19 Report 21831E0043 Finalproject

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Title 21831E0043_finalproject
Paper/Submission ID 960958
Submission Date 2023-09-08 17:43:49
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CHAPTER-I
INTRODUCTION
1|Page
INTRODUCTION
42
Over an extended period, it has been seen that implementing
equitable compensation is a strategic measure that organizations may
undertake to enhance employee productivity. Similarly, a majority of labor
managers have come to recognize that the performance of their employees plays a
crucial role in determining the success of their enterprises, contributing
significantly to the organization's overall profitability. Consequently, conducting a
comprehensive assessment of a representative's performance might reveal
deficiencies and limitations in their specific work skills. In order to effectively
respond to changing circumstances, an organization may choose to promote
existing staff members. Advancement refers to an elevation in one's standing that is
often accompanied by a change in job responsibilities and a higher salary grade.
According to Pagers and Charles (year), promotion refers to the advancement of an

employee to a higher position within an organization, characterized by increased
responsibilities, status, and remuneration. It entails progression to a superior job
that entails greater duties, recognition, and prestige, as well as a higher rate of pay
or salary. Promotion reasons are the underlying motivations or objectives behind
promotional activities.
To effectively use the skills and knowledge of employees at the appropriate

organizational level, hence enhancing productivity and job satisfaction among staff
members.
To develop a spirit of competitiveness and motivate individuals to seek the

knowledge, talents, and other traits essential for higher-level employment
opportunities.
To establish a proficient internal workforce that is equipped to assume higher-level

jobs in a dynamic setting.
To foster the personal development of workers and cultivate their enthusiasm for
2|Page
advancements. Employee turnover is a significant concern.
In order to foster a feeling of belonging and happiness within the organization's
present circumstances.
In order to foster enthusiasm for training and development programs, as well as

team development initiatives.
In order to cultivate loyalty and enhance morale.
To recognize workers who demonstrate commitment and loyalty.
The incentive strategy is composed of the following important components:
A bonus scheme for programmers may consist of both monetary and non-monetary
elements. The provision of diverse components is necessary to suit the demands of
each employee.
The fundamental basis of an effective incentive plan is the timing, accuracy, and
frequency of rewards.
The system mandates the effective communication of instructions to the workforce

as a whole in order to enhance individual performance, provide constructive
criticism, and facilitate redirection.
3|Page
1.1 RESEARCHPROBLEM:
57
The previous research studies were primarily focused on examining the impact of
either monetary or non-monetary
36
The research did not prioritize the perspective of workers about how they should
24
be rewarded, and their preferences were not taken into account beforehand.
This research study encompasses an examination of employee preferences and

selections regarding the types of rewards they anticipate
4|Page
1.2 NEEDFORTHESTUDY:
One of the most critical variables in the development and profitability of a business is
employee motivation. Maximizing the total performance of a company is seen as crucial for
achieving success. In this manner, comprehending the representative inspiration, as well as
the associated rewards and benefits, may be succinctly summarized.
30
2. Consequently, it is vital for businesses to comprehend the factors that influence employee
motivation in order to foster growth and development.
An effective rewards system can enhance performance.
13
The objective of this study is to examine and evaluate the impact of promotion and incentive
factors on the performance and development of the firm.
5|Page
1.3 OBJECTIVESOFTHESTUDY:
61
The objective of this research is to examine the significance of promotion and reward
systems.
13
The objective of this study is to investigate the influence of promotion and incentive policies
on employee motivation.
The objective of this study is to investigate the correlation between promotion and incentive
policies and work satisfaction.
To determine different approaches to employee rewards.
To examine the workers' perspective on promotion and incentives management.
6|Page
1.4 SCOPEOFTHESTUDY:
This research is confined to the understanding of the incentive and promotion policies of the
State Bank of India.
20
The scope of this research is limited to the personnel of the State Bank of India (SBI).
The scope of this phenomenon is limited only to the personnel residing in Hyderabad.
In this analysis, we will examine and evaluate the given information in order to get a deeper
understanding of its underlying components and implications.
The topic of interest is the control of employee compensation.
6. Compensation and the many additional advantages provided to workers.
7|Page
1.5.1 RESEARCHMETHODOLOGY
30
The data obtained from conducting surveys was afterward used in a rudimentary manner to
determine the level of job satisfaction among employees. Each reply was assigned a score
37
based on its overall satisfaction level, which was not completely resolved. The collected
information is systematically organized and analyzed using various methodologies, including
the use of visually appealing graphics.
The collection of information
22
The provision of crucial details is of utmost importance. This research will collect data
using a targeted survey administered to a sample of 100 professionals employed in the SBI.
The pertinent data will be collected from the workers using a structured survey.
Additional information is not required. The data will be collected via detailed diaries,
websites, and articles. Information analysis will be conducted using inferential and
descriptive statistics, namely the Chi-square test. The material was collected in a piecemeal
manner from many sources, including key literature, the HP intranet, and the web.
The topic under consideration is the concept of test size.
The sample size consisted of 100 respondents.
The duration of study
The duration of 45 days.
1.5.2 Tools and Techniques for Data Analysis:
50
This research will use data analysis techniques such as EXCEL, descriptive statistics, Chi-
Square, and questionnaires.
8|Page
1.6LIMITATIONSOFTHESTUDY:
20
The scope of this research is limited to the specific locations within the State Bank of India
(SBI).
One problem of this research is that the correctness of the acquired data is entirely contingent
upon the respondents' replies.
Despite the tiny sample size, it is important to note that the sample is demographically
representative. This characteristic may instill confidence in the capacity of the findings to be
generalized
9|Page
CHAPTER-II
REVIEW OF LITERATURE
10|Page
INTRODUCTION:
1
Organizations within the second sector endeavor to determine the optimal balance between
manual accountability and organizational performance. The cost and creation programs are
crucial factors in maintaining high levels of respect and motivation among employees.
According to Oosthuizen (2001), leaders possess the capacity to successfully motivate

employees and enhance their organizational effectiveness. According to La Motta (1995),
workplace performance is attributed to both ability and motivation. Academic proficiency is
cultivated by formal education, training, practical experience, proficiency in task execution,
and two distinct categories of capabilities, namely cognitive and physical abilities. The
assessment of exhibitions and associated expenditures emerged as key factors in the
evaluation of presentation assessment systems.
According to Wilson (1994), the execution activity trajectory is a crucial component of the
overall cost structure. According to Entwistle (1987), it is said that when a hand acts
efficiently, it leads to organizational expenses and, as a result, the perceived value of
employees is based on their performance. The creation of organizational affiliations includes
the establishment of protocols and norms that govern the conduct of employees, as well as the
provision of working circumstances that adhere to comprehensive standards. The conducted
14 1
evaluations aimed to examine the relationship between compensation and individual
characteristics, with the objective of enhancing worker performance (Ciscel, 1974). The
highly motivated employees serve as a significant advantage for any firm, as their
performance directly contributes to the successful realization of its objectives. When
comparing monetary, fortunate, and mortal money vaults, it may be argued that mortal cash
safes have more significance for organizations, providing them with a competitive advantage.
According to Andrew (2004), the accountability of experts is based on expenses and

