SEEMA PROJECT.doc
-
Upload
surender-dhuran-prajapat -
Category
Documents
-
view
236 -
download
0
Transcript of SEEMA PROJECT.doc
-
7/28/2019 SEEMA PROJECT.doc
1/66
PROJECT REPORTOn
Awareness among employees for rewards and
recognition policies of the organization
At(THOMSON PRESS (INDIA) LIMITED)
Submitted to MD University, Rohtak in the partial fulfillment
of the requirements for award of the degree of
Master of Business Administration (Hons.)
2010-2012Submitted By:
Seema Jakhar
M.B.A (HONS.) 4th Sem
Roll No- 7422
INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH
M.D UNIVERSITY, ROHTAK , HARYANA
1
-
7/28/2019 SEEMA PROJECT.doc
2/66
STUDENTSS DECLARATION
I hereby declare that the project report entitled Awareness among employees
for rewards and recognition policies of the organization is prepared
by me under the guidance of Dr. Divya Malhan.
I also declare that this project report is towards the partial fulfillment of the
requirements for the award of the degree of M.B.A (Hons.). This report has not
been submitted for the award of any diploma, degree or any other similar title.
PLACE: - ROHTAK
DATE: - STUDENTSS NAME
SEEMA JAKHAR
2
-
7/28/2019 SEEMA PROJECT.doc
3/66
SUPERVISORS CERTIFICATE
This is to certify that the project report entitled Awareness among
employees for rewards and recognition policies of the organization
has been prepared by Seema Jakhar in partial fulfillment of the requirements for the
award of M.B.A (Hons.) degree from M.D University, Rohtak and has been carried
out under my supervision and guidance and that no part of the report has been
submitted for the award of any degree or diploma or any other similar title.
PLACE:-
DATE: - SUPERVISORS SIGNATURE
3
-
7/28/2019 SEEMA PROJECT.doc
4/66
PREFACE
Project work is conducted as an integral part of the management course. It provides
an opportunity to apply the theoretical aspect in practical it givers on excellent
opportunity to a student to apply his ability, capability, intellect, knowledge, brief
reasoning and mantle by giving a solution to the assigned problem, which reflects
his calibres.
One cannot depend upon theoretical knowledge it has to be coupled with practical
for it to be faithful, classroom, lecture must be camel abed with the practical
training in company, has a significance role play in the subject of business
management to develop managerial and administrative skills. It is necessary that
they combine their classroom learning with the knowledge of real business
environment.
4
-
7/28/2019 SEEMA PROJECT.doc
5/66
ACKNOWLEDGEMENT
The research on Awareness among employees for rewards and
recognition policies of the organization has been given to me as part of
the curriculum in 2-Years Masters Degree in Business Administration. I have tried
my best to present this information as clearly as possible using basic terms that, I
hope will be comprehended by the widest spectrum of researchers, Analysts and
students for further studies.
I have completed this study under the able guidance and supervision of Dr.Dr.
DivyaDivyaMalhanMalhan and I would like to extend my sincere thanks to madam for her
able guidance, regular counselling, keen interest and constant encouragement,
without this the project would not have a successful end. I am highly thankful to her
for her helpful attitude, regular coaching and inspiration.
I sincerely thank to all the faculty members and the staff associated for their support
given to me time to time. Also, I would like to thank all my friends and family
members for their support given to me time to time. I dont have words to express
my thanks, but still my heart is full of gratitude for the favours received by me from
every person.
5
-
7/28/2019 SEEMA PROJECT.doc
6/66
INDEX
1. Introduction
2. Review of literature
3. Introduction of Organization
Company profile
TP code of conduct
Products
Organizational chart
HR division
World of TP
Company mission & vision
THOMSON School of Learning
International business
Quality policy of TP
4 Research Methodology
5. Data analysis & Interpretation
6. Recommendation & Conclusion
7. Appendices
8. Bibliography
6
-
7/28/2019 SEEMA PROJECT.doc
7/66
Chapter 1
INTRODUCTION
7
-
7/28/2019 SEEMA PROJECT.doc
8/66
CONCEPT REVIEW
In a competitive business climate more business owners are looking at improvements in
the organizational quality while reducing the cost in the tight job market. As small
business needs to get more from their employees, their employees are also looking for
more out of them. Employee reward and recognition programs are one of the methods
of motivating the employees by changing their work habits and bring key behaviours
that are beneficial to all business organizations.
Reward and recognition is considered as critical to the success of any organization.
Corporate success and excellent work performance does not happen by accident, it is
achieved by valuing and recognizing the staff that enables the organization to harness
the power of motivation and generate in into achievement.
Employees are the lifeblood of an every organization and they deserve recognition for
all their efforts because each individual can have a profound impact which is
recognised by rewarding to the employees those contributing more than the
organizations expectations, which can be done through effective feedback system.
Basically employees are rewarded and recognised by their organization to make them
feel important, engaged in more organizational goals along with challenging work
activities, and to motivated the potential and talented human resources of the
organization.
Rewards and recognition is a constructive, genuine feedback based on
acknowledging people as sincere, worthy of respect, having needs, and equipped
with their own personal expertise (Brun & Dugas).
8
-
7/28/2019 SEEMA PROJECT.doc
9/66
Objectives of the Study
To study the awareness among employees for rewards and recognition policy
of the organization.
To study the importance of rewards for employees as well as the organization
as a whole.
To study the employee satisfaction level with respect to the present reward and
recognition practices.
To study the present image of rewards practices in the eyes of perspective
employees of the organization.
To take suggestions from the employees of the organization from improving
the practices of the recognition and rewards.
Scope and Significance of the Study
Rewards and recognitions are development and motivational oriented initiated taken by
the organizational for motivating their employees by recognising its talented personnels
for their valuable contribution in terms of productivity and achievements in
contributing to the organizational goals by developing the feeling of belongings and
ownership among the employees.
Through the research process, the researcher tried to evaluate the awareness among
employees for present rewards and recognition policy of the organization and its
importance in the eyes of employees. Through this we have been able to get the
responses from employees at all level. This study is not done only to measure
awareness among employees but also intend to understand the expectations employees
have from the company for recognising their contribution through various types of
innovative rewards as it helps the employees in motivating and being be the part of the
company.
9
-
7/28/2019 SEEMA PROJECT.doc
10/66
This research is being done not only to bring the positive perspective of the Rewards
and Recognition policy, but also to uncover the hidden believes and perceptions people
have in their mind, which sometimes may also help in improving the organization bydisclosing the hidden facts about the same and will also help in motivating.
Chapter-2
REVIEW OF LITERATURE
10
-
7/28/2019 SEEMA PROJECT.doc
11/66
Review of Literature
1. Rewards and Recognition in Employee Motivation Frederick Hansen andMichele Smith, Applied Strategic Technologies, Inc.,Ries B. Hansen, U.S. Patent
Services, Inc.
Compensation & Benefits Review, Volume 34, No. 5, 2002.
Reward and recognition are usually regarded as synonyms. They are, however, quite
distinct and represent a fundamental duality in human motivation. Despite the
overwhelming theoretical and research support for this duality, it continues to be
ignored in the actual practice of designing and implementing employee motivation
initiatives. Consequently, motivation programs are ineffective and may even erode
employees ability to engagewith their work. More important is the adverse impact
on theability to understand and learn about human motivation. Onlywhen recognition
and reward are treated as two distinct phenomenawill the effectiveness of employee
motivation initiatives be improved. This article clarifies the differences between the
two distinct subsystems of human motivation and describes the different strategic role
played by each subsystem. Specific recommendations for the design and
implementation of employee motivation programs, given the recognition-reward
distinction,are discussed.
