A Study on Employee Recognition Programme at GRT Grand, Chennai A Project Report submitted to the Periyar University, Salem in partial fulfillment of the requirements for the award of the Degree of MASTER OF BUSINESS ADMINISTRATION By Lakshmi Rajan.A.R Register No: 07BIA1034 Under the guidance of Dr.K.V.Kannan M.B.A., M.F.T., Ph.D Senior lecturer KSR Business School 1
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A Study on Employee Recognition Programme at GRT Grand, Chennai
A Project Report submitted to the Periyar University, Salem in partial fulfillment of the requirements for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
ByLakshmi Rajan.A.R
Register No: 07BIA1034
Under the guidance of Dr.K.V.Kannan M.B.A., M.F.T., Ph.D
Senior lecturer
KSR Business SchoolK.S. Rangasamy College of Arts & Science
Tiruchengode – 637 215.
April 2009
1
KSR Business School
K.S. Rangasamy College of Arts & Science, Tiruchengode(Affiliated to Periyar University)
CERTIFICATE
This is to certify that the project report titled “A Study on Employee Recognition Programme at
GRT Grand, Chennai” is a record of the work done by Student Lakshmi Rajan.A.R (Reg. no.
07BIA1034) submitted in partial fulfillment of the requirement for the award of degree of
Master of Business Administration of Periyar University during the academic year 2008-09.
Project Supervisor Director
Viva-voce examination held on __________________
Internal Examiner External Examiner
Principal
2
DECLARATION
I hereby declare that the project report titled “A Study on Employee Recognition Programme
at GRT Grand, Chennai.” is my original work and that no part of this report has been submitted
for the award of any other Degree, Diploma, Fellowship or any other similar titles or prizes and
that the work has not been published in any scientific or popular journal or magazine.
awards to employees, equity in distribution of awards, simplicity of programme, continuous
evaluation.
Bindu Sridhar in his article titled “Peer recognition programme can spark sagging
morale” published in The Hindu dated Dec 17 2008 says that Peer recognition is powerful tool to
engage, energize and motivate employees. Peer recognition is better than managerial recognition.
Peer recognition touches the employee personally than managerial recognition. Peer catches
someone doing right. Peer recognition creates culture of teamwork and esprit de corps. Peer
recognition should be simple and timely. Avoid passing judgment.
J .Leslie McKeown in his book titled “Retaining top employees” is of the view that
Employee recognition programme is a programme that recognizes outstanding performances.
Recognition programme can play important role in retaining top employees. There is no limit for
employee recognition but frame it relevant to the organization. Recognition is not an alternative
compensation. If compensation are not competitive, recognition program won’t rectify the
situation. Focus on the people in the recognition programme and less on the outputs. Recognition
programme must be specific, attainable, fair and appropriate.
M. Berrios 2008 in his article titled “Recognition programme” is of the view that Peer
recognition programme is cornerstone of recognition programmes. It enhances communication,
fosters genuine connections and builds a culture of positive recognition in the workplace. It helps
to motivate employee.
14
Objectives
To identify the satisfaction level of employees towards existing employee recognition
programme.
To know the expectation of employees towards employee recognition programme.
To measure the relationship existing between years of experience with satisfaction level of
employees towards recognition programme.
To measure the relationship existing between designation of employee with satisfaction level
of employees towards recognition programme.
15
Research Methodology:
Research design:
Descriptive study is undertaken in order to ascertain and be able to
describe the characteristics of the variables of interest. Descriptive study helps to understand the
characteristics of organization.
Population definition:
Population size - 316
G (staff level) - 242
E (executive level) - 51
M (managerial level) - 23
Survey method:
Census survey has been conducted with all the employees at GRT Grand.
Data source:
Primary data has been collected from employees by issuing questionnaires.
Research instrument:
A well structured questionnaire has been designed to conduct the research study.
Questionnaire design:
Both open and close ended questions were used in the questionnaire.
Interview method:
Personal interview has been opt by the researcher in order to ensure accuracy of results
Statistical analysis:
Chi square test is used as a tool to do statistical analysis. Chi square is used to find the
relationship between the two variables.
16
LIMITATIONS
The respondents were reluctant to reveal certain information.
