the consistently changing necessities of the two players. At the very least the
association anticipates that employees should perform dependably the undertakings relegated
to them and at the principles set for them, and to observe the guidelines that have been set up
to administer the working environment.

SATEMENT OF THE PROBLEM:

The problem therefore to be addressed by this research study is to investigate what motivates
employees and what rewards are being offered to them. In case the reward is something that
does not have any significance for the employee then it may not be enough to motivate the
employee. Similarly, another problem to be addressed is that how the reward systems are
developed and implemented so that these appear as positive consequences for showing the

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desired behaviour which in this case is good performance and reinforcing this consequence
which leads to motivation among employees.

NEED OF THE STUDY:

To identify the level of motivation among the working group in the organization and to know
the individual perception about the company concerning motivational benefits which include
a reward system. The reward system plays a major role in boosting the motivational level of
the employee.

Whenever the employee gets proper recognition, it boosts the confidence level of the
employee thereby increasing their productivity. Vice versa when an employee feels that
his/her efforts are not recognized properly then sometimes it might de-motivate them, which
leads to their poor performance. Therefore the employees must be motivated by using various
techniques.

SCOPE OF THE STUDY:

Reward system has broad concept and large scope this study was conceptually delimited to
examining the effect of reward management system on employee performance by considering
selected types of reward elements and by testing the hypothesis formulated to prove whether
or not there is a link between the selected reward system variables and performance of
employees.

REVIEW OF LITERATURE:

 Nirma Sadamail Jayawardena and Darshana Jayawardena (2020), studies on the

extrinsic and intrinsic rewarding system on employee motivation. The study
contributes to identity then employee motivational factor in the selected company and
reduce current labour turnover ratio by identifying the factors which motivate the
current workforce.

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 Walters T. Ngwa (2019), conducted a study on the effect of reward system on

employee performance. The study assesses the degree to which profit sharing affects
employee commitment. Firstly, because reward systems are not a one size fit for
every firm, it will be interesting to investigate the effect of reward system on
employee performance in service forms. Considering that reward is an important tool
that can be used to attract the right employee, keep them to perform at optimum level,
reward systems are expected to deliver attractive packages.

 Belachew Kassahun (2019), identified that employee motivation is a very

important issue that affects every business organizations. To provide an excellent
service for their customers and to foster development of tourism in the region one
and two star rated hotels as vital place should consider the issue of motivation to
satisfy its employees and grasp success. The rewards that one and two star rated
hotels provides for its employees payment, promotion, recognition, benefit, work
content, and work condition. But the reward system of the one and two star rated
hotels is poor and employees were not treated well by the hotels. This means, the
one and two star rated hotels did provide adequate rewards which incorporates
intrinsic and extrinsic for their staff that motivates them for higher performance.
The perception of the hotel employees towards the reward system of the one and
two star rated hotels is negative. They believe that the reward system of the one and
two star rated hotels is not properly communicated, transparent and fairness. They
also felt that the reward system is not externally competitive and appropriate for
hotel employees.
 Zhen Zhang, Lianying Zhang, Aibin Li (2019), found that reward system as an
effective tool to manage NDP (new product development) collaboration. Yet, our
understanding about what types of reward should be used for NDP collaboration is
still unclear. This research examines the effects of reward interdependence and
nonfinancial incentives on NPD collaboration, as well as the moderating roles of
team size and deep-level heterogeneity.
 Yako Kitakaji, Susumu Ohnuma (2018), examined whether rewards and mutual
punishment increased non-cooperation or motivation and regarded illegal industrial
waste dumping as a social dilemma in which everyone bears the burden of the cost of

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illegal dumping, legal treatment is cooperative behavior, and illegal dumping in non-
cooperative behavior.
 Said Juma Al Darmak (2017), observed the role of rewards in promoting innovation
has received considerable attention in both theory and practice. The fact that rewards
have a positive impact on promoting innovation is well established. However, this
relationship is complex since different types of rewards are suited for various kinds
and stages of innovation. Further, an alternate view undermines the role of rewards in
promoting innovation. Research explains that reward plays a significant role in the
motivation of employees since it creates a certain degree of excitement among
employees, thus leading to the development of innovation culture within the
organization. However, this relationship between rewards and innovation is not a
straightforward one. Considering that innovation varies in degree and types, this
study highlights that various types of rewards impact on different types of innovation.
Further, considering the existence of a profusion of rewards systems, this study
through an exhaustive literature review, shows that different types of rewards are
linked to various stages of innovation.
 Felista Ngozi Abasili, Abdu Ja’afaru Bambale (2017), investigate the direct
relationship between reward and employee performance using the variables including
salary, bonus, incentive, promotion, recognition, pension and gratuity as independent
variables and performance as dependent variable. Employee performance and the
level of job satisfaction and commitment to their job is a direct function of the
compensation packages and reward system of the organization. Reward is central to
the functioning of any employee-employer relationship and it is a matter that is
closest to the heart of both the employee and the employer.

 Ofelia Robescu and Alina-Georgiana Iancu (2016), says that the most important
finding of the study is that a large part of employees agree that recognition
motivates and influence the performance. In summary, recognition can be a
powerful tool used to motivate employees. It is desired by employees and
significantly increase their performance. Some suggests that social rewards, such as
recognition may affect employee performance to the same level as payment.
 Ibrar (2015), The basic point of this exam is to study how compensate
workers for performance in tuition-type schools, where the survey assumes that

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there is a link between pay and representative execution, and that most
associations implement incentive frameworks to expand campaign
performance and Professional execution.