2. Recognition: A Powerful, but often Overlooked, Leadership Tool to Improve
Employee Performance, Kyle Luthans, University of Nebraska, Kearney
Journal of Leadership & Organizational Studies, Vol. 7, No. 1, 2000
A key dimension for effective leadership involves reinforcing and motivating
others to encourage superior performance. Financial and non-financial rewards can
be utilized for this purpose.This paper explores the background on the nature and
importanceof employee recognition as an effective leadership tool andreports the
results of a survey examining the value of recognition to all levels of employees in
a large, nonprofit institution. These employees indicated they value highly
personalized recognition for a job well done as a critical dimension of their reward
system. These findings provide further evidence that employee recognition should
be given more attention by leaders as they attempt to meet the retention and
productivity challenges facingtoday's organizations.
11
-
7/28/2019 SEEMA PROJECT.doc
12/66
3. The Leaders Use of Informal Rewards and Reward Systems in obtaining
Organizational Goals, Robert B. Nelson, Claremont Graduate School.
Journal of Leadership & Organizational Studies, Vol. 1, No. 1, 1993Management has long underestimated the importance of informal rewards in the
achievement of organizational goals. At a timewhen formal reward and recognition
systems are increasinglyfound to be ineffective, the use of informal rewards could
providejust the right combination of relevance, immediacy, and individual value to
warrant a fresh look at how to make them work. Considering that a reported 33
percent of managers would rather work in another organization where they could
receive better recognition,the time is ripe for focused attention on this matter.
4. Impact of Reward and Recognition on Job Satisfaction and Motivation: An
Empirical Study from Pakistan
International Journal of Business and Management, Volume 5. No.2,
Feb 2010
Human resources are the most important among all the resources an organization
owns. To retain efficient and experienced workforce in an organization is very crucial
in overall performance of an organization. Motivated employees can help make an
organization competitively more value added and profitable. The present study is an
attempt to find out the major factors that motivate employees and it tells what is the
relationship among reward, recognition and motivation while working within an
organization. The data were collected from employees of diverse type of
organizations to gain wide representation of sectoral composition. In all, 250 self
administered questionnaires were distributed among the employees of different
sectors and they returned 220 completed useable questionnaires for response rate of
88%. The participation in survey was voluntary and confidentiality of responses was
ensured. The statistical analysis showed that different dimensions of work motivation
and satisfaction are significantly correlated and reward and recognition have great
impact on motivation of the employees. Implications of the study for managers and
policy makers in the context of human resource practices have been discussed.
Limitations and guidelines for future research are also provided.
12
-
7/28/2019 SEEMA PROJECT.doc
13/66
1. Incremental effects of reward on experienced performance pressure: positive
outcomes for intrinsic interest and creativity, Robert Eisenberger & Justin
Aselage, Department of Psychology, University of Delaware, Newark, Delaware,2008
Two field studies and a laboratory study examined the influence of reward for high
performance on experienced performance pressure, intrinsic interest and creativity.
Study 1 found that employees' expected reward for high performance was positively
related to performance pressure which, in turn, was positively associated with the
employees' interest in their jobs. Study 2 replicated this finding and showed that
intrinsic interest, produced by performance pressure, was positively related to
supervisors' ratings of creative performance. Study 3 found that college students'
receipt of reward for high performance increased their experienced performance
pressure which, in turn, was positively related to intrinsic interest and creativity.
7. Strategic Guidelines to Managing Cash and Non-Cash Employee Motivation
Programs
Gilbert A. Churchill Jr. and Orville C. Walker Jr., Journalof Business Research,
2005
The findings of a survey administered to attendees of four major industry
conferences was analyzed to assess the effectiveness of cash and non-cash
incentive, reward and recognition programs in a Forum report entitled Strategic
Guidelines to Managing Cash and Non-Cash Employee Motivation Programs.
Respondents of the survey--conducted at the National Association of Employee
Recognition (NAER) Spring 2005 Conference, The Motivation Show (Fall 2005),
The Integrated Marketing Summit (Fall 2005) and the Fall 2005 Promo Expo
represent a cross-section of individuals who select and implement reward and
recognition programs. Overall, managers express a preference for non-cash
programs. They view them as more important, more effective and generally
superior for achieving the majority of the specific organizational objectives listed
in the questionnaire although non-cash incentives were reported as being the most
commonly used approach. The leading specific non-cash incentives are, in order,employee recognition, gift certificates, merchandise incentives, work life benefits,
13
-
7/28/2019 SEEMA PROJECT.doc
14/66
special events and individual travel. The research project also sheds light on the
types or forms of motivational programs best suited to achieve varied
organizational objectives and provides strategic guidance for organizations that are
both providing and using reward/recognition programs.
2. Team Rewards: How Far Have We Come, Lucy Newton McClurg, W.T.
Beebe Institute of Personal and Employment Relations, Georgia State
University
Human Resource Management, Wiley Periodicals, Volume 40, Issue-1, 2001
Although many organizations find teams to be important to their success, few have
implemented reward systems that encourage team effort. This study examines the
practices of 35 firms using team-based reward programs and identifies some
features of these programs that improve their effectiveness. The results indicate
that the most valued programs were those associated with (1) high levels of
communication to employees about the specifics of the plan, (2) strong worker
involvement in the plan's design and implementation, and (3) team members'
perceptions that the pay system was fair. HR managers considered more complex
plans more beneficial than simple plans.
8. Rewards and Organizational Performance in Japan and the United States: A
Comparison, Richard S. Allen, Sesquicentennial Endowed Chair in Business
and Technology Professor of Management Dalton State College
Compensation & Benefits Review, Vol. 36, No. 1, 2004
The effectiveness of reward practices in a variety of national cultures is not often
studied. Based on an earlier study of reward practices and performance in the
United States, thisarticle extends that research to compare U.S. reward practices
effectiveness with the effectiveness of practices in Japanese organizations. The
findings suggest that although some reward practices may be universally effective
regardless of nationalculture, others appear to be effective based on a fit with the
prevailing national cultural norms. It is important for managers and human resource
professionals to carefully consider national cultural values when designing a
rewards system to fit theirorganizations. Some reward practices may be universally
effectiveregardless of culture; others may be culturally sensitive.
14
-
7/28/2019 SEEMA PROJECT.doc
15/66
9. Encouraging Knowledge Sharing: The Role of Organizational Reward Systems,
Kathryn M. Bartol,University of Maryland, College Park
Journal of Leadership & Organizational Studies, Vol. 9, No. 1, 2002This article examines the role of monetary rewards in encouraging knowledge
sharing in organizations through four mechanisms ofknowledge sharing. We argue
that the system of contributing knowledge to databases is the most amenable to
rewards contingent on knowledge sharing behaviors because of opportunities for
the reward allocator to measure the knowledge sharing behaviors. In the case of
formal interactions within or across teams and work units, while rewards could be
made partly contingent on knowledge sharing behaviors as in merit pay, rewards
based on collective performance are also likely to be effective in creating a feeling
of cooperation, ownership, and commitment among employees. In addition, we
propose that team-based rewards and companywide incentives (profit sharing, gain
sharing, and employee stock options) would be particularly instrumental in
enhancing knowledgesharing within teams and across work units, respectively. In
the case of knowledge sharing through informal interactions, the key enabling
factor is trust between the individual andthe organization. In this case, the role of
rewards is indirect, that is, procedural and distributive fairness of organizational
rewards are important factors in the development of trust. We also consider
knowledge sharing in communities of practice and theorize that intrinsic rewards
and factors that build expertise and provide recognition are the most appropriate
means of fosteringfeeling of competence.
