A STUDY ON REWARD AND RECOGNITION PROGRAM AND ITS EFFECTIVENESS

AMONG THE EMPLOYEES AT THE ALLSEC THECHNOLOGIES

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

DEPARTMENT OF MANAGEMENT STUDIES

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

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 DECLARATION

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

Place: Chennai Signature of the candidate

Date:21- 04-2016 Anand Yogesh .P

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 ACKNOWLEDGEMENT

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

me to complete this endeavour.

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

his encouragement and help throughout the course.

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

suggestions for completing this project to a success.

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

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

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

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

undertake this project especially Mr. K. JAGADEESH ,SENIOR MANAGER-HR, for his great

moral support throughout.

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

the project.

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CHAPTER-I
INTRODUCTION

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

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REWARDS AND RECOGNITION.

“Rewards and recognitions are fine; but they should be focused

on showing people that we truly appreciate their efforts.”

In a competitive market, more business owners are looking at development in quality while
reducing costs. This system deals with the assessment of job values, the plan and manage-,
performance management; pay for performance, competence or skill, the provision of employee
benefits and pensions. 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.

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PROCEDURES OF REWARD AND RECOGNITION

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

TYPES OF REWARD & RECOGNITION

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

Types of Recognition

 Recognition events such as banquets or breakfasts,

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

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METHODS OF REWARDS& RECOGNITION.

1. Basic Pay :

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

2. Additional Hour's Rewards:

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

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

3. Commission

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

4. Bonuses

Bonuses will be paid to employees, who meet their targets and objectives.This is
aimed at employees to improve their performance and to work harder.

5. Performance Related Pay.

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

6. Profits Related Pay:

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

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

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INDUSTRY PROFILE

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 INDUSTRY PROFILE.

BUSINESS PROCESS OUTSOURCING

ABOUT BPO

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

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

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

OVERVIEW OF VARIOUS CAREER OPPORTUNITIES IN THE BPO INDUSTRY

 Voice Process (Inbound and Outbound)

 Semi Voice Process or Back Office Support

 Medical Transcription

 Medical Billing

 Data Entry

 E-Mail Support

 Knowledge Process Outsourcing

 Recruitment Process Outsourcing

 Education Process Outsourcing

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 Legal Process Outsourcing

 Technical Writing

 Content Writing

 Web Designing

ABOUT NASSCOM

NASSCOM stands for National Association of Software and Servicing Companies

 It regulates the functioning of the IT and ITES industry

 IT means Information Technology which includes software programming and ERP

(Enterprise Resource Planning)

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

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

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

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

TYPES OF CALL CENTERS

Call Centres can be classified in two major categories:

DOMESTIC AND INTERNATIONAL

DOMESTIC CALL CENTERS

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

DOMESTIC CALL CENTERS IN INDIA

 Reliance Mobile

 Airtel

 Idea

 Vodafone

 ABN-ABRO Bank

 ICICI Bank

INTERNATIONAL CALL CENTERS

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

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

 CAPTIVE B.P.O AND THIRD PARTY B.P.O

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CAPTIVE BPO

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

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

 CITIBANK

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

THIRD PARTY BPO

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

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

EXAMPLES OF THIRD PARTY B.P.O

 WNS Global Services

 Genpact

 Allsec Technologies

 Accenture

 HCL B.P.O. (HCL Chennai)

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HIERARCHY IN A CALL CENTER

VERTICAL GROWTH

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

2. OPERATIONS MANAGER ( Fully responsible for one process )

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

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

5. CALL CENTER EXECUTIVE ( Makes or receives calls )

ADVANTAGES OF THE BPO INDUSTRY

 Provides employment opportunities to large number of people

 Good salary levels ensure better standard of living

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

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

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

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

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

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

PRESENT SCENARIO OF THE BPO INDUSTRY

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

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

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

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

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

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BPO INDUSTRY

An All India Ranking System known as NAC (Nasscom Assessment of Competence) is on

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

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

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

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

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COMPANY PROFILE

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 COMPANY PROFILE

Allsec Technologies was incorporated on August 24 1998 as a limited company under the
Companies Act 1956. The Allsec head office and registered office is located at Chennai, India

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

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

Activities of the company:

To design, develop, market and implement computer software packages for clients in India
and abroad and to acquire the necessary equipment’s –– hardware and software and related know–
how locally or from overseas.

