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“Awards and Recognition in an Organization”
SUMMER INTERNSHIP REPORT
A report submitted in partial fulfillment of the requirement for the Bachelors Degree in
Business Administration course of
Amity University
Submitted by
Bibhav Pal
(A3906411091)
Under the Guidance and Support of
Mr. Rajesh Kumar Yadav
Faculty
Amity School of Business
AMITY SCHOOL OF BUSINESS
AMITY UNIVERISTY, UTTAR PRADESH

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CERTIFICATE OF ORIGINALITY
This is to certify that the project report entitled Awards and Recognition in Organization
Submitted to Amity University, Uttar Pradesh in partial fulfillment of the requirement for the
award of the degree of Bachelors of Business Administration (BBA), is original work carried
out by Mr. Bibhav Pal with enrolment no. A3906411091 under the guidance of Ms. Deepa
Arora.
The matter embodied in this project is genuine work done by the student and has not been
submitted whether to this University or to any other University / Institute for the fulfillment of
the requirement of any course of study.
………………………. ...…………………….
Signature of the Student: Signature of the Guide
Date… Date: …………………
Name and Address Name, Designation
Of the student and Address of the
Guide:
………………………..
………………………..
………………………..
………………………..
………………………..
………………………..
………………………..
………………………..
Enrolment No: A3906411091

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Acknowledgement
A summer project is a golden opportunity for learning and self development. I consider
myself very lucky and honored to have so many wonderful people lead me through in
completion of this project.
Ms. Madhuri Mehta, HR Department monitored my progress and arranged all
facilities to make life easier. I choose this moment to acknowledge her contribution
gratefully.
Prof. Mr. Rajesh Kumar Yadav, whose patience I have probably tested to the limit.
He was always so involved in the entire process, shared his knowledge, and encouraged
me to think. Thank you, Dear Sir.
I would like to thanks Dr. Himanshu Mohan, Director, ASB for his efforts and help
provided to me to get such an excellent opportunity.
Last but not the least there were so many who shared valuable information that helped in
the successful completion of this project.
(Bibhav Pal)

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Table of Contents
Page cover 1
Certificate 2
Acknowledgement 3
Table of content 4
Preface 5
Objective 6
Introduction of Dalmia Cement 7-10
Introduction of the Topic
Employee Rewards and Recognition 11
Rewards vs. Recognition
Distinguish Reward from Merit Pay and Performance Appraisal 12
Design a Reward Program 13
Category of Reward Program 14-18
Recognition Program
Procedure of Reward and Recognition
A path for Developing 24
How to Begin Reward and Recognition 25-27
Real World Reward Stories 28
Literature Review 29
Research Methodology 30
Findings 31-36
Conclusion 37
Bibliography 38
Annexure 39-40

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Preface
This project is specially designed to understand the
subject matter of Awards and Recognition of an
Organization through various companies. This
project gives us information and report about
company’s Awards and Recognition. Throughout the
project the focus has been on presenting information
and comments in easy and clear manner. The
purpose of the training was to have practical
experience of working in an organization and to have
exposure to the various management practices in the
field of HR. This training has also given me an on
the job experience of this project is very useful for
those who want to know about company and awards
and Recognition of the company.
Bibhav Pal

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Objective
To know effectual reward systems help an association be more
competitive, retain key employees.
Competition to attract and keep the best employees is intense.
To know the improper use of rewards can have a debilitating effect on
employee performance.
To know the employee’s personal intention regarding rewards and
recognition.
To know the criteria to qualify the reward.

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8. 8
Introduction of

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Who They Are
As the other leading companies, Dalmia is also one of the renowned company in India.
Dalmia is the foremost and leader in innovation for the last seven decades. Its growth
story of their people and their management. They believe in contributing a friendly and
open-door culture with the opportunities to work in the best areas as well as explore the
capacity of the organization and ones own potential.
Dalmia’s journey started from 1935 and it was founded by Jaidayal Dalmia with a cement
division which was established in 1939. In 70 years they diverted themselves all over
country in many fields for e.g. sugar, travel office, magnetite, obstinate and electronic
agency.
Vision & Mission
Vision
To discharge the potential of everyone we touch.
Mission
To be in top 2 in all over businesses on the strength of our people and innovation.
Footprints
Dalmia Bharat Group has captured the entire South India through its cement business,
and in the northern part of the country as a result of its sugar business. The Dalmia group
is headquartered in Delhi.