The findings are applicable only for GRT Grand, Chennai.
Chances of respondents bias are associated.
17
Table No 1
Gender
Gender No of respondents % of respondentsMale 284 90Female 32 10Total 316 100
From the above table it can be inferred that nearly 90 percent of the respondents were
male and 10 percent of them were female.
Hence, it is evident that majority of the respondents were male.
18
Chart no 1
Table No 2
Age
Age No of respondents % of respondentsLess than 25 81 2625 – 35 123 3936 – 45 74 2346 – 55 33 10Greater than 55 5 2Total 316 100
19
From the above table it can be inferred that 26 percent of the employees were less than 25
years of age, 39 percent of the employees were 25-35 years of age, 23 percent of the employees
were 36-45 years of age, 10 percent of the employees were 46-55 years of age and 2 percent of
the employees were greater than 55 percent of age.
Hence, it is evident that most of the employees were around 25-35 years of age.
Chart no 2
20
Table No 3
Grade of respondents
21
Grade No of respondents % of respondentsG (staff level) 242 77E (executive level) 51 16M (managerial level) 23 7Total 316 100
From the above table it can be inferred that 76 percent of the employees were G grade, 16
percent of the employees were E grade and 7 percent of employees were M grade.
Hence, it is evident that most of the employees were G grade.
Chart No 3
22
Table No 4
Education
23
Education No of respondents % of respondentsSchooling 75 24Under graduation 96 30Post graduation 11 3Diploma 134 42Total 316 100
From the above table it can be inferred that 24 percent of the employees had done their
schooling, 30 percent of them were under graduated, 3 percent of them were graduated and 42
percent of the employees were diploma holders.
Hence, it is evident that most of the employees were diploma holders.
24
Chart No 4
Table No 5
Experience of employees at GRT Grand
25
Experience No of respondents % of respondentsless than 3 months 21 73 months - 1 year 77 241+ to 3+ years 141 454 to 6+ years 49 167 to 10 years 28 9Total 316 100
From the above table it can be inferred that 7 percent of the employees were less than 3
months experience. It can also be inferred that 24 percent of them 3 months – 1 year, 45 percent
of them were 1 to 3+ years, 16 percent of them were 4 to 6+ years and 9 percent of theme were 7
to 10 years experience at GRT Grand.
Hence it is evident that most of them were 1 to 3+ years experience.
26
Chart No 5
Table no 6
27
Satisfaction level of employees towards pay
Level of satisfaction No of respondents % of respondents
Highly satisfied 19 6
Satisfied 165 52
Neither satisfied nor dissatisfied 77 24
Dissatisfied 39 12
Highly dissatisfied 16 5
total 316 100
From the above table it can be inferred that 6 percent of employees were highly satisfied
towards their pay. It can also be inferred that 52 percent of them were satisfied towards their pay,
24 percent of them were neither satisfied nor dissatisfied, 12 percent of them were dissatisfied,
and 5 percent of them were highly dissatisfied towards their pay.
Hence, it is evident that most of the employees were ‘satisfied’ towards their pay.
28
Chart No 6
Table no 7
29
Satisfaction level of employees towards praise from superior
Level of satisfaction No of respondents % of respondents
Highly satisfied 92 29
Satisfied 143 45
Neither satisfied nor dissatisfied 44 14
Dissatisfied 33 10
Highly dissatisfied 4 1
Total 316 100
From the above table it can be inferred that 29 percent of employees were highly satisfied
towards the praise from superior. It can also be inferred that 45 percent of them were satisfied
towards the praise from superior, 14 percent of them were neither satisfied nor dissatisfied, 12
percent of them were dissatisfied, and 5 percent of them were highly dissatisfied towards the
praise from superior.
Hence, it is evident that most of the employees were ‘satisfied’ towards the praise from
superior.
