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1
Chapter – 1Introduction
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1.1-HUMAN RESOURCE PRACTISES
TOPIC OF STUDY : Training & Development and Rewards & Recognition.
DEFINITION:
Training and development is a function of human resource management concerned
with organizational activity aimed at ettering the performance of individuals and groups in
organizational settings.
Training & Development: A Comparison
Training!
short term
"or a definite purpose.
Development
long term educational
"or general purpose.
Role of Training & Development:
Increase in #fficiency.
Increase in $orale of #mployees.
%etter uman Relations.
Reduced 'upervision.
Increased (rganizational )iaility and "le*iility.
Ientif!ing Training Nees:
%asic aim of Training
• 'uitale change in the individual concerned.
• 'hould e related oth in terms of organization+s demand and that of individual+s.
2
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Training Pro"ess #oel:
I. ,eeds -ssessment
II. Developing &Conducting Training
III. #valuating Training
$ario%s #etos for ientif!ing Training Nees
• (rganizational -nalysis.
• Tas -nalysis.
• $an -nalysis.
Training #etos
/ (n the 0o Training (2T3
/ Demonstration
/ 2o Instruction Training
/ )estiule Training
/ -pprenticeship
/ Coaching45nderstudy
/ 2o Rotation/ 'imulation Training
/ 'ensitivity Training
RE'ARDS AND RECO(NITION
#mployee recognition is the opportunity to acnowledge the uni6ue contriution or the value of
e*pertise and e*perience of an employee or a team.
#mployee recognition is a return on an employee+s effort7 dedication at wor and results. It is
governed y mutual respect and is e*pressed regularly through a host of simple gestures such as
a sincere than you7 as well as symolically through the receiving of an award. The sincerity of
words and acts is what gives recognition its dignity and worth.
3
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/ ,early 8 out of 19 companies offer some sort of recognition programs for employees
/ Reward and Recognition programs are generally less e*pensive than ase pay7 enefits7
stoc options and onus
'! Fo"%s on Re"ognition)
– #mployees identify recognition as one of the most effective motivators
– #ven small increases in supportive practices are associated with decreased
turnover and increased sales4profitaility
– #mployees who feel that their organization values them are more liely to value
their customers:
– -ppreciation and4or praise are among the top three drivers of employee
motivation and engagement across a variety of industries and companies
Re"ognition t!pes
1. ;eer Recognition
/ ;rogram design y staff
/ ,ominations from staff
/ -ward selection y committee
/
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/ -wards Ceremony.
/ Citation7 certificate and cash award.
/
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1.2 OBJECTIVE OF STUDY
TRAININ( AND DE$E+OP#ENT:
• To identify perceptions of the employees on how training and
development proved to be benecial to them;
• To identify employees’ competency levels as enhanced by the training and
development implemented;
• To eamine how training and development contrib!te to the individ!al
performance and prod!ctivity
RE'ARDS AND RECO(NITION:
• To determine the impact of rewards on motivation
• To determine the impact of rewards on satisfaction
• To determine the impact of recognition on motivation"
To determine the impact of recognition on satisfaction"
#
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1.3 RESEARCH METHODOLOGY:
This study used 6uantitative approach. ?uestionnaires were used as the survey
instrument.?uestionnaires are prepared y using 0ournal such as
International ,o%rnal of A"aemi" Resear" in -%siness an So"ial S"ien"es. International
Resear" ,o%rnal of -%siness an #anagement / IR,-# . The present study aims to
determine the impact of training and development & rewards and recognition on employee+s
motivation and 0o satisfaction of GMR GROUPS, BANGLORE. The study was conducted
among @9 respondents woring in A$RAR(5;' 9f different age groups from newly 0oined to
senior employees of oth the gender.
"
•
$
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%
Chapter – :
-out The Company
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• #mployees are given access to a numer of different learning resources which include
podcasts7 curriculums7 reading materials7 oos7 0ournals7 training session recordings7
nowledge groups and their own career counselor.
• $any of these resources are availale to employees in the online learning wesite.
• This wesite contains tailored content specific to the user7 and employees can also search
and read through thousands of other learning resources as they wish.
• These resources provide employees with a wealth of sources that they can use to up sill
and fine tune their capailities.
0O' RE'ARDS AND RECO(NITIONS ARE ISSUED IN (#R (ROUPS)
• -fter a year in action7 the Celerating ;erformance program is proving to e a popular
and valuale tool for employee recognition7 motivation and engagement.
• A$R people have emraced the opportunity to offer their colleagues any timeE
recognition via eFcards and points redeemale for a variety of merchandise and services
from online.
• $easured y internal metrics and against e*ternal enchmars7 Celerating ;erformance
has made significant strides toward maing recognition an ingrained part of -ccenture+s
culture.