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What They Do
Their hard efforts in sustaining growth with responsibility have merited them in many
notable awards for Energy Conservation & Efficiency, Safety, Health & Environment
issues from the Government and other reputed agencies. In 2004, Dalmia became an ISO
14001 Certified company. Today, they stand as one of the most profitable players in the
industry, with sustainable high margins and strong financial backing our efforts.
Dalmia Cement
In cement division they have captured a market of southern states of Tamil Naidu
(Dalmiapuram & Ariyalur) and Andhra Pradesh (Kadapa), with a capacity of 9 million
tonnes per annum. They also hold a stake of 45.4 % in OCL India Ltd., a major cement
Player in the Eastern Region. Recently they have acquired the brands Adhunik Cement &
Calcom Cement in the North East and the group now controls an expandable cement
capacity of 21.8 million tonnes including the new project incubated at Belgaum in
Karnataka.
Dalmia Sugar
Sugar business was made in mid-Nineties and first unit of 2500 TCD was set up at
Village Ramgarh in Sitapur district of U.P. in 1994. During 2006-07, company embarked
on a major growth path by setting up two Greenfield plants at Jawaharpur (Dist. Sitapur,
U.P.) and Nigohi (Dist. Shahjahanpur, U.P.) and expanding existing facilities at Ramgarh
unit. The total cane crushing capacity of the company is now 22500 TCD which makes
us one of the leading sugar producers in the country. They are now a fully integrated
player with 79 MW of cogeneration capacity & a distillery of 80 KLPD. They also have
facilities for processing of raw sugar.

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Dalmia Power
The power business of Dalmia Bharat Group started with the need to meet power
requirements of their cement and sugar plants reliably and cost effectively. Accordingly
the company developed captive power projects with a total generating capacity of 151
MW, that are supplying power not only to their cement and sugar plants, but also
exporting to the State Grid. In a bid to encourage green energy, the group also developed
wind power project of 17 MW capacities in the state of Tamil Nadu.
Dalmia Refractory
Shri Nataraj Ceramic and Chemical Industries Limited (SNCCIL), is a pioneer
in Alumino-Silicate refractory products, with about 40 years of operations.
It is the market leader with about 50% share in Alumina bricks for Cement Industries
in India. All major cement houses are our satisfied customers.
SNCCIL is one of the oldest and foremost suppliers of refractories to cement
plants in India, which happens to be the world's No.2 cement producing
country. (Another Group Company OCL, has facilities to manufacture 1 lac
tonnes of refractories per annum in Orissa, and caters mainly to the steel and
glass industries). In FY11, the Group Turnover of Dalmia refractory business
was INR 4,600 Mn (US$ 100 Mn).

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Employee Reward and Recognition Systems
In a competitive market, more business owners are
looking at development in quality while reducing
costs. This system deal with the assessment of
relation job values, the plan and management of pay
arrangement, performance management, paying for
performance, competence or skill, the provision of
employee benefits and pensions.
Importantly, reward and recognition system is also
concerned with the development of appropriate
managerial cultures, foundation core values and
increasing the motivation and commitment of
employees. Reward system processes cover both
financial and non-financial rewards.
REWARD VS. RECOGNITION
Although these terms are often used interchangeably, remuneration and appreciation
systems should be careful separately. Employee reward systems refer to programs set up
by a company to reward performance and motivate employees on individual and/or group
stage. They are usually considered separate from salary but may be monetary in nature or
otherwise have a cost to the business. While previously considered the area of big
companies, small businesses have also begun employing them as a tool to lure top
employees in a competitive job market as well as to increase employee performance.
As noted, although employee recognition programs are often combined with reward
programs they retain a different idea altogether. They are planned to provide a
psychological—rewards a financial—benefit. Though many elements of scheming and
maintaining reward and recognition systems are the similar, it is helpful to keep this
disparity in mind, particularly for business owners interested in motivating staffs while
observance costs low.

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DISTINGUISH REWARDS FROM MERIT PAY AND THE
PERFORMANCE APPRAISAL
In the process of designing a reward system, a business owner needs to differentiate their
salary or merit pay system from the reward system. Some financial rewards, basically
those given on a regular basis example: bonuses, profit sharing, etc., should be joined to
an employee's or a group's activities and should be measured "pay at risk" in arrange to
reserve them from salary. After doing all, a manager can avoid a sense of power on the
part of the employee and ensure that the reward emphasizes excellence or achievement
rather than basic competency.
Merit pay increases, then, are not part of an employee reward organization. Normally,
they are an augment for inflation with additional percentages separating employees by
capability. They are not predominantly motivating as the difference that is usually made
between a good employee and an average one is comparatively small. In adding together,
they augment the fixed costs of a company as opposed to variable pay increases, such as
bonuses, which have to be "re-earned" each year. Lastly, in many businesses teamwork is
a crucial element of a successful employee's job. Merit increases usually evaluate an
individual's job performance, without effectively taking into description the performance
within the circumstance of the group or trade.

