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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

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


K.S. Rangasamy College of Arts & Science
Tiruchengode – 637 215.

April 2009

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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

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Principal

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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.

Place: Tiruchengode Signature


Date: LAKSHMI RAJAN.A.R
Reg. No. 07BIA1034

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ACKNOWLEDGEMENT

It is my privilege and great pleasure to express to my sincere and


heart full thanks to Lion. Dr.K.S.RAGNSAMY, MJF, founder and
Chairman of K.S.RANGASAMY Educational Institutions,
Tiruchengode for giving me such a great opportunity to study in this
prestigious institution.

I extend my thanks to Smt. KAVITHAA SRINIVASAN, M.A,.


M.B.A., Executive Director, K.S.RANGASAMY College of Arts
and Science, for providing me an opportunity to undertake the
project.

I am indebted to Dr. N. KANNAN M.Sc., Ph.D., Principal,


K.S.RANGASAMY College of Arts and Science, for his constant
encouragement and valuable guidance throughout the study.

I express my sincere and heart full thanks to Prof.


Dr. K. ELANGCHEZHIAN M.B.A., Ph.D., Director,
K.S.RANGASAMY Business School, for his constant encouragement
and valuable guidance throughout the study.

I sincerely thank Mr. T. R. RAMESH CHANDRA BABU, M.Com,


MBA, HOD, K.S.RANGASAMY Business School, for his suggestions
and support

I extent my heart full thanks to the Project coordinator


Dr.K.V.KANNAN, M.B.A., MFT., Ph.D., Senior faculty,

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K.S.RANGASAMY Business School, who is also my internal guide,
for encouragement and proper guidance that helped me to complete
my project.

I wish to express my profound gratitude to Mr. G. RAJENDRAN.


CHAIRMAN (GRT Hotels and Resorts), for having given me an
opportunity to do my project report at their esteemed organization.

I am really grateful to all faculties of K.S.RANGASAMY Business


School for their necessary guidance and support throughout my
project.

Finally, I thank my Parents for their love, affection and support


which helped in the successful completion of this project work.

Lakshmi Rajan.A.R
(07BIA1034)

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Chapter
Particulars Page No.
No.

Synopsis 7

Introduction
 Introduction to the Organization 8
1.
 Introduction to the Project 10
12
 Scope of the Study
2. Review of Literature 13

3. Objectives 15

Research Methodology 16
4.
Limitations 17

5. Data Analysis and Interpretation 18

6. Findings and Suggestions 76

7. Conclusion 78

Annexure
 Questionnaire(s) 79

Bibliography and Webiliography 82

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Synopsis
The project titled “A Study on employee recognition programme” was carried out for the
hotel GRT Grand in Chennai. The project work aims to identify the satisfaction level of
employees towards existing recognition programme. It also aims to know expectation of
employees towards employee recognition programme. The project also aims to measure the
relationship existing between years of experience with satisfaction level of employees towards
recognition programme and relationship existing between grades of employees with satisfaction
level of employees towards recognition programme.
Descriptive study is the type of research design used for carrying out the research.
Primary data collected with the help of well structured questionnaire comprising both open and
closed ended question. All the 316 employees have been conducted with the research survey.
Appropriate statistical tools were used for data analysis.
Based on the analysis findings were arrived at suitable suggestions were given.

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Introduction to the Organization

GRT Hotels and Resorts


GRT Hotels & Resorts is promoted by G R Thanga Maligai (GRT), South India's
leading jewelers established in 1964 by Mr. G. Rajendran.

GRT having diversified into the hospitality industry currently has properties in Chennai,
Madurai, Pondicherry, Mamallapuram, Kanchipuram and Yercaud India and offers a complete
end to end hospitality solution for business and leisure.

GRT Grand

GRT Grand is the 4-Star Business Hotel in Chennai, with all the facilities and ambience
of a 5-Star hotel. Strategically located in the center of Chennai city, GRT Grand combines
international standards of efficiency with renowned south Indian hospitality.
• First Indian hotel to receive ISO 9001 - 2000, ISO 14001 - 2004 and HACCP
certification
GRT Grand offers the best of residential and non-residential banquet and conferencing
facilities. With a wide range of well-equipped banquet halls and seminar rooms at the hotel as
well as the convention center, GRT Grand is the perfect venue for interviews, seminars,
weddings and parties.

Mission statement of GRT Grand


“Strives to ensure ultimate guest satisfaction through our ‘jewel box values’ of quality,
value for money, personalized service, comfortable ambience and consistency through our
committed professional team to be the best 4 star hotel in the country”.

