A STUDY ON JOB SATISFACTION OF EMPLOYEES

TOWARDS INCENTIVES WITH REFERENCE TO

IFORTIS CORPORATE

Submitted in partial fulfilment of the requirements for the degree of

Master of Business Administration

by
M.M. Swethaa
20MBA0002

Under the guidance of

Dr.P. SUBHASHREE
PROFESSOR HIGHER ACADEMIC GRADE

VIT Business School

VIT Vellore.

1
 DECLARATION

I hereby declare that the project entitled “JOB SATISFACTION OF EMPLOYEES

TOWARDS INCENTIVES WITH REFERENCE TO IFORTIS CORPORATE”

submitted by SWETHAA.M.M (20MBA0002) VIT Business School, VIT Vellore for the
award of the degree of Master of Business Administration, is a record of bonafide work
carried out by me under the supervision of Dr. SUBHASHREE P.

I further declare that the work reported in this thesis has not been submitted and will not be
submitted, either in part or in full, for the award of any other degree or diploma in this institute
or any other institute or university. The thesis fulfils the requirements and regulations of the
university and in my opinion, meets the necessary standards for submission

Place: Vellore

Date:

Signature of the candidate

SWETHAA 20MBA0002

2
 CERTIFICATE

This is to certify that the thesis entitled “JOB SATISFACTION OF EMPLOYEES TOWARDS
INCENTIVES WITH REFERENCE TO IFORTIS CORPORATE "

submitted by SWETHAA.M.M (20MBA0002), VIT Business School, VIT Vellore, for the award of
the degree of Master of Business Administration, is a record of bonafide work carried out by him
under my supervision during the period, 07. 06. 2021 to 07.07.2021 as per the VIT code of academic
and research ethics.

The contents of this report have not been submitted and will not be submitted either in part or in full,
for the award of any other degree or diploma in this institute or any other institute or university. The
thesis fulfils the requirements and regulations of the University and in my opinion, meets the necessary
standards for submission.

Place: Vellore
Date:

Signature of the Guide

3
 ACKNOWLEDGEMENT

I place on record my sincere thanks to the Management of VIT for providing an opportunity
to connect with industries that have supplemented online classroom learning. I place my sincere
thanks to Dr. GOWTHAM KUMAR KUNDU Dean, VIT Business School for his support
and encouragement in carrying out this Project successfully.

I would like to extend my sincere thanks to Prof.Sujatha, Programme Coordinator -MBA,

and all other faculty and staff members of VIT Business School for their support and assistance.

I would like to thank my faculty guide, Dr. SUBHASHREE P, VIT Business School for all
his valuable inputs and constant support towards me throughout my Project period and for
providing me with an opportunity to learn outside the classroom and constantly motivating me
to give my best. It was a truly wonderful learning experience

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INTERNSHIP OFFER LETTER

5
EXECUTIVE SUMMARY

I have done internship program in IFORTIS Corporate as a HR trainee during the

period of internship I learned or gained the knowledge about the roles and responsibility of the

HR in an organization, culture of the company ,communication process top level to bottom

level and the relationship with colleagues and the process of recruitment and selecting the

candidates after that managing the employees analyzing them not only the skills but also how

the company treated their employees and how the employees are motivated by the company.

So, the report starts with introducing insight of the topic stating the problem and

objective for the study company profile CSR of the company my learning as a HR trainee in

this company next section review of literature other related researchers about the topic of the

research methodology purpose of the study hypothesis for the study and the data collection

method tools used for collecting the data.

Since ifortis is facing the problem in lack of communication and the benefits provided

for the employees and the next is to find the satisfaction of employees towards the incentives

through the regression method and findings and concluding by giving or suggesting them the

solutions for the problem to increase the employee performance.

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 Contents
DECLARATION ....................................................................................................................................... 2
CERTIFICATE .......................................................................................................................................... 3
ACKNOWLEDGEMENT........................................................................................................................... 4
INTERNSHIP OFFER LETTER ................................................................................................................... 5
EXECUTIVE SUMMARY .......................................................................................................................... 6
CHAPTER 1 ............................................................................................................................................ 9
1 INTRODUCTION: ............................................................................................................................. 9
1.1Incentives ................................................................................................................................. 9
I. Basic Pay and Allowances.................................................................................................... 10
II. Bonus .................................................................................................................................. 10
III. Profit-Sharing .................................................................................................................. 10
IV. Stock Options .................................................................................................................. 10
V. Commission......................................................................................................................... 10
VI. Perquisites....................................................................................................................... 10
II. Career Advancement Opportunity ...................................................................................... 11
III. Job Enrichment ............................................................................................................... 11
IV. Job Security ..................................................................................................................... 11
V. Employee Recognition ........................................................................................................ 11
2 NEEDS OF THE STUDY............................................................................................................... 12
3 STATEMENTS OF THE PROBLEM...................................................................................... 12
4 OBJECTIVES OF THE STUDY .......................................................................................................... 12
5 COMPANY PROFILE ...................................................................................................................... 13
1.6 My learning as a hr trainee with ifortis corporate................................................................. 16
I. TALENT ACQUISITION ....................................................................................................... 16
II. RECRUITMENT AND SELECTION ...................................................................................... 17
III. Interviewing them ........................................................................................................ 17
IV. PERFORMANCE MANAGEMENT .................................................................................. 17
V. RETAINING THE EMPLOYEES ........................................................................................... 17
VI. LEADERSHIP SKILLS ....................................................................................................... 17
CHAPTER II .......................................................................................................................................... 18
REVIEW OF LITERATURE .................................................................................................................. 18
CHAPTER III ......................................................................................................................................... 29
RESEARCH METHODOLOGY ............................................................................................................ 29
3.1INTRODUCTION ...................................................................................................................... 29
3.2 PURPOSE OF THE STUDY: ...................................................................................................... 29

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 3.3 HYPOTHESIS: ......................................................................................................................... 29
3.4RESEARCH DESIGN: ................................................................................................................ 29
3.5 SAMPLING DESIGN ................................................................................................................ 29
3.6 DATA COLLECTION METHOD: ................................................................................................ 30
3.7 STATISTICAL TOOLS USED: .................................................................................................... 30
CHAPTER IV ......................................................................................................................................... 31
DATA ANALYSIS AND INTERPRETATION .......................................................................................... 31
4.3 HYPOTHESIS TESTING ................................................................................................................ 32
CHAPTER V .......................................................................................................................................... 33
FINDINGS SUGGESTIONS AND CONCLUSION: ................................................................................. 33
REFERENCE:................................................................................................................................. 35
BIBILIOGRAPHY: .......................................................................................................................... 42

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 CHAPTER 1

1 INTRODUCTION:

Job satisfaction and factor relating to it

Job satisfaction or employee satisfaction is nothing but it is an emotion towards the job situation
whether they like the workplace environment and culture, satisfied or not. This is the most
frequently measured organizational variable the company often concerned about the employees
there are various factors which satisfy the employees like personal factor sex, age, education
and work-related factors like promotion, salary, recognition, security, work-life environment
coworkers’ relation and facilities psychological factors like stress management, work pressure,
pressure from management to complete the task.

