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Introduction
short term
Development
Organizational Analysis.
Task Analysis.
Man Analysis.
Training Methods
Demonstration
Vestibule Training
Apprenticeship
Coaching/Understudy
Job Rotation
Simulation Training
Sensitivity Training
Nearly 9 out of 10 companies offer some sort of recognition programs for employees
Reward and Recognition programs are generally less expensive than base pay, benefits,
stock options and bonus
Employees who feel that their organization values them are more likely to value
their customers2
Appreciation and/or praise are among the top three drivers of employee
motivation and engagement across a variety of industries and companies
Recognition types
1. Peer Recognition
2. Formal Recognition
Awards Ceremony.
Luncheon.
What?
Why?
Realization that some employees value recognition as much as merit increases and
bonuses
To
To
To
To
determine
determine
determine
determine
the
the
the
the
impact
impact
impact
impact
of
of
of
of
rewards on motivation
rewards on satisfaction
recognition on motivation.
recognition on satisfaction.
Chapter 2
About The Company
GMR Group is a
Bangalore headquartered global infrastructure major with interests in Airports, Energy,
deliver.
The companys human resources and benefits programmes are designed to attract and
GMR invests a huge amount of time, energy and funding in the training all of our
employees, including our graduate joiners.
The training curriculum for employees is typically divided into five different focus areas
role, functional, industry, the employees specific talent area and specialization.
The content and training material is designed by global expert panels that have
specialized knowledge of the subject matter.
Employees are given access to a number of different learning resources which include
podcasts, curriculums, reading materials, books, journals, training session recordings,
knowledge groups and their own career counselor.
Many of these resources are available to employees in the online learning website.
This website contains tailored content specific to the user, and employees can also search
and read through thousands of other learning resources as they wish.
These resources provide employees with a wealth of sources that they can use to up skill
and fine tune their capabilities.
from online.
Measured by internal metrics and against external benchmarks, Celebrating Performance
has made significant strides toward making recognition an ingrained part of Accentures
culture.
Exciting tangible rewards
In addition to the well deserved recognition Celebrating Performance has bestowed on
employees, the program has also enabled them to redeem points for a variety of exciting
rewards. IPods, appliances and gift certificates are frequent selections from the online
10
Chapter 3
Data analysis and
interpretations
11
3. DATA ANALYSIS
DIFFERENCE IN MEAN VALUES ACCORDING TO DEMOGRAPHICS OF
RESPONDENTS
Age: Training and development
QUESTIONS
Your organization
AGE
27
AGE
28
AGE
29
AGE
30
AGE
31
AGE
32
4.2
3.29
4.33
4.5
3.8
3.85
4.33
3.5
4.6
4.67
4.3
4.5
3.33
3.4
3.33
3.33
3.4
3.5
3.33
3.4
4.1
3.3
3.4
3.2
4.67
4.2
4.67
4.6
4.7
considers training as a
part of organization
strategy. Do you agree
with this statement?
Norms and values of
the organization are
clearly explained to
new employees during
induction training.
T&D satisfy the ego
of employees
Does the management
give importance to
cost-Effective
Training?
3.67
4.2
4.28
4.33
4.6
3.33
4.5
4.2
4.2
4.2
4.33
4.4
4.14
4.33
3.67
4.33
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career and improve there both soft and hard skills and even if there are any suggestions given by
the employees the organization come to overcome.
And for other statements there is a wide variation among age groups, the former age groups mind
set differs from that of the later ones so this shows a very wide variation but not much.
Age: rewards and recognition
Recognition should be
given only for
sustained outstanding
performance over a
long period of time.
3.67
3.2
3.71
4.33
3.85
Broad recognition at a
national event
increases the
motivational value of
a recognition program.
There is a significant
difference between
intrinsic reward and
extrinsic rewards on
employee
performance. Do you
agree with this
statement?
4.33
4.6
4.33
4.12
4.5
3.33
3.6
3.14
3.33
3.26
3.5
3.67
Employees are
interested to take
recognition as an
individual rather than
team. Do you agree
with this statement?