15
-
7/28/2019 SEEMA PROJECT.doc
16/66
Chapter - 3
INTRODUCTION OF ORGANIZATION
16
-
7/28/2019 SEEMA PROJECT.doc
17/66
SCOMPANY PROFILE
Thomson Press has been in operation for over 40 years and is part of the India
Today Group a major multimedia company having interests in printing,
publishing, internet, television and radio.
The Largest Commercial Printer in South Asia
Offers both Printing and Typesetting services
Having five Printing Units, two Repro Units and two
Typesetting Units
Sales Offices in major Indian and International cities
Has won numerous Prestigious Awards
Thomson Press is a member of two prestigious worldbodies GATF and PIRA.
A Brief History of TP
Thomson press was registered in 1964 with the partnership of the Thomson group
of Canada. It commenced its commercial operation in 1967. Dr. ZAKIR HUSSEIN
inaugurated the parent plant located at FBD in 9th March 1967,, now TP has been
in business for past 40 years and is a part of a diversified group which has interest
in printing, publishing, music, art, TV, education, and yellow pages. TP has given
employment to more than 1700 people.
Thomson press is the largest printing house in South Asia with seven production
facilities and turnkey services. Ever since its establishment, TP has worked to
exemplary high standard of printing technology with the use of latest state of the art
technology and an excellent pool of talented, trained, and highly skilled work force
led by Dynamic managers and management staff. The management of Thomson
press has thereafter keep pace with the latest, sophisticated printing technology used
by developed countries like U.S.A, U.K, JAPAN, CANADA, FRANCE, ETC.
17
http://www.thomsonpress.com/services/printing.asphttp://www.thomsonpress.com/services/services.asphttp://www.gain.net/http://www.piranet.com/http://www.thomsonpress.com/services/services.asphttp://www.gain.net/http://www.piranet.com/http://www.thomsonpress.com/services/printing.asp -
7/28/2019 SEEMA PROJECT.doc
18/66
Transfer of Technology
The company has considerable capacities to fuel their operations. This includes twoRepro units and five printing centers. The most recent of these Printing Units was
established in the port city of Mumbai to cater for the companys exports. Around
15 years ago, Thomson Press decided to venture out into the international market,
Mukharti explains.
Thomson Press now operate plants in the North, South and West of India,
occupying 16,500 square meters of manufacturing floor space and around 1,400
workers. However, not content to let things remain as they are, the company is
currently embarking on a modernization spree. Thomson Press has been among the
pioneers in the field of equipment, if you understand the way the Indian economy
was structured in the past capital goods attracted a very high level of import duty,
as high as 220 percent, which made it hard for printers in India, Mr. Mukharti tells
us.
TP Code of Conduct
A code has been developed to assist all the employees in their dealing with whom
the company does business i.e. customers, dealers, suppliers and with each other.
The code is not substitute for the judgment and discretion of individual employee in
day-to-day work. The code contains advice for making decisions in situations where
there are no precedents, so that a common set of norms of business behaviour can
grow throughout the company.
Following are the important points:
Integrity
Trust
Image
Consumer-orientation.
18
-
7/28/2019 SEEMA PROJECT.doc
19/66
PRODUCTS
Thomson Press offers a wide range ofprinting products that meet international
standards and varied requirements of our esteemed customers. Our product range
include thin paper products, multicolour and monochrome books, magazines
and periodicals, brochures, product catalogss and specialized dated product
segment. Our unique one-stop structure and unique product quality has always
given us an edge over others.
Books
Monochrome and multicolour
Coffee Table and Art Books
Children Books
Thin Paper Products
Religious Literature
- Bible
- Bhagavad Gita
Dictionaries
Directories
Dated Products
Diaries /Journals / Agenda
Calendars
Magazines And Periodicals
Annual Reports
Commercial And Publicity Materials
Brochures and Catalogues
Pamphlets and Posters
19
http://www.thomsonpress.com/products/trade-reference-books.asp#monochrome-multicolorhttp://www.thomsonpress.com/products/trade-reference-books.asp#coffee-table-art-bookshttp://www.thomsonpress.com/products/trade-reference-books.asp#children-bookshttp://www.thomsonpress.com/products/thin-paper-products.asp#religious-literaturehttp://www.thomsonpress.com/products/thin-paper-products.asp#religious-literaturehttp://www.thomsonpress.com/products/thin-paper-products.asp#dictionarieshttp://www.thomsonpress.com/products/thin-paper-products.asp#directorieshttp://www.thomsonpress.com/products/dated-products.asphttp://www.thomsonpress.com/products/dated-products.asp#calendarshttp://www.thomsonpress.com/products/magazines-periodicals.asphttp://www.thomsonpress.com/products/annual-reports.asphttp://www.thomsonpress.com/products/commercial-publicity-materials.asp#brochures-catalogshttp://www.thomsonpress.com/products/commercial-publicity-materials.asp#pamphlets-postershttp://www.thomsonpress.com/products/trade-reference-books.asp#monochrome-multicolorhttp://www.thomsonpress.com/products/trade-reference-books.asp#coffee-table-art-bookshttp://www.thomsonpress.com/products/trade-reference-books.asp#children-bookshttp://www.thomsonpress.com/products/thin-paper-products.asp#religious-literaturehttp://www.thomsonpress.com/products/thin-paper-products.asp#religious-literaturehttp://www.thomsonpress.com/products/thin-paper-products.asp#dictionarieshttp://www.thomsonpress.com/products/thin-paper-products.asp#directorieshttp://www.thomsonpress.com/products/dated-products.asphttp://www.thomsonpress.com/products/dated-products.asp#calendarshttp://www.thomsonpress.com/products/magazines-periodicals.asphttp://www.thomsonpress.com/products/annual-reports.asphttp://www.thomsonpress.com/products/commercial-publicity-materials.asp#brochures-catalogshttp://www.thomsonpress.com/products/commercial-publicity-materials.asp#pamphlets-posters -
7/28/2019 SEEMA PROJECT.doc
20/66
Organizational Chart
As against the traditional hierarchical system of the management which causes
unnecessary delays in decision making. TP has structured of a flat organization with
familiar atmosphere.
TP is functional organization. The company is divided into different divisions. A
Divisional Manager (DVM) heads each division. Divisions are further divided into
departments, which are headed by Department Manager (DPM), who reports to
their respective Divisional Managers.
The organization has been classified into different divisions and departments in
order to make the management of the organization more efficient and streamlined.
It leads to effective control over various systems and processes in the organization.
The organization has been classified into 13 divisions which are as follows:
Corporate planning
Human Resource Division
Finance division
I.T division
Engineering Directorate
Production Engineering division
Supply Chain
Production division
Marketing Strategy & Development
Spares Division
Service Division
Sales
20
-
7/28/2019 SEEMA PROJECT.doc
21/66
Human Resource Division
1. HRS (Human Resource Secretariat)
2. HRD (Human Resource Development)
a. Recruitment and Selection
b. Training and Development
3. Plant-HR
a. Employee Relation
b. Admin / Canteen/ Dispensary
4. Safety and Welfare
5. Protocol
6. Vigilance
HR Vision
Lead and Facilitate continuous change towards organizational excellence; create a
learning & vibrant organisation with high sense of pride amongst its members.
HR Mission
Lead and Facilitate change towards creating a Positive Environment for
employees where people understand & believe that they have to contribute to the
fullest in making MSIL an Excellent company which can then facilitate for the
employees opportunities for career development & growth and a feeling of pride to
be a part of MSIL.
