ABSTRACT

The present project work”EMPLOYEE RECOGNIZATION” is carried out by me which is

being abstracted below.

This project is categorized into seven chapters.

Chapter 1. Deals with the introduction. This chapter sets the objectives of the study and also

gives the need, scope and the importance of the study.

Chapter 2. Deals with the Research Methodology adopted for conducting the study and

limitations of this study.

Chapter 3. Deals with the introduction to the Industry as well as the company profile.

Chapter 4. Deals with the review of the literature. This chapter introduces the concept of

recognization and selection process.

Chapter 5 deals with the data analysis and interpretation that analyze the employee
recognization process implementation.

Chapter 6 deals with the findings and suggestions that is being revealed through this study
regarding the implementation process.

Chapter 7 deals with the bibliography of the study that is the source of references collected

about the study.

INTRODUCTION
What is H.R?

According to Leon C.Megginsion, the term human resources can be thought of as,”the total

knowledge, skills, creative abilities, talents and aptitudes of an organisation’s workforce, as well

as the value, attiudess and beliefs of the individuals involved.”

Definations of H.R:

1.Management is further defined as ,”that field of human behavior in which managers

plan,organize,staff,direct and control human,physical and financial resources in an organized

effort, in order to achieve desired individual and group objectives with optimum efficiency and
effectiveness.”

Mary parker Follet

2. “Planning, organizing, directing, controlling of procurement, development,

compensation, integration, maintainence and separation of human resources to the

end that individual organizational and social objectives are achieved.

Edwin Flippo

3. The Employee of the Month, generally selected by management, is the recognition of an

individual by the organization for their outstanding contribution as an employee. The Employee
of the Month recognition is usually accompanied by a gift, gift certificate and/or a certificate.
Often the name of the Employee of the Month is engraved on a plaque in the company lobby.

Marie-claire carpentier-rao
 Functional areas in H.R:

The main responsibilities of human resources functions are:

1. Recruitment, retention, and dismissal.

2. Working conditions.

3. Employee organizations and unions.

4. Training development and promotion.

5. Compensatation management.

6. Pay role.

7. Human resource development.

8. Compensatation.

9. Bonus.

10.Fringe benefits
REWARDS OF THE COMPANY:

Agencies may provide monetary, non-monetary and/or leave awards to employees except that
recognition leave may not be awarded to wage employees. Some awards have tax implications as
described in the sections below.

The total of Monetary and Non-monetary awards shall not

exceed two thousand dollars ($2,000) per employee per fiscal year.

Recognition leave up to five workdays may be awarded to a

salaried (non-wage) employee in a calendar (leave) year. The value of Recognition Leave
awarded will not be included in the computation of the $2,000 award limit per employee per
fiscal year.

An employee may receive the maximum Monetary and/or Non-monetary award AND
the maximum Recognition Leave award.

MONETARY AWARDS:

Monetary awards are:

• Those paid by any negotiable instrument (cash, check, money order, and direct deposit) or

• Any item that can be readily converted to cash, such as savings bonds or refundable gift
certificates.

Agencies shall not add monetary awards to an employee's base pay.

NON-MONETARY AWARDS:

Non-monetary recognition awards include non-refundable gift certificates; meals; trips; plaques;
trophies; certificates; pencils, pens and desk items; cups and mugs; personal items of clothing
such as caps, shirts, and sweatshirts; and other items such as tools, electronics, radios, sports
equipment and timepieces.

INTRODUCTION:

Definition:
Employee recognition is one of the most controversial topics in an organization. Employees feel
that they are overworked and undervalued. On the other hand, employers feel that employees are
just doing their job and there's no need for employee recognition. This creates an environment
that is fraught with dipping motivation levels, frustration, high expectation and low performance.

However, companies that recognize the importance of employee recognition understand that
excellent performance is a great personal achievement and recognizing it openly creates all
round motivation. It is more about motivating the entire task force than rewarding a single
individual. When you recognize desirable behavior, you reinforce the importance of repeating
this kind of behavior. But, you also earn a lot of good will. Employees understand that if they
repeat the same actions and produce the same results, their efforts too will be recognized and
rewarded.

But, for this kind of recognition to be effective, it must follow certain guidelines. Otherwise, it is
in danger of becoming partisan, random or plain useless.

* Every employee who fits the norm must be eligible for praise.

* Recognition is useless if employees do not know what behavior is being rewarded. Therefore,
it is important to communicate the purpose and the reason behind the award.

* Recognition should be timely. It should occur at a fixed time (annual appraisal) or as close to a
particular event as possible. There is significance in all these.

* Ground rules must be spelled out in advance and there must be complete transparency in the
process of choosing the employees who deserve recognition.

Employee recognition is expressed in a number of ways. Some companies believe in handing out
bonuses. But, what with the economic recession and the amount of money involved, many
companies shy away from bonuses. Besides, bonuses cannot be paid in public and are therefore
not a public display of appreciation.
Many companies use awards to express their appreciation for deserving employees. Awards are
not very costly but they are very effective in communicating employee recognition. These
awards, medals or plaques must be in keeping with the stature of the company and the
achievement of the recipient. Most companies etch their logo, message and name on the award.
The name of the receiver is also mentioned. High quality awards and plaques are valued by
receivers.

Recognition boosts morale and improves the work environment. A rewarding environment is the
best way for employees to thrive and do their best. Providing it is as much a duty as a priority of
employers who want the best from their subordinates. If you do not give appreciation where it is
due, you will see one of two things: drain of employees or drain of motivation!

Recognition and rewards for valued work does not have to be difficult or cost a lot of money.
The more a manager practices the art of appreciation and recognition, the easier it will become.
A personalized note about a specific accomplishment can be a quick and easy way to let a valued
employee know their work was significant.
Need Of The Study
SANARI SOFTWARE is a software company has one of the best talent resources; the
recruitment consulting industry has to offer. With team of well trained, highly skilled &
focused / dedicated recruiters, and also assure the best deliverables to their clients. At Sanaari
they believe in the adage - the right person for the right job. The best organizations are built with
a talented, highly motivated workforce. Sanaari enables us to identify the right candidates that
can add competitive advantage to your company and bring sustainable value. They follow a
simple but effective approach: Its employees are its "Biggest Assets".

