A STUDY ON THE REWARDS AND RECOGNITION OF THE

EMPLOYEES IN DCW LTD., SAHUPURAM.

By

JAHIN J DEV

Register No.: 961821631024

of

PONJESLY COLLEGE OF ENGINEERING

Nagercoil

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCES

In partial fulfilment of the requirement

for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY

CHENNAI - 600 025

MAY - 2023
 DEPARTMENT OF MANAGEMENT STUDIES
PONJESLY COLLEGE OF ENGINEERING
Approved by AICTE & Permanently Affiliated to Anna
University,Recognized Under UGC 2(f) & 12 (B)
Nagercoil - 629 003, Kanyakumari District, Tamil Nadu.

Phone: 04652259680 Email : mba@ponjesly.com,

Fax : 04652259605 Website: www.ponjesly.com.

Dr. R. Sam Renu, M.B.A., M.Phil., Ph.D.

Associate Professor,

Department of Management Studies.

BONAFIDE CERTIFICATE
Certified that this project report titled “A Study on the Rewards and
Recognition of the Employees In DCW Ltd., Sahupuram” is the bonafide work of
JAHIN J DEV done under my supervision and guidance. Certified further, that to the
best of my knowledge the work reported herein does not form part of any other project
report or dissertation on the basis of which a degree or award was conferred to him on
an earlier occasion or any other candidate.

Place: Nagercoil,

Date: Signature of the Supervisor

Forwarded by

Dr. G. Arumugasamy, M.Com, M.B.A., M.Phil., Ph.D.

Professor & Head of the Department

Viva-Voce Examination held on:

Internal Examiner External Examiner

Space for Company Certificate
 DECLARATION

I hereby declare that the project report entitled “A Study on the Rewards and
Recognition of the Employees In DCW Ltd., Sahupuram” submitted to Anna University
in partial fulfillment for the award of Degree of Master of Business Administration, is a
record of independent research work carried out by me under the guidance of
Dr. R. Sam Renu , M.B.A., M.Phil., Ph.D., Associate Professor, Department of Management
Studies, Ponjesly College of Engineering, Alamparai. I also declare that this project report is
the result of my own effort and has not been submitted earlier for the award of any other
Degree / Diploma or Associate ship by Anna University or any other University.

Place: Nagercoil,

Date: Jahin J Dev

 ACKNOWLEDGEMENT

First and foremost I thank Almighty God with hearts and immense pleasure for
the grace blessings enabling to complete this book.
I express my sincere gratitude our Chairman Shri. Pon Robert Singh, M.A.,
Ponjesly Group of Institution for giving me an opportunity to undertake thisproject.
I wish to convey my profuse thanks to our Director Prof. P. Arulson Daniel,
M.Sc., M.Phil., Ponjesly College of Engineering for giving guidance and for the
successful completion ofthis project.
I express my sincere thanks to our Principal Dr. T. Natarajan, M.E., Ph.D.,
Ponjesly College of Engineering who had given me the official permission for doing this
project work.
I express my deep sense of gratitude to Dr. G. Arumugasamy, M.Com.,
M.B.A., Ph.D., Professor & Head, Department of Management Studies, PonjeslyCollege
of Engineering for his extraordinary guidance which helped me to complete this study
successfully.
I am greatly privileged to express my profound indebtedness to our Project Co-
ordinator Mr. N. Prem Santhosh, B.E., M.B.A., Assistant Professor and my Project
Guide Dr. R. Sam Renu , M.B.A., M.Phil., Ph.D., Associate Professor, Department of
Management Studies, Ponjesly College of Engineering their valuable suggestions and
encouragement throughout the project work.
I take this wonderful opportunity to express my sincere thanks to Mr. G.Vijay,
Head – HR, DCW Ltd., Sahupuram for giving permission to undertake this project.
And I profusely thank to all the employees of DCW Ltd. Sahupuram for guiding
throughout my project.
Finally, I wish to express my sincere thanks to my family and friends for their
constant encouragement, support, help and valuable advice to make this project .

- Jahin J Dev
 ABSTRACT

Reward management system has been an important point of attention in any

organization as a defining factor of employee’s high welfare and performance. This
research studies the influence of remuneration reward system on employee performance
through motivation and job satisfaction as the mediation variable. The data in this
research was taken from employees of DCW Ltd. Sahupuram amounting to 100
employees. Chi-square test was done to find the relationship between Education of the
Employees and Provision for advanced technical tools and ANOVA test was carried out
to find out the proposed in order to examine the influence of remuneration reward
system, motivation, and job satisfaction either directly or indirectly on performance. The
mediating roles of motivation and job satisfaction are measured to be an indirect relation
intermediary. The results show that remuneration and job satisfaction have a positive
influence on performance. Furthermore, motivation and job satisfaction are found to be
significantly positively influenced by remuneration. However, the direct effect of
motivation on performance is not supported. Motivation can improve employee
performance, by becoming the mediation variable of remuneration reward system. This
study shows that motivation and satisfaction are the variables that can mediate the
relationship between remuneration and employee performance.
 LIST OF CONTENTS

Chapter Contents Page No.

I INTRODUCTION 1
1.1 Industry Profile 4
1.2 Company Profile, 6
1.3 Product profile 8
II REVIEW OF LITERATURE
2.1 Special Concept 13
2.2 Literature Review 17
III RESEARCH DESIGN
3.1 Scope of the study 21
3.2 Problem Statement 21
3.3 Need of the Study 21
3.4 Objectives of Research 22
3.5 Type of Research 22
3.6 Research process 22
3.7 Sources of data collection 24
3.8 Sample Size 24
3.9 Sampling Method 24
3.10 Tools used for Analysis 24
3.11 Period of Study 25
3.12 Limitations of the Study 25
IV ANALYSIS AND INTERPRETATION
4.1 Percentage Analysis (26-45)
4.2 Chi-Square Analysis 46
4.3 ANOVA test 48
V FINDINGS, SUGGESTIONS & CONCLUSION
5.1 Findings 50
5.2 Suggestions 52
5.3 Conclusion 53
BIBLIOGRAPHY 54
APPENDIX 55
 LIST OF TABLES

Table No. Title Page No.