HR Functions
Organization Planning, Compensation & Recruitments.
Appraisals & Promotions.
Job Rotations, Education and Training.
21
-
7/28/2019 SEEMA PROJECT.doc
22/66
Maintaining employee Relations.
Control of total Manpower Cost.
Enhancement of Moral, Culture, Hygiene and benefit of welfare activities.
World of TP:
KAIZEN
Its a Japanese word which means Improvement
We emphasize on Change = Simplification of systems and processes- in
everything that
one does, he should strive for continuous improvement.
5S
5S stands for 5 initials of the following Japanese words:
SEIRI - Organization of resources
SEITON - Orderliness
SEISO - Cleaning
SEIKETSU - Cleanliness
SHITSUKE Discipline
4M
Man
Machine
Material
Method
Oasis Portal
Oasis, the employee portal has been developed for easy access across the extended
organization. The scope of the portal is to provide effective information delivery, and
streamline application services with in the organization .Oasis has been designed to
22
-
7/28/2019 SEEMA PROJECT.doc
23/66
address the challenge of collaboration so that one can connect to the right person, at
the right time to gain the access to the right resources. The act of sharing knowledge,
embodied in OASIS must help all employees to do a better job, whatever their
function.Portal can be reached at http://oasis/
ERP
A new generation network systems, Enterprise Resource Planning or ERP, has been
added to the IT infrastructure at TP. This online processing system has brought all
business processes within a single network, there by creating greater synergy
among them .Another significant aspect of ERP is that it has enabled enhancedinteraction between employees within the company they can service themselves
online for many needs. The ERP system has a wide application .It integrates all
departmental functions to a common IT network. For this system TP collaborated
with ORACLE India Pvt.Ltd.
Companys Vision
Our vision for the future is to be:
Companys Mission
To recognize the customer's right to Quality, Services, Timely
Delivery and CostTo ensure maximum satisfaction to the clients
To continue to maintain ethical practices, legal, social,
personal conscience framework
To encourage individual growth to fullest potential
To maintain high degree of efficiency and attain international
standards
Quality through people and technology
23
http://oasis/http://oasis/ -
7/28/2019 SEEMA PROJECT.doc
24/66
Companys Core values
The five Values identified are as follows:
Customer obsession
Fast, flexible and first mover
Innovation and creativity
Networking and partnership
Openness and learning
Ethos of TP
Employees are TP greatest strength and asset. It is this underlying philosophy that
has moulded its workforce into a team with common goals and objective. The
employee-management relationship is therefore characterized by:
Participative management
Team work & Kaizan
Communication & information sharing
Open office culture for easy accessibility.
THOMSON School of Learning
The 'training school' was started in 1995 with an aim to produce printing
professionals to meet requirements of quality manpower. It provides a one year
course in printing technology where both theoretical inputs and practical
training is imparted by professionals from the industry as per the syllabi
prepared by the Thomson Press School governing body.
Students are given a monthly stipend and are absorbed in various units on
successful completion of the course.
INTERNATIONAL BUSINESS
24
-
7/28/2019 SEEMA PROJECT.doc
25/66
Thomson Press has been in international business for over two decades and in a
focused manner for last 15 years. In line with becoming global player, Thomson has
made substantial investments. Essential facilities and equipment in the plant will
make it a cost efficient solution provider, that will match the best in the world and
will be acknowledged by customers abroad.
Mumbai which is 50 kms or 31miles from Sea port and 25 kms or 16 miles from
Airport, offers the advantage of shorter time for imported material as well as export
of finished cargo
QUALITY POLICY OF THOMSON PRESS (INDIA) LTD
We pledge to achieve Customer satisfaction by continual improvement in our
processes and excellence in quality. We wish to achieve this by:
Deploying specific, measurable and time-bound objectives in all processes in
various functions
Motivating our workforce for excellent standards in our work procedures throughKaizen
Committing Suppliers to continually work on improvement in quality standards
Working as a well-knit team to ensure that our quality objectives are met
Regular in-house training programs for technological improvement
Visit of technicians to Print Fairs - DRUPA, IPEX, IGAS and in technical
seminars of IFRA
25
-
7/28/2019 SEEMA PROJECT.doc
26/66
REWARD SYSTEM
26
-
7/28/2019 SEEMA PROJECT.doc
27/66
Reward System
A reward system consists of financial rewards (fixed and variable pay) and employee
benefits, which together comprise total remuneration. The system also incorporates
non-financial rewards (recognition, praise, achievement, responsibility and personal
growth) and, in many cases, performance management processes. The combination
of financial rewards, employee benefits and non-financial compensation comprises
the total reward system.
COMPONENTS OF REWARD SYSTEM
The main components of the system are:
Processes for measuring the value of jobs, the contribution of individuals in those
jobs and the range and level of employee benefits to be provided; these processes
consist of job evaluation, market rate analyses and performance management.
Practices for motivating people by the use of financial and non-financial rewards.
The financial rewards consist of base and variable pay and employee benefits and
allowances, and non financial rewards are provided generally through effective
management and leadership, the work itself, and the opportunities given to
employees to develop their skills and careers.
Structures for relating pay and benefits levels to the value of positions in the
organization and for providing scope for rewarding people accordingly to theirperformance, competence, skill and or experience.
27
-
7/28/2019 SEEMA PROJECT.doc
28/66
Schemes for providing financial rewards and incentives to people according to
individual, group and organizational performance.
Procedures for maintaining the system and for ensuring that it operates
efficiently and flexibly and provides value for money.
Total Rewards
The concept of total rewards has been defined by Worldatwork (2000) as all the
employers available tools that may be used to attract, retain, motivate and satisfy
employees. This is encompasses every single investment that an organization makes
in its people, and everything its employees values in the employment relationship.
The main objective of total reward programmes is to drive desired behaviours atwork place (WorldatWork, 2000). Total rewards programme integrate the various
ways in which people can be rewarded for their contribution, covering both financial
and non-financial rewards.
Components of Total Rewards
Total Reward Strategy
28
-
7/28/2019 SEEMA PROJECT.doc
29/66
The total reward strategy of the organization helps in identifies how an organization
performs and reaches at its intend to position itself in the competitive employee
market to achieve the fundamentals of people management: recruitment, retention,
development, motivation. So, the reward strategy of the organization should be
formed by understanding organizational goals, strategy, practices to deliver a sustain
changes in the total reward policy.
Therefore the total reward strategy should be designed by analyzing and determining
what motivates to people more and what types of capabilities and competencies need
to be remember by the organization and also by analyzing the perception employees
having for their current practices of rewards and need to bridges the gap if any.
Reward System
As mentioned above the purpose of reward management is to deliver a system which
helps in attract, retain, and motivate the employee in order to achieve the organizational
objectives. Therefore, in order to compete successfully in the competitive world, the
organization and its employee has to continuously perform at higher level of output.
Therefore, rewards should be managed in the way that will influence the performance
29
-
7/28/2019 SEEMA PROJECT.doc
30/66
of the employees because rewards are those privileged that are derived from working
environment, which is valued by an individual and cover areas of opportunity for
personal growth, quality of work life, job satisfaction, challenge, personal and
professional opportunities, sense of belonging, freedom to act, visionary leadership etc.
Thus the reward system of an organization should be linked closely to its business
strategy. The greater the fitment, the better will be the performance of the organization.
But it is important recognize that designing reward system involving huge cost.
Therefore, it is important to design the rewards system by focus on how high these
costs should be and how they will very as a function of organizations ability to pay.