3.33
3.4
3.28
3.7
3.67
4.33
4.8
There is no
relationship between
extrinsic rewards and
work life balance. Do
3.33
3.6
3.4
3.2
4.1
4.2
14
4.67
4.3
4.7
4.6
4.4
4.28
4.33
4.33
4.7
Interpretation
For the statements everyone has an opportunity to get special recognition.
Performance of employees here is fairly evaluated. For all the age groups the mean is high
around 4 to 5 therefore the employees say that there will be no internal politics and the
evaluation purely based on the work of the employees and knowledge and any other extra skills.
For the statement there is a significant difference between intrinsic reward and extrinsic rewards
on employee performance. Do you agree with this statement?
The mean is medium which around the points of 3. The employees say that whether it may be
extrinsic or intrinsic reward is reward. And it is for appraising the performance so they say that
there is no much difference between extrinsic and intrinsic.
And for all other statements the mean is slightly varying from different ages this is mainly due to
the different mind sets of different ages.
15
GENDER:
QUESTIONS
MALE
FEMALE
4.27
4.13
4.06
3.93
3.53
4.33
4.06
3.8
3.4
3.93
4.53
3.73
3.2
3.73
3.73
3.4
3.46
4.06
4.33
4.06
Effective Training?
Does the training process help the employees in
improving their career?
Does the training course include the special challenges
faced by managers and or officers?
Does the management conduct formative evaluation to
improve the training process?
Does training program focus on developing team work
and leadership skills?
Recognition should be given only for sustained
outstanding performance over a long period of time.
3.98
3.5
3.4
3.2
4.06
4.13
4.46
4.66
Interpretation
This table indicates the difference of means of genders i.e, male & female. There is no significant
difference for both the values for male and female.
MEAN
STANDARD
4.26
DEVIATION
0.67
4.1
0.9
3.33
1.08
3.13
1.30
1.29
4.1
0.84
3.73
1.08
4.2
0.76
Training?
Does the training process help the employees in
improving their career?
Does the training course include the special challenges
faced by managers and or officers?
Does the management conduct formative evaluation to
improve the training process?
Does training program focus on developing team work
and leadership skills?
INTERPRETATIONS
Statement: organization considers training as a part of organization strategy
Mean: 4.26-high S.D-0.67
Interpretation: the employees in the organization are mostly agreeing that training should be a
part of organization strategy.
Statement: Norms and values of the organization are clearly explained to new employees during
induction training.
Mean: 4.1-high S.D: 0.9
Interpretation: according to the mean, we can say that during the training the norms and values
are clearly explained, but some employees are not much satisfied with the statement
18
Statement: training course include the special challenges faced by managers and or officers
Mean: 4.1-high S.D: 0.84
Interpretation : training program conducted in GMR GROUPS not only improves the career of
the employees but also it exhibits the employess to special challenges faced by managers.
Statement: management conduct formative evaluation to improve the training process
Mean: 3.7-average S.D: 1.08
Interpretation: as the mean is average, we can say that the evaluation is formative but some
employess are dissatisfied with the evaluation done by organization
Statement: training program focus on developing team work and leadership skills
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3.6
1.9
4.23
0.85
3.46
1.32
3.73
1.36
3.03
1.27
4.1
0.9
4.2
0.61
INTERPRETATIONS
Statement: Recognition should be given only for sustained outstanding performance over a long
period of time.
Mean: 3.6-average S.D:1.9
Interpretation: from the mean we can interpret that, employees are not much satisfied if the
recognition is for sustained outstanding performance, they feel that recognition is for
encouraging them and if it for over a long period of time there will be even no interest for doing
any work competitively.
Statement: Broad recognition at a national event increases the motivational value of a
recognition program.
Mean: 4.23-high S.D: 0.85
Interpretation: high, the employees says that even if the type of recognition is small and is
occurred at any national event it will encourage them and motivate them to do well and satisfy
their job positions.
21
Statement: There is a significant difference between intrinsic reward and extrinsic rewards on
employee performance.
Mean: 3.46-average S.D: 1.32
Interpretation: medium, some employees feel that both intrinsic and extrinsic recognition is of
same value but some feel that extrinsic has different value compared to the intrinsic.
Statement: Employees are interested to take recognition as an individual rather than team.