 Abdifatah Abdilahi Ali (2015), opined that there is a positive relationship between
extrinsic rewards and employee satisfaction. Giving of rewards to the best
performing employees motivates them to increase their job satisfaction as well as
encouraging the other employees to enter into a competitive performance for them
to be rewarded too. Appreciation of the work done and provision of performance
benefits affects employee satisfaction level thereby promoting their morale in their
work. From the findings the level of satisfaction an employee perceives by receiving
an extrinsic reward is expected to influence the reward attractiveness in the same
manner as a fixed pay salary does. This implies that an employee who prefers a
fixed pay over a performance based pay, will also be more attracted to a tangible
reward than to a non-tangible reward. Yet, granting non tangible rewards to
employees has also proven to be an important factor that influences employee
satisfaction.

 D. Corridor Ellis, (2014) D. Lobby Ellis: considers the exam, the chart reward
framework how to promote excellent cooperation in the library context. He
found that recognition and improvement are typical commitments of the
representative and the board of directors. In this way, it is crucial to establish a
strong link between behavior and execution and the rewards framework. For
example, representative advantages and pay should be given as the basic
criteria for work, but can be extended by including rewards with confirmation
and prior to the peer rather than exclusively giving rewards, which in turn
promotes greater inspiration or subsequent execution.

 Farooqui (2014): The focus on the relationship between compensation and

employment performance is also explored, involving money-related and non-
monetary rewards. The effectiveness of a successful rewards framework is
affirmative for career achievement, but if the rewards framework is powerless,
it will have a counterproductive negative outcome for employment

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performance. Due to the low rate of professional fulfilment, delegates may have
high target stops and high worker turnover rates. Therefore, the compensation
framework is critical to combining existing representatives with attracting new
employees. Inspired representatives can expand their efficiency and provide
new and creative ideas to the association. In these directions, they become a
basic advantage. For the most part, the bonus framework is a rich and
unbudgeted prize.

 Abugre, (2013), the results of the survey indicate that there is indeed a link
between the awards of the administrative representatives and the performance
of the profession. They concluded that by arranging enough prizes, the chiefs
can use positive relationships to expand job satisfaction between delegates.
Expanded professional performance has led workers to strive to build
profitability with abnormal productivity and sufficiency.
 M.O. Agwu (2013), directed the investigation of the impact of a reasonable
rewards framework on the performance of employees "Limited work by
Nigerian Agape Petroleum Organization. The motivation behind the exam is to
find out the impact of a reasonable rewards framework on employee execution.
The survey relies on Adams's inspirational value hypothesis, which expresses
"the reasonableness of compensation on behalf of the work; individuals
become disappointed, reduce information or seek at any time when they
believe their sources of information are not properly compensated
Development. Rationality depends on obvious market standards. Workers
consider whether the board treats them reasonably and when they take action on
the measures they have taken. The results show that the use of a reasonable
reward framework improves employee performance and reduces mechanical
activity.

 Serena et al. (2012): Endeavour to examine the relationship between the pay of
Bangladeshi commercial banks and the implementation of workers. For this
reason, the experimental examination has been completed. Analysts also need
to understand the links between exotic prizes and featured prizes. The results
show that there is a de facto huge relationship between most autonomy factors,

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because the "execution, characteristics and outward rewards of employees will

affect the execution of the work of representatives of commercial banks in
Bangladesh".

OBJECTIVES OF THE STUDY:

 To find out how rewarding and recognizing boost the motivational level.
 To know the effectiveness of present reward system.
 To know how effectiveness of reward system has impacted on productivity.
 To understand the various techniques used for reward system.

RESEARCH METHODOLIGY:

DATA COLLECTION

The data was collected through primary and secondary sources.

 PRIMARY DATA
Data was collected through online survey and is conducted through Google form

 SECONDARY DATA

Data was collected from various websites, articles, newspapers and journals

SAMPLIE SIZE

The survey was conducted through the questionnaire.

TOOLS AND TECHNIQUES

The appropriate tools will be used for analysis.

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HYPOTHESIS :

NULL HYPOTHESIS:

Null hypothesis- “There no significant association among level of satisfaction towards

Gender”.

Alternative hypothesis- “There no significant association among level of satisfaction

towards Gender”.

LIMITATIONS:

 The study is aimed at restricted respondents.

 Most of the inspections are done through auxiliary information.
 Given the troubles of respondents from other sources, the accumulation and
isolation of data is confusing and difficult.
 After a while rewards are no surprise anymore and they come as expected.

CHAPTER SCHEME:

CHAPTER 1: INTRODUCTION

CHAPTER 2: INDUSTRY PROFILE

CHAPTER 3: RESEARCH DESIGN

CHAPTER 4: DATA ANALYSIS AND INTERPRETATION

CHAPTER 5: KEY FINDINGS, SUGGESTIONS AND CONCLUSION

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CHAPTER – 4

DATA ANALYSIS AND INTERPRETATION

TABLE 4.1: THE CLASSIFICATION OF RESPONDENTS AGE

SL.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 20 to 30 34 68%
2 30 to 40 8 16%
3 40 to 50 6 12%
4 Above 50 2 4%
5 TOTAL 50 100%

ANALYSIS: It was observe that above 68% respondents are 20 to 30, 16% of the
respondents are 30 to 40, 12% of the respondents are 40 to 50, and 4% of the respondents are
above 50 in age.

GRAPH 4.1: THE CLASSIFICATION OF RESPONDENTS GRAPH AGE

AGE
20 to 30 30 to 40 40 to 50 above 50

4%
12%

16%

68%

INTERPRETATION: It is found that majority of the respondents are 20 to 30.

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TABLE 4.2: THE CLASSIFICATION OF RESPONDENTS GENDER

SL N0 PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 Male 28 56%
2 Female 22 44%
3 TOTAL 50 100%

ANALYSIS: It was observe that, above 56% of the respondents are male and 44% of the
respondents are female.