30
Chart No 7
Table no 8
Satisfaction level of employees towards praise from colleagues
31
Level of satisfaction No of respondents % of respondents
Highly satisfied 112 35
Satisfied 153 48
Neither satisfied nor dissatisfied 28 9
Dissatisfied 17 5
Highly dissatisfied 6 2
total 316 100
From the above table it can be inferred that 35 percent of employees were highly satisfied
towards praise from the colleagues. It can also be inferred that 48 percent of them were satisfied
towards praise from the colleagues, 9 percent of them were neither satisfied nor dissatisfied, 5
percent of them were dissatisfied, and 2 percent of them were highly dissatisfied towards praise
from the colleagues.
Hence, it is evident that most of the employees were ‘satisfied’ towards praise from the
colleagues.
32
Chart No 8
Table no 9
Satisfaction level of employees towards monthly attendance incentive
33
Level of satisfaction No of respondents % of respondents
Highly satisfied 21 7
Satisfied 64 20
Neither satisfied nor dissatisfied 208 66
Dissatisfied 12 4
Highly dissatisfied 11 3
Total 316 100
From the above table it can be inferred that 7percent of employees were highly satisfied
with their monthly attendance incentive. It can also be inferred that 20 percent of them were
satisfied with their monthly attendance incentive, 66 percent of them were neither satisfied nor
dissatisfied, 4 percent of them were dissatisfied, and 3 percent of them were highly dissatisfied
with their monthly attendance incentive.
Hence, it is evident that most of the employees were neither satisfied nor dissatisfied with
their monthly attendance incentive.
34
Chart No 9
Table no 10
35
Satisfaction level of employees towards annual attendance incentive
Level of satisfaction No of respondents % of respondents
Highly satisfied 12 4
Satisfied 62 20
Neither satisfied nor dissatisfied 202 64
Dissatisfied 21 7
Highly dissatisfied 19 6
Total 316 100
From the above table it can be inferred that 4 percent of employees were highly satisfied
with their annual attendance incentive. It can also be inferred that 20 percent of them were
satisfied with their annual attendance incentive, 64 percent of them were neither satisfied nor
dissatisfied, 7 percent of them were dissatisfied, and 6 percent of them were highly dissatisfied
with their annual attendance incentive.
Hence, it is evident that most of the employees were neither satisfied nor dissatisfied with
their annual attendance incentive.
36
Chart No 10
Table no 11
37
Satisfaction level of employees towards employee recognition letter
Level of satisfaction No of respondents % of respondents
Highly satisfied 81 26
Satisfied 141 45
Neither satisfied nor dissatisfied 72 23
Dissatisfied 17 5
Highly dissatisfied 5 2
Total 316 100
From the above table it can be inferred that 26 percent of employees were highly satisfied
towards their employee recognition letter. It can also be inferred that 45 percent of them were
satisfied towards their employee recognition letter, 23 percent of them were neither satisfied nor
dissatisfied, 5 percent of them were dissatisfied, and 2 percent of them were highly dissatisfied
towards their employee recognition letter.
Hence, it is evident that most of the employees were satisfied towards their employee
recognition letter.
38
Chart No 11
Table no 12
Satisfaction level of employees towards employee of the year
39
Level of satisfaction No of respondents % of respondents
Highly satisfied 17 5
Satisfied 114 36
Neither satisfied nor dissatisfied 163 52
Dissatisfied 17 5
Highly dissatisfied 5 2
Total 316 100
From the above table it can be inferred that 5 percent of employees were highly satisfied
towards employee of the year. It can also be inferred that 36 percent of them were satisfied
towards employee of the year, 52 percent of them were neither satisfied nor dissatisfied, 5
percent of them were dissatisfied, and 2 percent of them were highly dissatisfied towards their
employee of the year.
Hence, it is evident that most of the employees were neither satisfied nor dissatisfied
towards employee of the year.
40
Chart No 12
Table no 13
Satisfaction level of employees towards I care
41
Level of satisfaction No of respondents % of respondents
Highly satisfied 79 25
Satisfied 181 57
Neither satisfied nor dissatisfied 33 10
Dissatisfied 17 5
Highly dissatisfied 6 2
total 316 100
From the above table it can be inferred that 25 percent of employees were highly satisfied
towards I care. It can also be inferred that 57 percent of them were satisfied towards I care, 10
percent of them were neither satisfied nor dissatisfied, 5 percent of them were dissatisfied, and 2
percent of them were highly dissatisfied towards their I care.