4.01 Table showing age wise classification

26

4.02 Table showing gender wise classification

27
4.03 Table showing education of the employees
28
4.04 Table showing experience of the employees
29
4.05 Table showing designation of the employees
30
Table showing opinions on I am well aware of what is
4.06
expected from my work 31
Table showing opinions on At work i’m given the
4.07
opportunity to do my best 32
Table showing opinions on My opinions are taken into
4.08
account 33
Table showing opinions on receiving enough support from
4.09
other teams to deliver quality work 34
Table showing opinions on In the last one month I’ve been
4.10
appreciated for my progress 35
Table showing opinions on In the previous month ,I was
4.11
given ample opportunities to grow 36
Table showing opinions on The criteria for the recognition
4.12
programs has been clearly explained to me 37
Table showing opinions on There is enough publicity given
4.13
for award winners 38
Table showing opinions on Provision for advanced work
4.14
tools [computer,software,internet] 39
Table showing opinions about being recognized by
4.15
management for your efforts 40
Table showing opinions on feeling a spirit of teamwork and
4.16
cooperation among the co-workers 41
Table showing opinions on independence and freedom to
4.17
influence work content and method 42
 Table showing opinions about low performers are
4.18
encouraged in your firm to work hard and better
43
Table showing opinions about bonus encourages
4.19
employees to work with motivation
44
Table showing opinions about reward system in your firm
4.20
is fair and equitable
45
Table showing chi-square tests to find out the relationship
4.21 between Education of the Employees and Provision for
advanced tools[computer,software,internet] 46
4.22 Chi-square test table 47
Table showing Anova test to find out relationship between
4.23 years of experience and being recognized by management
for your efforts 48

4.24 ANOVA test table 49

 LIST OF FIGURES

Figure
Title Page No.
No.

4.01 Figure showing age wise classification

26
4.02 Figure showing gender wise classification
27
4.03 Figure showing education of the employees
28
4.04 Figure showing experience of the employees
29
4.05 Figure showing designation of the employees
30
Figure showing opinions on I am well aware of what is expected from my
4.06
work 31
Figure showing opinions on At work i’m given the opportunity to do my
4.07
best 32
4.08 Figure showing opinions on My opinions are taken into account
33
Figure showing opinions on receiving enough support from other teams to
4.09
deliver quality work 34
Figure showing opinions on In the last one month I’ve been appreciated
4.10
for my progress 35
Figure showing opinions on In the previous month ,I was given ample
4.11
opportunities to grow 36
Figure showing opinions on The criteria for the recognition programs has
4.12
been clearly explained to me 37
Figure showing opinions on There is enough publicity given for award
4.13
winners 38
Figure showing opinions on Provision for advanced work tools
4.14
[computer,software,internet] 39
Figure showing opinions about being recognized by management for your
4.15
efforts 40
Figure showing opinions on feeling a spirit of teamwork and cooperation
4.16
among the co-workers 41
Figure showing opinions on independence and freedom to influence work
4.17
content and method 42
 Figure showing opinions about low performers are encouraged in your firm to
4.18
work hard and better
43
Figure showing opinions about bonus encourages employees to work with
4.19
motivation
44
Figure showing opinions about reward system in your firm is fair and
4.20
equitable.
45
 Chapter - I

INTRODUCTION
 Chapter - II

Review of literature
 Chapter - III

Research Design
 Chapter – IV

Analysis and Interpretation

 Chapter – V

Findings, Suggestions & conclusion

 CHAPTER - I
INTRODUCTION

In a world characterized by increased global competition, and a rapidly

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

1
Rewards and Recognition
In a competitive market, more business owners are looking at development in
quality while reducing costs. This system deals with the assessment of job values, the
plan and manage-, performance management; pay for performance, competence or
skill, the provision of employee benefits and pensions. Importantly, reward and
recognition system is also concerned with the development of appropriate managerial
cultures, foundation core values and increasing the motivation and commitment of
employees. Reward system processes cover both financial and non – financial
rewards.
Employee Reward and Recognition Systems
In a competitive business climate, more business owners are looking at
improvements in quality while reducing costs. Meanwhile, a strong economy has
resulted in a tight job market. So while l businesses need to get more from their
employees, their employee s are looking for more out of them.
Employee reward and recognition programs are one method of motivating
employees to change work habits and key behaviors to benefit a business.

2
Procedures of Reward and Recognition
This section provides step -by -step, a general procedure to assist managers in the
development and assessment of recognition programs that are beneficial and
meaningful to your employees.

Types of Reward & Recognition

Membership and seniority based rewards
Competency rewards
Performance based rewards.

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

Methods of Rewards & Recognition

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

2. Additional Hour's Rewards:

This is similar to that of overtime. However, it is paid to employees if they put
in an extra hour of work for working at unsocial hours or for working long hours on
top of overtime hours.
3
3. Commission
Many organizations pay commission to sales staff based on the sales that they
have generated. The commission is based on the number of successful sales and the
total business revenue that they have made. This is a popular method of incentive.
4. Bonuses
Bonuses will be paid to employees, who meet their targets and objectives.
This is aimed at employees to improve their performance and to work harder.

5. Performance Related Pay

This is typically paid to employees, who have met or exceeded their targets
and objectives. This method of reward can be measured at either team or department
level .
6. Profits Related Pay
Profits related pay is associated with if an organization is incurring a profit
situation.
If the organization is getting more than the expected profits, then employees
receive an additional amount of money that has been defined.

1.1 INDUSTRY PROFILE

The chemical industry of India is a major industry in the Indian economy and
as of 2022, contributes 7% of the country’s Gross Domestic Product (GDP). India is
the world’s sixth largest producer of chemicals and the third largest in Asia, as of
2022.The Indian chemical industry mainly produces basic types of chemicals as well
as knowledge type chemicals and specialty type chemicals as of 2018.

In India, Gujarat was the largest state contributor to the chemical industry of
India in 2018. India also produces products related to petrochemicals, fertilizers,
paints, varnishes, glass, perfumes, toiletries, pharmaceuticals, etc. India is the third
largest Salt producing Country in the World after China and USA with Global annual
production being about 230 million tonnes. The growth and achievement of Salt
Industry over the last 60 years has been spectacular. When India attained
Independence in 1947, salt was being imported from the United Kingdom & Adens to
meet its domestic requirement. But today it has not only achieved self-sufficiency in
production of salt to meet its domestic requirement but also in a position of exporting
surplus salt to foreign countries. The production 9 of salt during 1947 was 1.9 million
4
tones which has increased tenfold to record 22.18 million tones during 2011-12. Salt
Economics The main sources of salt in India are Sea brine Lake brine Sub-soil brine
Top 5 Largest Salt Production States of India: India is the third largest producer of
salt in the world, Major salt producing states of India are Gujarat, Rajasthan, Tamil
Nadu, Maharashtra, Andhra Pradesh, Karnataka and Odisha.

Gujarat

Gujarat is the largest salt producer state of India and third largest in the world.
The state contributes 76 percent to the total salt production in India,
Kharaghoda,Bhavnagar, Porbandar and Rann of Kutch of Gujarat are major salt
produced districts.

Tamil Nadu

Tamil Nadu is second largest producers of salt in India after Gujarat. The state
contributes 12 percent, Thoothukudi, Ramanathapuram, Ngapattinam, Viluppuram
and Kancheepuram are the major salt produced districts.

Rajasthan

Rajasthan is third largest salt producing State in India and contributes 8

percent of salt production. Sambhar Salt Lake is the source of most of Rajasthans salt
and India’s largest saline lake as well as recognized wetland of international
importance.

