lOMoARcPSD|14064402

Project Supriya - notes

Financial management (Bangalore

University)

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 lOMoARcPSD|14064402

Studocu is not sponsored or endorsed by any college or university

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 A STUDY ON REWARD AND RECOGNITION PROGRAM AND ITS EFFECTIVENESS
AMONG THE EMPLOYEES AT THE ALLSEC THECHNOLOGIES

A PROJECT REPORT
Submitted to the
UNIVERSITY OF MADRAS
In partial fulfillment of the requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
ANAND YOGESH . P
(REGISTER NO: 711400245)
Under the guidance of
Mrs. A. JOSEPHINE REENA, MBA
Asst. Professor

DEPARTMENT OF MANAGEMENT STUDIES

SRM ARTS AND SCIENCE COLLEGE,
KATTANKULATHUR-603203
KANCHEEPURAM DIST
APRIL – 2016

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 DECLARATION

I, ANAND YOGESH .P, hereby declare that the project work entitled “A STUDY ON
REWARD AND RECOGNITION PROGRAM AND ITS EFFECTIVENESS AMONG
THE EMPLOYEES AT
ALLSEC TECHNOLOGIES ” submitted to the University of Madras in Partial fulfillment of
the requirement for the award of the degree of MASTER OF BUSINESS
ADMINISTRATION is a record of original research carried out by me under the guidance of
Mrs. A. JOSEPHINE REENA, Assistant Professor, Department of Management Studies,
S.R.M Arts and Science College.

Place: Chennai Signature of the candidate

Date:21- 04-2016 Anand Yogesh .P

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 ACKNOWLEDGEMENT

I take this opportunity to thank all those who extended their enthusiastic support in

helping me to complete this endeavour.

I have great pleasure in acknowledging my thanks to Dr.K.SUBBURAM, our

Principal for his encouragement and help throughout the course.

I am deeply indebted to Dr.K.VIJAYAN, Head of the Department for his

valuable suggestions for completing this project to a success.

I convey my thanks to Mrs.A.JOSEPHINE REENA, Asst. Professor for

her guidance.

I take this opportunity to convey my heartfelt thanks to all faculty members of

MBA Department, they have never failed to amaze me with great support.

I acknowledge with thanks to ‘ALLSEC TECHNOLOGIES ’ for entrusting me the

opportunity to undertake this project especially Mr. K. JAGADEESH ,SENIOR

MANAGER-HR, for his great moral support throughout.

My hearty thanks to my family and friends and other assistance for successful

completion of the project.

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 CHAPTER
-I
INTRODUC
TION

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 INTRODUCTION.
Reward and Recognition.
“People may forget words; People may forget actions; but people will always
remember Respect, Recognition & Appreciation given to them publicly for their
contributions ”
In a world characterized by increased global competition, and a rapidly
changing business environment, companies and organization are forced to continuously
re-evaluate how they work. Since the first systematic studies of manual labor began
during the last century, the focus has changed from a strict control of employees
increased globalization, and the emergence of Human Resource Management during
the 80‟s. Research shows that employee compensation can account for as much as 70-
80 percent of companies cost, but also show that the value of a company’s human
capital can significantly affect the market value of the company. Studies also show that
managers see non - monetary reward and recognition systems as very effective in
reaching eight out of ten organizational objectives. In order for an organization to meet
its obligations to shareholders, employees and society, its top management must
develop a relationship between the organization and employees that will fulfill the
continually changing needs of both parties. At a minimum the organization expects
employees to perform reliably the tasks assigned to them and at the standards set for
them, and to follow the rules that have been established to govern the workplace.
Management often expects more: that employees take initiative, supervise themselves,
continue to learn new skills, and be responsive to business needs. At a minimum,
employees expect their organization to provide fair pay, safe working conditions, and
fair treatment. Traditionally most reward and recognition programs were vague and
often given in response to a manager’s perception of when an employee performed
exceptionally well. There were usually no set standards by which exceptional
performance could be measured, and it could have meant anything from having a good
attitude, assisting another department, or being consistently punctual. In current
organizational settings this is no longer the case, as organizations understand the great
gains derived by linking rewards and recognition to their business. Accordingly, this
piece of work deals with all the relevant factors of rewards and recognition, as a
motivational tool to attract and keep employees. This encompasses information
regarding basic purpose of the program, methods and techniques used to perform these,
its implementation in various organization and findings & drawbacks.
5

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REWARDS AND RECOGNITION.

“Rewards and recognitions are fine; but they should

be focused on showing people that we truly
appreciate their efforts.”

In a competitive market, more business owners are looking at development in quality

while reducing costs. This system deals with the assessment of job values, the plan and
manage-, performance management; pay for performance, competence or skill, the provision
of employee benefits and pensions. Impo rtantly, reward and recognition system is also
concerned with the development of appropriate managerial cultures, foundation core values
and increasing the motivation and commitment of employees. Reward system processes
cover both financial and non -financial rewards

Employee Reward and Recognition Systems

In a competitive business climate, more business owners are looking at

improvements in quality while reducing costs. Meanwhile, a strong economy has resulted in
a tight job market. So while l businesses need to get more from their employees, their
employee s are looking for more out of them. Employee reward and recognition programs
are one method of motivating employees to change work habits and key behaviors to

benefit a

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PROCEDURES OF REWARD AND RECOGNITION

This section provides step -by -step, a general procedure to assist managers in the
development and assessment of recognition programs that are beneficial and meaningful to
your employees.

TYPES OF REWARD & RECOGNITION

➢ Membership and seniority based rewards
➢ Job status based rewards
➢ Competency based rewards
➢ Performance based rewards.

Types of Recognition

➢ Recognition events such as banquets or breakfasts,

➢ Employee of the month or year recognition,
➢ An annual report or yearbook which features the accomplishments of
➢ employees, and
➢ Department or company recognition boards.
➢ Informal or spontaneous recognition
➢ additional support or empowering the employee
➢ Symbolic recognition
➢ Latter of expressions (thanks.)

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METHODS OF REWARDS& RECOGNITION.

1. Basic Pay :

Pay is an essential factor, which is closely related to job satisfaction and motivation
Althrough motivation. Al though pay may not be a reward as this is a static amount ,
which an employee will be paid every month, it will be considered as a reward if
similar work is paid less.

2. Additional Hour's Rewards:

This is similar to that of overtime. However, it is paid to employees if they

put in an extra hour of work for working at unsocial hours or for working long
hours on top of overtime hours.

3. Commission

Many organizations pay commission to sales staff based on the sales that
they have generated. The commission is based on the number of successful sales
and the total business revenue that they have made. This is a popular method of
incentive.

4. Bonuses

Bonuses will be paid to employees, who meet their targets and

objectives.This is aimed at employees to improve their performance and to
work harder.

5. Performance Related Pay.

This is typically paid to employees, who have met or exceeded their targets
and objectives. This method of reward can be measured at either team or
department level .

6. Profits Related Pay:

Profits related pay is associated with if an organization is incurring a prof it situation.

If the organization is getting more than the expected prof i ts, then employees
receive an additional amount of money that has been defined .

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 INDUSTRY PROFILE

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 INDUSTRY

PROFILE. BUSINESS

PROCESS OUTSOURCING

ABOUT BPO

BPO - stands for Business Process Outsourcing. There is a common misconception that
B.P.O. and call centres, mean one and the same.

A call centre is a remote location in India wherein calls made by customers

abroad are routed India by means of telecommunication equipment’s. This call is
answered by call centre agents who are trained to speak in an accent which the
customer can understand. This accent is commonly referred to as Neutral Accent

Coming to the term Business Process Outsourcing, let us understand the term in
a simple way by breaking it up. There is a business. Each business has got a process. A
process means a specific way or method of doing a job. Those jobs which are routine in
nature, are given to countries outside India, to save money by way of salaries.