production. According to Lawler (2003), the issue of substance and durability of human
capital remains unresolved in terms of how it is managed. The most prominent organizations
35
have achieved significant progress by fully aligning their business strategy with balanced cost
and production initiatives for manual labor. According to Profound Rose (1994), it has been
11|Page
1
argued that the stimulation of workers and their productivity may be enhanced by providing
them with effective production methods, eventually resulting in improved performance
within organizations (p. 21).
The success of an organization is contingent upon its ability to maintain employee motivation
and effectively evaluate employee performance for the purpose of compensation. The
48
management of workers' presentation is a fundamental aspect of organizational processes and
the way in which they handle their human capital (Drucker, as cited in Meyer & Kirsten,
26
2005). In the second phase, it is essential for each organization to reach its performance
targets, since the performance of employees significantly influences the overall success of the
organization. In an environment characterized by adversity, individuals with little resilience
or mental fortitude have challenges in effectively using their skills, capabilities, and growth
potential, and fulfilling their complete responsibilities as required by an organization.
According to Freedman (1978), the implementation of effective costs and creation inside an
19
organization leads to the formation of a favorable working environment that motivates
employees to excel in their performance. Laborers embrace production as their interests of
value and recognition, so enhancing their sense of self-worth and confidence, which
eventually boosts the productivity of organizations. According to Csikszentmihalyi (1990),
experts experience a state of satisfaction and delight when they fully use their skills and
engage in meaningful work. In this method, organizations retain skilled workers, therefore
reducing the financial burden associated with recruitment.
According to Flynn (1998), the implementation of cost and incentive programs has the
potential to foster positive employee morale, leading to improved well-being and establishing
a link between performance and motivation among workers. The primary objective of a cost
program is to establish a system for remuneration and communication, enabling employees to
tie their costs to their performance, so leading to increased job satisfaction. Work fulfillment,
as defined by Snap (referred to in Gruneberg, 1979, p. 3), refers to a condition of intense
positive satisfaction derived from the evaluation of one's work by those engaged in their
respective professional activities. The costs include several elements like as financial
expenses, wages and benefits, as well as incentives that partially satisfy employees. However,
for married employees, it is important to acknowledge the need for motivation, appreciation,
and commitment in order to keep them engaged and dedicated.
12|Page
27
Aristocrat (1983) said that when workers are recognized and acknowledged in terms of their
identity, their capacity to perform and their overall performance is much enhanced.
According to a majority of experts, recognition is considered the highest priority, but a
comprehensive package that includes both financial and non-financial rewards should not be
the main motivation for participation in any given program.
12
Laborers have a heightened level of motivation when their needs are fully satisfied. The
incidence of labor mobilization tends to increase when workers experience an unexpected rise
in production output, recognition, and remuneration (La Motta, 1995). In the dynamic
environment of the second sector, motivated employees serve as a community for the
attainment of an organization's goals, business strategies, effectiveness, growth, and
implementation. Incitement is also necessary in cases when the hierarchical pool lacks a well-
designed connection structure. The affiliation's internal strength is significantly bolstered by
the representative's link with both workers and management.
The impact of supervisors' capacity to provide effective leadership has a significant influence
on employees' job satisfaction (Morris, 2004). The review discusses the impact of motives,
1
program development, and cost factors on manual stimulation. Costs have a crucial role in
determining the significant performance in labor and are closely associated with the trajectory
of motivation.
54
According to Lawler (2003), there are two factors that determine the level of attractiveness of
a cost. The first variable is the amount of value that is permitted, while the second variable is
the weightage that an individual assigns to a particular cost. According to Profound Rose
(1994, p. 3), it is believed that esteemed leaders honor individuals by bestowing gestures that
acknowledge their accomplishments while rewarding individuals by providing them with
tangible items. Equitable opportunities for production, based on one's skills and abilities,
enhance the dedication of individuals to their work and serve as a source of material
adaptability for them.
According to Bull (2005), there is a perspective that workers in intellectually demanding

