TABLE OF CONTENT

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INTRODUCTION

● NEED OF THE STUDY

CHAPTER - 1 ● OBJECTIVES OF THE STUDY

● SCOPE OF THE STUDY
● RESEARCH METHODOLOGY

● LIMITATIONS OF THE STUDY

CHAPTER - 2 REVIEW OF LITERATURE

INDUSTRY PROFILE
CHAPTER - 3
COMPANY PROFILE

CHAPTER - 4 DATA ANALYSIS AND INTERPRETATION

CHAPTER - 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS

BIBLIOGRAPHY
QUESTIONNAIRE
 CHAPTER – I
INTRODUCTION
EMPLOYEE REWARD SYSTEM

INTRODUCTION

Reward system is " An integration of policies procedures and practices by an

organization for rewarding its employees as per their performance and skills.
Reward systems are central to the human resource Management operation.

Their purpose is to draw in gifted people, encourage them and retain people
who have improved work with the organization.

Reward system have an immediate impact on the price facet of the

organization's budget. Rewards are thought-about as a very important tool to
ascertain the staff performance in each organization. Management use
rewards for workers motivation.

Thus we will say that effective reward system attract new workers for
organization and encourage existing workers to perform high levels. Workers
smart work is important to attain the particular goals and smart effort
depends on rewards .

The association and relationship between reward, motivation and job

satisfaction of workers have abundant significance to success of each public
and personal sectors. A reward system is very important for the worker
performance.
As worker performance are simpler to high reward system.
Reward system refers to all the monetary, non-monetary and psychological
payments that an organization provides for its employee in exchange for the
work they perform.

Defining motivation as "the degree to which an individual wants and choose

to engage in certain specific behaviours"
From the company point of view instead, an effective performance appraisal
has to be present, in order to let motivation be a major contributor to the
rewarded performance.

IMPORTANCE:

● The reward system act as a supply of communication and feedback.

● The reward system helps the organization in securing the

participation of workers on attain company.

● Goals and objectives.

● Reward system will increase the staff morale within the organization.

● Reward system ensures the reward to the staff with high level skills
and responsibility.

● It makes the staff knowledgeable towards their specific jobs.

TYPES OF REWARDS

Reward refers to anything that is provided in the form of a facility benefits or

status to motivate the employees for the best performance there are different
ways that an organization can reward its employees. Most of the reward
systems are based on the cash rewards as a motivational factor for employees
which includes sales commission annual or periodical bonuses employee
awards extra on the other hand non financial incentives take the form of
performance appreciation letters determination of performance of publicly
providing improved working conditions increasing diversification in job
description job rotation.

1. Intrinsic reward
Intrinsic reward is an outcome that provides an employee with personal
satisfaction upon effectively performing a job this award is associated with
employees internal satisfaction for their best performance on job it includes
sense of pleasure professional growth person achievement organizations
usually give this reward to employee when the employee is doing well on a
job.

2. Extrinsic reward
This reward is generally financial and tangible one extrinsic rewards are
given by managers to their employees has a direct link with job performance
as most of the employees want time off advancement and recognition. In
other words monetary rewards are the best source of employee motivation
which cater the expectations of individual employees in order to keep them
motivated therefore this way of motivation tends to be short-term and should
be repeated constantly to retain motivation and performance of the
employees by reward system an organization ensure that the employees have
perceptions that they are valuable for the company and management
acknowledges the role they play progress of the company.

3. Financial reward
Direct monetary rewards are financial rewards that includes giving cash
compensation to employees for their direct completion of work or for their
increased efforts wages and salaries commission incentives etc. are the best
examples of financial rewards.

4 .Non financial reward

Indirect monetary rewards are the non-financial rewards which consists of
the items of financial value which the organization gives to the employees
which does not include cash medical insurance subsidized canteen life
insurance interest free loans subsidized transport free uniforms some
examples of non financial rewards.

5 .Performance based reward

This record is associated with employees job performance the reward of
employees will be greater for good performance and the poor performance
will be awarded according the employees who perform above the
predetermined level of output will be paid additionally.
Example
1. Incentive system

2. Piecework pay plan

3. Group bonus
1.2 NEED OF THE STUDY

Rewarding them for their hard work and effort emphasizes that you value
them as your employees and that you couldn't have done it without them. It
makes them feel significant, recognized, and cared for. More importantly, it
increases their satisfaction with the job they are tasked to do.

● Employee rewards are useful tool for workplace morale and

performance By creating a solid rewards program, you can
show appreciation for good performance and high-quality work.

● He firm can motivate the staff by using reward system. However,

this should not be the only driving force for employee to improve
their performance.

● By providing an attractive reward system, the firm can recruit and

retain a better workforce.

● The reward system can be applied in many different forms. Other

than cash, the social benefits such as insurance and staff welfare can
also contribute to the overall reward system.
1.3 OBJECTIVES OF THE STUDY

● To ensure that the organization is able to recruit and retain

sufficient number of employees with the right skills.

● To analyze the effect of reward system on motivational level

of employees.

● To offer valuable suggestions to the organization to improve

the effectiveness of the rewards system.

● To motivate employees. To align the risk preferences of managers

and employees with those of the organization.

● To greater employee engagement, which increases retention and

helps create a more positive overall workplace.

1.4 SCOPE OF THE STUDY

The reward system helps the organization in securing the

participation of workers on attain company goals and objectives.
Reward system will increase the staff morale within the organization.

● Reward system ensure the reward to the staff with high level skills and
responsibility.
 ● This study investigate the reward system and it's importance within
the organization.

● Rewarding smart performance in associate degree organization.

● Building a good worker recognition strategy.

● It cantered on compensation associate degreed reward system joined

of the inner issue touching the performance of an worker.