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DESIGN A REWARD PROGRAM
Some points have to keep in mind:
Recognition of business or group goals that
the reward program will support.
recognition of the preferred employee
performance or behaviors that will emphasize
the company's goals
Purpose of key measurements of the
presentation or actions, based on the person or
group's previous achievements
Purpose of suitable rewards
Communication of program to employees
In order to collect reimbursement such as increased output, the entrepreneur designing a
reward program must recognize company or group goals to be reached and the behaviors
or performance that will contribute to this. While this may seem apparent, companies
often make the mistake of rewarding behaviors or success that either fail to further
business goals or in fact disrupt them. If teamwork is a business goal, a bonus system
rewarding persons who improve their output by themselves or at the expenditure of
another does not make sagacity. Likewise, if quality is an important issue for an
industrialist, the reward system that he or she designs should not accentuate rewarding
the quantity of work accomplished by a business unit.
Appropriately measuring performance ensures the program pays off in conditions of
business goals. Since rewards have a real cost in provisions of time or money, small
owners need to verify that performance has in fact enhanced before reward it. Frequently
this entail measuring something other than monetary returns: reduced defects, happier
customers, more quick relief, etc.
When increasing a rewards program, an industrialist should believe matching rewards to
the ending result for the firm. Perfect attendance might worth a different reward than
saving the company $10,000 through improved contract concession. It is also important
to think about rewarding both individual and group activities in order to sponsor both
individual proposal and group cooperation and performance.

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Lastly, in order for a rewards program to be successful, the particulars need to be clearly
spelled out for every employee. Motivation depends on the individual's skill to
understand what is being asked of her. Once this has been done, emphasize the unique
message with regular meetings or memos promoting the program.
CATEGORY OF REWARD PROGRAMS
There are a numerous types of reward agenda aimed at both person and team
performance.
-Variable Pay
Variable pay or pay-for-performance is a reward
program in which a segment of a person's pay is
measured "at risk." Variable pay can be joined to the
performance of the company, the penalty of a
business unit, an individual's activities, or any
mixture of these. It can take many forms, as well as
bonus programs, stock options, and one-time
awards for important accomplishments. Some companies decide to pay their
employees less than competitors but effort to motivate and reward employees using
a variable pay program as a substitute. Good incentive pay packages provide an
optimal confront, one that stretches employees but remains in attain. If too much is
necessary to arrive at the goal, the program will be unnoticed.
-Bonuses
Bonus programs have been used in American business for some time. They regularly
reward individual achievement and are regularly used in sales organizations to give
confidence salespersons to create additional business or higher income. They can also be
used, however, to be familiar with group activities. Indeed, increasing information of

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businesses have switched from individual bonus programs to one which reward aid to
business presentation at set, departmental, or company-wide stage.
According to some experts, small businesses involved in long-term reimbursement
should probably consider another kind of reward. Bonuses are usually short-term
motivators. By satisfying an employee's presentation for the preceding year, they give
confidence a short-term viewpoint quite than future-oriented accomplishments. In adding,
these programs require to be carefully structured to ensure they are rewarding
accomplishments above and beyond an individual or group's essential functions.
Otherwise, they run the threat of being obvious of as entitlements or usual merit pay,
slightly than a reward for exceptional work. Proponents, however, compete that bonuses
are a perfectly lawful means of rewarding terrific performance, and they dispute that such
compensation can in fact be a powerful tool to give confidence future top-level efforts.
-Profit Sharing
Profit distribution refers to the approach of creating a pool of duty to be disbursed to
employees by attractive an affirmed percentage of a company's profits. The amount given
to an employee is typically equal to a percentage of the employee's salary and is
expending after a business closes its books for the year. The reimbursement can be
provided either in actual cash or via charity to employee's 401(k) plans. An advantage for
a company contribution this type of reward is that it can keep set costs low.
The idea after profit sharing is to reward employees for their charity to a company's
achieved profit goal. It encourage employees to stay put because it is normally structured
to reward employees who stay with the company; most profit distribution programs have
need of an employee to be vested in the program over a number of years before in receipt
of any money. Unless well managed, profit distribution may not properly motivate
individuals if all receive the share anyway. A team strength (everyone pulling together to
achieve that profit) can oppose this—especially if it arises from the employees and is not
just management misinformation.