OVERVIEW OF VARIOUS CAREER OPPORTUNITIES IN THE BPO INDUSTRY

➢ Voice Process (Inbound and Outbound)

➢ Semi Voice Process or Back Office Support

➢ Medical Transcription

➢ Medical Billing

➢ Data Entry

➢ E-Mail Support

➢ Knowledge Process Outsourcing

➢ Recruitment Process Outsourcing

➢ Education Process Outsourcing

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➢ Legal Process Outsourcing

➢ Technical Writing

➢ Content Writing

➢ Web Designing

ABOUT NASSCOM

NASSCOM stands for National Association of Software and Servicing Companies

➢ It regulates the functioning of the IT and ITES industry

➢ IT means Information Technology which includes software programming and

ERP (Enterprise Resource Planning)

➢ ITES stands for Information Technology Enabled Services, which includes,

BPO, KPO, RPO, EPO and LPO
A call centre is a set up in India, wherein calls which are routine in nature made
by foreign customers are routed to India and answered by agents who are trained to
speak in an accent, which a person from the other country can understand. The
basic reason for outsourcing these routine jobs was to save money on salaries and
infrastructure. There are two basic functions which any call centre performs:

INBOUND
(Taking incoming calls)
Incoming calls means calls made by the customer to the call centre agent which
is customer service. Just to give an example, a person banking with CITI BANK in the
U.S. would call to know the balance in his account or a customer may call up the
customer service to know whether his bank charges have been reversed.

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OUTBOUND
(Making outgoing calls)
Outgoing calls focus on selling a product or service. In this type of calling, the
dialer will automatically dial numbers of customers at random from the database and
the call centre executive will sell a product or service to the customer.

If a bank has come out with new products, the call centre agent can call up the existing
customers of the bank and try to promote the new service. This process is called as
cross selling.

TYPES OF CALL CENTERS

Call Centres can be classified in two major categories:

DOMESTIC AND

INTERNATIONAL

DOMESTIC CALL

CENTERS

Domestic call centres handle sales and customer service only for Indian companies.

DOMESTIC CALL CENTERS IN INDIA

➢ Reliance Mobile

➢ Airtel

➢ Idea

➢ Vodafone

➢ ABN-ABRO Bank

➢ ICICI Bank

INTERNATIONAL CALL CENTERS

International call centres handle sales and customer service for foreign clients.

➢ Both Domestic and International call centres can be classified into two major categories:

➢ CAPTIVE B.P.O AND THIRD PARTY B.P.O

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CAPTIVE BPO

In the case of a Captive BPO, the parent company will set up a dedicated
call centre for servicing its own clients. The objective of setting up a captive B.P.O
is to ensure that customers get excellent and quality service within the least
possible time.
EXAMPLES OF CAPTIVE B.P.O IN INDIA

➢ H.S.B.C (Hong Kong and Shanghai Banking Corporation)

➢ CITIBANK

➢ PRUDENTIAL (Leading player in the insurance segment in U.K.)

THIRD PARTY BPO

Under this, you have one B.P.O. or one company handling many accounts or
processes. To take an example, one B.P.O. say HCL, could handle 6 processes, of
which 3 processes could be from U.K., 2 processes from U.S. and one process from
Australia. These processes can again be either inbound or outbound or a combination
of both.

Al third party BPO’s are rated each year by NASSCOM on the basis of set parameters.

EXAMPLES OF THIRD PARTY B.P.O

➢ WNS Global Services

➢ Genpact

➢ Allsec Technologies

➢ Accenture

➢ HCL B.P.O. (HCL Chennai)

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HIERARCHY IN A CALL CENTER

VERTICAL GROWTH

1. SERVICE DELIVERY MANAGER ( Responsible for all the processes )

2. OPERATIONS MANAGER ( Fully responsible for one process )

3. TEAM LEADER ( Responsible for his team performance which normally consists
of 15 call centre agents and 2 team coaches )

4. SENIOR CALL CNTR EXECUTIVE \ TEAM COACH ( Takes calls and also
helps new recruits in handling calls )

5. CALL CENTER EXECUTIVE ( Makes or receives calls )

ADVANTAGES OF THE BPO INDUSTRY

➢ Provides employment opportunities to large number of people

➢ Good salary levels ensure better standard of living

➢ Employees hone their skills to be an excellent oral communicator and a powerful listener

➢ Ongoing training programs help employees to add on to their skill set and thereby
become better professionals

➢ All the BPO in the top rung, sponsor employees for professional programs. This
not only helps employees to acquire a professional qualification, but also opens up
new career options within the B.P.O. industry

➢ Call center provide employees with a world class working environment, coupled
with fantastic perks and incentives which motivate employees to give their best

➢ The call center industry gives the employee, a chance to work across multiple
functions. For example, an employee who performs well as an agent gets a chance
to grow horizontally or vertically

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 Employees have to make internal adjustments since they have to work in teams.
Moreover in the B.P.O industry the whole team has to work hand in glove with each
other. Any misunderstanding will severely affect the whole team and they also stand
the danger of losing their job. Over a period of time, all employees become excellent
team players.

PRESENT SCENARIO OF THE BPO INDUSTRY

There is no doubt that the outsourcing business has come to stay in India. The
advantage that India provides the foreign clients is the availability of a good English
speaking population, who are well educated and ambitious, coupled with the savings
that foreign clients make with respect to salaries and infrastructure.

Another unmatched advantage is the average age of the work force in India,
which is just 30 years, as compared with any other country in the world, where the
average age varies between 45 and Since the B.P.O industry requires a very
young crowd this huge advantage cannot be matched by any country in the
world.

Earlier only routine jobs were outsourced to India. This scenario has totally
changed. Apart from routine jobs, high end jobs are also outsourced, which has paved
the way for functions like KPO, RPO, Technical writing and so on.

Over the last few years there have been a few stray cases of frauds taking place
within the BPO industry. This is not a serious problem as portrayed by the fourth
estate.
Such frauds are very common in countries like US and UK, where BPO employ lakhs
of people. But in India, the kind of hype the media generates, show these happenings
to have damaging consequences on the BPO industry.

To tackle the problem of frauds, NASSCOM has taken the initiative to come up
with a cyber law which punishes any employee who resorts to unethical practices. As
part of the ongoing process, NASSCOM is taking it on priority to make the security
systems as fool proof as possible.Another initiative is the appointment of verification
agencies to ensure that the information given by the candidate in his resume is
authentic.

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BPO INDUSTRY

An All India Ranking System known as NAC (Nasscom Assessment of

Competence) is on the cards for all candidates who want to be a part of this industry,
thereby ensuring quality manpower and reducing the recruitment time of HR personnel
and thereby help them focus on critical issues.

The NAC test is online and tests the candidate on all skills required for a call
centre executive, which is an entry level position. The NAC test will be mandatory for
all BPO aspirants in the near future.

Though countries like China, Vietnam and Philippines are gearing up to get a
chunk of the business, there is absolutely no doubt whatsoever, that India will continue
to be the most preferred destination. Even though the wages in countries like China and
Philippines are low as compared with India, still the availability of a young work force
makes India the preferred choice.

Initially the B.P.O. industry was looked down upon by people from other
industries. But gradually with the passage of time and the emergence of new areas like
K.P.O , R.P.O, E.P.O, Content Writing, Technical Writing and so on, which requires
highly qualified and experienced personnel with professional qualifications and
specialized skill, professionals have started looking at the B.P.O. industry seriously, as
a long term career option.

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COMPANY PROFILE

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 COMPANY PROFILE

Allsec Technologies was incorporated on August 24 1998 as a limited company

under the Companies Act 1956. The Allsec head office and registered office is located
at Chennai, India

The company is engaged in the business of providing IT enabled services. The

services provided by the company include data verification processing of orders
received through telephone calls, telemarketing monitoring quality of calls of other call
centers customer services and HR and payroll processing for domestic companies. The
company has also invested in a wholly–owned subsidiary in USA for the purpose of
carrying out marketing activities for the company.

Allsec Technologies Limited is a BPO with multiple delivery centers in India

and Philippines, supporting a global clientele. It offers voice and non– voice services
with world class back office acumen. The company has domestic service delivery
facilities in over ten locatio ns within India. The total capacity is over 4,000 seats across
all locations. Allsec is a premier provider of client services support, technical support,
quality assurance, sales, collections, customer satisfaction, payroll solutions, web
development services and e–mail & chat support.

Activities of the company:

To design, develop, market and implement computer software packages for

clients in India and abroad and to acquire the necessary equipment’s –– hardware and
software and related know– how locally or from overseas.

To offer and undertake professional services in India and abroad in the areas of
management computer and information technology and communication services,
database services, internet and intranet services including consultancy system study and
analysis recruitment training placements information processing maintenance and ail
other services arising out of technological advancements in these areas.

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 To buy, sell, market, lease or deal in all manner computer hardware, software,
peripherals, communication equipment, computer accessories, training materials,
components, spare parts and other electronic items in India and abroad including
internet and intranet systems satellites and the like and such other products arising out
of technological advancements in these areas.To engage in research and development
activities relating to management, computer and information technology areas.

