“employees attitude towards monitory and non-monitory benifits” at hal(ardc) ltd., bangalore
DESCRIPTION
one of the project on employees attitude towards monitory and non monitory benefits at HAL(ARDC) ltd., which highlights the employees behavior and view towards HAL ltd. this project gives and ease to know the international companies relation and way to handle and appraise employeesTRANSCRIPT
CHAPTER-1
Executive Summary
1
Executive Summary
Monitory amp non-monitory benefits are considered as the most significant and
indispensable tool for an organization It helps to motivate the employees like promotions
career growth training and developmentbonusremuneration etc
The study was decided to be conducted to know the attitude of the employees towards
monitory and non monitory benefits provided by the company and also how it makes
important to the organization
In earlier days there was few monitory and non monitory benefits was practiced by many
organization later according to the latest trend many benefits to the employees in the way
motivation came into existence where it make drastic change to increase the productivity
The main objective of this study is to understand the various monitory and non-monitory
benefits provided by the company and also how the employees response about those
benifits
The entire study has been carried out from the point of both employees and employers
perspective This report represents the importance of the both monitory and the non-
monitory benefits which leads to motivation which is adopted by the HAL
On the basis of responses got through questionnaires data was classifiedtabulatedanalyzed
and interpreted
2
CHAPTER-2
INDUSTRY PROFILE AND COMPANY PROFILE
INDUSTRY PROFILE
3
Aviation industry in india
Aviation industry in india is one of the fastest growing aviation industries in the world
With the liberalization of the Indian aviation sector aviation industry in India has
undergone a rapid transformation From being primarily a government-owned industry the
Indian aviation industry is now dominated by privately owned full service airlines and low
cost carriers Private airlines account for around 75 share of the domestic aviation market
Earlier air travel was a privilege only a few could afford but today air travel has become
much cheaper and can be afforded by a large number of people
The origin of Indian civil aviation industry can be traced back to 1912 when the first air
flight between Karachi and Delhi was started by the Indian State Air Services in
collaboration with the UK based Imperial Airways It was an extension of London-Karachi
flight of the Imperial Airways However the actual instigation of India Aviation Industry
was in the form of Tata Airline by JRD Tata in 1932 He was also the first Indian to get an
A-License In 1946 Tata Airlines was transformed into Air India At the dawn of
independence India had nine air transport companies providing both cargo and passenger
services
At the time of independence nine air transport companies were carrying both air cargo
and passengers These were Tata Airlines Indian National Airways Air service of India
Deccan Airways Ambica Airways Bharat Airways Orient Airways and Mistry Airways
After partition Orient Airways shifted to Pakistan
In early 1948 Government of India established a joint sector company Air India
International Ltd in collaboration with Air India (earlier Tata Airline) with a capital of Rs 2
crore and a fleet of three Lockheed constellation aircraft The inaugural flight of Air India
International Ltd took off on June 8 1948 on the Mumbai-London air route The
4
Government nationalized nine airline companies vide the Air Corporations Act 1953
Accordingly it established the Indian Airlines Corporation (IAC) to cater to domestic air
travel passengers and Air India International (AI) for international air travel passengers The
assets of the existing airline companies were transferred to these two corporations This Act
ensured that IAC and AI had a monopoly over the Indian skies A third government-owned
airline Vayudoot which provided feeder services between smaller cities was merged with
IAC in 1994 These government-owned airlines dominated Indian aviation industry till the
mid-1990s
In April 1990 the Government adopted open-sky policy and allowed air taxi- operators to
operate flights from any airport both on a charter and a non charter basis and to decide their
own flight schedules cargo and passenger fares In 1994 the Indian Government as part of
its open sky policy ended the monopoly of IA and AI in the air transport services by
repealing the Air Corporations Act of 1953 and replacing it with the Air Corporations
(Transfer of Undertaking and Repeal) Act 1994 Private operators were allowed to provide
air transport services Foreign direct investment (FDI) of up to 49 percent equity stake and
NRI (Non Resident Indian) investment of up to 100 percent equity stake were permitted
through the automatic FDI route in the domestic air transport services sector However no
foreign airline could directly or indirectly hold equity in a domestic airline company
By 1995 several private airlines had ventured into the aviation business and accounted for
more than 10 percent of the domestic air traffic These included Jet Airways Sahara NEPC
Airlines East West Airlines ModiLuft Airlines Jagsons Airlines Continental Aviation
and Damania Airways But only Jet Airways and Sahara managed to survive the
competition Meanwhile Indian Airlines which had dominated the Indian air travel
industry began to lose market share to Jet Airways and Sahara Today Indian aviation
industry is dominated by private airlines and these include low cost carriers such as Deccan
Airlines GoAir SpiceJet etc who have made air travel affordable
Airline industry in India is plagued with several problems These include high aviation
turbine fuel (ATF) prices rising labor costs and shortage of skilled labor rapid fleet
expansion and intense price competition among the players But one of the major
challenges facing Indian aviation industry is infrastructure constraint Airport infrastructure
needs to be upgraded rapidly if Indian aviation industry has to continue its success story
5
Some steps have been taken in this direction Two of Indias largest airports-Mumbai and
New Delhi-were privatized recently Two greenfield airports are coming up at Bangalore
and Hyderabad in southern India Investments are pouring into almost all aspects of the
industry including aircraft maintenance pilot training and air cargo services The future
prospects of Indian aviation sector look bright
Indian carriers currently have a fleet size of 310 aircrafts but have 480 aircrafts on order
scheduled for delivery by 2012
Earlier air travel was a privilege only a few could afford but today air travel has become
much cheaper and can be afforded by a large number of people Furthermore the price of
aviation turbine fuel (ATF) crashed drastically in December 2008 hitting US$ 0665- US$
0789 which is its lowest level since the last four to five years With this move airlines are
likely to prune their airfares considerably Jet Airways the countrys largest private carrier
has slashed domestic fares by 40 per cent and national carrier Air India has announced that it
will cut basic fares anywhere between 45 per cent and 60 per cent in February 2009 following
a drop in ATF prices
India has jumped to 9th position in worlds aviation market from 12th in 2006 The scheduled
domestic air services are now available from 82 airports as against 75 in 2006
Further Kapil Kaul CEO India amp Middle East Centre for Asia Pacific Aviation has said
Indias civil aviation passenger growth at 20 per cent is among the highest in the world The
sector is slated to cruise far ahead of other Asian giants like China or even strong economies
like France and Australia The number of passengers who will be airborne by 2020 is a
whopping 400 million
Potential for Growth
According to recent estimates by The International Air Transport Association (IATA) India
is likely to be a significant player in the global civil aviation business which was estimated at
US$ 56 billion in 2008
The Indian Civil Aviation market grew at a compound annual growth rate (CAGR) of 18 per
cent and was worth US$ 56 billion in 2008
6
The government is planning to upgrade 45 big and small airports across India For greenfield
airports foreign equity up to 100 per cent is allowed through automatic approvals For
upgrading present airports foreign equity up to 74 per cent is allowed through automatic
approvals and 100 per cent through special permission (from FIPB)
The Centre for Asia Pacific Aviation (CAPA) has forecast that domestic traffic will increase
by 25 per cent to 30 per cent till 2010 and international traffic growth by 15 per cent taking
the total market to more than 100 million passengers by 2010 Indias civil aviation passenger
growth presently at 20 per cent is one of the highest in the world and is expected to surpass
countries like China France and Australia By 2020 400 million Indian passengers are likely
to be airborne
By 2020 Indian airports are expected to handle more than 100 million passengers including
60 million domestic passengers and around 34 million tonnes of cargo per annum
Domestic air traffic is likely to more than double and touch 861 million passengers by 2010
up from 322 million passengers in 2007 states the market research firm PhoCus
Moreover significant measures to propel growth in the civil aviation sector are on the anvil
The government plans to invest US$ 9 billion to modernise existing airports by 2010
The government is also planning to develop around 300 unused airstrips and subsequently
Boeing and Airbus along with Embraer (Brazil) Bombardier (Canada) Sukhoi (Russia)
ATR (France) and BAE System (UK) are now looking at foraying into the Indian jet
market
Top players
Players in Indian aviation industry can be categorized in three groups
Public players
Private players
Start up players
7
There are three public players Air India Indian Airlines and Alliance Air The private
players include Jet Airways Air SaharaParamount airways Go Air Airlines Kingfisher
Airlines Spice Jet Air Deccan and many more The start up players are those which are
planning to enter into the markets Some of them are Omega Air Magic Air Premier Star
Air and MDLR Airlines
COMPANY PROFILE
Hindustan Aeronautics Limited
Aviation is one of the most significant influences of our time and it empowers a nation
with technological strength It is a major tool for economic development and has a
significant role in national security and international relations India has been fortunate to
have launched its Aeronautics industry in 1940 with the establishment of HAL
Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964 The
Company was formed by the merger of Hindustan Aircraft Limited with Aeronautics India
Limited and Aircraft Manufacturing Depot Kanpur
The Company traces its roots to the pioneering efforts of an industrialist with extraordinary
vision the late Seth Walchand Hirachand who set up Hindustan Aircraft Limited at
Bangalore in association with the erstwhile princely State of Mysore in December 1940
The Government of India became a shareholder in March 1941 and took over the
Management in 1942
Today HAL has 19 Production Units and 9 Research and Design Centres in 7 locations in
India The Company has an impressive product track record - 12 types of aircraft
manufactured with in-house R amp D and 14 types produced under license HAL has
manufactured over 3550 aircraft 3600 engines and overhauled over 8150 aircraft and
27300 engines
HAL has been successful in numerous R amp D programs developed for both Defence and
Civil Aviation sectors HAL has made substantial progress in its current projects
Dhruv which is Advanced Light Helicopter (ALH)
8
Tejas - Light Combat Aircraft (LCA)
Intermediate Jet Trainer (IJT)
Various military and civil upgrades
HAL has formed the following Joint Ventures (JVs)
BAeHAL Software Limited
Indo-Russian Aviation Limited (IRAL)
Snecma HAL Aerospace Pvt Ltd
SAMTEL HAL Display System Limited
HALBIT Avionics Pvt Ltd
HAL-Edgewood Technologies Pvt Ltd
INFOTECH HAL Ltd
Apart from these seven other major diversification projects are Industrial Marine Gas
Turbine and Airport Services Several Co-production and Joint Ventures with international
participation are under consideration
HALs supplies services are mainly to Indian Defence Services Coast Guards and Border
Security Forces Transport Aircraft and Helicopters have also been supplied to Airlines as
well as State Governments of India The Company has also achieved a foothold in export in
more than 30 countries having demonstrated its quality and price competitiveness
Awards
HAL has won several International amp National Awards for achievements in RampD
Technology Managerial Performance Exports Energy Conservation Quality and
9
Fulfillment of Social Responsibilities
HAL was awarded the ldquoINTERNATIONAL GOLD MEDAL AWARDrdquo for
Corporate Achievement in Quality and Efficiency at the International Summit (Global
Rating Leaders 2003) London UK by Ms Global Rating UK in conjunction with the
International Information and Marketing Centre (IIMC)
HAL was presented the International - ldquo ARCH OF EUROPE rdquo Award in Gold
Category in recognition for its commitment to Quality Leadership Technology and
Innovation
At the National level HAL won the GOLD TROPHY for excellence in Public
Sector Management instituted by the Standing Conference of Public Enterprises (SCOPE)
PROGRESS
The Company scaled new heights in the financial year 2006-07 with a turnover of
Rs778361 Crores
HAL over the last six decades has grown progressively into an integrated Aerospace
Organisation and has spread its wings to cover various activities in the areas of design
development manufacture and maintenance of advanced fighters piston and jet engine
Trainers commercial aircraft helicopters and the associated aero-engines aircraft systems
equipment and avionics
Present achievements in the area of indigenous design and development are the Advanced
Light Helicopter (ALH-Dhruv) and Intermediate Jet Trainer (IJT) These developments
have helped HAL in establishing a competitive edge among the global aerospace
companies HAL being major Design partner for aircraft and system equipment as well as
for system integration of Light Combat Aircraft (LCA) has made a significant contribution
to its successful development
HALrsquos current major programmes include production of military and civil versions of the
10
ALH Jaguar - the deep penetration strike aircraft Dornier Do-228 - Multi-mission Aircraft
LANCER- the Light Attack Helicopter as well as upgrades of MiG-21 BiS MiG-27M and
Jaguar License manufacture of SU-30 MKI has been launched and the first batch of
indigenously produced SU-30 MKI aircraft has been handed over to the Indian Air Force
Facilities for license production of Advanced Jet Trainer ndash HAWK are being established
The new initiatives in R amp D include Weapon System Integration (WSI) on ALH
development of Light Combat Helicopter (LCH) Combat Air Trainer (CAT) Naval amp
Trainer versions of LCA
HAL has also taken the initiatives for participation in new generation civil passenger
transport aircraft with international partnership aiming to expand its activities in the civil
aviation Sector
Design capabilities state-of-the-art facilities and excellent skill level make HAL a valuable
partner for challenging programmes in Aerospace HALrsquos participation in the outsourcing
programmes of global aerospace Companies like Airbus Boeing BAe Systems Snecma
Rolls Royce etc has established its credibility in the export front
Present initiatives like Lean Management setting up of lsquoCentres of Excellencersquo- world-
class facilities company-wide implementation of ERP and Strategic Alliance with reputed
Global Aerospace Companies will help HAL to march ahead on its mission
OUR MISSION
To become a globally competitive aerospace industry while working as an instrument
for achieving self-reliance in design manufacture and maintenance of aerospace defence
equipment and diversifying to related areas managing the business on commercial lines in a
climate of growing professional competence
OUR VALUES
CUSTOMER SATISFACTION
11
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission We strive to understand our customers needs
and to deliver products and services that fulfill and exceed all their requirements
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities We will
supply products and services that conform to highest standards of design manufacture
reliability maintainability and fitness for use as desired by our customers
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area of
our work
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk-taking experimentation and learning at all levels within the
company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust transparency co-
operation and a sense of belonging We will strive for building empowered teams to work
towards achieving organisational goals
RESPECT FOR THE INDIVIDUAL
We value our people We will treat each other with dignity and respect and strive for
individual growth and realisation of everyones full potential
INTEGRITY
12
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Executive Summary
Monitory amp non-monitory benefits are considered as the most significant and
indispensable tool for an organization It helps to motivate the employees like promotions
career growth training and developmentbonusremuneration etc
The study was decided to be conducted to know the attitude of the employees towards
monitory and non monitory benefits provided by the company and also how it makes
important to the organization
In earlier days there was few monitory and non monitory benefits was practiced by many
organization later according to the latest trend many benefits to the employees in the way
motivation came into existence where it make drastic change to increase the productivity
The main objective of this study is to understand the various monitory and non-monitory
benefits provided by the company and also how the employees response about those
benifits
The entire study has been carried out from the point of both employees and employers
perspective This report represents the importance of the both monitory and the non-
monitory benefits which leads to motivation which is adopted by the HAL
On the basis of responses got through questionnaires data was classifiedtabulatedanalyzed
and interpreted
2
CHAPTER-2
INDUSTRY PROFILE AND COMPANY PROFILE
INDUSTRY PROFILE
3
Aviation industry in india
Aviation industry in india is one of the fastest growing aviation industries in the world
With the liberalization of the Indian aviation sector aviation industry in India has
undergone a rapid transformation From being primarily a government-owned industry the
Indian aviation industry is now dominated by privately owned full service airlines and low
cost carriers Private airlines account for around 75 share of the domestic aviation market
Earlier air travel was a privilege only a few could afford but today air travel has become
much cheaper and can be afforded by a large number of people
The origin of Indian civil aviation industry can be traced back to 1912 when the first air
flight between Karachi and Delhi was started by the Indian State Air Services in
collaboration with the UK based Imperial Airways It was an extension of London-Karachi
flight of the Imperial Airways However the actual instigation of India Aviation Industry