jobs, where they have the opportunity to use and develop their skills and abilities, have lower
40
levels of job satisfaction. According to a majority of organizations, the primary factors that
34
significantly influence the success of second incentive programs are the driving reasons,
13|Page
development, and expenses. These factors pose serious limitations on the effectiveness of
such programs and directly impact their overall performance.
According to Robbins (2001), height is a factor that contributes to individual growth,
increased levels of responsibility, and improved social status. Similarly, the recognition of
hand stimulation is a significant concern that involves expressing gratitude and allocating
Fortune stylish services, which distinguishes these services from others. This recognition
serves as the primary component of their pricing structure.
1
According to Wilson (1994), the concept of limiting acknowledgment refers to a kind of
development that individuals must attain via their own efforts, resulting in a feeling of
accomplishment from a certain action or outcome. The number 23 is the subject of
discussion. Employees often develop a strong sense of attachment to their organization when
12
their job provides them with significant progression opportunities and appropriate
remuneration. This may lead to their career being a primary source of happiness in their lives.
Rewards have been shown to enhance productivity and performance in the workplace,
regardless of whether it is a first-time task or a repeated activity, by using a progressive
approach.
14
The purpose of this study is to conduct research in order to investigate and analyze a specific
26 1
topic according to Eastman (2009), it has been regularly shown that internal drive is
positively associated with the production of original work, but external inspiration has a
detrimental effect on the delivery of inventive work. According to Gagne (2009), a novel
model of incentive for knowledge-sharing has been proposed. This model offers suggestions
for the effective planning of five key functions in human resource management (HRM),
including staffing, job design, performance and pay systems, managing styles, and training.
According to Ali and Ahmed (2009), there exists a significant correlation between reward
and recognition, as well as motivation and satisfaction. The analysis revealed that if awards
or recognition offered to employees were to be aligned, there would be a comparable impact
on job motivation and satisfaction. The remuneration package serves as a prominent and
conspicuous manifestation of the employer-employee relationship, representing a primary
and urgent issue in the exchange of labor between individuals and the employing
organization. In their review, Wisch and Ganguli (1967) identified salary and allowances as
14|Page
the primary variables influencing worker satisfaction or dissatisfaction. Singh et al. (1977)
conducted a study examining the relationship between hierarchical culture and administrative
14
remuneration. Their findings indicated that the desire for monetary compensation was highly
impacted by the quality of organizational culture. Furthermore, they suggested that this
influence may be mitigated by improving the nature of the organizational culture. The
findings suggest that factors including as satisfaction, task contribution, motivation for
monetary compensation, and commitment are mostly influenced by corporate culture.
According to Fred Luthans (1981), inequality occurs when a person perceives a discrepancy
between the ratio of their outcomes to inputs and the ratio of outcomes to inputs of relevant
individuals. Rowlinson (1988) is an American vice president whose organization observed
and rectified the issue of recognition, specifically focusing on its allocation to representatives
and the granting of awards to just a particular faction. The symbolism, meaning, and intrinsic
value associated with the reward hold equal significance. The number 24 is the value
provided by the user. Although
The gold-plated carriage clock, featuring intricate engravings, is widely regarded as one
Agnew and Redmon (year)
15|Page
CHAPTER-III
INDUSTRY PROFILE
&
COMPANY PROFILE
16|Page
INDUSTRYPROFILE
ANOVERVIEWOFINDIANBANKINGSECTORS
21
Banks play a crucial role in the contemporary economy and their significance cannot be
underestimated. The banking sector plays a crucial role in facilitating the economic
prosperity of a country. Financial institutions within the banking sector are responsible for a
diverse range of activities, which include the acceptance of deposits and the provision of
11
loans to enterprises operating within the agricultural and industrial sectors.
The global financial industry is expected to undergo a transformation as the Indian economy
moves from a manufacturing-based economy to one characterized by a rapidly growing
service sector.
The Indian financial sector as a whole is now undergoing significant transformations. Indian
banks have consistently proved their capacity to adapt and change into agile and resilient
organizations.
In recent times, the banking industry has seen a multitude of consolidations and
amalgamations. In line with the Banking Companies Acts of 1970 and 1980, the Reserve
Bank of India (RBI) and the Central Government may formulate a scheme to amalgamate any
9
nationalized bank with another nationalized bank or banking sector (Acquisition and Transfer
of Undertakings).
Over the last three decades, India's financial system has shown a number of notable
successes. What is most notable about it is its wide reach. Even in the most distant corners of
the country, the Indian financial system is there.
The banking sector in India has seen significant expansion, including even the most distant
corners of the nation. This development has emerged as a crucial component in facilitating
the tremendous economic growth observed in the country.
In the past, the process of obtaining a draft or withdrawing personal funds required the
account holder's presence at the bank counter for an extended period of time. However,
individuals possess the freedom to make choices in the present day. The most efficient bank
17|Page
53
also successfully transferred funds within a span of only two days from one branch
However, in contemporary times, the act of sending an instant message or placing an order
11
for a pizza has become very effortless. The current emphasis is now placed on the topic of
finance.
Since achieving independence, banks in India have played a crucial role in the socio-
economic development The progressive implementation of financial sector reforms has
49
brought rapid developments that have been met with enthusiasm by Indian institutions.
The ongoing transformation process should be seen as an opportunity to establish a robust

and vibrant banking sector in India, capable of effectively and efficiently fulfilling its
responsibilities without burdening the government.
In light of the advancements in the Indian economy, the government has implemented many
changes in accordance with the suggestions put out by the Narasimhan Committee. These
reforms aim to establish a banking system that is both financially sustainable and highly
competitive.
Prominent banks within the industry and their leaders:
18|Page
StateBankofIndia(SBI) DineshKumarKhara(Chairman)
ICICIBank SandeepBakhshi(ManagingDirector&CEO)
HDFC Bank SashidharJagdishan(ManagingDirector

&CEO)
PunjabNationalBank(PNB) CH.S.S.MallikarjunaRao(ManagingDirector&
CEO)
AxisBank AmitabhChaudhry(ManagingDirector&
CEO)
KotakMahindraBank UdayKotak(ManagingDirector&CEO)
BankofBaroda SanjivChadha(ManagingDirector&CEO)
IDBI Bank RakeshSharma(ManagingDirector&CEO)
Indus-IndBank SumantKathpalia(ManagingDirector&CE
O)
YesBank PrashantKumar(ManagingDirector&CEO)
19|Page
16
Trends in the Banking Industry
The banking industry has been gradually adopting sophisticated technologies, such as Internet
banking, mobile applications, and digital payment systems, in order to enhance the overall
customer experience.
The collaboration between traditional banks and fintech companies has been increasing,
resulting in the development of new financial products and services.
Artificial intelligence (AI) and computerization have been used by banks to enhance
customer service, detect fraudulent activities, and automate processes, resulting in increased
efficiency and decreased operating expenses.
The banking sector has increasingly prioritized the implementation of strong cybersecurity
measures and compliance with legislation such as the General Data Protection Regulation
(GDPR) to safeguard consumer information in response to the proliferation of sophisticated
digital transactions.
Personalization: Banks were using data analysis techniques to provide tailored financial
advice and services to their consumers.
The promotion of open banking via regulatory reforms has facilitated third-party providers'
access to client financial information, subject to their consent. This has resulted in the
emergence of new services and increased competition within the banking industry.
Banks have shown a growing inclination towards environmental, social, and governance
58
(ESG) principles, as they have begun integrating these concepts into their investment choices
and product offers.
The rapid adoption of remote labor and remote client services was accelerated by the onset of
the Coronavirus pandemic, resulting in significant changes to the operational practices of
20|Page
banks.
Anticipated Transformations in the Banking Sector
The banking sector is now undergoing a significant shift towards digital transformation, as a
greater number of services and transactions are being conducted online. This encompasses a
range of banking apps that provide various functionalities, such as online account opening,
digital payments, and virtual assistants for customer service.
The implementation of regulations such as the Payment Services Directive 2 (PSD2) in

Europe has facilitated the adoption of open banking practices. These practices enable external
financial service providers to access consumer data, subject to permission, and provide novel
29
services. This development promotes competition within the financial sector and has the
potential to enhance customer experiences.
Artificial intelligence (AI) and automation have found application in various domains,
including fraud detection automation is a technological advancement that optimizes
operational procedures, resulting in cost reduction and improved productivity
Blockchain technology and cryptocurrency have the potential to disrupt several aspects of the
banking industry, including cross-border payments, settlements, and identity verification.
32 59
Although still in the early stages of development, these technologies hold promise for
significant transformation in these areas. Cryptocurrencies are increasingly being
acknowledged and embraced by some financial organizations.
4
Banks are now allocating resources towards the development of enhanced customer
experiences, with a focus on establishing more smooth and tailored interactions for their
customers. This involves the integration of appropriate financial products, the utilization of
data analytics to comprehend consumer behavior, and the provision of expedited and user-
friendly services.
The importance of network security and information protection increases with the growing
prevalence of digitalization. Banks are using state-of-the-art security measures to protect
client information and transactions.
21|Page
There is an increasing emphasis on the significance of environmental, social, and governance