Services offered:

➢ Banking, financial services, and insurance –– for acquisition, retention, and collection

➢ Collections –– for account payable s & receivables

➢ Technical Support –– for sign–up & troubleshooting services

➢ Student Loan Consolidation

➢ Payroll processing & Claims Management

➢ Quality Assurance – provides quality assurance of voice and email service

across multiple business segments

Milestones Reached:

✓ August 1998 – Incorporation of the company

✓ February–July 2000 – Setting up of 100 seat facility at R A Puram, Chennai.
✓ September 2000 – First round of venture capital funding from IDBI
✓ September 2000 – Incorporation of Allsec Tech Inc, a 100% owned subsidiary in USA
✓ November 2000 – Contracted with first client
✓ January 2001 – Commercial outsourcing operation started at R A Puram facility
✓ February 2001 – Entered into outsourcing contract with CompuCredit
✓ March 2001– On wards started operation for CompuCredit processes
✓ August 2001 – Setting up of TNPL facility
✓ October 2001 on wards – Commencement of processes in TNPL facility
✓ March 2002 – Second round of funding

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 ✓ March–August 2002 – Expansion of R A Puram facility from 100
seats to 150 seats completed and facility was operational
immediately
✓ April 2002 – Setting up of 400 seats at Velachery Chennai.
✓ September 2002 onwards – Commencement of quality assurance
pilot process for a Fortune 100 PC manufacturing company.
✓ January 2003 – Ramp up of quality assurance process
✓ January 2003 – Received ISO 9001:2000 certification
✓ November 2003 – Strategic alliance with Compu Credit
✓ December 2003 – HR payroll processing for a global IT consulting company India
✓ March 2004 – First technical support process started
✓ January 2005 – Revised strategic agreement with CompuCredit.
✓ 2005 – Allsec Technologies acquires Bangalore–based B2K Corporation
✓ 2005-Allsec Technologies acquires Bangalore-based B2K Corporation

An ISO certified company, Allsec mainly does BPO work to international

clientele. It today handles 80% voice and 20% non voice BPO work and it has
customers are located in UK, Australia and USA. The Company has 1700 seats in
Chennai, 200 seats in Tiruchi and 600 seats in Bangalore and employs 3000 people
between the three facilities.

Allsec is a global company with vast expertise in providing business process

solutions across various industry verticals.

Our solutions are testimony to the fact that we are a highly customer-centric,
flexible and transparent service provider. Allsec believes in enhancing our client’s
business experience by taking process responsibility, improving cost efficiencies, and
adding value through continuous process improvements and quality assurances.

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 PRODUCT PROFILE

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 PRODUCT PROFILE

Measureable, Repeatable, Predictable and Error-Free HR & Payroll

The client is one of the world’s top four consulting firms with offices in
Bombay, Bangalore, Hyderabad, Chennai, Nagpur, Pune, Gurgaon, Calcutta and Delhi.
As part of its strategic diversification initiative, the client formed two extended
business segments – a specialized consulting & domain expertise based venture and a
service outfit keen on capturing the ITES & BPO market share.

A Comprehensive Customer Support Solution and Applied Risk Analytics

The client is an Atlanta-based company specializing in the subprime market. The

company provides service to those consumers who are overlooked by standard banks
and credit issuers. Their product range includes credit cards, rent-to-own products and
consumer-durable loans.

Real time Analytics Using Homegrown Quality Tools

The client is a leading PC manufacturer and Business Solutions provider based

in Texas, United States. It is one of the largest technological corporations in the world,
employing more than 103,300 people world wide Allsec performance leading processes
allow us to deliver best- in- industry BPO services across all channels including voice,
email, chat and social media.

Allsec Financial Processing as a Service (FPS) – bringing OPEX flexibility to your financial
processes.

Allsec Financial Processing as a Service (FPS) adapts to your business

processes and not the other way around. We provide comprehensive, end-to-end
financial processing services that allow you to transition smoothly with minimal
disruption to your day-to-day operations.Allsec Anti-Money Laundering as a Service
(AMLS) – for those who need to know.Allsec Anti-Money Laundering as a Service
(AMLS) delivers peace of mind, improved flexibil ity and significant cost savings for

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financial institutions that need to mitigate risk and ensure AML/BSA compliance Break
out of your HR rut.

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 Processing HR tasks is tedious but necessary. Human resources are the
backbone of your organization's growth and business strategy, after all. By offloading
your HR processing to a trusted and experienced partner, you free your staff to focus on
higher- value tasks and initiatives, which ultimately leads to faster business growth.

As businesses continuously drive towards increasing efficiency while reducing

cost, it only makes sense to offload HR processing to a dedicated service partner who
can do the job just as well — or better — but at a greatly reduced cost.

Allsec HRO-as-a-Service – save time, money and sanity by offloading your mundane HR
tasks to us

As one of the largest outsourced payroll service providers today, Allsec

manages some of the most complex pay and tax scenarios, for both global and domestic
organizations from various industries. We are a market leader for payroll management
and HRMS, handling thousands of employees across various industries. Our payroll
solutions, which are custom made to fit specific requirements, have benefited large,
medium and small organizations alike.As an outsourced payroll service provider, with
over 15 years of domain expertise, Allsec delivers: Mortgage Processing Services –
secure, reliable and speedy processing for lenders, banks and brokers.

Our mortgage process outsourcing services offer a unique combination of

people, processes, and technology to assist banks, lenders, mortgage services, and other
institutions in addressing the unique challenges posed by today's complex financial
services marketplace and regulatory environment.

Allsec Customer Life cycle Management Services – helping you maximize

revenue at every step of the customer journey

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 CHAPTER-II

REVIEW OF

LITERATURE

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 REVIEW OF LITERATURE

➢ Albert Bandura (1969):

The implications of social learning theory for employee motivation are

abundant and hence it is imperative to assess the theory in the light of the present
research concern. According to the theory, the importance associated to the concept of
recognition would depend on an individual's past experiences and his or her self belief
about it. Likewise, one's perception would also be influenced by others (top
management and senior) behavior. That is to say the social learning theory plays a
critical role in understanding an individual's perception of recognition and the value
associated with it.

➢ Heikki (2009):

The phenomenon of recognition as introduced in the earlier chapter provides for

Individual political, social and psychological benefits. After food, it is by far the most s
ignificant of human needs and as Heikki (2009) points out, "without recognition
humans in general would not lead a life above merely animal existence." (Heikki 2009,
p.39) Role of recognition in driving human action can be gauged by its placement in the
various theories of motivation; need for recognition has been a part of both the
traditional and contemporary theories of motivation.

➢ David McClelland (1953):

Maslow's need theory and condensed it to three main needs for power,
affiliation and achievement. Here again the need for recognition is manifested in all the
three forms of needs suggested by McClelland. Frederick Herzberg (1959) opined that
human needs were derived either from animal instincts of humans (survival, hunger
etc) or from an individual' s urge to realize potential. He and his associates developed a
framework of two factor theory called motivation and hygiene theory which
categorized factors associated with work as either motivators (driven from intrinsic
needs) or movers (driven from extrinsic needs). Recognition was found in Herzberg's
study as a source of motivation when given in the form of direct feedback.

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Alderfer's ERG theory (1972):

Alderfer's ERG theory (1972) also points out the role of recognition in context
of an individual's need for relatedness. Thus as a basic psychological need of human
beings, recognition invariably finds its place in need based theories of human work
motivation. A comparison of all such theories illustrates the congruence as they relate
to the same set of needs. Figure 2.1. depicts a comparison of content theories; other
than the lower order needs, recognition finds its place at the higher end of the hierarchy.
Through recognition from group members an individual satisfies the need for
acceptance in social life. Through recognition of an individual's efforts, one satisfies the
need for self-esteem and self-actualization.

➢ Gneezy (2003) :

The Gneezy conclude that effect of extrinsic rewards on performance depends

on the size of reward and that counterproductivity happens in case of small incentives
and not large ones. Citing a study by Lazear(2000), (where a 44% rise in productivity
was observed with a change in the payment scheme), Gneezy asserts that economic
theory and psychological and sociological findings for the role of reward depends on
the size of reward. It is concluded that using high payoffs that are contingent on
performance result in higher productivity. A plot with incentives on the horizontal axis
(such that fines are on the negative side and rewards on the positive), and performance
on the vertical axis, resulted in a W-shaped graph.

➢ Morgan (1984)

The reviewed literature in the field of class room learning and intrinsic
motivation and concluded that undermining and enhancing effect of rewards depends
on circumstances and that the effect does not necessarily lead to decrement in
performance. It was suggested that recipient's perspective of reward was important in
determining the effect of reward and that the reward size and type did not matter. The
study disapproves of 'blanket condemnation of concrete rewards' as proposed by the
overjustification theory.

