Working from the topic chosen earlier in the topic selection you will be designi
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Question
Working from the topic chosen earlier in the topic selection you will be designing your own statistical study.
The topic is the linear relation between infant’s heights and their head girths.
In a 1250 – 1500 word report discuss the design of an experiment that would expand on or relate to the research in the previously chosen article. Be sure to include the following:
Background information explaining the importance of the research (why it should be done) and what has been done in the past.
Sampling and experimental design with rationale.
Data analysis techniques (specific inferential test that would need to be used and why, include tests that would need to be done to validate the assumptions needed for the chosen inferential test).
Expected results as well as the questions this research will serve to answer.
Suggestions for future research.
A minimum of four (4) additional scholarly resources are required.
Explanation / Answer
Effectiveness of reward system on the motivational level of employees at ABC
1.3 Introduction to the topic
1.3.1 Meaning of rewards and recognition
Recognition & Reward is a system of appropriate acknowledgement and appreciation of employees’ efforts in a fair and timely manner. This includes appropriate and regular financial compensation, as well as employee or team celebrations, recognition of years served, and/or milestones reached.
1.3.2 Importance of rewards and recognition
Employee achievements and performance improvement is a vital part of performance management. Sincere and honest praise lets employees know that their efforts are being appreciated by the organization. This simple act takes little time but will provide many benefits. With a few positive, encouraging words and a pat on the back, an organization can recognize and reinforce desired performance behaviors. An employee who feels that his or her best efforts are valued by an organization is likely to continue those efforts.
It is important that employees know they are viewed as valuable members of the organization. With praise, an organization can create and reinforce a positive self-image in its employees, making them feel like winners. This is most desirable in confusing or unclear situations where the employee is trying to do the right thing but is uncertain of the actual performance level.
Giving recognition helps your employees to:
Take pride in their work and in their job responsibilities
Feel appreciated for their contributions
“Go the extra mile”
Heighten level of commitment to the organization
Improve relationships between co-workers
Be more open to constructive feedback
Strive to meet and/or exceed performance expectations
Support and promote a positive atmosphere in which praise prevails
Get more enjoyment out of the work they do
3.1.5 Rewards in ABC
In ABC 26th February is being celebrated as foundation day. Every year on this day rewards are being given to the employees. The reward ceremony is named as “SAMMANIT”. Below mentioned are the list of rewards along with the eligibility, criteria and proposed amount.
Name of the rewards are:
ABCD Award
Perfect Attendance Award
Best Manager
Best SPV
Mountain Mover Award
S.No
AWARD
ELIGIBILITY
CRITERIA
PROPOSED AMOUNT
1
ABCD Award
All Employees
Accomplishments exceeding the mutually discussed and agreed deliverables. Contributions on that account should be tangible. (Instances to be shared). In case of intangibles, the detailed background and possible contributions to business to be highlighted.
Total Rewards Rs. 75000 ( In case of more than 1, the amount to be equally divided)
2
Perfect Attendance Award
Employees joined before 1st January 2013
-Least number of Leaves
-Punctuality – Least number of late coming
-If more than one nominee fulfils the above criteria, all such equally placed candidature will be considered.
Rewards Rs. 5000 each. A total of 5 employees to be awarded
3
Best Manager
Definition- Manager with at least 5 direct reports qualifies
-The Manager Score card evolved from the last held Employee Engagement Survey will be the basis.
-Feedback from IS and NS
Total Reward Rs. 50,000/- ( In case of more than 1, the amount to be equally divided)
4
Mountain Mover Award
Specifically for CL 5 & above
-Extraordinary achievement
-Cost saving (Instances and supporting documents)
Total Reward Rs. 1,00,000/-
4
Best SPV
All SPV (O&M & Implementation)
-Engagement score results of that particular SPV
-Least No of statutory escalations
-Business Deciders like PAT, EBITDA and valuation
-In case of Implementation projects, progress made w.r.t milestone activities i.e. % of completion Viz-a-Viz planned
Total Reward Rs. 1,00,000/- ( In case of more than 1, the amount to be equally divided)
1.5 OBJECTIVE OF THE RESEARCH STUDY
Increasingly, organizations are understanding that there should be an equitable balance between the employee’s contribution to the organization and the organization’s contribution to the employee. Creating this balance is one of the key reasons to reward employees. In current scenario an organizations result is tremendously dependent on the employees work motivation.