Maharashtra

Maharashtra is one of the four leading salt producers state of India. Salt
manufactured by solar evaporation of sea water around the coast of Maharashtra.
Andhra Pradesh

Andhra Pradesh coastline producers 2.28 percent of salt along with Orissa,
Karnataka,West Bengal,Diu Daman and Goa. Nellore to Srikakulam are marine salt
industry in Andhra Pradesh.Sanikatta is the oldest salt manufacturing village in
Karnataka State and Ganjam is the place for salt manufacturing in Odisha.Growth of
Chemical Industry The chemical sector has witnessed growth of 13-14% in the last 5
years while petrochemicals Have registered a growth of 8-9% over the same period.

The major growth drivers, behind India’s chemical industry could be listed as
follows:
5
 Structural advantage:

With a growing market and purchasing power, the domestic Industry is likely
to growth at over 10-13% in the coming years. disposable Incomes and increasing
urbanization are fuelling the end consumption demand for Paints, textiles, adhesives
and construction, which, in turn, leads to substantial growth Opportunity for
chemicals companies.

 High domestic consumption:

The chemicals industry in India is the largest consumer of Its own products,
consuming 33% of its output. With promising trends in the Chemicals industry, this
internal consumption is also set to rise.

 Diversified industry:

The Indian chemicals industry has a diversified manufacturing base That

produces world-class products. There is a substantial presence of downstream
Industries in all segments. Further, this large and expanding domestic chemicals
market Also boasts of a large pool of highly-trained scientific manpower.

 Promising export potential:

Chemicals constitute ~5.4% of India’s total exports. India Already has a

strong presence in the export market in the sub-segments of dyes, Pharmaceuticals
and agro chemicals. India exports dyes to Germany, the UK, the US, Switzerland,
Spain, Turkey, Singapore and Japan. The combined exports of Major Chemicals and
Major Petrochemicals in the year 2022-23 (up to July 2022) have increased to INR
48.05 thousand Cr from INR 47.35 thousand Cr. Indian chemical industry employs
more than 2 Mn people

1.2 COMPANY PROFILE

The DCW story goes back to 1925 when the foundation stone of India’s first
Soda Ash factory at Dhrangadhra a small principality in the state of Gujarat in West
India, was laid. The plant was taken over in 1939 and run under the name of
Dhrangadhra Chemical Works. We have now evolved into a diversified, specialty

6
business with a portfolio of over 12 products along with a strong exports clientele,
with a major presence in the USA, Europe, Japan, egoistic businesses.

Dhrangadhra, Gujarat, Sahupuram, Tamil Nadu

Malaysia and Netherlands. Our Basic Chemistry product range provides key
ingredients to the manufacturers of agricultural products, detergents, food,
pharmaceuticals, pigments, fertilizers, alumina and other industrial products.
Moreover, to maintain sustained economic growth and build an innovative product
pipeline, we have established our R&D centre in Sahupuram, Tamil Nadu, which is
home to world-class Research & Development capabilities in chemistry.

OUR MANUFACTURING UNITS

PRODUCT USER INDUSTRY

Salt Caustic Soda & Soda Ash Industries

Caustic Soda Aluminum, Rayon, Paper, Soap

Liquid Chlorine Manufacturers of Trichloro & perchloro Ethylene

Hydrochloric Acid Chemicals, Acid Pickling, Metal Cleaning

Sodium Bleaching Purpose

Hypochlorite

Upgraded Pigments, Welding Electrodes, Paints

Beneficiated
Ilmenite (Synthetic
Rutile)

7
 Utox & Yellow Paint Industired
Iron
Oxide

Ferric Chloride Effluent Water & Sawage, Textile

PVC Resin Pipe Industry, Automobiles & Sanitary Fittings

Spirulina Pharmaceuticals

Trichloroethylene Metal Degreasing, Dry Cleaning

Our Mission

It is our Endeavour to become a chemical powerhouse by growing in a globally

competitive market with a focus on the environment and community by optimizing
the use of all available resources.

Our Vision

1. To innovate and integrate

2. Emphasis on the 4R’s- Reduce, Reuse, Recycle & Recover

3. Enhance stakeholder value

4. Diversify in synergistic businesses

5. To be a responsible social citizen

1.3 PRODUCT PROFILE

Our resilient business model allows us to create value by ensuring consistent

cash flow and efficient use of capital, coupled with focus on building a high margin
high volume business and scale up capacity for all our products.

8
Ash Caustic Soda

Soda Ash, also known as Sodium Carbonate, is a white, anhydrous, powdered

or granular substance with the chemical formula Na2CO3. It is made from salt and
lime stone as basic raw material. Soda Ash is an essential raw material used in the
manufacturing of glass, detergent chemicals, dye-stuffs, petrochemicals and other
industrial products. Caustic Soda (Sodium Hydroxide) is a versatile alkaline chemical.
Its main applications are in the manufacture of pulp and paper, alumina, soap and
detergents, petroleum products, and chemical production. Other applications include
water treatment, food, textiles, metal processing, mining and glass making.

Growth Drivers and Usage:

Our product mainly goes in to Detergents and other chemical industry.

Demand for soaps and detergents, especially in developing nations, is increasing due
to rising standard of living and hygiene consciousness. Further, there is an increase
in demand due to use of waste-water treatment by the governments of several
countries in the past few years.

Growth drivers and usage:

Caustic Soda is increasingly used in the production of alumina, pulp and paper
industry and textile industry. These sectors contribute to the largest market share of
Caustic Soda consumption market. With general increase in awareness for water
conservations, waste management, and the general scarcity of potable water, Caustic
Soda is also expected to see a growth in water purification and waste management
Industry.

Segment Performance:

Situated at Dhragandhra, Gujarat. Total revenue from the Soda Ash business
for FY2020 stood at `1,983 million, a de-growth of 6.9% on a YoY basis. The fall in
the revenue is largely attributed to flood situations in Q2 and COVID-19 related
disruptions in Q4. Situated at Sahupuram, Tamil Nadu. Total revenue from the
Caustic Soda business for FY2020 stood at ` 4,675 million, registering a moderate
degrowth of 2.0% on a YoY basis.

9
PVC
PVC resin is produced by Polymerization of Vinyl Chloride Monomer (VCM)
Polyvinyl Chloride is a high strength thermoplastic material widely used in
applications, such as pipes, medical devices, wire and cable insulation...the list is
endless. It is the world’s third-most widely produced synthetic plastic polymer.

SIOP
Synthetic Iron Oxides are one of the most important part of the Inorganic
Pigments family and also the second highest selling pigments in the world after
Titanium Dioxide. The reason of their popularity is their highly stable nature and
good strength. They are resistant to UV rays, salty weather and all different kind of
atmospheric conditions. Due to these reasons they are used in a wide variety of
applications, the major being coatings and construction.