(ESG) concerns in the banking and financial sector, particularly in relation to maintainability
and their contribution to overall performance. Certain institutions are integrating sustainable
investing principles into their offerings.
The topic of remote work and coordinated effort is of significant interest in contemporary
organizational research and practice. Remote work refers to the practice of employees
working outside of a traditional office setting, often using technology to connect and
collaborate with colleagues. Coordinated effort, on The epidemic has accelerated the use of
remote work and digital collaboration technologies in the banking sector, resulting in
significant changes in staff interactions and service delivery.
The banking environment and operational practices of financial institutions may be

significantly influenced by ongoing administrative developments, including those related to
fintech and data protection.
The phenomenon of branch transformation involves the coexistence of advanced channels

with physical branches since the latter continue to persist rather than completely vanishing.
The companies are transitioning towards space that provides personalized advice, complex
transactions, and digital education to
22|Page
COMPANYPROFILE:
The State Bank of India, which has a prominent position in the

7
banking sector in terms of its longevity, record size, branch count,
market capitalization, and profitability, is now through a significant
phase of transition and transformation. The Public Area entity,
which has a history spanning two centuries, is now undergoing a
process of liberating itself from its traditional Public Area
framework. It is demonstrating a level of agility comparable to that
of Private and Foreign Banks.
The bank is expanding its offerings via strategic partnerships,

33
which include Pension Funds, General Insurance, Custodial
Services, Private Equity, Mobile Banking, and Point of Sale
solutions. Merchant procurement, warning administrations, and
55
organized items are all areas that have significant potential for
expansion.
The Bank aims to expand its Provincial Financial base by encompassing 100,000 networks
during the next two years via the use of cutting-edge technology and innovative financial
models. The financial institution is now examining the significant untapped potential within
rural areas.
23|Page
28 17
In order to cater to the expanding mid-sized and large enterprises in India, the company is
strategically focusing on providing a comprehensive range of products and services.
44
Additionally, it is also directing its efforts towards the upper echelon of the market by
enhancing its wholesale banking capabilities.
The organization is incorporating structured items and subordinate instruments into its global
repository operations. Currently, the Bank serves as the primary provider of infrastructure
loans and plays a significant role in facilitating foreign company borrowings inside the
nation. This particular bank from India has the distinction of being included in the Fortune
500, signifying its prominent position within the ranking.
17
In order to enhance the overall customer experience, the Bank is replacing obsolete front and
back-end processes with more modern and user-friendly ones. Currently, it provides the most
extensive banking services to Indian customers, boasting a network of over 11,448 branches
under its own name, in addition to an additional 6,500+ branches operated through its
25
Subsidiary Banks. The State Bank of India, a prominent entity in the banking sector, intends
to implement a network of 15,000 automated teller machines (ATMs) by the end of March
2010, requiring an expenditure of over Rs 1,000 crore.
According to RP Sinha, the bank's official responsible for supervising data innovation, it is
anticipated that there will be 25,000 operational ATMs nationwide by March 2010. At the
conclusion of the current fiscal year, an additional 15,000 automated teller machines (ATMs)
will be included in the existing fleet. Currently, the bank operates around 10,300 automated
teller machines (ATMs) throughout the country.
According to an official statement from SBI, it has been asserted that the site for the
establishment of the infrastructure requires an investment ranging from Rs 5.2 lakh to Rs 5.5
lakh, while the individual asserted that the total cost amounts to approximately Rs 9 lakh per
7
counter. According to the assessment, the State Bank of India will need a substantial amount
of Rs 1,350 crore in order to install
The Bank is also endeavoring to provide its customers with a comprehensive range of
payment options via its ATMs and other electronic channels, such as online banking, debit
24|Page
cards, mobile banking, and so on.
4
The Bank actively engages in enhancing the skills of its employees via its four public-level
Summit Trade schools and 54 learning communities located nationwide. Several training
3
sessions are attended by bankers from banks in various countries.
The bank is also exploring new opportunities for expansion in both the domestic and
international markets. Currently, there are a total of 82 strange workplaces located in 32
4
countries worldwide. In India, there are eight auxiliaries associated with the State Bank of
3
India. These are SBI Capital Markets Ltd., SBI Mutual Funds, SBI Securities and Transaction
Services Ltd., SBI DFHI Ltd., SBI Cards and Payment Services Ltd., SBI Life Insurance
Company Ltd., and SBI Funds Management Pvt Ltd. The executives of SBI Canada Pvt. Ltd.
The organization of a substantial assembly inside the Indian banking landscape. The
organization is now in the process of procuring funds for its expansion and moreover
consolidating its diverse assets.
4
The State Bank of India, which is often regarded as the largest and most established
39
commercial bank in India, has a rich history spanning over two centuries. In India, the bank
28
provides a wide range of corporate, commercial, and retail banking services. The largest
7
shareholder in the bank is the Reserve Bank of India (RBI), the national bank of India, with a
59.7% ownership stake. The financial institution has a capital base of Rs. 646 billion, with
public ownership of 40.3%, excluding the promoters.
The State Bank of India (SBI) has the most extensive branch and ATM network in the whole
nation of India. The bank's office organization has about 17,000 branches, including auxiliary
locations. In addition to its Indian organization, the entity also maintains a network of 73
international offices spanning over 30 countries and various time zones. Furthermore, it has
4
correspondent partnerships with 520 foreign banks in 123 separate nations. State Bank of
India (SBI) has lately acquired banking institutions in Indonesia, Kenya, and Mauritius. As of
March 31, 2008, the bank employed a total of 198,774 representatives. The distribution of
individuals in this group is as follows: 29.51% are classified as officials, 45.19% are
categorized as administrative personnel, and the remaining 25.30% are designated as sub-
38
staff. The bank's shares are listed on several stock exchanges, including the Public Stock
3
Exchange, Bombay Stock Exchange, Kolkata Stock Exchange, Chennai Stock Exchange, and
Ahmadabad Stock Exchange. Additionally, its Global Depository Receipts (GDRs) are traded
25|Page
on the London Stock Exchange.
The SBI group constitutes around 25% of the total market share in the financial industry,
while it has a 35% share in the whole foreign exchange market in India. SBI has shown
consistent execution in enhancing its production levels over the last several years, building
upon a strong foundation. The net revenue income of the bank has shown a compound annual
growth rate (CAGR) of 13.3% during the last five years. During a comparable timeframe, the
net interest margin (NIM) of the bank has seen an increase, rising from 2.9% in fiscal year
2002 to 3.40% in fiscal year 2006, and presently stands at 3.32%.
Advancement: It is important for any organization to maintain a balance between internal