The objective of this study is to investigate and analyze various aspects like:
a) General Objectives
To determine whether the employees are aware about the existing reward system.
To determine if there is a relationship between reward and employee motivation.
To determine which factors contribute to work motivation.
b) Specific Objectives
The aim of this study is to investigate and analyze how well the current reward system of ABC helps to generate employee motivation.
To analyze whether the different rewards and recognitions are being able to meet the objectives for which they have been formulated.
It aims to find out which aspects of the reward system functions well, and which aspects could be further developed and improved in order to increase employee satisfaction.
To know whether employees have clarity on the eligibility criteria for the rewards.
How can the reward systems be further developed?
2. REVIEW OF LITERATURE
1. ILM Research Paper, Motivation and Rewards by David Pardey and Tom May
The majority of staff, financial incentives are relatively ineffective performance motivators. Instead focusing on the quality of basic terms and conditions and workplace environment, as well as developing management relationships, is likely to be more effective. Of the extrinsic motivators, base salary, benefits and pension is the most important. So employers may wish to consider using some of the money and other resources currently used on financial bonuses to improve the basic terms and conditions of their employees. The non-financial recognition and rewards given could also be considered; if well designed, these could motivate better performance and at less cost than traditional bonus payments. The efficiency of bonus payments themselves could be increased by making the link between employee performance, appraisal and performance-related bonus clearer to individual employees. For bonus systems to become truly effective, each employee needs to understand what to do (or do differently) and how that contributes to the organization’s success. They also need to see and understand how the appraisal system reflects this and its relationship with the reward given. Findings suggest that more could be made, of the intrinsic motivators, by many organizations; not least developing the interpersonal skills of their managers. This will increase the degree to which employees feel they are valued by their manager and their organization. The results show that managers cannot over do the basics of good management, including engaging in effective feedback and coaching their direct reports. Generally, more thought could be given to the design of individual roles, in order to maximize the intrinsic enjoyment for each employee. This may also include job enrichment and development, opportunities for frequent interaction with colleagues and autonomy or discretion over how tasks are completed. Part-time workers are shown as an asset to their employers in this research, being motivated, engaged and well qualified. Wherever possible, their priorities for flexible working should be accommodated and the default assumption that a post is full-time with a fixed location and hours should be challenged.
3. Impact of Reward and Recognition on Job Satisfaction and Motivation: An Empirical Study from Pakistan by Rizwan Qaiser Danish
Impact of reward and recognition on motivation and job satisfaction. Analysis has shown a close relationship between several dimensions of work motivation and satisfaction but recognition along with work itself and operating procedures have shown low mean values and insignificant relationship. Employees think that there is a minor chance of appreciation from the boss on doing a good job. These deficiencies can be worked out if the superiors motivate their juniors with proper recognition and appreciation even through minor things like asking their family problems. Employee’s participation in the decision making process will made them more courageous and enthusiastic towards working in the organization. On the other side the periodically salary increments, allowances, bonuses, fringe benefits and other compensations on regular and specific periods keeps their morale high and makes them more motivated. There are certain limitations or constraints to the generalizability of the study, for example, consideration of inflation rate and unemployment rate. However the research is very important in building the relationship between employees and employer.
3. HYPOTHESiS
1. There is a significant relationship between rewards and recognition system and employees motivation.
2. Monetary and Non-monetary rewards are equally important for motivation of employees.
3. Employees those who have clarity on the eligibility criteria for rewards and those who do not have clarity but would like to know the eligibility criteria will increase their work efforts in order to gain the rewards.
4. Employees who believe that rewards have positive impact on motivational level will tend to increase their work efforts to gain more rewards.