C-PVC

Conceptually, C-PVC is a PVC homopolymer that has been subjected to a

chlorination reaction. C-PVC is inherently inert to acids, bases, salts, and aliphatic
hydrocarbons, all of which tend to eat away the metals. It is this inherent chemical
resistance, coupled with its temperature and pressure resistance, that enables its use in
a variety of industrial and commercial applications.

Growth Drivers and Usage:

The construction sector is the principal driver of PVC demand, globally. Low
per capita consumption of PVC and greater economic development in the fast
growing developing countries of China, India and Brazil are driving the global
demand for PVC in construction applications. Pipes & tubes and profiles account for
the bulk of the PVC demand from this sector, with pipes & tubes accounting for
nearly half the demand for PVC from construction applications. The primary growth
drivers of the PVC pipes and fittings market in India have been rising government
investments in irrigation, housing and sanitation through schemes such as Housing for
All, AMRUT and PMKSY.

10
Growth Drivers and Usage:

Iron Oxide Powders are most widely used in coloured inorganic pigments in
concrete products, paints, plastics, and other material. The demand from the
construction industry coupled with increasing urbanization are likely to be major
drivers for the global iron oxide market.

Growth Drivers and Usage:

C-PVC is used in a variety of industries, including construction, chemical,

healthcare, and material handling equipment. Never-ending and ever-growing
demand for safe and reliable pipe & fitting solutions in commercial and residential
buildings. Rising product applications in residential and commercial spaces, fire
fighting sprinkler devices, home heating devices, and piping products shall positively
influence product demand in the coming years.

Segment Performance:

Situated at sahupuram, Tamil Nadu. Total revenue from the PVC business for
FY2020 stood at ` 4,541 million, compared to ` 5,338 million in FY2019.

Segment Performance:

Situated at Sahupuram, Tamil Nadu. Total revenue from the SIOP business for
FY2020 stood at `396 million, registering a growth of 21.7% on a YoY basis. z
Between FY2016-FY2020, SIOP revenue grew at a CAGR of 52.6%.

Segment Performance:

Situated at Sahupuram, Tamil Nadu. Total revenue from the C-PVC business
for FY2020 stood at ` 1,029 million, compared to ` 825 million, registering a growth
of 24.8%. This growth is attributed to various reasons including an Anti-Dumping
Duty levied by the Government.

11
Our Strategy for Future

India’s growing prominence in the global supply chain and further recognition
of DCW’s own position as a partner of choice for a large number of domestic and
international clients, has enabled us to witness an all-round growth in both –
commodity and specialty chemical business, a trend hich we believe will continue.
We thus remain committed to drive growth and value creation. With major CAPEX
being done over the last few years in the specialty chemical segment and de-
bottlenecking of commodity chemical business, we are expecting robust capacity
scale-up for all our products in the short and mediumterm. As a part of the strategy,
we will continue to focus on our niche specialty chemical business to ramp-up the
profit margin profile.

12
 CHAPTER II

REVIEW OF LITERATURE

2.1 SPECIAL CONCEPT

Reward system is a very important management tool which is used to motivate
workers. In different words, reward system attract people to join the organization and
also helps to reduce turnover intention of employees. It will encourage them to work,
and motivate them to perform good. The factors that motivates and affect employee
performance are rewards which can be monetary, job security, working conditions,
employer-employee relationship, autonomy, relationship with colleagues, training and
development opportunities, employee recognition and company’s rules and policies
for rewarding employees. Among all these factors, motivation that comes with
rewards becomes important factor which increases the exceptional contribution by
employees.

An organization should satisfy its obligations to stakeholders, its top

management must build a bond between the organization and its employees that will
fulfill the needs of both the parties. The organization expects employees to perform
the duties which is assigned to them and at the standards set for them, and to follow
the policies that have been established to govern the workplace. Employee motivation
is outlined as the willingness or effort exerted by the employee so as to realize the
goals of the organization and this development of motivation is universal and results
as a result of bound unhappy wishes of the employee. An individual has preferences
and likes and dislikes that he or she desires to fulfill.

Once these desires and wishes aren't glad, a drive or motivation is formed in
this person to realize that goal. Today an organizations growth is completely reliant
on employee’s work motivation. It is very important for a company to find out
plethora of ways to motivate its employees so that it can plan a suitable reward system
and gain better results. The right combination of monetary and no monetary rewards
can boost up the employee’s work motivation and enhance their fidelity to the
company. Past literature has brought the area of rewards systems to attention,
significantly in the area of monetary and non monetary rewards and how it can
motivate employee performance at work.

13
Performance

Work performance are measurable actions, behavior and outcomes that

employees engage in or bring about that are linked with and contribute to
organizational goals. Performance is also defined as employees’ capability to
accomplish their jobs. Performance indicates anything performed by employees,
which may be in the forms of their task completion effectiveness, cooperation
relationship with other parties, quality and quantity of their job output, and their
attendance at work. Individual performance can also be influenced by internal and
external factors. The internal factors include intellectual ability, work discipline, job
satisfaction, and job motivation. Meanwhile, the external factors involve the type of
leadership, work environment, compensation, and the management system applied in
the company

Motivation

Motivation is the main drive of one’s behavior in a job. Motivation is a

powerful tool that reinforces behavior and triggers the tendency to continue. In other
words, motivation is an internal drive to satisfy an unsatisfied need and to achieve a
certain goal. It is also a procedure that begins through a psychological need that
stimulates a performance set by an objective

Job Satisfaction

Job satisfaction is a pleasant emotional state of individual related to his/her

job. Job satisfaction reflects the individual feeling towards his/her job. Job satisfaction
is one of an employee’s positive attitudes to his/her job and everything he/she
encounters at work.

Remuneration Reward System

Reward management system is a core function of human resource discipline

and is a strategic partner with company managements. Besides, it has an important
role on work outcome. Reward management systems have major impact on
organizations capability to catch, retain and motivate high potential employees and as
a result getting the high levels of performance. Remuneration reward system is
usually implemented to motivate employees so that they perform better quality, are
more productive, are not easily moved to other companies, establish a serviceoriented

14
behavior, and avoid corruption. Remuneration can be in the form of money or salary,
fixed allowances, variable allowances, incentives and other facilities. Remuneration is
the total compensation received by the employees in return for the services he or she
has done.

Bonuses

Bonus, as defined by Heathfield, is the compensation over and exceeding the

amount of pay that the employees received as a base salary or hourly rate of pay.
Bonus plans are one of important part in reward systems. This is because a bonus that
will be given to the employees will be based on their current performance in the
organization. Bonuses is a payment where the employees should not be expected to
receive as it is commonly discretionary or backwards-looking. However, it can be
considered as an extra amount of money paid by the organization when the employee
performance is outstanding over the whole year. This bonus plan is to enhance the
performance and effectiveness of employees on their job. The payment of bonus is
commonly made at the end of the performance period that has been set up by an
organization's policies which is a year. He stressed that bonus is to reward an
extraordinary effort made by the employees throughout the year to motivate them and
bonus also works as an incentive that will encourage the employees to show
outstanding performance compare to low performers in the organization.