Employee recognition is one of the most controversial topics in an organization. Employees feel
that they are overworked and undervalued. On the other hand, employers feel that employees are
just doing their job and there's no need for employee recognition. This creates an environment
that is fraught with dipping motivation levels, frustration, high expectation and low performance.

However, companies that recognize the importance of employee recognition understand that
excellent performance is a great personal achievement and recognizing it openly creates all
round motivation. It is more about motivating the entire task force than rewarding a single
individual. When you recognize desirable behavior, you reinforce the importance of repeating
this kind of behavior. But, you also earn a lot of good will. Employees understand that if they
repeat the same actions and produce the same results, their efforts too will be recognized and
rewarded. So the investigator has gone through the study with an wide observation in order to
know the employee recognization process in the company and develop a keen practical
knowledge on the based topic in the company.
OBJECTIVE OF THE STUDY:
The following are the specific objectives behind taking up of the study in this organization:

● To study and analyze the Employee recognization activities prevailing in the

organization.

● To understand the process of Reorganization of employees undergone on site.

● To study the effectiveness of the employee recognization procedures at the company.

● To suggest if any, to enhance the employee recognization procedure for its effectiveness

in the company.

SCOPE OF THE STUDY:

The study enables me to understand the practical way of implementing the Employee
Recognization system. This study helps the organization to identify the areas in which they
develop their employee recognization activities in tune with the employee requirements. The
present study makes a thesis which covers the area of employee recognization process in the
industry as concerned and how it is a best fit for the present industry trends.
 RESEARCH METHODOLOGY

METHODOLOGY

At SANARI SOFTWARE the EMPLOYEE RECOGNIZATION process is initiated on

receiving a requisition in the prescribed format duly approved by the MD/Executive director.
The requisition shall contain particulars of designation, role and responsibility reporting
relationship, qualification and experience required and critical skills that are essential for
effective performance.
Applications will be collected either by post or personal. Intimation for interviews shall
normally be sent through mail/courier in the prescribed format. In other cases, it may be sent
through other modes like telegram, telephone, etc
The project work done in SANARI SOFTWARE was based on the questionnaire which
was filled by the executives of the company. The questionnaire was prepared based on the
EMPLOYEE RECOGNIZATION and was filled on behalf of the following sample size by
their executives.
The study is being taken by doing a sample survey of 100 employees working at the office by
distributing a questionnaire form to them in several departments.
Sample size : 100 employees working at executive
level in the corporate office.
The sample was selected randomly.
Basing on the ratings of the employees, the effectiveness of the employee recognization process
in the company will be clearly known.
SOURCES OF DATA:

1. Primary data
2. Secondary data
3. Analysis of data
PRIMARY DATA:Primary data is collected in order to avoid any mistakes due to transcription
which may arise when collected through secondary sources. The data is collected by
questionnaire method.
SECONDARY DATA:Secondary data is collected from the companies’ reports, manuals and
brochures. Through company records, books, HR reports etc.

SAMPLING PROCEDURE:

SAMPLING METHOD: There are several sampling methods like random sampling and
convenience sampling, etc. So the sampling method used was random sampling. The sampling
method was used because of lack of time and lack of knowledge about the universe.

SAMPLE SIZE:The sample size was fixed to 100 respondents; the sampling procedure is
response form.

STATISTICAL TOOLS USED: PIE CHART:

PERCENTAGE ANALYSIS:
In this research, various percentages are identified in the analysis and they are presented
pictorially by way of bar diagrams and pie charts in order to have a better quality.

Limitations:

● The study is limited to the information.

● The study doesn’t cover much of the aspects related to the topics as it is from the

secondary source.

● The time constraint is also very less due to which much of the information couldn’t be

collected.
● Some of the information is also biased as we cant get relevant information in the internet.

● Due to some unrevealed secrets of the company much information couldn’t be collected.
INDUSTRY PROFILE
INTRODUCTION
It's the technological revolution that at times brings surprising opportunities for some nations.
India, though not among the front runners in terms of economic growth, has successfully utilized
such opportunities in the revolution to become an IT hotspot. For the past several years, India has
been an increasingly favored destination for customized software development. As a result, a
number of software companies in India have come up. Not only the number of players has
increased in the Indian IT market, but at the same time, Indian software companies have done
considerably well in the global market. Such huge success of software companies in India has
given birth to a new speculation – whether other developing countries should imitate Indian
example and whether the success of India would constitute a competitive challenge to the
software industry of the developed world or not.

With the huge success of the software companies in India, the Indian software industry in turn
has become successful in making a mark in the global arena. This industry has been instrumental
in driving the economy of the nation on to a rapid growth curve. As per the study of NASSCOM-
Deloitte, the contribution of IT/ITES industry to the GDP of the country has soared up to a share
of 5% in 2007 from a mere 1.2% in 1998. Besides, this industry has also recorded revenue of
US$ 64 billion with a growth rate of 33% in the fiscal year ended in 2008.

The export of software has also grown up, which has been instrumental in the huge success of
the Indian software companies as well as the industry. In fact, software export from India
accounts for more than 65% of the total software revenue. The domestic software market largely
depends upon sale of software packages and products, which constitute major part of revenues.
Products account for almost 40% of the domestic market. On the other hand, more than 80% of
revenue from software exports comes from software services like custom software development
and consultancy services etc.

Reasons behind Success of Indian software companies

There are a number of reasons why the software companies in India have been so successful.
Besides the Indian software companies, a number of multinational giants have also plunged into
the India IT market.
India is the hub of cheap and skilled software professionals, which are available in abundance. It
helps the software companies to develop cost-effective business solutions for their clients. As a
result, Indian software companies can place their products and services in the global market in
the most competitive rate. This is the reason why India has been a favorite destination for
outsourcing as well. Many multinational IT giants also have their offshore development centers
in India.
IT Business Sectors
Most of the software companies in India are into varied types of business. There can be several
types of business in the IT sectors:

● Infrastructure Software: These include OS, middleware and databases.

● Enterprise Software: These automate business process in diverse verticals like finance,
sales and marketing, production and logistics.