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

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

Services offered:

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

 Collections –– for account payable s & receivables

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

 Student Loan Consolidation

 Payroll processing & Claims Management

 Quality Assurance – provides quality assurance of voice and email service across multiple
business segments

Milestones Reached:

 August 1998 – Incorporation of the company

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

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

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

Allsec is a global company with vast expertise in providing business process solutions
across various industry verticals.

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

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PRODUCT PROFILE

21
 PRODUCT PROFILE

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

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

A Comprehensive Customer Support Solution and Applied Risk Analytics

The client is an Atlanta-based company specializing in the subprime market. The company
provides service to those consumers who are overlooked by standard banks and credit issuers.
Their product range includes credit cards, rent-to-own products and consumer-durable loans.

Real time Analytics Using Homegrown Quality Tools

The client is a leading PC manufacturer and Business Solutions provider based in Texas,
United States. It is one of the largest technological co rporations in the world, employing more
than 103,300 people world wide Allsec performance leading processes allow us to deliver best- in-
industry BPO services across all channels including voice, email, chat and social media.

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

Allsec Financial Processing as a Service (FPS) adapts to your business processes and not
the other way around. We provide comprehensive, end-to-end financial processing services that
allow you to transition smoothly with minimal disruption to your day-to-day operations.Allsec
Anti-Money Laundering as a Service (AMLS) – for those who need to know.Allsec Anti-Money
Laundering as a Service (AMLS) delivers peace of mind, improved flexibility and significant cost
savings for financial institutions that need to mitigate risk and ensure AML/BSA compliance
Break out of your HR rut.

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

As businesses continuously drive towards increasing efficiency while reducing cost, it

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

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

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

Our mortgage process outsourcing services offer a unique combination of people,

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

Allsec Customer Life cycle Management Services – helping you maximize revenue at
every step of the customer journey

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 CHAPTER-II

REVIEW OF LITERATURE

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 REVIEW OF LITERATURE

 Albert Bandura (1969):

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

 Heikki (2009):

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

 David McClelland (1953):

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

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Alderfer's ERG theory (1972):

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

 Gneezy (2003) :

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

 Morgan (1984)

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

26
 Eisenberger and Cameron (1996)

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

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

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

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

 Lawerence Lindhal (1949),

He conducted a series of researches where employees consistently ranked items such as

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

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 CHAPTER-III

OBJECTIVE OF THE STUDY

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 OBJECTIVE OF THE STUDY .

PRIMARY OBJECTIVE :

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

SECONDARY OBJECTIVES :

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

2. To determine the factors which can motivate the employees to perform to the fullest
extent of the capabilities .

3.To identify the level of satisfaction employees have towards the current Reward and
Recognition program in the organization .

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

Benefits .

5.To suggest various methods which instantly and innovatively Recognize and Reward
Employees for Exemplary individual and team behaviors .

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NEED OF THE STUDY

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 NEED OF THE STUDY

The employee recognition is so important in today’s competitive workplaces. But here are
same significant reasons why three is a need to consider implementing a recognition routine in
the office today to continue to build a great business:

1.To meet the present and emerging challenges of the organization a need has been felt to
optimize the potential of executives ,in line HRM Mission .

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

3.Increased Performance .-Motivated and driven employees produce outstanding

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

4.Feel appreciated for their contributions

5.“Go the extra mile”

6.Heighten level of commitment to the organizatio n

7.Improve relationships between coworkers

8.Be more open to constructive feedback on Reward and Recognition .

9.Strive to meet and/or exceed performance expectations

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

11. Get more enjoyment out of the work they do

12.To increase the Job morale day by day .

31
SCOPE OF THE STUDY

32
 SCOPE OF THE STUDY .

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

2.Recognizing and rewarding good performance in an organization .

3.Building an effective employee recognition strategy.

4.Work content probed the respondents feeling about the type of work they do.