Hence, it is evident that most of the employees were satisfied towards I care.
42
Chart No 13
Table no 14
Satisfaction level of employees towards reward for continuous service
43
Level of satisfaction No of respondents % of respondents
Highly satisfied 42 13
Satisfied 123 39
Neither satisfied nor dissatisfied 114 36
Dissatisfied 28 9
Highly dissatisfied 9 3
Total 316 100
From the above table it can be inferred that 13 percent of employees were highly satisfied
towards reward for continuous service. It can also be inferred that 39 percent of them were
satisfied towards reward for continuous service, 36 percent of them were neither satisfied nor
dissatisfied, 9 percent of them were dissatisfied, and 3 percent of them were highly dissatisfied
towards their reward for continuous service.
Hence it is evident that most of the employees were satisfied towards reward for
continuous service.
44
Chart No 14
Table no 15
Level of importance given by employees towards financial aid for higher studies
45
Level of importance No of respondents % of respondents
Very important 71 23
Important 165 52
Ok 54 17
To some extent 22 7
Not at all 4 1
Total 316 100
From the above table it can be inferred that 23 percent of the employees consider
financial aid for higher studies as ‘very important’. It can also be inferred that 52 percent of them
consider important, 17 percent of them consider ok, 7 percent of them consider it as important to
some extent and 1 percent of them consider it as not at all important.
Hence, it is evident that most of the employees consider financial aid for higher studies as
‘important’.
46
Chart No 15
Table no 16
47
Level of importance given by employees towards work in desired locations
and department
Level of importance No of respondents % of respondents
Very important 156 49
Important 107 34
Ok 36 11
To some extent 11 3
Not at all 6 2
Total 316 100
From the above table it can be inferred that 49 percent of the employees consider work in
desired locations and department as ‘very important’. It can also be inferred that 34 percent of
them consider important, 11 percent of them consider ok, 3 percent of them consider it as
important to some extent and 2 percent of them consider it as not at all important.
Hence, it is evident that most of the employees consider work in desired location and
department as ‘very important’.
48
Chart No 16
Table no 17
49
Level of importance given by employees towards gift to recognize years of service
Level of importance No of respondents % of respondents
Very important 78 25
Important 117 37
Ok 89 28
To some extent 24 8
Not at all 8 3
Total 316 100
From the above table it can be inferred that 25 percent of the employees consider gift to
recognize years of service as ‘very important’. It can also be inferred that 37 percent of them
consider important, 28 percent of them consider ok, 8 percent of them consider it as important to
some extent and 3 percent of them consider it as not at all important.
Hence, it is evident that most of the employees consider gift to recognize years of service
as ‘important’.
Chart No 17
50
Table no 18
Level of imporetance given by employees towards verbal or written recognition for years of
service
Level of importance No of respondents % of respondents
51
Very important 94 30
Important 118 37
Ok 72 23
To some extent 28 9
Not at all 4 1
Total 316 100
From the above table it can be inferred that 30 percent of the employees consider verbal
or written recognition for years of service as ‘very important’. It can also be inferred that 37
percent of them consider important, 23 percent of them consider ok, 9 percent of them consider it
as important to some extent and 1 percent of them consider it as not at all important.
Hence, it is evident that most of the employees consider verbal or written recognition for
years of service as ‘important’.
Chart No 18
52
Table no 19
Level of importance given by employees towards gift for best employee of the year
Level of importance No of respondents % of respondents
53
Very important 72 23
Important 124 39
Ok 88 28
To some extent 32 10
Not at all 0 0
Total 316 100
From the above table it can be inferred that 23 percent of the employees consider gift for
best employee of the year as ‘very important’. It can also be inferred that 39 percent of them
consider important, 28 percent of them consider ok and 10 percent of them consider it as
important to some extent.
Hence, it is evident that most of the employees consider gift for best employee of the year
as ‘important’.
54
Chart No19
Table no 20
Level of importance given by employees towards department recognition programme
55
Level of importance No of respondents % of respondents
Very important 99 31
Important 132 42
Ok 21 7
To some extent 52 16
Not at all 12 4
Total 316 100
From the above table it can be inferred that 31 percent of the employees consider
department recognition programme as ‘very important’. It can also be inferred that 42 percent of
them consider important, 7 percent of them consider ok, 16 percent of them consider it as
important to some extent and 4 percent of them consider it as not at all important.