GRAPH 4.2: THE CLASSIFICATION OF RESPONDENTS GRAPH GENDER

GENDER

44% MALE
56% FEMALE

INTERPRETATION: It was found that majority of the respondents were male.

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TABLE 4.3: THE CLASSIFICATION OF RESPONDENTS EXPERIENCE

SL.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 0 – 1 year. 12 24%
2 1 – 3 years. 26 52%
3 3 – 6 years. 8 16%
4 Above 6 years. 4 8%
5 TOTAL 50 100%

ANAYSIS: It was observed that 52% of the respondents said 1 – 3 years, 24% 0f the
respondents said 0 – 1 year, 16% of the respondents said 3 – 6 years and 8% of the
respondents said above 6 years‟ experience.

GRAPH 4.3: THE CLASSIFICATION OF RESPONDENTS SHOWING

EXPERIENCE

EXPERIENCE

26

12
8
24% 52% 16% 4 8%

0 - 1 YEAR 1 - 3 YEARS 3 -6 YEARS ABOVE 6 YEARS

no of respondents percentage Series 3

INTERPRETATION: It is found that majority of the respondents are 1- 3 years‟ experience.

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TABLE 4.4: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

REWARDS AND RECOGNITION PROGRAMME

SL.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 YES 46 92%
2 NO 4 8%
3 TOTAL 50 100%

ANALYSIS: It was observed that 92% of the respondents said yes and 8% of the
respondents said no for the rewards and recognition programme.

GRAPH 4.4 THE CLASSIFICATION OF RESPONDENTS SHOWING THE

REWARDS AND RECOGNITION PROGRAMME

REWARDS AND RECOGNITION

YES NO

8%

92%

INTERPRETATION: It is found that majority of the respondents said yes for the rewards
and recognition programme.

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TABLE 4.5: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

APPRECIATED FOR EVERY SIX MONTHS

SL.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 Sometimes 28 56%
2 Often 20 40%
3 Seldom 2 4%
5 Never 0 0%
6 TOTAL 50 100%

ANALYSIS: It was observed that 56% of the respondents said sometimes, 40% of the respondents said often

GRAPH 4.5: THE CLASISIFICATION OF RESPONDENTS SHOWING THE

APPRECIATED FOR EVERY SIX MONTHS

A P P R E C I AT E D F O R E V E RY S I X
MONTHS
SOMETIMES OFTEN SELDOM NEVER

4%0%

40%
56%

INTERPRETATION: It was found that majority of the respondents in sometimes is

appreciated for every six months.

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TABLE 4.6: THE CLASSIFICATION OF RESPONDENTS SHOWING THE WORK

IS VALUED AND APPRECIATED

SL.NO PARTICULERS NO OF RESPONDENTS PERCENTAGE

1 To great extent 30 60%
2 Somewhat 14 28%
3 Very little 6 12%
4 Not at all 0 0%
5 TOTAL 50 100%

ANALYSIS: It was observed that 60% of the respondents said to great extent, 28% of the
respondent said somewhat, and 12% of the respondents said very little for the work is valued
and appreciated.

GRAPH 4.6: THE CLASSIFICTION OF RESPONDENTS SHOWING THE WORK IS

VALUED AND APPRECIATED

WORK IS VALUED AND APPRECIATED

30

14

60% 28% 6 12% 0 0%

TO GREAT EXTENT SOMEWTHAT VERY TITTLE NOT AT ALL

NO OF RESPONDENTS PERCENTAGE Column3

INTERPRETATION: It was found that majority of the respondents to great extent for the
work is valued and appreciated.

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TABLE 4.7: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

REWARDS AND RECOGNITION PROVIDED BY YOUR ORGANIZATION ARE
SATISFACTORY

SL.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 Agree 29 58%
2 Strongly agree 11 22%
3 Neutral 7 14%
4 Disagree 2 4%
5 Strongly disagree 1 2%
6 TOTAL 50 100%

ANALYSIS: It was observed that 58% of the respondents said agree, 22% of the respondents
said strongly agree, 14% of the respondents said neutral, 4% of the respondents said disagree
and 2% of the respondents said strongly disagree to the rewards and recognition provide by
your organization are satisfactory.

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GRAPH 4.7: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

REWARDS AND RECOGNITION PROVIDED BY YOUR ORGANIZATION ARE
SATISFACTORY

YOUR ORGANIZATION ARE

SATISFACTORY
2%
4%
14%

22% 58%

AGREE STRONGLY AGREE NEUTRAL

DISAGREE STRONGLY DISAGREE

INTERPRETATION: It was found that majority of the respondents have agreed with the
rewards and recognition provided by your organization are satisfactory.

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TABLE 4.8: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

REWADS SYSTEM OF YOUR ORGANIZTION BEING FOLLOWED GENUINELY

SL.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 Almost always 22 44%
2 To a considerable degree 15 30%
3 Occasionally 12 24%
4 Seldom 1 2%
5 TOTAL 50 100%

ANALYSIS: It was observed that 44% of the respondents said almost always, 30% of the
respondents said to a considerable degree, 24% of the respondents said occasionally and 2%
of the respondents said seldom to the rewards system of your organization being followed
genuinely.

GRAPH 4.8: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

REWARDS SYSTEM OF YOUR ORGANIZATION BEING FOLLOWED
GENUINELY

ORGANIZATION BEING FOLLOWED

GENUINETY

22

15
12
44% 30% 24% 1 2%

ALMOST ALWAYS TO A CONSIDERABLE OCCASIONALLY SELDOM

DEGREE

no of respondents percentage Column1

INTERPRETATION: It is found that majority of the respondents are almost always with
the rewards system of your organization being followed genuinely.