Research Framework

It presents the research model, examining factors that influence work

performance. The factors examined are remuneration reward system, motivation, and
job satisfaction.

Medical Benefits

Health care benefits are defined as policies and programs for maintaining and
improving health. The way employees accept the health care benefits offered will
affect their. Apart from that, an organization must not only pay for the health care
premiums but must be able to improve and take care of employee health.

15
ORGANISATIONAL STRUCTURE

16
2.2 LITERATURE REVIEW
Albert Bandura (1969)
The implications of social learning theory for employee motivation are
abundant and hence it is imperative to assess the theory in the light of the present
research concern. According to the theory, the importance associated to the concept of
recognition would depend on an individual's past experiences and his or her self belief
about it. Likewise, one's perception would also be influenced by others (top
management and senior) behavior. That is to say the social learning theory plays a
critical role in understanding an individual's perception of recognition and the value
associated with it.

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

David Mcclelland (1953)

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

Alderfer's Erg Theory (1972)

Alderfer's ERG theory (1972) also points out the role of recognition in context
of an individual's need for relatedness. Thus as a basic psychological need of human
17
beings, recognition invariably finds its place in need based theories of human work
motivation. A comparison of all such theories illustrates the congruence as they relate
to the same set of needs. Depicts a comparison of content theories; other than the
lower order needs, recognition finds its place at the higher end of the hierarchy.
Through recognition from group members an individual satisfies the need for
acceptance in social life. Through recognition of an individual's efforts, one satisfies
the need for self-esteem and self-actualization.

Gneezy (2003)
The Genesee conclude that effect of extrinsic rewards on performance depends
on the size of reward and that counter productivity happens in case of small incentives
and not large ones. Citing a study by Lazar (2000), (where a 44% rise in productivity
was observed with a change in the payment scheme), Genesee asserts that economic
theory and psychological and sociological findings for the role of reward depends on
the size of reward. It is concluded that using high payoffs that are contingent on
performance result in higher productivity. A plot with incentives on the horizontal
axis (such that fines are on the negative side and rewards on the positive), and
performance on the vertical axis, resulted in a W-shaped graph.

Morgan (1984)
The reviewed literature in the field of class room learning and intrinsic
motivation and concluded that undermining and enhancing effect of rewards depends
on circumstances and that the effect does not necessarily lead to decrement in
performance. It was suggested that recipient's perspective of reward was important in
determining the effect of reward and that the reward size and type did not matter. The
study disapproves of 'blanket condemnation of concrete rewards' as proposed by the
over justification theory.

Wiesenberger and Cameron (1996)

It suggested that it is time to move beyond the traditional notion of detrimental
effect of rewards. It is asserted by the authors that the negative effect of rewards is
largely restricted and that positive effects can be attained easily with the use of
behavioral theory techniques.

18
Elaborating on the Nature of Rewards, Weick (1978)
He discussed the role of individual's instrumentality in determining the impact
made by a reward. Taking further the argument of 'no universal reward' author
claimed that an individual's instrumentality keeps changing with situation and as such
which reward would determine what in whom was difficult to answer. "When using
instrumentality notions, we must remember that instrumentality is fluid and malleable
rather than stable and durable. A person's ideas about instrumentality itself can shift
dramatically overtime.

Lawerence Lindhal (1949),

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

Morris (2004)
Says that in today’s dynamic environment the highly motivated employees
serve as a synergy for accomplishment of company’s goals, business plans, high
efficiency, growth and performance. Motivation is also required when the
organizational workforce has no good relationship pattern.
Employee’s relationship with another employee and with supervisor is a key
ingredient of the inner strength of the organization. The ability of supervisors to
provide strong leadership has an effect on job satisfaction of employees.

Eastman (2009)
Researched and consistently found that intrinsic motivation is conductive to
producing creative work, while extrinsic motivation is unfavourable to producing
creative work. Gagne (2009) suggested a new model of knowledge sharing motivation
which provides suggestion for designing five important human resource management

19
(HRM) practices including staffing, job design, Performance and compensation
systems, managerial styles and training.

Yanhan Zhu (2012)

State that job satisfaction is an academic idea in his study. Now-a-days
organizations are focused on management, psychological factor and practical
operation. In this research they discuses the measurement of job satisfaction in several
model. They analyzed and discussed the achievement of satisfaction level and
mentioned a model to describe the performance of employee.

Abdulwahab S. Bin Shmailan (2016)

Analyzed in their research, about the factors that contribute to job satisfaction.
Every successful organization should know the job satisfaction, employee
performance and employee engagement which is very vital. Employee performance
and satisfaction are related to the business improvement. This is an another key
success factor for the organization which would help to understand the performance as
well as job satisfaction and employee performance using the power to be competitive
and profitable.

20
 CHAPTER III
RESEARCH METHODOLOGY
3.1 SCOPE OF THE STUDY

 The study Enumerates the importance of the Reward and Recognition and its
Effectiveness in the organization .
 Recognizing and rewarding good performance in an organization .
 Building an effective employee recognition strategy.
 Work content probed the respondents feeling about the type of work they do.

3.2 PROBLEM STATEMENT

 To stay competitive in the industry and increase market share, a company

needs to have efficient and effective strategies in different areas of operation.

 Productivity and success of the company depends a lot on the employee

performance and motivation.

 A comprehensive reward system is an effective management tool for

motivating employees particularly low performers, but also increasing job
satisfaction particularly of high achievers.

3.3 NEED OF THE STUDY

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

But here are some significant reasons why there is a need to consider implementing a
recognition routine in the office today to continue to build a great business:
 To meet the present and emerging challenges of the organization a need has
been felt to optimize the potential of executives ,in line HRM Mission .
 Improve Reward and Recognition program & Team Culture in the
organization.
 Increased Performance .-Motivated and driven employees produce outstanding
results.Take pride in their work and in their job responsibilities
 Feel appreciated for their contributions
 Go the extra mile
21
  Heighten level of commitment to the organization
 Improve relationships between coworkers

3.4 OBJECTIVES OF THE STUDY

3.4.1 Primary Objective

To study the rewards and recognition of the employees in DCW Ltd., Sahupuram

3.4.2 Secondary Objectives:

 To assess employees opinion about the current Reward and Recognition

program.
 To determine the factors that motivate the employees.
 To identify the level of satisfaction employees have towards the current
Reward and Recognition program in the organization.
 To discuss alternative Reward and Recognition program including Non-
monetary Benefits.
 To suggest various method recognize and Reward Employees for Exemplary
individual and team behaviour.

3.5 TYPE OF RESEARCH

In this study research design is descriptive in nature. Descriptive research

involves survey of facts, findings and enquiries of different kinds. The major purpose
of descriptive research is description of the state of affairs as it exists at present. The
main characteristics of this method is that the researcher has no control over the
variables; they can only report what has happened or what is happening.