1.1Incentives

This study particularly aims to research about INCENTIVES among all the factors there are
two types of incentives Financial incentives and Non-financial incentives whether these two
incentives are satisfying the employees are not of the IFORTIS CORPORATE, this will make
the company to know about the employee's needs and work accordingly for the employee better
performance now when we speak about incentives some people are joining by the benefits
provided by the company and some people are moving to another company for not providing
the incentives rewards and many other things skilled employees are a source of the company it
leads a company in a high position to retain them they must be satisfied by the given salary and
incentives or rewards or appreciation for their work done for the company then only the
employee gets motivated and fulfil the commitment towards the task with full potential and
satisfaction the work done with full satisfaction and the potential it leads to a good result.

1.1A Financial incentives

Financial incentives are in the form of monetary i.e form of money without money we cant
live our life to fulfill the basic requirements we need money this form of the incentive can be
given to the individual or group to satisfy them and make better performance some of the
financial incentives are

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 I. Basic Pay and Allowances

Basic pay is the salary for every employee to perform the work efficiently for an
organization. Salary includes dearness allowance, house rent allowance, and similar other
allowances. Under the salary, employees will get increments in salary every year and also
an increase in their allowances from time to time basically. Sometimes these increments
are based on the performance of the employee during the year.

II. Bonus

Bonus is reward it is offered to an employee over and the salary of employees

for their good performance

III. Profit-Sharing

Some companies will share their profit of the company to their employees this
will motivate for a better performance and increase the profit of the organization

IV. Stock Options

Under this plan the ordinary shares of the company will be offered to the
employees at lower price that in market price for a specified period of time though many
small companies will not provide this offer

V. Commission

Commission is in addition to the salary company will offer this for fulfilling the
target at the right time this will encourage the employees to bring a customer base or
client

VI. Perquisites

Many of the organization will offer perquisites benefits such as accommodation, car
allowance, medical facilities, education facilities, recreational facilities, etc. in addition to
the salary and allowances to their employees. These incentives also motivate the
employees to work efficiently and effectively for the better position of the organization.

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1.1B Non-Financial Incentives
Apart from the monetary needs, an individual also has psychological, social, and
emotional needs. That should be Satisfied these needs also play an important role in
their motivation. Non-financial incentives focus mainly on the fulfillment of these needs.

I. Organizational culture

Organizational culture refers to the environment of an organization. Some of the factors

that influence the organizational culture of an enterprise are organizational structure,
individual responsibility, recognition, rewards, risk, and risk-taking, support and
tolerance, and conflict. When the organizational culture is positive employees tend to be
more motivated and love to remain in the organization.

II. Career Advancement Opportunity

Organization must provide an appropriate skill development program and promotion

policy for their employees it will boost them to perform well and get promoted. when he
gets a promotion as an appreciation of his work he is motivated to work better.

III. Job Enrichment

Job enrichment is designing the existing job which involves a higher level of
knowledge and skill, an interesting work content, more responsibility for employees,
meaningful work experience and more opportunities of growth. When the job is
interesting, it itself serves as a source of motivation.

IV. Job Security

Job security provides the sense of security among the employees. The employees
are not worried about the future and thus work with more enthusiasm. Owing to the
unemployment problem in our country, job security works as a great incentive for the
employees.

V. Employee Recognition

Recognition means acknowledgment and appreciation of work done by

employees. Recognition will boost their self-esteem and they feel motivated. like

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 declaring the best performer of the week or month, displaying their names on the notice
board and giving them rewards this will enhance them to work

VI. Employee Participation

Involving the employees to make decision or say their opinion regarding the issues
related to them such as canteen committees and work committees, etc. also helps in
motivating them

VII. Employee Empowerment

Giving more powers to subordinates also make them feel that they are important
to the organization and in turn they lead the organization better.So, organization should
provide a best environment work place like ecofriendly that promotes the employee’s
safety, growth and goal attainment so that the employee’s performance goes up and
lead the organization to reach a better position this will happen only if the employee
gets satisfied with his/her job.

2 NEEDS OF THE STUDY

This study focus on Job satisfaction of employees needs to be studied to find out the
employee satisfaction and dissatisfaction towards incentives provided by the IFORTIS
CORPORATE. a person dissatisfied with their incentives then this could lead to dissatisfaction
in other areas of life. keeping the workers happy and satisfied leads to strengthening the
company it lowers the turnover higher productivity increase customer satisfaction helps to earn
higher revenues they can handle the pressure.

3 STATEMENTS OF THE PROBLEM

Many organizations are facing the issue like the employees are moving to the next
company where they feel they are benefited and their work will be recognized and rewarded
This the study aims to analyze the employee satisfaction towards incentives with reference to
IFORTIS CORPORATE. If the company recognize the employees hard work and appreciate
them for the work, then the employee will retain in the company, they will increase productivity
and double the profit

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4 OBJECTIVES OF THE STUDY
• The main objective is to analyze the satisfaction level of employees towards incentives
with reference to IFORTIS CORPORATE
• To understand the employee’s satisfaction level on work area environment

5 COMPANY PROFILE
IFortis Corporate has grown into one of India’s leading Corporate. In its infancy,
IFortis was in the business of IT Services & Marketing Services. IFortis’s ability to
guarantee competitive pricing and provide innovative services. IFortis also noticed the
lack of communication that had become an industry standard. As a result, a strategic
decision was made to set up its own headquarters in India in order to better satisfy the
needs of I Fortis’s customers. Based upon demographic and geographic research,
IFortis chose Sivakasi, India, as the location to begin its facility. As time went on,

IFortis’s principals of transparency, timely communication, quality of services

and competitive pricing allowed for significant expansion. As a result, IFortis is now
one of India’s leading corporate.