Exc!"# !$"#%&' (')$(*+
• In addition to the well deserved recognition Celerating ;erformance has estowed on
employees7 the program has also enaled them to redeem points for a variety of e*citing
rewards. I;ods7 appliances and gift certificates are fre6uent selections from the online
catalogues7 ut they aren+t the only ones.
• -mong the more e*otic choices A$R people have made are an elephant e*cursion in
'outh -frica7 a hot air alloon ride and a donation to aitat for umanity.
1'
https://celebratingperformance.accenture.com/https://celebratingperformance.accenture.com/
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11
Chapter – @
Data analysis and
interpretations
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3. DATA ANALYSIS
DIFFERENCE IN #EAN $A+UES ACCORDIN( TO DE#O(RAP0ICS OF
RESPONDENTS
Age: Training an evelopment
?5#'TI(,' -A#
:G
-A#
:H
-A#
:
-A#
:B
-A#
:
-A#
:8
-A#
@9
-A#
@1
-A#
@:
Jour organization
considers training as a
part of organization
strategy. Do you agree
with this statement>
H G.: @.:8 G H H G.@@ H G.H
,orms and values of
the organization are
clearly e*plained to
new employees during
induction training.
G @. @.H G.@@ @.H G. G.B G.@ G.H
T&D satisfy the ego
of employees
@.@@ @.G @ G @.@@ @ @.@@ @.G @.H
Does the management
give importance to
costF#ffective
Training>
@.@@ @.G @ G @ G.1 @.@ @.G @.:
Does the trainingG.B G G.: G.B H H G. G.B H
12
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process help the
employees in
improving their
career>
Does the training
course include the
special challenges
faced y managers and
or officers>
@.B G.: G.: G G.@@ G. @.@@ G G.H
Does the management
conduct formative
evaluation to improve
the training process>
G G.: G.: G G.: H G H G
Does training program
focus on developing
team wor and
leadership sills>
G.@@ G.G G.1G G.@@ @.B H G.@@ H G
Interpretation:
"or the statement T&D satisfy the ego of employees the mean is average for all the age groups
and the mean is medium7 the employees mostly say that there is no relation etween ego &
traning process.
"or the statements!
Does the training process help the employees in improving their career> Does the management
conduct formative evaluation to improve the training process> Does training program focus on
developing team wor and leadership sills> the mean is high for all the age groups and it is
among G to H.therefore the employees says that the training is conducted in a well planned
program and everything included in the training program helps the employees to uild their
13
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career and improve there oth soft and hard sills and even if there are any suggestions given y
the employees the organization come to overcome.
-nd for other statements there is a wide variation among age groups7 the former age groups mind
set differs from that of the later ones so this shows a very wide variation ut not much.
Age: re*ars an re"ognition
Recognition should e
given only for
sustained outstanding
performance over a
long period of time.
@.B @.: @.B1 @ G.@@ @.H @ G G
%road recognition at a
national event
increases the
motivational value of
a recognition program.
G.@@ G. G G.@@ G G G.1: G G.H
There is a significant
difference etween
intrinsic reward and
e*trinsic rewards onemployee
performance. Do you
agree with this
statement>
@.@@ @. @.1G @.@@ @ @.: @.H @.B @
#mployees are
interested to tae
recognition as an
individual rather than
team. Do you agreewith this statement>
@.@@ @.G @.: @.B @.B H G.@@ G. H
There is no
relationship etween
e*trinsic rewards and
wor life alance. Do
@.@@ @. @ @.G @.: G G G.1 G.:
14
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you agree with this
statement>
#veryone has an
opportunity to get
special recognition.
G.B G.@ G G.B H H G G G.
;erformance of
employees here is
fairly evaluated
G G.G G.: G G.@@ G G.@@ H G.B
Interpretation"or the statements everyone has an opportunity to get special recognition.
;erformance of employees here is fairly evaluated. "or all the age groups the mean is high
around G to H therefore the employees say that there will e no internal politics and the
evaluation purely ased on the wor of the employees and nowledge and any other e*tra sills.
"or the statement there is a significant difference etween intrinsic reward and e*trinsic rewards
on employee performance. Do you agree with this statement>
The mean is medium which around the points of @. The employees say that whether it may e
e*trinsic or intrinsic reward is reward. -nd it is for appraising the performance so they say that
there is no much difference etween e*trinsic and intrinsic.
-nd for all other statements the mean is slightly varying from different ages this is mainly due to
the different mind sets of different ages.
15
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(ENDER:
?5#'TI(,' $-
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#mployees are interested to tae recognition as an
individual rather than team. Do you agree with this
statement>
@.8 @.H
There is no relationship etween e*trinsic rewards and
wor life alance. Do you agree with this statement>
@.G @.:
#veryone has an opportunity to get special
recognition.
G.9 G.1@
;erformance of employees here is fairly evaluated G.G G.