3.6 RESEARCH PROCESS

In research process, the first and foremost step is defining and selecting a
research problem. A Researcher should at first find the problem. Then he should
formulate it so that it becomes susceptible to research. For a systematic presentation,

22
the process of research may be classified under three stages-primary stages, secondary
stage, and the tertiary stage.

The Primary Stage includes

 Observation
 Interest
 Formulating research problems
 Documentation
 Research designs

The Secondary Stage includes

 Project planning
 Data collection
 Questionnaire preparation
 Analysis of data
 Testing of hypothesis
 Interpretation
 Questionnaire preparation.

The Tertiary Stage includes

 Report writing
 Observation, suggestions, and conclusions Preparation of bibliography.
 To extract the most information are given below, Type of research :
Descriptive research.
 Research approach : Survey method, Source of data : Primary and Secondary
data.
 Sample size : 120.
 Mode of data collection : Personal interview method.
 Data collection Instrument : Questionnaire.
 Sampling design : Simple random sampling.
 The research design is arrangements of condition for collection and analysis of
data in the Liner that aim to combine relevance to the research purpose and the
procedure.

23
3.7 SOURCES OF DATA COLLECTION

3.7.1 Primary Data

A questionnaire was prepared and was used to collect the primary data from the
selected members of the sample.

3.7.2 Secondary Data

The secondary data mainly consist of a data and information. Secondary data was
collected from the company's records, officers and websites.

3.8 SAMPLE SIZE

Population Size : 750

Sample size taken for this study : 100

3.9 SAMPLING METHOD

 The method of sampling used in this study is Simple random samplingmethod.

 Each member of the population has an equal chance of being selected

3.10 TOOLS USED FOR ANALYSIS

 Percentage Analysis Method.

 Chi-Square test Method.
 ANOVA test Method.

3.10.1 Percentage Analysis Method

Percentage refers to a special kind of ratio. Percentage is used in making

comparison between two or more series of data. Percentage can also use to compare
the relative terms, the distribution of two or more series of data.
The easy and simplicity of calculating, the general understanding of its
purpose and the universal applicability of the percent static have made it most widely
and standardizes tool in researcher.
Percentage Analysis Formula:

Percentage of respondents = (No. Of Respondents/Total no. of Respondents) * 100

24
3.10.2 Chi Square Test method

The chi-square test is one of the simplest and most widely uses non parametric
tests in statistical work. The symbol is the Greek letter chi. Karl Person first used
the chi-Square test in the year 1980. The Quality chi-square describes the magnitude
of the discrepancy between and observation.

Chi-square formula:

3.10.3 Anova Test Method

ANOVA in SPSS is used as the test of means for two or more populations.
ANOVA in SPSS must have a dependent variable which should be metric (measured
using an interval or ratio scale). ANOVA in SPSS must also have one or more
independent variables, which should be categorical in nature.

3.11 PERIOD OF THE STUDY

The study was conducted for a period of three months.

3.12 LIMITATIONS OF THE STUDY

The following of the limitations faced by me during the course of study

 As the study is based on primary data, the researcher has only depended
upon the information given by the respondents.

 Responses of the employees could be biased.

25
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1 PERCENTAGE ANALYSIS

Table 4.01

Age Valid Cumulative

group Frequency Percent Percent Percent
18-25 36 36.0 36.0 36.0
26-35 24 24.0 24.0 60.0
36-45 8 8.0 8.0 68.0
46
32 32.0 32.0 100.0
Above
Total 100 100.0 100.0

Fig 4.01
Interpretation:
From the table, it is interpreted that 36% of the respondents are from 18-25 years,
24% of the respondent are from 26-35, 8% of the respondent are from 36-45, 32%
of the respondents are above 46.

26
 Table 4.02

Gender of the Employees

Valid Cumulative
Frequency Percent Percent Percent
Valid Male 100 100.0 100.0 100.0

Fig 4.02

Interpretation:
From the table, it is interpreted that 100% of the respondents are male.

27
 Table 4.03

Education of the employees

Valid Cumulative
Frequency Percent Percent Percent
Valid UG 16 16.0 16.0 16.0
PG 24 24.0 24.0 40.0
ITI/Diploma 56 56.0 56.0 96.0
Others 4 4.0 4.0 100.0
Total 100 100.0 100.0

Fig 4.03
Interpretation:
From the table it is interpreted that 16% of respondent are from UG, 24% of the
respondent are from PG, 56% of the respondent are from IT/Diplomo,4% of the
respondent are others.

28
 Table 4.04
Experience of the employees
Valid Cumulative
Frequency Percent Percent Percent
Valid 0-2 Years 48 48.0 48.0 48.0
3-5 Years 12 12.0 12.0 60.0
6-8 Years 20 20.0 20.0 80.0
Above 8
20 20.0 20.0 100.0
Years
Total 100 100.0 100.0

Fig 4.04
Interpretation:
From the table experience of the respondent from 0-2 years is 48%, experience of
the respondent from 3-5 years is 12% , experience of the respondent from 6-8 is
20%, above 8 years of experience is 20%.

29
 Table 4.05
Designation of the employees
Valid Cumulative
Frequency Percent Percent Percent
Valid Employer 12 12.0 12.0 12.0
Employee 68 68.0 68.0 80.0
Trainee 16 16.0 16.0 96.0
Others 4 4.0 4.0 100.0
Total 100 100.0 100.0

Fig 4.05
Interpertation:

From the table, 12% of the respondents are Employer,68% of the respondents are
Employee, 16% of the respondents are Trainee, 4% of the respondents are others.

30
 Table 4.06
I am well aware of what is expected from my work
Valid Cumulative
Frequency Percent Percent Percent
Valid Agree 88 88.0 88.0 88.0
Neutral 12 12.0 12.0 100.0
Total 100 100.0 100.0

Fig 4.06

Interpretation:
From the table 88% of the respondent are Agree, 12% of the respondent are
Neutral.

31
 Table 4.07
At work I'm given the opportunity to do my best
Valid Cumulative
Frequency Percent Percent Percent
Valid Strongly
36 36.0 36.0 36.0
Agree
Agree 48 48.0 48.0 84.0
Neutral 16 16.0 16.0 100.0
Total 100 100.0 100.0

Interpretation:

From the table, 36% of the respondent are Strong Agree , 48% of the respondent
are Agree, 16% of the respondent are Neutral.

32
 Table 4.08
My opinions are taken into account at work
Valid Cumulative
Frequency Percent Percent Percent
Valid Strongly
32 32.0 32.0 32.0
Agree
Agree 36 36.0 36.0 68.0
Neutral 28 28.0 28.0 96.0
Disagree 4 4.0 4.0 100.0
Total 100 100.0 100.0

Interpretation:

From the table 32% of the respondent are Strong Agree, 36% of the respondent
are Agree, 28% of the respondent are Neutral, 4% of the respondent are Disagree.