1.5 RESEARCH METHODOLOGY

The data need for the study is collected from the employees, through
questionnaire. Analysis and interpretation has been done by using the
statistical tools and data presented through tables and charts.

Sample design:
The research design undertaken for the study is descriptive one. It is

mostly qualitative in nature.

Sample size:
50 employees were taken as the sample size by using convenience

sampling method.
Sample Techniques:
Simple Random technique will be used in this study.

Data collection:
The data collected for the study consists of both primary and secondary
Data.

Primary data:
It is the data that is collected for the first time. it is fresh and the

originally collected by the surveyor. In this, data are collected through

questionnaire.

Secondary data:
Secondary data is the one which is collected by someone else and
already used in some or the other form. Here the secondary data are collected
from books and websites.

Tools of data collection:

A questionnaire was prepared to collect data from the employees on the
various aspects of rewards and recognition desired by the researcher. Date
for this research was mainly taken from primary sources, however secondary
were also well thoroughly considered. Primary data sources
included employees from different Irish financial sectors who were
used in the interviews and focus group.

1.6 LIMITATIONS OF THE STUDY

□ It result in additional expenses rewards for employees may cause

a company extra costs.

□ It is mostly when a company considers the effectiveness of a

system limited to monetary rewards especially with younger
employees.

□ It leads to increased costs. Company expenditures may increase as

a result of employee rewards.

□ It is only the case when a company only considers a system that

holds high monetary value against it to be effective.
 CHAPTER -II
REVIEW OF LITERATURE
2.1 REVIEW OF LITERATURE :
Reward is a broad construct that has been said to represent anything that an
employee may value that an employer is willing to offer in exchange for his or
her contributions

1[Chiang andBirtch,2008]The lack of rewards will create an unpleasant

environment, thus diminishing employees  work efforts and may cause them
to with draw from their jobs. For these reasons , rewards
are increasingly important. The main objectives of reward are increasingly
important. The main objectives of rewards are to attract and retain
employees, to motivate employees to achieve high levels of performance , and
to elicit and reinforce desired behavior of the employees. Organizations often
use financial rewards to prevent employee dissatisfaction and to motivate
employees, although It may not be the best motivator for the long term
2( Mossbarger and Eddington , 2003).

3Deeprose (2014) had stated that “while the presence of money may not be
a very good motivator, the absence of it is a strong de-motivator”. In addition,
financial rewards are significant not only in terms of their instrument value as
a medium of exchange, but also a highly tangible means of recognizing an
individual s worth, improving self-esteem, and symbolizing status
and achievement 4 (Armstrong, 1996)

Therefore, organizations can best utilize financial rewards in supporting

organizational human resource strategy. Non-financial rewards are
tangible rewards provided and controlled by a firm ;which do not necessarily
benefit employees in monetary sense (Chiang and
Birtch,2008).Nowadays, individuals require beyond monetary rewards for
their effort 5(Millmore et al, 2007). This means that employees seek for
other return in exchange for their contribution which is of value and
meaningful to them, rather than being given just money 6(Johnson
and Welsh, 1999). Given the labor-intensive nature of the hospitality
industry and the rising pressure to control costs, nonfinancial rewards are
being used increasingly to motivate employee performance and to increase
employee satisfaction (Chiang and Birtch,2008).

Rewards have two broad types; extrinsic and intrinsic rewards are also called
financial and nonfinancial rewards and these rewards further divided in so
many sub categories. Extrinsic rewards relates to financial rewards or cash
related like formal recognition, fringe benefits, incentive type payments, pay,
promotion and intrinsic relates to nonfinancial or non-cash rewards like
achievement, accomplishment feelings, recognition, job satisfaction and
growth
7(Clifford,1985).

Today world balance between employee s commitment and performance for

the organizations much necessary and rewards are most important tool for
employee's commitment, job satisfaction, and motivation and employees good
performance.
8Kalleberg, (1977) explained rewards consist on benefits that employees
receive in exchange of their work during the job.

According to 9Wang (2004), in so many organization rewards plays so many

roles in sustaining and creating commitment among employees for good
performance and that better performance leads to job satisfaction. When
employees achieved their desire results from job so that of desired
achievement is called job satisfaction 10(Brief & weiss, 2002).
11Ali & Ahmad, (2009) investigated that there is positive relationship
between “recognition and reward”, “performance”. They stated that if reward
and recognition are given to employee then there is a huge change in their
employee performance.

The study conducted to check the relationship between rewards

and employee's performance schools of Pakistan.
They use these variables employees ‟ performance, job description, extrinsic
reward, intrinsic rewards,
gender discrimination, and environment; recondition techniques, and
performance bonus.
They used cement companies, questionnaire was used for data collection, and
Total two hundred questionnaires were randomly distributed among the
employees of private schools in Khyber Pakhtoonkhawa Province of Pakistan.
The results revealed that there is a direct relation between reward system
and employee's performance
12(Qureshi, Zaman, & Shah, 2010). 13Jehanzeb et al.(2012)

According to 14 Mishra and Dixit (2013), financial and non financial

rewards and benefits are highly correlated with employee's performance in
an education rewards system. Because of positive relationship of between
rewards and performance also increase the job satisfaction of workers. Job
satisfaction leads to success and feelings of achievement during the job. Also
linked increase productivity, increase worker s efforts on job and leads to
happiness.

enthusiasm, feeling of fulfillment 15(Kaliski, 2007). Rewards promote

happiness and job satisfaction investigated in his
research study by 16(Boehm & Lyubomirsky, 2008). Intrinsic and extrinsic
rewards are determinants work satisfaction (Clifford,1985).