was in the form of Tata Airline by JRD Tata in 1932 He was also the first Indian to get an
A-License In 1946 Tata Airlines was transformed into Air India At the dawn of
independence India had nine air transport companies providing both cargo and passenger
services
At the time of independence nine air transport companies were carrying both air cargo
and passengers These were Tata Airlines Indian National Airways Air service of India
Deccan Airways Ambica Airways Bharat Airways Orient Airways and Mistry Airways
After partition Orient Airways shifted to Pakistan
In early 1948 Government of India established a joint sector company Air India
International Ltd in collaboration with Air India (earlier Tata Airline) with a capital of Rs 2
crore and a fleet of three Lockheed constellation aircraft The inaugural flight of Air India
International Ltd took off on June 8 1948 on the Mumbai-London air route The
4
Government nationalized nine airline companies vide the Air Corporations Act 1953
Accordingly it established the Indian Airlines Corporation (IAC) to cater to domestic air
travel passengers and Air India International (AI) for international air travel passengers The
assets of the existing airline companies were transferred to these two corporations This Act
ensured that IAC and AI had a monopoly over the Indian skies A third government-owned
airline Vayudoot which provided feeder services between smaller cities was merged with
IAC in 1994 These government-owned airlines dominated Indian aviation industry till the
mid-1990s
In April 1990 the Government adopted open-sky policy and allowed air taxi- operators to
operate flights from any airport both on a charter and a non charter basis and to decide their
own flight schedules cargo and passenger fares In 1994 the Indian Government as part of
its open sky policy ended the monopoly of IA and AI in the air transport services by
repealing the Air Corporations Act of 1953 and replacing it with the Air Corporations
(Transfer of Undertaking and Repeal) Act 1994 Private operators were allowed to provide
air transport services Foreign direct investment (FDI) of up to 49 percent equity stake and
NRI (Non Resident Indian) investment of up to 100 percent equity stake were permitted
through the automatic FDI route in the domestic air transport services sector However no
foreign airline could directly or indirectly hold equity in a domestic airline company
By 1995 several private airlines had ventured into the aviation business and accounted for
more than 10 percent of the domestic air traffic These included Jet Airways Sahara NEPC
Airlines East West Airlines ModiLuft Airlines Jagsons Airlines Continental Aviation
and Damania Airways But only Jet Airways and Sahara managed to survive the
competition Meanwhile Indian Airlines which had dominated the Indian air travel
industry began to lose market share to Jet Airways and Sahara Today Indian aviation
industry is dominated by private airlines and these include low cost carriers such as Deccan
Airlines GoAir SpiceJet etc who have made air travel affordable
Airline industry in India is plagued with several problems These include high aviation
turbine fuel (ATF) prices rising labor costs and shortage of skilled labor rapid fleet
expansion and intense price competition among the players But one of the major
challenges facing Indian aviation industry is infrastructure constraint Airport infrastructure
needs to be upgraded rapidly if Indian aviation industry has to continue its success story
5
Some steps have been taken in this direction Two of Indias largest airports-Mumbai and
New Delhi-were privatized recently Two greenfield airports are coming up at Bangalore
and Hyderabad in southern India Investments are pouring into almost all aspects of the
industry including aircraft maintenance pilot training and air cargo services The future
prospects of Indian aviation sector look bright
Indian carriers currently have a fleet size of 310 aircrafts but have 480 aircrafts on order
scheduled for delivery by 2012
Earlier air travel was a privilege only a few could afford but today air travel has become
much cheaper and can be afforded by a large number of people Furthermore the price of
aviation turbine fuel (ATF) crashed drastically in December 2008 hitting US$ 0665- US$
0789 which is its lowest level since the last four to five years With this move airlines are
likely to prune their airfares considerably Jet Airways the countrys largest private carrier
has slashed domestic fares by 40 per cent and national carrier Air India has announced that it
will cut basic fares anywhere between 45 per cent and 60 per cent in February 2009 following
a drop in ATF prices
India has jumped to 9th position in worlds aviation market from 12th in 2006 The scheduled
domestic air services are now available from 82 airports as against 75 in 2006
Further Kapil Kaul CEO India amp Middle East Centre for Asia Pacific Aviation has said
Indias civil aviation passenger growth at 20 per cent is among the highest in the world The
sector is slated to cruise far ahead of other Asian giants like China or even strong economies
like France and Australia The number of passengers who will be airborne by 2020 is a
whopping 400 million
Potential for Growth
According to recent estimates by The International Air Transport Association (IATA) India
is likely to be a significant player in the global civil aviation business which was estimated at
US$ 56 billion in 2008
The Indian Civil Aviation market grew at a compound annual growth rate (CAGR) of 18 per
cent and was worth US$ 56 billion in 2008
6
The government is planning to upgrade 45 big and small airports across India For greenfield
airports foreign equity up to 100 per cent is allowed through automatic approvals For
upgrading present airports foreign equity up to 74 per cent is allowed through automatic
approvals and 100 per cent through special permission (from FIPB)
The Centre for Asia Pacific Aviation (CAPA) has forecast that domestic traffic will increase
by 25 per cent to 30 per cent till 2010 and international traffic growth by 15 per cent taking
the total market to more than 100 million passengers by 2010 Indias civil aviation passenger
growth presently at 20 per cent is one of the highest in the world and is expected to surpass
countries like China France and Australia By 2020 400 million Indian passengers are likely
to be airborne
By 2020 Indian airports are expected to handle more than 100 million passengers including
60 million domestic passengers and around 34 million tonnes of cargo per annum
Domestic air traffic is likely to more than double and touch 861 million passengers by 2010
up from 322 million passengers in 2007 states the market research firm PhoCus
Moreover significant measures to propel growth in the civil aviation sector are on the anvil
The government plans to invest US$ 9 billion to modernise existing airports by 2010
The government is also planning to develop around 300 unused airstrips and subsequently
Boeing and Airbus along with Embraer (Brazil) Bombardier (Canada) Sukhoi (Russia)
ATR (France) and BAE System (UK) are now looking at foraying into the Indian jet
market
Top players
Players in Indian aviation industry can be categorized in three groups
Public players
Private players
Start up players
7
There are three public players Air India Indian Airlines and Alliance Air The private
players include Jet Airways Air SaharaParamount airways Go Air Airlines Kingfisher
Airlines Spice Jet Air Deccan and many more The start up players are those which are
planning to enter into the markets Some of them are Omega Air Magic Air Premier Star
Air and MDLR Airlines
COMPANY PROFILE
Hindustan Aeronautics Limited
Aviation is one of the most significant influences of our time and it empowers a nation
with technological strength It is a major tool for economic development and has a
significant role in national security and international relations India has been fortunate to
have launched its Aeronautics industry in 1940 with the establishment of HAL
Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964 The
Company was formed by the merger of Hindustan Aircraft Limited with Aeronautics India
Limited and Aircraft Manufacturing Depot Kanpur
The Company traces its roots to the pioneering efforts of an industrialist with extraordinary
vision the late Seth Walchand Hirachand who set up Hindustan Aircraft Limited at
Bangalore in association with the erstwhile princely State of Mysore in December 1940
The Government of India became a shareholder in March 1941 and took over the
Management in 1942
Today HAL has 19 Production Units and 9 Research and Design Centres in 7 locations in
India The Company has an impressive product track record - 12 types of aircraft
manufactured with in-house R amp D and 14 types produced under license HAL has
manufactured over 3550 aircraft 3600 engines and overhauled over 8150 aircraft and
27300 engines
HAL has been successful in numerous R amp D programs developed for both Defence and
Civil Aviation sectors HAL has made substantial progress in its current projects
Dhruv which is Advanced Light Helicopter (ALH)
8
Tejas - Light Combat Aircraft (LCA)
Intermediate Jet Trainer (IJT)
Various military and civil upgrades
HAL has formed the following Joint Ventures (JVs)
BAeHAL Software Limited
Indo-Russian Aviation Limited (IRAL)
Snecma HAL Aerospace Pvt Ltd
SAMTEL HAL Display System Limited
HALBIT Avionics Pvt Ltd
HAL-Edgewood Technologies Pvt Ltd
INFOTECH HAL Ltd
Apart from these seven other major diversification projects are Industrial Marine Gas
Turbine and Airport Services Several Co-production and Joint Ventures with international
participation are under consideration
HALs supplies services are mainly to Indian Defence Services Coast Guards and Border
Security Forces Transport Aircraft and Helicopters have also been supplied to Airlines as
well as State Governments of India The Company has also achieved a foothold in export in
more than 30 countries having demonstrated its quality and price competitiveness
Awards
HAL has won several International amp National Awards for achievements in RampD
Technology Managerial Performance Exports Energy Conservation Quality and
9
Fulfillment of Social Responsibilities
HAL was awarded the ldquoINTERNATIONAL GOLD MEDAL AWARDrdquo for
Corporate Achievement in Quality and Efficiency at the International Summit (Global
Rating Leaders 2003) London UK by Ms Global Rating UK in conjunction with the
International Information and Marketing Centre (IIMC)
HAL was presented the International - ldquo ARCH OF EUROPE rdquo Award in Gold
Category in recognition for its commitment to Quality Leadership Technology and
Innovation
At the National level HAL won the GOLD TROPHY for excellence in Public
Sector Management instituted by the Standing Conference of Public Enterprises (SCOPE)
PROGRESS
The Company scaled new heights in the financial year 2006-07 with a turnover of
Rs778361 Crores
HAL over the last six decades has grown progressively into an integrated Aerospace
Organisation and has spread its wings to cover various activities in the areas of design
development manufacture and maintenance of advanced fighters piston and jet engine
Trainers commercial aircraft helicopters and the associated aero-engines aircraft systems
equipment and avionics
Present achievements in the area of indigenous design and development are the Advanced
Light Helicopter (ALH-Dhruv) and Intermediate Jet Trainer (IJT) These developments
have helped HAL in establishing a competitive edge among the global aerospace
companies HAL being major Design partner for aircraft and system equipment as well as
for system integration of Light Combat Aircraft (LCA) has made a significant contribution
to its successful development
HALrsquos current major programmes include production of military and civil versions of the
10
ALH Jaguar - the deep penetration strike aircraft Dornier Do-228 - Multi-mission Aircraft
LANCER- the Light Attack Helicopter as well as upgrades of MiG-21 BiS MiG-27M and
Jaguar License manufacture of SU-30 MKI has been launched and the first batch of
indigenously produced SU-30 MKI aircraft has been handed over to the Indian Air Force
Facilities for license production of Advanced Jet Trainer ndash HAWK are being established
The new initiatives in R amp D include Weapon System Integration (WSI) on ALH
development of Light Combat Helicopter (LCH) Combat Air Trainer (CAT) Naval amp
Trainer versions of LCA
HAL has also taken the initiatives for participation in new generation civil passenger
transport aircraft with international partnership aiming to expand its activities in the civil
aviation Sector
Design capabilities state-of-the-art facilities and excellent skill level make HAL a valuable
partner for challenging programmes in Aerospace HALrsquos participation in the outsourcing
programmes of global aerospace Companies like Airbus Boeing BAe Systems Snecma
Rolls Royce etc has established its credibility in the export front
Present initiatives like Lean Management setting up of lsquoCentres of Excellencersquo- world-
class facilities company-wide implementation of ERP and Strategic Alliance with reputed
Global Aerospace Companies will help HAL to march ahead on its mission
OUR MISSION
To become a globally competitive aerospace industry while working as an instrument
for achieving self-reliance in design manufacture and maintenance of aerospace defence
equipment and diversifying to related areas managing the business on commercial lines in a
climate of growing professional competence
OUR VALUES
CUSTOMER SATISFACTION
11
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission We strive to understand our customers needs
and to deliver products and services that fulfill and exceed all their requirements
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities We will
supply products and services that conform to highest standards of design manufacture
reliability maintainability and fitness for use as desired by our customers
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area of
our work
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk-taking experimentation and learning at all levels within the
company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust transparency co-
operation and a sense of belonging We will strive for building empowered teams to work
towards achieving organisational goals
RESPECT FOR THE INDIVIDUAL
We value our people We will treat each other with dignity and respect and strive for
individual growth and realisation of everyones full potential
INTEGRITY
12
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
CHAPTER-2
INDUSTRY PROFILE AND COMPANY PROFILE
INDUSTRY PROFILE
3
Aviation industry in india
Aviation industry in india is one of the fastest growing aviation industries in the world
With the liberalization of the Indian aviation sector aviation industry in India has
undergone a rapid transformation From being primarily a government-owned industry the
Indian aviation industry is now dominated by privately owned full service airlines and low
cost carriers Private airlines account for around 75 share of the domestic aviation market
Earlier air travel was a privilege only a few could afford but today air travel has become
much cheaper and can be afforded by a large number of people
The origin of Indian civil aviation industry can be traced back to 1912 when the first air
flight between Karachi and Delhi was started by the Indian State Air Services in
collaboration with the UK based Imperial Airways It was an extension of London-Karachi
flight of the Imperial Airways However the actual instigation of India Aviation Industry
was in the form of Tata Airline by JRD Tata in 1932 He was also the first Indian to get an
A-License In 1946 Tata Airlines was transformed into Air India At the dawn of
independence India had nine air transport companies providing both cargo and passenger
services
At the time of independence nine air transport companies were carrying both air cargo
and passengers These were Tata Airlines Indian National Airways Air service of India
Deccan Airways Ambica Airways Bharat Airways Orient Airways and Mistry Airways
After partition Orient Airways shifted to Pakistan
In early 1948 Government of India established a joint sector company Air India
International Ltd in collaboration with Air India (earlier Tata Airline) with a capital of Rs 2
crore and a fleet of three Lockheed constellation aircraft The inaugural flight of Air India
International Ltd took off on June 8 1948 on the Mumbai-London air route The
4
Government nationalized nine airline companies vide the Air Corporations Act 1953
Accordingly it established the Indian Airlines Corporation (IAC) to cater to domestic air
travel passengers and Air India International (AI) for international air travel passengers The
assets of the existing airline companies were transferred to these two corporations This Act
ensured that IAC and AI had a monopoly over the Indian skies A third government-owned
airline Vayudoot which provided feeder services between smaller cities was merged with
IAC in 1994 These government-owned airlines dominated Indian aviation industry till the
mid-1990s
In April 1990 the Government adopted open-sky policy and allowed air taxi- operators to
operate flights from any airport both on a charter and a non charter basis and to decide their
own flight schedules cargo and passenger fares In 1994 the Indian Government as part of
its open sky policy ended the monopoly of IA and AI in the air transport services by
repealing the Air Corporations Act of 1953 and replacing it with the Air Corporations
(Transfer of Undertaking and Repeal) Act 1994 Private operators were allowed to provide
air transport services Foreign direct investment (FDI) of up to 49 percent equity stake and
NRI (Non Resident Indian) investment of up to 100 percent equity stake were permitted
through the automatic FDI route in the domestic air transport services sector However no
foreign airline could directly or indirectly hold equity in a domestic airline company
By 1995 several private airlines had ventured into the aviation business and accounted for
more than 10 percent of the domestic air traffic These included Jet Airways Sahara NEPC
Airlines East West Airlines ModiLuft Airlines Jagsons Airlines Continental Aviation
and Damania Airways But only Jet Airways and Sahara managed to survive the
competition Meanwhile Indian Airlines which had dominated the Indian air travel
industry began to lose market share to Jet Airways and Sahara Today Indian aviation
industry is dominated by private airlines and these include low cost carriers such as Deccan
Airlines GoAir SpiceJet etc who have made air travel affordable
Airline industry in India is plagued with several problems These include high aviation
turbine fuel (ATF) prices rising labor costs and shortage of skilled labor rapid fleet
expansion and intense price competition among the players But one of the major
challenges facing Indian aviation industry is infrastructure constraint Airport infrastructure
needs to be upgraded rapidly if Indian aviation industry has to continue its success story
5
Some steps have been taken in this direction Two of Indias largest airports-Mumbai and
New Delhi-were privatized recently Two greenfield airports are coming up at Bangalore
and Hyderabad in southern India Investments are pouring into almost all aspects of the
industry including aircraft maintenance pilot training and air cargo services The future
prospects of Indian aviation sector look bright
Indian carriers currently have a fleet size of 310 aircrafts but have 480 aircrafts on order