REWARD SYSTEM
30
-
7/28/2019 SEEMA PROJECT.doc
31/66
HR Strategy
Reward Strategy
Financial rewards
processes
RewardsRRRewards
Non-financial reward
processes
Performance
management processes
Employeebenefits
Variable
payRecognition, Responsibility,
Achievement, Development, Growth
Pay
surveys
Total remuneration
Reward system
management
Improved individual/
Team performance
Improved Organizational
Effectiveness
Base
pay
Job
evaluati
on
Pay
structure
Business Strategy
31
-
7/28/2019 SEEMA PROJECT.doc
32/66
Aims of Rewards and Recognition
Aims for providing the rewards and recognition are categories in two:
a. From the organizations point of view
help to attract, retain and motivate high quality people.
play a significant part in the communication of the organizations values,
performance, standards and expectations.
encourage behaviour that will contribute to the achievement of the
organizational objectives.
underpin organizational change programmes concerned with culture,
process and structure.
support the realisation of the key values of the organization in such areas
as quality, customer care, teamwork, innovation, flexibility and speed of
response.
provide value for money: no reward initiative should be undertaken unless
it has been established that it will add value, and no reward practice
should be retained if it doesnt result in added value.
b.From employees point of view
Treat them as stakeholders who have the right to be involved in the development
of the reward policies that affect them.
Meet their expectations that they will be treated equitably, fairly, and
consistently.
Be transparent-they should know what be reward policies of the
organization are and how they are affected by them.
Types of Rewards
a. Intrinsic versus Extrinsic rewards
Intrinsic rewardsare the satisfactions one gets from the job itself. These satisfactions
are self-initiated rewards, such as having pride in ones work, having a feeling of
accomplishment, or part of a team etc. Techniques like job enrichment, shorter work-
32
-
7/28/2019 SEEMA PROJECT.doc
33/66
weeks, flex-time and job rotation helps in providing intrinsic rewards by providing
interesting and challenging jobs and allowing the employee greater freedom.
Extrinsic rewards include money, promotions, and fringe benefits etc. Such kinds ofrewards are external to the job and come from and an outside sources, mainly
management.
It is believed by the researcher that both intrinsic and extrinsic rewards equally act as
effective motivators.
b. Financial versus Non-financial rewards
Financial rewards includes wages, bonuses, profit sharing, or indirectly through
supportive benefits such as pension plans, paid vacations, paid sick leaves and purchase
discounts. These kinds of rewards may or may not enhance the employees financial
wellbeing but essentially helps in motivating the employees.
Nonfinancialrewards cover a smorgasbord of desirable things that are potentially at
the disposal of the organization. These kinds of rewards dont increase the employees
financial position but used as just to attract the employees by providing better life at off
the job.
For example, if some employees value having their lunch between one and two oclock
in the afternoon and if the lunch is normally from eleven in the morning until noon, the
benefit of being able to take their lunch at another, more preferred, and that time can be
viewed as a reward. Having a chance to work with the congenial colleagues, and
achieving a desired work assignment or an assignment where the worker can operate
without close supervision, are all non financial rewards that are within the discretion of
management and when carefully used, can provide stimulus for improved performance.
c. Performance-Based versus Membership-Based Rewards
Performance based rewards are those rewards which are given to the employee on the
basis of their performance at goal. It can be evaluated on the basis of commissions,
piece pay plans, incentive systems, group bonuses or other forms of merit pay plans.
33
-
7/28/2019 SEEMA PROJECT.doc
34/66
This kind of reward is given to those employees who performed well or more than the
output expected from him.
Membership-based rewards include increase in cost of living, profit sharing, increase
in benefits and salary attributable to the labour market conditions, seniority or time inrank, credential etc.
For instance, company paid membership in a country club or use of company-owned
automobiles and aircraft by executives may be given for membership or performance.
If they are available for all middle and upper-level executives, then they are
membership based rewards and if they are made available selectively to certain
managers based on their performance then they are called performance based rewards.
Criteria on which Rewards can be distributed
3. Performance-as we know performance is concerned with results. To reward the
people in the organization on the basis their performance this should be directly
related to the job productivity.
4. Effort- organizations rarely make their rewarding of effort that explicit is a major
determinant of reward distribution. Jobs those are require more efforts should be
encouraged more rather than the job that require less efforts.
5. Seniority- distribution of rewards on the basis of length of time on the job. It is
very easy to determine the duration of service as compare to other methods.
6. Skills held- people those posses highest skills or talents should be rewards
essentially. As those skills that are short in supply on a national basis are usually
also short in supply at local community. Therefore, to acquire individuals with
those skills should be rewarded more.
7. Job difficulty- the complexity of the job can be a criterion by which rewards are
distributed. Foe example- those jobs that are highly repetitive and can be learned
quickly may be viewed as less deserving in rewards than those that are more
complex and sophisticated. Jobs that are difficult to perform and require odd
34
-
7/28/2019 SEEMA PROJECT.doc
35/66
working hours are unpleasant working conditions should be rewarded to attract
more employees.
RECOGNITION SYSTEM
35
-
7/28/2019 SEEMA PROJECT.doc
36/66
Forms of Rewards and Recognition
a. No cost/ Low cost
Personal thank you, thank you notes or emails good deed awards
Post on recognition board, bulletin board, newsletters, web site
Hall of Fame pictures of your employees
Submit article to Intranet for agency viewing
Recognition lunch
Informal party coffee/Danish or cookies/drinks or ice cream
Gift certificate to restaurant
Movie Tickets
Certificate or plaque
Mugs, pens, tee shirts, etc. with team or agency logo
Inexpensive gift related to employees hobby
Flowers
Certificate for CDs or Books
b. Medium/ High Cost
Savings bonds
Gift Certificates
Trophy
Clocks
Cash bonuses
Time off
Jewellery
Enrolment in seminar or additional training
36
-
7/28/2019 SEEMA PROJECT.doc
37/66
Catered lunch
Annual Picnic
An excursion for the department night out for dinner, bowling, sports
event, etc.
Four forms of Employee Recognition
Employee recognition can take various forms depending on the perspective from which
we approach the work process. Four main forms of recognition can be identified with
respect to the key dimensions of work: existential recognition, recognition of work
practices,recognition of dedication to work, andrecognition of results.
1. Existential recognition-it focuses on employees as distinct beings with their own
identities and expertise (Jacob, 2001). This form of recognition is found in everyday
interaction and is expressed by co-workers and superiors as well, for no other reason
than because individuals are human and all are unique in this world. Due to this
recognition individuals are free to speak and perhaps influence organizational
decisions.
2. Recognition of work practices
Recognition of work practices looks at how an employee performs a task. It takes into
account a worker's behaviours, skills, and professional qualifications. Among other
aspects, it focuses on creativity, innovation, and the continued improvement of work
methods. In short, this form of recognition underscores the way an employee performs
work duties on a daily basis.
37
http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc601http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc601http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc601http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc600http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc600http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc599http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc599http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc598http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc598http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc601http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc600http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc600http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc599http://www.cgsst.com/eng/definition/a-profile-of-employee-recognition.asp#doc598 -
7/28/2019 SEEMA PROJECT.doc
38/66
3. Recognition of dedication to work
Recognition of dedication to work concerns the quality and quantity of efforts an
employee makes to contribute to the work process. It highlights the contribution ofemployees, the risks they take to complete company projects, and the energy they
expend, independent of results. In short, it recognizes the employee's contribution to the
company's ongoing operation.
4. Recognition of results bears directly on the end product. It is a judgment and a mark
of gratitude based on the efficiency, usefulness, and quality of work performed by an
employee or a group of employees. It should be noted that this form of recognition
depends on results, and that it is only expressed once a task has been completed.