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TABLE 4.9: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

REWARDS AND RECOGNITION PROVIDED BY YOUR PERFORMANCE, IN
YOUR ORGANIZATION

SL.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 Every time 21 42%
2 Almost every time 14 28%
3 Occasionally/sometimes 13 26%
4 Almost never 2 4%
5 Never 0 0%
6 TOTAL 50 100%

ANALYSIS: It was observed that 42% of the respondents said every time, 28% of the
respondents said almost every time, 26% of the respondents said occasionally\sometimes and
4% of respondents said almost never to the rewards and recognition provided by your
performance, in your organization.

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GRAPH 4.9: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

REWARDS AND RECOGNITION PROVIDED BY YOUR PERFORMANCE, IN
YOUR ORGANIZATION

PERFORMANCE IN YOUR
ORGANIZATION

EVERY TIME

ALMOST NEVER NEVER

4% 0% ALMOST EVERY TIME
OCCASIONALLY/
SOMETIMES
EVERY TIME
26% OCCASIONALLY/SOMETIMES
42%

ALMOST NEVER
ALMOST EVERY
TIME
28% NEVER

INTERPRETATION: It is found that majority of the respondents is every time for the
rewards and recognition provided by your performance, in your organization.

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TABLE 4.10: THE CLASSIFICATION OF RESPONDENTS SHOWING THE YOU

FEEL SUPPORT AND GUIDANCE OF YOUR SUPERIORS IS IMPORNANT FOR
YOU TO GET REWARDS AND RECOGNITION

SLNO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 Agree 27 54%
2 Strongly agree 21 42%
3 Strongly disagree 1 2%
4 Disagree 1 2%
TOTAL 50 100%
ANALYSIS: It was observed that 54% of the respondents said agree, 42% of the respondents
said strongly agree, 2% of the respondents said strongly disagree and 2% of the respondents
said disagree with the feel support and guidance of your superiors is important for you to get
rewards and recognition.

GRAPH 4.10: THE CLASSIFICATION OF RESPONDENTS SHOWING THE YOU

FEEL SUPPORT AND GUIDANCE OF YOUR SUPERIORS IS IMPORNANT FOR
YOU TO GET REWARDS AND RECOGNITION

DISAGREE
2%
STRONGLY
DISAGREE
2%

AGREE
48%
STRONGLY
AGREE
48%

REWARDS AND RECOGNITION

INTERPRETATION: It is found that majority of the respondents have agreed with the feel
support and guidance of your superiors is important for you to get rewards and recognition.

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TABLE 4.11: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

REWARDED FAIRLY FOR THE WORK

SL.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 Good 38 76%
2 Fair 9 18%
3 Poor 3 6%
TOTAL 50 100%

ANALYSIS: It was observed that 76% of the respondents said good, 18% of the respondents
said fair and 6% of the respondents said poor for the rewarded fairly for the work.

GRAPH 4.11: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

REWARDED FAIRLY FOR THE WORK

REWARDED FAIRLY FOR THE WORK

NO OF RESPONDENTS PERCENTAGE Column3
38

9
76%

18%

6%

GOOD FAIR POOR

INTERPRETATION:

It is found that majority of the respondent rewarded fairly for the work is good.

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TABLE 4.12: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

OPINION ON THE PRESENT REWARD SYSTEM PROVIDED BY YOUR
ORGANIZATION

SL.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 Good 23 46%
2 Excellent 18 36%
3 Poor 5 10%
4 Fair 4 8%
TOTAL total 50 100%

ANALYSIS: It was observed that 46% of the respondents said good, 36% of the respondents
said excellent, 10% of the respondents said poor and 8% of the respondents said fair for the
opinion on the present reward system provided by your organization.

GRAPH 4.12: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

OPINION ON THE PRESENT REWARD SYSTEM PROVIDED BY YOUR
ORGANIZATION

REWARD SYSTEM PROVIDED BY

YOUR ORGANIZATION
FAIR
POOR8%
10%
GOOD
46%
EXCELLENT
36%

INTERPRETATION: It is founded that majority of the respondent for the opinion on the
present reward system provided by your organization is good.

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TABLE 4.13: THE CLASSIFICATION OF RESPONDENTS SHOWING THE TYPES

OF REWARDS AND RECOGNITION YOUR ORGANIZATION PROVIDES FOR
YOU

SL.NO PARTICULARS NO OF RESPONDENTS PERCENTGE

1 Bonus 35 70%
2 Variable praise 5 10%
3 Written praise 4 8%
4 Employees first day 2 4%
5 Employees appreciation day 2 4%
6 Work anniversaries 2 4%
TOTAL 50 100%

ANALYSIS: It was observed that 70% of the respondents said bonus, 10% of the
respondents said variable praise, 8% of the respondents said written praise, 4% of the
respondents said employees first day, 4% of the respondents said employees appreciation day
and 4% of the respondents said work anniversaries for the types of rewards and recognition
your organization provides for you.

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GRAPH 4.13: THE CLASSIFICATION OF RESPONDENTS SHOWING THE TYPES

OF REWARDS AND RECOGNITION YOUR ORGANIZATION PROVIDES FOR
YOU

TYPES OF REWARDS AND

RECOGNITION
4% 4%
4%
8%

10%

70%

BONUS VARIABLE PRAISE

WRITTEN PRAISE EMPLOYEES FIRST DAY
EMPLOYEES APPRECIATION DAY WORK ANNIVERSARIES

INTERPRETATION: It is found that majority of the respondent for the types of rewards
and recognition your organization provides for you is bonus.