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➢ Eisenberger and Cameron (1996)

It suggested that it is time to move beyond the traditional notion of detrimental

effect of rewards. It is asserted by the authors that the negative effect of rewards is
largely restricted and that positive effects can be attained easily with the use of
behavioral theory techniques.

➢ Elaborating on the nature of rewards, Weick (1978) :

He discussed the role of individual's instrumentality in determining the impact

made by a reward. Taking further the argument of 'no universal reward' author claimed
that an individual's instrumentality keeps changing with situation and as such which
reward would determine what in whom was difficult to answer. "When using
instrumentality notions, we must remember that instrumentality is fluid and malleable
rather than stable and durable. A person's ideas about instrumentality itself can shift
dramatically overtime.

➢ Lawerence Lindhal (1949),

He conducted a series of researches where employees consistently ranked items

such as "full appreciation for work done", "feeling in on things", and "interesting work"
as being more important to them than the traditional incentives such as "good wages",
"job security", or "promotion/growth opportunities". (Cited in Nelson 2001) Lindhal's
study had set off a large number of studies in this area and the results of the study were
replicated by many researchers like Kenneth Kovach (1980), Valerie Wilson, Achievers
International (1988), Bob Nelson, Blanchard Training & Development (1991), Sheryl &
Don Grimme, GHR Training Solutions (1997-2001). The table #2.1 depicts the
findings

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 CHAPTER-III

OBJECTIVE OF THE

STUDY

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 OBJECTIVE OF THE STUDY .

PRIMARY OBJECTIVE :

To study The Reward and Recognition program and its effectiveness among
the employees at Allsec Technologies .

SECONDARY OBJECTIVES :

1. TO assess the overall employee opinion about the current Reward and
Recognition program in the organization .

2. To determine the factors which can motivate the employees to perform to

the fullest extent of the capabilities .

3. To identify the level of satisfaction employees have towards the current

Reward and Recognition program in the organization .

4. To discuss alternative Reward and Recognition program including Non-

monetary Benefits .

5. To suggest various methods which instantly and innovatively Recognize

and Reward Employees for Exemplary individual and team behaviors .

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NEED OF THE STUDY

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 NEED OF THE STUDY

The employee recognition is so important in today’s competitive workplaces.

But here are same significant reasons why three is a need to consider implementing a
recognition routine in the office today to continue to build a great business:

1. To meet the present and emerging challenges of the organization a need

has been felt to optimize the potential of executives ,in line HRM
Mission .

2. Improve Reward and Recognition program & Team Culture in the organization .

3. Increased Performance .-Motivated and driven employees

produce outstanding results.Take pride in their work and in their
job responsibilities

4. Feel appreciated for their

contributions 5.“Go the extra

mile”

6.Heighten level of commitment to the

organizatio n 7.Improve relationships

between coworkers

8.Be more open to constructive feedback on Reward and

Recognition . 9.Strive to meet and/or exceed performance

expectations

10. Support and promote a positive atmosphere in which praise prevails

11. Get more enjoyment out of the

work they do 12.To increase the Job

morale day by day .

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SCOPE OF THE STUDY

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 SCOPE OF THE STUDY .

1. The study Enumerates the importance of the Reward and Recognition and
its Effectiveness in the organization .

2. Recognizing and rewarding good performance in an organization .

3. Building an effective employee recognition strategy.

4. Work content probed the respondents feeling about the type

of work they do. 5.Payment probed respondents satisfaction

with their salary.

6. Promotion probed for the opportunity that the organization offers for promotion.

7. Recognition probed whether the respondent was receiving the recognition

and feedback for the job they perform.

8..Working conditions were probed as the fifth factor and looked at opportunity to mix
with colleagues and inter personal relationships.

9..Benefits looked at whether the benefits such as Reward and Recognition schemes

satisfactory. 10.Personal probed the respondents feeling towards their job.

11..Leadership or supervision probed the level of satisfaction with the manager.

12..General probed if the respondents has considered alternative employment, and

hence their level of satisfaction with the organization.

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LIMITATIONS OF THE STUDY

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 LIMITATION OF THE STUDY.

➢ Time was the most important constraint in carrying out this project.

➢ During the research methodology process/time, it was difficult to collect.

Information because of the busy schedule for their work.

➢ There was scope of biased response. Employees could be biased. regarding

opinions towards certain factors while answering the Questionnaire-re.

➢ The data used for the study relies on what organizations have shared. It is
assumed that companies have provided accurate data for the purpose Of the
study.

➢ Data & inferences are based only on the information collected from the Few
employees that have participated.

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 CHAPTER-IV

RESEARCH

METHODOLOGY

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RESEARCH METHODOLOGY:

Research is the process of systematic and in-depth study or search for any
particular topic, subject or area of investigation, backed by collection, compilation,
presentation and interpretation of relevant details or data.

4.1 RESEARCH PROCESS

In research process, the first and foremost step is defining and selecting a
research problem. A Researcher should at first find the problem. Then he should
formulate it so that it becomes susceptible to research. For a systematic presentation,
the process of research may be classified under three stages-primary stages, secondary
stage, and the tertiary stage.

The primary stage includes

➢ Observation

➢ Interest

➢ Formulating research problems

➢ Documentation

➢ Research designs

The secondary stage includes

➢ Project planning

➢ Data collection

➢ Questionnaire preparation

➢ Analysis of data

➢ Testing of hypothesis

➢ Interpretation

➢ Questionnaire preparation.

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The Tertiary stage includes-

➢ Report writing

➢ Observation, suggestions, and conclusions

➢ Preparation of bibliography.

To extract the most information are given below,

Type of research : Descriptive research.

Research approach : Survey method,

Source of data : Primary and Secondary data.

Sample size : 120.

Mode of data collection : Personal interview method.

Data collection Instrument : Questionnaire.

Sampling design : Simple random sampling.

The research design is arrangements of condition for collection and analysis of data in
the Liner that aim to combine relevance to the research purpose and the
procedure.

TYPE OF

RESEARCH

DESCRIPTIVE

RESEARCH

Descriptive research has been used, it involves survey and fact finding enquiries
if different kinds, the purpose of descriptive research are the descriptive of state of
affairs, as it exists at present.

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PROJECT PLANNING

Project planning is the first step in actually conducting & directing a research
Project. It is one of the most important tasks of a researcher. This includes formulation
of the re8oircher objectives & goals and determining ways of achieving them.

DATA COLLECTION:

Data collection is one of the most important aspects of research. The information
intough research methodology must be accurate and relevant. The data collection
method can be classified into two methods.

PRIMARY DATA

Questionnaire method have been used as a tool for a data collection in this
research.

SECONDARY DATA

Secondary data means data that are already available i.e., they refer to data
which has already been collected and analysed by someone e lse. The secondary data
for the study was collected from book, company websites, magazines and other
sources.

QUESTIONNAIRE PREPARATION

The basic requisite of any research study is the appropriate data which can be
collected with the help of a schedule or questionnaire. With the help of questionnaire it
is easy to determine the involvement level of so many employees in the organization.

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PILOT SURVEY

Before collecting the relevant data to test the hypothesis, it is essential to

ascertain the applicability of the instrument to the population being studies. Hence, a
pilot study was undertaken with an objective to evaluate the tools prepared for the
study and to find whether they are providing the information required.

TYPE OF QUESTIONS

➢ Linker’s scaling question

➢ Rank question
➢ Satisfaction scale
➢ Agreeability scale .

HYPOTHESIS TESTING

H0 – Null hypothesis (there is no significant relationship between the variables).

Ha – Alternative hypothesis (there is significant relationship between the variables) .

After analysing the data, hypothesis testing is done. It will result in either accepting or
rejecting the hypothesis.

4.8 INFERENCE
After telling the hypothesis, the researcher comes out with his conclusion. The
explanation of theory can also be considered as inference.

4.9 PREPATION OF REPORT AND PRESENTATION OF REPORT

Finally, the researcher has to prepare a final report along with conclusion and suggestion.

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SAMPLE SIZE DETERMINATION

N=10, P=0.8, Q=0.2

Therefore sample S.D = √ (pq/n)

= √ (0.8*0.2)/10

= 0.1032

Sample size (n) = Z2

(S.D) 2/e2 Z =

Standard normal

value E=Error limit

The organization preferred limit error to 4% at 115%

confidence limit Z = 1.96

N = Z2*(S.D)2 /e2 = (1.96)2*(0.1032)2/(0.02)2

= 123.2

Therefore Sample size = 120.