● Security Software

● Industry-specific Software

● Contract Programming

TOP SOFTWARE COMPANIES:

There are plenty of software companies in India which have been doing well. However, some of
the top Indian software companies can be listed as:

● Tata Consultancy Services

● Wipro Limited

● Infosys

● HCL Technologies

● Tech Mahindra

● Patni Computer Systems

● i-flex Solutions

● MphasiS
● L&T Infotech

● IBM India

COMPANY PROFILE
 SANAARI SOFTWARE SOLUTIONS PVT LTD
Though a very young team, we have one of the best talent resources; the recruitment consulting
industry has to offer. With our team of well trained, highly skilled & focused / dedicated
recruiters, we assure the best deliverables to our clients.
● Excellent turn around time to clients as well as candidates
● Exhaustive database of CVs and growing
● A highly effective web enabled software for increased productivity and quality
CVs
● A team of technical recruiters catering exclusively to place requirements of the
clients
● We abide by Our Core Guiding concept of "Customer First"
● Close co-ordination, through regular meetings, with clients for efficient delivery
of work
● Face to face interaction with the candidates whenever necessary
● Basic Reference Check for all who have been offered or have joined
Our Employees are our "Biggest Assets"
Advantages:
● Strict Confidentiality of CVs and the Positions
● Strict Confidentiality of the information like Pay Package
● Highly skilled and well trained staff handling the Senior requirements
● Exhaustive Database
● Existing Strong Networking presence

What do we do?
At Sanaari we believe in the adage - the right person for the right job. The best organizations are
built with a talented, highly motivated workforce. Sanaari enables us to identify the right
candidates that can add competitive advantage to your company and bring sustainable value. We
follow a simple but effective approach:
● Go into the market to track and identify high potential candidates
● Exploit the large network and goodwill we have built with Indian industry over
two decades
● Assess the potential candidates on telephone or personal interviews
How do we do?
Primarily understand our client’s organization culture, value systems, goals and business plans.
Uncanny matchmaking between clients and candidates - a mixture of hi-tech and "Gut-Feel", an
expertise, developed over two decades in this business.
Want to know more
We have fine-tuned the ‘Search Process’. We have rigorous methodologies supported by
databases so that we can deliver the right candidate for our clients. We work on tight delivery
schedules / Service Level Agreements with our clients
Team profile
At The Sanaari, our people are our greatest investment. We believe in keeping our client’s
interest first and we are proud to state that we haven’t lost a single client from day one, because
 of the relentless efforts of our team. Our team is a vibrant mix of people - young go-getters with
strong educational backgrounds to experienced people with the vision to direct the team forward.
Two decades of recruitment industry experience has helped us hone our core strengths:

● Strong Process and methodologies

● Quick response and constant feedback
● Strong management skills

Focus areas:
The Head Hunters India team specializes in identifying and placing superior candidates at the
highest levels of both public and private organizations. Our dedicated consultants possess the
requisite expertise and global as well as national candidate network, to find the most qualified
leaders for businesses across a variety of industries.

Technology Practice
● SOFTWARE
● BPO & CALL CENTRES
● BANKING
● MARKETING
Healthcare Practice
● BIOTECH
● PHARMACEUTICALS
● MEDICAL EQUIPMENT
● Permanent staffing
In our last two years experience in the HR field, we have placed a vast pool of talented
professionals in various industrial sectors to match all kinds of client recruitment needs.
We have worked on and placed people for companies and industry sectors ranging from
Agriculture / Apparel / Auto / Aquaculture / Biotech / Textiles / Engineering / Tourism /
Timeshares / Financial Services.
We are also a leading agency for middle management recruitment across sectors and industries.
With nearly two years of expertise in interviewing, assessing and identifying top notch
management talent across the globe, we can help your company, be it a top fortune 500
company, growing mid size company or even a start up, build quality leadership teams in your
organization.
We have an extensive database of resumes of current and growing pool of professionals covering
all functional areas. We can match your skill set requirements with our database to help you find
the right mix of candidates.
What works in our favor is that we have a quick and firm grasp of clients’ corporate culture,
value systems, goals and business plans and a singular focus on client needs.

Training in Sanaari
Sanaari Promises the future of education in Information Technology by dedicating itself towards
sharpening your technical and soft skills to improve your chances in this competitive world.
Salient Features are...
• Sanaari assures robust, practical and industry-worth guidance and training to the student
• Pulse IND offers the student community a complete exposure to all application/firmware
development activities carried at our offshore research center
• Faculties with rich teaching experience and considerable practical experience will be
involved in the training program.
• The required infrastructure for conducting the program will be available totally
• It is assured that the program will be conducted, strictly based on agreed curriculum and
time schedules with the utmost professionalism
• Heavy emphasis will be laid on practical issues to make the students worthy of the
industry at the conclusion of the training program
• Communication skills and Confidence building will be an integral part of the program
In keeping view of the student's requirements, Sanaari provides 24-hour lab facility. The lab is
also open on all Sundays / Holidays. Our lab is enormous and equipped with the latest systems
available in the industry today. We also have product maintenance engineers who see to it that
our systems are fully functional at all times. We have a good library, shelving books with latest
versions and editions covering various topics on Real Time situations and Trouble shooting, etc.,

ORGANIZATIONAL CHART

Sannari Software
Solutions

A) Technology B) Healthcare A) Technology

Practice Practice Practice

Biotech
Software

BPO & Call

Centers Pharmaceutical
s

Banking Medical
Equipment

Marketing
 LITERATURE REVIEW
Employee recognition is one of the most controversial topics in an organization. Employees feel
that they are overworked and undervalued. On the other hand, employers feel that employees are
just doing their job and there's no need for employee recognition. This creates an environment
that is fraught with dipping motivation levels, frustration, high expectation and low performance.

However, companies that recognize the importance of employee recognition understand that
excellent performance is a great personal achievement and recognizing it openly creates all
round motivation. It is more about motivating the entire task force than rewarding a single
individual. When you recognize desirable behavior, you reinforce the importance of repeating
this kind of behavior. But, you also earn a lot of good will. Employees understand that if they
repeat the same actions and produce the same results, their efforts too will be recognized and
rewarded.

But, for this kind of recognition to be effective, it must follow certain guidelines. Otherwise, it is
in danger of becoming partisan, random or plain useless.