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TABLE .14 THE CLASSIFICATION OF RESPONDENTS SHOWING THE

SMOOTH RELATIONSHIP WITH YOUR EMPLOYEES AND CO-WORKERS

SL.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 HIGH 24 48%
2 MODERATE 22 44% `
3 LOW 4 8%
4 TOTAL 50 100%

ANALYSIS: It was observed that 48% of the respondents said high, 44% of the respondents
said moderate and 8% of the respondents said low for the smooth relationship with your
employees and co-workers.

GRAPH 4.14: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

SMOOTH RELATIONSHIP WITH YOUR EMPLOYEES AND CO-WORKERS

EMPLOYEES AND CO-

WORKERS
8%
48%
44%

HIGH MODERATE LOW

INTERPRETATION: It is found that majority of the respondents is high for the smooth
relationship with your employees and co-workers.

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TABLE 4.15: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

REWARD SYSTEM LEADS TO HIGH PRODUCTIVITY

SL.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 To great extent 26 52%
2 Somewhat 20 40%
3 Very little 3 6%
4 Not at all 1 2%
TOTAL 50 100%

ANALYSIS: It was observed that 52% of the respondents said to great extent, 40% of the
respondents said somewhat, 6% of the respondents said very little, and 2% of the respondents
said not at all for the reward system leads to high productivity.

GRAPH 4.15: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

REWARD SYSTEM LEADS TO HIGH PRODUCTIVITY

HIGH PRODUCTIVITY

26

20

52% 40% 3 6% 1 2%

TO GREAT EXTENT SOMEWHAT VERY LITTLE NOT AT ALL

NO OF RESPONDENTS PERCENTAGE Column4

INTERPRETATION: It is found that majority of the respondents were saying that the
reward system leads to high productivity to a great extent.

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TABLE 4.16: THE CLASSIFICATION OF RESPONDENTS SHOWING THE FEEL

ABOUT THE HUMAN RESOURCE MANAGEMENT POLICY PRACTICES IN
YOUR ORGANIZATION

SL. NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 Satisfied 33 66%
2 Dissatisfied 9 18%
3 Very satisfied 5 10%
4 Unsure 2 4%
5 Very dissatisfied 1 2%
TOTAL 50 100%

ANALYSIS: It was observed that 66% of the respondents said satisfied, 18% of the
respondents said dissatisfied, 10% of the respondents said very satisfied, 4% of the
respondents said unsure and 2% of the respondents said very dissatisfied for the feel about
the human resource management policy practices in your organization.

GRAPH 4.16: THE CLASSIFICATION OF RESPONDENTS SHOWING THE FEEL

ABOUT THE HUMAN RESOURCE MANAGEMENT POLICY PRACTICES IN
YOUR ORGANIZATION

POLICY ORACTICES IN YOUR

ORGANIZATION
4%2%
10%

18%
66%

SATISFIED DISSATISFIED VERY SATISFIED UNSURE VERY DISSATISFIED

INTERPRETATION: It is found that majority of the respondents were satisfied with the
feel about the human resource management policy practices in your organization.

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TABLE 4.17: THE CLASSIFICATION OF RESPONDENTS SHOWING THE BEST

TECHNIQUES FOR MOTIVATION REWARD SYSTEM

SL.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Acknowledge excellent 20 40%
performance
2 Offer attractive employee 17 34%
benefits
3 Hand out gift certificates 8 16%
4 Give a token of appreciation 5 10%
5 Set up a brag board 0 0%
TOTAL 50 100%

ANAYLSIS: It was observed that 40% of the respondents said acknowledge excellent
performance, 34% of the respondents said offer attractive employee benefits, 16% of the
respondents said hand out gift certificates, and 10% of the respondents said give a token of
appreciation to the best techniques for motivation reward system.

17. THE GRAPH SHOWING THE BEST TECGNIQUES FOR MOTIVATION

REWARD SYSTEM

BEST TECHNIQUES REWARD SYSTEM

NO OF RESPONDENTS PERCENTAGE Column3
20

17
40%

34%

16%

10%
8

0%
5

A C K N O W L E D G EOEFXFCEERL A
L ETN
TRT APCETRIFVOEHREA
MMNAPDNL CO
UEYUETE GBG
I EFI N
TV ECFEAI RTTTSO
I FKI ECN
A TOEFS ASPEPTRU
ECP I A TBI R
OANG B O A R D

INTERPRETATION: It is found that majority of the respondents were acknowledge

excellent performance for the best techniques for motivation reward system.

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TABLE 4.18: THE CLASSIFICATION OF RESPONDENTS SHOWING THE

TECHNIQUES TO MEASURE IN EMPLOYEE’S PERFORMANCE UNDER
REWARD SYSTEM

SL.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Management by objectives 17 34%
2 Assessment center method 16 32%
3 Human resource accounting 7 14%
method
4 Behaviorally anchored rating 6 12%
scale
5 Psychological appraisals 4 8%
6 TOTAL 50 100%

ANALYSIS: It was observed that 34% of the respondents said management by objectives,
32% of the respondents said assessment center method, 14% of the respondents said human
resource accounting method, 12% of the respondents said behaviorally anchored rating scale
and 8% of the respondents said psychological appraisals to the techniques to measure in
employees performance under reward system.

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18. THE GRAPH SHOWING THE TECHNIQUES TO MEASURE IN EMPLOYEE’S

PERFORMANCE UNDER REWARD SYSTEM

PERFORMANCE UNDER REWARD SYSTEM

MANAGEMENT BY OBJECTIVES
8%
12% ASSESSMENT CENTER METHOD
34%
HUMAN RESOURCE
14% ACCOUNTING METHOD
BEHAVIORALLY ANCHORED
RATING SCALE
PSYCHOLOGICAL APPRAISALS
32%

INTERPRETATION: It is found that majority of the respondents for the management by

objectives is to measure in employee‟s performance under reward system.