STATISTICAL TOOLS USED FOR ANALYSIS ;

The data collected are classified, analyzed and calculated. The statistical tools
are applied for the analysis of the data. The tools used are percentage analysis, chi –
square test, ONE-WAY ANOVA, TWO-WAY ANOVA.

PERCENTAGE ANALYSIS
Percentage is referred as a special kind ratio. Percentage is used in making
comparison between two or more series of data. They are used to describe relationship.
More over percentages can be used to compare the relative terms of the distribution of
two or more series of data.

FORMULA Percentage of respondents= no. of respondents*100/total No. of Respondents.

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CHI – SQUARE TEST

Chi – square test is a non-parametric technique, most commonly used for a

research to test the analysis. The main objective of chi – square is to determine
whether significant difference exist among group of data. The chi – square test
provides a method testing the association between the row and column in a two way
table.

FORMULA

CHI – SQUARE TEST= Σ[(Oi-Ei)^2]/Ei

Oi=

Observed

frequency

Ei= Expected

frequency

Degree of freedom= (r-1) (c-1)

Where r represents the number of rows in two way table and c represent the number of columns.

ANOVA

In statistics, analysis of variance (ANOVA) is a collection of statistical models,

and their associated procedures, in which the observed variance in a particular variable
is portioned 42
into components attributable to different sources of variance. In its simplest form
ANOVA provides a statistical test of whether or not the means of several groups are
always equal, and therefore generalizes t-test to more than two groups. Doing multiple
two-sample t-tests would result in an increased chance of committing a type I error. For
this reason ANOVA as useful in comparing two, three or more means.

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4. ONE WAY ANOVA

In the one way ANOVA, there is just one factor, and the null hypothesis is that
the population means are equal for the respective treatments, or factor levels.
Treatments are randomly assigned to the persons or test units in the experiment, so this
method is also referred to as the components: an overall mean, the effect of a treatment,
and a random error due to sampling.

The variance ratio is

F= between column variance/ within column

variance (Or) = Greater variance / smaller

variance.

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TWO – WAY ANOVA

In two – way ANOVA, there are two factors, each of which operates on two or
more levels. In this design, it is no longer appropriate to refer to the factor levels of
treatments, since each combination of their levels constitutes a separate treatment. The
two – way ANOVA examines the main effects of the level of both factors as well as
interactive effects associated with the combinations of their levels. Accordingly,
significance tests include those for the main effects of each factor and for interactive
effects between the combinations of factor levels. The numer ator degrees of freedom
comes from each effect, and the denominator degrees of freedom is the degree of
freedom for within variance in each case.

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 CHAPTER-V

DATA ANALYSIS &

INTERPRETATION

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 TABLE NO.1

Classification Based On Age .

S.No Age No of Respondents Percentage

1 20-30 34 28

2 31-40 45 38

3 41-50 34 28

4 Above 51 7 6

Total 120 100

INTERPRETATION:

From the above table it is interpreted that.

➢ 38% of respondents belong to the age group of 31-40.

➢ 28% of respondents belong to the age group of 41-50.

➢ 28% of respondents belong to the age group of 20-30

➢ 6% of respondents belong to the age group of 20-30.

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 CHART NO.1

Classification Based On Age .

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 TABLE N0.2

Classification Based On Managerial Level

S.no Managerial Level No of Respondents percentage

1 Entry level 27 23

2 Junior level 11 9

3 Middle level 62 52

4 Senior Management 20 17

Total
120 100

INTERPRETATION:

From the above table it is interpreted that.

➢ 52% of respondents belong to the Middle Level.

➢ 23% of respondents belong to the Entry Level.

➢ 17 % of respondents belong to the Senior Management Level.

➢ 9% of respondents belong to the Junior Level.

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 CHART NO. 2

Classification Based On Managerial Level

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 TABLE NO..3

Classification Based On Departmental Function

S.NO Departmental Function No of Respondents Percentage

1 Finance &Accounting 14 12
2 HR 6 5
3 Marketing &Sales 21 18
4 Operations 17 14
5 others 32 27
6 support 14 12
7 Technical 16 13
Total 120 100

INTERPRETATION:
From the above table it is interpreted that.

➢ 27 % of respondents belong to the others.

➢ 18% of respondents belong to the Marketing sales.

➢ 14 % of respondents belong to the Operations.

➢ 13 % of respondents belong to the Technical.

➢ 12 % of respondents belong to the Finance & Accounting.

➢ 12 % of respondents belong to the support.

➢ 5 % of respondents belong to the HR Department.

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 CHART NO.3

Classification Based On Departmental Function

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 TABLE NO.4

Level of Agreeability on the rewards and recognition system that encourages

employees to contribute.

Level of Agreeability No of Respondents percentage

Strongly Agree 35 29

Agree 79 66

Neutral 6 5

Disagree 0 0

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:
From the above table it is interpreted that.

➢ 66 % of Respondents Agree that the rewards and recognition system

encourages employees to contribute.

➢ 29% of Respondents Strongly Agree that the rewards and recognition system
encourages employees to contribute.

➢ 5% of Respondents Neutral that the rewards and recognition system encourages

employees to contribute.

➢ 0% of Respondents Disagree that the rewards and recognition system encourages

employees to contribute.

➢ 0% of Respondents Strongly Disagree Agree that the rewards and recognition

system encourages employees to contribute.

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 CHART NO.4

Level of Agreeability on the rewards and recognition system encourages

employees to contribute.

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 TABLE NO 5
Level of Agreeability on job satisfaction of Employees in in Allsec Technologies

Level of Agreeability No of Respondents percentage

Strongly Agree 23 19

Agree 94 78

Neutral 2 2

Disagree 1 1

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:
From the above table it is interpreted that.

➢ 78% of Respondents Agree that they are satisfied with their jobs in Allsec Technologies.

➢ 19% of Respondents Strongly agree that they are satisfied with their jobs in
Allsec Technologies.

➢ 2% of Respondents Neutral with their jobs in Allsec Technologies.

➢ 1% of Respondents Disagree with their jobs in Allsec Technologies.

➢ 0% of Respondents Strongly Agree with jobs in Allsec Technologies.

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 CHART NO.5.

Level of Agreeability on job satisfaction of Employees in in Allsec

Technologies

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 TABLE NO 6
Their Level of Agreeability on Employees believes that the reward have a
positive effect on performance

Level of Agreeability No of Respondents percentage

Strongly Agree 50 42

Agree 54 45

Neutral 16 13

Disagree 0 0

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:
From the above table it is interpreted that

45% of Respondents Agree that the reward have a positive effect on their Performance.

42% of Respondents Strongly Agree that the reward have a positive effect on their Performance.

13% of Respondents Neutral that the reward have a positive effect on their Performance.

0% of Respondents Disagree that that the reward have a positive effect on their Performance.

0% of Respondents Strongly Disagree that that the reward have a positive effect on
their Performance.

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 CHART NO.6

Level of Agreeability on Employees believes that the reward have a positive effect on
their performance

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 TABLE NO. 7

Level of Agreeability of the Employees about the need for the improvement on Reward and
Recognition System.

Level of Agreeability No of Respondents percentage

Strongly Agree 50 42

Agree 54 45

Neutral 16 13

Disagree 0 0

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:
From the above table it is interpreted that

➢ 45% of Respondents Agree that their organization Reward and Recognition system needs
improvement.

➢ 42% of Respondents Strongly Agree that their organization Reward and Recognition system
needs improvement.

➢ 13% of Respondents Neutral that their organization Reward and Recognition system needs
improvement.

➢ 0% of Respondents Disagree that their organization Reward and Recognition system needs
improvement.

➢ 0% of Respondents Strongly Disagree that their organization Reward and Recognition system
needs improvement.

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 CHART NO : 7

Level of Agreeability of the Employees about the need for the improvement on
Reward and Recognition System.

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 TABLE NO .8

Level of Agreeability of the employee on being motivated in the organization

Level of Agreeability No of Respondents percentage

Strongly Agree 23 19
Agree 70 58
Neutral 27 23
Disagree 0 0
Strongly Disagree 0 0
Total 120 100

INTERPRETATION:

From the above table it is interpreted that

➢ 58% of Respondents Agree that they receive a feeling of being motivated in

their organization.

➢ 23% of Respondents Neutral that they receive a feeling of being motivated in

their organization.

➢ 19% of Respondents Strongly agree that they receive a feeling of being

motivated in their organization.