5. Monetary and Non-monetary rewards are equally important for those employees who believe rewards have positive impact on the work atmosphere and motivational level of employees.
4.2 Research Design
Descriptive research is used for the study in order to describe the data and characteristics about what is being studied. It is used to obtain information concerning the current status of phenomena to describe, “What exists” with respect to variables or conditions in a situation. It involves gathering data that describe events, organizes, tabulates, depicts and describe data. A descriptive study is undertaken in order to ascertain and be able to describe the characteristics of the variables of interest in a situation.
It involves using a self-designed questionnaire in collecting data from the respondents. This method was chosen in order to make reference to phenomena as they exist in real life and it is relatively economical in terms of time and resources.
4.3 Population
The population for the study comprised of all the employees of ABC Chennai. The population size was 120.
4.4 Sample Design
A sample design is a plan drawn before any data are collected to obtain a sample from a given population. It provides information on the target and final sample sizes and the selection methodology.
Subjects for the study were fifty employees of ABC, Chennai. These subjects were drawn randomly from the different departments for sample. The simple random sampling is a basic sampling design, which allows equal representation and selection of samples. The selection of the subjects was done in such a way to include all categories of employees and it cuts across gender. This was done in anticipation that such a sampling of subject
.
4.7 Graphical tools
A graphical representation of data is a type of a diagram or graph that organizes and represents a set of numerical or qualitative data. It is a method of displaying data by use of presentations of trends known as graphs.
The graphical tools used in this study are:
- Bar graph
- Pie chart
- Doughnut chart
Bar chart is a chart with rectangular bars with length proportional to the values that they represent. Bar chart provides a visual presentation of categorical data. It is used for more complex comparisons of data.
Pie chart is a circular chart divided into sectors, illustrating numerical proportion. Pie charts are used to show the comparative sizes of multiple objects. It makes it easy to see which have larger populations.
Doughnut chart is similar to a pie chart which conveys how much each part contributes to a whole. It can be used to display percentage breakup of various quantities in sum total.
5. Analysis and interpretation
The purpose of the data analysis and interpretation is to transform the data collected into credible evidence about the development and its performance.
5.1 Bar graphs and pie charts
5.1
Yes
No
Are you aware of reward and recognition system at ABC
39
11
Fig 5.1
Inferences: As we can see from the pie chart majority of the employees at ABC are aware about the reward and recognition system. But there are around 22% of the employees from sample who are unware about the existence of the system.
5.2
You are aware about which of the following awards
No. of Employees
ABCD (Above and beyond call of duty) Award
39
Perfect Attendance Award
37
Best Manager Award
39
Best SPV Award
31
Mountain Mover Award
38
Fig 5.2
Inferences: From the above graph it can be seen that, employees who are aware about the reward and recognition system do not know about all the awards. But, all the employees who are aware about the system know ABCD Award and Best Manager Award. More than 90% of this category know about the Mountain Mover and Perfect Attendance Award and almost 80% of the employees know about the Best SPV Award.
5.3
Yes
No
Do you have clarity on the eligibility criteria for the above mentioned awards
22
28
Fig 5.3
Inferences: From the Fig 5.1 it can be seen that though 78% of the employees are aware about the reward and recognition system, but only 44% of the employees know about the eligibility and criteria for the awards.
It depicts that the eligibility and criteria for the awards are not clearly communicated with the employees at ABC.
5.4
Employees who are unaware about the eligibility criteria for rewards and recognition system and if they would like to know about it or not?
Yes
No
25
3
Fig 5.4
Inferences: As we can see from the pie-chart, almost 90% of the employees who are unaware about the eligibility and criteria for the rewards would like to know about it. Only 10% of the employees who are unaware about the eligibility and criteria are not interested to know about it.
Hence, eligibility and criteria for the rewards and recognition system should be circulated with employees, to aware them about the same.
5.5
Do you think rewards have a positive impact on the work atmosphere and motivation level of employees?