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HYPOTHESIS 1:

Null hypothesis- “There no significant association among level of satisfaction towards

Gender”.

Alternative hypothesis- “There no significant association among level of satisfaction towards

Gender”.

To test the hypothesis chi-square test is applied and the result is presented in the following
table.

ASSOCIATION BETWEEN LEVEL OF OPINION AND GENDER

TABLE OF OBSERVED VALUES

Opinion / Excellent Fair Good Poor Grand Total

Gender
Female 6 2 11 3 22
Male 12 2 12 2 28
Grand Total 18 4 23 5 50

TABLE OF EXPECTED VALUES

Opinion / Excellent Fair Good Poor Grand Total

Gender
Female 7.92 1.76 10.12 2.2 22
Male 10.08 2.24 12.88 2.8 28
Grand Total 18 4 23 5 50

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CALUCATION OF ᵡ^

Observed values Expected values O-E O-E^ O-E^/E

6 7.92 -1.92 3.6864 0.465455
2 1.76 0.24 0.0576 0.032727
11 10.12 0.88 0.7744 0.076522
3 2.2 0.8 0.64 0.290909
12 10.08 1.92 3.6864 0.365714
2 2.24 -0.24 0.0576 0.025714
12 12.88 -0.88 0.7744 0.060124
2 2.8 -0.8 0.64 0.228571
1.545737

Degrees of freedom
= (Colums-1) (Row-1)
= (4-1) (2-1)
=3*1
=3
=7.815

Form the above table its fund that the significant value of the chi-square value 1.545737for
degrees of freedom is 3,which is the less than the acceptable level of 7.815 hence the null
hypothesis is accepted and its conclude that there is no significant association among level of
satisfaction to words incentive.

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CHAPTER – 5

FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS:

 It was found that 56% of the respondents were male.

 It was found that 68% of the respondents are 20 to 30.
 It was found that 52% of the respondents were 1 – 3 years‟ experience.
 It was found that 92% of the respondents said yes for the rewards and recognition
programme.
 It was found that 56% of the respondents said sometimes for the appreciated for every
six months.
 It was found that 60% of the respondents said to great extent the work is valued and
appreciated.
 It was found that 58% of the respondents said agree to the rewards and recognition
provide by your organization are satisfactory.
 It was found that 44% of the respondents said almost always to the rewards system of
your organization being followed genuinely.
 It was found that 42% of the respondents said every time for the rewards and
recognition provided by your performance, in your organization.
 It was found that 54% of the respondents said agree to the feel support and guidance
of your superiors is important for you to get rewards and recognition.
 It was found that 76% of the respondents said good for the rewarded fairly for the
work.
 It was found that 46% of the respondents said good for the opinion on the present
reward system provided by your organization.
 It was found that 70% of the respondents said bonus for the types of rewards and
recognition your organization provides for you.
 It was found that 48% of the respondents have said high for the smooth relationship
with your employees and co-workers.

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 It was found that 52% of the respondents said to great extent for the reward system
leads to high productivity.
 It was found that 66% of the respondents said have satisfied for the feel about the
human resource management policy practices in your organization.
 It was found that 40% of the respondents said acknowledge excellent performance to
give a token of appreciation to the best techniques for motivation reward system.
 It was found that 34% of the respondents have said management by objectives to the
techniques to measure in employee‟s performance under reward system.

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SUGGESTIONS:

 The organization should reward the employees always rather than rewarding them
occasionally which motivate employees towards their work.
 Employees should be appreciated by supervises for every six months which helps
them in motivating and contributing more towards the work.
 Most of the employees have a low relationship with their co-workers. It would be
better if the organization focus on building a high interpersonal relation between the
employees and co-workers.
 Few employees have a poor opinion on the present reward system provided by their
organization. The organization should concentrate in providing a good or adequate
reward system to their employees for their better performance.
 Employees are not satisfied with the reward of appreciation in a day instead
organization can provide bonus has a reward to satisfy the employees.

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CONCLUSION:

The importance of the reward system in day-to-day job responsibilities cannot be

overemphasized, especially in terms of obtaining work rewards. Improve any type of
human performance by increasing power. From the results of this study, it can be
concluded that the organization has provided with useful and effective reward to their
employees. The study shows how the employees value the different rewards provided
by the organization. The current system of the organization is not sufficient to
consistently motivate workers. The study also found that when financial and non-
financial rewards occur in the workplace, employees are motivated, so their job
performance is improved, and these efforts are reflected in overall organizational
performance. If there are not enough rewards, workers often express dissatisfaction
because they are not performing well because they are not performing well. The study
further emphasizes that appropriate and consistent rewards for employees can not only
improve their motivation to work harder, but also improve overall organizational
performance. In short, this study shows that intrinsic rewards (social recognition and
appreciation) and external rewards (salary, bonuses, and performance promotion)
affect employee and organizational performance.

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Employees Performance in Organizations, Valahian Journal of Economic Studies,
Volume:7 Issue: 2 Date: 2016

 Khan, I., Ibrar, A., Ahmed, W., & Saeed, A. (2015). Synthetic approaches,
functionalization and therapeutic potential of quinazoline and quinazolinone
skeletons: the advances continue. Eupopean journal of medicinal chemistry, 90, 124-
169.