scheduled for delivery by 2012
Earlier air travel was a privilege only a few could afford but today air travel has become
much cheaper and can be afforded by a large number of people Furthermore the price of
aviation turbine fuel (ATF) crashed drastically in December 2008 hitting US$ 0665- US$
0789 which is its lowest level since the last four to five years With this move airlines are
likely to prune their airfares considerably Jet Airways the countrys largest private carrier
has slashed domestic fares by 40 per cent and national carrier Air India has announced that it
will cut basic fares anywhere between 45 per cent and 60 per cent in February 2009 following
a drop in ATF prices
India has jumped to 9th position in worlds aviation market from 12th in 2006 The scheduled
domestic air services are now available from 82 airports as against 75 in 2006
Further Kapil Kaul CEO India amp Middle East Centre for Asia Pacific Aviation has said
Indias civil aviation passenger growth at 20 per cent is among the highest in the world The
sector is slated to cruise far ahead of other Asian giants like China or even strong economies
like France and Australia The number of passengers who will be airborne by 2020 is a
whopping 400 million
Potential for Growth
According to recent estimates by The International Air Transport Association (IATA) India
is likely to be a significant player in the global civil aviation business which was estimated at
US$ 56 billion in 2008
The Indian Civil Aviation market grew at a compound annual growth rate (CAGR) of 18 per
cent and was worth US$ 56 billion in 2008
6
The government is planning to upgrade 45 big and small airports across India For greenfield
airports foreign equity up to 100 per cent is allowed through automatic approvals For
upgrading present airports foreign equity up to 74 per cent is allowed through automatic
approvals and 100 per cent through special permission (from FIPB)
The Centre for Asia Pacific Aviation (CAPA) has forecast that domestic traffic will increase
by 25 per cent to 30 per cent till 2010 and international traffic growth by 15 per cent taking
the total market to more than 100 million passengers by 2010 Indias civil aviation passenger
growth presently at 20 per cent is one of the highest in the world and is expected to surpass
countries like China France and Australia By 2020 400 million Indian passengers are likely
to be airborne
By 2020 Indian airports are expected to handle more than 100 million passengers including
60 million domestic passengers and around 34 million tonnes of cargo per annum
Domestic air traffic is likely to more than double and touch 861 million passengers by 2010
up from 322 million passengers in 2007 states the market research firm PhoCus
Moreover significant measures to propel growth in the civil aviation sector are on the anvil
The government plans to invest US$ 9 billion to modernise existing airports by 2010
The government is also planning to develop around 300 unused airstrips and subsequently
Boeing and Airbus along with Embraer (Brazil) Bombardier (Canada) Sukhoi (Russia)
ATR (France) and BAE System (UK) are now looking at foraying into the Indian jet
market
Top players
Players in Indian aviation industry can be categorized in three groups
Public players
Private players
Start up players
7
There are three public players Air India Indian Airlines and Alliance Air The private
players include Jet Airways Air SaharaParamount airways Go Air Airlines Kingfisher
Airlines Spice Jet Air Deccan and many more The start up players are those which are
planning to enter into the markets Some of them are Omega Air Magic Air Premier Star
Air and MDLR Airlines
COMPANY PROFILE
Hindustan Aeronautics Limited
Aviation is one of the most significant influences of our time and it empowers a nation
with technological strength It is a major tool for economic development and has a
significant role in national security and international relations India has been fortunate to
have launched its Aeronautics industry in 1940 with the establishment of HAL
Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964 The
Company was formed by the merger of Hindustan Aircraft Limited with Aeronautics India
Limited and Aircraft Manufacturing Depot Kanpur
The Company traces its roots to the pioneering efforts of an industrialist with extraordinary
vision the late Seth Walchand Hirachand who set up Hindustan Aircraft Limited at
Bangalore in association with the erstwhile princely State of Mysore in December 1940
The Government of India became a shareholder in March 1941 and took over the
Management in 1942
Today HAL has 19 Production Units and 9 Research and Design Centres in 7 locations in
India The Company has an impressive product track record - 12 types of aircraft
manufactured with in-house R amp D and 14 types produced under license HAL has
manufactured over 3550 aircraft 3600 engines and overhauled over 8150 aircraft and
27300 engines
HAL has been successful in numerous R amp D programs developed for both Defence and
Civil Aviation sectors HAL has made substantial progress in its current projects
Dhruv which is Advanced Light Helicopter (ALH)
8
Tejas - Light Combat Aircraft (LCA)
Intermediate Jet Trainer (IJT)
Various military and civil upgrades
HAL has formed the following Joint Ventures (JVs)
BAeHAL Software Limited
Indo-Russian Aviation Limited (IRAL)
Snecma HAL Aerospace Pvt Ltd
SAMTEL HAL Display System Limited
HALBIT Avionics Pvt Ltd
HAL-Edgewood Technologies Pvt Ltd
INFOTECH HAL Ltd
Apart from these seven other major diversification projects are Industrial Marine Gas
Turbine and Airport Services Several Co-production and Joint Ventures with international
participation are under consideration
HALs supplies services are mainly to Indian Defence Services Coast Guards and Border
Security Forces Transport Aircraft and Helicopters have also been supplied to Airlines as
well as State Governments of India The Company has also achieved a foothold in export in
more than 30 countries having demonstrated its quality and price competitiveness
Awards
HAL has won several International amp National Awards for achievements in RampD
Technology Managerial Performance Exports Energy Conservation Quality and
9
Fulfillment of Social Responsibilities
HAL was awarded the ldquoINTERNATIONAL GOLD MEDAL AWARDrdquo for
Corporate Achievement in Quality and Efficiency at the International Summit (Global
Rating Leaders 2003) London UK by Ms Global Rating UK in conjunction with the
International Information and Marketing Centre (IIMC)
HAL was presented the International - ldquo ARCH OF EUROPE rdquo Award in Gold
Category in recognition for its commitment to Quality Leadership Technology and
Innovation
At the National level HAL won the GOLD TROPHY for excellence in Public
Sector Management instituted by the Standing Conference of Public Enterprises (SCOPE)
PROGRESS
The Company scaled new heights in the financial year 2006-07 with a turnover of
Rs778361 Crores
HAL over the last six decades has grown progressively into an integrated Aerospace
Organisation and has spread its wings to cover various activities in the areas of design
development manufacture and maintenance of advanced fighters piston and jet engine
Trainers commercial aircraft helicopters and the associated aero-engines aircraft systems
equipment and avionics
Present achievements in the area of indigenous design and development are the Advanced
Light Helicopter (ALH-Dhruv) and Intermediate Jet Trainer (IJT) These developments
have helped HAL in establishing a competitive edge among the global aerospace
companies HAL being major Design partner for aircraft and system equipment as well as
for system integration of Light Combat Aircraft (LCA) has made a significant contribution
to its successful development
HALrsquos current major programmes include production of military and civil versions of the
10
ALH Jaguar - the deep penetration strike aircraft Dornier Do-228 - Multi-mission Aircraft
LANCER- the Light Attack Helicopter as well as upgrades of MiG-21 BiS MiG-27M and
Jaguar License manufacture of SU-30 MKI has been launched and the first batch of
indigenously produced SU-30 MKI aircraft has been handed over to the Indian Air Force
Facilities for license production of Advanced Jet Trainer ndash HAWK are being established
The new initiatives in R amp D include Weapon System Integration (WSI) on ALH
development of Light Combat Helicopter (LCH) Combat Air Trainer (CAT) Naval amp
Trainer versions of LCA
HAL has also taken the initiatives for participation in new generation civil passenger
transport aircraft with international partnership aiming to expand its activities in the civil
aviation Sector
Design capabilities state-of-the-art facilities and excellent skill level make HAL a valuable
partner for challenging programmes in Aerospace HALrsquos participation in the outsourcing
programmes of global aerospace Companies like Airbus Boeing BAe Systems Snecma
Rolls Royce etc has established its credibility in the export front
Present initiatives like Lean Management setting up of lsquoCentres of Excellencersquo- world-
class facilities company-wide implementation of ERP and Strategic Alliance with reputed
Global Aerospace Companies will help HAL to march ahead on its mission
OUR MISSION
To become a globally competitive aerospace industry while working as an instrument
for achieving self-reliance in design manufacture and maintenance of aerospace defence
equipment and diversifying to related areas managing the business on commercial lines in a
climate of growing professional competence
OUR VALUES
CUSTOMER SATISFACTION
11
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission We strive to understand our customers needs
and to deliver products and services that fulfill and exceed all their requirements
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities We will
supply products and services that conform to highest standards of design manufacture
reliability maintainability and fitness for use as desired by our customers
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area of
our work
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk-taking experimentation and learning at all levels within the
company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust transparency co-
operation and a sense of belonging We will strive for building empowered teams to work
towards achieving organisational goals
RESPECT FOR THE INDIVIDUAL
We value our people We will treat each other with dignity and respect and strive for
individual growth and realisation of everyones full potential
INTEGRITY
12
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Aviation industry in india
Aviation industry in india is one of the fastest growing aviation industries in the world
With the liberalization of the Indian aviation sector aviation industry in India has
undergone a rapid transformation From being primarily a government-owned industry the
Indian aviation industry is now dominated by privately owned full service airlines and low
cost carriers Private airlines account for around 75 share of the domestic aviation market
Earlier air travel was a privilege only a few could afford but today air travel has become
much cheaper and can be afforded by a large number of people
The origin of Indian civil aviation industry can be traced back to 1912 when the first air
flight between Karachi and Delhi was started by the Indian State Air Services in
collaboration with the UK based Imperial Airways It was an extension of London-Karachi
flight of the Imperial Airways However the actual instigation of India Aviation Industry
was in the form of Tata Airline by JRD Tata in 1932 He was also the first Indian to get an
A-License In 1946 Tata Airlines was transformed into Air India At the dawn of
independence India had nine air transport companies providing both cargo and passenger
services
At the time of independence nine air transport companies were carrying both air cargo
and passengers These were Tata Airlines Indian National Airways Air service of India
Deccan Airways Ambica Airways Bharat Airways Orient Airways and Mistry Airways
After partition Orient Airways shifted to Pakistan
In early 1948 Government of India established a joint sector company Air India
International Ltd in collaboration with Air India (earlier Tata Airline) with a capital of Rs 2
crore and a fleet of three Lockheed constellation aircraft The inaugural flight of Air India
International Ltd took off on June 8 1948 on the Mumbai-London air route The
4
Government nationalized nine airline companies vide the Air Corporations Act 1953
Accordingly it established the Indian Airlines Corporation (IAC) to cater to domestic air
travel passengers and Air India International (AI) for international air travel passengers The
assets of the existing airline companies were transferred to these two corporations This Act
ensured that IAC and AI had a monopoly over the Indian skies A third government-owned
airline Vayudoot which provided feeder services between smaller cities was merged with
IAC in 1994 These government-owned airlines dominated Indian aviation industry till the
mid-1990s
In April 1990 the Government adopted open-sky policy and allowed air taxi- operators to
operate flights from any airport both on a charter and a non charter basis and to decide their
own flight schedules cargo and passenger fares In 1994 the Indian Government as part of
its open sky policy ended the monopoly of IA and AI in the air transport services by
repealing the Air Corporations Act of 1953 and replacing it with the Air Corporations
(Transfer of Undertaking and Repeal) Act 1994 Private operators were allowed to provide
air transport services Foreign direct investment (FDI) of up to 49 percent equity stake and
NRI (Non Resident Indian) investment of up to 100 percent equity stake were permitted
through the automatic FDI route in the domestic air transport services sector However no
foreign airline could directly or indirectly hold equity in a domestic airline company
By 1995 several private airlines had ventured into the aviation business and accounted for
more than 10 percent of the domestic air traffic These included Jet Airways Sahara NEPC
Airlines East West Airlines ModiLuft Airlines Jagsons Airlines Continental Aviation
and Damania Airways But only Jet Airways and Sahara managed to survive the
competition Meanwhile Indian Airlines which had dominated the Indian air travel
industry began to lose market share to Jet Airways and Sahara Today Indian aviation
industry is dominated by private airlines and these include low cost carriers such as Deccan
Airlines GoAir SpiceJet etc who have made air travel affordable
Airline industry in India is plagued with several problems These include high aviation
turbine fuel (ATF) prices rising labor costs and shortage of skilled labor rapid fleet
expansion and intense price competition among the players But one of the major
challenges facing Indian aviation industry is infrastructure constraint Airport infrastructure
needs to be upgraded rapidly if Indian aviation industry has to continue its success story
5
Some steps have been taken in this direction Two of Indias largest airports-Mumbai and
New Delhi-were privatized recently Two greenfield airports are coming up at Bangalore
and Hyderabad in southern India Investments are pouring into almost all aspects of the
industry including aircraft maintenance pilot training and air cargo services The future
prospects of Indian aviation sector look bright
Indian carriers currently have a fleet size of 310 aircrafts but have 480 aircrafts on order
scheduled for delivery by 2012
Earlier air travel was a privilege only a few could afford but today air travel has become
much cheaper and can be afforded by a large number of people Furthermore the price of
aviation turbine fuel (ATF) crashed drastically in December 2008 hitting US$ 0665- US$
0789 which is its lowest level since the last four to five years With this move airlines are
likely to prune their airfares considerably Jet Airways the countrys largest private carrier
has slashed domestic fares by 40 per cent and national carrier Air India has announced that it
will cut basic fares anywhere between 45 per cent and 60 per cent in February 2009 following
a drop in ATF prices
India has jumped to 9th position in worlds aviation market from 12th in 2006 The scheduled
domestic air services are now available from 82 airports as against 75 in 2006
Further Kapil Kaul CEO India amp Middle East Centre for Asia Pacific Aviation has said
Indias civil aviation passenger growth at 20 per cent is among the highest in the world The
sector is slated to cruise far ahead of other Asian giants like China or even strong economies
like France and Australia The number of passengers who will be airborne by 2020 is a
whopping 400 million
Potential for Growth
According to recent estimates by The International Air Transport Association (IATA) India
is likely to be a significant player in the global civil aviation business which was estimated at
US$ 56 billion in 2008
The Indian Civil Aviation market grew at a compound annual growth rate (CAGR) of 18 per
cent and was worth US$ 56 billion in 2008
6
The government is planning to upgrade 45 big and small airports across India For greenfield
airports foreign equity up to 100 per cent is allowed through automatic approvals For
upgrading present airports foreign equity up to 74 per cent is allowed through automatic
approvals and 100 per cent through special permission (from FIPB)
The Centre for Asia Pacific Aviation (CAPA) has forecast that domestic traffic will increase
by 25 per cent to 30 per cent till 2010 and international traffic growth by 15 per cent taking
the total market to more than 100 million passengers by 2010 Indias civil aviation passenger
growth presently at 20 per cent is one of the highest in the world and is expected to surpass
countries like China France and Australia By 2020 400 million Indian passengers are likely
to be airborne
By 2020 Indian airports are expected to handle more than 100 million passengers including
60 million domestic passengers and around 34 million tonnes of cargo per annum
Domestic air traffic is likely to more than double and touch 861 million passengers by 2010
up from 322 million passengers in 2007 states the market research firm PhoCus
Moreover significant measures to propel growth in the civil aviation sector are on the anvil
The government plans to invest US$ 9 billion to modernise existing airports by 2010
The government is also planning to develop around 300 unused airstrips and subsequently
Boeing and Airbus along with Embraer (Brazil) Bombardier (Canada) Sukhoi (Russia)
ATR (France) and BAE System (UK) are now looking at foraying into the Indian jet
market
Top players
Players in Indian aviation industry can be categorized in three groups
Public players
Private players
Start up players
7
There are three public players Air India Indian Airlines and Alliance Air The private
players include Jet Airways Air SaharaParamount airways Go Air Airlines Kingfisher
Airlines Spice Jet Air Deccan and many more The start up players are those which are
planning to enter into the markets Some of them are Omega Air Magic Air Premier Star
Air and MDLR Airlines
COMPANY PROFILE
Hindustan Aeronautics Limited
Aviation is one of the most significant influences of our time and it empowers a nation
with technological strength It is a major tool for economic development and has a
significant role in national security and international relations India has been fortunate to
have launched its Aeronautics industry in 1940 with the establishment of HAL
Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964 The
Company was formed by the merger of Hindustan Aircraft Limited with Aeronautics India
Limited and Aircraft Manufacturing Depot Kanpur
The Company traces its roots to the pioneering efforts of an industrialist with extraordinary
vision the late Seth Walchand Hirachand who set up Hindustan Aircraft Limited at
Bangalore in association with the erstwhile princely State of Mysore in December 1940
The Government of India became a shareholder in March 1941 and took over the
Management in 1942
Today HAL has 19 Production Units and 9 Research and Design Centres in 7 locations in
India The Company has an impressive product track record - 12 types of aircraft
manufactured with in-house R amp D and 14 types produced under license HAL has
manufactured over 3550 aircraft 3600 engines and overhauled over 8150 aircraft and
27300 engines
HAL has been successful in numerous R amp D programs developed for both Defence and
Civil Aviation sectors HAL has made substantial progress in its current projects
Dhruv which is Advanced Light Helicopter (ALH)
8
Tejas - Light Combat Aircraft (LCA)
Intermediate Jet Trainer (IJT)
Various military and civil upgrades
HAL has formed the following Joint Ventures (JVs)
BAeHAL Software Limited
Indo-Russian Aviation Limited (IRAL)
Snecma HAL Aerospace Pvt Ltd
SAMTEL HAL Display System Limited
HALBIT Avionics Pvt Ltd
HAL-Edgewood Technologies Pvt Ltd
INFOTECH HAL Ltd
Apart from these seven other major diversification projects are Industrial Marine Gas
Turbine and Airport Services Several Co-production and Joint Ventures with international
participation are under consideration
HALs supplies services are mainly to Indian Defence Services Coast Guards and Border
Security Forces Transport Aircraft and Helicopters have also been supplied to Airlines as
well as State Governments of India The Company has also achieved a foothold in export in
more than 30 countries having demonstrated its quality and price competitiveness
Awards
HAL has won several International amp National Awards for achievements in RampD
Technology Managerial Performance Exports Energy Conservation Quality and
9
Fulfillment of Social Responsibilities
HAL was awarded the ldquoINTERNATIONAL GOLD MEDAL AWARDrdquo for
Corporate Achievement in Quality and Efficiency at the International Summit (Global
Rating Leaders 2003) London UK by Ms Global Rating UK in conjunction with the
International Information and Marketing Centre (IIMC)
HAL was presented the International - ldquo ARCH OF EUROPE rdquo Award in Gold
Category in recognition for its commitment to Quality Leadership Technology and
Innovation
At the National level HAL won the GOLD TROPHY for excellence in Public
Sector Management instituted by the Standing Conference of Public Enterprises (SCOPE)
PROGRESS
The Company scaled new heights in the financial year 2006-07 with a turnover of
Rs778361 Crores
HAL over the last six decades has grown progressively into an integrated Aerospace
Organisation and has spread its wings to cover various activities in the areas of design
development manufacture and maintenance of advanced fighters piston and jet engine
Trainers commercial aircraft helicopters and the associated aero-engines aircraft systems
equipment and avionics
Present achievements in the area of indigenous design and development are the Advanced
Light Helicopter (ALH-Dhruv) and Intermediate Jet Trainer (IJT) These developments
have helped HAL in establishing a competitive edge among the global aerospace
companies HAL being major Design partner for aircraft and system equipment as well as
for system integration of Light Combat Aircraft (LCA) has made a significant contribution
to its successful development
HALrsquos current major programmes include production of military and civil versions of the
10
ALH Jaguar - the deep penetration strike aircraft Dornier Do-228 - Multi-mission Aircraft
LANCER- the Light Attack Helicopter as well as upgrades of MiG-21 BiS MiG-27M and
Jaguar License manufacture of SU-30 MKI has been launched and the first batch of
indigenously produced SU-30 MKI aircraft has been handed over to the Indian Air Force
Facilities for license production of Advanced Jet Trainer ndash HAWK are being established
The new initiatives in R amp D include Weapon System Integration (WSI) on ALH
development of Light Combat Helicopter (LCH) Combat Air Trainer (CAT) Naval amp
Trainer versions of LCA
HAL has also taken the initiatives for participation in new generation civil passenger
transport aircraft with international partnership aiming to expand its activities in the civil
aviation Sector
Design capabilities state-of-the-art facilities and excellent skill level make HAL a valuable
partner for challenging programmes in Aerospace HALrsquos participation in the outsourcing
programmes of global aerospace Companies like Airbus Boeing BAe Systems Snecma
Rolls Royce etc has established its credibility in the export front
Present initiatives like Lean Management setting up of lsquoCentres of Excellencersquo- world-
class facilities company-wide implementation of ERP and Strategic Alliance with reputed
Global Aerospace Companies will help HAL to march ahead on its mission
OUR MISSION
To become a globally competitive aerospace industry while working as an instrument
for achieving self-reliance in design manufacture and maintenance of aerospace defence
equipment and diversifying to related areas managing the business on commercial lines in a
climate of growing professional competence
OUR VALUES
CUSTOMER SATISFACTION
11
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission We strive to understand our customers needs
and to deliver products and services that fulfill and exceed all their requirements
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities We will
supply products and services that conform to highest standards of design manufacture
reliability maintainability and fitness for use as desired by our customers
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area of
our work
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk-taking experimentation and learning at all levels within the
company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust transparency co-
operation and a sense of belonging We will strive for building empowered teams to work
towards achieving organisational goals
RESPECT FOR THE INDIVIDUAL
We value our people We will treat each other with dignity and respect and strive for
individual growth and realisation of everyones full potential
INTEGRITY
12
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Government nationalized nine airline companies vide the Air Corporations Act 1953
Accordingly it established the Indian Airlines Corporation (IAC) to cater to domestic air
travel passengers and Air India International (AI) for international air travel passengers The
assets of the existing airline companies were transferred to these two corporations This Act
ensured that IAC and AI had a monopoly over the Indian skies A third government-owned
airline Vayudoot which provided feeder services between smaller cities was merged with
IAC in 1994 These government-owned airlines dominated Indian aviation industry till the
mid-1990s
In April 1990 the Government adopted open-sky policy and allowed air taxi- operators to
operate flights from any airport both on a charter and a non charter basis and to decide their
own flight schedules cargo and passenger fares In 1994 the Indian Government as part of
its open sky policy ended the monopoly of IA and AI in the air transport services by
repealing the Air Corporations Act of 1953 and replacing it with the Air Corporations
(Transfer of Undertaking and Repeal) Act 1994 Private operators were allowed to provide
air transport services Foreign direct investment (FDI) of up to 49 percent equity stake and
NRI (Non Resident Indian) investment of up to 100 percent equity stake were permitted
through the automatic FDI route in the domestic air transport services sector However no
foreign airline could directly or indirectly hold equity in a domestic airline company
By 1995 several private airlines had ventured into the aviation business and accounted for
more than 10 percent of the domestic air traffic These included Jet Airways Sahara NEPC
Airlines East West Airlines ModiLuft Airlines Jagsons Airlines Continental Aviation
and Damania Airways But only Jet Airways and Sahara managed to survive the
competition Meanwhile Indian Airlines which had dominated the Indian air travel
industry began to lose market share to Jet Airways and Sahara Today Indian aviation
industry is dominated by private airlines and these include low cost carriers such as Deccan
Airlines GoAir SpiceJet etc who have made air travel affordable
Airline industry in India is plagued with several problems These include high aviation
turbine fuel (ATF) prices rising labor costs and shortage of skilled labor rapid fleet
expansion and intense price competition among the players But one of the major
challenges facing Indian aviation industry is infrastructure constraint Airport infrastructure
needs to be upgraded rapidly if Indian aviation industry has to continue its success story
5
Some steps have been taken in this direction Two of Indias largest airports-Mumbai and
New Delhi-were privatized recently Two greenfield airports are coming up at Bangalore
and Hyderabad in southern India Investments are pouring into almost all aspects of the
industry including aircraft maintenance pilot training and air cargo services The future
prospects of Indian aviation sector look bright
Indian carriers currently have a fleet size of 310 aircrafts but have 480 aircrafts on order
scheduled for delivery by 2012
Earlier air travel was a privilege only a few could afford but today air travel has become
much cheaper and can be afforded by a large number of people Furthermore the price of
aviation turbine fuel (ATF) crashed drastically in December 2008 hitting US$ 0665- US$
0789 which is its lowest level since the last four to five years With this move airlines are
likely to prune their airfares considerably Jet Airways the countrys largest private carrier
has slashed domestic fares by 40 per cent and national carrier Air India has announced that it
will cut basic fares anywhere between 45 per cent and 60 per cent in February 2009 following
a drop in ATF prices
India has jumped to 9th position in worlds aviation market from 12th in 2006 The scheduled
domestic air services are now available from 82 airports as against 75 in 2006
Further Kapil Kaul CEO India amp Middle East Centre for Asia Pacific Aviation has said
Indias civil aviation passenger growth at 20 per cent is among the highest in the world The
sector is slated to cruise far ahead of other Asian giants like China or even strong economies
like France and Australia The number of passengers who will be airborne by 2020 is a
whopping 400 million
Potential for Growth
According to recent estimates by The International Air Transport Association (IATA) India
is likely to be a significant player in the global civil aviation business which was estimated at
US$ 56 billion in 2008
The Indian Civil Aviation market grew at a compound annual growth rate (CAGR) of 18 per
cent and was worth US$ 56 billion in 2008
6
The government is planning to upgrade 45 big and small airports across India For greenfield
airports foreign equity up to 100 per cent is allowed through automatic approvals For
upgrading present airports foreign equity up to 74 per cent is allowed through automatic
approvals and 100 per cent through special permission (from FIPB)
The Centre for Asia Pacific Aviation (CAPA) has forecast that domestic traffic will increase
by 25 per cent to 30 per cent till 2010 and international traffic growth by 15 per cent taking
the total market to more than 100 million passengers by 2010 Indias civil aviation passenger
growth presently at 20 per cent is one of the highest in the world and is expected to surpass
countries like China France and Australia By 2020 400 million Indian passengers are likely
to be airborne
By 2020 Indian airports are expected to handle more than 100 million passengers including
60 million domestic passengers and around 34 million tonnes of cargo per annum
Domestic air traffic is likely to more than double and touch 861 million passengers by 2010
up from 322 million passengers in 2007 states the market research firm PhoCus
Moreover significant measures to propel growth in the civil aviation sector are on the anvil
The government plans to invest US$ 9 billion to modernise existing airports by 2010
The government is also planning to develop around 300 unused airstrips and subsequently
Boeing and Airbus along with Embraer (Brazil) Bombardier (Canada) Sukhoi (Russia)
ATR (France) and BAE System (UK) are now looking at foraying into the Indian jet
market
Top players
Players in Indian aviation industry can be categorized in three groups
Public players
Private players
Start up players
7
There are three public players Air India Indian Airlines and Alliance Air The private
players include Jet Airways Air SaharaParamount airways Go Air Airlines Kingfisher
Airlines Spice Jet Air Deccan and many more The start up players are those which are
planning to enter into the markets Some of them are Omega Air Magic Air Premier Star
Air and MDLR Airlines
COMPANY PROFILE
Hindustan Aeronautics Limited
Aviation is one of the most significant influences of our time and it empowers a nation
with technological strength It is a major tool for economic development and has a
significant role in national security and international relations India has been fortunate to
have launched its Aeronautics industry in 1940 with the establishment of HAL
Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964 The
Company was formed by the merger of Hindustan Aircraft Limited with Aeronautics India
Limited and Aircraft Manufacturing Depot Kanpur
The Company traces its roots to the pioneering efforts of an industrialist with extraordinary
vision the late Seth Walchand Hirachand who set up Hindustan Aircraft Limited at
Bangalore in association with the erstwhile princely State of Mysore in December 1940
The Government of India became a shareholder in March 1941 and took over the
Management in 1942
Today HAL has 19 Production Units and 9 Research and Design Centres in 7 locations in
India The Company has an impressive product track record - 12 types of aircraft
manufactured with in-house R amp D and 14 types produced under license HAL has
manufactured over 3550 aircraft 3600 engines and overhauled over 8150 aircraft and
27300 engines
HAL has been successful in numerous R amp D programs developed for both Defence and
Civil Aviation sectors HAL has made substantial progress in its current projects
Dhruv which is Advanced Light Helicopter (ALH)
8
Tejas - Light Combat Aircraft (LCA)
Intermediate Jet Trainer (IJT)
Various military and civil upgrades
HAL has formed the following Joint Ventures (JVs)
BAeHAL Software Limited
Indo-Russian Aviation Limited (IRAL)
Snecma HAL Aerospace Pvt Ltd
SAMTEL HAL Display System Limited
HALBIT Avionics Pvt Ltd
HAL-Edgewood Technologies Pvt Ltd
INFOTECH HAL Ltd
Apart from these seven other major diversification projects are Industrial Marine Gas
Turbine and Airport Services Several Co-production and Joint Ventures with international
participation are under consideration
HALs supplies services are mainly to Indian Defence Services Coast Guards and Border
Security Forces Transport Aircraft and Helicopters have also been supplied to Airlines as
well as State Governments of India The Company has also achieved a foothold in export in
more than 30 countries having demonstrated its quality and price competitiveness
Awards
HAL has won several International amp National Awards for achievements in RampD
Technology Managerial Performance Exports Energy Conservation Quality and
9
Fulfillment of Social Responsibilities
HAL was awarded the ldquoINTERNATIONAL GOLD MEDAL AWARDrdquo for
Corporate Achievement in Quality and Efficiency at the International Summit (Global
Rating Leaders 2003) London UK by Ms Global Rating UK in conjunction with the
International Information and Marketing Centre (IIMC)
HAL was presented the International - ldquo ARCH OF EUROPE rdquo Award in Gold
Category in recognition for its commitment to Quality Leadership Technology and
Innovation
At the National level HAL won the GOLD TROPHY for excellence in Public
Sector Management instituted by the Standing Conference of Public Enterprises (SCOPE)
PROGRESS
The Company scaled new heights in the financial year 2006-07 with a turnover of
Rs778361 Crores
HAL over the last six decades has grown progressively into an integrated Aerospace
Organisation and has spread its wings to cover various activities in the areas of design
development manufacture and maintenance of advanced fighters piston and jet engine
Trainers commercial aircraft helicopters and the associated aero-engines aircraft systems
equipment and avionics
Present achievements in the area of indigenous design and development are the Advanced
Light Helicopter (ALH-Dhruv) and Intermediate Jet Trainer (IJT) These developments
have helped HAL in establishing a competitive edge among the global aerospace
companies HAL being major Design partner for aircraft and system equipment as well as
for system integration of Light Combat Aircraft (LCA) has made a significant contribution
to its successful development
HALrsquos current major programmes include production of military and civil versions of the
10
ALH Jaguar - the deep penetration strike aircraft Dornier Do-228 - Multi-mission Aircraft
LANCER- the Light Attack Helicopter as well as upgrades of MiG-21 BiS MiG-27M and
Jaguar License manufacture of SU-30 MKI has been launched and the first batch of
indigenously produced SU-30 MKI aircraft has been handed over to the Indian Air Force
Facilities for license production of Advanced Jet Trainer ndash HAWK are being established
The new initiatives in R amp D include Weapon System Integration (WSI) on ALH
development of Light Combat Helicopter (LCH) Combat Air Trainer (CAT) Naval amp
Trainer versions of LCA
HAL has also taken the initiatives for participation in new generation civil passenger
transport aircraft with international partnership aiming to expand its activities in the civil
aviation Sector
Design capabilities state-of-the-art facilities and excellent skill level make HAL a valuable
partner for challenging programmes in Aerospace HALrsquos participation in the outsourcing
programmes of global aerospace Companies like Airbus Boeing BAe Systems Snecma
Rolls Royce etc has established its credibility in the export front
Present initiatives like Lean Management setting up of lsquoCentres of Excellencersquo- world-
class facilities company-wide implementation of ERP and Strategic Alliance with reputed
Global Aerospace Companies will help HAL to march ahead on its mission
OUR MISSION
To become a globally competitive aerospace industry while working as an instrument
for achieving self-reliance in design manufacture and maintenance of aerospace defence
equipment and diversifying to related areas managing the business on commercial lines in a
climate of growing professional competence
OUR VALUES
CUSTOMER SATISFACTION
11
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission We strive to understand our customers needs
and to deliver products and services that fulfill and exceed all their requirements
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities We will