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-Stock Options
Beforehand the territory of upper organization and large companies, stock option have
develop into an gradually more popular method in recent years of satisfying middle
management and other employees in both grown-up companies and start-ups. Member of
staff stock-option programs give workers the right to buy a particular number of a
company's share at a fixed price for a particular period of time (usually around ten years).
They are usually authorized by a company's board of directors and accepted by its
shareholders. The number of option a business can award to employees is frequently
equal to a sure percentage of the company's shares marvelous.
Like profit sharing plans, stock options usually reward employees for sticking around,
portion as a long-term motivator. Once an employee has been with a business for a
certain era of time (usually around four years), he or she is completely vested in the
program. If the employee foliage the company previous to being fully vested, those
options are lost. After an employee becomes fully vested in the agenda, he or she can
obtain from the company a chosen number of shares at the hit price (or the fixed price
originally agreed to). This purchase is known as "exercising" stock options. After
purchase the stock, the employee can either keep hold of it or sell it on the open market
with the disparity in strike price and marketplace price being the employee's gain in the
worth of the shares.
Contributing additional stock in this manner presents risks for both the company and the
employee. If the option's hit price is upper than the market price of the stock, the
employee's option is valueless. When an employee actions an option, the company is
necessary to issue a new share of stock that can be widely traded. The company's market
capitalization develops by the market price of the share, rather than the hit price that the
employee purchases the stock for. The option of decrease of company income (impacting
both the company and shareholders) arises when the company has a greater number of
shares exceptional. To keep in front of this likelihood, earnings must augment at a rate
equivalent to the tempo at which exceptional shares increase. Otherwise, the business
must repurchase shares on the open market to decrease the number of exceptional shares.
One advantage to offering stock options is a company's aptitude to take a tax deduction
for reimbursement expenditure when it issues shares to employees who are exercising
their alternative. Another advantage to contribution options is that while they could be
considered a portion of recompense, present accounting methods do not require
businesses to show options as an expenditure on their books. This be inclined to inflate

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the value of a company. Companies should believe carefully about this as an advantage,
however. If accounting rules were to turn out to be more conservative, business earnings
could be impacted as a consequence.
GROUP-BASED REWARD SYSTEMS
As more small businesses use team structures to reach
their goals, many entrepreneurs look for ways to
reward cooperation between departments and
individuals. Bonuses, profit sharing, and stock options
can all be used to reward team and group activities. A
capitalist can decide to reward individual or group
contributions or a mixture of the two. Group-based
reward scheme are based on a measurement of players
performance, with person’s reward received on the basis of this performance. While these
systems encourage individual efforts toward common business target, they also be
inclined to reward under-performing employees along with average and above-standard
employees. A remuneration program which recognizes individual achievements in
addition to team performance can provide extra incentive for employees.
RECOGNITION PROGRAMS
For small business owners and other managers, a appreciation
program may appear to be just extra effort on their part with few
real returns in terms of worker performance. While most
employees definitely appreciate monetary awards for a job well
complete, many people just seek appreciation of their tough
work. For a capitalist with more initiative than cash available,
this presents an opportunity to motivate employees.
Nor will the entrepreneur be far off the mark. As Patricia Odell
reported, writing for Promo, "Cash is no longer the final motivator." Odell quote data from
the Forum for People Performance Management and Measurement at Northwester
University—which had discovered that non-cash awards tend to be more effective; the
exception was rewarding rising sales. "The study establish," Odell inscribe, "that non-cash