* Every employee who fits the norm must be eligible for praise.
* Recognition is useless if employees do not know what behavior is being rewarded. Therefore,
it is important to communicate the purpose and the reason behind the award.

* Recognition should be timely. It should occur at a fixed time (annual appraisal) or as close to a
particular event as possible. There is significance in all these.

* Ground rules must be spelled out in advance and there must be complete transparency in the
process of choosing the employees who deserve recognition.

Employee recognition is expressed in a number of ways. Some companies believe in handing out
bonuses. But, what with the economic recession and the amount of money involved, many
companies shy away from bonuses. Besides, bonuses cannot be paid in public and are therefore
not a public display of appreciation.

Many companies use awards to express their appreciation for deserving employees. Awards are
not very costly but they are very effective in communicating employee recognition. These
awards, medals or plaques must be in keeping with the stature of the company and the
achievement of the recipient. Most companies etch their logo, message and name on the award.
The name of the receiver is also mentioned. High quality awards and plaques are valued by
receivers.

Recognition boosts morale and improves the work environment. A rewarding environment is the
best way for employees to thrive and do their best. Providing it is as much a duty as a priority of
employers who want the best from their subordinates. If you do not give appreciation where it is
due, you will see one of two things: drain of employees or drain of motivation!

Employee recognition is not just a nice thing to do for people. Employee recognition is a
communication tool that reinforces and rewards the most important outcomes people create for
your business. When you recognize people effectively, you reinforce, with your chosen means of
recognition, the actions and behaviors you most want to see people repeat. An effective
employee recognition system is simple, immediate, and powerfully reinforcing.
When you consider employee recognition processes, you need to develop recognition that is
equally powerful for both the organization and the employee. You must address five important
issues if you want the recognition you offer to be viewed as motivating and rewarding by your
employees and important for the success of your organization.

The Five Most Important Tips for Effective Recognition

You need to establish criteria for what performance or contribution constitutes readable behavior
or actions.

• All employees must be eligible for the recognition.

• The recognition must supply the employer and employee with specific information about
what behaviors or actions are being rewarded and recognized.

• Anyone who then performs at the level or standard stated in the criteria receives the
reward.

• The recognition should occur as close to the performance of the actions as possible, so
the recognition reinforces behavior the employer wants to encourage.

• You don't want to design a process in which managers "select" the people to receive
recognition. This type of process will be viewed forever as "favoritism" or talked about as
"it's your turn to get recognized this month." This is why processes that single out an
individual, such as "Employee of the Month," are rarely effective.
A Working Example of Successful Recognition

A client company established criteria for rewarding employees. Criteria included such activities
as contributing to company success serving a customer without being asked to help by a
supervisor. Each employee, who meets the stated criteria, receives a thank you note, hand-
written by the supervisor. The note spells out exactly why the employee is receiving the
recognition.

The note includes the opportunity for the employee to "draw" a gift from a box. Gifts range from
fast food restaurant gift certificates and candy to a gold dollar and substantial cash rewards. The
employee draws the reward, so no supervisory interference is perceived. A duplicate of the thank
you note goes into a periodic drawing for even more substantial reward and recognition
opportunities.

In the modern age of outsourcing, telecommuting and ecommerce, employee recognition has
become more important than ever. A company's success is dependent on the ability of these
employees, who are detached from company culture, to perform above and beyond. Additionally,
brick and mortar and office staff are held to a higher standard because of the increased overhead
they represent. With these new challenges, management's ability to motivate beyond the raise
becomes far more complex. If the bricks of a company incentive program are salary, benefits and
vacation, then the cement that binds is employee recognition gifts.

The staff of a company or organization produces the products and services that support the very
existence of the entity. The work that is done by the employee and the resulting satisfaction or
dissatisfaction of management is not always associated with each other. This detachment is
compounded in the case of remote and outsourced employees. In those cases, a small gift for
reaching a goal would go a long way to let staff members know their work is recognized and
appreciated. Popular giveaways include desk items such as stationery sets that feature phrases of
praise, coffee mugs with verses of appreciation, or any number of promotional products.

Increases in pay and benefits are hard to come by in today's economy. Companies and
organizations need to reward their staff's dedication in ways that alleviate the frustration that
results from long increase draughts. Gifts of a higher perceived value distributed during a
company picnic or holiday party could help communicate the appreciation without translating
into increased overhead. Products that have been promoted through late night telemarketing are
perfect candidates, fleece blankets, unique coffee mugs, multifunction bags, and useful tool kits
are just some of the gifts that employees will recognize and appreciate.

A happy employee can translate into happier, more satisfied customers. With the advent of the
Internet and e-commerce, customers have become much less loyal. Often times, a company has
just one shot to impress a customer or prospective client, and that impression is delivered by staff
members, and it's integral that the employee convey a positive attitude. Fun, motivational, and
team building gifts like stress balls and wall calendars can serve as reminders to continue strong
performance and strive to meet goals. The fact that the reminder is delivered as a gift or reward
strengthens the message of achievement while recognizing the efforts of the staff.

Secrets of Successful Employee Recognition

By Bob Nelson:

Although money is important, you can get potentially more benefit from forms
of recognition that are personal, creative and fun.

You get what you reward" is a common-sense notion that is not common practice in most
organizations today. When rewards are used, financial incentives are the major focus. In fact,
most managers feel that all employees want is more money.

While money can be an important way of letting workers know their worth to the company, it
tends not to be a sustaining motivational force to most individuals. In other words, salary raises
and bonuses are nice, but they seldom motivate people to do their best on the job on an ongoing
basis. Daily excitement for people's work is influenced more by how they are treated in the
workplace-that is, by the softer side of management more than by what they are paid.

Money also has limitations as a motivator because in most organizations performance reviews-
and corresponding raises-occur annually. To inspire employees, managers must recognize
achievements and progress toward goals much more frequently than once a year. In fact,
recognizing and rewarding performance should take place on a daily basis.

Intangible rewards work best

What tends to motivate workers the most are such intangibles as being appreciated for the work
they've done, being kept informed about things that affect them and having a sympathetic
manager who takes the time to listen to them. In a research study of 1,500 employees in a variety
of work settings, Gerald Graham, professor of management at Wichita State University, also
found that money was not a top motivator. Personalized, instant recognition from managers was
reported to be the most motivating incentive of 65 potential incentives he evaluated. But 58
percent of employees reported that they seldom, if ever, received such personal thanks from their
managers. Second was a letter of praise for good performance written by the manager.