Website : https://ifortiscorporate.com/

Industry : Information Technology and services

Company size : 1001-5000 employees

Headquarters : Bangalore, IN

Type : Private held

Founded : 2012

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A. PRINCIPLES

• Respect the dignity and diversity of individuals.

• Compete fairly in accordance to law and business ethics.
• Make customer satisfaction our top priority.
• Make efforts for the improvement of the ‘quality of life’ of our employees.
• Pursue eco-friendly management.
• Build relationships of co-existence and co-prosperity with business partners.

B. VISION

To be a global firm of uniquely skilled executives who can build a better

future.

C.DIVISIONS

• Live
• Digital
• IT Services
• Consultancy

D.DIVISIONS

I. HUMAN RESOURCE INTERNS

• Updating employee records with new hire information, screening resumes and
scheduling interviews
• Managing team and ensuring weekly engagement metrices are being reached by
your team.
• Coordinating events organized by IFortis Corporate. This includes representing
and speaking on behalf of the company.
• Ownership and responsibility for your own team.
• Top performers will be nominated to work in our client's company worldwide.

II. MARKETING & PUBLIC RELATIONS INTERNS

• Develop & implement a digital marketing strategy.

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 • Create and run campaigns online to drive website traffic, brand awareness and
visibility, generate leads, etc.
• Working on achieving weekly targets of interaction and closures
• Working on calling and meeting (if necessary) the prospects for the business
• Working on strategizing and creating plans to reach out to our prospects
• Working on reporting daily progress to immediate reporting managers.

E. INTERN BENEFITS

• Support of a mentor for the duration of your internship

• Chance to work on a diverse range of exciting projects
• Opportunity to take on real responsibility
• Possibility to get to know us as an employer and experience our working culture up close

F. CULTURE

• They are believing in supporting a progressive culture that allows all our associates to feel
at home, enjoy equal opportunities and grow with us.
• Their culture & core values, set the tone for how they work together and treat each other in
order to empower us all and foster a unique team spirit.

G. CORPORATE SOCIAL RESPONSIBILITY

I. APPROACH TO SUSTAINABILITY

As a global corporate citizen, we fulfil our social responsibility, deliver

innovative products and services, and create economic, social, and
environmental values.

II. VISION & PRINCIPLE

At IFORTIS CORPORATE, their sustainability management aims to

create integrated values. Not only they create economic values by maximising
profits and shareholder values, but also, they take on a stronger responsibility
as a global citizen to create social values. As we deliver innovative products and
services along the value chain which is based on the core values, they are pursue

15
 at IFORTIS CORPORATE, they generate values in the fields of economy,
society, and environment. They monitor the financial and non-financial impacts
that we exert on society throughout such process so that we maximise our
positive impacts while minimising any negative ones.
III. PERSPECTIVE:

They are believing businesses have a responsibility to contribute to a

sustainable future for work, for workers and for the world. they are driven to
lead by example, and they are guided in everything they do by their Values, their
Code of Business Conduct and Ethics and the Sustainable Development Goals.
This is how they attract and retain the best talent and how they create a culture
of conscious inclusion that fosters innovation, enables high performance and
allows everyone to achieve their full potential.

IV. PROGRAMMES:

• Not A School
• AARAMBH 2020
• Entrepreneurship 360
• Become An Entrepreneur
• Solution For Tomorrow
• Youth Should Lead
• More Power to Women
• Block changing The World
• GO Green
• Cultivate The Skills
• We Are Fit
• Social Accountability

1.6 My learning as a hr trainee with ifortis corporate

I. TALENT ACQUISITION

Learnt to search for the candidate and identify the suitable one

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 II. RECRUITMENT AND SELECTION

Preparing the job description

Posting job offer for the awareness of candidates that we are hiring for the
particular job

Viewing the applicants resumes screening them and shortlisting for the
interview

Interviewing them

Evaluating them and offering job for the suitable candidate

After that introduction for the new employees

III. PERFORMANCE MANAGEMENT

Issuing the task and making them to perform the particular task

Monitoring them

Rectifying the quires

Motivating and encouraging them to do the task on time

IV. RETAINING THE EMPLOYEES

It’s very difficult task to retaining them

V. LEADERSHIP SKILLS

How to lead the team as a team leader without any conflicts among the team
members

Learnt the communicating process and how they are approaching from top level
management to bottom level

VI. My team records:

I started hiring 20 applicants applied for the internship program I have shortlisted 15
members from that applicant through the interview techniques.
Under me 15 members are there during this internship I have managing and evaluating
those works.

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 CHAPTER II

REVIEW OF LITERATURE

1)The effects of incentives on performance and job satisfaction - ESSI HUTTU

Incentives effect on performance and job satisfaction are researched trough critical
literature review and interview research. On the basis of the literature review and the interview
research, it seems that all the incentives types are important but they have different meanings
for employees. Indeed, it seems that there are two different aspects in rewarding. These two
aspects are effectiveness and humanity. Effectiveness-aspect means that employees feel that
they are justified to get monetary incentives because they have put extra effort on work. For
the humanity-aspect it is important that employees feel that employer is interested in
employees, their work and well-being. The rewarding of the humanity aspect is more important
in generating job satisfaction whereas the rewarding of the effectiveness-aspect affects
performance Different incentives affects different aspects in a different way. Hence different
incentives have different effects on performance and job satisfaction, like it was posited.
However, it is important to notice that these aspects complement each other. Hence, we can
talk about comprehensive rewarding.