5.Payment probed respondents satisfaction with their salary.

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

7.Recognition probed whether the respondent was receiving the recognition and feedback for the
job they perform.

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

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

10.Personal probed the respondents feeling towards their job.

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

12..General probed if the respondents has considered alternative employment, and hence their
level of satisfaction with the organization.

33
LIMITATIONS OF THE STUDY

34
 LIMITATION OF THE STUDY.

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

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

Information because of the busy schedule for their work.

 There was scope of biased response. Employees could be biased. regarding opinions towards
certain factors while answering the Questionnaire-re.

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

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

35
 CHAPTER-IV

RESEARCH METHODOLOGY

36
RESEARCH METHODOLOGY:

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

4.1 RESEARCH PROCESS

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

The primary stage includes

 Observation

 Interest

 Formulating research problems

 Documentation

 Research designs

The secondary stage includes

 Project planning

 Data collection

 Questionnaire preparation

 Analysis of data

 Testing of hypothesis

 Interpretation

 Questionnaire preparation.

37
The Tertiary stage includes-

 Report writing

 Observation, suggestions, and conclusions

 Preparation of bibliography.

To extract the most information are given below,

Type of research : Descriptive research.

Research approach : Survey method,

Source of data : Primary and Secondary data.

Sample size : 120.

Mode of data collection : Personal interview method.

Data collection Instrument : Questionnaire.

Sampling design : Simple random sampling.

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

TYPE OF RESEARCH

DESCRIPTIVE RESEARCH

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

38
PROJECT PLANNING

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

DATA COLLECTION:

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

PRIMARY DATA

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

SECONDARY DATA

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

QUESTIONNAIRE PREPARATION

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

39
PILOT SURVEY

Before collecting the relevant data to test the hypothesis, it is essential to ascertain the
applicability of the instrument to the population being studies. Hence, a pilot study was
undertaken with an objective to evaluate the tools prepared for the study and to find whether they
are providing the information required.

TYPE OF QUESTIONS

 Linker’s scaling question

 Rank question
 Satisfaction scale
 Agreeability scale .

HYPOTHESIS TESTING

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

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

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

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

4.9 PREPATION OF REPORT AND PRESENTATION OF REPORT

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

40
SAMPLE SIZE DETERMINATION

N=10, P=0.8, Q=0.2

Therefore sample S.D = √ (pq/n)

= √ (0.8*0.2)/10

= 0.1032

Sample size (n) = Z2 (S.D) 2/e2

Z = Standard normal value

E=Error limit

The organization preferred limit error to 4% at 115% confidence limit

Z = 1.96

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

= 123.2

Therefore Sample size = 120.

STATISTICAL TOOLS USED FOR ANALYSIS ;

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

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

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

41
CHI – SQUARE TEST

Chi – square test is a non-parametric technique, most commonly used for a research to test
the analysis. The main objective of chi – square is to determine whether significant difference
exist among group of data. The chi – square test provides a method testing the association
between the row and column in a two way table.

FORMULA

CHI – SQUARE TEST= Σ[(Oi-Ei)^2]/Ei

Oi= Observed frequency

Ei= Expected frequency

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

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

ANOVA

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

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

42
4. ONE WAY ANOVA

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

The variance ratio is

F= between column variance/ within column variance

(Or) = Greater variance / smaller variance.

43
TWO – WAY ANOVA

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

44
 CHAPTER-V

DATA ANALYSIS & INTERPRETATION

45
 TABLE NO.1

Classification Based On Age .

S.No Age No of Respondents Percentage

1 20-30 34 28

2 31-40 45 38

3 41-50 34 28

4 Above 51 7 6

Total 120 100

INTERPRETATION:

From the above table it is interpreted that.

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

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

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

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

46
 CHART NO.1

Classification Based On Age .

47
 TABLE N0.2

Classification Based On Managerial Level

S.no Managerial Level No of Respondents percentage

1 Entry level 27 23

2 Junior level 11 9

3 Middle level 62 52

4 Senior Management 20 17

Total
120 100

INTERPRETATION:

From the above table it is interpreted that.

 52% of respondents belong to the Middle Level.