According to 17Andrew & Kent (2004), explained in his research all the
employees revolve around the rewards and recognition so the both aspects
have much importance for employees. Good reward system help to retain
high performers in the firm so rewards must be fulfill the high performer s
feelings 18(Carraher, Gibson, & Buckley, 2006).
19Bishop (1987) explained that pay relates to productivity and reward
system relate to size of the firm.
Monetary and nonmonetary rewards motivate the workers of any
organization and these rewards also resulted in higher growth and
productivity 20(Reio & Callahon, 2004). Organizations in today s
environment seek to determine the reasonable balance between employee
commitment and performance of the organization. The reward and
recognition programs serve as the most contingent factor in keeping
employees self esteem high and passionate.

21 Oosthuizen (2001) stated that it is among the function of managers to

motivate the employees successfully and influence their behavior to
achieve greater organizational efficiency.

22 La Mott (1995) is of the view that performance at job is the result of

ability and motivation. Ability formulated through education, equipment,
training, experience, ease in task and two types of capacities i.e. mental and
physical. The performance evaluation and rewards are the factors that
proved to be the bonding agents of the performance evaluation programs.

According to 23 Wilson (1994), the process of performance management is

one among the key elements of total reward system.
24 Entwistle (1987) is of the view that if an employee performs
successfully, it leads to organizational rewards and as a result
motivational factor of employees lies in their performance. Majority of the
organizations
require their employees to work according to the rules and regulations, as
well as, job requirements that comply with full standards. The investigations
that have been conducted to find the relationship between compensation and
individuals were focused to increase the performance of employees.

25 (Ciscel, 1974). The highly motivated employees serve as the competitive

advantage for any company because their performance leads an
organization to well accomplishment of its goals. Among financial,
economical and human resources, human resources are more vital that can
provide a company competitive edge as compared to others.
According to 26 Andrew (2004), commitment of all employees is based on
rewards and recognition.
27 Lawler (2003) argued that prosperity and survival of the organizations is
determined through the human resources how they are treated. Most of
organizations have gained the immense progress by fully complying with
their
business strategy through a well balanced reward and recognition programs
for employee.
28 Deeprose (1994) argued that the motivation of employees and their
productivity can be enhanced through providing them effective recognition
which ultimately results in improved performance of organizations. The
entire success of an organization is based on how an organization keeps its
employees motivated and in what way they evaluate the performance of
employees for job compensation. Managing the performance of employees
forms an integral part of any organizational strategy and how they deal with
their human capital 29(Drucker as cited in Meyer & Kirsten, 2005).
Today where every organization has to meet obligations; the performance of
employees has a very crucial impact on overall organizational achievement. In
a demotivated environment, low or courage less employees can not practice
their skills, abilities, innovation and full commitment to the extent an
organization needs.

30 Freedman (1978) is of the view that when effective rewards and

recognition are implemented within an organization, favorable working
environment is produced which motivates employees to excel in their
performance. Employees take recognition as their feelings of value and
appreciation and as a result it boosts up morale of employee which
ultimately increases productivity of organizations.

31 Csikszentmihalyi (1990) Flynn (1998) basic purpose of recognition and

reward program is to define a argued that rewards and recognition programs
keep high spirits among employees, boosts up their morale and create a
linkage between performance and reward of the employees. The system to
pay and communicate it to the employees so that they can link their reward to
their performance. Rewards play a vital role in determining the significant
performance in job and it is positively associated with the process of
motivation.
Lawler (2003) argued that there are two factors which determine how much
a reward is attractive, first is the amount of reward which is given and the
second is the weight age an individual gives to a certain reward.
Deeprose (1994, p. 3) is of the view that “Good managers recognize people
by doing things that acknowledge their accomplishments and they reward
people by giving them something
tangible.” Fair chances of promotion according to employee s ability and
skills make employee more loyal to their work and become a source of
pertinent workability for the employee.

32Bull (2005) posits a view that when employees experience success in

mentally challenging occupations Rewards and recognition are the key
parameters of today s motivation programs according to most of the
organizations as these bind the success factor with the employees’
performance.

33 Robbins(2001) asserts that promotions create the opportunity for

personal growth, increased levels of responsibility and an increase on social
standing. Similarly, the recognition which is a central point towards
employee motivation adores an employee through appreciation and assign
as status at individual level in addition to being an employee of the
organization.

34 Barton (2002) argued that the factor in Rewards and recognition at

their job. Rewards enhance the level of productivity and performance at job
whether it’s a first time performance or repeated activity at the job in
a progressive way.

35 Eastman (2009) consistently found that intrinsic motivation is

conducive to producing creative work, while extrinsic motivation is
unfavorable to producing creative work.

36 Gagne (2009) suggested a new model of knowledge-sharing motivation

which provides suggestion for designing five important human resource
management (HRM) practices including staffing, job design, performance
and compensation systems, managerial styles and training.
Ali and Ahmed (2009) confirmed that there is a statistically significant
relationship between reward and recognition respectively, also motivation
and satisfaction
 CHAPTER – III
COMPANY PROFILE
 COMPANY PROFILE
3.1 INTRODUCTION

Tata croma, they help you buy.It is cromas’s motto.. Croma is promoted by
Infiniti Retail Ltd, a 100% subsidiary of Tata Sons. Woolworths, one of
the world‘s leading retailers, provides technical and strategic sourcing
support, ensuring that you buy nothing but the best.

Croma's first store opened on October 9, 2006 at Juhu in Mumbai, and it's
rolling out many more stores across India. So, no matter where you are, if you
want high-quality products, backed by advice you can trust, head for the
nearest Croma.