No. of Employees
Strongly Agree
18
Agree
23
Maybe
8
Disagree
1
Strongly disagree
0
Fig 5.5
Inferences: From the above figure it can be depicted that 82% employees think that rewards have a positive impact on the work atmosphere and motivation level of employees and only 18% of the employees do not believe that rewards have any impact on work atmosphere and motivational level of employees.
Hence, rewards and recognition system of an organization impacts the motivational level of employees.
5.6
Will you increase your work efforts in order to gain rewards and recognition
Yes
No
Maybe
32
6
12
Fig 5.6
Inferences: From the pie-chart it can be seen that 64% the employees are willing to increase their work efforts in order to gain rewards and recognition. Only 12% are reluctant to change their work efforts in order to gain rewards and recognition and 24% employees fall in the category of “Maybe” i.e. they are not sure whether they will change their work efforts or not with respect to the rewards and recognition system. Hence, these 24% employees are potential employees who could be motivated to increase their work efforts by introducing new rewards.
5.7
According to your opinion, the existing reward system is
No. of Employees
Very fair and transparent
11
Somewhat fair and transparent
27
Not very fair and transparent
5
Not at all fair and transparent
2
Don’t know
5
Fig 5.7
Inferences: As shown in the bar diagram, 54% of them employees find the existing reward and recognition system “Somewhat fair and transparent”, 22% employees feel the system is “Very fair and transparent”, 10% employees feel it is “Not very fair and transparent”, 10% “Do not know” and only 4% finds that the existing reward and recognition system is “Not at all fair and transparent”
5.8
Monetary and Non-Monetary awards are equally important
No. of Employees
Strongly Agree
13
Agree
26
Maybe
4
Disagree
6
Strongly Disagree
1
Fig 5.8
Inferences: The above figure shows that 78% of the employees believe that monetary and non - monetary rewards are equally important, 14% believes that they are not equally important and 8% employees believe they may be equally important.
Dependent Variable(Y): Increase in work efforts to gain rewards and recognition
Independent Variable (X): Awareness about the rewards and recognition system among the employees at ABC
Using the Regression tool in excel,
Results
R Square
0.7521
P-value
3.79E-16
As we can see from the table, the value of R Square coefficient of determination is 75.21% which indicates that goodness of fit of a model. Hence, Increase in work efforts to gain rewards and recognition is 75.21% dependent/correlated with the awareness among the employees at ABC about the rewards and recognition system.
P-value has an exponential (E), which shows that there are very low percentage chance that the result occurred only as a result of chance.
Analysis 5.3.2:
Dependent Variable(Y): Increase in work efforts to gain rewards and recognition
Independent Variable (X): Awareness about the ABCD (Above and beyond call of duty) Award among the employees at ABC
Using the Regression tool in excel,
Results
R Square
0.7521
P-value
3.79E-16
As we can see from the table, the value of R Square coefficient of determination is 75.21% which indicates that goodness of fit of a model. Hence, Increase in work efforts to gain rewards and recognition is 75.21% dependent/correlated with the awareness about the ABCD (Above and beyond call of duty) Award among the employees at ABC
P-value has an exponential (E), which shows that there are very low percentage chance that the result occurred only as a result of chance.