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 Abdifatah Abdilahi Ali, Analysis of Extrinsic Rewards and Employee Satisfaction:

Case of Somtel Company in Somaliland, International Journal of Business
Management and Economic Research(IJBMER), Vol 6(6),2015, 417- 435

JOURNALS:
Armstrong, M., Duncan, B. and Reilly, P. (2011) „Increasing the effectiveness of
reward management: an evidence-based approach‟, Employee Relations, 33(2), pp.
106-120. Academic Search Complete, EBSCOhost. (Accessed: 09 March 2015).

Allen, R.S. and Ralph H.K. (2001) „The role of the reward system for a total quality
management based strategy‟, Journal of Organizational Change Management, 14(2),
pp. 110- 131. Academic Search Complete, EBSCOhost. (Accessed: 09 March 2015).

Ankli, R.E. and Pallium, R. (2012) „Enabling a motivated workforce: exploring the
sources of motivation‟, Development and Learning in Organizations: An International
Journal, 26(2) pp. 7-10. Academic Search Complete, EBSCOhost. (Accessed: 09
March 2015).

WEBLIOGRAPHY:

 https:/www.projecttopics.org/effect-reward-system-motivatinal-level-
employees.html

 https://hrone.cloud/reward-and-recognition

 https://possibleworks.com/blog/21-effective-ideas-for-employee-rewards

 https://www.hrhelpboard.com/hr-policies/reward-and-recognition-policy.htm

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ANNEXURE:

1. Age

a) 20 to 30
b) 30 to 40
c) 40 to 50
d) Above 50

2. Gender

a) Male
b) Female

3. Experience

a) 0 – 1 year
b) 1 – 3 years
c) 3 – 6 years
d) Above 6 years

4. Do you know about rewards and recognition programme in your organization?

a) Yes
b) No

5. Are you being appreciate for every six months?

a) sometimes
b) often
c) Seldom
d) Never

6. Do you feel that your work is valued and appreciated?

a) To a great extent
b) Somewhat
c) Very little
d) Not at all

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7. Rewards and recognition provided by your organization are satisfactory?

a) Strongly agree
b) Agree
c) Neutral
d) disagree
e) strongly

8. Is, the rewards system of your organization being followed genuinely?

a) Almost always
b) To a considerable degree
c) Occasionally
d) seldom

9. Is rewards and recognition provided by your performance, in your organization?

a) Every time
b) Almost every time
c) Occasionally/sometimes
d) Never
e) Almost never

10. You feel support and guidance of your superiors is important for you to get rewards and
recognition?

a) Strongly agree
b) Agree
c) Strongly disagree
d) Disagree

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11. Do you feel that you are rewarded fairly for the work that you do?

a) Good
b) Fair
c) Poor

12. What is your opinion on the present reward system provided by your organization?

a) Excellent
b) Good
c) Fair
d) Poor

13. What types of rewards and recognition your organization provides for you?

a) Bonus
b) Written praise
c) Variable praise
d) Employees first day
e) Employees appreciation day
f) Work anniversaries

14. How do you feel the smooth relationship with your employees and co-workers?

a) High
b) Moderate
c) Low

15. Reward system leads to high productivity?

a) To a great extent
b) Somewhat
c) Very little
d) Not at all

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16. What do you feel about the human resource management policy practices in your
organization?

a) Satisfied
b) Dissatisfied
c) Very satisfied
d) Very dissatisfied
e) Unsure

17. Which is the best techniques for motivation reward system?

a) Offer attractive employee benefits

b) Acknowledge excellent performance
c) Hand out gift certificates
d) Set up a “Brag Board”
e) Give a token of appreciation

18. Which techniques to measure in employee‟s performance under reward system?

a) Management by objectives
b) Assessment center method
c) Behaviorally anchored rating scale
d) Psychological appraisals
e) Human resource accounting method

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MBA DISSERTATION

PROGRESS REPORT -1

Sl. No. Particular

1 Name of the Student ROJA K A

2 Registration Number 19JQCMD080

3 Name of College Guide CITY COLLEGE 7th BLOCK JAYANAGAR

4 Name of the Guide

Dr. VEENA ANGADI

5 Title of the Dissertation “ A STUDY ON EFFECTIVENESS OF

REWARD SYSTEM ON MOTIVATIONAL
LEVEL OF EMPLOYEES WIITH
REFERENCE TO IT SECTOR”
6 Name and Address of the
Company/Organization where
IT Sector
dissertation undertaken with
Date of starting Dissertation
7 Progress report: A brief note
reflecting, Number of meetings 5th May 2021 - Title Finalization
with Guides, places visited,
libraries visited, books referred, 15th May 2021 - Drafting of the Synopsis
meeting with persons, activities 30th May 2021 – Final questioner Submitted
taken up, preparations done for 10th June 2021 – Commencement of data
collection and analysis of data collection
etc.,)

DATE:

Signature of the candidate Signature of the college guide

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 A STUDY ON EFFECTIVENESS OF REWARD SYSTEM ON
MOTOVATIONAL LEVEL OF EMPLOYEES WITH REFERENCE TO IT
SECTOR

MBA DISSERTATION

PROGRESS REPORT -2

Sl. No. Particulars

1 Name of the Student ROJA K A

2 Registration Number 10JQCMD080

3 Name of College Guide CITY COLLEGE 7th BLOCK JAYANAGAR

4 Name of the guide

Dr. VEENA ANGADI

5 Title of the Dissertation STUDY ON EMPLOYEE SATISFACTION

ON PAYROLL DURING COVID-19
PANDEMIC
6 Name and Address of the
Company/Organization where
IT Sector
dissertation undertaken with
Date of starting Dissertation
7 Progress report: A brief note
reflecting, Number of meetings
30th July 2021 – Data analysis and
with Guides, places visited,
interpretation
libraries visited, books referred,
meeting with persons, activities
15th July 2021 – Submission of first draft for
taken up, preparations done for
review
collection and analysis of data
5th August 2021 – Report sent for plagiarism
etc.,)
20th August 2021 – Final draft sent for review.