Infiniti Retail Limited is a 100% subsidiary of Tata Sons. The company has
launched Croma, a national chain of mega stores of consumer electronics and
durables. Infiniti Retail Ltd., owns and runs Croma's retail operations in
India, while Woolworths provides technical support and strategic sourcing
facilities from its global network.
Croma has stores in 7 places in india, namely gujarat, delhi ncr, pune, mumbai,
chennai, Hyderabad and bengaluru.. The total numbers of stores it has
is approximately 50 across india. croma has also opened croma zip stores in
many airports of the country ex. mumbai. You can shop for 6000 products
across eight categories in a world-class ambience. at croma Friendly, theyll-
trained and knowledgeable store advisors will give you sound and
personalised advice so that you can make informed buying decisions about
any technology or consumer electronics product.

The Croma chain of stores offers, in different cities of India, a wide range of
consumer electronics products across categories and brands. The stores are
spread over 12,000 to 20,000 sq ft and have more than 6,000 products and
180 brands in eight categories: home entertainment, small appliances, white
goods, computers, communication, music, imaging and gaming software.

Definition:

Philip Kotler

“ Retail includes all the activities involved in selling goods or

services to the final consumer for personal or non-business use.’’

STORES

Tata Croma is operating in two formats, the Megastore and the Zip store. The
Zip stores are found in airports also. Megastores are large format stores, the
store size ranges from 15000 – 20000sq. ft, is theyll planned and designed for
world class in store experience and backed by robust after sales service.

The stores are in Mumbai, Pune, Bangalore, Chennai, Aurangabad, Delhi NCR,
Hyderabad, Punjab and Gujarat. The stores in Mumbai ranges from
15000-22000 sq.ft in area, in Bangalore the size is 22.000 sq. ft. the Croma Zip
stores has size ranges of 2500 – 6000 sq. ft.

There are total 62 stores consisting of 38 stores in the high streets and 24
stores in the malls spread over 7 cities and 2 states in India. There are 6 Zip
stores; 1 in Santacruz airport, Vashi and Fort in Mumbai, 1 in Delhi airport, 1
in T3 Domestic airline and T3 international airline.
3.2 DISRTIBUTION OF STORES ACROSS INDIA.

CITIES/STATES HIGHSTREETS MALLS ZIP STORES

MUMBAI 6 8 3(Santacruz
Airpot,Fort,And
Vashi
PUNE 4 2 -
BENGALURU 10 2 -
CHENNAI 4 - -
HYDERABAD 3 - -
AURANGABAD - 1 -
DELHI NCR 9 5 3(Delhi Airport,
T3 domestic and
T3 international)

PUNJAB (Jalandhar 2 - -
and Amristar)

MISSION

The mission pf the enterprise is to create unique customer

satisfaction through innovation, quality, productivity, human resource
development continuosly striving for excellence with pride in our values
and confidence in our approach.
The overall mission of Croma is to be the first choice of the customers.

VISION

The vision of CROMA is to be the number onein the retail in electronics

and durables product in india, through quality products and delivery
services (for larger products e.g.. washing machine, refrigerator etc )
CROMA should imbibe a world class system to bring in delight to all
our associates and the society large.

COMPETITION

But the going may not be easy for Tata Croma as there are established players
in the space. For instance, the future group, with its online retail portal
Futurebazaar.com is eyeing on having at least 10% of its total retail sales
from this medium. Probably, they may have bigger plans for that to happen

And other players including eBay, Flipkart etc. may also give a big
competition to the upcoming Tata Croma online store. While eBy needs no
introduction further in terms of its share of the cake, Flipkart, an upstart in
this segment, is gaining much popularity these days owing to its dedicated
services and support. There are others too that have established themselves
quite they’ll in online retailing.
Product

● 6000 products, 180 brands, 50 categories

● 31% revenues from computer and laptops
● 6% from ‘Croma’ label goods
Consumer durables and electronics include – Televisions, Refrigerators, Air
conditioners, washing machines, kitchen appliances, gaming devices,
computers and laptops, Mobiles and accessories, cameras, etc.

Target segment

Value for money – best products with reasonable pricing, best discounts and
offers, warranties and guaranties,

3.3 FINANCIAL POSITION OF CROMA

has generated 657 crore of 2008-09. Croma has generated around 1000
crore revenue at the end of 2009. Tata group has invested around 50
crores capex in year 2009 into croma. Company has recently received
200 crore from Tata group to fund network expansion and other activities.

For year 2010-11, Total revenue for Infiniti Retail’s total revenue stood at
Rs. 1549 Crore. But company has not break even yet, although since the last
five years, Infiniti has managed to grow by over 50% annually
Turnover
Year Revenue
2007-08 Rs 667 Cr
2008-09 Rs 1000 Cr
2009-10 Rs 1021 Cr
2010-11 Rs 1700 Cr

Brand Philosophy
If service wasn’t important, if technology wasn’t complex, if variety wasn’t
confusing , They would have no reason to be in business, they help you buy.
The reason why people could choose croma over other stores are many and a
few stated by company are stated below:

Widset range of products

Choose from 6000 products across eight categories

They help you buy

Sound and knowledgeable advice from theyll-trained advisors to help you

make informed buying decisions.

A name you can trust

Croma is promoted by Infiniti Retail Ltd, an initiative of the Tata group, a

brand that stands for trust and reliability globally.
Customer commitment

Croma not only gives you a word-class shopping experience, but also backs it
with reat after-sales service.

Great deals and offers

Croma periodically offers exiciting deals on all your favorite products.

A first of its kind

Consumer electronics and durable retail is a fragmented segment and has

been largely catered to by regional players.

Croma is the first of its kind

Large-format, specialist and pan-Indian .