Findings from the survey conducted:
F1: Majority of the respondents (78%) are aware about the rewards and recognition at L& system (Fig 5.1)
F2: Almost all the respondents who are aware about the reward and recognition system know about the ABCD Award, Best Manager Award, Perfect Attendance Award and Mountain Mover Award except the Best SPV Award. (Fig 5.2)
F3: Only 44% of the respondents have clarity about the eligibility and criteria for the different rewards. (Fig 5.3)
F4: Out of 56% respondents who do not have clarity about the eligibility and criteria for the different rewards, almost 90% are interested to know about it. (Fig 5.4)
F5: 82% of the respondents believe that rewards have a positive impact on the work atmosphere and motivation level of employees. (Fig 5.5)
F6: 64% of respondents are willing to increase their work efforts in order to gain rewards and recognition. (Fig 5.6)
F7: Only 22% of the respondents feel that existing rewards and recognition system is fair and transparent, 54% found the system somewhat transparent but not completely transparent, whereas 10% finds that the system is not fair and transparent and rest of them do not have any opinion about the system. (Fig 5.7)
F8: 78% of the respondents feel that monetary and non-monetary rewards are equally important. (Fig 5.8)
F9: Only 48% of the respondents rated the existing reward system above average. (Fig 5.9)
F10: Respondents who believe that rewards have a positive impact on the work atmosphere and motivational level will increase their work efforts to gain more rewards. (Analysis 5.2.1)
F11: Equal importance towards monetary and non-monetary rewards have no association with the employees who believe rewards have positive impact on the work atmosphere and motivational level of employees. (Analysis 5.2.2)
F12: Respondents who have clarity on the eligibility and criteria for awards and those who do not have clarity but would like to know the eligibility criteria will increase their efforts in order to gain rewards. (Analysis 5.2.3)
F13: Increase in work efforts to gain rewards and recognition is 75.21% dependent/correlated with the awareness among the employees at ABC about the rewards and recognition system. (Analysis 5.3.1)
F14: Increase in work efforts to gain rewards and recognition is 75.21% dependent/correlated with the awareness about the ABCD (Above and beyond call of duty) Award among the employees at ABC. (Analysis 5.3.2)
F15: Increase in work efforts to gain rewards and recognition is 61.12% dependent/correlated with the awareness about the Perfect Attendance Award among the employees at ABC. (Analysis 5.3.3)
F16: Increase in work efforts to gain rewards and recognition is 75.21% dependent/correlated with the awareness about the Best Manager Award among the employees at ABC. (Analysis 5.3.4)
F17: Increase in work efforts to gain rewards and recognition is only 19.33% dependent/correlated with the awareness about the Best SPV (Special Purpose Vehicle) Award among the employees at ABC. The reason behind very less correlation is because the employees who are nominated for this award are available at sites and this survey just includes the employees working at ABC headquarters. (Analysis 5.3.5)
F18: Increase in work efforts to gain rewards and recognition is 76.64% dependent/correlated with the awareness about the Mountain Mover Award among the employees at ABC. (Analysis 5.3.6)
F19: Apart from rewards and recognition, other things which motivate employees are:
Feedback from department heads
Work life balance
Business ethics
Employee welfare activities
Freedom to work and free flow of ideas
Increase in knowledge quotient
S.No
AWARD
ELIGIBILITY
CRITERIA
PROPOSED AMOUNT
1
ABCD Award
All Employees
Accomplishments exceeding the mutually discussed and agreed deliverables. Contributions on that account should be tangible. (Instances to be shared). In case of intangibles, the detailed background and possible contributions to business to be highlighted.
Total Rewards Rs. 75000 ( In case of more than 1, the amount to be equally divided)
2
Perfect Attendance Award
Employees joined before 1st January 2013
-Least number of Leaves
-Punctuality – Least number of late coming
-If more than one nominee fulfils the above criteria, all such equally placed candidature will be considered.
Rewards Rs. 5000 each. A total of 5 employees to be awarded
3
Best Manager
Definition- Manager with at least 5 direct reports qualifies
-The Manager Score card evolved from the last held Employee Engagement Survey will be the basis.
-Feedback from IS and NS
Total Reward Rs. 50,000/- ( In case of more than 1, the amount to be equally divided)
4
Mountain Mover Award
Specifically for CL 5 & above
-Extraordinary achievement
-Cost saving (Instances and supporting documents)
Total Reward Rs. 1,00,000/-
4
Best SPV
All SPV (O&M & Implementation)
-Engagement score results of that particular SPV
-Least No of statutory escalations
-Business Deciders like PAT, EBITDA and valuation
-In case of Implementation projects, progress made w.r.t milestone activities i.e. % of completion Viz-a-Viz planned
Total Reward Rs. 1,00,000/- ( In case of more than 1, the amount to be equally divided)
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