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awards programs would work better than cash in such cases as reinforcing organizational
values and traditions, improving cooperation, increasing customer approval and
motivating specific behaviors among other programs."
In order to develop an effective recognition agenda, a business owner must be sure to
divide the program from the company's system of satisfying employees. This make sure a
center on distinguish the efforts of workers. To this end, though the recognition may have a
monetary value (such as a luncheon, gift official document, or sign), money it is not given
to be familiar with performance.
Recognition has a timing element: it must occur so that the performance documented is
still fresh in the brains. If high performance maintain, recognition should be normal but
carefully timed so that it doesn't become routine. Furthermore, like rewards, the technique
of recognition needs to be appropriate for the attainment. This also ensures that those
procedures which go farthest in supporting corporate goals receive the most notice.
However, an capitalist should remain flexible in the methods of appreciation, as diverse
employees are motivated by different forms of appreciation. Finally, employees require to
clearly understanding the behavior or action being documented. A small owner can ensure
this by being specific in what actions will be recognized and then reinforcing this by
communicating exactly what an employee did to be recognized.
Recognition can take a diversity of forms. Prearranged programs can include usual
recognition events such as banquet or breakfasts, worker of the month or year
appreciation, an yearly report or yearbook which features the activities of workers, and
section or company appreciation boards. Casual or impulsive recognition can take the form
of privileges such as functioning at residence, starting late/departure early or long lunch
break. A work well done can also be documented by providing additional support or
empowering the employee in ways such as greater choice of coursework, augmented
authority, or identification the employee as an internal consultant to other employees.
Symbolic appreciation such as plaque or chocolate mugs with inscriptions can also be
efficient, provided they imitate sincere appreciation for firm work. These final
terminologies of gratitude, however, are far more likely to be received positively if the
source is a small business owner with limited monetary capital. Workers will look less
gently on owners of thriving businesses who use such inexpensive items as centerpieces of
their reward programs.

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The Way Of Thinking About Total Rewards
Pay
Base pay
Annual bonuses
Long-Term incentives
Shares
Profit sharing
Benefits
Pensions
Holidays
Perks
Flexibility
Learning and Development
Training
On-the-job learning
Performance management
Career development
Succession planning
Work Environment
Organization Culture
Leadership
Communications
Involvement
Work-life balance
Non-financial recognition

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Procedure of Reward and Recognition.
This section provides step-by-step procedure
to assist managers in the development and
assessment of recognition programs that are
beneficial and meaningful to your
employees.
Step One – Target Your Audience
When managers and supervisors think about appreciation, they may repeatedly
suppose that one plan fits all. Although each organization has tactical goals to
achieve, each work component within the organization has distinct groups of
employees who generally require different motivational plan. First, you require
deciding which part of your work unit or agency that needs to be motivated by
achieving goals within the work environment.
Step Two – Choose the Goal
Once you have finished this step, carefully skill a declaration regarding the purpose
of the program that can be clearly understood by employees. Decide an appropriate
name for the program that is compatible with the work unit and/or agency culture.
Step Three – Build a Budget
When increasing your budget believe the following items in your estimate:
· The costs of the promotional resources
· The potential number of recipients
· The costs of the awards
· The presentation type (formal/informal; location)
· The number of citizens expected to attend the reward presentation
· The expenses of foodstuff, facilities, streamer, equipment , etc.

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Step Four – Develop Criteria
These are the standard, frequently written, that participants need to meet to
succeed in the program.
Be precise about the timeframe for which the target must be completed.
Create a measurement system that is understood by employees, viewed as
fair, and quantifiable.
Consider how often progress is reported (daily, weekly, monthly, quarterly). Send
reports on a regular basis to keep interest levels high.
Step Five – Choose the Awards
Choosing awards is one of the most important steps in the success of your plan. If
the reward selected does not motivate or inspire employees to achieve the affirmed
goal, the agenda may have less contribution and not achieve the level of success
expected. By intriguing into deliberation input from the supervisors, employees,
and/or the besieged spectators, you should be able to decide the rewards that do or
do not have connotation. Diversity is significant because beneficiary have varying
tastes and interests. There are a broad variety of awards that include financial
awards, non-financial awards, and recognition leave.
Step Six – Communicate the Program
Program communication is necessary from the start up and should be
continuing.
By connecting employees and supervisors in the growth of the program, you
already are well on your way.
Mystery is a huge way to attract the interest of your employees.
Throughout the plan, offer status updates via mail, E-mail or Intranet tothe
employees.

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Step Seven – Present the Awards
Make sure your presentation matches the significance of the appreciation. You
may prefer to use formal or informal means of appreciation. However, as a
manager, you need to believe the additional financial impact of a formal
presentation. Make your presentation to the employee worthy of the reason that you
are recognizing the employee.
Step Eight – Evaluate the Program
It’s important to measure the success of your recognition program by considering
both tangible and insubstantial results. Ask for comment from upper management,
and your supervisors and employees (participants and non-participants). Share out
an employee appraisal survey prior to and during the program initiative also may
be valuable. Also, appraisal income rates and attendance/delayed records should
provide some indication of success of your agenda as well. Consider demeanor a
survey of your customers that may indicate the success of your agenda. Official
surveys or casual customer criticism can provide the basis for your evaluation.