Mission statement of HR department


“Human Resources Department strives to achieve the organizational goals and ultimate
employee satisfaction through SMILE – SUPPORT, MOTIVATE, INTEGRATE, LEAD AND

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EMPOWER with Effective communication, Team work and Continual Training and
Development, for the betterment of the society”.

Recruitment:
Step 1 functional head will fill up employee requisition form and get unit heads approval and
forward to human resources department.
Step 2 human resources head ensure the manpower requirement.
Step 3 human resources head consult with functional head and vice president.
Step 4 decide on mode of recruitment (consultants, campus, advertisement in newspaper and
magazine, existing data bank and walk-in)
Step 5 Human resources head recommend mode to unit head.
• 1st Round by the HR department
• 2nd Round by the concerned dept head
• 3rd Round will be conducted by the GM on every Wednesdays’ and Fridays’.
Induction:
Following is the induction period for different grades
G (staff level) - 3 days
E (supervisor level) - 3 days
M (managerial level) - 2 weeks
Induction to the selected candidates will be conducted by training department. Product
knowledge, telephone courtesy, grooming standard, fire, safety, security, personal policies, do’s
and don’ts, property tour will be covered in induction.
Performance appraisal:
Supervisor and head of the department do performance appraisal for the respective
department. Performance appraisal is used to motivate and analyze the training and development
need of employees.
Performance appraisal is done bi-annually in the month of April and October. Human
resource department circulate form on 3rd week of March to all head of the department.
Performance appraisal sheet consist of rating for performance level of employee, job
related behavior attributes, information regarding unique contribution of employees, training and

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development need. Reviewing officer recommends for promotion and salary increase based on
the performance of employee. It also consists of personal performance log. Personal performance
log have the details of positive incident, negative incident, unique contribution, attendance
bonus.
Introduction to the Project Work
Employee Recognition
`Employee Recognition' is the application of a scientifically confirmed behavioral
psychology principle that employee performance and retention are strongly linked to consistent,
appropriate positive reinforcement of behavior that promote the organization’s goals. (Positive
reinforcement is the process of choosing and adding a stimulus that increases the likelihood of
the desired behavior occurring in the future.
If you appreciate and encourage your employees when they do something right, they are
likely to repeat this behavior. Other employees who see this are also likely to copy this behavior
with the hope of receiving similar appreciation and recognition.
Recognition can be delivered in a number of ways, but to be truly effective, it should be
in relation with the organizational goal.
Following are the qualities of effective employee recognition.
1. Supports Organizational Goals and Values
2. Sincere and Simple
3. Meaningful
4. Adaptable
5. Relevant
6. Timely
Employee recognition can be used as a tool to attract, retain and motivate
employee. The goal of the programme is to encourage outstanding performance. Employee
recognition programme should be framed in a way that both organizational and individual goals
are met. Attrition rate in hotel industry is likely to double by 2010 i.e. from 25% to 50%, so there
is need for best employee recognition programme to retain employees.
Employee Recognition programme at GRT grand
Monthly attendance incentive
Annual attendance incentive

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Long service award
Star Employee
I Care

Monthly attendance incentive


If an employee is in the regular roll is present on all the working days during the month,
he is being paid Rs.100/- as monthly attendance bonus apart from his weekly offs.

Annual attendance incentive


If an employee gets Monthly Attendance Bonus for all the twelve months during the year
(Jan to Dec), he/ she is being paid Rs. 500/- as annual attendance bonus and a certificate of merit

Long service award


Employees who have completed five years & ten years of continuous service from the
date of appointment will be given a certificate and a cash award of Rs. 5000/- & Rs.15000/-
respectively

Star employee
Quarterly star employee of the department is awarded to staff and supervisor. Quarterly
star executive of the hotel is awarded to executives.
Parameters for judging award will be based on the personal performance log maintained
by the department. Positive and negative incident are maintained in the performance log. For
every incident 1 point will be added and every negative incident 1 point will be detected. The
person who have maximum point will be awarded star employee. Department head make own
criteria for star employee. Peer to select star employee is department head, HR head and unit
head. Star employee will be awarded a certificate and food voucher for Rs 1000 or 5 buffet.

I Care
I Care is the card, which will be given to employees by superior for best performance.
One I Care card values Rs.25. Amount will be credited to their salary on the basis of number of
cards.

