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On the job training is an important part of any professional course. The six weeks practical on the job training, which is incorporated in the EMPLOYEE RECOGNITION AT MBA course, helps the students to SJVNL. see for themselves how they fit in typical business enterprise.
PROJECT REPORT
SUBMITTED BY NIDHI BHAIK The first part of the report is all about the company and its different ROLL NO 36/08 departments, the functioning, the structure and other important IEET BADDI.
information regarding its incorporation and currents projects in hand had the future plans.
2009
(SUBMITTED IN PARTIAL FULFILLMENT OF REQUIREMENTOF THE MASTER DEGREEE IN BUSINESS ADMINSTRATION) SUBMITTED TO: MR. PAWAN VERMA
The third part is aproject report on RECOGNITION OF EMPLOYEES
SJVNL
PREFACE
On the job training is an important part of any professional course. The six weeks practical on the job training, which is incorporated in the MBA course, helps the students to see for themselves how they fit in typical business enterprise. The report is divided into three sections : The first section of the report is all about the company the functioning, the structure and other important information regarding its incorporation and currents projects in hand had the future plans.
The second section contains information about various departments of the company
ACKNOWLEDGEMENT
I am honored to be attached with this prestigious organization. I extend my sincere gratitude to the management of SJVNL. I hereby acknowledge the immense contribution of Satluj Jal Vidyut Nigam Limited who has given me an opportunity to work in Personnel Department, during the six weeks of On The Job Training.
I thank the ALIMIGHTY: His countless blessings have made me work with determination and persistence. I whole-heartedly thank Sh.
Once again I would like to express my highest gratitude to all those who were instrumental in my success of training stint at SJVNL
NIDHI BHAIK
CONTENTS :
SECTION-1 GENERAL INTRODUCTION ABOUT THE COMPANY SJVNL OVERVIEW
FUTURE PROJECT VISION MISSION OBJECTIVES HUMAN RESOURCE DEVELOPMENT BOARD OF DIRECTORS MILESTONES ACHIEVED
CORPORATE COMMUNICATION DEPARTMENT RESETTELMENT & REHABILITATION DEPARTMENT RECRUITMENT DEPARTMENT TRAINING DEPARTMENT
SJVNL OVERVIEW
The Satluj Jal Vidyut Nigam Limited SJVN (formerly Nathpa Jhakri Power Corporation Limited - NJPC ) was incorporated on May 24, 1988 as a joint venture of the Government of India ( GOI ) and the Government of Himachal Pradesh (GOHP) to plan, investigate, organize, execute, operate and maintain Hydro-electric power projects. The present authorized share capital of SJVN is Rs 4500 crores. The Nathpa Jhakri Hydro Electric Power Station NJHPS ( 1500 MW ) was the first project undertaken by SJVN for execution. In addition to the financial assistance from the World Bank, SJVN has also been financed as loan by a Consortium of European Banks, the Power Finance Corporation ( PFC ) and various domestic commercial banks. Unit Unit 6 Unit 5 Unit 4 Unit 3 Unit 2 Unit - 1 Synchronization November 23, 2003 September 20, 2003 January 22, 2004 February 13, 2004 March 09.2004 March 31, 2004 Commercial Generation January 02, 2004 October 06, 2003 March 30, 2004 March 31, 2004 May 06, 2004 May 18, 2004
Besides the social and economic upliftment of the people in its vicinity, the 1500 MW NJHEP has been designed to generate 6950.88 MU of electrical energy in a 90% dependable year with 95 % machine availability. It is also providing 1500 MW of valuable peaking power to the Northern Grid. Out of the total energy generated at the bus bar, 12 percent is supplied free of cost to the home state i.e. Himachal Pradesh. From the remaining 88% energy generation, 25% is supplied to HP at bus bar rates. Balance power has been allocated to the beneficiary states / UTs of Northern Region by Ministry
of Power, Government of India. Besides above, indirect benefits has also accrued to the region by way of increase in agriculture and industrial production. In addition, the project has provided gainful employment to a large number of skilled and unskilled workers and has also opened the landlocked hinterland by providing essential facilities such as schools, hospitals etc. for the people of the area. Thus, 1500 MW NJHPS has ushered in the social and economic upliftment of the persons living in the vicinity of the Project i.e. of society at large.