Keywords: incentives, performance, job satisfaction

2)How do incentives, stress and work effort affect job satisfaction among call center
employees in Bulgaria? - Teodora Minkova 2018

This study examines how incentives, stress and work effort affect job satisfaction
among call center employees in Bulgaria. Although previous quantitative research has
investigated the relationships between these mechanisms, little is known about how they work
in the context of outsourced call centers, operating in Bulgaria. The topic of job satisfaction is
important for both employees and organizations, because higher satisfaction of the workers is
linked to higher customer satisfaction. A qualitative case study approach and snowball
sampling method were used to conduct semi-structured interviews with 15 Customer Support
representatives, working for big international companies, outsourced in Bulgaria. The findings
show that the interviewed workers are satisfied with their job and that different factors such as
salary, incentives and recognition contribute to the feeling of satisfaction at the workplace.
However, the perceptions about the antecedents of job satisfaction vary among the interviewed

18
individuals. Respondents highlighted that they mainly experienced stress due to the nature of
the job and the working environment. In particular, they mentioned that their performance
being monitored at all times made them feel pressured. Lastly, experiencing inequity between
effort and rewards was perceived negative and could impact the attuites towards the job among
the participants. The findings of this study make several contributions to the current literature
in this field. In addition, they can help companies to design better incentives schemes and
stress-reducing practices in order to increase job satisfaction among the employees.

Keywords: job satisfaction, incentives, stress, work effort, call center employees

3)The role of incentive, work satisfaction and employment motivation with

implications on performance of marketing employee at bank dki - Bintang
Cinintya, Musa hubeis and Nurmala katrina panjaitan 2018

Bank DKI is ranked 4th out of a total of 27 Regional Development Banks in Indonesia.
Bank DKI also recorded a decrease in lending and financing by 3.19%. Achieving satisfactory
performance of a bank is inseparable from the marketing performance of the bank. One of the
factors affecting employee marketing performance is incentives. This study analyzes the role
of incentives, job satisfaction and work motivation that have implications on the performance
of marketing employees of Bank DKI. The number of respondents studied are 142 marketing
employees with purposive sampling method. Data analysis was done by using Structural
Equation Modeling (SEM) and LISREL programme. The results of this study indicates that
there are significant and positive relationships between incentives, job satisfaction and work
motivation on the performance of marketing employees at Bank DKI. Some actions that can
be made by the management of Bank DKI to improve performance such as, develop an optimal
incentive system, carry out activities that can bring employees closer to each other, such as
gathering and outing events, and also, conduct some useful trainings for the career development
of Bank DKI marketing employees. KEY WORDS Bank, company performance, employee,
incentives, motivation, satisfaction.

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4) Relationships of Non-Monetary Incentives, Job Satisfaction and Employee Job
Performance- Alkhaliel Adeeb Abdullah, Hooi lai wan 2013

The objective of the paper is to present the theoretical and empirical evidences
conceptually regarding the relationships between non-monetary incentives and job satisfaction
in influencing job performance. The paper discusses direct linear relationship between non-
monetary incentives and job satisfaction as independent variables and job performance as
dependent variable. The study used theoretical and empirical studies to support the hypotheses
that non-monetary incentives and job satisfaction influence job performance. The study
proposes that non-monetary incentives and job satisfaction significantly and positively
influence job performance particularly when a variety of non-monetary incentives are used
among satisfied employees in an organization. Key Words: Non-Monetary Incentives, Job
Satisfaction, Job Performance, Recognition, Relationships.

5) Non-Financial Incentives and Job Satisfaction among Hotel Workers in Port Harcourt
-Justin Mgbechi Odinioha Gabriel1 and Lawrence I. Nwaeke1

This study examined the association of non-financial incentives and employee’s job
satisfaction of Hotel Workers in Port Harcourt. Questionnaire was the instrument for data
collection, and the data were presented using frequency tables, simple percentages and pie
charts whereas hypotheses were tested through the Spearman’s Rank Order Correlations
Coefficient that was powered by the Statistical Package for Social Sciences (SPSS). The results
showed that: (1). There is a significant relationship between job enrichment and employee job
satisfaction. (2) There is a significant relationship between job autonomy and employee job
satisfaction. (3) There is a significant relationship between promotion and employee job
satisfaction. The study concluded that employees are more interested in the non-monetary
attention granted them by their superiors on a daily basis; hence treating them rightly everyday
effectively communicates how valued, trusted and important they are in the organization. The
study recommended that: (1) Management should regularly conduct performance appraisals in
order to promote those who are due (2) Management should allow employees sufficient
freedom to do their jobs without much interference (3) Employees should be recognized and
treated as organizations’ most valued assets that they are.

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6)Employee motivation incentives and their impact on the organization's productivity -
(Jacqueline Aziri 2015)

This Article Presents Literature on Employee Motivation Incentives and Evaluates

Their Impact on Organizational Productivity. The Article Aims at Explicitly Highlighting the
Effect of Incentives on Different Elements That Influence Organizational Productivity. A
Qualitative Analysis of Literature Was Employed to Consolidate Literature That Informed the
Study. The Findings Indicate That Incentivizing the Organization's Activities Undertaken by
Human Resources Helps in Improving Organizational Productivity. The Results Showed That
Incentives Increase Productivity by Enhancing the Following Elements; Employee Work
Performance, Employee Engagement, Innovation and Creativity, Organizational Commitment
and Job Satisfaction. This Finding Will Provide Useful Information to Organizations When
Designing Incentive Schemes and Analysing Their Functions and General Impact.

7) A literature Analysis on the Importance of Non-Financial Rewards for Employees' Job

Satisfaction – (Maqsood Haider, Alamzeb Aamir, Abu-Bakr Abdul and Muhammad
Hashim)

This paper reviews the literature to highlight the prominence of nonfinancial rewards
for employee’s job satisfaction that directly affect the organization success. We have
scrutinized the significance of various rewards for employee’s satisfaction and performance. It
has been found that alongside the importance of financial rewards i.e. salary, fringe benefits,
bonuses and life insurance the employees also anticipate various non-financial rewards such
as; job recognition, decision making, and appreciation from the organization. The impact of
non-financial rewards is instrumental in enlightening the employee's morale and enhance their
satisfaction level. The current research has valuable implications for both academicians and
employers with an interest in considering and knowing how non-financial rewards can
influence the satisfaction level of employees within organization. Keywords: Job Satisfaction,
Non-Financial Benefits, Education Institutions

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8)The relationship between financial and nonfinancial rewards on employee’s job
satisfaction at manufacturing industries in Malaysia – (Kamilah seman1 and Shahidah
Ahmad suhaimi2 2017)

Reward is the basic needs in upgrading employee’s pleasure which influence their job
execution. In order to retain the employees, overall work performance leaded by employee
satisfaction will give benefits for companies in this competitive labour market. This paper aims
to explore the influence of financial rewards and non-financial rewards in relation to employee
job satisfaction. Questionnaires were distributed to employees in manufacturing industries in
the southern region of Malaysia. In total, 300 self-administered were distributed. However,
there are 169 samples were accepted and analysed through statistical software. In order to
identify the relationship between independent variables and dependent variable, Pearson
correlation analysis was conducted. The result shows both financial and non-financial rewards
are significant with employees’ job satisfaction. Most of the employees in manufacturing
industries in the southern region of Malaysia are satisfied with the rewards offered by their
respective companies. This outcome might give light to other manufacturing companies and
promote the importance of having an appropriate reward policy.