supply products and services that conform to highest standards of design manufacture
reliability maintainability and fitness for use as desired by our customers
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area of
our work
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk-taking experimentation and learning at all levels within the
company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust transparency co-
operation and a sense of belonging We will strive for building empowered teams to work
towards achieving organisational goals
RESPECT FOR THE INDIVIDUAL
We value our people We will treat each other with dignity and respect and strive for
individual growth and realisation of everyones full potential
INTEGRITY
12
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Some steps have been taken in this direction Two of Indias largest airports-Mumbai and
New Delhi-were privatized recently Two greenfield airports are coming up at Bangalore
and Hyderabad in southern India Investments are pouring into almost all aspects of the
industry including aircraft maintenance pilot training and air cargo services The future
prospects of Indian aviation sector look bright
Indian carriers currently have a fleet size of 310 aircrafts but have 480 aircrafts on order
scheduled for delivery by 2012
Earlier air travel was a privilege only a few could afford but today air travel has become
much cheaper and can be afforded by a large number of people Furthermore the price of
aviation turbine fuel (ATF) crashed drastically in December 2008 hitting US$ 0665- US$
0789 which is its lowest level since the last four to five years With this move airlines are
likely to prune their airfares considerably Jet Airways the countrys largest private carrier
has slashed domestic fares by 40 per cent and national carrier Air India has announced that it
will cut basic fares anywhere between 45 per cent and 60 per cent in February 2009 following
a drop in ATF prices
India has jumped to 9th position in worlds aviation market from 12th in 2006 The scheduled
domestic air services are now available from 82 airports as against 75 in 2006
Further Kapil Kaul CEO India amp Middle East Centre for Asia Pacific Aviation has said
Indias civil aviation passenger growth at 20 per cent is among the highest in the world The
sector is slated to cruise far ahead of other Asian giants like China or even strong economies
like France and Australia The number of passengers who will be airborne by 2020 is a
whopping 400 million
Potential for Growth
According to recent estimates by The International Air Transport Association (IATA) India
is likely to be a significant player in the global civil aviation business which was estimated at
US$ 56 billion in 2008
The Indian Civil Aviation market grew at a compound annual growth rate (CAGR) of 18 per
cent and was worth US$ 56 billion in 2008
6
The government is planning to upgrade 45 big and small airports across India For greenfield
airports foreign equity up to 100 per cent is allowed through automatic approvals For
upgrading present airports foreign equity up to 74 per cent is allowed through automatic
approvals and 100 per cent through special permission (from FIPB)
The Centre for Asia Pacific Aviation (CAPA) has forecast that domestic traffic will increase
by 25 per cent to 30 per cent till 2010 and international traffic growth by 15 per cent taking
the total market to more than 100 million passengers by 2010 Indias civil aviation passenger
growth presently at 20 per cent is one of the highest in the world and is expected to surpass
countries like China France and Australia By 2020 400 million Indian passengers are likely
to be airborne
By 2020 Indian airports are expected to handle more than 100 million passengers including
60 million domestic passengers and around 34 million tonnes of cargo per annum
Domestic air traffic is likely to more than double and touch 861 million passengers by 2010
up from 322 million passengers in 2007 states the market research firm PhoCus
Moreover significant measures to propel growth in the civil aviation sector are on the anvil
The government plans to invest US$ 9 billion to modernise existing airports by 2010
The government is also planning to develop around 300 unused airstrips and subsequently
Boeing and Airbus along with Embraer (Brazil) Bombardier (Canada) Sukhoi (Russia)
ATR (France) and BAE System (UK) are now looking at foraying into the Indian jet
market
Top players
Players in Indian aviation industry can be categorized in three groups
Public players
Private players
Start up players
7
There are three public players Air India Indian Airlines and Alliance Air The private
players include Jet Airways Air SaharaParamount airways Go Air Airlines Kingfisher
Airlines Spice Jet Air Deccan and many more The start up players are those which are
planning to enter into the markets Some of them are Omega Air Magic Air Premier Star
Air and MDLR Airlines
COMPANY PROFILE
Hindustan Aeronautics Limited
Aviation is one of the most significant influences of our time and it empowers a nation
with technological strength It is a major tool for economic development and has a
significant role in national security and international relations India has been fortunate to
have launched its Aeronautics industry in 1940 with the establishment of HAL
Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964 The
Company was formed by the merger of Hindustan Aircraft Limited with Aeronautics India
Limited and Aircraft Manufacturing Depot Kanpur
The Company traces its roots to the pioneering efforts of an industrialist with extraordinary
vision the late Seth Walchand Hirachand who set up Hindustan Aircraft Limited at
Bangalore in association with the erstwhile princely State of Mysore in December 1940
The Government of India became a shareholder in March 1941 and took over the
Management in 1942
Today HAL has 19 Production Units and 9 Research and Design Centres in 7 locations in
India The Company has an impressive product track record - 12 types of aircraft
manufactured with in-house R amp D and 14 types produced under license HAL has
manufactured over 3550 aircraft 3600 engines and overhauled over 8150 aircraft and
27300 engines
HAL has been successful in numerous R amp D programs developed for both Defence and
Civil Aviation sectors HAL has made substantial progress in its current projects
Dhruv which is Advanced Light Helicopter (ALH)
8
Tejas - Light Combat Aircraft (LCA)
Intermediate Jet Trainer (IJT)
Various military and civil upgrades
HAL has formed the following Joint Ventures (JVs)
BAeHAL Software Limited
Indo-Russian Aviation Limited (IRAL)
Snecma HAL Aerospace Pvt Ltd
SAMTEL HAL Display System Limited
HALBIT Avionics Pvt Ltd
HAL-Edgewood Technologies Pvt Ltd
INFOTECH HAL Ltd
Apart from these seven other major diversification projects are Industrial Marine Gas
Turbine and Airport Services Several Co-production and Joint Ventures with international
participation are under consideration
HALs supplies services are mainly to Indian Defence Services Coast Guards and Border
Security Forces Transport Aircraft and Helicopters have also been supplied to Airlines as
well as State Governments of India The Company has also achieved a foothold in export in
more than 30 countries having demonstrated its quality and price competitiveness
Awards
HAL has won several International amp National Awards for achievements in RampD
Technology Managerial Performance Exports Energy Conservation Quality and
9
Fulfillment of Social Responsibilities
HAL was awarded the ldquoINTERNATIONAL GOLD MEDAL AWARDrdquo for
Corporate Achievement in Quality and Efficiency at the International Summit (Global
Rating Leaders 2003) London UK by Ms Global Rating UK in conjunction with the
International Information and Marketing Centre (IIMC)
HAL was presented the International - ldquo ARCH OF EUROPE rdquo Award in Gold
Category in recognition for its commitment to Quality Leadership Technology and
Innovation
At the National level HAL won the GOLD TROPHY for excellence in Public
Sector Management instituted by the Standing Conference of Public Enterprises (SCOPE)
PROGRESS
The Company scaled new heights in the financial year 2006-07 with a turnover of
Rs778361 Crores
HAL over the last six decades has grown progressively into an integrated Aerospace
Organisation and has spread its wings to cover various activities in the areas of design
development manufacture and maintenance of advanced fighters piston and jet engine
Trainers commercial aircraft helicopters and the associated aero-engines aircraft systems
equipment and avionics
Present achievements in the area of indigenous design and development are the Advanced
Light Helicopter (ALH-Dhruv) and Intermediate Jet Trainer (IJT) These developments
have helped HAL in establishing a competitive edge among the global aerospace
companies HAL being major Design partner for aircraft and system equipment as well as
for system integration of Light Combat Aircraft (LCA) has made a significant contribution
to its successful development
HALrsquos current major programmes include production of military and civil versions of the
10
ALH Jaguar - the deep penetration strike aircraft Dornier Do-228 - Multi-mission Aircraft
LANCER- the Light Attack Helicopter as well as upgrades of MiG-21 BiS MiG-27M and
Jaguar License manufacture of SU-30 MKI has been launched and the first batch of
indigenously produced SU-30 MKI aircraft has been handed over to the Indian Air Force
Facilities for license production of Advanced Jet Trainer ndash HAWK are being established
The new initiatives in R amp D include Weapon System Integration (WSI) on ALH
development of Light Combat Helicopter (LCH) Combat Air Trainer (CAT) Naval amp
Trainer versions of LCA
HAL has also taken the initiatives for participation in new generation civil passenger
transport aircraft with international partnership aiming to expand its activities in the civil
aviation Sector
Design capabilities state-of-the-art facilities and excellent skill level make HAL a valuable
partner for challenging programmes in Aerospace HALrsquos participation in the outsourcing
programmes of global aerospace Companies like Airbus Boeing BAe Systems Snecma
Rolls Royce etc has established its credibility in the export front
Present initiatives like Lean Management setting up of lsquoCentres of Excellencersquo- world-
class facilities company-wide implementation of ERP and Strategic Alliance with reputed
Global Aerospace Companies will help HAL to march ahead on its mission
OUR MISSION
To become a globally competitive aerospace industry while working as an instrument
for achieving self-reliance in design manufacture and maintenance of aerospace defence
equipment and diversifying to related areas managing the business on commercial lines in a
climate of growing professional competence
OUR VALUES
CUSTOMER SATISFACTION
11
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission We strive to understand our customers needs
and to deliver products and services that fulfill and exceed all their requirements
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities We will
supply products and services that conform to highest standards of design manufacture
reliability maintainability and fitness for use as desired by our customers
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area of
our work
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk-taking experimentation and learning at all levels within the
company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust transparency co-
operation and a sense of belonging We will strive for building empowered teams to work
towards achieving organisational goals
RESPECT FOR THE INDIVIDUAL
We value our people We will treat each other with dignity and respect and strive for
individual growth and realisation of everyones full potential
INTEGRITY
12
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
The government is planning to upgrade 45 big and small airports across India For greenfield
airports foreign equity up to 100 per cent is allowed through automatic approvals For
upgrading present airports foreign equity up to 74 per cent is allowed through automatic
approvals and 100 per cent through special permission (from FIPB)
The Centre for Asia Pacific Aviation (CAPA) has forecast that domestic traffic will increase
by 25 per cent to 30 per cent till 2010 and international traffic growth by 15 per cent taking
the total market to more than 100 million passengers by 2010 Indias civil aviation passenger
growth presently at 20 per cent is one of the highest in the world and is expected to surpass
countries like China France and Australia By 2020 400 million Indian passengers are likely
to be airborne
By 2020 Indian airports are expected to handle more than 100 million passengers including
60 million domestic passengers and around 34 million tonnes of cargo per annum
Domestic air traffic is likely to more than double and touch 861 million passengers by 2010
up from 322 million passengers in 2007 states the market research firm PhoCus
Moreover significant measures to propel growth in the civil aviation sector are on the anvil
The government plans to invest US$ 9 billion to modernise existing airports by 2010
The government is also planning to develop around 300 unused airstrips and subsequently
Boeing and Airbus along with Embraer (Brazil) Bombardier (Canada) Sukhoi (Russia)
ATR (France) and BAE System (UK) are now looking at foraying into the Indian jet
market
Top players
Players in Indian aviation industry can be categorized in three groups
Public players
Private players
Start up players
7
There are three public players Air India Indian Airlines and Alliance Air The private
players include Jet Airways Air SaharaParamount airways Go Air Airlines Kingfisher
Airlines Spice Jet Air Deccan and many more The start up players are those which are
planning to enter into the markets Some of them are Omega Air Magic Air Premier Star
Air and MDLR Airlines
COMPANY PROFILE
Hindustan Aeronautics Limited
Aviation is one of the most significant influences of our time and it empowers a nation
with technological strength It is a major tool for economic development and has a
significant role in national security and international relations India has been fortunate to
have launched its Aeronautics industry in 1940 with the establishment of HAL
Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964 The
Company was formed by the merger of Hindustan Aircraft Limited with Aeronautics India
Limited and Aircraft Manufacturing Depot Kanpur
The Company traces its roots to the pioneering efforts of an industrialist with extraordinary
vision the late Seth Walchand Hirachand who set up Hindustan Aircraft Limited at
Bangalore in association with the erstwhile princely State of Mysore in December 1940
The Government of India became a shareholder in March 1941 and took over the
Management in 1942
Today HAL has 19 Production Units and 9 Research and Design Centres in 7 locations in
India The Company has an impressive product track record - 12 types of aircraft
manufactured with in-house R amp D and 14 types produced under license HAL has
manufactured over 3550 aircraft 3600 engines and overhauled over 8150 aircraft and
27300 engines
HAL has been successful in numerous R amp D programs developed for both Defence and
Civil Aviation sectors HAL has made substantial progress in its current projects
Dhruv which is Advanced Light Helicopter (ALH)
8
Tejas - Light Combat Aircraft (LCA)
Intermediate Jet Trainer (IJT)
Various military and civil upgrades
HAL has formed the following Joint Ventures (JVs)
BAeHAL Software Limited
Indo-Russian Aviation Limited (IRAL)
Snecma HAL Aerospace Pvt Ltd
SAMTEL HAL Display System Limited
HALBIT Avionics Pvt Ltd
HAL-Edgewood Technologies Pvt Ltd
INFOTECH HAL Ltd
Apart from these seven other major diversification projects are Industrial Marine Gas
Turbine and Airport Services Several Co-production and Joint Ventures with international
participation are under consideration
HALs supplies services are mainly to Indian Defence Services Coast Guards and Border
Security Forces Transport Aircraft and Helicopters have also been supplied to Airlines as
well as State Governments of India The Company has also achieved a foothold in export in
more than 30 countries having demonstrated its quality and price competitiveness
Awards
HAL has won several International amp National Awards for achievements in RampD
Technology Managerial Performance Exports Energy Conservation Quality and
9
Fulfillment of Social Responsibilities
HAL was awarded the ldquoINTERNATIONAL GOLD MEDAL AWARDrdquo for
Corporate Achievement in Quality and Efficiency at the International Summit (Global
Rating Leaders 2003) London UK by Ms Global Rating UK in conjunction with the
International Information and Marketing Centre (IIMC)
HAL was presented the International - ldquo ARCH OF EUROPE rdquo Award in Gold
Category in recognition for its commitment to Quality Leadership Technology and
Innovation
At the National level HAL won the GOLD TROPHY for excellence in Public
Sector Management instituted by the Standing Conference of Public Enterprises (SCOPE)
PROGRESS
The Company scaled new heights in the financial year 2006-07 with a turnover of
Rs778361 Crores
HAL over the last six decades has grown progressively into an integrated Aerospace
Organisation and has spread its wings to cover various activities in the areas of design
development manufacture and maintenance of advanced fighters piston and jet engine
Trainers commercial aircraft helicopters and the associated aero-engines aircraft systems
equipment and avionics
Present achievements in the area of indigenous design and development are the Advanced
Light Helicopter (ALH-Dhruv) and Intermediate Jet Trainer (IJT) These developments
have helped HAL in establishing a competitive edge among the global aerospace
companies HAL being major Design partner for aircraft and system equipment as well as
for system integration of Light Combat Aircraft (LCA) has made a significant contribution
to its successful development
HALrsquos current major programmes include production of military and civil versions of the
10
ALH Jaguar - the deep penetration strike aircraft Dornier Do-228 - Multi-mission Aircraft
LANCER- the Light Attack Helicopter as well as upgrades of MiG-21 BiS MiG-27M and
Jaguar License manufacture of SU-30 MKI has been launched and the first batch of
indigenously produced SU-30 MKI aircraft has been handed over to the Indian Air Force
Facilities for license production of Advanced Jet Trainer ndash HAWK are being established
The new initiatives in R amp D include Weapon System Integration (WSI) on ALH
development of Light Combat Helicopter (LCH) Combat Air Trainer (CAT) Naval amp
Trainer versions of LCA
HAL has also taken the initiatives for participation in new generation civil passenger
transport aircraft with international partnership aiming to expand its activities in the civil
aviation Sector
Design capabilities state-of-the-art facilities and excellent skill level make HAL a valuable
partner for challenging programmes in Aerospace HALrsquos participation in the outsourcing
programmes of global aerospace Companies like Airbus Boeing BAe Systems Snecma
Rolls Royce etc has established its credibility in the export front
Present initiatives like Lean Management setting up of lsquoCentres of Excellencersquo- world-
class facilities company-wide implementation of ERP and Strategic Alliance with reputed
Global Aerospace Companies will help HAL to march ahead on its mission
OUR MISSION
To become a globally competitive aerospace industry while working as an instrument