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Recognition Policy in Service-Sector Organization
Corporate Level Local Level
Distribution To highest performers
against key criteria.
To as many as
possible, so long as
criteria met.
Frequency Annual Fast and as frequent as
possible, so long as
criteria met.
Size Significant, but non-
financial as well as
financial recognition.
Low value but still
meaningful, e.g.
letters, vouchers.
Currency Reasonable financial
reward with high
recognition attached.
As varied as possible
to address individual
motivation.
Purpose Reinforce importance
of demonstrating core
values and achieving
key goals, illustrate
highest performance
possible, e.g. best team
performance, best
customer service
award etc.
Provide general broad-
based recognition and
thanks for good
performance and
significant efforts
beyond the norms.
Operations Organization-wide
centrally controlled
Developed as far as
possible.
Proportion of spend 20% 80%

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A Pathway For Developing
An effective reward strategy is a living process and the way in which you develop,
change, implement and operate it is absolutely critical to its success and one of the most
important parts of the process.
Roles and Responsibilities
It’s a regular consultation and communication through these work phases, you should
specify work roles and particularly decision making responsibilities on any reward
strategy project. Reward work combine major business and cultural impact with
incredibly detailed and intricate design and operating issues.
The policy group would be formed of executives responsible for managing the
organization and for signing off the reward strategy, changes and any related costs. They
would meet at the start and end of each phase to agree key outcomes and subsequent
work plans. Their time commitment is not typically very significant, but their
understanding and buy-in is essential for reward schemes to have a strategic impact. The
group also plays a key facilitation and overseeing role throughout the project. The project
design team obviously comprises relevant HR staff and undertakes the bulk of analysis,
design and preparatory work on the project.

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How to Begin an Employee Recognition Awards Program
Everyone likes to be recognized for the hard job that they do. An member of staff
recognition award program can create a positive occupation environment, increase
morale and foster a spirit of healthy competition by honoring the dedication of worthy
employees. This, in revolve, will increase productivity within your company as
coworkers strive to qualify for an award.
Steps
Create the Objective - First, you need to figure out what the program's
scope and goals will be. You desire to describe the objective of the plan. These
should be objectives that you can with no trouble to understand. For example, you
want to create a better working atmosphere and more team players by promoting those
that do well and give them appreciation. You also might set goals for your program
such as improving the safety of the place of work, or acknowledging those who have
worked for you the best. The goals of your program should be modified to fit your
needs exactly.
Set the Budget - After you have decided upon the goals for your
program, it is important to set up a budget. Talk to any higher-ranking
officials or any department who’s in charge of petty cash or purchasing to get
clearance for funds. Keep in brain that this type of program can run on any with
modest to no cost. See the guidelines section for award ideas.
Set Program Guidelines - The next step in developing this sort of
program would be to establish some program strategy. It is crucial careful
thought and consideration is put into begin strategy. Make sure that the criteria you
are choosing matches your overall goals for the plan. The award credit should be
spark motivation and motivate employees to achieve the goals or emulate the behavior
associated with the kind of award. For example, if your program goals include
increasing sales and increasing pride in the corporation, you crave to have your
criteria be along these same lines.

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Choose Your Prizes - In order to have an excellent program, you must
be convinced that you have the right types of award to give you. Be sure
that you are wishing your awards with your financial plan in mind, but also with the
desires and wants of your workers in mind. Often, you can deal some advertising to a
different company in order to get perquisite, such as free lodge rooms, or something
else and you can use these for your reward. Don't be inadequate by the same old
thoughts, use your thoughts. The awards that you give should be genuine, as well as
flexible, meaning that they can work for all members of the job place. They should
also be applicable, and should tie into the goals of the program.
Tell About the Program - Tell your employees concerning the
program. This can be done during promotional materials, bulletin posts, email or
the intranet. It is significant that employees are conscious do the program and each
award category that will be documented. Keep recruits abreast of deadlines.
Present the Award - The presentation is very important to the thought
and consideration after the award. Presentations can be official or unofficial.
For example, there may be a business dinner in honor of many employees or the
award can be presented one-on-one to the employee in front of the workplace. The
category of presentation is determined by the type of award and the budget set for the
program.
Tips
Think about any of the following ways to recognize:
Personal thank you notes or emails
Letters of recommendations
Free dress-down day
Hold a recognition lunch
Company logo apparel
Desk clocks
Cash
Month of free parking

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Things You'll Need
Someone assigned to manage the program
Great statement of the program
The potential number of award receiver in a set time frame;
The types and following costs of the awards;
Costs linked with the presentation of the awards;
The expenses of promotional and informational resources;
Administrative costs; and
Expenses linked with the training of managers and supervisors.