 23% of respondents belong to the Entry Level.

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

 9% of respondents belong to the Junior Level.

48
 CHART NO. 2

Classification Based On Managerial Level

49
 TABLE NO..3

Classification Based On Departmental Function

S.NO Departmental Function No of Respondents Percentage

1 Finance &Accounting 14 12

2 HR 6 5

3 Marketing &Sales 21 18

4 Operations 17 14

5 others 32 27

6 support 14 12

7 Technical 16 13

Total 120 100

INTERPRETATION:
From the above table it is interpreted that.

 27 % of respondents belong to the others.

 18% of respondents belong to the Marketing sales.

 14 % of respondents belong to the Operations.

 13 % of respondents belong to the Technical.

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

 12 % of respondents belong to the support.

 5 % of respondents belong to the HR Department.

50
 CHART NO.3

Classification Based On Departmental Function

51
 TABLE NO.4

Level of Agreeability on the rewards and recognition system that encourages

employees to contribute.

Level of Agreeability No of Respondents percentage

Strongly Agree 35 29

Agree 79 66

Neutral 6 5

Disagree 0 0

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:
From the above table it is interpreted that.

 66 % of Respondents Agree that the rewards and recognition system encourages employees to
contribute.

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

 5% of Respondents Neutral that the rewards and recognition system encourages employees to
contribute.

 0% of Respondents Disagree that the rewards and recognition system encourages employees
to contribute.

 0% of Respondents Strongly Disagree Agree that the rewards and recognition system
encourages employees to contribute.

52
 CHART NO.4

Level of Agreeability on the rewards and recognition system encourages

employees to contribute.

53
 TABLE NO 5
Level of Agreeability on job satisfaction of Employees in in Allsec Technologies

Level of Agreeability No of Respondents percentage

Strongly Agree 23 19

Agree 94 78

Neutral 2 2

Disagree 1 1

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:
From the above table it is interpreted that.

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

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

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

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

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

54
 CHART NO.5.

Level of Agreeability on job satisfaction of Employees in in Allsec Technologies

55
 TABLE NO 6
Their Level of Agreeability on Employees believes that the reward have a positive
effect on performance

Level of Agreeability No of Respondents percentage

Strongly Agree 50 42

Agree 54 45

Neutral 16 13

Disagree 0 0

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:
From the above table it is interpreted that

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

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

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

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

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

56
 CHART NO.6

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

57
 TABLE NO. 7

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

Level of Agreeability No of Respondents percentage

Strongly Agree 50 42

Agree 54 45

Neutral 16 13

Disagree 0 0

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:
From the above table it is interpreted that

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

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

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

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

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

58
 CHART NO : 7

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

59
 TABLE NO .8

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

Level of Agreeability No of Respondents percentage

Strongly Agree 23 19

Agree 70 58

Neutral 27 23

Disagree 0 0

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:

From the above table it is interpreted that

 58% of Respondents Agree that they receive a feeling of being motivated in their
organization.

 23% of Respondents Neutral that they receive a feeling of being motivated in their
organization.

 19% of Respondents Strongly agree that they receive a feeling of being motivated in their
organization.

 0% of Respondents Disagree Agree that they receive a feeling of being motivated in their
organization.

 0% of Respondents Strongly disagree that they receive a feeling of being motivated in their
organization.

60
 CHART NO.8

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

61
 TABLE NO .9
Level of Agreeability about the increase in job morale .

Level of Agreeability No of Respondents percentage

Strongly Agree 28 23

Agree 66 55

Neutral 24 20

Disagree 2 2

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:

From the above table it is interpreted that

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

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

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

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

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

62
 CHART NO.9

Level of Agreeability about the increase in job morale .

63
 Table No : 10

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

Level of Agreeability No of Respondents percentage

Strongly Agree 23 19

Agree 70 58

Neutral 27 23

Disagree 0 0

Strongly Disagree 0 0

Total 120 100

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

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

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

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

 0% Respondents Strongly Disagree that positive employee commitment and loyalty wherever
they work.