After information technology & outsourcing, retail is going to be the next big
thing. Experts are predicting a gigantic shift from unorganized to organized
retail. So, Indian retail is sitting at the threshold of a complete
metamorphosis.
Currently organized retail is only 3 to 6 per cent whereas the total retail
turnover in india was 250 million dollars last year.

But organized retail is growing at a speed of 40 per cent. The pie is large
enough.’’ At croma the buyer is spoiled for choice, with nearly 6,000 products
and 180 brands to choose from.

OPPORTUNITIES:

CROMA had a large opportunity ahead because of the increasing retail

business. The sector is growing tremendously at a fast rate.

THREATS:

THREATS theyre the players in the market which had already invested huge
in retailing and theyre having a good market share already..threats theyre also
the local dealers and distributors which theyre blooming because of personal
factors like loyalty etc.
Croma is growing in terms of size, reach and turnover. Croma’s growth rate
so far is more than 50 per cent In terms of turnover and it has aggressive plan
for the coming years.

Challenges

The biggest threats to the local industry going forward are supply-related
issues pertaining to distribution and infrastructure, as well as demand issues
due to competition from imported goods. The lack of well developed
distribution networks makes it especially challenging to penetrate the fastest
growing rural areas economically.
In addition, regular power cuts and poor road linkages make systematic
production, assembly and delivery problematic.

MNCs hold an edge over their Indian counterparts in terms of superior

technology combined with a steady flow of capital, while domestic companies
compete on the basis of their well-acknowledged brands, an extensive
distribution network and an insight in local market conditions.

The largest MNCs incorporated in India are Whirlpool India, LG India,

Samsung India and Sony India and homegrown brands are Videocon, Godrej
Industries and IFB.

3.4 INDUSTRIAL GROWTH

The industrial sector grew in moderation during FY08 at 8.5% on the back of a
comparatively higher growth of 11.5% during the previous fiscal.
The country‘s real GDP grew by 9% during FY08; a tad lower than 9.6% in the
previous fiscal.

The consumer durables segment witnessed a fall in production particularly

for items where consumer preferences have shifted towards newer products.
Shifting in the consumption pattern coupled with rising input costs of steel,
iron ore etc, may further affect the production levels of these goods.

On the supply side newer variants of consumer durables on the back of

technological advancements have flooded the market, whereas on the
demand
side it is the prospering middle class and consumerism which have led to
changing demand pattern.
 CHAPTER – IV

DATA ANALYSIS AND

INTERPRETATIO
Gender of the respondent

4.1 Table : Gender

Options No. of Respondents Percentage
Male 3 14.3%
Female 18 85.7%
Prefer not to say 0 0%
Total 21 100%

Data interpretation

From this above data the respond are mostly the female one with 85.7%
where else the male respond are less compare to female .
Age of the respondent

4.2 Table : Age

Option No. of respondent Percentage
18 – 25 20 95.2%
26 – 35 0 0%
36 – 45 1 4.8%
50 Above 0 0%
Total 21 100%

Data interpretation
From the above data the responder are mostly to be the age of 18-25 with the
95.2% and less respond is from the age of 36-45 age with the 4.8% only .
Marital status

4.3 Table :
Option No. of Respondent Percentage
Unmarried 18 85.7%
Married 3 14.3%
Total 21 100%

Data interpretation

From this above data the respond are mostly the Unmarried one with 85.7%
where else the married respond are less compare to unmarried.
Educational background

4.4 Table

Option No. of respondent Percentage

Intermediate 6 28.6%
Under graduate 9 42.9%
Post graduate 2 9.5%
Others 4 19%
Total 21 100%

Data interpretation

From the above data the respondents 42.9% is the Under graduate and
28.6%of intermediate where else the post graduate and others respond are
very less percentage compare to under graduate and intermediate.
Are you working

4.5 Table :
Option No. of respondent Percentage
Yes 14 66.7%
No 7 33.3%
Total 21 100%

Data interpretation

From this above data the respondent are mostly Yes one of 66.7% and where
else are No is the 33.3% of the respondent.
How much experience do you have

4.6 Table :
Option No. of respondent Percentage
1 – 2 Years 16 76.2%
3 – 4Years 5 23.8%
5 – 10Years 0 0%
10 – 20Years 0 0%
Total 21 100%

Data interpretation

The above table showing that 76.2% of the respond are 1-2 years and
23.8%of the respond 3 -4 years.
Are you being appreciated for every six months

4.7 Table :
Option No. of respondent Percentage
Yes 11 52.4%
No 1 4.8%
Sometimes 9 42.9%
Total 21 100%

Data interpretation

From the above data the respondent 52.4% of emplyoee’s being appreciated
for every six months. And 4.8% of employee’s are not being appreciated.
Is the reward system of your organization being followed by genuinely

4.8 Table :
Option No. of Respondent Percentage
Yes 11 52.4%
No 4 19%
May be 6 28.6%
Total 21 100%

Data interpretation

From this above data the respondent 52.4% of the employee’s feel genuine
and 28.6% of the employee’s feel genuine ly and remaining employee’s feel
not genuine in the organization
Spending special time with seniors leadership team outside the plant is
motivating

4.9 Table :
Option No. of respondent Percentage
Strongly agree 5 23.8%
Agree 9 42.9%
Neutral 6 28.6%
Strongly disagree 0 0%
Disagree 1 4.8%
Total 21 100%

Data interpretation

From this above data the respond most of the employees’s i.e. 42.9% are
agree with spending time with senior leadership. And 23.8% of the
employee’s are strongly agree. The 28.6% of employee’s are neutrally and
remaining 4.8%, 0% are disagree and strongly disagree.
My supervisor cares about me as a team member

4.10 Table :
Option No. of respondent Percentage
Strongly agree 5 23.8%
Agree 9 42.9%
Neutral 6 28.6%
Strongly disagree 1 4.8%
Disagree 0 0%
Total 21 100%