Keywords: Financial rewards, non-financial rewards, Job satisfaction, Manufacturing

industries

9) Impact of Financial and non-Financial Rewards on Employee Motivation – (Saira

Yousaf, Madiha Latif, Sumaira Aslam and Anam Saddiqui)

The basic aim of this paper is to identify /investigate financial and non-financial
rewards that affect the motivation of employees in organizations. The paper also not only
discuss that the employee motivation is imperative for the overall organizational performance,
but also talks about how to retain a motivated workforce in the organization (what if this study
should include a specific industry or region. E.g education field, or any other sector; generalizes
study won’t have an impact). Motivation factors may be differing from industry to industry and
class to class of employees such as high level and low level labor.
Design/methodology/procedure: Qualitative as well as quantitative research methodology has
been adopted in this paper. The researchers have conducted a survey in Astro films (PVT)
situated in Lahore City of Pakistan. A questionnaire was developed to guess the opinion of
employees working in these organizations. A semi structured interview was conducted for

22
getting an insight about their motivation. Findings: The researchers have found from the survey
that there are different factors that affect the motivation of employees which can be classified
into two categories; financial and non-financial rewards. Although financial rewards are
important for employee motivation in third world countries like Pakistan, where the inflation
rate is so high that people are struggling hard to retain their social status but the importance of
non-financial rewards cannot even be discriminated. Contribution/ value addition: The paper
provides a basis to understand the issues of employee motivation in organizations. It is a good
contributor to the knowledge world of human resource management which explores the factors
that affect motivation of employees and provide a solution to the problems faced by employees
at their jobs. The paper will also compel the management of studied organizations to pay their
attention to the problems of employee motivation for the overall benefits of organizations. Key
words: Employee Motivation Financial Non-Financial Rewards

10) The job satisfaction and incentive relation of hospital employees in South Sulawesi
Province – (Anis Khairunnisa , Irwandy, Ansariadi, Alimin Maidin, Indahwaty,
Siddin ,Stang)

The study explored the job satisfaction and incentive relation of hospital employees in
South Sulawesi Province. The objectives of this study determined the relationship of financial
incentives with job satisfaction and to determine the relationship of non-financial incentives
with job satisfaction of hospital employees in South Sulawesi Province.

11) Measuring the non-financial rewards in escalating employees job satisfaction (a study
of private companies in Pakistan) – (Waqar Akbar a, Sana Riaz b, Kashif Arif c, Ahson
Hayat d and a shaheed Zulfikar Ali Bhutto)

Rewards play a vital role to increase satisfaction. To satisfy the employees, there is an
important role of non-financial rewards. Though financial rewards are considered to be very
effective and is an important form to escalate job satisfaction, non-financial rewards are still
overlooked at times. This study measures the impact of non-financial rewards on job
satisfaction at workplace in private companies of Pakistan. Data is gathered through Self
Administrated Questionnaire containing 5 nominal and 12 Likert scale questions from a
Sample of 100 employees by convenience sampling technique. The data is analysed through
SPSS. Correlation and regression tests are applied to analyze the data. The results reveal that
recognition, flexible working arrangement, feedback to employees, freedom, advancement

23
opportunities, promotion, empowerment, competitive work environment and individual reward
preference positively impact job satisfaction in the workplace. It would further be suggested
that focusing the factors that positively impact job satisfaction would enhance the performance
of employee and create a positive work environment which will also help grow the
organization’s productivity. Keywords: Non-financial Rewards, Employees Job Satisfaction,
Work Environment, Private Companies

12) Influence of Non-Financial Rewards on Employee Job Satisfaction: Private Banking

Industry of Sri Lanka – Pushpasiri G.T.T.K. a and Ratnayaka R.M. b

Normally, banks use financial rewards to satisfy their employees. Due to the financial
turbulence, banks have been unable to reserve a high amount of money for the well-being of
the employees. Also, it is clear that the people cannot be satisfied only with money. Therefore,
banks have to consider a combination of both financial and non-financial rewards. The purpose
of this study is to explore the relationship between non-financial rewards (i.e. Feedback,
Recognition and Work-life balance) and the job satisfaction of the private banking employees.
250 full time employees were randomly selected from the Southern region of Sri Lanka.
Collected data were analysed using the Alpha test, correlation and regression through IBM
SPSS 23 to understand the relationship. According to the research findings, there is a positive
relationship between non-financial rewards and employee satisfaction. Further, it shows that
non-financial rewards have a positive influence on employee satisfaction.

Keywords: Financial Rewards, Financial Sector, Job Satisfaction, Non-financial Rewards, Sri
Lanka

13) The impact of compensation on improving employees’ performance through job

satisfaction in Jordanian newspaper - Manal Baledi, Rashad Mohammad Al Saed

The aim of this paper is to examine the effect of compensation on improving the
performance of employees through job satisfaction in Jordanian newspapers. To achieve the
purposes of the study, the researchers developed a questionnaire consisting of (48) items. The
population of the study included of all employees in Jordanian newspapers (Alghad newspaper,
Alrai newspaper, and Addastour newspaper), totalling (1579) employees, the researchers
distributed (310) questionnaire, retrieved (276) questionnaire 34 were invalid, therefore (245)
were valid which represent (79%) of the study sample. The results showed that the

24
compensation effect the employee’s performance and job satisfaction directly, job satisfaction
effect the employee’s performance directly while the effect of compensation on the employees
through job satisfaction is negative so in this case the job satisfaction don't play the role of
mediator between compensation and employees performance in Jordanian newspaper. From
the above results, the researchers recommended that the Jordanians newspaper should be more
interested in financial & non-financial compensation by giving employees more bonuses and
annual bonuses that provide employees with job satisfaction, which leads to higher
performance.