for achieving self-reliance in design manufacture and maintenance of aerospace defence
equipment and diversifying to related areas managing the business on commercial lines in a
climate of growing professional competence
OUR VALUES
CUSTOMER SATISFACTION
11
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission We strive to understand our customers needs
and to deliver products and services that fulfill and exceed all their requirements
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities We will
supply products and services that conform to highest standards of design manufacture
reliability maintainability and fitness for use as desired by our customers
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area of
our work
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk-taking experimentation and learning at all levels within the
company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust transparency co-
operation and a sense of belonging We will strive for building empowered teams to work
towards achieving organisational goals
RESPECT FOR THE INDIVIDUAL
We value our people We will treat each other with dignity and respect and strive for
individual growth and realisation of everyones full potential
INTEGRITY
12
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
There are three public players Air India Indian Airlines and Alliance Air The private
players include Jet Airways Air SaharaParamount airways Go Air Airlines Kingfisher
Airlines Spice Jet Air Deccan and many more The start up players are those which are
planning to enter into the markets Some of them are Omega Air Magic Air Premier Star
Air and MDLR Airlines
COMPANY PROFILE
Hindustan Aeronautics Limited
Aviation is one of the most significant influences of our time and it empowers a nation
with technological strength It is a major tool for economic development and has a
significant role in national security and international relations India has been fortunate to
have launched its Aeronautics industry in 1940 with the establishment of HAL
Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964 The
Company was formed by the merger of Hindustan Aircraft Limited with Aeronautics India
Limited and Aircraft Manufacturing Depot Kanpur
The Company traces its roots to the pioneering efforts of an industrialist with extraordinary
vision the late Seth Walchand Hirachand who set up Hindustan Aircraft Limited at
Bangalore in association with the erstwhile princely State of Mysore in December 1940
The Government of India became a shareholder in March 1941 and took over the
Management in 1942
Today HAL has 19 Production Units and 9 Research and Design Centres in 7 locations in
India The Company has an impressive product track record - 12 types of aircraft
manufactured with in-house R amp D and 14 types produced under license HAL has
manufactured over 3550 aircraft 3600 engines and overhauled over 8150 aircraft and
27300 engines
HAL has been successful in numerous R amp D programs developed for both Defence and
Civil Aviation sectors HAL has made substantial progress in its current projects
Dhruv which is Advanced Light Helicopter (ALH)
8
Tejas - Light Combat Aircraft (LCA)
Intermediate Jet Trainer (IJT)
Various military and civil upgrades
HAL has formed the following Joint Ventures (JVs)
BAeHAL Software Limited
Indo-Russian Aviation Limited (IRAL)
Snecma HAL Aerospace Pvt Ltd
SAMTEL HAL Display System Limited
HALBIT Avionics Pvt Ltd
HAL-Edgewood Technologies Pvt Ltd
INFOTECH HAL Ltd
Apart from these seven other major diversification projects are Industrial Marine Gas
Turbine and Airport Services Several Co-production and Joint Ventures with international
participation are under consideration
HALs supplies services are mainly to Indian Defence Services Coast Guards and Border
Security Forces Transport Aircraft and Helicopters have also been supplied to Airlines as
well as State Governments of India The Company has also achieved a foothold in export in
more than 30 countries having demonstrated its quality and price competitiveness
Awards
HAL has won several International amp National Awards for achievements in RampD
Technology Managerial Performance Exports Energy Conservation Quality and
9
Fulfillment of Social Responsibilities
HAL was awarded the ldquoINTERNATIONAL GOLD MEDAL AWARDrdquo for
Corporate Achievement in Quality and Efficiency at the International Summit (Global
Rating Leaders 2003) London UK by Ms Global Rating UK in conjunction with the
International Information and Marketing Centre (IIMC)
HAL was presented the International - ldquo ARCH OF EUROPE rdquo Award in Gold
Category in recognition for its commitment to Quality Leadership Technology and
Innovation
At the National level HAL won the GOLD TROPHY for excellence in Public
Sector Management instituted by the Standing Conference of Public Enterprises (SCOPE)
PROGRESS
The Company scaled new heights in the financial year 2006-07 with a turnover of
Rs778361 Crores
HAL over the last six decades has grown progressively into an integrated Aerospace
Organisation and has spread its wings to cover various activities in the areas of design
development manufacture and maintenance of advanced fighters piston and jet engine
Trainers commercial aircraft helicopters and the associated aero-engines aircraft systems
equipment and avionics
Present achievements in the area of indigenous design and development are the Advanced
Light Helicopter (ALH-Dhruv) and Intermediate Jet Trainer (IJT) These developments
have helped HAL in establishing a competitive edge among the global aerospace
companies HAL being major Design partner for aircraft and system equipment as well as
for system integration of Light Combat Aircraft (LCA) has made a significant contribution
to its successful development
HALrsquos current major programmes include production of military and civil versions of the
10
ALH Jaguar - the deep penetration strike aircraft Dornier Do-228 - Multi-mission Aircraft
LANCER- the Light Attack Helicopter as well as upgrades of MiG-21 BiS MiG-27M and
Jaguar License manufacture of SU-30 MKI has been launched and the first batch of
indigenously produced SU-30 MKI aircraft has been handed over to the Indian Air Force
Facilities for license production of Advanced Jet Trainer ndash HAWK are being established
The new initiatives in R amp D include Weapon System Integration (WSI) on ALH
development of Light Combat Helicopter (LCH) Combat Air Trainer (CAT) Naval amp
Trainer versions of LCA
HAL has also taken the initiatives for participation in new generation civil passenger
transport aircraft with international partnership aiming to expand its activities in the civil
aviation Sector
Design capabilities state-of-the-art facilities and excellent skill level make HAL a valuable
partner for challenging programmes in Aerospace HALrsquos participation in the outsourcing
programmes of global aerospace Companies like Airbus Boeing BAe Systems Snecma
Rolls Royce etc has established its credibility in the export front
Present initiatives like Lean Management setting up of lsquoCentres of Excellencersquo- world-
class facilities company-wide implementation of ERP and Strategic Alliance with reputed
Global Aerospace Companies will help HAL to march ahead on its mission
OUR MISSION
To become a globally competitive aerospace industry while working as an instrument
for achieving self-reliance in design manufacture and maintenance of aerospace defence
equipment and diversifying to related areas managing the business on commercial lines in a
climate of growing professional competence
OUR VALUES
CUSTOMER SATISFACTION
11
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission We strive to understand our customers needs
and to deliver products and services that fulfill and exceed all their requirements
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities We will
supply products and services that conform to highest standards of design manufacture
reliability maintainability and fitness for use as desired by our customers
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area of
our work
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk-taking experimentation and learning at all levels within the
company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust transparency co-
operation and a sense of belonging We will strive for building empowered teams to work
towards achieving organisational goals
RESPECT FOR THE INDIVIDUAL
We value our people We will treat each other with dignity and respect and strive for
individual growth and realisation of everyones full potential
INTEGRITY
12
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Tejas - Light Combat Aircraft (LCA)
Intermediate Jet Trainer (IJT)
Various military and civil upgrades
HAL has formed the following Joint Ventures (JVs)
BAeHAL Software Limited
Indo-Russian Aviation Limited (IRAL)
Snecma HAL Aerospace Pvt Ltd
SAMTEL HAL Display System Limited
HALBIT Avionics Pvt Ltd
HAL-Edgewood Technologies Pvt Ltd
INFOTECH HAL Ltd
Apart from these seven other major diversification projects are Industrial Marine Gas
Turbine and Airport Services Several Co-production and Joint Ventures with international
participation are under consideration
HALs supplies services are mainly to Indian Defence Services Coast Guards and Border
Security Forces Transport Aircraft and Helicopters have also been supplied to Airlines as
well as State Governments of India The Company has also achieved a foothold in export in
more than 30 countries having demonstrated its quality and price competitiveness
Awards
HAL has won several International amp National Awards for achievements in RampD
Technology Managerial Performance Exports Energy Conservation Quality and
9
Fulfillment of Social Responsibilities
HAL was awarded the ldquoINTERNATIONAL GOLD MEDAL AWARDrdquo for
Corporate Achievement in Quality and Efficiency at the International Summit (Global
Rating Leaders 2003) London UK by Ms Global Rating UK in conjunction with the
International Information and Marketing Centre (IIMC)
HAL was presented the International - ldquo ARCH OF EUROPE rdquo Award in Gold
Category in recognition for its commitment to Quality Leadership Technology and
Innovation
At the National level HAL won the GOLD TROPHY for excellence in Public
Sector Management instituted by the Standing Conference of Public Enterprises (SCOPE)
PROGRESS
The Company scaled new heights in the financial year 2006-07 with a turnover of
Rs778361 Crores
HAL over the last six decades has grown progressively into an integrated Aerospace
Organisation and has spread its wings to cover various activities in the areas of design
development manufacture and maintenance of advanced fighters piston and jet engine
Trainers commercial aircraft helicopters and the associated aero-engines aircraft systems
equipment and avionics
Present achievements in the area of indigenous design and development are the Advanced
Light Helicopter (ALH-Dhruv) and Intermediate Jet Trainer (IJT) These developments
have helped HAL in establishing a competitive edge among the global aerospace
companies HAL being major Design partner for aircraft and system equipment as well as
for system integration of Light Combat Aircraft (LCA) has made a significant contribution
to its successful development
HALrsquos current major programmes include production of military and civil versions of the
10
ALH Jaguar - the deep penetration strike aircraft Dornier Do-228 - Multi-mission Aircraft
LANCER- the Light Attack Helicopter as well as upgrades of MiG-21 BiS MiG-27M and
Jaguar License manufacture of SU-30 MKI has been launched and the first batch of
indigenously produced SU-30 MKI aircraft has been handed over to the Indian Air Force
Facilities for license production of Advanced Jet Trainer ndash HAWK are being established
The new initiatives in R amp D include Weapon System Integration (WSI) on ALH
development of Light Combat Helicopter (LCH) Combat Air Trainer (CAT) Naval amp
Trainer versions of LCA
HAL has also taken the initiatives for participation in new generation civil passenger
transport aircraft with international partnership aiming to expand its activities in the civil
aviation Sector
Design capabilities state-of-the-art facilities and excellent skill level make HAL a valuable
partner for challenging programmes in Aerospace HALrsquos participation in the outsourcing
programmes of global aerospace Companies like Airbus Boeing BAe Systems Snecma
Rolls Royce etc has established its credibility in the export front
Present initiatives like Lean Management setting up of lsquoCentres of Excellencersquo- world-
class facilities company-wide implementation of ERP and Strategic Alliance with reputed
Global Aerospace Companies will help HAL to march ahead on its mission
OUR MISSION
To become a globally competitive aerospace industry while working as an instrument
for achieving self-reliance in design manufacture and maintenance of aerospace defence
equipment and diversifying to related areas managing the business on commercial lines in a
climate of growing professional competence
OUR VALUES
CUSTOMER SATISFACTION
11
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission We strive to understand our customers needs
and to deliver products and services that fulfill and exceed all their requirements
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities We will
supply products and services that conform to highest standards of design manufacture
reliability maintainability and fitness for use as desired by our customers
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area of
our work
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk-taking experimentation and learning at all levels within the
company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust transparency co-
operation and a sense of belonging We will strive for building empowered teams to work
towards achieving organisational goals
RESPECT FOR THE INDIVIDUAL
We value our people We will treat each other with dignity and respect and strive for
individual growth and realisation of everyones full potential
INTEGRITY
12
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Fulfillment of Social Responsibilities
HAL was awarded the ldquoINTERNATIONAL GOLD MEDAL AWARDrdquo for
Corporate Achievement in Quality and Efficiency at the International Summit (Global
Rating Leaders 2003) London UK by Ms Global Rating UK in conjunction with the
International Information and Marketing Centre (IIMC)
HAL was presented the International - ldquo ARCH OF EUROPE rdquo Award in Gold
Category in recognition for its commitment to Quality Leadership Technology and
Innovation
At the National level HAL won the GOLD TROPHY for excellence in Public
Sector Management instituted by the Standing Conference of Public Enterprises (SCOPE)
PROGRESS
The Company scaled new heights in the financial year 2006-07 with a turnover of
Rs778361 Crores
HAL over the last six decades has grown progressively into an integrated Aerospace
Organisation and has spread its wings to cover various activities in the areas of design
development manufacture and maintenance of advanced fighters piston and jet engine
Trainers commercial aircraft helicopters and the associated aero-engines aircraft systems
equipment and avionics
Present achievements in the area of indigenous design and development are the Advanced
Light Helicopter (ALH-Dhruv) and Intermediate Jet Trainer (IJT) These developments
have helped HAL in establishing a competitive edge among the global aerospace
companies HAL being major Design partner for aircraft and system equipment as well as
for system integration of Light Combat Aircraft (LCA) has made a significant contribution
to its successful development
HALrsquos current major programmes include production of military and civil versions of the
10
ALH Jaguar - the deep penetration strike aircraft Dornier Do-228 - Multi-mission Aircraft
LANCER- the Light Attack Helicopter as well as upgrades of MiG-21 BiS MiG-27M and
Jaguar License manufacture of SU-30 MKI has been launched and the first batch of
indigenously produced SU-30 MKI aircraft has been handed over to the Indian Air Force
Facilities for license production of Advanced Jet Trainer ndash HAWK are being established
The new initiatives in R amp D include Weapon System Integration (WSI) on ALH
development of Light Combat Helicopter (LCH) Combat Air Trainer (CAT) Naval amp
Trainer versions of LCA
HAL has also taken the initiatives for participation in new generation civil passenger
transport aircraft with international partnership aiming to expand its activities in the civil
aviation Sector
Design capabilities state-of-the-art facilities and excellent skill level make HAL a valuable
partner for challenging programmes in Aerospace HALrsquos participation in the outsourcing
programmes of global aerospace Companies like Airbus Boeing BAe Systems Snecma
Rolls Royce etc has established its credibility in the export front
Present initiatives like Lean Management setting up of lsquoCentres of Excellencersquo- world-
class facilities company-wide implementation of ERP and Strategic Alliance with reputed
Global Aerospace Companies will help HAL to march ahead on its mission
OUR MISSION
To become a globally competitive aerospace industry while working as an instrument
for achieving self-reliance in design manufacture and maintenance of aerospace defence
equipment and diversifying to related areas managing the business on commercial lines in a
climate of growing professional competence
OUR VALUES
CUSTOMER SATISFACTION
11
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission We strive to understand our customers needs
and to deliver products and services that fulfill and exceed all their requirements
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities We will
supply products and services that conform to highest standards of design manufacture
reliability maintainability and fitness for use as desired by our customers
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area of
our work
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk-taking experimentation and learning at all levels within the
company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust transparency co-
operation and a sense of belonging We will strive for building empowered teams to work
towards achieving organisational goals
RESPECT FOR THE INDIVIDUAL
We value our people We will treat each other with dignity and respect and strive for
individual growth and realisation of everyones full potential
INTEGRITY
12
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
ALH Jaguar - the deep penetration strike aircraft Dornier Do-228 - Multi-mission Aircraft
LANCER- the Light Attack Helicopter as well as upgrades of MiG-21 BiS MiG-27M and
Jaguar License manufacture of SU-30 MKI has been launched and the first batch of
indigenously produced SU-30 MKI aircraft has been handed over to the Indian Air Force
Facilities for license production of Advanced Jet Trainer ndash HAWK are being established
The new initiatives in R amp D include Weapon System Integration (WSI) on ALH
development of Light Combat Helicopter (LCH) Combat Air Trainer (CAT) Naval amp
Trainer versions of LCA
HAL has also taken the initiatives for participation in new generation civil passenger
transport aircraft with international partnership aiming to expand its activities in the civil
aviation Sector
Design capabilities state-of-the-art facilities and excellent skill level make HAL a valuable
partner for challenging programmes in Aerospace HALrsquos participation in the outsourcing