resources for recruitment and external sources for staff advancement. Therefore, the
implementation of promotion should be based on a coherent, fair, and clear plan. One
potential advancement approach proposed by the Public Foundation of Personnel
Management (NIPM) is outlined as follows:
Creating a comprehensive graph to elucidate the hierarchical progression for all individuals.
Creating such an outline is straightforward when there is a task evaluation and a structured
56
remuneration mechanism in place. Ensuring that all individuals who may start and manage
instances of progress are knowledgeable about the progress system. Despite the
recommendations made by departmental heads, it is ultimately the responsibility of top
management to approve advances. This approval process involves consulting the personnel
41 10
department to assess the potential implications that may arise as a result of the proposed
promotion.
It is essential that every advancement be accompanied by a comprehensive evaluation period
to ascertain the capability of the person being promoted to effectively fulfill the
responsibilities associated with the new role. During this specific time frame, it is customary
for him to get the remuneration associated with the higher position. However, it is important
to acknowledge that if he fails to meet the required standards, he will be returned to his
previous position and the corresponding salary.
Bases for Promotion Organizations create policies based on the criteria used for making
promotions.
Merit refers to the competence, knowledge, ability, efficiency, and aptitude of an individual,
26|Page
which are evaluated based on their training and facilitate the acquisition of new skills and
knowledge among employees. One significant limitation that prevents it from being the
central foundation for promotion is the inherent challenge of consistently and objectively
determining the criteria for merit standards.
Position: The qualification of a representative is not just determined by their length of service
within the organization. The determination of administration time and subsequent
determination of status may be easily calculated. The reduction in the likelihood of
grievances and disputes over progress is seen. In addition to contributing to turnover in
positions, it also serves as a deterrent for young persons to pursue professions in the field of
development.
Status and Legitimacy: It is important to have a harmonious relationship between legitimacy

and rank. The competency of an organization may be attributed to a combination of rank and
legitimacy. Additionally, this combination plays a crucial role in recognizing the duration of
workers and labor unions.
The topic of discussion pertains to the concept of promotion policy.
Given the organization's strategic approach, it is essential for each association to clearly
define its growth plan. The policy should provide clear and explicit principles and
requirements for employee progression. The policy ought to adhere to principles of
nonpartisanship and fairness, ensuring uniform application to all employees while avoiding
any kind of favoritism or discriminatory practices. Special frameworks need a delicate
balancing act between selecting individuals who possess the necessary skills and capabilities
to fulfill job requirements and contribute successfully to the organization's overall objectives,
while also considering the individual's aspirations for promotional opportunities that should
be fulfilled. Organizations have employed a diverse range of promotional tactics, depending
on factors such as their lifestyle, size, and type of business.
The reward framework refers to the organization and structure of remunerations. Traditional
forms of pay, such as large salary packages, rapid career advances, and bonuses, are no
longer considered sufficient. Organizations need to prioritize the preferences and desires of
their workforce. The only factors that capture the attention and drive a worker to engage in
27|Page
their tasks are rewards or incentives.
According to Brock and Smith (year), reward systems are plans or programs designed to
enhance individual or group accomplishment. Non-financial awards or prizes are often
included in incentive programs, which mostly revolve around monetary incentives.
According to French, the motivational force framework is narrowly defined and excludes
several other forms of incentives provided to people to encourage them to accomplish work
or exceed accepted levels. Wage installment systems are linked to organizational
profitability, average productivity, or both, either directly or indirectly.
The use of incentives is based on the premise that people's behavior is linked to their ability
to achieve significant long-term objectives. Despite the fact that many groups exist via
agreement, tradition, or choice. The recognition of awards based on non-performance
32
variables should be seen as a sort of reward for performance.
15
According to Jack Zion, rewards can be defined as incentives that serve to enhance the
frequency of This concept emphasizes the desired outcome of rewards and progress, namely,
the enhancement of performance.
An incentive plan possesses several significant features:
31
An incentive plan may comprise both monetary and non-monetary elements. Mixed
components may provide the necessary variety to accommodate the requirements of
individual workers.
The precision and regularity of time and frequency are fundamental elements that underpin
the effectiveness of an incentive strategy.
The organizational structure assumes that effective communication with employees is

necessary to facilitate individual performance, offer feedback, and promote redirection.
1.3 Factors Influencing Rewards
15
These aspects have the potential to impact the suitability and design of compensations to
varying extents. The effectiveness of incentives is contingent upon three criteria. The topic of
interest is individual work situations and incentive arrangements.
28|Page
In this discourse, we shall delve into an analysis of various categories of rewards.
51
There are other methods available for categorizing awards. Three of the most usual
dichotomies are: intrinsic vs. extrinsic rewards, monetary versus non-monetary incentives,
47
and performance-based versus membership-based rewards. These categories are not mutually
exclusive.
The Comparison between Intrinsic and Extrinsic Rewards: The inherent gratifications
associated with a profession include the sense of accomplishment and satisfaction it offers.
Self-initiated benefits, such as deriving satisfaction from one's employment, experiencing a
sense of accomplishment, or belonging to a collective, exemplify various sources of
fulfillment. Strategic scheduling, job enrichment, reduced work weeks, and occupational
revolution are approaches that may provide inherent advantages by providing workers with
more leisure time.
29|Page
SHRIDINESHKUMAR-CHAIRMAN
DR.DIVERJOSHI SHRIASHWINIKUMAR(MD)
DIRECTOR
SHRI CA
KETANDIREC
30|Page
SHRICSSHETTY(MD) SHRI AJAY SHRI SHRIALOKKUMAR (MD)
KUMARDIREC MRUGANKDI
TOR
SHRI RAJESH CA CA PRAFULLA SMT. SWATI