Data interpretation

From the above data the respondent most of the employee’s i.e. 42.9% are
agree with cares me as a team member. And 23.8% of the employee’s are
strongly agree. The 28.6% of employee’s are neutrally cares and remaining
4.8%, 0% are disagree and strongly disagree.
You are feeling that your work is valued and appreciated

4.11 Table :
Option No. of respondent Percentage
Yes 14 70%
No 6 30%
Total 20 100%

Data interpretation

From the above data most of the respondent 70% of the employee’s work is
valued and appreciated. And 30% of employee’s are not valued and
appreciated.
You feel support and guidance of your superiors is important for you to get
rewards

4.12 Table :
Option No. of respondent Percentage
Strongly agree 3 15%
Agree 11 55%
Neutral 5 25%
Strongly disagree 1 5%
Disagree 0 0%
Total 20 100%

Data interpretation

From this above data most of the employee’s 55% are agree with the feel
support and guidance in rewards. And 15% of employee’s are strongly agree
feel support and guidance. The 25% of employee’s are neutrally and
remaining 5% , 0% are not feel support and guidance strongly disagree and
disagree.
It is important to you recognized to be for your work

4.13 Table :
Option No. of respondent Percentage
Strongly agree 9 42.9%
Agree 5 23.8%
Neutral 4 19%
Strongly disagree 1 4.8%
Disagree 2 9.5%
Total 21 100%

Data interpretation

From the above data most of the employee’s i.e. 42.9% are strongly agree with
work. And 23.8% of employee’s are agree. The 19% of employee’s are
neutrally agreed and remaining 9.5% , 4.8% are disagree and strongly
disagree.
How did you came to know about any new rewards being introduced in the
organization

4.14 Table :
Option No. of respondent Percentage
Through superior 9 42.9%
Co-workers 5 23.8%
Through websites 5 23.8%
When necessary comes 2 9.5%
Total 21 100%

Data interpretation

From this above data we identify that, most of the employee’s get to know
about the new introduced reward system through superior rather than
co-worker, websites.
Rewards provided by your organization are satisfactory

4.15 Table :
Option No. of respondent Percentage
Strongly disagree 2 9.5%
Disagree 3 14.3%
Neutral 6 28.6%
Agree 8 38.1%
Strongly agree 2 9.5%
Total 21 100%

Data interpretation

From the above data most of the employee’s i.e. 38.1% are agree with the
rewards. And 9.5% of employee’s are strongly agreed. The 28.6% of
employee’s are neutrally agreed and remaining 14.3% , 9.5% are disagree and
strongly disagreed.
Did you get any rewards for your performance in your organization

4.16 Table :
Option No. of respondent Percentage
Yes 17 81%
No 4 19%
Total 21 100%

Data interpretation

From the above data we have known that, most of the employee’s gets
rewards for their performance. Few employees doesn’t receive any rewards.
Which type of rewards do you prefer more

4.17 Table :
Option No. of respondent Percentage
Monetary 10 47.6%
Non-monetary 4 19%
Both 7 33.3%
Total 21 100%

Data interpretation

From the above data we found that, most of the employee’s prefer monetary
rewards are 47.6% compared to non-monetary rewards are 19% .
The 33.3% of employee’s are both.
What is the motivation level of you through these rewards provided by your
organization

4.18 Table :
Option No. of respondent Percentage
0-25% 5 23.8%
25-50% 7 33.3%
50-70% 7 33.3%
75-100% 2 9.5%
Total 21 100%

Data interpretation

From the above data, we have known that, motivation has high level through
reward system with 33.3% of employee’s 50-70% and 25-50% .
How often are the employees rewarded

4.19 Table :
Option No. of respondent Percentage
Monthly 10 50%
Quarterly 4 20%
Half yearly 4 20%
Yearly 2 10%
Total 20 100%

Data interpretation

From the above data most of the 50% employee’s are monthly rewarded And
20% of employee’s are quarterly and half yearly rewarded. And remaining
10% of employee’s are yearly rewarded.
What kind of reward policy is implemented in your organization

4.20 Table :
Option No. of respondent Percentage
Formal 17 81%
Informal 4 19%
Total 21 100%

Data interpretation

From the above data most of the 81% of employee’s are reward policy is
implemented in formal in their organiztion. .And remaining 19% of
employee’s are reward policy is implemented in informal in their
organization.
Are the employee suggestions considered while reviewing the reward
programme

4.21 Table :
Option No. of respondent Percentage
Yes 13 61.9%
No 8 38.1%
Total 21 100%

Data interpretation

From the above data most of the employee’s 61.9% are yes is considered the
reward programme. And remaining 38.1% of employee’s are no is considered
the reward programme.
How is the company benefited from the rewards

4.22 Table :
Option No. of respondent Percentage
Improved performance 13 61.9%
Reduced absenteeism 3 14.3%
Other 5 23.8%
Total 21 100%

Data interpretation

From the above data most of the 61.9%of employee’s company’s are
benefited by improved performance. And 14.3%of employee’s company’s are
benefited by reduced absenteeism. And remaining 23.8% of employee’s
company’s are benefited by the othe rewards.
What is the satisfaction level of you through these rewards provided by your
organization

4.23 Table :
Optoin No. of respondent Percentage
0-25% 3 14.3%
25-50% 7 33.3%
50-70% 7 33.3%
75-100% 3 14.3%
Option 2 1 4.8%
Total 21 100%

Data interpretation

From the above data the responds are mostly 33.3% of employee’s 50-70%
and 25-50% is satisfaction level. And 14.3% of employee’s are 75-100% and
0-25%is less satisfaction level.
 CHAPTER IV
FINDINGS, SUGGESTIONS AND
CONCLUSIONS
 FINDINGS:

□ 85% of the respondents are female and 15% of the respondents

are male.

