Você está na página 1de 66


Awareness among employees for rewards and recognition policies of the organization At

Submitted to MD University, Rohtak in the partial fulfillment of the requirements for award of the degree of Master of Business Administration (Hons.)

Submitted By: Seema Jakhar M.B.A (HONS.) 4th Sem Roll No- 7422



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.


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.




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.

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. Divya Malhan 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.

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

Chapter 1

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).

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.

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 by disclosing the hidden facts about the same and will also help in motivating.



Review of Literature 1. Rewards and Recognition in Employee Motivation Frederick Hansen and Michele 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 engage with their work. More important is the adverse impact on the ability to understand and learn about human motivation. Only when recognition and reward are treated as two distinct phenomena will 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 importance of employee recognition as an effective leadership tool and reports 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 facing today's organizations.


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, 1993 Management has long underestimated the importance of informal rewards in the achievement of organizational goals. At a time when formal reward and recognition systems are increasingly found to be ineffective, the use of informal rewards could provide just 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.


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., Journal of 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

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, this article 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 national culture, 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 their organizations. Some reward practices may be universally effective regardless of culture; others may be culturally sensitive.


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, 2002 This article examines the role of monetary rewards in encouraging knowledge sharing in organizations through four mechanisms of knowledge 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 company wide incentives (profit sharing, gain sharing, and employee stock options) would be particularly instrumental in enhancing knowledge sharing 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 and the 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 fostering feeling of competence.


Chapter - 3



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 world bodies 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.


Transfer of Technology The company has considerable capacities to fuel their operations. This includes two Repro 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.


Thomson Press offers a wide range of printing 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


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


Human Resource Division 1. HRS (Human Resource Secretariat) 2. HRD (Human Resource Development) a. b. 3. Plant-HR a. b. 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. Employee Relation Admin / Canteen/ Dispensary Recruitment and Selection Training and Development

4. Safety and Welfare


Maintaining employee Relations. Control of total Manpower Cost. Enhancement of Moral, Culture, Hygiene and benefit of welfare activities.

World of TP:

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 Man Machine Material Method Oasis Portal 4M

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


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 enhanced interaction 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 Cost To 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


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.



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


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 through Kaizen 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




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 their performance, competence, skill and or experience. 27

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 at work 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


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


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.



Business Strategy

HR Strategy

Reward Strategy

Financial rewards processes

Performance management processes

Non-financial reward processes

Base pay

RewardsRRRewards Variable Employee

benefits pay

Recognition, Responsibility, Achievement, Development, Growth

Job evaluati on

Pay surveys

Pay structure

Total remuneration

Reward system management Improved individual/ Team performance

Improved Organizational Effectiveness


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 rewards are 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-


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 of rewards 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. Nonfinancial rewards 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.


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 in rank, 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


working hours are unpleasant working conditions should be rewarded to attract more employees.



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

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, and recognition 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.


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 of employees, 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.


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 of rewards 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.




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


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 of personal 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 organization and 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.


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 and valuable. 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 and wellbeing 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.





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 is recommended 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


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 the basis 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:


Rs. 1200 Dinner Coupon Rs.750 gift Coupon Rs. 640 Movie ticket

Chapter- 4


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.


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 right position 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:


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.


Chapter- 5



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) Below 25 26-30 31-35 36-40 40 and above Total

No. Respondent 9 3 3 5 26 46

No. of Respondent (%) 19.56% 6.52% 6.52% 10.8% 56.52% 100


60.0 0% 50.0 0% 40.0 0% 30.0 0% 20.0 0% 10.0 0% 0.0 0% No. of R es pondent (% ) B elow 25 26-30 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 HR Hard Case Sheetfed Plate & Chemical Web Printing Quality Assurance Tool room Ink Lab Training Cell Total

No. Respondents 4 9 8 2 9 4 4 4 2 46

No. of Respondents (%) 8.69 19.56 17.39 4.34 19.56 8.69 8.69 8.69 4.34 100


20 18 16 14 12 10 8 6 4 2 0 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 H R H ard C as e S heetfed Plate & C hem ical Web Printing Quality As s urance Tool room Ink L ab TrainingC ell

Analysis Questionnaire and Reponses from Respondents 1. Awareness about rewards and recognition policies and practices:

Response options Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree Total

No. Respondents 1 3 0 10 32 46

No. of Respondents (%) 2.17 6.52 0 21.73 69.56 100


70 60 50 40 30 20 10 0

S trong ly disag ree Disag ree Neither ag ree nor disag ree A g ree S trong ly ag ree

Interpretation: The study shows that large numbers of employees are aware to great extent about the rewards and recognition policy of the organization whereas 21.73% employees are aware to some extent and only 2.17% employees are not at all aware of the policy.

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

Response options

No. Respondents

No. of Respondents (%)

Strongly disagree Disagree Neither disagree nor agree Agree Strongly agree

4 6 0 8 28

8.69 13.04 0 17.39 60.86



7 0 6 0 5 0 4 0 3 0 2 0 1 0 0

S trong ly dis ag ree D is ag ree Neither dis ag ree nor ag ree Ag ree S trong ly ag ree

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 extent and only 8.69% respondent said not at all communicated properly.

3. Awareness of the criteria of rewards and recognition:

Response options Strongly disagree Disagree Neither disagree nor agree Agree Strongly agree

No. Respondents 2 4 5 9 26 46

No. of Respondents (%) 4.34 8.69 10.86 19.56 56.52 100


6 0 5 0 4 0 3 0 2 0 1 0 0

S trong lydisa g ree D isa g ree Neither dis a g ree nor a g ree Ag ree S trong lya g ree

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 Retaining Feeling of belonginess None of the above Total

32 3 6 5 46

69.56 6.52 13.04 10.86 100


70 60 50 40 30 20 10 0 Motivating Retaining F eelingof belong iness None of the above

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.


Chapter 6

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,


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 for outstanding 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.


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.



Based on the research conducted, the researcher arrived at the following conclusions: Employees are satisfied with the current policy of the organization for recognising 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

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.





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

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


5- Strongly agree 2- Disagree

4- Agree 3- Neither agree nor disagree 1- Strongly disagree

Neither agree nor disagree


Strongly agree



Strongly disagree

I am aware of reward & recognition policy of my organization. I am properly communicated about these policies by organization. I am aware of criteria of reward & recognition policy of organization I share the information about these policies to other employees. Reward policy motivates me to achieve organization goals. I participate in the creative activities of the organization. I motivate others to participate in the creative activities of the organization. My co-workers actively participate at all level to achieve reward & recognition. I recognize for the Idea(s) that got implemented. I got the reward in the form of money & gifts.

[5] [5] [5] [5] [5] [5] [5]

[4] [4] [4] [4] [4] [4] [4]

[3] [3] [3] [3] [3] [3] [3]

[2] [2] [2] [2] [2] [2] [2]

[1] [1] [1] [1] [1] [1] [1]

[5] [5] [5]

[4] [4] [4]

[3] [3] [3]

[2] [2] [2]

[1] [1] [1]


Strongly agree


Neither agree nor disagree


Strongly disagree


These policies provide recognition to the employee in the organization. These polices develop strong team spirit in the employees. Reward & Recognition policy of the organization is fair enough. Reward & Recognition Policy reinforce positive working environment. Award should be given to a team not an individual. I am fully satisfied with these policies of the organization.

[5] [5] [5] [5] [5] [5]

[4] [4] [4] [4] [4] [4]

[3] [3] [3] [3] [3] [3]

[2] [2] [2] [2] [2] [2]

[1] [1] [1] [1] [1] [1]

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.


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..