DUBEYDIRECT DHARMENDR CHHAJEDDIRECT GUPTADIRECT
OR
DATARELATING
TOSTATEBANKOFINDI
ATYPE PUBLIC
Totalequity ₹3.9crore(June2023)
Number ofemployees Nearly2,50,000
Totalassets 59.54lakhcrores(inrupees)
Stockprice 574.50(inrupees)
31|Page
8
The State Bank of India (SBI) has released its financial results for the fiscal year ending in
March 2023. Let us examine the comprehensive performance evaluation of the bank for the
fiscal year 2022-23.
An Analysis of the Income Statement of the State Bank of India (SBI)
The interest income had a year-on-year (YoY) increase of 21.0%.
Interest expenditures had a year-on-year increase of 21.6% over the same period.
The operating expenditures had a year-on-year rise of 8.9% throughout the course of the year.
The fiscal period saw a year-on-year growth of 20.2% in the bank's net interest income (NII).
As a result, there was an increase in net interest margins (NIM), which reached
The net profit for the year had a year-on-year growth of 57.3%.
The net profit margins had a significant improvement from 12.2% in FY22 to 15.9% in FY23
The analysis of a balance sheet is an important aspect of financial evaluation.
The deposits of the bank in the fiscal year 2023 amounted to Rs44,685.4 billion, which is
more than the Rs40,874.1 billion
The total expenditure for the year amounted to Rs32,679.0bn, which represents a 17.0%
increase compared to the expenditure of Rs27,940.8bn during FY22.
The cost of deposits for SBI had a 5.5% increase, reaching a value of 3.7%. Simultaneously,
the return on advances also jumped to 7.0%.
The lender's investments increased from Rs17,764.9bn in FY22 to Rs19,131.1bn during the
The borrowing amount reached Rs5,211.5 billion, indicating a growth rate of 16.0%
32|Page
compared to the previous year.
In fiscal year 2023, the total assets and liabilities amounted to Rs59,544.2bn, reflecting an
increase of 11.1% compared to the Rs53,608.8bn recorded in fiscal year 2022.
The Return on Value (ROE) ratio for the bank saw a notable improvement, increasing from
11.6% in FY22 to 15.5% in FY23. The Return on Equity (ROE) metric assesses a company's
ability to create profits from the money invested by its shareholders.
The Return on Resources (ROA) ratio of the bank saw an improvement, reaching 0.93% in
FY23 compared to 0.66% in FY22. The Return on Assets (ROA) metric quantifies the
efficiency with which a corporation utilizes its assets to create revenue.
The Return on Capital Employed (ROCE) for the bank saw considerable improvement,
reaching 12.46% in FY23 compared to 8.77% in FY22. The Return on Capital Employed
(ROCE) is a metric used to assess a bank's ability to generate returns from the capital it has
invested, which includes both shareholder capital and borrowed capital.
33|Page
CHAPTER –IV
DATAANALYSISANDINTERPRE
TATION
34|Page
Questionno4.1:Whatisyour age?
Table4.1
Particulars Participants Percentage
22–35Years 29 29%
36–45Years 40 40%
46–55Years 31 31%
Total 100 100%
INTERPRETATION:
Themajorityofrespondents,or40%,arebetweentheagesof36and45,foll
owedby31%ofthose betweenthe ages of46and55and29%ofthose
betweentheages of22and35.
GRAPH4.1
35|Page
Question no4.2:Howmany yearshaveyoubeen areworking withSBI?
Table4.2
Lessthan1year 22 22%
1year–5years 46 46%
5year–10years 21 21%
Morethan10years 11 11%
Total 100 100%
INTERPRETATION:
From the data sheet above,it is clear that 46% of the

respondents, or the working groupof 1–5 years, make up the bulk
of the respondents. We received responses from 22% of thosewho
have been a part of a working group for less than a year. The
following 21% of respondentswork for five to ten years. Only 11%
of the remaining responders work for SBI and have beenthere
formorethantenyears.
GRAPH4.2
3
Questionno4.3:DoSBIcareaboutitsemployeesatisfactionlevels?
Table4.3
Yes 80 80%
No 2 2%
Somewhat 18 18%
Total 100 100%
INTERPRETATION:
80%oftherespondents,ormore,believethattheSBIcaresaboutt
hesatisfactionlevelsof its employees, according to the data table
above. According to 18% of the survey participants,SBI considers
its employee satisfaction levels in some way. The remaining 2% of
respondentsindicated thatSBIdoesnotconsideritsemployee
satisfactionlevels.
GRAPH4.3
3
Question no 4.4: Are you aware about the basic criteria on which promotion and rewards
arebased.
Table4.4
Category No. ofrespondents Percentage

StronglyDisagree 5 5
Disagree 15 15
NeitherAgreeNorDisagree 35 35
Agree 40 40
StronglyAgree 5 5
Total 100 100%
INTERPRETATION:
46
According to the table, 5% of employees, or 5 of them, strongly
disagreed that they were awareof the fundamental standards upon
which incentives were based, 15% disagreed, 35%
neitheragreednordisagreed,40%agreed,and5%stronglyagreed.
GRAPH4.4
38|Page
Question no 4.5: Are you aware of various rewards monetary and
non monetary reward schemesofSBI
Table4.5

StronglyDisagree 10 10%
Disagree 35 35%
NeitherAgreeNorDisagree 30 30%
Agree 20 20%
StronglyAgree 5 5%
Total 100 100%
INTERPRETATION: According to the aforementioned table,

20% of workers agreed and 5%strongly agreedthatthey
wereawareof
thevariousrewardprogrammes,whereas10%ofemployees strongly
disagreed,35%disagreed, 30%neitheragreed nordisagreed,and
30%agreed (monetary &non monetary). Given thatthere were 100
participants, the proportioncorrespondstothenumberofemployees.
GRAPH4.5
39|Page
Question no 4.6: According to your knowledge SBI gives the
rewards to the employees on whatbasis?
Table4.6
PerformanceBasis 41 41%
Longtermemploymentbasis 15 15%
PartialityBasis 11 11%
RecommendationBasis 33 33%
Total 100 100%
INTERPRETATION: The fact that SBI rewards employees based

on performance is known to41% of the respondents. In addition,
33% of respondents indicated that SBI pays bonuses to
staffbasedonrecommendations.15%oftherespondentswereawarethat
SBIcompensatesemployees for long-term employment. Only 11%
of those surveyed claimed that SBI rewards itsstaffonapartialbasis.
GRAPH4.6
40|Page
Question no4.7:Doyouagreethattherewardsarebasedonclear andobjectivecriteria?
Yes 59 59%
No 23 23%
Somewhat 18 18%
Total 100 100%
Table4.7
INTERPRETATION:According to the data table, 59% of

respondents concurred that theincentives are determined by precise
and objective standards. Among the respondents, 23%disagreed
that the incentives are determined by distinct, objective standards.
Rest 18% of
therespondentsagreedthatsomeincentivesaredeterminedbyprecisean
dobjectivestandards.
GRAPH4.7
41|Page
Question no4.8:Aredeservingpeople rewardedinSBI

Disagree 15 15%
Agree 40 40%
StronglyAgree 10 10%
Total 100 100%
2
The chart indicates that 5% employees hence 5 strongly disagreed,
15% disagreed, 30% neitheragreed nor disagreed 40% agreed and
10% strongly agreed that deserving people were
rewardedintheorganization.
GRAPH4.8
42|Page
Questionno4.9:Goodperformanceisappreciatedandrecognizedbytopmanagement
Table4.9