Interpretation
This tale indicates the difference of means of genders i.e7 male & female. There is no significant
difference for oth the values for male and female.
ANALYSIS OF MEAN AND STANDARD DEVIATION ON TRAINING
PROCESS
?5#'TI(,' $#-, 'T-,D-RD
D#)I-TI(,
Jour organization considers training as a part of
organization strategy. Do you agree with this statement>
G.: 9.B
,orms and values of the organization are clearly G.1 9.8
1$
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e*plained to new employees during induction training.
T&D satisfy the ego of employees @.@@ 1.9
Does the management give importance to costF#ffectiveTraining>
@.1@ 1.@9
Does the training process help the employees in
improving their career>
G 1.:8
Does the training course include the special challenges
faced y managers and or officers>
G.1 9.G
Does the management conduct formative evaluation to
improve the training process>
@.B@ 1.9
Does training program focus on developing team wor
and leadership sills>
G.: 9.B
INTERPRETATIONS
Statement: organization considers training as a part of organization strategy
#ean: G.:Fhigh S1DF9.B
Interpretation: the employees in the organization are mostly agreeing that training should e a
part of organization strategy.
Statement: ,orms and values of the organization are clearly e*plained to new employees during
induction training.
#ean: G.1Fhigh S1D! 9.8
Interpretation! according to the mean7 we can say that during the training the norms and values
are clearly e*plained7 ut some employees are not much satisfied with the statement
1%
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Statement: T&D satisfy the ego of employees
#ean: @.@@Faverage S1D! 1.9
Interpretation! the mean clearly says that there is no relation etween training and ego of the
employees ut somehow it reduces the ego of the employees.
Statement: Does the management give importance to costF#ffective Training>
#ean! @.1@Faverage S1D! 1.@9
Interpretation: as it is an average mean7 we can say that some employees say that it gives
importance and some says it does not. -ccording to the employees words during certain time
period it give importance to cost effective training and in certain period it doesn+t.
Statement: training process help the employees in improving their career
#ean: GFhigh S1D! 1.:8
Interpretation: as the response is from employees view7 we can say that the organization is
conducting its training in a very processed manner which helps the employess7 uild their career.
Statement: training course include the special challenges faced y managers and or officers
#ean: G.1Fhigh S1D: 9.G
Interpretation : training program conducted in A$R AR(5;' not only improves the career of
the employees ut also it e*hiits the employess to special challenges faced y managers.
Statement: management conduct formative evaluation to improve the training process
#ean: @.BFaverage S1D! 1.9
Interpretation: as the mean is average7 we can say that the evaluation is formative ut some
employess are dissatisfied with the evaluation done y organization
Statement: training program focus on developing team wor and leadership sills
1&
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#ean: G.:Fhigh S1D! 9.B
Interpretation: the respondents are satisfied with the statement7 as the training includes all the
necessary sills re6uired for an employee.
ANALYSIS OF MEAN AND STANDARD DEVIATION ON REARDS AND
RECOGNITION
Recognition should e given only for sustained
outstanding performance over a long period of time.
@. 1.8
%road recognition at a national event increases the
motivational value of a recognition program.
G.:@ 9.H
There is a significant difference etween intrinsic reward
and e*trinsic rewards on employee performance. Do you
agree with this statement>
@.G 1.@:
2'
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#mployees are interested to tae recognition as an
individual rather than team. Do you agree with this
statement>
@.B@ 1.@
There is no relationship etween e*trinsic rewards and
wor life alance. Do you agree with this statement>
@.9@ 1.:B
#veryone has an opportunity to get special recognition. G.1 9.8
;erformance of employees here is fairly evaluated G.: 9.1
INTERPRETATIONS
Statement ! Recognition should e given only for sustained outstanding performance over a long
period of time.
#ean! @.Faverage S1D!1.8
Interpretation! from the mean we can interpret that7 employees are not much satisfied if the
recognition is for sustained outstanding performance7 they feel that recognition is for
encouraging them and if it for over a long period of time there will e even no interest for doing
any wor competitively.
Statement ! %road recognition at a national event increases the motivational value of a
recognition program.
#ean! G.:@Fhigh S1D: 9.H
Interpretation! high7 the employees says that even if the type of recognition is small and is
occurred at any national event it will encourage them and motivate them to do well and satisfy
their 0o positions.
21
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Statement ! There is a significant difference etween intrinsic reward and e*trinsic rewards on
employee performance.
#ean: @.GFaverage S1D! 1.@:
Interpretation: medium7 some employees feel that oth intrinsic and e*trinsic recognition is of
same value ut some feel that e*trinsic has different value compared to the intrinsic.
Statement: #mployees are interested to tae recognition as an individual rather than team.