33
 Table 4.09
Receiving enough support from other teams to deliver quality work
Valid Cumulative
Frequency Percent Percent Percent
Valid Strongly
20 20.0 20.0 20.0
Agree
Agree 52 52.0 52.0 72.0
Neutral 28 28.0 28.0 100.0
Total 100 100.0 100.0

Interpretation:

From the table, 20% of the respondent are Strong Agree, 50% of the respondent
are Agree, 28% of the respondent are Neutral.

34
 Table 4.10
In the last one month I've been appreciated for my progress
Valid Cumulative
Frequency Percent Percent Percent
Valid Strongly
20 20.0 20.0 20.0
Agree
Agree 64 64.0 64.0 84.0
Neutral 12 12.0 12.0 96.0
Disagree 4 4.0 4.0 100.0
Total 100 100.0 100.0

Interpretation:
From above table 20% of the respondent are Strong Agree, 64% of the
respondent are Agree, 12% of the respondent are Neutral, 4% of the respondent are
Disagree.

35
 Table 4.11
In the previous month, I was given ample opportunities to grow

Valid Cumulative
Frequency Percent Percent Percent
Valid Strongly
32 32.0 32.0 32.0
Agree
Agree 56 56.0 56.0 88.0
Neutral 12 12.0 12.0 100.0
Total 100 100.0 100.0

Interpretation:

From the table, 32% of the respondent are Strong Agree, 56% of the respondent
are Agree, 12% of the respondent are Neutral.

36
 Table 4.12
The criteria for the recognition programs has been clearly explained
to me
Valid Cumulative
Frequency Percent Percent Percent
Valid Strongly
16 16.0 16.0 16.0
Agree
Agree 52 52.0 52.0 68.0
Neutral 32 32.0 32.0 100.0
Total 100 100.0 100.0

Interpretation:
From the table, 16% of the respondents are Strongly Agree, 52% of the
respondents are Agree, 32% of the respondents are Neutral.

37
 Table 4.13
There is enough publicity give for award winners
Valid Cumulative
Frequency Percent Percent Percent
Valid Strongly
8 8.0 8.0 8.0
Agree
Agree 56 56.0 56.0 64.0
Neutral 32 32.0 32.0 96.0
Disagree 4 4.0 4.0 100.0
Total 100 100.0 100.0

Interpretation:

From the table, 8% of the respondents are Strongly Agree, 56% of the respondents
are Agree, 32% of the respondents are Neutral,4% of the respondents are Disagree.

38
 Table 4.14
Provision for advanced work tools[computer,software,internet]
Valid Cumulative
Frequency Percent Percent Percent
Strongly
20 20.0 20.0 20.0
Agree
Agree 56 56.0 56.0 76.0
Neutral 20 20.0 20.0 96.0
Disagree 4 4.0 4.0 100.0
Total 100 100.0 100.0 100.0

Interpretation:
From the table, 20% of the respondents are Strongly Agree, 56% of the
respondents are Agree, 20% of the respondents are Neutral, 4% of the respondents
are Disagree.

39
 Table 4.15
Being recognized by management for your efforts
Valid Cumulative
Frequency Percent Percent Percent
Valid Strongly
12 12.0 12.0 12.0
Agree
Agree 60 60.0 60.0 72.0
Neutral 28 28.0 28.0 100.0
Total 100 100.0 100.0

Interpretation:
From the table 12% of the respondents are Strongly Agree,60% of the
respondents are Agree, 28% of the respondents are Neutral.

40
 Table 4.16
Feeling a spirit of teamwork and cooperation among the co-workers
Valid Cumulative
Frequency Percent Percent Percent
Valid Strongly
28 28.0 28.0 28.0
Agree
Agree 60 60.0 60.0 88.0
Neutral 12 12.0 12.0 100.0
Total 100 100.0 100.0

Interpretation:
From the table, 28% of the respondents are Strongly Agree, 60% of the
respondents are Agree, 12% of the respondents are Neutral.

41
 Table 4.17
Independence and freedom to influence work content and method
Valid Cumulative
Frequency Percent Percent Percent
Valid Strongly
20 20 20 36.0
Agree
Agree 56 56 56 92.0
Neutral 20 20 20 96.0
Disagree 4 4 4 100.0
Total 100 100 100

Independence and freedom to influence work content and method

Independence and freedom to influence work content and method

Interpretation:
From the table, 36% of the respondents are Strong Agree, 56% of the respondents
are Agree, 4% of the respondents are Neutral, 4% of the respondents are Disagree.

42
 Table 4.18

Low performers are encouraged in your firm to work hard and better

Particulars No. of Percentage

Respondents

Strongly Agree 13 13

Agree 34 34

Neutral 50 50

Disagree 3 3

Strongly Disagree 0 0

Total 100 100

Fig 4.18 Low performers are encouraged in your firm to work hard and
better

Interpretation:

From the table, it is interpreted that 13% of the employees strongly agree, 34% of them agree,
50% are neutral and 3% of them disagree the statement. There are no respondents who
strongly disagree the statement.

43
 Table 4.19

Bonus encourages employees to work with motivation

Particulars No. of Percentage

Respondents

Strongly Agree 34 34

Agree 51 51

Neutral 15 15

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

Fig 4.19 Bonus encourages commitment in employees towards work

Bonus encourages employees to work with motivation

Bonus encourages employees to work with motivation

Interpretation:
From the table, it is interpreted that 34% of the employees strongly agree, 51% of them agree
and 15% are neutral. There is no one who disagree and strongly disagree the statement.

44
 Table 4.20

Reward System in your firm is fair and equitable

Particulars No. of Percentage

Respondents

Strongly Agree 35 35

Agree 45 45

Neutral 17 17

Disagree 3 3

Strongly Disagree 0 0

Total 100 100

Fig 4.20 Reward System in your firm is fair and equitable

Interpretation:

From the table, it is interpreted that 35% of the employees strongly agree, 45% of them agree,
17% are neutral and 3% of them disagree the statement .There are no respondents who
strongly disagree the statement.

45
 4.2 CHI-SQUARE TEST

CHI-SQUARE TESTS FIND OUT THE RELATIONSHIP BETWEEN

EDUCATION AND EMPLOYEES RECEIVING RIGHT AMOUNT OF
SALARY FOR THEIR EFFORT AND SKILLS.