Hence, it is evident that most of the employees consider department recognition
programme as ‘important’.
Chart No 20
56
Table no 21
Level of importance given by employees towards social outings for best performers
Level of importance No of respondents % of respondents
57
Very important 149 47
Important 154 49
Ok 9 3
To some extent 4 1
Not at all 0 0
Total 316 100
From the above table it can be inferred that 47 percent of the employees consider social
outings for best performers as ‘very important’. It can also be inferred that 49 percent of them
consider important, 3 percent of them consider ok and 1 percent of them consider it as important
to some extent.
Hence, it is evident that most of the employees consider social outings for best
performers as ‘important’.
Chart No 21
58
Table no 22
Level of importance given by employees towards verbal feedback form superior for best
performance
Level of importance No of respondents % of respondents
59
Very important 119 38
Important 134 42
Ok 44 14
To some extent 11 3
Not at all 8 3
Total 316 100
From the above table it can be inferred that 38 percent of the employees consider verbal
feedback from superior for best performance as ‘very important’. It can also be inferred that 42
percent of them consider important, 14 percent of them consider ok, 3 percent of them consider it
as important to some extent and 3 percent of them consider it as not at all important.
Hence, it is evident that most of the employees consider verbal feedback from superior
for best performance as ‘important’.
Chart No 22
60
Table no 23
Level of importance given by employees towards promotion for performance
Level of importance No of respondents % of respondents
61
Very important 93 29
Important 107 34
Ok 86 27
To some extent 26 8
Not at all 4 1
Total 316 100
From the above table it can be inferred that 29 percent of the employees consider
promotion for performance as ‘very important’. It can also be inferred that 34 percent of them
consider important, 27 percent of them consider ok, 8 percent of them consider it as important to
some extent and 1 percent of them consider it as not at all important.
Hence, it is evident that most of the employees consider promotion for performance as
‘important’.
Chart No 23
62
Table no 24
Level of importance given by employees promotion for seniority
Level of importance No of respondents % of respondents
63
Very important 75 24
Important 118 37
Ok 96 30
To some extent 21 7
Not at all 6 2
Total 316 100
From the above table it can be inferred that 23 percent of the employees consider
promotion for seniority as ‘very important’. It can also be inferred that 37 percent of them
consider important, 30 percent of them consider ok, 7 percent of them consider it as important to
some extent and 2 percent of them consider it as not at all important.
Hence, it is evident that most of the employees consider promotion for seniority as
‘important’.
64
Chart No 24
Table no 25Expectation of employees towards performance to be recognizedPerformance No of respondents % of respondents
65
Individual performance 43 13Group performance 78 25Both (individual and group)
195 62
Total 316 100
From the above table it can be inferred that 13 percent of the employees consider
individual performance to be recognized. It can also be inferred that 25 percent of them consider
group performance and 61 percent of them consider both individual and group performance to be
recognized.
Hence it is evident that most of the employees consider both group and individual
performance to be recognized.
Chart No 25
66
Table no 26Expectation of employees towards type of recognition
67
Types of recognition No of respondents % of respondentsFace to face 47 15Recognition letter 74 23Employee gathering 68 22All(face to face, recognition letter, employee gathering)
127 40
Total 316 100
From the above table it can be inferred that 15 percent of the employees expect face to
face recognition. It can also be inferred that 23 percent of them expect recognition letter, 22
percent of them expect recognition in employee gathering, and 40 percent of them expect all the
three mode of recognition.
Hence it is evident that most of the employees expect all (face to face, recognition letter
and employee gathering)
68
Chart No 26
69
Table no 27Intention of employees towards choosing gifts
Intention No of respondents % of respondentsInterested to choose gifts 289 91Not interested to choose gifts 27 9Total 316 100
From the above table it can be inferred that 91 percent of employees were intersted in
choosing gifts themselves and 9 percent of the employees not interested in choosing gifts
themselves.
Hence, it is evident that most of the employees were interested in choosing gifts
themselves.