64
 CHART NO.10
Level of Agreeability of the Employee that they feel positive commitment and loyalty.

65
 TABLE NO : 11

Level of Agreeability on Employees Retention in Allsec Technologies

Level of Agreeability No of Respondents percentage

Strongly Agree 28 23

Agree 56 47

Neutral 32 27

Disagree 4 3

Strongly Disagree 0 0

Total 120 100

INTERPRETATION:
From the above table it is interpreted that

 47% of Respondents Agree that they like to continue myself as an employee of Allsec
Technologies

 27% of Respondents Neutral that they like to continue myself as an employee of Allsec
Technologies

 23% of Respondents Strongly Agree that they like to continue myself as an employee of
Allsec Technologies

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

Allsec Technologies

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

Allsec Technologies

66
 CHART NO. 11

Level of Agreeability on Employees Retention in Allsec Technologies

67
 TABLE NO : 12 Overall Employees opinion .

Level of Agreeability

Strongly Agree Agree Neutral Disagree

No of No of No of No of
ATTRIBUTES Respondents % Respondents % Respondents % Respondents % R
4 4
are of what is expected from my work
59 9 55 6 6 5 0 0

terials and equipment to do my work 3 6

41 4 73 1 6 5 0 0
4 4 1
given the opportunity to do my best
52 3 54 5 14 2 0 0

ven days I’ve received recognition and 2 5 1

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

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

4 3 2
are taken into account at work 50 2 45 8 25 1 0 0

iving enough support from other teams 2 5 2

ality work 26 2 66 5 24 0 4 3

2 3 3 1
friend at work
33 8 36 0 39 3 12 0
months, I’ve been appreciated for my 1 4 3
21 8 49 1 46 8 3 3

us months, I was given ample 3 3 2

to grow 45 8 43 6 28 3 4 3

68
 CHART NO. 12

OVER ALL EMPLOYEE OPINION

69
 TABLE NO : 13.
Organization Reward and Recognition system

Level of Agreeability

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

70
 CHART NO : 13.

Organization Reward and Recognition system

71
TABLE NO : 14 ORGANIZATION REWARD AND RECOGNITION SYSTEM.

72
 Level of Agreeability
H
Highly Satisfied Satisfied Neutral Dissatisfied Dis
No of No of No of No of No
ATTRIBUTES Respondents % Respondents % Respondents % Respondents % Respo
formal recognition for
ts in making the difference 42 35 74 62 4 3 0 0 0
ognized by management for
ts 38 32 73 61 9 8 0 0 0
ognized by peers and co-
or your efforts 26 22 60 50 34 28 0 0 0
recognition for team
hments 29 24 52 43 39 33 0 0 0
spirit of teamwork and
on among the co-workers 29 24 72 60 17 14 2 2 0
hat your work is valued and
ed 26 22 56 47 35 29 3 3 0
ence and freedom to
work content and method 31 26 55 46 31 26 3 3 0
and other financial
19 16 33 28 42 35 26 22 0
for advanced work
puter ,software ,internet) 18 15 57 48 38 32 6 5 0
y to achieve promotion 25 21 50 42 35 29 10 8 0
ng work tasks 24 20 59 49 32 27 5 4 0

and guidance of supervisors

superiors 22 18 49 41 39 33 10 8 0
ities for career growth and
fessional development 2 2 34 28 68 57 15 13 1
ion in decision-making 28 23 33 28 40 33 18 15 0

73
 CHART NO :14
Level of Satisfaction Attributes of Reward and Recognition .

TABLE NO : 15

Motivating Factors of the Employee .

74
 Level of Agreeability Based on Motivation

No Low Average
No of No of No of N
S.no ATTRIBUTES . Respondents % Respondents % Respondents % Respo
Annual bonus based on the company’s
1 achievement in financial targets 2 2 0 0 2 2 2
An extra day off as a reward of a well-done
2 project Employee of the Attendance award 0 0 6 5 5 4 6

