“employees attitude towards monitory and non-monitory benifits” at hal(ardc) ltd., bangalore

83
CHAPTER-1 Executive Summary 1

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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 employees

TRANSCRIPT

Page 1: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 2: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 3: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 4: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 5: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 6: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 7: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 8: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 9: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 10: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 11: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 12: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 13: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 14: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 15: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 16: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 17: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 18: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 19: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 20: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 21: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 22: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 23: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 24: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 25: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 26: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 27: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 28: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 29: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 30: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 31: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 32: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 33: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 34: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 35: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 36: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 37: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 38: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 39: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 40: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 41: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 42: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 43: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 44: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 45: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 46: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 47: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 48: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 49: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 50: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 51: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 52: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 53: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 54: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 55: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 56: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 57: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 58: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 59: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 60: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 61: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

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
Page 62: “EMPLOYEES ATTITUDE TOWARDS MONITORY AND NON-MONITORY BENIFITS” AT HAL(ARDC) Ltd., Bangalore

Secondary data is collected through using websites

wwwgooglecom

wwwhalcom

62

  • Top players
  • Players in Indian aviation industry can be categorized in three groups