programmes of global aerospace Companies like Airbus Boeing BAe Systems Snecma
Rolls Royce etc has established its credibility in the export front
Present initiatives like Lean Management setting up of lsquoCentres of Excellencersquo- world-
class facilities company-wide implementation of ERP and Strategic Alliance with reputed
Global Aerospace Companies will help HAL to march ahead on its mission
OUR MISSION
To become a globally competitive aerospace industry while working as an instrument
for achieving self-reliance in design manufacture and maintenance of aerospace defence
equipment and diversifying to related areas managing the business on commercial lines in a
climate of growing professional competence
OUR VALUES
CUSTOMER SATISFACTION
11
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission We strive to understand our customers needs
and to deliver products and services that fulfill and exceed all their requirements
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities We will
supply products and services that conform to highest standards of design manufacture
reliability maintainability and fitness for use as desired by our customers
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area of
our work
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk-taking experimentation and learning at all levels within the
company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust transparency co-
operation and a sense of belonging We will strive for building empowered teams to work
towards achieving organisational goals
RESPECT FOR THE INDIVIDUAL
We value our people We will treat each other with dignity and respect and strive for
individual growth and realisation of everyones full potential
INTEGRITY
12
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission We strive to understand our customers needs
and to deliver products and services that fulfill and exceed all their requirements
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities We will
supply products and services that conform to highest standards of design manufacture
reliability maintainability and fitness for use as desired by our customers
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area of
our work
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk-taking experimentation and learning at all levels within the
company with a view to achieving excellence and competitiveness
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust transparency co-
operation and a sense of belonging We will strive for building empowered teams to work
towards achieving organisational goals
RESPECT FOR THE INDIVIDUAL
We value our people We will treat each other with dignity and respect and strive for
individual growth and realisation of everyones full potential
INTEGRITY
12
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
We believe in a commitment to be honest trustworthy and fair in all our dealings We
commit to be loyal and devoted to our organisation We will practise self discipline and own
responsibility for our actions We will comply with all requirements so as to ensure that our
organisation is always worthy of trust
CUSTOMERS
INTERNATIONAL CUSTOMERS
Airbus Industrie France
APPH Bolton UK
BAE Systems UK
Chelton UK
Coast Guard Mauritius
Corporate Air Philippines
Cosmic Air Nepal
Dassault Aviation France
Dowty Aerospace Hydraulics UK
EADS France Etc
DOMESTIC CUSTOMERS
Air India
Air Sahara
Airports Authority of India
Bharat Electronics
13
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Border Security Force
Coal India
Defence Research amp Development Organisation
Govt of Andhra Pradesh
Govt of Jammu amp Kashmir
Govt of Karnataka
HAL Management Academy
HAL Management Academy (HMA) was established by the corporate management of
Hindustan Aeronautics Limited way back in August 1969 under the then name of HAL
Staff College It was re-named HAL Management Academy in June 2001 to reflect its focus
on management development consultancy and research HMA has now competed 35 years
of fruitful contribution to the cause of management education
Responding to the need amongst practising managers to constantly refresh and update their
managerial skills HMA offers a variety of programs in an open and short duration format
These programs form a part of a larger focus on Executive education HMArsquos programs
prepare practising managers to meet the challenges of todayrsquos dynamic business milieu
These programs provide exposure to the latest development in managerial practice at a
global as well as local level
HMArsquos programs break fresh ground in management thinking as well as practice
Participants gain insight into both theory as well as application of the latest in management
Participants are encouraged to apply learning in their organizational contexts with a view to
formulate strategies for post-program implementations
Programs at HMA provide not just individual learning but also the opportunity to network
with other practising managers in the area providing for active sharing of experience as
14
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
well as building useful contacts
The programs offered are conducted by HMA Faculty who provide a unique blend of
academic research as well as consulting skills In addition all participants have access to
the vast infrastructure as well as resources of the institute
MANAGEMENT DEVELOPMENT PROGRAMS
The Programs conducted at HMA are broadly categorized into
Individual Development
General Management
Functional Technical Programs
Leadership Programs
Certain programs provide opportunity for experiential learning inside and outside the
classroom Action oriented learning is imparted through outbound training in serene settings
away from the hustle bustle of the city
INFRASTRUCTURE
Training Halls
HMA has five air-conditioned and acoustically-treated training halls with seating capacity
varying from 15 to 50 with flexible seating arrangements Each classroom is equipped with
an Overhead projector writing board Public Address System Digital Light Processing
Projector (DLP) computer with the necessary state-of-the-art software to make
presentations
Library
A good library with over 12000 books mainly on management topics a number of
professional journals and an impressive collection of audio-visual aids supplement
15
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
classroom learning and assignments
Auditorium
An auditorium air-conditioned and acoustically designed with 180 seats is also available
for viewing films videos and conducting seminars A well-lit dais is also suitable for
cultural Programs by participants
Accommodation
Forty fully furnished twin occupancy rooms and five dormitories provide accommodation
for a hundred participants A neat and tidy cafeteria within the campus provides nutritious
food and caters to the palate of the participants from all over the country
Recreation Centre
The recreation centre is equipped with a home-gym facilities for indoor and outdoor
sports and also a television set which provide the participants the much needed relaxation
during the off-hours and holidays A lot of newspapers and magazines are also available
SERVICES
HAL is providing services by different divisions in the different locatonsas they
performs their own functons
16
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
R amp D CENTRES
17
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
In the year 1951 when HT-2 the first indigenously designed primary trainer made its first
flight it heralded the era of Research amp Design at HAL This aircraft served as the back
bone of IAFs training fleet for more than three decades
Subsequently HALs RampD capabilities have grown from strength to strength and have
been harnessed to achieve greater heights of self reliance The Advanced Light Helicopter -
ALH (DHRUV) is the latest new generation helicopter designed and developed by HAL It
is under production since 2002 The test flights on Technology Demonstrators (TD-I and II)
and Prototype Vehicles (PV-1 and 2) of Light Combat Aircraft - LCA (Tejas) are
progressing satisfactorily The Intermediate Jet Trainer (IJT) is undergoing test flights
In addition HAL has successfully completed many systems updates and integration tasks
HAL has 9 Research amp Design Centres engaged in the design and development of combat
aircraft helicopters aeroengines gas turbines engine test beds aircraft communication and
navigation systems and mechanical system accessories
The indigenously upgraded MiG-27M aircraft has received Initial Operation Clearance
(IOC) and the first batch of aircraft has been delivered First flight test on Jaguar Nav
WASS upgraded aircraft with indigenously developed mission computer with weapon
delivery capabilities has been carried out and retromod of fleet has been taken up
Equipped with the latest facilities the company is backed by high profile highly skilled
manpower with an impressive track record of more than five decades of rich experience in
all disciplines of aeronautics
18
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
CHAPTER-3
THEORETICAL-FRAMEWORK
Theoretical framework
Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
19
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible work
hours training pleasant work environment and sabbaticals Introduction to Rewards
A reward is a benefit for performing a given task It assumes someone in a position to
evaluate and judge goodness Rewarding means providing incentives to and recognition
of employees individually and as members of groups for their performance and
acknowledging their contributions to the agencys mission There are many ways to
acknowledge good performance from a sincere Thank You for a specific job well
done to granting the highest level agency-specific honors and establishing formal cash
incentive and recognition award programs
Concepts like risk and reward reward and punishment are based on the idea that people
do things or avoid doing things due to rewards In psychology there is evidence that they
do not and that conditioning and affective factors are much more important than the
rewards or punishments of outsiders
Goals and Objectives of rewards
1048766 Improve performance
20
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
1048766 Employee Motivation
1048766 Enhancing team spirit
1048766 Employee retention
1048766 Employee development
Monetary Rewards
The purpose of monetary incentives is to reward associates for excellent job performance
through money Monetary incentives include profit sharing project bonuses stock
options and warrants scheduled bonuses (eg Christmas and performance-linked) and
additional paid vacation time Traditionally these have helped maintain a positive
motivational environment for associates (Kepner 2001)
Non-Monetary Rewards
The purpose of non-monetary incentives is to reward associates for excellent job
performance through opportunities Non-monetary incentives include flexible workhours
training pleasant work environment and sabbaticals
Introduction to Attitude
An attitude can be defined as persistent tendency to feel and behave in a particular way
toward some object
The Nature and Dimensions of Attitudes
Attitudes can be characterized three ways First they tend to persist unless something is
done to change them Second attitudes can fall anywhere along attitude may be
moderately unfavorable Third attitudes are directed toward some object about which a
person has feelings (sometimes called affect) and beliefs Attitudes can be broken down
into three components emotional informational and behavioral The emotional
component the informational component and the behavioral component
Functions of Attitudes
An understanding of the functions of attitudes is important to the study of organizational
behavior Based on extensive review of surveys of employers a recent analysis
concluded the most important consideration in hiring and the biggest deficit among new
workforce entrants are the attitudes concerning work that they bring with them to their
jobs Mr Katz has noted that attitudes serve four important functions in this process
1048766 The Adjustment Functions
21
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
1048766 The Ego Defensive Function
1048766 The Value Expressed Function
1048766 The Knowledge Function
Changing Attitudes
Employee attitudes can be changed and sometimes it is in the best interests of
management to try to do so Sometimes attitude change is difficult to accomplish because
of certain barriers After these barriers are identified some ways of overcoming them and
effectively changing attitudes are examined
29 Effect of Rewards on Retention
Getting people to work for and with the organization as a team-and keeping them
working is never simple When making a decision to join (or stay with) n organization
most people sort through and try to prioritize a complex bundle of personal requirements
This ldquohierarchy of needsrdquomdashas originally conceptualized by Abraham Maslow (as
explained in the illustration)mdashrange from basic survival needs to the utmost
psychological desire for self-actualization Many of these needs do not relate directly to
either salary or benefits
Maslowrsquos hierarchy teaches that when an individual accomplishes each level
ldquosatisfactionrdquo wonrsquot necessarily be the result Rather the individual is likely to start
yearning for achievement at the next-higher level
For example once the individual obtains reasonable physical comfort (housing and
clothing) and physical safety (money in the bank home equity life insurance) the next
step might be to seek association with a prestigious firm After reaching that milestone
the individual might aspire for professional recognition and so on
Of the various hierarchical needs described by Maslow only some have a direct link to
compensation Clearly money is a primary factor enabling the individual to meet
physical needs Money also is key in achieving safety and security primarily in the form
of adequate insurance and retirement savings Even the need for prestige and status as
satisfied by a new BMW or a spacious beach house requires substantial funding
However over the full range of Maslowrsquos hierarchy the majority of other needs are NOT
tied directly to base salary bonus or benefits Rather most of Maslowrsquos hierarchy
addresses needs associated with work activity and the workplace itself
22
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Self-actualization
Teaching professionals place professional considerations well ahead of their bank
balances One or more of these scenarios are often familiar in the industry
1048766 Competent teaching professionals ldquochase moneyrdquo (by changing institutions) only
to return to more modest compensation at a institution where they have greater
opportunity for self-expression
1048766 Talented teaching professionals struggle at close-to-starvation wages to stay
involved in teaching
Each scenario illustrates the teaching professionalrsquos strong motivation to reach the peak
of Maslowrsquos hierarchy ie self-actualization Maslow illuminates the concept thusly
ldquoA musician must make music an artist must paint a poet must write if
he is to be at peace with himself What a man can be he must be This is
the need we call self-actualizationit refers to manrsquos desire for
fulfillmenthelliprdquo
While teaching professionals probably have greater need for self-actualization than do
individuals in other careers self-actualization is a VERY important part of the teaching
professionalrsquos psychology The idea that ldquoa teacher must teachrdquo has important
implications for compensation administration and management of the overall
organization
Money alone will not offset a bad working environment or the lack of true career
opportunity Employees rarely join (or leave) firms solely because of compensation or
benefits Using the lessons taught by Maslowrsquos hierarchy management of education
institutions must look to the whole institution and employment experience to attract and
retain appropriate staff
When conditions are right employees derive non-monetary compensation from those
aspects of the employment experience that provides value or satisfaction without
necessarily delivering a measurable reward Said differently non-monetary compensation
is nothing more complicated than ldquopsychic incomerdquo It rewards the employee in some
uniquely psychological way largely unrelated to salary or employee benefits
The hierarchy links the search for such opportunities directly to Maslowrsquos selfactualization
23
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
concept Firms that ignore these needs will tend to have higher turnover and
operating costs and lower motivation and morale
The essential question about monetary vs non-monetary rewards is not an ldquoeither-orrdquo
question The best firms endeavor to deliver both In the end every employee makes a
subconscious calculation of the two
Monetary income + Psychic income = Total income
When available in reasonable quantities psychic income helps the teaching professional
see a clear path toward advancement and satisfaction Most faculties are able to make
rational decisions about the trade-off between professional satisfaction and economic
reward Ultimately most teaching professionals will choose the option that provides the
highest ldquototalrdquo income
We should bear in mind this is not an invitation to take advantage of the staffmdashthe
management of education institutions should always research the true market value for
faculties and compensate their people fairly The goal is to deliver and maintain a
reasonable balance between monetary and psychic income In the end institutions that
deliver both monetary income and physic income in a fair and innovative manner will
attract retain and develop quality personnel keep them satisfied and foster organization
loyalty
Above all the institutions should remember that the employees are people each one an
important part of the business family-not just a cog in a human machine that goes through
certain muscular motions every day with time out for refueling and maintenance The
management should remember that their staff has heart and brains feelings and ideas-and
is made of the same raw materials as them Their energies are there to be used for their
own good and for the management Some ways of harnessing these energies are
1 Seeking and using employees own ideas
2 Keeping employees informed
3 Expressing personal interest in employees
4 Instilling pride in work well done
These techniques concern various methods of directing employees toward main objective
- building a profitable business by satisfying customers As one put these techniques to
use we will find the job only half begun The employee still needs more answers to this
24
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
very important personal question What is there in it for me This is not a cynical
question It is another way of asking How much am I worthrdquo And the management
must provide answers for them as well as for itself
Management must encourage employee ideas and provide the necessary mechanism for
obtaining them Suggestion boxes and idea-discussion employee meetings are a couple of
possibilities Encourage employees to think about problems of the business Some
excellent ideas for their solution may be forthcoming The management can carefully
consider all ideas and if adopted can commend or reward the giver If not adopted a
word of explanation and appreciation can always be given
To effectively motivate a definite system of incentives or rewards is necessary Such a