Vision
TO MAKE SJVN A VANGUARD OF ENERGY SECTOR AND MAKE INDIA THE ENERGY SOURCE OF THE FUTURE BY REOGRANISING SOCIO-ECONOMIC DEVELOPMENT WITH PASSION AND PROFESSIONALISM FOR SUSTAINABLE VIABILITY OF THE CORPORATION ON BEDROCK OF SOUND COMMERCIAL PRINCIPLES. TOWARDS THE END OF SUSTAINABLE DEVELOPMENT OF PROJECT AREAS AND OWNING CORPORATE SOCIAL RESPONSIBILITY, ADOPTION OF PEOPLES' EMPOWERMENT BY EDUCATION
Mission
TO PLAN, INVESTIGATE, ORGANISE, EXECUTE, OPERATE AND MAINTAIN POWER PROJECTS, EVACUATE & DISTRIBUTE POWER AND EXPLORE, ARRANGE & EXPLOIT RESOURCE INPUTS IN INDIA AND ABROAD In the pursuit of above mission, the company had set for itself the following corporate objectives :
OBJECTIVES
Operating and maintaining power stations with maximum performance efficiency. Establishing and following sound business, financial and regulatory policies. Taking up of other hydro power projects. Completion of the new projects allocated to SJVN in an efficient and cost effective manner. Dissemination of available in-house technical and managerial expertise to other utilities / projects. Creating work culture and work environment conducive to the growth and development of both the organization and the individuals through introduction of participative management philosophy. Fulfilling social commitments to the society. Achieving constructive cooperation and building personal relations with stakeholders, peers, and other related organization. Striving clean and green project environment with minimal ecological and social disturbances. To strive for acquiring Nav Ratna Status. To explore diversification opportunities in Thermal, Nuclear or any other power generation projects including exploitation of resource inputs such as coal mining. To take up transmission and distribution business to take up power trading to sell power produced from merchant power stations. To manage load dispatch centres.
Nathpa Jhakri Hydro-electric Power Project has townships at Jhakri and Nathpa with modern amenities to ensure high quality of life for the employees and their families. The Project isequipped with a branch of Delhi Public School and a Govt. School, shopping and recreational facilities including clubs/cable TV, etc. A well equipped modern hospital has been established in the project township. The Company runs its own transport between Shimla and the Project for comfortable movement of its employees and their families from the Project to Shimla. The Project communication system comprise telephone, fax, wireless, VSAT and the Internet.
Pay And Perquisites
SJVN offers an attractive compensation package to its employees.In addition, SJVN offers perquisite/benefits to its employees such as, medical facilities for self and family, subsidized company accommodation at project site/leased accommodation at other places, subsidized canteen at the Project, Group Insurance Scheme, Group Personal Accident Insurance Scheme, liberal conveyance, and house building advance, multipurpose, furniture and computer advances, children's education allowance, reimbursement of membership fees of professional bodies, reimbursement of expenditure on newspaper.
Sr. No. 1.
A. In the State of Himachal Pradesh Sr. No. 1. 2. 3. Project Luhri HEP Khab HEP Dhaulasidh Installed Capacity 775 MW 1020 MW 40 MW
B. In the State of Uttarakhand Sr. No Project 1. 2. 3. Devsari HEP Naitwar Mori HEP Jakhol Sankri HEP Installed Capacity 252 MW 59 MW 45 MW
C. Projects Abroad Sr. No Project 1. 2. 3. Arun III Wangchu HEP Kholongchu HEP Installed Capacity 402 MW 900 MW 486 MW Country Nepal Bhutan Bhutan
Future Plans The SJVN proposes to add 5000 MW additional capacity by 2014-15. This would require an additional investment of about Rs. 29,000 Crores which shall be met mainly from internal accruals and loans from domestic /multi literal funding agencies. To achieve the target of setting up of additional 5000 MW SJVN is exploring the possibilities of taking up new projects in Himachal Pradesh, Arunachal Pradesh, Nepal and Bhutan. Profit
Rs. 45,000 Million Rs 68104 Million 31.03.2007 Rs. 41,088 Million 31.03.2007
Projects Completed Projects Under Construction Projects Under Development In 2007-2008 Energy Generated Capacity Index Sales Turnover Net Profit Performance Rating In 2006-2007 Energy Generated Capacity Index Sales Turnover Net Profit Performance Rating In 2005-2006 Energy Generated
6449 MU
4104.422 MU
Capacity Index Sales Turnover Net Profit Performance Rating In 2004-2005 Energy Generated Capacity Index Sales Turnover Net Profit Performance Rating
BOARD OF DIRECTORS
back
For carrying out its business, SJVNL is headed by a full time Chairman & Managing Director and four functional Directors viz, Director (Personnel), Director (Finance), Director (Electrical) and Director (Civil). In addition, there are three senior officers of the Govt. of India and two senior officers of the Govt. of Himachal Pradesh, as part time Govt. Directors. Also, there are three independent Non-Official Directors.