Key Words: Compensation, Job Satisfaction, Employees Performance, Jordanian Newspaper.

14) Impact of Incentives on Job Satisfaction of Employees in the Vehicle Emission and
Test Industry - Krishan Kumarapeli

This investigation is carried out two employee categories of technicians and mechanics
are identified in the two major companies of laughs and drive green in this Industry. Poor work
performance and high labor turnover among technicians and mechanics in the industry emerge
the necessity of conduct this investigation. The independent Variable or incentives and
dependent variable of job satisfaction are extracted through different literatures and empirical
studies. Simple random sampling was taken place taken from 800 population and 200
employees were selected. Interviews and structured questionnaires were used as the tools of
the analysis. The analyses find moderate positive relationship between financial incentives and
job satisfaction. Rather strong moderate positive relationship existed between nonfinancial
incentive and job satisfaction. Key Words: Financial Incentives, Non-Financial Incentives,
Reward, Motivation Job satisfaction

15) The effect of non-financial reward and punishment on job loyalty through job
satisfaction - Ida Nyoman Basmantra

The effect of non-financial reward and punishment on job loyalty through job
satisfaction. The objectives of this research are to study the effect of nonfinancial reward,
punishment, and job satisfaction on job loyalty, this research was conducted at Atta Mesari
Resort and Spa. The data collection technique used in this research was questionnaire, the
questionnaire used in this research had been tested and is considered valid and reliable. in order
to measure the effect of non-financial reward, punishment, and job satisfaction and the effect
on job loyalty this research used the multiple regression analysis technique with the help of

25
SPSS 22 statistic program. The regression formula found in this research was Y=0.941
+0.221x1 +0.305x2 +0.522x3. The analysis result Showed that non-financial reward and
punishment did not gave a significant effect on job loyalty through job satisfaction this
indicates that nonfinancial reward and punishment can affect job loyalty positively but not
significantly, directly non-financial reward and punishment gave a positive and significant
effect on job loyalty by 48.1% and non-financial reward and punishment affect job satisfaction
by 46% all of this indicates that the better the non-financial reward and punishment strategy
implied in an organization the higher employee’s job satisfaction and loyalty will be.
Keywords: non-financial reward, punishment, job satisfaction, job loyalty

16) The Impact of monetary and Non-Monetary Rewards on Job Satisfaction. -

Maymonah Saleh Allahem.

This study is conducted for the purpose of examining the impact of incentives on Job
satisfaction of Saudi banks in Qassim in the Kingdom of Saudi Arabia. Many factors are
responsible for change in employee's performance such as environment, performance appraisal
systems, training and opportunity of development, and rewards, is the most important aspect.
The primary data has been gathered through a questionnaire distributed to 120 employees in
banks using the Internet. The statistical analysis and tests of data has been done through SPSS,
involving descriptive analysis, correlation analysis factor analysis, reliability and multiple
regression analysis. According to the results of the analysis, a significant relation is observed
between the financial and non-financial incentives and the job satisfaction of employees. When
these relations are compared, the result is that the attitudes towards financial incentives have a
stronger effect on job satisfaction than the attitudes towards non-financial incentives. Key
Words: Monetary Rewards, Non-Monetary Rewards, job Satisfaction, Commercial Banks.

17) The impact of the non-financial incentives in employees in the public sector in Norway
- Jihad Albatal

The focus of organizations is to achieve high productivity. To attain organizational

goals, it is imperative for organizations to invest in employees. They are important part of any
organization. The employees have to be motivated to perform. In the past, organizations have
been using financial rewards; for example, salaries and bonuses to improve employee
motivation. However, financial incentives are never enough since employees continue to
demand higher salaries and allowances. In the contemporary world of business, the focus is

26
shifted to the use of non-financial incentives. The study investigates the impact of non-financial
incentives on the performance of employees in organizations with a focus on the public sector.
By use of a quantitative research approach, this study will investigate the importance of non-
monetary incentives in the Norwegian government department employees. A total of 100
employees drawn from four departments will be given questionnaires to fill and the data will
be analyzed using inferential statistics. Keywords: non-financial incentives, motivation,
employee performance, job satisfaction, Abraham Maslow’s Hierarchy of Needs, employee
recognition, job security, autonomy, participative decision-making

18) Quantitative analysis of non-financial motivators and job satisfaction of information

technology professionals- Gina l. Mieszczak

Organizations depend extensively on Information Technology professionals to drive

and deliver technology solutions quickly, efficiently, and effectively to achieve business goals
and profitability. It has been demonstrated that professionals with experience specific to the
company are valuable assets, and their departure puts technology projects at risk. When these
individuals leave, they depart with valuable experience in regards to business processes,
hardware and software that is worth more than the monetary value of salary and benefits alone.
It is imperative that management recognize the contributions of these professionals and the
motivational reasons of why they leave. Recognition of this importance can help develop ways
to keep turnover low. Retention of proven key professionals benefits future technology projects
and long-term organizational goals. In a time period where competition is fierce and successful
technology projects are crucial to profitability, experienced motivated technology professionals
are critical to success.

19) Exploring Relationship among Rewards, Recognition and Employees’ Job

Satisfaction: A Descriptive Study on Libraries in Pakistan- Asma Imran, Sajjad Ahmad,
Qasim Ali Nisar and Umair Ahmad

In today’s competitive environment organizations striving to attain competitive

advantage by applying different strategic tools. Due to extensive competitive pressure
organizations are trying to gain competitive edge by using employees’ skills, abilities and
expertise. To make the proper utilization of employees’ services firms offer different
incentives, rewards and recognition programs. Satisfied employees become more committed,
dedicated and loyal with their firms as compared to others employees. The core objective of

27
current study is to exploring relationship among rewards, recognition and job satisfaction in
employees of libraries. Questionnaire method adopted to collect the responses. Data collected
by using the simple random sampling technique. After applying different statistical tools results
indicated that rewards and recognition positively related with employees’ job satisfaction.
Positive correlation exists between reward, recognition and employees job satisfaction. This
study provide insight understanding that how organizations can motivate employees by
introducing effective rewards and recognition programs. Key words: Rewards Recognition Job
Satisfaction Libraries

20) Compensation: Impact of Rewards, Organisational Justice on Job Satisfaction and