Recognition of results concerns the achievement of organizational objectives as well as
the effectiveness of the end product. Here, the employee has achieved his objectives
and his co-workers are congratulating him.
These four main forms of recognition are complementary and interdependent. All four
should be used on a daily basis in order to meet employee needs for recognition as
organization members and appreciation as workers able to participate in the work
process, dedicate effort and energy, complete tasks effectively and efficiently, and
generate results that reflect their professional know-how. No single form of employee
recognition should be used alone or favoured over another. The expression of employee
recognition should reflect the people it targets, i.e., dynamic, diverse, and sincere.
Key Elements of Effective Rewards and Recognition Program
A. Link behaviors that are to be recognized and awarded to the organizational
Mission- In order for a rewards and recognition program to survive and be cost
effective, it should contribute to the accomplishment of the organizational mission.
Organizations spend time and money to implement a rewards and recognition program
so that it will make a difference in how well the organization performs against its
missionits very reason for existence. Otherwise, if the behaviors rewarded are not
linked to the organizational mission, behaviors that are not valuable to the organization
could be reinforced, and lead to ineffective programs.
38
-
7/28/2019 SEEMA PROJECT.doc
39/66
A successful program that emphasizes the organizational mission should produce a
positive effect on the work unit or agency. So, when managers see a direct contribution
to the "bottom-line", it is more likely to sustain their interest in the effective use ofrewards and recognition throughout the organization.
To design and develop an effective program, it is important to remember the wants,
desires, needs and values of the entire employee population are not identical. Steer
clear of developing and designing a program that assumes that every employee wants
the same rewards for a job well done, even though there are significant differences in
their jobs, work locations, and work environment.
B. Train all levels of management-Some managers are a natural when it comes to the
elements of recognition and rewards. Others need to acquire skills related to
recognizing employees contributions and giving effective feedback and positive
reinforcement. Thus, all managers and supervisors should be trained on:
Providing employees an understanding on how they can impact the organization's
goals and drive the business to success.
Discussing the approach for managing and rewarding both individual and team
performance
Learning ways to motivate and inspire others.
Learning how to communicate needs, expectations, and goals clearly.
C. Communicate the program's existence- Deciding how to communicate the
program is largely depends upon the culture of the organization and the various types of
media readily available--training, staff meetings, policy and procedures, intranet, email,newsletter, fliers, on an on-going basis, for managers as well as to supervisors to
reconsider the options available to them to recognize various types of employee
achievement. Feedback is the only mechanism which helps in evaluating the
effectiveness of the program and need to change or to improve, if any.
39
-
7/28/2019 SEEMA PROJECT.doc
40/66
EFFECT OF REWARD & RECOGNITIONSYSTEM
40
-
7/28/2019 SEEMA PROJECT.doc
41/66
Effects of Rewards and Recognition:
A. At several levels
Properly conveyed and rewarded employees have many positive effects on staff,
business, and customers. Recognition improves general employee wellbeing as well as
organizational dynamics. It gives work a human face and puts the spotlight back on
people and their unique and genuine contribution.
B. On Employees
Carrier of identity- Recognition is closely tied to the concept of identity. Identity is
built initially in the private sphere and continues to develop in the public sphere,
particularly in the workplace. Work therefore becomes "a crystallizing medium for
identity." Through their work, individuals can define themselves as human beings
and confirm their earlier development. In the public sphere, identity is built through
others' perception of us, and especially the self-perception they mirror back to us.
Employee recognition can promote identity development by putting individuals in a
positive light and acting as a catalyst for personal growth.
Source of meaning in work-Employee rewards and recognition also helps make
work meaningful, giving it a renewed sense of dignity and the ability to be a
41
http://www.cgsst.com/eng/effects/effects-on-employees.asphttp://www.cgsst.com/eng/effects/effects-on-customers.asphttp://www.cgsst.com/eng/effects/effects-on-customers.asphttp://www.cgsst.com/eng/effects/effects-on-employees.asphttp://www.cgsst.com/eng/effects/effects-on-customers.asphttp://www.cgsst.com/eng/effects/effects-on-customers.asp -
7/28/2019 SEEMA PROJECT.doc
42/66
source of pleasure and satisfaction. More than the completion of tasks for
financial reward, work becomes a source of meaning.
Self esteem booster-Recognition and rewards help in reinforce employees' sense ofpersonal skill and self-esteem. Daily expressions of gratitude and an appreciation of
know-how lead employees to see themselves in a positive light and understand their
value within the organization.
Increased motivation and satisfaction- Bourcier & Palobart (1997) highlight the
importance of employee recognition as a source of motivation and satisfaction.
When employees believe they have a well-defined place within the organizationand their contribution is fully appreciated, they are more apt to dedicate themselves
to their work and feel motivated to do their best. Motivation drives action, in some
sense, and determines work behaviours. Recognition also fosters a feeling of
competency and gives employees a certain sense of satisfaction. By contributing to
employee satisfaction and motivation, recognition has a positive impact on
company productivity and performance (Applebaum & Kamal, 2000).
Mental health-Work can directly affect employee mental health. Mental health at
work refers to workers' sense of psychological, physical, and emotional wellbeing
or illbeing at work. According to a study conducted by the Chair in Occupational
Health and Safety Management at Universite Laval, the level of psychological
distress of hospital, university, forest, and metallurgy industry workers is 43%-more
than double the rate for all Quebecers (20%) (Brun et al., 2002). Among the factors
cited as causes of this distress, lack of employee recognition comes in second, right
behind overwork. In short, the lack of employee recognition may be considered as a
leading risk factor for high psychological distress at work.
C. On Organization
Improved quality of work life-For the organization, daily recognition generally
improves the quality of work life. The work environment is more cordial, and a
cooperative atmosphere emerges.
42
-
7/28/2019 SEEMA PROJECT.doc
43/66
Employee motivation and retention-Employee recognition boosts employees'
sense of effectiveness and desire to be a part of the organization, since their
contribution and efforts are appreciated and acknowledged. Employees feel they
have a place within the organization and perceive their contribution as unique andvaluable. This encourages them to become involved in the work process and
dedicate themselves to company projects, leading to a certain degree of employee
motivation and retention.
Higher productivity and performance-Productivity and performance are both
influenced by employee recognition. Employees put more into their work and feel
involved in the work process. This boosts company production and, consequently,
performance. Learning-Employee recognition promotes learning (Lippit, 1997) and is a
foundation for learning organizations (Griego et al., 2000).
D. On Customer
Positive image-Employee recognition gives a positive image of the organization
and encourages customers to place their trust in it. Employee job satisfaction andwellbeing shine through and give customers the impression that the organization is
vibrant and cares for its employees.
Courteous service that reflects the organization's philosophy-Employee
recognition ensures that employees will provide customer service that reflects the
organization's values and philosophy. In this way, the effects of recognition can
trickle down to customers.
43
-
7/28/2019 SEEMA PROJECT.doc
44/66
REWARDS AND RECOGNITION AT THOMSON
PRESS
44
-
7/28/2019 SEEMA PROJECT.doc
45/66
REWARDS AND RECOGNITION AT THOMSON PRESS (I) LTD.
At THOMSON PRESS (I) LTD. , as it have pre- dominantly task focus work culture, it
puts the emphasis on providing efficient and effective rewards policies and practices for
recognizing its efficient and potential work force.
The company believes in recognizing its efficient human resource by its performance
management system which helps the company easily in differentiate between low
performers and high or efficient performers of the organization. The company also
believes in modifying their rewards and recognition policies and practices according to
the needs identified by the personnels as well as by the top officials. Changes in the
policies are also made with the help of exit interview feedback.