Lunch with boss & team members in the 1

3 company’s cafeteria as a reward 0 0 0 0 20 7 4

Award ceremonies of 10, 20 and 30 years of

service an article of you at work, published in 1
4 the company’s magazine 0 0 0 0 12 0 9
A personal "thank you" or Note of
appreciation from supervisor, manager, or co-
5 worker 0 0 0 0 7 6 3
Verbal praise of appreciation from the 1
6 manager in front of the Colleagues 0 0 0 0 18 5 8
2
Challenging new assignments regularly
7 1 1 3 3 31 6 4
2
8 Opportunities for promotion 0 0 0 0 31 6 7
Relaxation room for lunch breaks at the 3
9 company’s facilities 0 0 9 8 43 6 2

Possibility for training, seminar and further 1 3

10 education, supported by the company 0 0 14 2 46 8 4

Free tickets to movies, theaters, and cultural 2 3

11 events and sports events 7 6 33 8 37 1 2

Day-care center at the company for children 3 3 1

12 under school age 36 0 41 4 20 7 1

75
 CHART NO :15

Motivating Factors of the Employee .

76
STATISTICAL ANALYSIS

77
 CHI SQUARE ANALYSIS

TABLE NO : 1

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

JOB
SATISFACTION

AGE Strongly Agree Agree Neutral Disagree Strongly Disagree Total

20-30 11 23 0 0 0 34

31-40 8 34 2 0 0 44

41-50 3 31 0 0 0 34

Above-51 2 6 0 0 0 8

Total 24 94 2 0 0 120

HYPOTHESIS H0 (NULL HYPOTHESIS):

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

Ha (ALTERNATE HYPOTHESIS) :

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

Calculated value= 3.03

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

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

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

78
 TABLE NO : 2

Cross Tabulations Between Managerial Level of Employees and job-satisfaction

in Allsec technologies.

JOB
SATISFACTION

MANGERIAL
LEVEL Strongly Agree Agree Neutral Disagree Strongly Disagree Total

Entry Level 11 16 0 0 0 27

Junior Level 2 9 0 0 0 11

Middle Level 9 50 2 1 0 62

Senior Mgnt 1 19 0 0 0 20

Total 23 94 2 1 0 120

HYPOTHESIS H0 (NULL HYPOTHESIS):

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

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

employees and job satisfaction in allsec technologies .

Calculated value= 14.185

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

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

It is inferred that t significant relationship between between managerial level of employees and
job satisfaction in allsec technologies .

ONE WAY ANOVA

79
 TABLE NO. 1

Variance Analysis - Over All Employee opinion in Allsec Technologies .

Strongly
Strongly Disagre Disagre
S.NO STATEMENT Agree Agree Neutral e e

1 I am well aware of what is expected from my work 59 55 6 0 0

I have the materials and equipment to do my work right

2 41 73 6 0 0

3 At work, I’m given the opportunity to do my best 52 54 14 0 0

In the past seven days I’ve received recognition and praise

4 for my work. 32 69 19 0 0

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

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

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

Are you receiving enough support from other teams to

8 deliver quality work 26 66 24 4 0

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

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

In the previous months, I was given ample opportunities to

11 grow 45 43 28 4 0

HYPOTHESIS H0 (NULL HYPOTHESIS):

There is no significant relationship between the attributes of overall Employee opinion in Allsec
Technologies .

Ha (ALTERNATE HYPOTHESIS)

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

80
Sum square of between samples, SSB= 38800
Sum square of within samples, SSW= 7828

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

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

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

Calculated variance ratio F= 55.75

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

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

81
 TABLE NO - 2

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

Highly
Dis - Highly
Satisfie Satisfie satisfie Dissatisfie
S.NO STATEMENT d d Neutral d d

Receiving formal recognition for your efforts in

1 making the difference 42 74 4 0 0

2 Being recognized by management for your efforts 38 73 9 0 0

Being recognized by peers and co-workers for your

3 efforts 26 60 34 0 0

4 Receiving recognition for team accomplishments 29 52 39 0 0

Feeling a spirit of teamwork and cooperation among

5 the co-workers 29 72 17 2 2

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

Independence and freedom to influence work content

7 and method 31 55 31 3 3

8 Bonuses and other financial incentives 19 33 42 26 22

Provision for advanced work

9 tools(computer ,software ,internet) 18 57 38 6 5

10 Possibility to achieve promotion 25 50 35 10 8

11 Challenging work tasks 24 59 32 5 4

Support and guidance of supervisors and other

12 superiors 22 49 39 10 8

Opportunities for career growth and other professional

13 development 2 34 68 15 13

14 Participation in decision-making 28 33 40 18 15

82
HYPOTHESIS H0 (NULL HYPOTHESIS):

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

Recognition system in Allsec Technologies
Ha (ALTERNATE HYPOTHESIS)