Turnover Intentions in Retail St... - Oxta Shinsetsu

The present study seeks to analyze the impact of Compensation components in terms
of Rewards and Benefits and Organizational Justice on Turnover Intentions and the role of Job
Satisfaction in terms of Pay. This study has been done for the Indian Retail Industry with
special reference to Retail Store Operations. From the study it was seen that Rewards and
Organizational Justice in terms of Distributive and Procedural Justice impact Job Satisfaction
which in turn affects and could be ascribed as one of the reasons for high attrition rates. In
addition, there could be other reasons such as challenging work role, role of supervisor, training
and development opportunities etc. which could impact turnover intentions of employees in
the Indian Retail industry and the same needs to be further researched. The research also
showed that employees believed in having a clear and transparent compensation system
relective of performance and productivity and they were keen that the Management should be
willing to address any pay issues. Job satisfaction in terms of pay was seen to be impacted by
pay received in relation to referent others and the Management should be conscious of
attempting to maintain parity amongst employees and relative to other Companies in the Retail
industry. The independent factors of Financial (base pay, merit pay, incentive, bonus etc.), non-
Financial Reward (discount coupons, employee of the month), Beneits, Distributive and
Procedural Justice impact Job Satisfaction which in turn impacts absenteeism and attrition rates
in the Retail industry. It is interesting to see that there is no difference in Job satisfaction levels
between male and female employees which works in favour of Store Operations management.

Keywords: Compensation, Distributive Justice, Procedural Justice, Job Satisfaction, Turnover

28
 CHAPTER III

RESEARCH METHODOLOGY

3.1INTRODUCTION

This chapter explains the methodologies that were used in gathering data and analyzes those
that are related to the research. The methodologies include Research design, sampling and
sample size, types of data, data collection method

3.2 PURPOSE OF THE STUDY:

This study aims or the purpose of this study is to find out the satisfaction level of employees
towards the incentives given for them by the company whether they are satisfied with the
incentives provided or the company wants to improve or make changes

3.3 HYPOTHESIS:

• H0-0 Employee satisfaction have impact on financial incentives

• H0-1 Employee satisfaction doesn’t have impact on financial incentives
• H1-01Employee satisfaction have impact on non-financial incentives
• H1-1Employee satisfaction doesn’t have non-financial incentives

3.4 RESEARCH DESIGN:

Research design is framework or plan for conducting the research and it requires tools
and data to do the research. The study design is Descriptive research it describes the
population of the employees and observe their satisfaction towards incentives and providing
the result based on it

3.5 SAMPLING DESIGN

A sample design is a framework that serves as the basis for the selection of sample

I. Sampling method:
In this study non-probability sampling method is used to collect the data where
the researcher can collect the data who is convenient to them
II. Sample size:
Sample size of the study is :50 respondents

29
3.6 DATA COLLECTION METHOD:

The source of data collection comprises of both Primary data and secondary data.

I. Primary Data -collected through the structured questionnaire for the statistical analysis
II. Secondary Data collected from the validated data from panel members of ifortis
corporate previous thesis and journal paper for the reviews

3.7 STATISTICAL TOOLS USED:

For analyzing the statistical data, I have proceeded with EXCEL

30
 CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

Regression model test statistics for non-financial incentives
Table 4.1
Model R square Adjusted R Std error of F Sig. observation
square the estimate

Non- 21.11119 0.023281 1.018663 1.123949 0.367845 54

Financial
incentives

The regression model was found that R Square value is 21.11119 adjusted R square
value 0.022381 at sig 0.367

so, this regression model shows that non-financial incentives are non-significant and was not
an acceptable model

Thus, it concluded that the satisfaction level of employees has negative impact on the non-
financial incentives i.e., the employees are non-satisfied with the non-financial incentives
provided by the Ifortis corporate

Regression model test statistics for financial incentives

Table 4.2
Model R square Adjusted R Std error of F Sig. observation
square the estimate

Financial 56.08843 0.00506 1.033336 0.962609 0.469668 54

incentives

The regression model was found that R square value is 56.08843 adjusted R square
value is 0.00506 at sig level 0.469

So, this regression model shows that financial incentives are significant and acceptable this
shows that the employee’s satisfaction level positively impact on the financial incentives i.e.,
the employees are satisfied with the financial incentives provided by the company

31
 4.3 HYPOTHESIS TESTING

SI.NO Tested hypothesis Result of tested hypothesis

1 H0-0 Employee satisfaction have
impact on financial incentives
H0-0 Employee satisfaction have impact
H0-1 Employee satisfaction doesn’t
on financial incentives
have impact on financial incentives

2
H1-0Employee satisfaction have
impact on non-financial incentives
H1-1Employee satisfaction doesn’t have
H1-1Employee satisfaction doesn’t
impact on non-financial incentives
have impact on non-financial
incentives

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 CHAPTER V

FINDINGS SUGGESTIONS AND CONCLUSION:

5.1FINDINGS:

This study focuses on the satisfaction of employees on financial and non-financial incentives
from the data collected from the respondents, I analyzed whether the employees are satisfied
with the financial or non-financial incentives through regression method from this analyzation
I found that the employees of the IFORTIS CORPORATE company were dissatisfied with the
non-financial incentives and they are satisfied with the financial incentives.

5.2 SUGGESSIONS:

Since from the analysis, we found that the employees of the Ifortis corporate are not
satisfied with the non-financial incentives

So, I would suggest the company

• To provide the best workplace culture for the employees

• They should give adequate technology software facility to work
• The company should recognize their work feedbacks and opinions
• Promoting them if they achieved the target
• Maintain a good relationship with the subordinates respect their works provide them
power for decision making
• The company wants to motivate the employees

5.3 CONCLUSION:

From this study, I conclude that the employee’s satisfaction is very much needed for
the organization to be in a better position for every company they should know the employee
needs and wants and then they want to satisfy those needs and this will lead them to increase
the employee performance confidence level engagement towards the job interest to work in a
company if this to happen employee must be satisfied with the financial and non-financial
incentives

IFORTIS CORPORATE wants to satisfy the non-financial needs to their employee they
can provide the best workspace culture, rewards, recognition for their job and promotion for

33
their sincerity, provide best technology software to work the job and consider the queries as
soon as possible and take action immediately or give suggestions for the problem.

34
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Essi Huttu., “The effects of incentives on performance and job satisfaction”

Teodora Minkova (2018)., “How do incentives, stress and work effort affect job satisfaction
among call center employees in Bulgaria?”