70
Chart No 27
71
Table no 28
Preference of employees towards mode of recognition
Modes of recognition No of respondents % of respondentsMonetary reward 23 7Non monetary reward 15 5Both 278 88Total 316 100
From the above table it can be inferred that 7 percent of employees prefer monetary
reward. It can also be inferred that 5 percent of employees prefer non monetary reward and 88
percent of employees prefer both monetary and non monetary reward.
Hence it is evident that most of the employees prefer both monetary and non monetary
reward.
72
Chart No 28
CHI SQUARE TEST
Chi square test between years of experience at GRT Grand and satisfaction towards employee
recognition programme
Level of satisfaction towards recognition program Total
Highly Satisfied Neither Dissatisfied Highly
73
satisfied
satisfied
nor
dissatisfied
dissatisfiedE
xper
ienc
e of
em
ploy
ees
at G
RT
Gra
nd
< 3
months
11
-63.7%
55
-15.6%
76
+32.4%
21
+95.1%
5
+15.8%168
3months-
1year
101
-9.1%
249
+4.2%
199
-5.5%
30
-24%
37
+133.6%616
1-3+
years
214
+5.2%
428
-2.2%
386
+0.1%
82
+13.4%
18
-37.9%1128
4-6+
years
81
+14.6%
157
+3.2%
130
-3%
20
-20.4%
4
-60.3%392
7-10
years
49
+53.7%
92
+69.2%
73
-79.6%
9
-112.3%
1
-157.6%224
Total 456 981 864 162 65 2528
Null hypothesis Ho
There is no relationship between years of experience at GRT Grand and satisfaction
towards employee recognition program
Alternate hypothesis H1
There is relationship between years of experience at GRT Grand and satisfaction
towards employee recognition program
Degree of freedom Calculated value Table value
16 83.3 26.3
Since calculated value is greater than table value Ho is rejected and H1 is accepted.
Therefore there is relationship existing between years of experience and satisfaction
towards employee recognition programme
CHI SQUARE TEST
Chi square test between grade of employee and satisfaction towards employee recognition
programme
Level of satisfaction towards recognition program Total
Highly Satisfied Neither Dissatisfied Highly
74
satisfied satisfied
nor
dissatisfied
dissatisfiedG
rad
e
G
(staff level)
309
-11.5%
771
+2.6%
682
+3.1%
114
-8.1%
60
+20.5%1936
E
(supervisor
level)
104
+41.3%
148
-6.5%
119
-14.7%
33
+26.2%
4
-61.9%408
M
(managerial
level)
43
+29.6%
62
-13.2%
63
+0.2%
15
+27.2%
1
-78.9%184
Total 456 981 864 162 65 2528
Null hypothesis Ho
There is no relationship between grade of employee and satisfaction towards employee
recognition program
Alternate hypothesis H1
There is relationship between grade of employee and satisfaction towards employee
recognition programme
Degree of freedom Calculated value Table value
8 38.69 15.5
Since calculated value is greater than table value Ho is rejected and H1 is accepted.
Therefore there is relationship existing between years of experience and satisfaction
towards employee recognition programme
FINDINGS
SATIFACTION OF EMPLOYEES TOWARDS RECOGNITION PROGRAMME
75
It has been found out that most of the employees were satisfied towards their pay, praise
received from their superior and colleagues, recognition letter, I care, reward offered to
them for their continuous service. It has also been found out that most of employees were
neither satisfied nor dissatisfied with monthly attendance incentive, annual attendance
incentive and employee of the year programme.
EXPECTATION OF EMPLOYEES TOWARDS RECOGNITION PROGRAMME
It has been found out that most of the employees of GRT Grand expect to work in the
desired locations and department. It has also been found out that consistent proportion of
the employees expect financial aid for higher studies, gift as a recognition for their
service, verbal or written recognition for their service, recognition for their department,
social outings for best performing employees, promotion for performance and seniority.
They expect both individual and group performance to be recognized, to be recognized in
the form of recognition letter, employee gathering and face to face recognition. They also
like to choose their own gifts during recognition programme. They like to have both
monetary and non monetary rewards.