Disagree 10 10%
Agree 40 40%
Total 100 100%
INTERPRETATION:
The above table indicates that 5% strongly disagreed, 10%

disagreed, 30% neither agreed nordisagreed 40% agreed 15%
strongly agreed that good performance is recognized and
appreciatedbytopmanagement.
GRAPH4.9
43|Page
Question no4.10:Doyouthink promotion isageneralphenomenon
inSBIworkculture?
Table4.10
Regularbasis 21 21%
Veryrare 27 27%
Often 13 13%
Whenrequired 39 39%
Total 100 100%
INTERPRETATION: 39% of the respondents are thinking

promotion is a general phenomenonin SBI work culture when
required. 27% of the respondent said that promotion is a
generalphenomenon in SBI work culture very rare. 21% of the
respondents thinking that promotion is
ageneralphenomenoninSBIworkcultureregularbasis.Rest13%respon
dentssaidpromotionisa generalphenomenoninSBIworkcultureis
often.
GRAPH4.10
4
Questionno4.11:Doyoufeeltherewardsarerequiredtomotivateemployees?
Table4.11
Yes 66 66%
No 7 7%
Somewhat 27 27%
Total 100 100%
INTERPRETATION:
66% of the respondents agreed that the rewards are required to

motivate employees. 27% of therespondents are feeling that the
rewards are somewhat required to motivate employees. Rest
7%ofthe respondentssaidthatthe rewardsarenotrequiredtomotivate
employees.
GRAPH4.11
45|Page
Questionno4.12:Whatkind ofrewardsareexpected byyou fromSBI?
Table4.12
Monitorialreward 69 69%
Non-monitorialreward 14 14%
Appreciation 17 17%
Total 100 100%
INTERPRETATION:
69% of the respondents are expecting monitorial rewards. After

that 17% of the respondent saidthat they need appreciation. Rest
45
14% of the respondents said that they need non-monitorialrewards.
GRAPH4.12
46|Page
Questionno4.13:AwardeesgetadequatePublicity

Disagree 10 10%
Agree 40 40%
Total 100 100%
2
The above table indicates that 5% employees hence 5, strongly
disagreed, 5% disagreed, 30%neither agreed nor disagreed, 40%
agreed, 20% strongly agreed that the rewards were
givenasandwhentheybecamedue.
GRAPH4.13
47|Page
Question no4.14:Rewardsgiventotheemployeesatwhattime?
Table4.14
Onrighttime 43 43%
Verylately 38 38%
Whenitisdue 19 19%
Total 100 100%
INTERPRETATION:
43%oftherespondentsaresayingthattherewardsgiven
totheemployeesonrighttimeinSBI
. We have 38% of respondents who said that the rewards given to
the employees at very
lately.Rest19%oftherespondentsgiventheirresponsethattherewardsg
iventotheemployeeswhenitis due.
GRAPH4.14
48|Page
Questionno4.15:DoyouthinktheCareerinSBI isgoodenoughfor longterm?
Table4.15
Yes 59 59%
No 41 41%
Total 100 100%
INTERPRETATION:
We can get that 59% of the respondents are thinking that the Career
in SBI is good enough
forlongterm.41%oftherespondentsarethinkingthattheCareerinSBIisn
otgoodenoughforlongterm.
GRAPH4.15
49|Page
Question no 4.16:What are the kind of rewards they get?
A) Employee of the month

B) Employee of the Year
Employee of the month 68 68%
Employee of the Year 32 32%
Total 100 100%
INTERPRETATION :
As we can see that around 68 percentage of the people thinks that the rewards are
presented in the form
of Employee of the Month and 32 percentage of the people think that rewards are
of Employee of the Year.
Graphical Representation
80%
68%
70%
60%
50%
40%
32%
30%
20%
10%
0%
50|Page Category 1 Category 2
Question no 4.17 : Who selects the Employees for rewards?
A) Managing Director
B) Human Resources Manager
C) Team Leader
D) All of them
Managing Director 27 27%
Human Resources 36 36%

Manager
Team Leader 17 17%
6
All of the above 20 20%
Total 100 100%
INTERPRETATION :
We can see that majority of the employees feel that hr is the person whodecides upon the
rewards
of the employees and 27 percentage feel MD decides upon the rewards of the
employees, where as
17 percent think it is the Team leader.
Percentage of Employees
20%
27%
17%
36%
MD HR TL All
CHI-SQUARETEST
Ho-
Thereisnosignificantrelationbetweenpromotionandrewardsonmotivat
ionandsatisfactionofemployees
H1-
Thereissignificantrelationbetweenpromotionandrewardsonmotivatio
nandsatisfactionofemployees
Ratingasperemploye
esonhowgood is
the
Countofhowmuchmotivationis promotion
GRAND
obtained from ratings of and
TOTAL
promotionandrewardsystem reward policy (5
beinghighest)
Motivation 1 2 3 4 5
Poor 1 1 1 10 11 24
Neutral 0 1 0 0 13 14
Good 0 2 0 0 19 21
Verygood 3 0 3 11 24 41
GrandTotal 4 4 4 21 67 100
52|Page
CHI-SQUAREOBSERVEDVALUES
CHI-SQUAREEXPECTEDVALUES
Ratingasperemployee
sonhowgood is the
Count of how much motivation promotionandreward
GRA
isobtainedfromratingsofpromotio policy(5
TOT
n and reward system beinghighest)
Motivation 1 2 3 4 5
Poor 0.96 0.96 0.96 5.04 16.08 24
Neutral 0.56 0.56 0.56 2.94 9.38 14
Good 0.84 0.84 0.84 4.41 14.07 21
Verygood 1.64 1.64 1.64 8.61 27.47 41
GrandTotal 4 4 4 21 67 100
P Value =0.00850
RESULT:Thereissignificantrelationbetweenpromotionandrewards
onmotivationandsatisfactionofemployees
53|Page
Question no 4.16:What are the kind of rewards they get?
C) Employee of the month

D) Employee of the Year
Employee of the month 68 68%
Employee of the Year 32 32%
Total 100 100%
INTERPRETATION :
As we can see that around 68 percentage of the people thinks that the rewards are
of Employee of the Month and 32 percentage of the people think that rewards are
of Employee of the Year.
Graphical Representation
80%
68%
70%
60%
50%
40%
32%
30%
20%
10%
54|Page 0%
Category 1 Category 2
Question no 4.17 : Who selects the Employees for rewards?
E) Managing Director
F) Human Resources Manager
G) Team Leader
H) All of them
Managing Director 27 27%
Human Resources 36 36%