system requires a combination of several groups of incentives the most important of
which are
1 Recognition-both monetary and non-monetary
2 Social prestige
3 Achievement
4 Self-esteem
Recognition
Recognition-Monetary
The first thought concerning recognition is usually money Good pay is vital Good pay is
essential to employee satisfaction and must be carefully considered in all personnel
matters The employee should not feel that he is underpaid Pay is the best and most
tangible form of recognition of the employees worth to the company Besides actual pay
increases other form of monetary recognition commonly used is a bonus plan
Recognition-Non-monetary
Non-monetary recognition can be tangible or intangible Examples of tangible
recognition highlighting the key personnelrsquosrsquo training experience and outstanding
services Intangible means of recognition are less formal and might be in the form of a
kind word of praise
Social Prestige
25
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Present-day management theory says it is no longer sufficient to satisfy only subsistence
needs Employee retention will be obtained only when his social and self-esteem needs
are supplied on the job More money often becomes an insistent demand when
management is concerned only with satisfying minimum cost-of-living needs When the
whole person is involved within an enterprise the employee is often content with less
money than he might make elsewhere simply because he enjoys his work and
experiences self-esteem and accomplishment through his work
Achievement
Ambition falls off when employees do not have enough to do The only way to solve this
problem is to establish reasonable work output standards for each job Study and
evaluation of standards and employee worker contribution should result in a reasonable
level of output for each position Living up to these standards brings a sense of
achievement
Self-Esteem
This group of needs differs from others in that it is concerned with the employees view
of himself Examples are the opportunity for recognition status in the community
respect distinction attention importance and appreciation These are the most difficult
needs to provide
Thus by observing above data it can be said that employee retention is a burning issue in
education field and there is a positive relation between monetary and non-monetary
rewards with attrition rate Further part of the report focuses on the empirical evidencesand
researches which gives a base to the study
26
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
CHAPTER-3
RESEARCH METHODOLOGY
27
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Research methodology
TITLE
ldquoEMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-
MONITORY BENIFITSrdquo AT HAL(ARDC) Ltd Bangalore
STATEMENT OF PROBLEM
This particular topic is chosen because how employees shows their attitude
towards monetary and non-monetary benifitsin what extent it motivates the worker
to perform their work effectively
Motivation is necessary for work performance because if people do not feel
inclined to engage themselves in work behaviour they will not put in necessary
efforts to perform well However performance of an individual in the organization
depends on a variety of factors besides motivation
PURPOSE OF THE STUDY
28
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
The purpose of the study is to get practical knowledge and to get experience and
also to know the various challenges that are faced in the corporate world The main
intention of choosing this topic is to study
The attitude of the employees towards monitory and non-monitory
benefits
The project helps the organisation to improve the system of
monitory and non-monitory benefits according to the feedbacks of the
employees
OBJECTIVES OF STUDY
To find the how the company providing monitory and non-monitory
benefits to its employees
To identify attitude of employees towards the monitory and non-
monitory benefits
To find out the areas where it is possible to make changes for
effectiveness on the system and bringing out these changes
To study how the feedback is given by the employees for
development
SCOPE OF THE STUDY
The study ensures to determine the following
Study covered all departments of employees
Study conducted in ARDC division of HAL only
To know the monitory and non-monitory benefits provided by
the company
The company can make use of the study to make improvement in
providing monitory and non-monitory benefits to employees
DATA COLLECTION APPROACH
29
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
The questionnaire was specifically framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture and that
would help the organization to take better decisions
Primary data was collected by administrative questionnaire of 60 respondents
In the questionnaire all the questions were specifically framed as per the survey
requirements and following are its details
Direct conduct was made with the respondents through the random sampling
and all the respondents are the employees of the ARDC division of HAL Ltd
The study was conducted in different departments of the ARDC division of HAL
Ltd the information was collected through questionnaire The questionnaire was
administered and collected on the spot
The information necessary for this survey is collected by tapping primary and
secondary sources
Primary data
a) Questionnaire
b) Personal interaction
Secondary data
a) Related information from internet
b) Books and publications
c) Organization report
SAMPLE SIZE
lsquoSample size for the survey is 60 employeesrsquo
30
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Research Design
31
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
32
Data sourcePrimarily(field survey)
Secondary data(internet)
Area of researchARDC division HAL Ltd
Bangalore
Population Employee from ARDC division
HAL Ltd
Research approachSurvey method
Sample unitEmployee of HAL Ltd
Research instrumentQuestionnaire
Sampling MethodRandom sampling
Sample size60 employee
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Measuring tools
The measuring tools used for the study is lsquoGraphical and Simple percentage Methodrsquo
Limitations of the study
Generalization The study was done at HAL Ltd(ARDC
Division)Bangalore Therefore the findings conclusions and suggestions
pertaining to opinion of employees about the monitory and non-monitory benefits
of the company are relevant only to this division Some part of the study cant be
generalized to entire HAL which has its divisions in other places
Sample size The researcher could not collect the information from more
employees because of time constraint Hence the sample size was restricted to 60
respondents However the sample size was adequate to draw the conclusion
Assumption The study was conducted on the assumption that information
elicited from the respondents in correct
33
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
CHAPTER-5
ANALYSIS AND INTERPRETATION
34
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
ANALYSIS AND INTERPRETATION
In this part I would like to give my survey analysis and interpretation of
datathis data is collected through the questionnaire and accordingly the
interpretation is presented in order
Q 1)How do you comment on your attitude towards monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 36 60
Very Negative 4 667
Negative 8 1333
Total 60 100
35
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
From the above graph tells the attitude of the employees towards monitory benefits
provided by the company here 20 of respondents said that very positive60 of
respondents said that positive667 respondents said that very negative and
1333 respondents said that negative
Q 2) What sort of monetary benefits would you prefer in your organization
Opinion No of respondents Percentage
ESOPrsquos 6 10
Bonus 30 50
Incentives 18 30
Good compensation 6 10
Total 60 100
36
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
The above graph says about the monitory benefits which are preferred by the
employees among the above options 10 respondents preferred ESOPrsquos 50
respondents preferred bonus 30 respondents preferred incentives and 10
respondents preferred good compensation
Q 3) How do you comment on your attitude towards non-monitory rewards in your
organization
Opinion No of respondents Percentage
Very Positive 12 20
Positive 24 40
37
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Very negative 16 2667
Negative 8 1333
Total 60 100
The above graph represents the attitude of the employees towards non-monitory
benefits 20 respondents said very positive 40 respondents said positive 2667
respondents said very negative and 1333 said negative
Q 4) What sort of non-monitory benefits would you prefer in your organization
Opinion No of respondents Percentage
38
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Training facilities 25 4167
Flexible working hours 15 25
Leave benefits 6 10
Recognition 14 2333
Total 60 100
The above graph shows the preference of the employees about the non-monitory
benefits in the organization among the above options 4167 respondents said
training facilities 25 respondents said flexible working hours 10 respondents
said leave benefits and2333 respondents said recognition
Q 5) Does compensation leads to motivation directly
39
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Opinion No of respondents Percentage
Agreed 16 2667
Partially agreed 30 50
Partially disagreed 8 1333
Disagreed 6 10
Total 60 100
The above graph represents is the compensation leads to motivation
directly2667 respondents agreed50 of respondents partially agreed1333
respondents partially disagreed and10 of respondents disagreed
40
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Q 6) According to you what factors indicate motivation directly
Opinion No of respondents Percentage
Good compensation 8 1333
Recognition 25 4167
Working conditions 16 2667
Promotions 11 1833
Total 60 100
The above graph represents the factors which indicates motivation directly1333
respondents opted good compensation4167 respondents opted
41
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
recognition2667 opted working conditions and 1833 respondents opted
promotions
Q 7) Are compensation plans fair in your organization
Opinion No of respondents Percentage
Fully agreed 6 10
Agreed 30 50
Disagreed 18 30
Fully disagreed 6 10
Total 60 100
42
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
The above graph represents the statement is compensation plans is fair in the
organization10 of respondents are fully agreed it509 of respondents are
agreed it 30 of respondents disagreed it and 10 of respondents fully disagreed
it
Q 8) Are the insurance schemes for employees good in your organization
Opinion No of respondents Percentage
Good 12 20
Partially good 24 40
Bad 16 2667
Partially bad 8 1333
Total 60 100
43
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
The above graph represents that is the insurance schemes are good in the
organization20 of respondents said its good 40 of respondents said its
partially good2667 of respondents said its bad and 1333 of respondents said
its partially bad
Q 9) The company is providing health amp safety to the employees
Opinion No of respondents Percentage
Agreed 26 4333
Partially agreed 20 3333
Disagreed 8 1334
Partially disagreed 6 10
44
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Total 60 100
The above graph says about the health and safety provided by the company to the
employees4333 of respondents agreed it3333 of respondents partially agreed
it1334 of the respondents disagreed it and 10 of the employees partially
disagreed it
Q 10) Are pay and allowance in accordance to the market standard
Opinion No of respondents Percentage
Agreed 10 1667
Partially agreed 28 4666
45
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Disagreed 12 20
Partially disagreed 10 1667
Total 60 100
The above graph represents is the company provides the pay and allowance
according to the market standars1667 respondents agreed that the company is
providing the pay and allowances according to the market standards4666 of
respondents have partially agreed it 20 of the respondents have disagreed it and
1667 of the respondents have partially disagreed it
Q 11) In your organization the welfare facilities provided are satisfactory
46
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Opinion No of respondents Percentage
Fully satisfactory 10 1667
Satisfactory 22 3666
Dis-satisfactory 16 2667
Fully dissatisfactory 12 20
Total 60 100
The above graph gives the information about the welfare facilities provided by the
organization is satisfactory to the employees1667 of respondents are fully
satisfied3666 of the respondents are just satisfied 2667 of respondents are
dis satisfied and 20 of the respondents are fully dissatisfied
47
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Q 12) What kind of in-house recreational facilities provided by your organization
Opinion No of respondents Percentage
Indoor games 14 2334
Gym amp fitness centre 14 2334
Others 10 1666
None 22 3666
Total 60 100
This graph tells the opinion of the respondents about the in house recreational
facilities provided by the company among the options 2334 of the respondents
opted for indoor games 2334 of the respondents opted for gym and fitness
centre1666 of the respondents opted for the other facilities and 3666 of the
respondents opted for none
48
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Q 13) Does company allows employees to participate in decision making
Opinion No of respondents Percentage
Allowed 14 2334
Sometimes allowed 28 4666
Not allowed 18 30
Total 60 100
49
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
This graph shows that the company will allow the employees for the participation
2334 of the respondents said company allows4666 of the respondents said
sometimes allowed and 30 of the respondents said it not allowed
Q 14) How does the company rewarding the employees
Opinion No of respondents Percentage
On group performance 18 30
On individual performance 16 2667
Both 26 4333
Total 60 100
50
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
The above graph says about the rewarding system by the company to the
employees 30 of the respondents said that the company is rewarding on the
group performance 2667 of the respondents said company is rewarding on
individual performance and 4333 of the respondents said that the company is
rewarding on the basis of both
Q 15) What sort of pay programme practiced by the company
Opinion No of respondents Percentage
Piece-rate pay 2 334
Designation based pay 40 6666
others 18 30
Total 60 100
51
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
This graph says about the pay programme practiced by the company 334 of the
respondents said piece-rate pay 6666 of the respondents said designation based
pay and 30 of the respondents opted others
Q 16) Rate how well do career counselling career planning amp developments
programmes match the organization needs with employees career needs
Opinion No of respondents Percentage
Poor 10 1666
Adequate 26 4334
Good 16 2666
52
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Excellent 8 1334
Total 60 100
This graph says about the development programmes held by the company1666
of the respondents said its poor 4334 of the respondents said its adequate
2666 of the respondents said its good and 1334 of the respondents said its
excellent
Q 17) Rate how well the HR department reflects a balance of organizational needs
and employee needs and acts as effective intermediary for both
Opinion No of respondents Percentage
Poor 24 40
53
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Adequate 18 30
Good 12 20
Excellent 6 10
Total 60 100
The above graph rates how the hr department balance the both organizational and
employee needs40 of the respondents said its poor30 of the respondents said
its adequate20 of the respondents said its good and 10 of the respondents said
its excellent
Q 18) Rate how well training programmes related to organizational objectives
Opinion No of respondents Percentage
54
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Poor 8 1334
Adequate 28 4666
Good 18 30
Excellent 6 10
Total 60 100
This graph represents how well the training programme is held in the organization
1334 of the respondents said its poor 4666 of the respondents said its adequate
30 of the respondents said its good and 10 of the respondents said its
excellent
55
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
ANNEXURE AND BIBLOGRAPHY
56
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Questionnaire
Department
Grade
Years of Experience
1 How do you comment on your attitude towards monitory rewards
aVery positive b Positive
c Very negative dNegative
Comment
2 What sort of monetary benefits would you prefer
aESOPrsquos bBonus
c Incentives dGood compensation
Comment
3 How do you comment on your attitude towards non monetary rewards
aVery positive b Positive
c Very negative d Negative
Comment
4 What sort of non monetary benefits would you prefer
aTraining facilities bFlexible working hours
57
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
c Leave benefits dRecognition
Comment
5Does compensation lead to motivation directly
a Agreed bPartially agreed
c Partially disagreed dDisagreed
Comment
6 According to you what factors indicate motivation directly
a Good compensation b Recognition
cWorking conditions d Promotions
Comment
7 Are Compensation plans fair in your organization
a Fully agreed b Agreed
c Disagreed d Fully disagreed
Comment
8 Are the insurance schemes for employees good in your organization
aGood bPartially good
cBad dPartially bad
58
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Comment
9 The company is providing health amp safety to the employees
a Agreed b Partially agreed
c Disagreed dPartially disagreed
Comment
10 Are pay and allowance in accordance to the market standard
a Agreed bPartially agreed
c Disagreed dPartially disagreed
Comment
11 In your organization the welfare facilities provided are satisfactory
a Fully satisfactory b satisfactory
c Dis-satisfactory d Fully dis- satisfactory
Comment
12 What kind of in-house recreational facilities provided by the company
a Indoor games bGym amp fitness centre
c Others dNone
59
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Comment
13Does company allows employees to participate in decision making
a Allowed bSometimes allowed
cNot allowed
Comment
14 How does the company rewarding the employees
a On group performance b On individual performance
c Both
Comment
15 What sort of pay programme practiced by the company
a Piece-rate pay b Designation based pay
cOthers
Comment
16Rate how well do career counsellingcareer planning amp developments programmes
match the organizations needs with employees career needs
a Poor b Adequate c Good d Excellent
60
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Comment
17Rate how well the HR department reflects a balance of organizational needs and
employee needs and acts as effective intermediary for both
a Poor b Adequate c Good d Excellent
Comment
18 Rate how well training programmes related to organizational objectives
a Poor bAdequate CGood dExcellant
Comment
BIBILIOGRAPHY
Primary data was collected by conducting the survey of 60 employees in
the organisation of different departments and asking direct questions to the
respondents
61
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-
Secondary data is collected through using websites
wwwgooglecom
wwwhalcom
62
- Top players
- Players in Indian aviation industry can be categorized in three groups
-