Mean: 3.73-average S.D: 1.36
Interpretation: medium, some employees says that as one cannot perform a huge work and get
recognition, instead as a whole team can work together and get the recognition but some doesnt
agree with the statement as they want to get the whole credits.
Statement: There is no relationship between extrinsic rewards and work life balance.
Mean: 3.03-average S.D: 1.27
Interpretation: medium, employees says that there is a great relationship between rewards and
work life balance as rewards are the one which motivate the employees to work harder and
encourage their talent, so they say that both are somehow or the other way related to each other
Statement: Everyone has an opportunity to get special recognition.
Mean: 4.1-high S.D: 0.9
Interpretation: high, employees openly say that there is a very low chance of internal politics. So
who ever has done an excellent job have the chance of getting the reward.
Statement: Performance of employees here is fairly evaluated
Mean: 4.2-high S.D: 0.67
Interpretation high.employess says that the performance of the employees is based only on their
work and extra skills but no other factors are responsible for evaluating the performance.
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Chapter 4
conclusion
Conclusion
23
GMR GROUPS undertake training and development programmes for their employees to increase
their efficiency they provide training programmes to enhance their knowledge and skills to
satisfy the customers.
Therefore from the analysis we can conclude that training and development has a positive impact
on organizational performance
Still then there are some drawbacks which are not satisfied by the employees to overcome that
organization can follow these suggestions:
Providing the training to employees whenever they ask for and need for.
Allotting more time for first project after training.
Focus on the objective of the training program
Implement online training programs
Coming to the point of rewards and recognition this analysis examined and determined the
relationship between rewards and employees performance and also determined the relationship
between intrinsic and extrinsic rewards. Based on a result, it showed that there was a positive
relationship between rewards and employees performance and also showed a highly positive
significance in the relationship between intrinsic and extrinsic rewards. . To maintain the same
positive result and to increase the employees performance the organization can follow the
suggestions listed below:
24
REFERENCES
http://www.gmrgroup.in/home.aspx
http://www.irjcjournals.org/ijmssr/Jan2014/7.pdf
http://iosrjournals.org/iosr-jbm/papers/Vol6-issue2/B0620915.pdf
ANNEXES
Quest
ionnaire:
1) Your organization considers training as a part of organization strategy.
Do you agree with this statement?
25
2) Norms and values of the organization are clearly explained to new employees during
3)
4)
5)
6)
induction training.
T&D satisfy the ego of employees
Does the management give importance to cost-Effective Training?
Does the training process help the employees in improving their career?
Does the training course include the special challenges faced by managers and or
officers?
7) Does the management conduct formative evaluation to improve the training process?
8) Does training program focus on developing team work and leadership skills?
9) Recognition should be given only for sustained outstanding performance over a long
period of time.
10) Broad recognition at a national event increases the motivational value of a recognition
program.
11) There is a significant difference between intrinsic reward and extrinsic rewards on
employee performance. Do you agree with this statement?
12) Employees are interested to take recognition as an individual rather than team. Do you
agree with this statement?
13) There is no relationship between extrinsic rewards and work life balance. Do you agree
with this statement?
14) Everyone has an opportunity to get special recognition.
15) Performance of employees here is fairly evaluated
The above survey indicates the mean value and standard deviation of the analysis done on hr
practices i.e, training and development & rewards and recognition, which says the satisfaction
levels and dissatisfaction levels of the employess on these hr practices.
By seeing the mean values of the survey,the highest mean is 4.26 for the question on
training i.e, Your organization considers training as a part of organization strategy. Do
you agree with this statement? And many employess agree this statement.
Coming to the second highest mean,it is 4.23 for the question on rewards and
recognition i.e, Broad recognition at a national event increases the motivational value of
a recognition program.
By seeing the overall mean for both the hr practices i.e,training&development and
rewards and recognition the mean is around the values of 3.which indicates the state of
neutral.
26
By this we can say that the training&development and rewards and recognition
practices in the organization are neutral i.e it is not too high nor too low, if possible the
organization can improve them for the better result.
And standard deviation indicates a quantity expressing by how much the members of
a group differ from the mean value for the group. The standard deviation lies In between
the values of 1.36 -0.61.which indicates that all most all the employess are in the same
satisfactory level in the organization.
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