There is significant relationship between the attributes of organization Reward and Recognition
system in Allsec Technologies

Sum square of between samples, SSB= 0.464646

Sum square of within samples, SSW= 46628.22

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

Between Samples SSB=0.464646 C-1=10 MSB = 0.046465

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

Calculated variance ratio F= 8.77

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

It is inferred that there is significant relationship between the attributes of organization Reward
and Recognition system in Allsec Technologies .

83
CHAPTER-VI
FINDINGS

84
 FINDINGS.
Age :
 38% of respondents belong to the age group of 31-40.

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

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

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

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

 23% of respondents belong to the Entry Level.

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

 9% of respondents belong to the Junior Level.

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

 18% of respondents belong to the Marketing sales.

 14 % of respondents belong to the Operations.

 13 % of respondents belong to the Technical.

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

 12 % of respondents belong to the support.

 5 % of respondents belong to the HR

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The rewards and recognition system that encourages employees to contribute

 66 % of Respondents Agree that the rewards and recognition system encourages employees to
contribute.

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

 5% of Respondents Neutral that the rewards and recognition system encourages employees to
contribute.

The job satisfaction of Employees in in Allsec Technologies.

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

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

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

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

Employees believes that the reward have a positive effect on performance

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

86
 The Employees about the need for the improvement on Reward and Recognition
System.

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

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

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

The employee on being motivated in the organization

 58% of Respondents Agree that they receive a feeling of being motivated in their
organization.

 23% of Respondents Neutral that they receive a feeling of being motivated in their
organization.

 19% of Respondents Strongly agree that they receive a feeling of being motivated in their
organization.

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The increase in job morale

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

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

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

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

Employee that they feel positive commitment and loyalty.

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

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

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

88
Employees Retention in Allsec Technologies.

 47% of Respondents Agree that they like to continue myself as an employee of Allsec
Technologies

 27% of Respondents Neutral that they like to continue myself as an employee of Allsec
Technologies

 23% of Respondents Strongly Agree that they like to continue myself as an employee of
Allsec Technologies

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

Allsec Technologies

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 STATISTICAL FINDINGS

CHI-SQUARE ANALYSIS :

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

 There is significant relationship between between managerial level of employees and job
satisfaction in allsec technologies .

ONE WAY ANOVA

There is significant relationship between overall Employee opinion in .Allsec

Technologies .

 There is significant relationship between .between organization Reward and Recognition

system in Allsec Technologies .

 There is significant relationship between .organization satisfaction Reward and Recognition

in Allsec Technologies .

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

90
TWO WAY ANOVA :

 There is no significant relationship between formal recognition in Allsec

Technologies .and

 There is no significant relationship between job satisfaction in Allsec

Technologies .

 There is no significant relationship between Recognizing Employees in

Allsec Technologies and

 There is no significant relationship between job morale increasing day by

day.

 There is significant relationship between possibility of achieving promotion

in Allsec technologies and

 There is no significant relationship between continue myself as Employee in

Allsec technologies

 There is no significant relationship between Sprit of team work in Allsec

technologies and

 There is no significant relationship between Job satisfaction in Allsec

Technologies .

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

 There is no significant relationship between positive Employee commitment

and Loyalty where I work.

91
 CHAPTER-VII

SUGGESTIONS








92
 Suggestions

1.The employee should pay attention to his Employee using common courtesy
practicing simply courtesy is a power full relationship -building tool .

2.Employer should listen to what to their co-workers ,peer and staff members this
gives Employee the feel of being Recognized and valued .

3.Its found that the Employees prefer improvements in the current design of
Reward and Recognition program .The management should develop a successful
employee recognition program which should include the following steps :

STEP - 1 : Establish an employee Recognition committee.