In the 1994 National Study of the Changing Workforce conducted by the Families and Work
Institute of New York, "open communication" was ranked highest by respondents when asked to
list items they consider to be "very important" in deciding to take their current job. Staffing
company Robert Half International recently reported that the No. 1 reason employees give for
leaving companies is a lack of praise and recognition. These findings support the belief that how
employees are treated-and appreciated-has a significant impact on their motivation.

No-cost recognition that works

Having learned that employees are motivated by intangible rewards, companies would be wise to
consider the power and possibilities of no-cost job recognition when trying to motivate
employees to do their best. Many no-cost methods that probably will be most effective can also
be part of most jobs in the workplace. I remember some of the best methods by the first letter of
the word "intangible," which I call "The Power of I's."
Interesting work. Employees should have at least part of their job be of great interest to them.
As management theorist Frederick Herzberg once said, "If you want someone to do a good job,
give them a good job to do." While some jobs may be inherently boring, you can provide
employees with at least one stimulating task or project. Name them to a suggestion committee
that meets weekly, or to some other special group. The increased productivity will more than
compensate for the time away from their regular job.
Information/communication/feedback. As previously pointed out, now more than ever
employees want information. They crave knowledge about how they are doing in their jobs and
how the company is doing in its business. Start telling them how the company makes and spends
money. Soon you will have them turning out the lights when they are the last to leave the room.
Involvement/ownership in decisions. Involving employees-especially in decisions that affect
them-is both respectful to them and practical. People who are closest to the problem or customer
typically have the best insight on how to improve a situation. They know what works and what
doesn't, yet they are rarely asked for their opinion. As you involve others, you enhance their
commitment and increase the ease in implementing changes.
Independence/autonomy/flexibility. Most employees-especially experienced, top-performing
employees-value the freedom to do their job as they see fit. All employees, however, appreciate
flexibility in their job. When you provide these characteristics to employees based on desired
performance, it increases the likelihood that they will perform as desired. Even with new
employees, you can provide work assignments in a way that tells them what needs to be done
without dictating exactly how to do it.
Increased visibility, opportunity. For some workers, providing them with visibility is a public
way of giving them credit for their work. This can be achieved in many ways, such as copying a
letter of praise for others in the organization, having the person stand to be acknowledged at a
staff meeting, putting his or her picture on a "wall of fame" in your company and so forth.
Likewise, a new assignment or additional responsibilities extended as recognition for past
performance also motivates most employees.

Rewards should be simple yet creative

In addition to the types of no-cost recognition that can be built into an individual's job,
management should also administer low-cost rewards designed to encourage employees to excel.
To heighten their effectiveness, these intangible rewards should be granted frequently and should
be personal and creative.

The key word is "creative." Take time to find out what specifically motivates and excites each
employee, and then do your best to make those things happen. When one of your employees has
put in extra effort on a key project or met a particular goal, recognize the accomplishment
immediately in a unique and memorable way. The more creative and innovative you are with the
reward, the more fun it will be for the employee, others in the organization and you.

The ideas for creative rewards are endless. For example, Hewlett-Packard has adopted a Golden
Banana Award. It came about when a company engineer burst into his manager's office in Palo
Alto, California, to announce he'd just found the solution to a problem the group had been
struggling with for many weeks. His manager quickly groped around his desk for some item to
acknowledge the accomplishment and ended up handing the employee a banana from his lunch
with the words: "Well done! Congratulations!" At first, the employee was puzzled, but over time
the Golden Banana Award became one of the most prestigious honors bestowed on an inventive
employee.

At Walt Disney World in Orlando, Florida, one of the company's 180 recognition programs is
called the Spirit of Fred Award, named for an employee called Fred. When Fred first went from
an hourly to a salaried position, five people taught him the values necessary for success at
Disney. This helped to inspire the award, in which the name Fred became an acronym for
friendly, resourceful, enthusiastic and dependable. First given as a lark, the award has come to be
highly coveted in the organization. Fred makes each award-a certificate mounted on a plaque-as
well as The Lifetime Fred Award, a bronze statuette of Mickey Mouse given to multiple
recipients of the Spirit of Fred Award.

AT&T Universal Card Services in Jacksonville, Florida, uses the World of Thanks award as one
of more than 40 recognition and reward programs. It's a pad of colored papers shaped like a
globe with "Thank You" written all over it in different languages. Anyone in the company can
write a message of thanks to someone else and send it to that person. The program has been
extremely popular-in four years they have used more than 130,000 such notes.

There are hundreds of ideas for you to consider that are creative and simple to implement. For
example, you could:
 Write a letter to the employee's family telling them about the employee's recent feat and what it
means to you and the company.
Arrange for a top manager in your company to have a recognition lunch with the employee or
have the company president call the employee to thank him or her personally for a job well done.

Find out what an employee's hobby is and purchase a small gift that relates to that hobby.
Dedicate the parking space closest to the building entrance to the outstanding employee of the
month.
Create a "Wall of Fame" to honor high achievers and special achievements in your
organization.

Ideas like these are limited only by your imagination, time and creativity. Not only will such
rewards single out exceptional employees in a unique fashion, they will also create a positive
story that the employee will tell others over and over again. Friends, family and co-workers will
get to hear about the individual's achievement and what the company did to celebrate it.