➢ 0% of Respondents Disagree Agree that they receive a feeling of being

motivated in their organization.

➢ 0% of Respondents Strongly disagree that they receive a feeling of being

motivated in their organization.

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 CHART NO.8

Level of Agreeability of the employee on being motivated in the organization.

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 TABLE NO .9
Level of Agreeability about the increase in job morale .

Level of Agreeability No of Respondents percentage

Strongly Agree 28 23

Agree 66 55

Neutral 24 20

Disagree 2 2

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:

From the above table it is interpreted that

➢ 55% of Respondents Agree that their job morale is increasing day by day.

➢ 23% of Respondents Strongly agree that their job morale is increasing day by day.

➢ 20% of Respondents Neutral that their job morale is increasing day by day.

➢ 2% of Respondents disagree that their job morale is increasing day by day.

➢ 0% of Respondents Strongly disagree their job morale is increasing day by day.

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 CHART NO.9

Level of Agreeability about the increase in job morale .

Table No : 10

Level of Agreeability of the Employee that they feel positive commitment and
loyalty.

Level of Agreeability No of Respondents percentage

Strongly Agree 23 19

Agree 70 58

Neutral 27 23

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 Disagree 0 0

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:
From the above table it is interpreted that
➢ 58% of Respondents Agree that they feel positive employee commitment and loyalty where
they work

➢ 23% Respondents Neutrally feel positive employee commitment and loyalty wherever they
work.

➢ 19% Respondents strongly feel positive employee commitment and loyalty wherever they
work.

➢ 0% of Respondents Disagree that positive employee commitment and loyalty wherever they
work.

➢ 0% Respondents Strongly Disagree that positive employee commitment and loyalty

wherever they work.

64

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 CHART NO.10
Level of Agreeability of the Employee that they feel positive commitment and loyalty.

65

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 TABLE NO : 11

Level of Agreeability on Employees Retention in Allsec Technologies

Level of Agreeability No of Respondents percentage

Strongly Agree 28 23

Agree 56 47

Neutral 32 27

Disagree 4 3

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:
From the above table it is interpreted that

➢ 47% of Respondents Agree that they like to continue myself as an employee

of Allsec Technologies

➢ 27% of Respondents Neutral that they like to continue myself as an employee

of Allsec Technologies

➢ 23% of Respondents Strongly Agree that they like to continue myself as

an employee of Allsec Technologies

➢ 3% of Respondents Disagree Agree that they like to continue myself as an

employee of Allsec Technologies

➢ 0% of Respondents Strongly disagree that they like to continue myself as an

employee of Allsec Technologies

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 CHART NO. 11

Level of Agreeability on Employees Retention in Allsec Technologies

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 TABLE NO : 12 Overall Employees opinion .

Level of Agreeability

Strongly Agree Agre Neutral Disagree

e

No of No of No of No of
ATTRIBUTES Respondents Respondents % Respondents % Respondents %

are o f what is expected from my work 4 4

59 9 55 6 6 5 0 0
terial s and equipment to do my work 3 6
41 4 73 4 6 15 0 0
52 3 54 51 14 2 0 0
given the opportunity to do
my best

ven days I’ve received recognition and 2 5 1

work 32 69 8 19 6 0 0
.
7
r cares about me as a
person
3 5 1
42 5 66 5 12 0 0 0

encouraged for my
development 2 5 1
32 7 68 7 20 7 0 0

4 3 2
are taken into account at work 50 2 45 8 25 1 0 0
ving enough support from other teams 2 5 2
lity work 26 2 66 5 24 0 4 3

friend at work 2 3 3 1
33 8 36 0 39 3 12 0
onths, I’ve been appreciated for my 1 4 3
21 8 49 1 46 8 3 3
s months, I was given 3 3 2
ample to grow 45 8 43 6 28 3 4 3

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 CHART NO. 12

OVER ALL EMPLOYEE OPINION

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 TABLE NO : 13.
Organization Reward and Recognition system

Level of Agreeability
Strong
ly
Disagre
Strongly Agree Agree Neutral Disagree e
No No
No No
of of
No of of of
% % Res % Res % %
Respond Resp Resp
S. pon pon
ents onde onde
N den den
nts nts
o ts ts
Management
recognizing
employees whose 54 45 62 52 4 3 0 0 0 0
efforts make a
1 difference
Co-workers and
peers recognize
39 33 69 58 12 10 0 0 0 0
employees who are
2 make a difference
The criteria for the
recognition
programs has been 42 35 65 54 13 11 0 0 0 0
clearly explained to
3 me
There is enough
publicity given for 31 26 58 48 25 21 6 5 0 0
4 award winners
I am aware of the
rewards associated 41 34 64 53 14 12 0 0 0 0
5 with the program

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 CHART NO : 13.

Organization Reward and Recognition system

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TABLE NO : 14 ORGANIZATION REWARD AND RECOGNITION SYSTEM.

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 Level of
Agreeability
Satisfied Dissatisfied Di
Highly Satisfied Neutral
No of No of N
No of No of

ATTRIBUTES Respondents % Respondents % Respondents % Respondents % Respo

formal recognition for
ts in making the 42 35 74 62 3 0 0
difference 4
ognized by management for
ts 38 32 73 61 8 0 0
9
ognized by peers and co-
or your 26 22 60 50 34 28 0 0
efforts
recognition for team
hmen 29 24 52 43 39 33 0 0
t
s
spirit of teamwork and
n among the co-workers 29 24 72 60 17 14 2 2
at your work is valued
and d 26 22 56 47 35 29 3 3
nce and freedom to
work content and 31 26 55 46 31 26 3 3
method
nd other financial 19 16 33 28 42 35 26 22

for advanced work

pute ,software ,internet) 18 15 57 48 38 32 6 5
r
to achieve promotion
g work tasks 25 21 50 42 35 29 10 8
24 20 59 49 32 27 5 4
nd guidance of supervisors
superior 22 18 49 41 39 33 10 8
s
ties for career growth and
essional development 2 2 34 28 68 57 15 13
on in decision-making
28 23 33 28 40 33 18 15

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 CHART NO :14
Level of Satisfaction Attributes of Reward and Recognition .

TABLE NO : 15

Motivating Factors of the Employee .

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 Level of gree ability Based
A n on
Motivatio
No
Low Average
No of N
No of No of
S.no
ATTRIBUTES . Respondents % % % Resp
Respondents Respondents
Annual bonus based on the
1 company’s achievement in financial 2 2 0 2
targets 0 2

2 An extra day off as a reward of a well-done 0 0 5 4

project Employee of the Attendance award 6 5
1
3 Lunch with boss & team members in 0 0 0 7
the company’s cafeteria as a reward 0 20
Award ceremonies of 10, 20 and 30 years of 1
4 service an article of you at work, published 0 0 0 0
in the company’s magazine 0 12
A personal "thank you" or Note of
5 appreciation from supervisor, manager, or 0 0 0 6
co- worker 0 7
Verbal praise of appreciation from the 1
6 manager in front of the Colleagues 0 0 0 0 18 5

Challenging new assignments regularly 2

7 1 1 3 3 31 6
2
8 Opportunities for promotion 0 0 0 0 31 6
Relaxation room for lunch breaks at the 3
9 company’s facilities 0 0 9 8 43 6
Possibility for training, seminar and further 1 3
10 education, supported by the company 0 0 14 2 46 8
Free tickets to movies, theaters, and cultural 2 3
11 events and sports events 7 6 33 8 37 1
Day-care center at the company for children 3 3 1
12 under school age 36 0 41 4 20 7

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 CHART NO :15

Motivating Factors of the Employee .

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STATISTICAL ANALYSIS

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 CHI SQUARE

ANALYSIS

TABLE NO : 1

Cross Tabulations Between Age Group of Employees and job-satisfaction in Allsec technologies
.

JOB
SATISFACTIO
N

Strongly Agree Agree Neutral Disagree Strongly Disagree Total

AGE

20-30 11 23 0 0 0 34

31-40 8 34 2 0 0 44

41-50 3 31 0 0 0 34

Above-51 2 6 0 0 0 8

Total 24 94 2 0 0 120

HYPOTHESIS H0 (NULL HYPOTHESIS):

There is no significant relationship between age group of employees and job satisfaction in
allsec technologies .

Ha (ALTERNATE HYPOTHESIS) :

There is significant relationship between age group of employees and job satisfaction in
allsec technologies .

Calculated value= 3.03

At 5 % significance level (4, 5) = 9.49 Tabulated value= 9.49

Since the tabulated value is greater than calculated value, accept Null Hypothesis.