Manager
Team Leader 17 17%
All of the above 20 20%
Total 100 100%
INTERPRETATION :
We can see that majority of the employees feel that hr is the person who decides upon the
rewards
of the employees and 27 percentage feel MD decides upon the rewards of the
employees, where as
17 percent think it is the Team leader.
Percentage of Employees
20%
27%
17%
36%
MD HR TL All
CHAPTER-V
FINDINGS,
SUGGESTIONS
&
CONCLUSION
56|Page
FINDINGS
Approximately 40% of individuals are often found between the age range of 36 to 45 years.
The majority of respondents, 46%, belong to the working group with 1 to 5 years of
experience.
The majority of the respondents, namely 80%, believe that the State Bank of India (SBI)
prioritizes the satisfaction levels of its personnel.
Approximately 40% of the participants indicated their awareness of the fundamental criteria
upon which incentives were predicated.
Approximately 30% of the respondents expressed their disagreement over their awareness of
the several incentive systems, including both monetary and non
Approximately 41% of the respondents had awareness of the fact that the State Bank of India
(SBI) provides incentives to
5
A majority of the respondents, namely 59%, agreed with the notion that incentives are
determined by transparent and unbiased criteria.
Approximately 40% of respondents agreed with the notion that worthy individuals were duly
rewarded within the organizational context.
Approximately 40% of respondents agreed that senior management acknowledges and values
excellent performance.
According to the survey data, 39% of the respondents believe that promotion is a common
occurrence within the work culture of the State Bank of India (SBI) when
Approximately 66% of the respondents agreed with the notion that awards are necessary to
inspire staff.
Approximately 69% of the respondents expressed an anticipation for monetary incentives.
A total of 40% of respondents agreed with the notion that the prizes were distributed
promptly upon reaching their designated due dates.
According to the survey data, 43% of the respondents said that the prizes provided to staff at
the State Bank of India (
Approximately 59% of the respondents had a positive perception of the long-term viability of
57|Page
a career at the State Bank of India (SBI).
SUGGESTIONS
1. Regularsurveysshouldbedoneto assessemployeesatisfactionlevels.
2. Ifatallpossible,spaceshouldalsobeallocatedtoHRofficers'interacti
onswiththeemployeesinadditiontosurveys.
3. Employeesuggestionsanddisagreementsaboutthevariousawardpr
ogramsshouldbepublicly welcomed and should be implemented as
quickly as feasible. They should not be filedawayas paperwork.
23
4. Conduct formal and informal meetings to gauge employee
satisfaction with various servicesandlookforinnovative solutions
tothe problem.
58|Page
CONCLUSION
Th bt i d i di t th t th l f il
The responses obtained indicate that the employees were fairly
52
satisfied with the reward systemof SBI. Although a small sample
size was taken to analyze it, every proportion of
populationwasrepresentedbythesampleappropriately.
Fairness, transparency, punctuality, and other fundamental

principles were taken into accountwhen creating the questions. The
43
conclusions were drawn after analysing the responses that
weresogathered.
The employees avoided the two extremes of strongly agreeing and

strongly disagreeing,
whichcanbejustifiedbythefactthattheywerehesitantandbehavedastho
ughsomeprivateinformation was being extracted from them, as
60
explained above in the limitations, or by the factthat it shows that
18
they were generally satisfied with the management with regard to
the variousrewardsystemschemes.
Themajorityoftheresponses,orbetween30and40percentof
theemployees,wereinagreement with the statements "Rewards are
given as per criteria that indicates that," "Rewardsare given as per
criteria that indicates that," etc., showing that the organization had
done areasonablejobofmaintaining the balanceand
satisfactionofthereward systemschemes.
Additionally,itwasnoted thatmostexecutivesrespondedslowly
andwerelessopen andcooperative than non-executive staff
members. The satisfaction level was also higher in thegrades above
executive. The SBI staff members responded with enthusiasm,
cooperation, andinteraction. After thorough study done on a band-
or grade-by-band basis, it can be said thatemployees were
59|Page generally satisfied with SBI's reward system and were aware of the
differentprizesandadvancementopportunitiesavailabletothem.
BIBILOGRAPHY
1. Andrew,D. P. S., & Kent,A. (2017). The impact of

perceivedleadership behaviorson satisfaction,
commitment, and motivation: An expansion of the
multidimensionalmodelofleadership.InternationalJournal
ofCoachingScience,1(1),35-56.
2. Baron, R.A.(2019).Behavior inorganizations.NewYork:Allyn&Bacon,

Inc.
3. Barton, G. M.(2012).promotionatwork.Scottsdale:WorldatWork.
4. Board, L. M. (2017). Coaching a stockholder on

performance improvementoption,ASTD
InternationalconferenceAtlantaGA,USA.
5. Bull, I. H. F. (2015). The relationship between job

satisfaction and organizationalcommitmentamongsthigh
school teachersindisadvantagedareasin theWesternCape.
Unpublished
MastersDissertation.CapeTown:UniversityoftheWesternC
ape.
6. Ciscel, H. D. (2016). Determinants of executive

compensation, Southern economicJournal,40(4),613-617.
7. Csikszentmihalyi, M. (2010). Flow: the psychology of

optimal experience. New
York:Harper&Row.ReviewedbySteveKrett.
60|Page
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15 www.mbaprojectreports.net Internet Data

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18 Thesis Submitted to Shodhganga Repository Publication

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23 Student Report Submitted to Bangalore University by 16P6CMD021 Student Paper

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25 RVIM college MBA Dissertation Submitted to MRSA, BU by Student Paper

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28 Thesis submitted to shodhganga - shodhganga.inflibnet.ac.in Publication

29 Weakly Supervised and Online Learning of Word Models for Publication

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33 moam.info Internet Data

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36 Reviewing reviews of professionals risk-taking decisions by Carson-2012 Publication

37 Student Report Submitted to Bangalore University by 16XQCMD101 - Student Paper

38 Thesis Submitted to Shodhganga Repository Publication

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40 dr.lib.sjp.ac.lk Internet Data

41 Importance of assessing and adjusting for cross-study heterogeneity in Publication

42 Thesis Submitted to Shodhganga Repository Publication

43 uir.unisa.ac.za Internet Data

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According to Pagers and Charles (year), promotion refers to the advancement of an

To effectively use the skills and knowledge of employees at the appropriate

To develop a spirit of competitiveness and motivate individuals to seek the

To establish a proficient internal workforce that is equipped to assume higher-level

In order to foster enthusiasm for training and development programs, as well as

In order to cultivate loyalty and enhance morale.

To recognize workers who demonstrate commitment and loyalty.

The incentive strategy is composed of the following important components:

The system mandates the effective communication of instructions to the workforce

This research study encompasses an examination of employee preferences and

An effective rewards system can enhance performance.

To determine different approaches to employee rewards.

To examine the workers' perspective on promotion and incentives management.