The main objective of the TP rewards and recognition policy is to recognize its good
performers by creating sense of ownership and belongings and motivate its employees
by positive re-enforcement.
The policy of the company is available at two different levels, i.e at technicians and at
assistant supervisors and above. According to TP policy of rewards and recognition, all
the permanent employees are eligible for it. Employees name for rewards isrecommended by the superior of the individual and later it is approved by MD and
DVM (HR) at quarterly communication meeting, discussion forums like HRIDC,
feedback from exit interview and also from the guidance and direction from top
management.
Technicians of the TP are rewarded by assessing on the contribution of the individual
on the parameters of productivity, quality, safety, kaizen, cost on the rating scale from
1-5. 1 is used for poor performance and 5 are used for outstanding performance. Along
45
-
7/28/2019 SEEMA PROJECT.doc
46/66
with it technicians are also assessed on the basis achievement. It is given on the basis of
extra efforts and time period made by the individual to accomplish/ contribute.
Assistant supervisor and above level employees of the organization rewarded on thebasis achievement. It includes the extra efforts and time period for accomplishing/
contribution made.
At both cases name of the employees are nominated by immediate supervisor,
recommended by the DPM and reviewed and approved by the DVM HR and Divisional
head.
TP provide three kinds of awards to its employees:
No Cost
Low cost
Medium Cost.
No Cost
Thank you cards
Congratulation Cards
Birthday Cards
Low Cost
Birthday coupon worth Rs.500
This award is given for every 25 employees in the department in order to celebrate
Birthdays together. In case a Technician and a Supervisor category both have Birthdays
in the same month, an additional bonus coupon is given.
Medium Cost Criteria: (Quarterly)
8% of the divisional population is rewarded every quarter. They can be rewarded any of
the three categories of awards:
46
-
7/28/2019 SEEMA PROJECT.doc
47/66
Rs. 1200 Dinner Coupon
Rs.750 gift Coupon
Rs. 640 Movie ticket
Chapter- 4
RESEARCH METHODOLOGY
47
-
7/28/2019 SEEMA PROJECT.doc
48/66
RESEARCH METHODLOGY
The research methodology refers to various steps to taken or adopted by a researcher in
studying a problem with certain specified objective in view.
Here the researcher basically uses the following research procedure to get a conclusive
result against my research. This section presents how the collected data, i.e., the
methodology being followed and used while collecting information about the topic
under study. This includes both the primary and secondary data.
The study will be carried on in a proper planned and systematic manner. This
methodology includes:
Familiarization with the organizational practices and polices of rewarding and
recognizing their employees and awareness among employees for these practices.
Observation and collection of data.
Analysis of data.
Conclusion and suggestion based on analysis.
Study Area: The study was conducted at THOMSON PRESS (I) Ltd., Faridabad,
Haryana.
Research Design:
It is the arrangement of condition for collection and analysis of data in a manner that
aims to combine relevance to the research purpose with economy in procedure.
48
-
7/28/2019 SEEMA PROJECT.doc
49/66
The research design used is Descriptive research design. Descriptive research studies
are those studies which are concerned with describing the characteristics of a particular
individual or of a group.
The study is being based on Awareness among employees for rewards and recognition
practices of the organization. The researchers adopted primary research and resorted
to a combination of opened and close ended questions via a questionnaire, a copy of
which is provided in the annexure for your perusal. In the absence of any secondary
data, based on the answer from the questionnaire, the have studied the behaviour of
employees and have drawn conclusions.
The researcher have calculated the approximate value representing the findings in each
class and classified them into various groups representing each section.
Sampling Design:
(a) Profile of the Respondents: The study was conducted on the employees of the
organization from various departments and from all levels because according to
rewards and recognitions policies and practices of the organization all the employees
of the organization are eligible. Thus, they are the ones who would be in the rightposition to participate in the study and provide a clear picture of their awareness.
(b) Sampling Technique: Convenience Non Random Sampling used for the purpose of
the study, hence those employees who were most conveniently available will be
selected as part of the sample.
Population: All the employees of the organization.
Sample Size: A total of 50 respondents were taken for this study which were
include 4 people from HR Department, 9 from Sheetfed Department, 9 from Web
Printing Department, 9 from Hardcase Department,6 from Ink Lab,4 from Quality
Assurance, 4 from Tool Room, 2 from Training Cell & 3 from Plate & Chemical
Department of the organization.
(c) Sources of Data:
49
-
7/28/2019 SEEMA PROJECT.doc
50/66
Data is collected from the respondents with the help of questionnaire have
been used to analyse the employees awareness for companys rewards and
recognition practices.
(d) Tool for Data Collection: The researcher used self-designed questionnaire was used to
collect primary data for the purpose of the study.
(e) Fieldwork or Data Collection Plan: The data was collected by the researcher herself
by administering the self-designed questionnaire from the employees who were a part
of the sample selected for the study.
Safeguards for carrying out the research:
The respondents would be informed about the purpose of the study before
making them participate in the research.
The researcher would be taking informed consent from all the research
participants before administering the tools for data collection.
The content of the interview would be framed by keeping the cultural sensitivity
of the respondents in mind.
The researcher would ensure that the information provided by the respondents
would be used only for research purposes and efforts would be made to
maintain the confidentiality of the information being shared.
It would be ensured that the research does not lead to any significant harm or
loss to the organizations employees and resources.
The researcher would ensure that the project is completed within the stipulated
time.
The researcher would ensure that no such questions are asked from the
respondents, which pose a threat to their career, dignity and honour.
50
-
7/28/2019 SEEMA PROJECT.doc
51/66
Chapter- 5
DATA ANALYSIS AND INTERPRETATION
51
-
7/28/2019 SEEMA PROJECT.doc
52/66
DATA ANALYSIS AND INTERPRETATION
(Here the researcher analysed the data on bases of responses given by the employees of
THOMSON PRESS India Limited on rewards and recognition policy of the
organization).
Analysis of age of respondents
Age (in Years) No. Respondent No. of Respondent (%)
Below 25 9 19.56%
26-30 3 6.52%
31-35 3 6.52%
36-40 5 10.8%
40 and above 26 56.52%
Total 46 100
52
-
7/28/2019 SEEMA PROJECT.doc
53/66
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
No. of Respondent (%)
Below 2526-30
31-35
36-40
40 and above
Interpretation:
The chart above shows that majority of the respondents of the study are belongs to one
age group i.e. 40 and above whereas only 6% respondents are from the age group
between 26 to 30 years & 31 to 35.
Analysis of Departments of respondents of research
Departments
No. Respondents No. of Respondents (%)
HR 4 8.69
Hard Case 9 19.56
Sheetfed 8 17.39
Plate & Chemical 2 4.34
Web Printing 9 19.56
Quality Assurance 4 8.69
Tool room 4 8.69
Ink Lab 4 8.69Training Cell 2 4.34
Total 46 100
53
-
7/28/2019 SEEMA PROJECT.doc
54/66
0
2
4
6
8
10
12
14
16
18
20
HR
Hard Case
Sheetfed
Plate & Chemical
Web Printing
Quality Assurance
Tool room
Ink Lab
Training Cell
Interpretation:
The diagram represent that majority of the respondents are from Hardcase & Web
Printing Department Whereas only 4.34% response are from Training cell &Plate &
Chemical Department
Analysis Questionnaire and Reponses from Respondents
1. Awareness about rewards and recognition policies and practices:
Response options No. Respondents No. of Respondents (%)
Strongly disagree 1 2.17
Disagree 3 6.52
Neither agree nor disagree 0 0
Agree 10 21.73
Strongly agree 32 69.56
Total 46 100
54
-
7/28/2019 SEEMA PROJECT.doc
55/66
0
10
20
30
40
50
60
70Stronglydisagree
Disagree
Neither agreenor disagree
Agree
Strongly agree
Interpretation:
The study shows that large numbers of employees are aware to great extentabout the
rewards and recognition policy of the organization whereas 21.73% employees are
aware to some extentand only 2.17% employees are not at allaware of the policy.