Null Hypothesis (Ho):There is no significant relationship between Education

of the Employees and Provision for advanced work tools[computer,software,internet]

Alternative Hypothesis (Hi):There is significant relationship between Education of

the Employees and Provision for advanced work tools[computer,software,internet]

RELATIONSHIP BETWEEN EDUCATION OF THE EMPLOYEES AND

PROVISION FOR ADVANCED WORK TOOLS
[COMPUTER,SOFTWARE,INTERNET]

Table: 4.21

Education of the Employees *

Provision for advanced work tools[computer,software,internet]
Provision for advanced work
tools[computer,software,internet]
Strongly
Agree Agree Neutral Disagree Total
Education of UG 3 9 3 1 16
the Employees PG 5 14 4 1 24
ITI/Diploma 11 31 13 1 56
Others 1 2 0 1 4
Total 20 56 20 4 100

46
 Table 4.22
Chi-Square Tests
Value Df Asymp. Sig. (2-sided)
Pearson Chi-Square 6.663a 9 .672
Likelihood Ratio 5.180 9 .818
N of Valid Cases 100
a. 11 cells (68.8%) have expected count less than 5. The minimum
expected count is .16.

CALCULATION:
Calculated value = 6.663

Degree’s of freedom= (c-1) (r-1)

= (4 - 1) (4 - 1)

= 3*3 = 9

Level of significance= 5%

5% = 0.05

0.05 = 16.919

Calculated value < Table value

6.663 < 16.919

INFERENCE:
Since the calculated value is lesser than the table value, we accept the null
hypothesis. Thus there is no significant relationship between Education of the
Employees and Provision for advanced work tools [computer,software,internet]

47
 ANOVA TEST

ONE WAY ANOVA TEST TO FIND OUT THE RELATIONSHIP

BETWEEN YEARS OF EXPERIENCE AND PROMOTION BEING
PROVIDED FAIR AND HONESTLY

Null Hypothesis (Ho): There is no significant relationship between years of

experience and being recognized by management for your efforts

Alternative Hypothesis (Hi): There is significant relationship between years of

experience and being recognized by management for your efforts.

RELATIONSHIP BETWEEN YEARS OF EXPERIENCE AND BEING

RECOGNIZED BY MANAGEMENT FOR YOUR EFFORTS

Table: 4.23

Descriptives
Being recognized by management for your efforts
95% Confidence
Interval for Mean
Std. Lower Upper
N Mean Std.D Error Bound Bound Min Max
0-2 47 2.32 .594 .087 2.14 2.49 1 3
3-5 34 2.06 .649 .111 1.83 2.29 1 3
6-8 19 1.95 .524 .120 1.69 2.20 1 3
Total 100 2.16 .615 .061 2.04 2.28 1 3

48
 Table: 4.24

ANOVA
Being recognized by management for your efforts
Sum of Mean
Squares df Square F Sig.
Between
2.398 2 1.199
Groups
Within 3.318 .040
35.042 97 .361
Groups
Total 37.440 99

Calculation:

Calculated Value > Table Value

3.318 > 3.07

Inference:

Since the calculated value is greater than the table value, we reject the null hypothesis.
Thus there is significant relationship between experience of employees and being
recognized by management for your efforts.

49
 CHAPTER -5

FINDING SUGESSTION AND CONCLUSION

5.1 FINDINGS

 35% of the respondent are at the age 18-25 ,24% are from 26-35 8% are from

36-45 32% respondent are above 45

 100% of the respondent are male.

 16% of the respondent are from UG 24% of the respondent from PG 565 of

the respondent are from IT/Diplomo 4% Of the respondent are others

 The experience of the respondent is 0-2 years 48% , 3-5% years 12% , 6-8

years 20% , above 8 20%

 12% respondent are employer 68% respondents are employee 16% are trainee

and 4% are others

 88% Agree they are aware of what is expected from their work

 48% Agree that opportunity is given to them to do their best and 36% strongly

agree

 36% Agree that their opinions are taken into account for their work 32%

strongly agree

 50% Agree that receiving enough support from other teams 20% strongly

agree

 64% agree that they have been appreciated for their progress

 56% agree that they have been given opportunities to grow

 52% agree that the criteria for the recognition program is properly explained to

them

 56% Agree enough publicity given for award winners

 56% agree that provision for advanced tools

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 60% agree that they are being recognized form their management for their

effort

 60% agree feeling spirit and cooperating among co-workers

 56% agree independence and freedom to influence work content and method

 34% agree low performers are encouraged work hard and better 13 % strongly

agree 50% is neutral

 51% agree bonus encourages employees to work with motivation

 45% agree reward system is fair and equitable strongly agree 35%

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5.2 SUGGESTION
 The employee should pay attention to his Employee using common courtesy
practicing simply courtesy is a power full relationship -building tool.
 Employer should listen to what to their co-workers, peer and staff members
this gives Employee the feel of being Recognized and valued.
 3.Its found that the Employees prefer improvements in the current design of
Reward and Recognition program .The management should develop a
successful employee recognition program which should include the following
steps :
STEP - 1 : Establish an employee Recognition committee.
STEP -2 : frame the Recognition program objective .
STEP- 3 : Design the Reward selection Criteria .
STEP -4 : Design the award Eligibility criteria ,award frequency and award
selections
STEP -5: Design the selection process.
STEP -6: Finalize and monitor award program.
 The management can create and post an “Employee Honor Roll in the
Reception area which wont incur more cost but will recognize and motivates
an Employee for sure.
 The Employees who actively service the community need to identified and
Recognized.
 Management should start an Employees Recognition program for attendance
punctuality team work, they also should provide gift certification to employees
who reach certain point goals .
 The managers should practice positive non-verbal behaviors that should
demonstrate appreciation such Smiles or a hand shake.

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

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BIBLIOGRAPHY
REFERENCE BOOK
Human resource management –Ashwathapa
Human resource management – C.B.Gupta
Research methodology – Kothari

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

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 QUESTIONNAIRE:

1. Name :

2. Age : a) 18-25 b) 26-35 c) 36-45

d) 46 & above

3. Gender : a) Male b) Female

4. Education : a) UG b) PG c) ITI/Diploma

d) others

5. Experience : a) 0-2 b) 3-5 c) 6-8

d) Above 8

6. Designation : a) Employer b) Employee c) Trainee

d) others

PART A : OVERALL EMPLOYEE OPINION

7.I am well aware of what is expected from my work.

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

8.At work, I’m given the opportunity to do my best.

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

9. My opinions are taken into account at work.

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

10.Receiving enough support from other teams to deliver quality work.

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

55
11.In the last 1 month, I’ve been appreciated for my Progress.

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

12.In the previous months, I was given ample opportunities to grow.

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

PART B : FACTORS MOTIVATING EMPLOYEES

13.The criteria for the recognition programs has been clearly explained to me.

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

14.There is enough publicity given for award Winners.

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

15.Provision for advanced work tools (computer ,software ,internet)

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

PART C : OPINIONS ON RECOGNITION AND APPRECIATION

16.Being recognized by management for your Efforts.

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

17 Feeling a spirit of teamwork and cooperation among the co-workers.

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

18.Independence and freedom to influence work content and method.

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

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19.Low performance are encouraged in your firm to work

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

20.Bonus encourage employee to work with motivation

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

PART D : EMPLOYEE SATISFACTION TOWARDS REWARD

SYSTEM

21. Reward system in your firm is fair and equitable

a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly Disagree

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