STEP -2 : frame the Recognition program objective .

STEP- 3 : Design the Reward selection Criteria .

STEP -4 : Design the award Eligibility criteria ,award frequency and

award selections

STEP -5: Design the selection process .

STEP -6: Finalize and monitor award program .

4.The management can create and post an “Employee Honor Roll in the
Reception area which wont incur more cost but will recognize and motivates an
Employee for sure .

5. The Employees who actively service the community need to identified and
Recognized .

6. Management should start an Employees Recognition program for attendance

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

7.The managers should practice a positive non-verbal behaviors that should

demonstrate appreciation such Smiles or a hand shake ..

93
8.The managers should Acknowledge the individual achievement by using
Employee name in the status Report .which will increase the Morale and
Satisfaction of the Employee .

CHAPTER 8

CONCLUSION

94
95
 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.”

96
 ANNEXURE -I

BIBLIOGRAPHY

97
 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

98
 ANNEXURE -II .

QUESTIONNAIRE

99
 Reward and Recognition
Part-A: Employee Profile :

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

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

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

S.
Statements SA A N DA SDA
No

1 I am well aware of what is expected from my work

I have the materials and equipment to do my work

2
right

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

In the past seven days I’ve received recognition and
4
praise for my work.

5 My supervisor cares about me as a person

6 At work, am encouraged for my development

7 My opinions are taken into account at work

Are you receiving enough support from other teams

8
to deliver quality work
9 I have a best friend at work

In the last 1 months, I’ve been appreciated for my

10
progress

In the previous months, I was given ample

11
opportunities to grow

100
Part-C: Organisation’s Reward and Recognition System

6. When you think about organisation's employee recognition program, to what extent do you
agree or disagree with the following statements?

S.
Statements SA A N DA SDA
No

Management recognizing employees whose

1
efforts make a difference

Co-workers and peers recognize employees

2
who are make a difference
The criteria for the recognition programs has
3
been clearly explained to me

There is enough publicity given for award

4
winners

I am aware of the rewards associated with the

5
program

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

7. Rate your level of satisfaction for the following attributes of Reward and Recognition.
S.
Statement HS S N DS HDS
No

Receiving formal recognition for your efforts in

1
making the difference

Being recognized by management for your

2
efforts

Being recognized by peers and co-workers for

3
your efforts

Receiving recognition for team

4
accomplishments

Feeling a spirit of teamwork and cooperation

5
among the co-workers

101
6 Feeling that your work is valued and appreciated

Independence and freedom to influence work

7
content and method

8 Bonuses and other financial incentives

Provision for advanced work tools(computer

9
,software ,internet)
10 Possibility to achieve promotion

11 Challenging work tasks

Support and guidance of supervisors and other

12
superiors

Opportunities for career growth and other

13
professional development

14 Participation in decision-making

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

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

good motivational effect, 5 = high motivational effect)

S. No Statements 1 2 3 4 5

Annual bonus based on the company’s achievement

1
in financial targets

An extra day off as a reward of a well-done project

2
Employee of the Attendance award

Award ceremonies of 10, 20 and 30 years of service

3 an article of you at work, published in the
company’s magazine

Lunch with boss & team members in the company’s

4
cafeteria as a reward

A personal "thank you" or Note of appreciation from

5
supervisor, manager, or co-worker

Verbal praise of appreciation from the manager in

6
front of the Colleagues

7 Challenging new assignments regularly

8 Opportunities for promotion

Relaxation room for lunch breaks at the company’s

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

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Part-D: Employees Satisfaction & Morale

S.NO Statement SA A N D SD

The rewards and recognition system

1
encourages employees to contribute

I am satisfied with my job in Allsec

2
Technologies

I believe that the reward have a positive

3
effect on my performance

I feel that my organization Reward and

4
Recognition needs improvement

I receive a feeling of being motivated in

5
my organization
I find my job morale increasing day by
6
day

I feel positive employee commitment

7
and loyalty wherever i work

I would like to continue myself as an

8
employee of Allsec Technologies

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