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Real World Reward Stories
Hewlett-Packard Idea Generation
The Golden Banana Award is one of Hewlett-Packard's most prestigious honors for
creative employees. It began when a company engineer burst into his manager's office
with the answer to a problem they'd been struggling with for weeks. The boss searched
his office for a way to mark this triumph, but all he came up with was a leftover banana
from dine. Still, he handed over the banana and said "Well done! Congratulations!"
AT&T Employee Recognition
At AT&T Universal Card Services in Jacksonville, Florida, paper is the key component
for World of Thanks, one of their most admired programs. The program help out create a
culture of recognition and higher performance in a simple way: anyone in the company
can write a message of thanks to someone also and send it. To make it official, employees
use a sheet from a globe-shaped pad of dyed document. In four years, employees at
AT&T have written further than 130,000 thank you notes.
Walt Disney World Employee Recognition
There are 180 different employee recognition programs at Walt Disney World in
Orlando, Florida. One of the most popular is the Spirit of Fred Award. It's named for
Fred, who sophisticated from an hourly to salary position by exemplifying the values
necessary for success at Disney: gracious, resourceful, excited and dependable. Fred
makes each award (a certificate mounted on a plaque) as well as The Lifetime Fred
Award, a bronze sculpture of Mickey Mouse given to multiple recipients of the Spirit of
Fred Award.
Pharmaceutical Merger Reward Program
During the merger of two pharmaceutical giants, a duty power was charged with creation
the transition a level one. Associate worked nonstop further than six months, preparation
how to merge operations of the two corporations. The group was rewarded for its
sacrifices with gift cards that were, accurately, the gift of time. The personalized cards
were hand-delivered with a letter from the mission leader, and gave beneficiary their
choice of services: housecleaning, turf care, carpet cleaning, nuisance control, and extra.

30. 30
Literature Review
Fritz Heider, author of The Attribution Theory, concluded that people
credit their behavior and successes toward personal factors while
blaming failures on systemic causes (D. Meyers, 1996). The
implications, therefore, are that when an organization experiences
success, its members feel that their abilities and skills were
instrumental in the outcome. When employees do not receive
feedback on their performance, they become skeptical about whether
they are sharing equitably in the success that they feel they have
created (Nelson, 1994). Despite their disclaimers, people want to be
acknowledged, and even a small symbolic reward is a cause for
positive celebration and reinforcement of one’s self-efficacy (Henry,
1995).
Increasingly, U.S. employees are feeling that their intensified efforts
in response to corporate downsizing and increased job insecurity are
going unrecognized, according to a survey of 2,500 employees
conducted by Towers Perrin, a management consultancy. (Bolger,
1997). The appreciation of recognition is not unique to U.S. workers.
The International Survey Research Company, which specializes in
employee attitude surveys in the UK, reports that although 70% of
the workers rate recognition as important to them, only 37% are
satisfied with the amount of recognition they receive (Syedain, 1995).

31. 31
Research Methodology
Research Methodology is the study of Research method and rules for doing research
work. To do a research it is essential to anticipate all the steps, which must be
undertaken. It consists of inter related activities such as identifying the research problem,
description of research design, sources of collecting data sampling. Etc
SOURCES OF DATE COLLECTION
Data Collection
Primary Data
The data was being collected through
Visiting heads of marketing department.
Discussions
Survey
Secondary Data
The data was being collected through
The reference material given by the manager.
Books, Articles
Internet
Previous research papers conducted in the organisation.
TOOLS AND TECHNIQUE OF ANALYSIS
Simple statistical methods and techniques like, pie charts are used.
LIMITATIONS
The study is conducted in just 60 days that is not enough to get in to an
accurate analysis.
It is only possible to collect the primary data through questionnaire.
Only a small group of urban population was targeted hence results may not
be exact but evaluative data can be examined for the conclusions of the
report.

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Finding
1. Which managerial level they belong?
Most of the employees belong to Middle Level.
These employees are well versed with the senior management and the junior
department.
They know how to get work from the junior and how they have pressure from the
administration.

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2. Rating of overall satisfaction with Rewards and Recognition
Program
Through this pie chart, we got to know that more number of employees is categorized
in Neither Satisfied nor Dissatisfied.
Then they categorized in Very Satisfied.
There is not anyone who is Dissatisfied with their Reward and Recognition.