INFERENCE :
It is inferred that there is no significant relationship between age group of employees and
job satisfaction in allsec technologies .

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 TABLE NO : 2

Cross Tabulations Between Managerial Level of Employees and job-

satisfaction in Allsec technologies.

JOB
SATISFACTION

MANGERIAL
LEVEL Strongly Agree Agree Neutral Disagree Strongly Disagree Total

Entry Level 11 16 0 0 0 27

Junior Level 2 9 0 0 0 11

Middle Level 9 50 2 1 0 62

Senior Mgnt 1 19 0 0 0 20

Total 23 94 2 1 0 120

HYPOTHESIS H0 (NULL HYPOTHESIS):

There is no significant relationship between managerial level of employees and job
satisfaction in allsec technologies .

Ha (ALTERNATE HYPOTHESIS) :There is significant relationship between managerial

level of employees and job satisfaction in allsec technologies .

Calculated value= 14.185

At 5 % significance level (4, 5)= 9.49 Tabulated value= 9.49

Since the tabulated value is lesser than calculated value, accept alternate Hypothesis.
INFERENCE :

It is inferred that t significant relationship between between managerial level of

employees and job satisfaction in allsec technologies .

ONE WAY ANOVA

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 TABLE NO. 1

Variance Analysis - Over All Employee opinion in Allsec Technologies

.

Strongly
Strongl Disagr Disagre
S.NO STATEMENT y Agree Neutra ee e
Agree l
1 I am well aware of what is expected from my work 59 55 6 0 0

I have the materials and equipment to do my work

2 41 73 6 0 0
right
3 At work, I’m given the opportunity to do my best 52 54 14 0 0

In the past seven days I’ve received recognition and

4 praise for my work. 32 69 19 0 0

5 My supervisor cares about me as a person 42 66 12 0 0

6 At work, am encouraged for my development 32 68 20 0 0

7 My opinions are taken into account at work 50 45 25 0 0

Are you receiving enough support from other teams

8 to deliver quality work 26 66 24 4 0

9 I have a best friend at work 33 36 39 12 0

10 In the last 1 months, I’ve been appreciated for 21 49 46 3 0

my progress
In the previous months, I was given ample opportunities
11 to grow 45 43 28 4 0

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HYPOTHESIS H0 (NULL HYPOTHESIS):
There is no significant relationship between the attributes of overall Employee opinion in Allsec
Technologies .

Ha (ALTERNATE HYPOTHESIS)

There is significant relationship between the attributes of overall Employee opinion in Allsec
Technologies

80

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Sum square of between samples,
SSB= 38800 Sum square of
within samples, SSW= 7828

source of variation Sum of Square Degree of Freedom Mean Square Variance

Ratio

Between Samples SSB=38800 C-1=8 MSB = 4850

Within Variables SSW=7828 N-C=90 MSW=87 F= 55.75

Calculated variance ratio F= 55.75

The tabulated value of variance ratio is = 2.04
Since the Calculated value is greater than Tabulated value, accept alternate hypothesis.
Therefore, there is significant relationship between the attributes of overall Employee
opinion in Allsec Technologies

INFERENCE :
It is inferred that there is significant relationship between the attributes of overall
Employee opinion in Allsec Technologies.

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 81

TABLE NO - 2

Variance Analysis - organization Reward and Recognition system in Allsec Technologies .

Highl
Dis - Highly
y Satisfi satisfi Dissatisfi
S.NO STATEMENT ed Neutra e d ed
Satisfie l
d
Receiving formal recognition for your
1 efforts in making the 42 74 4 0 0
difference
2 Being recognized by management for 38 73 9 0 0
your efforts
Being recognized by peers and co-workers for
3 your efforts 26 60 34 0 0

4 Receiving recognition for team 29 52 39 0 0

accomplishments
Feeling a spirit of teamwork and cooperation
5 among the co-workers 29 72 17 2 2

6 Feeling that your work is valued and 26 56 35 3 3

appreciated
Independence and freedom to influence work
7 content and method 31 55 31 3 3

8 Bonuses and other financial incentives 19 33 42 26 22

Provision for advanced work

9 tools(computer ,software ,internet 18 57 38 6 5
)
10 Possibility to achieve promotion 25 50 35 10 8

11 Challenging work tasks 24 59 32 5 4

Support and guidance of supervisors and

12 other superiors 22 49 39 10 8

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 Opportunities for career growth and other
13 professional development 2 34 68 15 13

14 Participation in decision-making 28 33 40 18 15

82

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HYPOTHESIS H0 (NULL HYPOTHESIS):

There is no significant relationship between the attributes of organization Reward and

Recognition system in Allsec Technologies
Ha (ALTERNATE HYPOTHESIS)

There is significant relationship between the attributes of organization Reward and

Recognition system in Allsec Technologies

Sum square of between samples, SSB= 0.464646

Sum square of within samples, SSW= 46628.22

source of variation Sum of Square Degree of Freedom Mean Square Variance o

Rati

Between Samples SSB=0.464646 C-1=10 MSB =

0.046465

Within Variables SSW=46628.22 N-C=88 MSW=529.8662 F= 8.77

Calculated variance ratio F= 8.77

The tabulated value of variance ratio is = 1.94
Since the Calculated value is greater than Tabulated value, accept alternate hypothesis.
Therefore, there is significant relationship between the attributes of organization Reward
and Recognition system in Allsec Technologies
INFERENCE :

It is inferred that there is significant relationship between the attributes of organization

Reward and Recognition system in Allsec Technologies .

83

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 CHAPT
ER-VI
FINDIN
GS

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 FINDINGS.
Age :
➢ 38% of respondents belong to the age group of 31-40.

➢ 28% of respondents belong to the age group of 41-50.

➢ 28% of respondents belong to the age group of 20-30

➢ 6% of respondents belong to the age group of 20-30.

Managerial Level:
➢ 52% of respondents belong to the Middle Level.

➢ 23% of respondents belong to the Entry Level.

➢ 17 % of respondents belong to the Senior Management Level.

➢ 9% of respondents belong to the Junior Level.

Departmental Functions:
➢ 27 % of respondents belong to the others.

➢ 18% of respondents belong to the Marketing sales.

➢ 14 % of respondents belong to the Operations.

➢ 13 % of respondents belong to the Technical.

➢ 12 % of respondents belong to the Finance & Accounting.

➢ 12 % of respondents belong to the support.

➢ 5 % of respondents belong to the HR

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The rewards and recognition system that encourages employees to contribute

➢ 66 % of Respondents Agree that the rewards and recognition system

encourages employees to contribute.

➢ 29% of Respondents Strongly Agree that the rewards and recognition system
encourages employees to contribute.

➢ 5% of Respondents Neutral that the rewards and recognition system encourages

employees to contribute.

The job satisfaction of Employees in in Allsec Technologies.

➢ 78% of Respondents Agree that they satisfied with their jobs in Allsec Technologies.

➢ 19% of Respondents Strongly agree that they satisfied with their jobs in Allsec Technologies.

➢ 2% of Respondents Neutral with their jobs in Allsec Technologies.

➢ 1% of Respondents Disagree with their jobs in Allsec Technologies.

Employees believes that the reward have a positive effect on performance

➢ 45% of Respondents Agree that the reward have a positive effect on their Performance.
➢ 42% of Respondents Strongly Agree that the reward have a
positive effect on their Performance.
➢ 13% of Respondents Neutral that the reward have a positive effect on their Performance.

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 The Employees about the need for the improvement on Reward
and Recognition System.

➢ 45% of Respondents Agree that their organization Reward and Recognition

system needs improvement.

➢ 42% of Respondents Strongly Agree that their organization Reward

and Recognition system needs improvement.

➢ 13% of Respondents Neutral that their organization Reward and Recognition

system needs improvement.

The employee on being motivated in the organization

➢ 58% of Respondents Agree that they receive a feeling of being motivated in

their organization.

➢ 23% of Respondents Neutral that they receive a feeling of being motivated in

their organization.

➢ 19% of Respondents Strongly agree that they receive a feeling of being

motivated in their organization.

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The increase in job morale

➢ 55% of Respondents Agree that their job morale increasing is day by day.

➢ 23% of Respondents Strongly agree that their job morale increasing is day by day.

➢ 20% of Respondents Neutral that their job morale increasing day by day.

➢ 2% of Respondents disagree that their job morale increasing day by day.

Employee that they feel positive commitment and loyalty.

➢ 58% of Respondents Agree that they feel positive employee commitment and
loyalty wherever they work.