Making successful recognition efforts stick

Planning and implementing effective recognition programs is only the first step in achieving
long-term results. Managers cannot stop at rewarding the desired behavior. They must strive to
help make these new behaviors become permanent in the workplace. Instituting the types of
frequent, personal recognition already discussed is instrumental in encouraging a lasting change,
but you can take other measures to help encourage employees to perform consistently at this
heightened level.
Keep communicating about the topic. Publish articles about continued results and examples of
successes in your company publication or call them out publicly in departmental or company
meetings. For instance, employee suggestions can continue to be highlighted by noting company
savings from each suggestion or by interviewing top suggestors to encourage role modeling. In
addition, be sure to have management individually thank employees who have continued to
perform as desired.
Provide ongoing training. Emphasize the new behaviors in orientation and training programs.
For example, at the end of a companywide quality initiative, be sure the topic of quality is
adequately covered in the new employee-orientation program as a value that is of the utmost
importance to the company. Make sure training programs are established to continue to promote
the desired skills in practice and to train employees who change jobs or are new to the
organization.
Align policies and procedures to support new behaviors. Nothing kills advances made by a
recognition program faster than organizational systems that do not support the desired behavior.
For example, if you just finished a program that rewarded your sales team for focusing on larger
customers, make sure the company's invoicing system and shipping practices are geared toward
serving large customers as well.
Hire and promote based on the value highlighted in the recognition program. To perpetuate a
desired behavior, make it become a value for the organization upon which hiring and promotions
are based. For example, at Disney they hire employees who are people-oriented for almost every
position in the organization. By hiring based upon that value, they find it easier to deliver better
service to customers and perpetuate the service value in their organizational culture. A truly
integrated value should also become part of employee performance reviews.
Build upon past programs. Build and learn from the recognition program you just finished to
launch a follow-up program. For example, turn end-of-program awards into a tradition by
creating annual awards based on the criteria of the initial recognition program. Or, if you just had
a successful program to promote improved customer service, shift the emphasis to focus on
improved internal service between departments.

Rewarding employees for their exceptional work is critical for keeping them motivated to want
to do their best. Although money is important, you can get potentially more benefit from forms
of recognition that are personal, creative and fun. Try such rewards for yourself to see the pride,
enthusiasm-and motivation-that can be generated.

About the author

Bob Nelson is vice president of Blanchard Training and Development Inc. in San Diego and
author of 1001 Ways to Reward Employees (Workman) and Managing for Dummies (IDG Books
Worldwide). He is a Ph.D. candidate in the Executive Management Program at the Claremont
Graduate School in Los Angeles and frequently addresses organizations, conferences and
associations about how best to motivate today's employees.

For more information, Nelson can be reached directly at (800) 728-6000, ext. 5293.

Seven Simple Insights for Motivating Employees

You get what you reward. Be sure you have clearly defined what you want to get, then use
rewards and recognition to move toward those goals.
Understand what motivates your employees. What is motivating to individuals varies from
person to person. To be on target, ask employees what they want.
The most motivating rewards take little or no money. Try a sincere "thank you," providing
information and involvement in decision making-especially if it affects employees.
Everyone wants to be appreciated. Competent people, quiet people, even managers want to
know that what they are doing is important and meaningful.
All behavior is controlled by its consequences. Positive consequences will lead most quickly to
desired behavior and enhanced results.
Management is what you do with people, not to them. Tell employees what you want to do and
why. By involving them, you will gain their commitment and support more easily.
Common sense is often not common practice. It's not what you believe or say-it's what you do.
Practice recognizing people and their achievements on a daily basis.

Why employee recognition is so important

By Kim Harrison,
Employee recognition is the timely, informal or formal acknowledgement of a person’s or team’s
behavior, effort or business result that supports the organization’s goals and values, and which
has clearly been beyond normal expectations.

To be really effective in your job, you need to understand the psychology of praising others for
their good work, to apply the principles of employee recognition yourself and to encourage
others to initiate it in their working relationships.
Appreciation is a fundamental human need. Employees respond to appreciation expressed
through recognition of their good work because it confirms their work is valued. When
employees and their work are valued, their satisfaction and productivity rises, and they are
motivated to maintain or improve their good work.

Praise and recognition are essential to an outstanding workplace. People want to be respected
and valued for their contribution. Everyone feels the need to be recognized as an individual or
member of a group and to feel a sense of achievement for work well done or even for a valiant
effort. Everyone wants a ‘pat on the back’ to make them feel good.

There are two aspects to employee recognition. The first aspect is to actually see, identify or
realize an opportunity to praise someone. If you are not in a receptive frame of mind you can
easily pass over many such opportunities. This happens all too frequently. The other aspect of
employee recognition is, of course, the physical act of doing something to acknowledge and
praise people for their good work.

As a PR practitioner, why should you get involved in employee recognition? Firstly, because you
can use the principles to great effect in your own working relationships (and personal
relationships).

Secondly, because employee recognition has a huge communication component! Recognizing

people for their good work sends an extremely powerful message to the recipient, their work
team and other employees through the grapevine and formal communication channels. Employee
recognition is therefore a potent communication technique.

Employee recognition isn’t rocket science – it is an obvious thing to do. Despite the
unquestioned benefits arising from employee recognition, one of the mysteries of the workplace
is that recognition invariably is done badly, if done at all. Managers need reinforcing and
coaching. Employee recognition remains an undervalued management technique.

One thing you can do is to ensure there are questions on employee recognition in your
organization’s employee surveys. The results can be used to prove the need for greater employee
recognition.
Surveys conducted by Sirota Consulting have revealed that only 51% of workers were satisfied
with the recognition they received after a job well done.1 This figure is as conclusive as you
could get – it has been reached from interviewing 2.5 million employees in 237 private, public
and not-for-profit organizations in 89 countries around the world in the ten years to 2003.

Cost-benefit analysis of employee recognition

The cost of a recognition system is quite small and the benefits are large when implemented
effectively. Meta-analysis conducted by the Gallup Organization in 2003 of the results from
10,000 business units in 30 industries found [a meta-analysis is the statistical analysis of results
across more than one study]:

Benefits

• Increased individual productivity – the act of recognizing desired behavior increases the
repetition of the desired behavior, and therefore productivity. This is classic behavioral
psychology. The reinforced behavior supports the organization’s mission and key
performance indicator

• Greater employee satisfaction and enjoyment of work - more time spent focusing on the
job and less time complaining.

• Direct performance feedback for individuals and teams is provided.

• Higher loyalty and satisfaction scores from customers.

• Teamwork between employees is enhanced.

• Retention of quality employees increases – lower employee turnover.

• Better safety records and fewer accidents on the job.

• Lower negative effects such as absenteeism and stress.

Costs
• Time spent in designing and implementing the program.
 • Time taken to give recognition.

• Dollar cost of the recognition items given

• Time and cost of teaching people how to give recognition.