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Above mentioned are the employee recognition programme followed in GRT Grand. This
study will help to know about the expectation of employees towards recognition programme and
satisfaction level of employees towards existing employee recognition programme

Scope of the study


An employee needs constant motivation for continuous performance in an organization.
Now-a-days employees don’t just look for monetary reward but they also give importance for
non monetary rewards in the form of employee recognition programme. It has also been proved
in many research work which has been conducted earlier that the employee recognition
programme play a vital role in motivating and retaining top employees. Since hotel industry is a
part of service sector the employees have to be taken care properly so that they would be taking
care of their customer. Here arises the need for the GRT Grand to know the satisfaction level of
employees towards existing employee recognition programme and to know their expectation
towards various employee recognition programmes. Hence a project work has been carried out to
study the satisfaction level of employees towards existing employee recognition programme and
expectation of employees towards employee recognition programme. This project work help the
organization in knowing the employee expectations and the way in which they can be
recognized, so that they can be retained.

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Review of literature:

Ganesh chella in his article titled “The growing importance of employee recognition

“published in The Hindu dated April 09 2007 say that Firms need to follow explicit means of

recognition, it should be clear to everyone. Employee recognition is when we appreciate and

encourage employee others will imitate to get the same kind of appreciation. Recognition is

based on the culture of the organization. Personality of the founders and CEO determines the

employee recognition. Culture of the country also has an impact of recognition, for example US

client will appreciate project supervisor for his performance but immediate head won’t

appreciate. In India recognition from boss is greater value than peer recognition

Teresa A. Daniel, J.D and Gary S. Metcalf in their article titled “Fundamentals of

employee recognition” published in the website www.emprecgn.com says that Recognition is the

one which people want more than money. It helps to motivate employee, to achieve goal by

reinforcing certain behavior. In US a research has proved that nine out of 10 companies offer

some sort of recognition programme to employees. In 2003 national recognition survey

sponsored by national association for employee recognition (NAER), 87% of t he 413

responding companies reported that they had some form of an employee recognition programme.

Companies hope to achieve a number of results through their programme. Creating positive work

environment was the top reason with 80%. Other goals included Culture of recognition 76%,

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motivating high performance 75%, reinforcing desired behavior 75%, increase employee morale

71%, and decrease turnover 51%. Essential criteria for effective employee recognition are

management commitment, link to bottom line results of the company, recognized value of

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,

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fosters genuine connections and builds a culture of positive recognition in the workplace. It helps

to motivate employee.

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.

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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:

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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.

LIMITATIONS

• The respondents were reluctant to reveal certain information.

• The findings are applicable only for GRT Grand, Chennai.

• Chances of respondents bias are associated.

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Table No 1
Gender
Gender No of respondents % of respondents
Male 284 90
Female 32 10
Total 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.

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Chart no 1

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Table No 2
Age
Age No of respondents % of respondents
Less than 25 81 26
25 – 35 123 39
36 – 45 74 23
46 – 55 33 10
Greater than 55 5 2
Total 316 100

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.

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Chart no 2

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Table No 3
Grade of respondents
Grade No of respondents % of respondents
G (staff level) 242 77
E (executive level) 51 16
M (managerial level) 23 7
Total 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.

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Chart No 3

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Table No 4
Education
Education No of respondents % of respondents
Schooling 75 24
Under graduation 96 30
Post graduation 11 3
Diploma 134 42
Total 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.

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Chart No 4

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Table No 5
Experience of employees at GRT Grand
Experience No of respondents % of respondents
less than 3 months 21 7
3 months - 1 year 77 24
1+ to 3+ years 141 45
4 to 6+ years 49 16
7 to 10 years 28 9
Total 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.

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Chart No 5

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Table no 6
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.

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Chart No 6

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Table no 7
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.

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Chart No 7

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Table no 8
Satisfaction level of employees towards praise from colleagues
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.

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Chart No 8

Table no 9
Satisfaction level of employees towards monthly attendance incentive

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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.

Chart No 9

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Table no 10
Satisfaction level of employees towards annual attendance incentive
Level of satisfaction No of respondents % of respondents
36
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.

Chart No 10

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Table no 11
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

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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.

Chart No 11

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Table no 12
Satisfaction level of employees towards employee of the year
Level of satisfaction No of respondents % of respondents
Highly satisfied 17 5
Satisfied 114 36

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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.

Chart No 12

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Table no 13
Satisfaction level of employees towards I care
Level of satisfaction No of respondents % of respondents
Highly satisfied 79 25
Satisfied 181 57
Neither satisfied nor dissatisfied 33 10
Dissatisfied 17 5

42
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.

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Chart No 13

Table no 14
Satisfaction level of employees towards reward for continuous service
Level of satisfaction No of respondents % of respondents
Highly satisfied 42 13

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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.

Chart No 14

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Table no 15
Level of importance given by employees towards financial aid for higher studies
Level of importance No of respondents % of respondents
Very important 71 23
Important 165 52
Ok 54 17
To some extent 22 7

46
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’.