➢ 23% Respondents Neutrally feel positive employee commitment and loyalty

wherever they work.

➢ 19% Respondents strongly feel positive employee commitment and loyalty

wherever they work.

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Employees Retention in Allsec Technologies.

➢ 47% of Respondents Agree that they like to continue myself as an employee

of Allsec Technologies

➢ 27% of Respondents Neutral that they like to continue myself as an employee

of Allsec Technologies

➢ 23% of Respondents Strongly Agree that they like to continue myself as an

employee of Allsec Technologies

➢ 3% of Respondents Disagree Agree that they like to continue myself as an

employee of Allsec Technologies

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 STATISTICAL FINDINGS

CHI-SQUARE ANALYSIS :

➢ There is no significant relationship between age group of employees and job

satisfaction in allsec technologies .

➢ There is significant relationship between between managerial level of employees

and job satisfaction in allsec technologies .

ONE WAY ANOVA

➢ There is significant relationship between overall Employee

opinion in .Allsec Technologies .

➢ There is significant relationship between .between organization Reward

and Recognition system in Allsec Technologies .

➢ There is significant relationship between .organization satisfaction Reward

and Recognition in Allsec Technologies .

➢ There is No significant relationship between .Motivation Effect in Allsec Technologies.

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TWO WAY ANOVA :

➢ There is no significant relationship between formal recognition in

Allsec Technologies .and

➢ There is no significant relationship between job satisfaction in

Allsec Technologies .

➢ There is no significant relationship between Recognizing

Employees in Allsec Technologies and

➢ There is no significant relationship between job morale

increasing day by day.

➢ There is significant relationship between possibility of achieving

promotion in Allsec technologies and

➢ There is no significant relationship between continue myself as

Employee in Allsec technologies

➢ There is no significant relationship between Sprit of team work

in Allsec technologies and

➢ There is no significant relationship between Job satisfaction in

Allsec Technologies .

➢ There is a significant relationship between Encouraged for my work and

➢ There is no significant relationship between positive Employee

commitment and Loyalty where I work.

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 CHAPTE

R-VII

SUGGEST

IONS

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 Suggestions

1. The employee should pay attention to his Employee using common

courtesy practicing simply courtesy is a power full relationship
-building tool .

2. Employer should listen to what to their co-workers ,peer and staff

members this gives Employee the feel of being Recognized and
valued .

3. Its found that the Employees prefer improvements in the current

design of Reward and Recognition program .The management should
develop a successful employee recognition program which should
include the following steps :

STEP - 1 : Establish an employee Recognition committee.

STEP -2 : frame the Recognition program

objective . STEP- 3 : Design the Reward

selection Criteria .

STEP -4 : Design the award Eligibility criteria ,award

frequency and award selections

STEP -5: Design the selection process .

STEP -6: Finalize and monitor award program .

4. The management can create and post an “Employee Honor Roll in

the Reception area which wont incur more cost but will recognize and
motivates an Employee for sure .

5. The Employees who actively service the community need to

identified and Recognized .

6. Management should start an Employees Recognition program for

attendance punctuality team work,they also should provide gift
certification to employees who reach certain point goals .

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7. The managers should practice a positive non-verbal behaviors that
should demonstrate appreciation such Smiles or a hand shake ..

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8. The managers should Acknowledge the individual achievement by
using Employee name in the status Report .which will increase the
Morale and Satisfaction of the Employee .

CHAPTER 8

CONCLUSIO

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 Conclusion .

Rewards and recognition are equally important when trying to promote

performance and morale among employees. The above methods can be used to
motivate employees.Since all the methods may not be applicable to the same
organization, the organizations should make sure that they choose the best rewards that
suit the organization .The most effective ways to motivate employees to achieve the
desired goals of the organization include creating an environment with strong,
respectful and supportive relationships between t he organization‟s
managers/supervisors and employees and a focus on genuine expressions of
appreciation for spec ific employee achievements, service milestones and a day -to- day
acknowledgment of performance excellence . In a nutshell, a positive employee reward
and recognition strategy can be summed up by the following: nothing is better than a
sincere “thank you for a job wel done.”

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 ANNEXUR

E -I

BIBLIOGR

APHY

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 Bibliography.

REFERENCE BOOK :

➢ Human resource management –Ashwathapa

➢ Human resource management – C.B.Gupta
➢ Research methodology – Kothari

WEBSITES
➢ www.Slideshare.com
➢ www.Surveymonkey.com
➢ www.Citehr.com
➢ www.Scribd.com

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 ANNEXURE -II .

QUESTIONNAIRE
Reward and Recognition
Part-A: Employee
Profile :

1. Name
2. Departmental Function: ( ) HR ( ) Technical ( ) Support ( )
Operations ( ) Finance & Accounts ( ) Marketing & Sales( )
Other
3. Average age group of the employees:  20-30  31-40  41-50  above 51.
4. To which managerial level do you belong?
 Entry level  Junior level  Middle level  Senior Management level

SA-Strongly Agree, A-Agree, N - Neutral, DA-Disagree, SDA-Strongly Disagree

Part-B: Overall Employee Opinion
5. Rate your level of Agreability with the following statement :

S.
Statements SA A N DA S A
No
D
1 I am well aware of what is expected from my work

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 I have the materials and equipment to do my
2
work right
3 At work, I’m given the opportunity to do my best
In the past seven days I’ve received recognition
4
and praise for my work.
5 My supervisor cares about me as a person
6 At work, am encouraged for my development
7 My opinions are taken into account at work
Are you receiving enough support from other
8
teams to deliver quality work
9 I have a best friend at work
In the last 1 months, I’ve been appreciated
10
for my progress
In the previous months, I was given
11
ample opportunities to grow

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Part-C: Organisation’s Reward and Recognition System

6. When you think about organisation's employee recognition program, to

what extent do you agree or disagree with the following statements?

S.
Statements SA A N DA SDA
No
Management recognizing employees whose
1
efforts make a difference
Co-workers and peers recognize employees
2
who are make a difference
The criteria for the recognition programs has
3
been clearly explained to me
There is enough publicity given for
4
award winners
I am aware of the rewards associated
5
with the program

HS - Highly Satisfied, S-Satisfied, N – Neutral, DS- Dissatisfied, HDS- Highly Dissatisfied

7. Rate your level of satisfaction for the following attributes of Reward and Recognition.
S.
Statement HS S N DS HDS
No
Receiving formal recognition for your efforts
1
in making the difference
Being recognized by management for your
2
efforts
Being recognized by peers and co-workers
3
for your efforts
Receiving recognition for team
4
accomplishments
Feeling a spirit of teamwork and
5
cooperation among the co-workers
6 Feeling that your work is valued and appreciated

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 Independence and freedom to influence work
7
content and method
8 Bonuses and other financial incentives
Provision for advanced work tools(computer
9
,software ,internet)
10 Possibility to achieve promotion
11 Challenging work tasks
Support and guidance of supervisors and other
12
superiors
Opportunities for career growth and other
13
professional development
14 Participation in decision-making

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 8. Please rate the following incentives on a scale 1-5 and cross the corresponding box,
considering how motivating these are for you.

(1 = no motivational effect, 2 = low motivational effect, 3 = average motivational effect, 4 =

good motivational effect, 5 = high motivational effect)

S. No Statements 1 2 3 4 5
Annual bonus based on the company’s
1
achievement in financial targets
An extra day off as a reward of a well-
2
done project Employee of the Attendance
award
Award ceremonies of 10, 20 and 30 years of
3 service an article of you at work, published in
the company’s magazine
Lunch with boss & team members in
4
the company’s cafeteria as a reward
A personal "thank you" or Note of
5
appreciation from supervisor, manager, or co-
worker
Verbal praise of appreciation from the manager
6
in front of the Colleagues

7 Challenging new assignments regularly

8 Opportunities for promotion

Relaxation room for lunch breaks at the company’s

9
facilities
Possibility for training, seminar and further
10
education, supported by the company
Free tickets to movies, theaters, and cultural events
11
and sports events
Day-care center at the company for children under
12
school age

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Part-D: Employees Satisfaction & Morale

S.NO Statement SA A N D SD

The rewards and recognition

1
system encourages employees to
contribute
I am satisfied with my job in
2
Allsec Technologies
I believe that the reward have a
3
positive effect on my performance
I feel that my organization Reward and
4
Recognition needs improvement
I receive a feeling of being motivated in
5
my organization
I find my job morale increasing day
6
by day
I feel positive employee
7
commitment and loyalty wherever
i work
I would like to continue myself as
8
an employee of Allsec
Technologies

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