• Costs of introducing a new process. 2

Measurable improvement in profitability

Measuring the direct impact on profitability is difficult because it is only one of many factors
influencing employees in every workplace. However, case studies make a persuasive case that
bottom line benefits have been achieved through recognition schemes. The Walt Disney World
Resort established an employee recognition program that resulted in a 15% increase in staff
satisfaction with their day-to-day recognition by their immediate supervisors. These results
correlated highly with high guest-satisfaction scores, which showed a strong intent to return, and
therefore directly flowed to increased profitability.

Likewise, Sears, Roebuck & Co. found for every 5% increase in employee attitude scores, they
saw a 1-3% increase in customer satisfaction and a 0.5% increase in revenue.

On the other hand, the cost of extremely negative or ‘actively disengaged’ workers comprises
about 10% of the US Gross Domestic Product annually, including workplace injury, illness,
employee turnover, absences and fraud.

How you can give employee recognition

Traditionally, employee recognition has not been a core public relations activity, but you can be
a catalyst in your organization. If you are a PR manager, you can initiate it in your area. You
could start doing it discreetly, not even telling others about the change, but doing it and
observing the results.

You can spontaneously praise people – this is highly effective. To many employees, receiving
sincere thanks is more important than receiving something tangible. Employees enjoy
recognition through personal, written, electronic and public praise from those they respect at
work, given in a timely, specific and sincere way.

This day-to-day recognition is the most important type of recognition. Day-to-day recognition
brings the benefit of immediate and powerful reinforcement of desired behavior and sets an
example to other employees of desired behavior that aligns with organizational objectives. It
gives individuals and teams at all levels the opportunity to recognize good work by other
employees and teams, and it also gives the opportunity for them to be recognized on the spot for
their own good work.

Even if you aren’t a manager, you can be alert for opportunities to recognize others and take the
initiative to do something. You can nudge your manager to do more of it and to encourage it in
other departments.

The best formula for recognizing an individual for their efforts is:

• Thank the person by name.

• Specifically state what they did that is being recognized. It is vital to be specific because
it identifies and reinforces the desired behavior.

• Explain how the behavior made you feel (assuming you felt some pride or respect for
their accomplishment!).

• Point out the value added to the team or organization by the behavior.

• Thank the person again by name for their contribution.

Recognition is a key success factor even at higher levels of management. Dr Lawrence

Hrebiniak, Professor of Management in the Wharton School at the University of Pennsylvania,
states, “What’s absolutely critical…is that the organization celebrates success. Those who
perform must be recognized. Their behavior and its results must be reinforced…Managers have
emphasized this point to me time and time again, suggesting that, as basic as it is, it is violated
often enough to become an execution problem…Give positive feedback to those responsible for
execution success and making strategy work.”

Recognizing Employees

Employee Appreciation Makes a Big Difference in Morale

Employees want to feel valued and appreciated yet many managers do not recognize the
importance of employee appreciation.

Few companies could argue that the biggest asset to their organization is the employees. Yet so
many managers fail to show employees the appreciation and recognition they deserve.
Employees are motivated by many different things but feeling appreciated ranks higher on the
list than many managers recognize.

People naturally want to feel valued and appreciated, not only when contributions are significant,
but anytime of the year. Verbal praise and recognition is easy and delivers a big impact.
Likewise, small tokens of appreciation stand as reminders that individuals are indeed
appreciated. These efforts made by managers can quickly improve employee morale.

Recognizing Employees - Worth the Effort

Managers should not take for granted that employees know they are appreciated. While
individuals may know that they were a significant contributor in the last big project, receiving a
compliment about the work, adds more to the accomplishment. Recognition and rewards offered
should come from an employee’s manager. Recognition should be specific and should
immediately follow the accomplishment being recognized.
Recognition and rewards for valued work does not have to be difficult or cost a lot of money.
The more a manager practices the art of appreciation and recognition, the easier it will become.
A personalized note about a specific accomplishment can be a quick and easy way to let a valued
employee know their work was significant.

Employee Appreciation - Make it Personal

Companies should not turn the task of rewards and recognition over to HR or to an administrator.
This will quickly make the program as meaningless as getting a birthday card with a stamped
signature. Appreciation and recognition should be personal and sincere. Managers should look
for opportunities to show appreciation to employees and even encourage employees to recognize
the efforts of their co-workers.

Studies show that most employees do not feel appreciated at work and do not feel that their
contributions are recognized. In fact, many managers do not feel comfortable recognizing
employee’s efforts and some managers who want to do a better job with recognition simply do
not know where to start. Starting small is a good first step and seeing the positive effects of the
efforts may create a snowball effect.

Bob Nelson, a leading expert on employee recognition and author of the bestselling book, '1001
Ways to Reward Employees' (Workman Publishing, 2005), suggests, “Some of the best forms of
recognition (personal or written praise, public recognition, positive voicemail or e-mail
messages, etc.) require very little time to do.” In the article, “Personalizing Recognition," Nelson
recommends establishing a specific place to display positive notes and encouraging everyone to
post feedback about their co-workers.

Rewards and recognition can even become a more formal program within an organization.
Implementing a rewards and recognition program can be easy or can start small and get bigger or
more significant as time goes on. Ask employees for ideas and implement any of those ideas that
are plausible.
Summary:

So keeping employees happy should be a priority for every organization. Recognizing employees
for their efforts and contributions can really increase morale and make a big impact on any
organization. With little effort and no upfront costs, taking the time to recognize and appreciate
employees for their contributions is something that managers can start right away with
significant effects.
 DATA ANALYSIS

1. How far the employees are beneficial by the recognization process?

A. Very good extent
B. To some extent
C. No extent

options No of responses Percentage of responses

Very good extent 65 65

To some extent 20 20

No extent 15 15

total 100 100

 No of responses

Very good extent

To some extent
No extent
total

INTERPRETATION:Most 65% of the employees are beneficial by the recognization

process in the organizatation upto very good extent,25% of the employees upto to
some extent,15% of the employees upto no extent.