□ 96% of the respondents are between the age group of 18-25.

□ 88% of the respondents are unmarried and 14% of the respondents

are Married.
□ 43% of the respondents are under graduate and remaining 57%
are others.
□ 67% of the respondents are working and 33% of the respondents
are not working.
□ 76% of the respondents are having less than 2 years. And 24% of
the respondents are having more than 2 years.
□ 53% of the respondents organization being followed by genuinely
and remaining 47% of the respondent organization is not followed by
genuinely.
□ 70% of the respondents feel that their work is valued and
appreciated and 30% of the respondents feel that their work is not
valued and appreciated.
□ 81% of the respondents get rewards for their performance in
their organization.
 □ 47% of the respondents they prefer monetary rewards and 19% of
the respondents prefer non-monetary rewards and remaining 34%
are both.
□ 81% of the respondents are implemented formal policy in
their organization and 19% are informal.
□ 62% of the respondents company is benefited by
improved performance and remaining 38% are others.

5.2 SUGGESTIONS:

● According to the study ,it is important to get praise as part of a team

that successfully meets goals and quotas, everyone needs to be
recognized for their individual accomplishments by the people around
them– and above them. Anticipating that they will be recognized for
completing a task well is strong motivation and job satisfaction for an
individual to “go the extra mile.”

● According to the age, educational qualification and marital status of the

respondents, the management can fix the target in order to increase
the level of productivity and performance. If the financial rewards can
be changed to fixed amount + variable amount, it will have great
impact on productivity. Variable amount may vary with respect to the
target percentage they achieved. (More than 100%)

● According to the department, experience and income of the

respondents, the management can give out gold coins for a job
well
 done. And for once a year, have a “Staff Appreciation Day” where the
managers supply, cook and serve food. Also post a large “celebration
calendar” in the work area. Tack on notes of rewards to specific dates.
Can also send birthday cards to employees homes, signed by
HR(Generalist) or director.

● Providing positive rewards and financial rewards of an accomplishment

serves to raise individual productivity, performance, work efforts, job
satisfaction, motivation, self-esteem, reinforce their value to the
organization, improve their self-image and encourage them to
accomplish even greater results in the future.
● The management can improve work efforts by planning a surprise
picnic, creating a hall of fame wall with photos of outstanding
employees, making a photo collage about a successful project that
shows the people that worked on it, its stage of development and its
completion and presentation, find out the person's hobby and buy an
appropriate gift, etc.,

5.3 CONCLUSION:

Employee reward system are an effective technique to ensure that your staff
stays motivated in undertaking their daily work.

Rewards makes the employees comfortable that developed the level of job
satisfaction and employee performance. Rewards directly effects the
emotions and feelings of the employees and there is direct correlation
between extrinsic reward and employee performance. Reward system plays a
key role as they determine the employer employee relationship. The reward
system defines
what the employers what the employers is willing to give which has a direct
impact on what employees are willing to contribute in exchange.

The key to make this reward system to be a successful one is to make sure
employees understand the difference, the advantage and the importance of
both financial and non-financial rewards. Financial reward such as cash,
bonuses may motivate the employee temporarily but non-financial rewards
stay in the employee’s mind forever. Not only have these kinds of rewards
made them feel valued but also increases their morale and their motivation.

BIBLIOGRAPHY

BOOKS AND JOURNALS

• (Chiang and Birtch, 2008)Reward is a broad construct that has been said to
represent anything that an employee may value that an employer is willing
to offer in exchange for his or her contributions.
• (Mossbarger and Eddington, 2003)Organizations often use financial
rewards top revent employee dissatisfaction and to motivate employees,
although it may not be the best motivator for the long term.
• Deep rose (2014) had stated that “while the presence of money may not be
a very good motivator, the absence of it is a strong de-motivator”.
• (Armstrong, 1996)also stated that financial rewards are significant not
only in terms of their instrument value as a medium of exchange, but also a
highly tangible means of recognizing an individual’s worth, improving self -
esteem, and symbolizing status and achievement.
• (Millmore et al, 2007), individuals require beyond monetary rewards
for their effort.
• (Johnson and Welsh, 1999). Given the labor-intensive nature of the
hospitality industry and the rising pressure to control costs, nonfinancial
rewards are being used increasingly to motivate employee performance
and to increase employee satisfaction.
• (Clifford, 1985)Extrinsic rewards relates to financial rewards or cash
related like formal recognition, fringe benefits, incentive type payments, pay,
promotion and intrinsic relates to nonfinancial or non-cash rewards like
achievement, accomplishment feelings, recognition, job satisfaction and
growth.
• Kalleberg, (1977)explained rewards consist on benefits that
employees receive in exchange of their work during the job.