Chart No 15

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Table no 16
Level of importance given by employees towards work in desired locations
and department
Level of importance No of respondents % of respondents

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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’.

Chart No 16

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Table no 17
Level of importance given by employees towards gift to recognize years of service
Level of importance No of respondents % of respondents

50
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

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Table no 18
Level of imporetance given by employees towards verbal or written recognition for
years of service

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Level of importance No of respondents % of respondents
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

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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

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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’.

Chart No19

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Table no 20
Level of importance given by employees towards department recognition
programme

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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

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Table no 21
Level of importance given by employees towards social outings for best
performers

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Level of importance No of respondents % of respondents
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

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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

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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

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Table no 23
Level of importance given by employees towards promotion for performance
Level of importance No of respondents % of respondents
Very important 93 29

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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

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Table no 24
Level of importance given by employees promotion for seniority
Level of importance No of respondents % of respondents

64
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’.

Chart No 24

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Table no 25
Expectation of employees towards performance to be recognized
Performance No of respondents % of respondents
Individual performance 43 13
Group performance 78 25

66
Both (individual and 195 62
group)
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

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Table no 26
Expectation of employees towards type of recognition

68
Types of recognition No of respondents % of respondents
Face to face 47 15
Recognition letter 74 23
Employee gathering 68 22
All(face to face, recognition 127 40
letter, employee gathering)
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)

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Chart No 26

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Table no 27
Intention of employees towards choosing gifts
Intention No of respondents % of respondents
Interested to choose gifts 289 91
Not interested to choose gifts 27 9
Total 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.

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Chart No 27

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Table no 28
Preference of employees towards mode of recognition
Modes of recognition No of respondents % of respondents
Monetary reward 23 7
Non monetary reward 15 5
Both 278 88
Total 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.

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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

74
satisfied
satisfied nor dissatisfied
dissatisfied
Experience of employees at GRT Grand

<3 11 55 76 21 5
168
months -63.7% -15.6% +32.4% +95.1% +15.8%
3months- 101 249 199 30 37
616
1year -9.1% +4.2% -5.5% -24% +133.6%
1-3+ 214 428 386 82 18
1128
years +5.2% -2.2% +0.1% +13.4% -37.9%
4-6+ 81 157 130 20 4
392
years +14.6% +3.2% -3% -20.4% -60.3%
7-10 49 92 73 9 1
224
years +53.7% +69.2% -79.6% -112.3% -157.6%
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
satisfied satisfied dissatisfied
nor

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dissatisfied
Grade G 309 771 682 114 60
1936
(staff level) -11.5% +2.6% +3.1% -8.1% +20.5%
E
104 148 119 33 4
(supervisor 408
+41.3% -6.5% -14.7% +26.2% -61.9%
level)
M
43 62 63 15 1
(manageria 184
+29.6% -13.2% +0.2% +27.2% -78.9%
l level)
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


 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.

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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

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

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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.

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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
Name : Department: FO/HK/FP/MAINT/HC/FBS/SEC

Age : <25 25-35 Grade : G /E /M

79
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

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3. Please indicate your level of importance with each of the following statement

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

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5. How would you like to receive recognition?

Face to face
Recognition letter in notice board
Employee gathering (annual day)
All the above

6. Are you interested in choosing gifts (employee of the year)?

Yes
No

7. Which mode of recognition you prefer?

Monetary rewards
Non monetary rewards
Both

8. The best form of monetary reward would be

_______________________________________________________________________
_______________________________________________________________________
__

9. The best form of non monetary reward would be

_______________________________________________________________________
_______________________________________________________________________
__

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Bibliography

J .Leslie McKeown 2003 “Retaining top employees”, Tata Mc Graw Hill

Martin fisher 1996 “How to reward your staff”, Kogan Page India Private Limited

Bindu Sridhar, 2008,’Peer recognition program can spark sagging morale’ The Hindu, Dec 17.

Ganesh chella, 2007,’the growing importance of employee recognition ‘The Hindu, April 09

Donald R.Cooper, Pamela S. Schindler “Business Research Methods”, Tata Mc Graw Hill

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Webiliography

Teresa A. Daniel, J.D. and Gary S. Metcalf, Ph.D, “Fundamentals of employee recognition”
<www.cnyshrm.org/recognition/fundamentals>

Kim Smithson, “Value of Impact on Recognition Programs,” <www.motivationonline.com>

Kimberly Smithson, “Middle Management: Your Lifeline to Recognition”


<www.Recognition.Org.>

www.dhrm.virginia.gov/resources/emprechnbk
`

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