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3. Ever nominated someone for an Award?
There are 50% of people who nominated someone for an Award like for
HOD, for someone’s work like best work etc.
There are another 50% of people who never nominated someone for an
Award.

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4. Have they ever received any Award from Organization?
Half of the employees saying yes, where they get awards like
Teamwork, Professional of the Year, Best Smile, Young Leader award
etc.

36. 36
5. How important they are?
1. Receiving formal recognition for your efforts in making a difference?
2. Being recognized by management for your efforts.
3. Being recognized by peers and co-workers for your efforts
4. Receiving recognition for your team accomplishment
5. Feeling a spirit of teamwork and cooperation and co-workers
6. Feeling that your work is valued and appreciated
7. Independence and freedom to influence work content and methods
8. Bonuses and other financial incentives
9. Provision for advanced work tools
10. Possibility to achieve promotion
11. Challenging work tasks.
Through this graph I got to know that all points are playing important
role in the organization so that the number of employees marks on
Extremely Important.

37. 37
6. Rate the criteria as qualification for an award?
1. Outstanding performance
2. Focus on innovation
3. Consistently doing a job
4. Exceeding performance objective
5. Achieving cost savings
6. Exceeding service expectations
7. Demonstrated teamwork
8. Outstanding customer service
Through this graph, I got to know that most of the employees focus on their
growth. They gave most of rating to extremely important.

38. 38
Conclusion
After doing this project I got to know certain things related to Employee Rewards and
Recognition.
I have conducted a survey in 4 companies, where I found people are happy with their HR
systems. They timely get the rewards and recognition. They are happy with their
corporate activities. They are more flexible on a specific metric and initiative taken by
organization. Employees are satisfied with their rating scale.
In survey some of the employees from Entry, Middle and Senior Management but most
of the employees from Middle level dept. from the different function. Most of the
employees received a formal recognition for their effort. They were recognized by their
colleague by influenced their work whatever they did for the organization. Employee’s
main objective in an organization to get promotion and in a survey most of the employees
have same thinking. In a survey I asked one more point that following criteria as a
qualification for an award. Most of the employees marked on employee’s outstanding
customer service. They somewhere feel after all companies made for customer service, if
they feel satisfied, we employees would get recognition because of their satisfaction.

39. 39
Bibliography
Hand book of Reward Management by Duncan Brown
Award Strategies by Michael Armstrong and Helen Murlis
http://voices.yahoo.com/the-importance-benefits-employee-rewards-and-12150118.html
http://intelispend.com/employee-rewards-recognition/

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Annexure
Questionnaire
1. Name of the employee: ____________________________________________
2. Name of the Company and location: _____________________________________
_____________________________________
3. Industrial Sector:  Telecom  Insurance  Banking  Hotel  FMCG
 Retail  Financial Institution  Hospital  Airlines
 Construction  IT (Information Technology) 
Electronics
 Other
If other, specify: _____________________________________________________
4. Departmental Function:  HR  Technical  Support
 Call Centre service Finance & Accounts
 Marketing & sales  other
If other, specify: _____________________________________________________
5. To which managerial level do you belong?
 Entry level  Junior level  Middle level  Senior Management
6. How important are the following to you?
Not at All Some Extremely
Important Importance Important
- Receiving formal recognition for your efforts in
making a difference
- Being recognized by management for your efforts
- Being recognized by peers and co-workers for
your efforts
- Receiving recognition for team accomplishments
- Feeling a spirit of teamwork and cooperation
among co-workers
- Feeling that your work is valued and appreciated
- Independence and freedom to influence work
content and methods
- Bonuses and other financial incentives
x

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- Provision for advanced work tools
(Computer, software)
- Possibility to achieve promotion
- Challenging work tasks
7. How would you rate your overall satisfaction with the current rewards and
recognition programs offered by the organisation?
 Very Satisfied  Neither Satisfied nor Dissatisfied  Not Satisfied
8. Have you ever received an award from organisation?
 Yes  No
(If yes, describe)
__________________________________________________________________
9. Have you ever nominated someone for an award?
 Yes  No
(If yes, describe) ____________________________________________________________
10. Please rate the importance of the following criteria as qualification for an award:
Not at all Average Extremely
Important Importance Important
Outstanding performance   
Focus on innovation   
Consistently doing a good job   
Exceeding performance objectives   
Achieving cost savings   
Exceeding service expectations   
Demonstrated teamwork   
Outstanding customer service   
Thank you for completing the survey!
x