RELATIONSHIP BETWEEN YEARS OF EXPERIENCE AND SATISFACTION TOWARDS
EMPLOYEE RECOGNITION PROGRAMME
There is a significant relationship existing between years of experience and satisfaction
towards employee recognition programme.
RELATIONSHIP BETWEEN GRADE OF EMPLOYEE AND SATISFACTION TOWARDS
EMPLOYEE RECOGNITION PROGRAMME
There is a significant relationship existing between grade of employee and satisfaction
towards employee recognition programme.
SUGGESTIONS
76
Based on the findings certain suggestions were made for GRT Grand.
GRT Grand can maintain or can further improve to some extent pay, praise from superior
and colleagues, I care, reward for continuous service and recognition letter. The company
can rework on certain recognition programme that includes monthly attendance incentive,
annual attendance incentive and employee of the year in order to make it much more
attractive.
They can appoint ‘the sons of soil’ as most of the existing employees like to work in their
desired locations. They also have to ensure that they place right candidates for the right
job, since most of them expect to work in their desired departments. They can also focus
on social outings followed by work in desired department, financial aid for higher
studies, feedback from superior, recognizing department for performance, gift for star
employee of the year, verbal or written recognition for years of service, promotion for
seniority and performance. Instead of encouraging individual performance GRT can
encourage both individual and group performance. They can also arrange for employee
gathering, followed by publishing recognition letter in notice board, opt for face to face
recognition. Since employee like to choose their own gifts, they can be given option to
choose gifts.
The company has to take step to retain their employees as it has been found that greater
the experience more is the level of satisfaction towards employee recognition
programme.
The company has to take immediate step to improve satisfaction level of employee who
belongs to G (staff level) grade towards employee recognition programme.
77
CONCLUSION
Employee recognition programme has been given importance by all sorts of industries
now-a days. In particular for hotel industry it has become a must for attracting, motivating and
retaining employees. Based on the research study “employee recognition programme at GRT” it
has been found out that the employee like to work in desired location and department. Hence,
GRT Grand can appoint employees in their desired location and department. Since consistent
proportion of employees expect financial aid for higher studies, gift for the years of service
rendered by them, verbal and written recognition for service, recognizing department, social
outings for best performers and promotion for seniority and performance GRT Grand can start
concentrating on the above said recognition programme.
The company can maintain or can improve to certain extent, the pay, praise, I care,
reward for continuous service and recognition letter. At the same time they have to rework on
monthly attendance incentive, annual attendance incentive and star employee of the year.
A study on Employee Recognition Program at GRT Grand, Chennai
Questionnaire
78
Name : Department: FO/HK/FP/MAINT/HC/FBS/SEC
Age : <25 25-35 Grade : G /E /M
36-45 46-55 >55
Gender : male female
Education : schooling under graduation post graduation
Diploma others
1. How long have you worked for GRT Grand?
Less than 3 months
3 months – 1 year
1 – 3+ years
4 – 6+ years
7 – 10 years
2. Please indicate your level of satisfaction towards the following at GRT Grand.
HS – highly satisfied; S – satisfied; N – neutral; DS – dissatisfied; HDS – highly
dissatisfied
HS S N DS HDS
a. Pay
b. Employee recognition letter
c. Praise from superior
d. Praise from colleagues
e. Monthly attendance incentive
f. Annual attendance incentive
g. Employee of the year
h. I care
i. reward for continuous service
3. Please indicate your level of importance with each of the following statement
79
VI – Very important; I – important; OK; TSE – to some extent;
NAA – not at all
VI I OK TSE NAA
a. Financial aid for higher studies
b. Work in desire locations, department
c. Gift to recognize years of service
d. Verbal or written recognition for
Years of service
e. Gift for best employee of the year
f. Recognizing your department for best
performance
g. Quarterly social outings for best performers
h. Verbal feedback from superior for
best performance
i. Promotion for performance
j. Promotion for seniority
4. What accomplishments would you like to see recognized?
Individual performance
Group performance
Both
5. How would you like to receive recognition?
Face to face
Recognition letter in notice board
Employee gathering (annual day)
All the above
80
6. Are you interested in choosing gifts (employee of the year)?