• Wang (2004), in so many organization rewards plays so many roles in

sustaining and creating commitment among employees for good
performance and that better performance leads to job satisfaction.
• (Brief & weiss, 2002) When employees achieved their desire results from
job so that of desired achievement is called job satisfaction.
• Ali & Ahmad, (2009)investigated that there is positive relationship
between “recognition and reward”, “performance”.
• (Qureshi, Zaman, & Shah, 2010)The study conducted to check the
relationship between rewards and employee's performance schools
of Pakistan.
• Jehanzeb et al. (2012)The results revealed that there is a direct
relation between reward system and employee's performance.
• Mishra and Dixit (2013),financial and non financial rewards and benefits
are highly correlated with employee's performance in an education rewards
system.
• (Kaliski, 2007) linked increase productivity, increase worker’s efforts on
job and leads to happiness enthusiasm, feeling of fulfilment.
• (Boehm & Lyubomirsky, 2008)investigated in his research that
rewards promote happiness and job satisfaction.
• Andrew & Kent (2004),explained in his research all the employees
revolve around the rewards and recognition so the both aspects have much
importance for employees.
• (Carraher, Gibson, & Buckley, 2006)explained that good reward system
help to retain high performers in the firm so rewards must be fulfill the high
performer’s feelings.
• Bishop (1987)explained that pay relates to productivity and reward
system relate to size of the firm.
• (Reio & Callahon,2004)proves monetary and nonmonetary rewards
motivate the workers of any organization and these rewards also resulted
in higher growth and productivity.
• Oosthuizen (2001) stated that it is among the function of managers to
motivate the employees successfully and influence their behavior to
achieve greater organizational efficiency.
• La Mott (1995) is of the view that performance at job is the result of
ability and motivation. Ability formulated through education, equipment,
training, experience, ease in task and two types of capacities i.e. mental and
physical.
• Wilson (1994), the process of performance management is one
among the key
• elements of total reward system.
• Entwistle (1987) is of the view that if an employee performs successfully,
it leads to organizational rewards and as a result motivational factor of
employees lies in their performance.
• (Ciscel, 1974) the investigations that have been conducted to find the
relationship between compensation and individuals were focused to
increase the performance of employees.
• Andrew (2004), commitment of all employees is based on rewards
and recognition.
• Lawler (2003) argued that prosperity and survival of the organizations
is determined through the human resources how they are treated.
• Deeprose (1994)argued that the motivation of employees and their
productivity can be enhanced through providing them effective
recognition which ultimately results in improved performance of
organizations.
• (Drucker as cited in Meyer & Kirsten, 2005) managing the performance of
employees forms an integral part of any organizational strategy and how
they deal with their human capital.
• Freedman (1978) is of the view that when effective rewards and
recognition are implemented within an organization, favorable working
environment is produced which motivates employees to excel in their
performance.
• Csikszentmihalyi (1990) Flynn (1998) argued that rewards and
recognition programs keep high spirits among employees, boosts up their
morale and create a link age between performance and reward of the
employees.
• Bull (2005) posits a view that when employees experience success
in mentally challenging occupations Rewards and recognition are the
key parameters of today’s motivation programs according to most of
the organizations as these bind the success factor with the
employees performance.
• Robbins (2001) asserts that promotions create the opportunity for
personal growth, increased levels of responsibility and an increase on social
standing.
• Barton (2002) argued that the factor in Rewards and recognition at their job.
• Eastman (2009) consistently found that intrinsic motivation is conducive
to producing creative work, while extrinsic motivation is unfavorable to
producing creative work.
• Gagne (2009) suggested a new model of knowledge-sharing motivation
which provides suggestion for designing five important human resource
management(HRM) practices including staffing, job design, performance
and compensation systems, managerial styles and training.
WEB SITES

• http://www.aupc.info/wp-content/uploads/2015/01/V7I2-8.pdf

• http://www.irbrp.com/static/documents/June/2009/22.Reena.pdf

• http://psrcentre.org/images/extraimages/26.%20113535.pdf

•
http://www.washington.edu/admin/hr/roles/mgr/ee-recognition/award-ide
as
 QUESTIONNAIRE

1. Gender

a) Male

b) Female

c) Prefer not to say

2. Age

a) 18 – 25

b) 25 – 35

c) 36 – 45

d) 50 Above

3. Marital status

a) Unmarried

b) Mariried
4. Educational background

a) Intermediate

b) Under graduate

c) Post graduate

d) Others

5. Are you working

a) Yes

b)No

6. How much experience do you have

a) 1 – 2 years

b) 3 – 4 years

c) 5 – 10 years

d) 10 – 20 years
7. Are you being appreciated for every six months

a) yes

b) No

c) Sometimes

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

a) Yes

b) No

c) May be

9. Spending special time with senior leadership team outside the plant
is motivating

a) Strongly agree

b) Agree

c) Neutral

d) Strongly disagree

e) Disagree
10. My supervisor cares about me as a team member

a) Strongly agree

b) Agree

c) Neutral

d) Strongly disagree

e) Disagree

11. You are feeling that your work is valued and appreciated

a) Yes

b) No

12. You feel support and guidance o f your superiors is important for you
to get rewards

a) Strongly agree

b) Agree

c) Neutral

d) Strongly disagree

e) Disagree
13. It is important to you to be recognized for your work

a) Strongly agree

b) Agree

c) Neutral

d) Strongly disagree

e) Disagree

14. How did you came to know about any new rewards and being introduce
in the organization

a) Through superior

b) Co-workers

c) Through websites

d) When necessary comes

15. Rewards provided by your organization are satisfactory

a) Strongly disagree

b) Disagree

c) Neutral

d) Agree
e) Strongly agree

16. Did you get any rewards for your performance in your organization

a) Yes

b) No

17. Which type of rewards do you prefer more

a) Monetary

b) Non-monetary

c) Both

18. What is the motivation level of you through this rewards provided by
your organization

a) 0 – 25%

b) 25 – 50%

c) 50 – 70%

d) 75 – 100%
19. How often are the employees rewarded

a) Monthly

b) Quarterly

c) Half yearly

d) Yearly

20. What kind of reward policy is implemented in your organization

a) Formal

b) Informal

21. Are the employee suggestions considered while reviewing the

reward programme

a) Yes

b) No
22. How is the company benefited from the rewards

a) Improved performance

b) Reduced absenteeism

c) Others

23. What is the satisfaction level of you through these rewards provided by
your organization

a) 0 – 25%

b) 25 – 50%

c) 50 – 70%

d) 75 – 100%