#ean: @.B@Faverage S1D: 1.@
Interpretation! medium7 some employees says that as one cannot perform a huge wor and get
recognition7 instead as a whole team can wor together and get the recognition ut some doesn+t
agree with the statement as they want to get the whole credits.
Statement: There is no relationship etween e*trinsic rewards and wor life alance.
#ean: @.9@Faverage '.D: 1.:B
Interpretation! medium7 employees says that there is a great relationship etween rewards and
wor life alance as rewards are the one which motivate the employees to wor harder and
encourage their talent7 so they say that oth are somehow or the other way related to each other
Statement: #veryone has an opportunity to get special recognition.
#ean: G.1Fhigh S1D: 9.8
Interpretation! high7 employees openly say that there is a very low chance of internal politics. 'o
who ever has done an e*cellent 0o have the chance of getting the reward.
Statement ! ;erformance of employees here is fairly evaluated
#ean: 213Fhigh S1D: 9.B
Interpretation high.employess says that the performance of the employees is ased only on their
wor and e*tra sills ut no other factors are responsile for evaluating the performance.
22
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C"c&+"
23
Chapter – G
conclusion
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A$R AR(5;' undertae training and development programmes for their employees to increase
their efficiency they provide training programmes to enhance their nowledge and sills to
satisfy the customers.
Therefore from the analysis we can conclude that training and development has a positive impact
on organizational performance
'till then there are some drawacs which are not satisfied y the employees to overcome that
organization can follow these suggestions!
• ;roviding the training to employees whenever they as for and need for.
• -llotting more time for first pro0ect after training.
• "ocus on the o0ective of the training program
• Implement online training programs
Coming to the point of rewards and recognition this analysis e*amined and determined the
relationship etween rewards and employees+ performance and also determined the relationship
etween intrinsic and e*trinsic rewards. %ased on a result7 it showed that there was a positive
relationship etween rewards and employees+ performance and also showed a highly positive
significance in the relationship etween intrinsic and e*trinsic rewards. . To maintain the same
positive result and to increase the employees+ performance the organization can follow the
suggestions listed elow!
• deliver on the spot rewards
• see continuous feedac
• reach out on social media
24
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REFERENCES
• http!44www.gmrgroup.in4home.asp*
• http!44www.ir0c0ournals.org4i0mssr42an:91G4B.pdf
• http!44iosr0ournals.org4iosrF0m4papers4)olFissue:4%9:981H.pdf
ANNE/ES
4%est
ionnaire:
10 Jour organization considers training as a part of organization strategy.
Do you agree with this statement>
25
http://www.gmrgroup.in/home.aspxhttp://iosrjournals.org/iosr-jbm/papers/Vol6-issue2/B0620915.pdfhttp://www.gmrgroup.in/home.aspxhttp://iosrjournals.org/iosr-jbm/papers/Vol6-issue2/B0620915.pdf
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:3 ,orms and values of the organization are clearly e*plained to new employees during
induction training.@3 T&D satisfy the ego of employees
G3 Does the management give importance to costF#ffective Training>
H3 Does the training process help the employees in improving their career>
3 Does the training course include the special challenges faced y managers and or
officers>
B3 Does the management conduct formative evaluation to improve the training process>3 Does training program focus on developing team wor and leadership sills>
83 Recognition should e given only for sustained outstanding performance over a long
period of time.193 %road recognition at a national event increases the motivational value of a recognition
program.
113 There is a significant difference etween intrinsic reward and e*trinsic rewards on
employee performance. Do you agree with this statement>1:3 #mployees are interested to tae recognition as an individual rather than team. Do you
agree with this statement>
1@3 There is no relationship etween e*trinsic rewards and wor life alance. Do you agree
with this statement>1G3 #veryone has an opportunity to get special recognition.
1H3 ;erformance of employees here is fairly evaluated
The aove survey indicates the mean value and standard deviation of the analysis done on hr
practices i.e7 training and development & rewards and recognition7 which says the satisfaction
levels and dissatisfaction levels of the employess on these hr practices.
%y seeing the mean values of the survey7the highest mean is .2 for the 6uestion on
training i.e7 Jour organization considers training as a part of organization strategy. Do
you agree with this statement> -nd many employess agree this statement. Coming to the second highest mean7it is .23 for the 6uestion on rewards and
recognition i.e7 %road recognition at a national event increases the motivational value of
a recognition program.
%y seeing the overall mean for oth the hr practices i.e7training&development and
rewards and recognition the mean is around the values of @.which indicates the state of
neutral.
2#
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%y this we can say that the training&development and rewards and recognition
practices in the organization are neutral i.e it is not too high nor too low7 if possile the
organization can improve them for the etter result.
-nd standard deviation indicates a 6uantity e*pressing y how much the memers of
a group differ from the mean value for the group. The standard deviation lies In etween
the values of 1.@ F9.1.which indicates that all most all the employess are in the same
satisfactory level in the organization.