DATE:

Signature of the candidate Signature of the college guide

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SYNOPSIS:

TITLE OF THE STUDY:

“A STUDY ON EFFECTIVENESS OF REWARD SYSTEM ON MOTIVATIONAL

LEVEL OF EMPLOYEES WITH REFERENCE TO IT SECTOR”

INTRODUCTION:

Reward system is an important tool that management can use to channel employee
motivation in desired ways. In other words, reward frameworks try to draw in individuals to
join the association to keep them coming to work, and rouse them to perform to significant
levels. The prize framework comprises of all association parts – including individuals
measures rules and dynamic exercises engaged with distribute of pay and advantages to
workers in return for their commitment to the association.

All together for an association to meet its commitments to shareholders, representatives and
society, its top administration should foster a connection between the association and workers
that will satisfy the consistently changing necessities of the two players. At the very least the
association anticipates that employees should perform dependably the undertakings relegated
to them and at the principles set for them, and to observe the guidelines that have been set up
to administer the working environment.

SATEMENT OF THE PROBLEM:

The problem therefore to be addressed by this research study is to investigate what motivates
employees and what rewards are being offered to them. In case the reward is something that
does not have any significance for the employee then it may not be enough to motivate the
employee. Similarly, another problem to be addressed is that how the reward systems are
developed and implemented so that these appear as positive consequences for showing the
desired behaviour which in this case is good performance and reinforcing this consequence
which leads to motivation among employees.

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NEED OF THE STUDY:

To identify the level of motivation among the working group in the organization and to know
the individual perception about the company concerning motivational benefits which include
a reward system. The reward system plays a major role in boosting the motivational level of
the employee.

Whenever the employee gets proper recognition, it boosts the confidence level of the
employee thereby increasing their productivity. Vice versa when an employee feels that
his/her efforts are not recognized properly then sometimes it might de-motivate them, which
leads to their poor performance. Therefore the employees must be motivated by using various
techniques.

SCOPE OF THE STUDY:

Reward system has broad concept and large scope this study was conceptually delimited to
examining the effect of reward management system on employee performance by considering
selected types of reward elements and by testing the hypothesis formulated to prove whether
or not there is a link between the selected reward system variables and performance of
employees.

REVIEW OF LITERATURE:

 Nirma Sadamail Jayawardena and Darshana Jayawardena (2020), studies on the

extrinsic and intrinsic rewarding system on employee motivation. The study
contributes to identity then employee motivational factor in the selected company and
reduce current labour turnover ratio by identifying the factors which motivate the
current workforce.
 Walters T. Ngwa (2019), conducted a study on the effect of reward system on
employee performance. The study assesses the degree to which profit sharing affects
employee commitment. Firstly, because reward systems are not a one size fit for
every firm, it will be interesting to investigate the effect of reward system on
employee performance in service forms. Considering that reward is an important tool

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that can be used to attract the right employee, keep them to perform at optimum level,
reward systems are expected to deliver attractive packages.

 Belachew Kassahun (2019), identified that employee motivation is a very

important issue that affects every business organizations. To provide an excellent
service for their customers and to foster development of tourism in the region one
and two star rated hotels as vital place should consider the issue of motivation to
satisfy its employees and grasp success. The rewards that one and two star rated
hotels provides for its employees payment, promotion, recognition, benefit, work
content, and work condition. But the reward system of the one and two star rated
hotels is poor and employees were not treated well by the hotels. This means, the
one and two star rated hotels did provide adequate rewards which incorporates
intrinsic and extrinsic for their staff that motivates them for higher performance.
The perception of the hotel employees towards the reward system of the one and
two star rated hotels is negative. They believe that the reward system of the one and
two star rated hotels is not properly communicated, transparent and fairness. They
also felt that the reward system is not externally competitive and appropriate for
hotel employees.
 Zhen Zhang, Lianying Zhang, Aibin Li (2019), found that reward system as an
effective tool to manage NDP (new product development) collaboration. Yet, our
understanding about what types of reward should be used for NDP collaboration is
still unclear. This research examines the effects of reward interdependence and
nonfinancial incentives on NPD collaboration, as well as the moderating roles of
team size and deep-level heterogeneity.
 Yako Kitakaji, Susumu Ohnuma (2018), examined whether rewards and mutual
punishment increased non-cooperation or motivation and regarded illegal industrial
waste dumping as a social dilemma in which everyone bears the burden of the cost of
illegal dumping, legal treatment is cooperative behavior, and illegal dumping in non-
cooperative behavior.

OBJECTIVES OF THE STUDY:

 To find out how rewarding and recognizing boost the motivational level.
 To know the effectiveness of present reward system.

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 To know how effectiveness of reward system has impacted on productivity.

 To understand the various techniques used for reward system.

RESEARCH METHODOLIGY:

DATA COLLECTION
The data will be collected through primary and secondary sources.

 PRIMARY DATA
Will be collected through online survey and is conducted through Google form

 SECONDARY DATA
Will be collected from various websites, articles, newspapers and journals

SAMPLIE SIZE

The survey is estimated to be conducted among 50 employees through online.

TOOLS AND TECHNIQUES

The appropriate tools will be used for analysis.

LIMITATIONS:

 The study is aimed at restricted respondents.

 Most of the inspections are done through auxiliary information.
 Given the troubles of respondents from other sources, the accumulation and
isolation of data is confusing and difficult.
 After a while rewards are no surprise anymore and they come as expected.

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