Bintang Cnintya, Musa Hubeis & Nurmala katrina panjaitan., (RJOAS, 11(83), November
2018), “The role of incentive, work satisfaction and employment motivation with implications
on performance of marketing employee at bank dki”

Alkhaliel Adeeb Abdullah & Hooi Lai wan, (December 2013 Vol. 2 Issue.4), “Relationships
of Non-Monetary Incentives, Job Satisfaction and Employee Job Performance”

Justin Mgbechi Odinioha Gabriel1 & Lawrence I. Nwaeke1, (6(3): 227-236, 2015; Article no.
JSRR.2015.148 ISSN: 2320-0227), “Non-Financial Incentives and Job Satisfaction among
Hotel Workers in Port Harcourt”

Jacqueline Aziri (2015)., “Employee motivation incentives and their impact on the
organization's productivity”

Maqsood Haider, Alamzeb Aamir, Abu-Bakr Abdul & Muhammad Hashim Abasyn., (Journal
of Social Sciences. 8(2))., “A literature Analysis on the Importance of Non-Financial Rewards
for Employees' Job Satisfaction”

Kamilah seman1 Shahidah Ahmad suhaimi2 2017 International., (Journal of Accounting,

Finance and Business, 2(5) 15-23)., “The relationship between financial and nonfinancial
rewards on employee’s job satisfaction at manufacturing industries in Malaysia”

Saira Yousaf, Madiha Latif, Sumaira Aslam and Anam Saddiqui., (Middle-East Journal of
Scientific Research 21 (10): 1776-1786, 2014)., “Impact of Financial and non- Financial
Rewards on Employee Motivation”

AnisKhairunnisa,Irwandy,Ansariadi,AliminMaidin,Indahwaty,Siddin,Stang
.,(https://doi.org/10.1016/j.enfcli.2020.06.058) ,“The job satisfaction and incentive relation of
hospital employees in South Sulawesi Province”

35
Waqar Akbar a, Sana Riaz b, Kashif Arif c, Ahson Hayat d & a shaheed Zulfikar Ali Bhutto
(Asia Pacific Institute of Advanced Research (APIAR) 2018 DOI:
10.25275/apjabssv4i1bus11), “Measuring the non-financial rewards in escalating employees
job satisfaction (a study of private companies in Pakistan)”

Pushpasiri G.T.T.K. & Ratnayaka R.M. b (2018)., “Influence of Non-Financial Rewards on

Employee Job Satisfaction: Private Banking Industry of Sri Lanka”

Manal Baledi & Rashad Mohammad Al Saed., (Research gate October 2017) ,“The impact of
compensation on improving employees’ performance through job satisfaction in Jordanian
newspaper”

Krishan Kumarapeli., (International Conference on Marketing, Economics, Education &

Interdisciplinary Studies (MEEIS-19) Dec. 10-12, 2019)., “Impact of Incentives on Job
Satisfaction of Employees in the Vehicle Emission and Test Industry”

Ida Nyoman Basmantra., (Journal Ilmiah Manajemen & Bisnis Volume 3, No. 1, Juni 2018).,
“The effect of non-financial reward and punishment on job loyalty through job satisfaction”

Maymonah Saleh Allahem (2018)., “The Impact of monetary and Non-Monetary Rewards on
Job Satisfaction”

Jihad Albatal., “The impact of the non-financial incentives in employees in the public sector in
Norway”

Gina l. Mieszczak (July 2013)., “Quantitative analysis of non-financial motivators and job
satisfaction of information technology professionals”

Asma Imran, Sajjad Ahmad, Qasim Ali Nisar & Umair Ahmad., (Middle East Journal of
Scientific Research · January 2014)., “Exploring Relationship among Rewards, Recognition
and Employees’ Job Satisfaction: A Descriptive Study on Libraries in Pakistan”

Oxta Shinsetsu., (Proceedings of the International Conference on Business Management &

Information Systems, 2012)., “Compensation: Impact of Rewards, Organisational Justice on
Job Satisfaction and Turnover Intentions in Retail St...”

36
 ANNEXURE

1)Gender

a) Male
b) Female

2) Age

a) 18 to 25
b) 25 to 30
c) 30 to 45
d) Above 45

3) Qualification

a) Diploma
b) UG
c) PG
d) Other

4) work experience

a) 0 to 1 yrs
b) 1 to 2 yrs
c) 2 to 3 yrs
d) above 3 yrs

5) Annual income

a) 1,00,000 to 2,00,000
b) 3,00,000 to 4,00,000
c) 4,00,000 to 5,00,000
d) above 500000

37
Non-Financial Incentives

6) Rate the culture of the organization

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

7) Rate your relationship with the colleagues

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

8) Rate that your work is recognized and rewarded by the organization

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

9) Rate the promotion opportunity in your organization

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

10) Rate the motivation and development programs for the employees

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
38
 e) Highly satisfied

11) Rate your feedback or opinion is considered by the team and management

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

12)Rate that your current job makes you to attain your own goals

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

13) Rate the opportunity for participating in decision making process

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

14) Rate the security for the job

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

15) Rate the job enrichment (providing challenging and highly responsible job ) to increase
confidence level by the company

a) Highly dissatisfied
b) Dissatisfied
c) Neutral

39
 d) Satisfied
e) Highly satisfied

Financial incentives

16) Rate the salary are fair and genuine

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

17)Rate the compensation and benefits given for your extra work

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

18) Rate the Bonus are provided every year for the festivals or for the achievement of the target

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

19) Rate the dearness allowance like house rent allowance

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

20) Rate the increments in salary as a reward for your dedication of work

a) Highly dissatisfied

40
 b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

21) Rate the perquisites facilities like medical expenses and educational facilities

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

22) Rate the commission for the work done

a) Highly dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Highly satisfied

41
BIBILIOGRAPHY:

https://www.ijser.in/archives/v7i1/17011902.pdf
https://www.researchgate.net/publication/341656571_Employees'_Job_Satisfaction_and_thei
r_Work_Performance_as_Elements_Influencing_Work_Safety
https://www.ukessays.com/essays/employment/job-satisfaction-literature-review.php
https://ifortiscorporate.com/careers
https://ifortiscorporate.com/
https://ifortiscorporate.com/index

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