2.Properly communication of reward and recognition system to all employees:
Response options No. Respondents No. of Respondents (%)
Strongly disagree 4 8.69
Disagree 6 13.04
Neither disagree nor
agree 0 0
Agree 8 17.39
Strongly agree 28 60.86
Total 46 100
55
-
7/28/2019 SEEMA PROJECT.doc
56/66
0
10
20
30
40
50
60
70Strongly disagree
Disagree
Neither disagreenor agree
Agree
Strongly agree
Interpretation:
The study shows that majority of the employees says to great extent rewards and
recognition policy of organization is communicated in proper manner to the employees
whereas 17.39% responded to some extentand only 8.69% respondent said not at all
communicatedproperly.
3. Awareness of the criteria of rewards and recognition:
Response options No. Respondents No. of Respondents (%)
Strongly disagree 2 4.34
Disagree 4 8.69
Neither disagree nor
agree 5 10.86
Agree 9 19.56
Strongly agree 26 56.52
46 100
56
-
7/28/2019 SEEMA PROJECT.doc
57/66
0
10
20
30
40
50
60Strongly disagree
Disagree
Neither disagreenor agree
Agree
Strongly agree
Interpretation:
It shows that only 56.52% respondents are aware of the criteria of the rewards and
recognition of the organization where as 4.32% respondents replied not aware of
criteria.
4. Current rewards and recognition practices really helps in:
Response options No. Respondents No. of Respondents (%)
Motivating 32 69.56Retaining 3 6.52
Feeling of belonginess 6 13.04
None of the above 5 10.86
Total 46 100
57
-
7/28/2019 SEEMA PROJECT.doc
58/66
0
10
20
30
40
50
60
70
Motivating
Retaining
Feeling ofbelonginess
None of theabove
Interpretation:
Study shows that 69.56% respondents finds rewards and recognition policy motivates
them whereas 6.52% respondents feels it is to retain them and 13.04% finds it give
feeling of belonginess to them.
58
-
7/28/2019 SEEMA PROJECT.doc
59/66
Chapter 6
RECOMMENDATIONS AND CONCLUSION
RECOMMENDATIONS
As we all know that nothing is perfect in this world and there is always some scope for
improvement thus, the researcher would like to recommend following suggestions.
The practices of rewarding should be circulated to employees on a frequent
basis and at short period of time so that employees feels motivated and work to
achieve rewards. It can be done through either by providing pamphlets,
59
-
7/28/2019 SEEMA PROJECT.doc
60/66
catalogues or by sending e-mails and should be circulated among whole
organisation.
A written appreciation or a certificate of should be given to employees foroutstanding work performance as words works faster than the money.
As employees feels that rewards and recognition policy are not enough
motivating so on organisation front it is required to frame reward structure in
broader way i.e. in terms of Categorisation and Dimensions.
Organisation should come up with Team-Based awards where a team member
can be nominated by a team for his extraordinary performance or contribution.
Small meetings/Team Huddles/Quizzes should take place on frequent basis to
make sure that policies are in the mind of the employees.
LIMITATIONS OF THE PROJECT
Due to workload and to avoid discussions, respondents replied to questions
in a positive aspect of the study.
Employees were reluctant in filling questionnaire as they have perception
things will go same.
Employees from top managerial level were not taken into study.
Time constrain on the part of the researcher for study.
FINDINGS
60
-
7/28/2019 SEEMA PROJECT.doc
61/66
Based on the research conducted, the researcher arrived at the following
conclusions:
Employees are satisfied with the current policy of the organization forrecognising their workforce.
Majority of employees of the organization are aware of rewards and recognition
policy and practices of the organization to some extent. Only HR personnels are
aware of policy to great extent.
Majority of respondents believe that policy are properly communicated
Employees are aware of the criteria of rewards practices and believes that
organization is providing monetary and non-monetary both types of rewards and
recognitions to its employees.
Employees believe that rewards and recognitions are given to them for their
creative and innovative ideas, improved productivity, customer satisfaction and
accomplishment of special projects.
Employees find linkage between the suggestion scheme of the organization and
rewards and recognition policy.
Employees find their rewards policy helps in motivating them.
Employees more like to receive certificate of appreciation as rewards.
CONCLUSION
The aim of the study is to evaluating the awareness of rewards and recognition policy
and practices of Maruti among its employees. Through this study the researcher came
to the conclusion that employees of Maruti Suzuki India Limited are aware of the
rewards and recognition policy of to some extent and they are satisfied with the current
61
-
7/28/2019 SEEMA PROJECT.doc
62/66
policy and practices provided by the organization to its employees for rewards and
recognition. Employees find the policy motivating, as it is aimed at motivating the
employees for achieving organizational goals.
62
-
7/28/2019 SEEMA PROJECT.doc
63/66
CHAPTER-7
APPENDICES
Annexure-1
QUESTIONNAIRE ON REWARD & RECOGNITIONPROGRAM
Age :Level /Designation :No. of years of service in TP. :
As you read statement, put a tick () on the option thatbest represents your opinion:
63
-
7/28/2019 SEEMA PROJECT.doc
64/66
5- Strongly agree 4- Agree 3- Neither agree nor disagree
2- Disagree 1- Strongly disagree
Statements
Stronglyagree Agree
Neitheragreenor
disagree
DisagreeStronglydisagree
I am aware of reward &recognition policy of myorganization.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
I am properly communicated about
these policies by organization.[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
I am aware of criteria of reward &
recognition policy of organization [ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
I share the information aboutthese policies to other employees.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
Reward policy motivates me toachieve organization goals.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
I participate in the creativeactivities of the organization.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
I motivate others to participate inthe creative activities of the
organization.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
My co-workers actively participateat all level to achieve reward &
recognition.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
I recognize for the Idea(s) that gotimplemented.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
I got the reward in the form ofmoney & gifts.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
Statements Stronglyagree
Agree
Neitheragree
nordisagree
DisagreeStronglydisagree
64
-
7/28/2019 SEEMA PROJECT.doc
65/66
These policies provide recognition
to the employee in theorganization.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
These polices develop strong team
spirit in the employees.[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
Reward & Recognition policy of theorganization is fair enough.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
Reward & Recognition Policyreinforce positive workingenvironment.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
Award should be given to a teamnot an individual.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
I am fully satisfied with thesepolicies of the organization.
[ 5 ] [ 4 ] [ 3 ] [ 2 ] [ 1 ]
Bibliography
Armstrong(1995), Employee Rewards(11th edition), Kogan Publishers.
A.S Kohli & T. Deb, Performance Management, Oxford University.
Mamoria C.B.(1988),Personnel Management, Himalaya Publishing House,
Bombay.
65
-
7/28/2019 SEEMA PROJECT.doc
66/66
Decenzo,Human Resource Management.
Duncon & Brown,Handbook of Reward Strategies, Jaico Publishing House.
Induction manual of THOMSON PRESS.
Joan Klubnik, Rewarding and Recognizing Employees (2nd edition),Pearson
Education Pvt. Ltd..