2. How the organization recognizes its employees?

A. Desired behavior
B. Excellent performance
C. Monetary rewards
D. Non monetary rewards

options No of responses Percentage of responses

Desired behaviour 46

Excellent performance 34 34

Monetary rewaeds 10 10

Non monetary rewards 10 10

total 100 100

INTERPRETATION: Most 46% of the employees responded that the organization is
recognizing the employees through desired behavior, , 34% of them responded to
excellent performance, , and 10% of them responded to monetary rewards, and
10% to non monetary reward.

3. Are the employees satisfied by the employee recognization process at the company?
A. Yes
B. No

options No of responses Percentage of responses

Yes 55 55

No 45 45

total 100 100

INTERPRETATION: Most 55% of the employees satisfied by the employee
recognization process at the company, 45% of them not responded to the process.
4. Any changes the organization implements with the recognization process?
a. Yes
b. No

Options No of responses Percentage of responses

Yes 45 45

No 55 55

total 100 100

INTERPRETATION: Most 45% of the company changes the organization

implements with the recognization process,55% of the companies will not change
the organization implements with the recognization process.
5. To what extent the company improves morale and work environment through recognization
process.
A. To a large extent
B. To some extent
C. No extent

options No of responses Percentage of responses

To a large extent 35 35

To some extent 35 35

No extent 30 30

Total 100 100

INTERPRETATION: Most 35% of the company’s improves morale and work
environment through recognization process, 35% of them to some extent, and 30%
of them to no extent.

6. Do the company take into consideration all the employees/some employees in the
recognization process?
A. all employees
B. some employees

Options No of responses Percentage of responses

All employees 75 75

Some employees 25 25

Total 100 100

INTEREPRETATION: Most 75% of the company’s take into consideration all the
employees in the recognization process, 25% of the some employees into
recognization process.

7. How far the employees responded that the recognization process is effective for both the
recognization and employees.
A. to large extent
B. to some extent
C. to no extent

Options No of responses Percentage of responses

To large extent 45 45

To some extent 30 30

To no extent 25 25

total 100 100

INTERPRETATION:Most 45% of the employees responded to large extent that the
recognization process is effective for both the recognization and employees,30% employees to
some extent,25% of the employees to no extent.

8. Is the organization providing regular reorganization programmes in the current year?

A. yes
B. no

Options No of responses Percentage of responses

Yes 45 45
No 55 55

total 100 100

INTERPRETATION: : Most 45% of the organizations providing regular

reorganization programmes in the current year,55% of them are not providing.
9. How many reorganization programees are conducted in the organization?
A. Below 10
B. Above 10
C. More than 15

options No of responses Percentage of responses

Below 10 45 45

Above 10 35 35

More than 10 20 20

total 100 100

INTERPRETATION: Most 45% Below 10 companies reorganization programees are

conducted in the organization,35% above 10 companies also conducted,20% more
than 10 companies conducted.
10. How many employees participated in the recognization process every year?
A. Below 10
B. Above 10
C. Above 15

Options No of responses Percentage of responses

Below 10 35 35

Above 10 45 45

Above 15 20 20

total 100 100

INTERPRETATION:Most 35% below 10 employees participated in the recognization process
every year,45% above 10 employees will participate,20% above 15 employees will participate in
yhe recognozatation process.

11. Do the organization provide updated information regularly to the employees

Regarding the recognization process or any related information to it?
A. yes
B. no

Options No of responses Percentage of responses

Yes 70 70

No 30 30

total 100 100

INTERPRETATION: : Most 75% organization will provide updated information
regularly to the employees regarding the recognization process or any related
information to it,30% of the organization will not provide updated information
regularly to the employees regarding the recognization process or any related
information to it.

12. Do the company participate any six sigma for error control?
A. yes
B. no
options No of responses Percentage of responses

Yes 65 65

No 35 35

total 100 100

INTERPRETATION: Most 65% of the companies will participate any six sigma for
error control,35% of the companies not participate any six sigma for error control.
13. Do the company use any benchmarking process?
A. yes
B. no

options No of responses Percentage of responses

Yes 55 55

No 45 45

total 100 100

INTERPRETATION: Most 55% of the companies use benchmarking process,45%

of the companies will not use benchmarking process.
14. Do the organization provide right environment to apply the knowledge from new
recognizatoin programs to the job?
A. yes
B. no

Options No fo responses Percentage of responses

Yes 65 65

No 35 35

Total 100 100

INTERPRETATION: Most 65% the organization provide right environment to apply
the knowledge from new recognizatoin programs to the job,35% of organization
will not provide right environment to apply the knowledge from new recognizatoin
programs to the job.

15. Are the employees provided feedback regularly regarding the process taken there?
A. yes
B. no

options No of responses Percentage of responses

Yes 85 85

No 15 15

Total 100 100

INTERPRETATION: Most 85% of the employees provided feedback regularly
regarding the process taken there,15% of the employees will not provide feedback
regularly regarding the process taken there.

16. what is the method of feedback given to the employees?

A. Formal
B. Informal

Options No of responses Percentage of responses

Formal 65 65
Informal 35 35

Total 100 100

INTERPRETATION: Most 60% of the companies give formal method of feedback to

the employees,35% of the companies give informal method of feedback to the
employees.
17. Are the employees trained regarding any issues based on the feedback in recognization
process?
A. yes
B. no

Options No of responses Percentage of responses

Yes 70 70

No 30 30

Total 100 100

INTERPRETATION: 70% of the employees trained regarding any issues based on

the feedback in recognization process,30% of the employees are not trained
regarding any issues based on the feedback in recognization process.
 FINDINGS

 Employee likes receive recognition as both in person and as group

 Most of the employee says that they are clear about employee recognition
system produced before commencement.
 The company provided right kind of climate to implement new ideas and
methods as a motivational tool to employees in the company.
 Employee expectations on the employee recognition procedures at
SANNARI SOFT WARE SOLUTIONS is to recognize, motivation, and pay
according to performance
 Employee recognition is needed to improve employee recognition
procedure.
 Most Employees satisfied with the employee recognition in SANNARI SOFT
WARE SOLUTIONS.
 The employee says that company recognition system is giving the accurate
information for the ratings.
 Most of employees received recognitions as awards and some respondents
say that they receive promotions as best recognition.
 Majority of the employees says that appreciation and motivation will be
given in terms of recognition for their performance and to perform will.

Thanks for your cooperation.