Mr Gurdial Singh Member (HE) , Central Electricity Authority Mr J.S. Kawale Joint Secretary (Hydro), Ministry of Power Mr. Arvind Mehta Principal Secretary Finance, GOHP
Independent Directors
Sub-Committees of the Board: Board of Directors has the following sub-committees: a. Audit Committee. b. Share Allotment and Transfer Committee. c. Committee of Directors for Investment of Surplus Funds The compositions of the Sub-Committees of the Board as on 23 January 2007 are given below: a) Audit Committee The committee comprises following Directors: 1. Shri K.S. Sarma 2. Shri. S.M. Lodha 3. Mr. Arvind Mehta, Principal Secretary Finance, Govt. of HP. b) Share Allotment and Transfer Committee. The committee comprises following Directors: 1. Shri H.K. Sharma, Chairman & Managing Director 2. Shri K.K. Garg, Director ( Finance), SJVNL c) Committee of Directors for Investment of Surplus Funds The committee comprises following Directors/ Officers: 1. Shri H.K. Sharma, Chairman & Managing Director 2. Shri R.S. Katoch, Director (Personnel), SJVNL 3. Shri K.K. Garg, Director ( Finance), SJVNL
QUALITY POLICY OF SJVNL SJVN is committed to continuously strive for Quality and fully satisfying customers needs by means of State of the Art Technology, Excellence in Engineering and Continual Improvement in Quality Management for generating reliable and eco-friendly power. Quality Assurance Systems Being Followed in SJVN
Every quality requirement is duly evaluated, reviewed and approved by defined responsible persons for incorporation in tender specifications and subsequently bids are assessed based on these requirements. Manufacturing and field quality plans are approved incorporating the various inspection stages keeping in view the technical requirements, various international standards and manufacturers internal specifications. All non conformities encountered during manufacturing/erection are examined and disposed in consultation with engineering and other concerned departments. All major sub-vendors are assessed based on their past experience, manufacturing capacity, quality system adopted and performance.
ISO 9001-2000 Certification In order to develop SJVN as a world class company in the power sector, ISO-9001-2000 certification has been achieved and efforts are being made throughout the organization to promote all round efficiency and professionalism in the work culture. Further, efforts are being made for creating cohesive and conducive work culture in the organization.
MILESTONES ACHIEVED Finalisation and award of contract for consultancy services for ISO 9001:2000 Certification.
Conduction of Awareness programme on ISO 9001:2000 Management System, 2 batches of 25 executives each for two days. Selection of Management Representative and other key persons. Formulation of company Quality Policy. Development of organisational structure. Development of business process plan and process interaction matrix. Finalising the methodology of writing documents. Conduction of training programme on documentation and its control, two day's programme for 25 executives. Development of process Description for core and support processes. Development of Process Description of Management Processes. Development of procedures, instructions and forms. Establishment of quality objectives and their deployment to processes, including the process monitoring activities. Approval of Quality Manual by Top Management. Implementation Training for ISO 9001:2000 Circulation of Quality Management System Documents Training of Internal Auditors Internal Audit by Internal Auditors Shadow Audit by Consultant ISO 9001:2000 Certificate announced by M/s DNV after Certification Audit
POLICY DEPARTMENT
Policy is the planning your action. The policy could be written or unwritten. For this goal should be clear. Policy formulation in public sector undertakings fallows some directives given by the government. Governments rules are considered along with the practices in the similar organizations are important for human resource planning. Policy related to Procurement of employees-job analysis, qualification, experience, age, if need physical aspect, for selection- interview, group discussion and written test. Services condition for workmen (industrial employment or standing order act) expectation are included of both employee and employer. 1. Conduct and behavior 2. Training and promotion.
SJVNL POLICY
It is based on various factors as: Vision of top management Discussion with union associations. Own practices. Policy of sister concerns. Situation.
ESTABLISHMENT DEPARTMENT
This department looks after the entire working life of an employee. Right from the beginning when an employee joins an organization till he separates from it finally. The basic arrears, which are looked after by this department are promotions, transfer and career progression etc. Promotions could be both merit and seniority based but the most essential condition is the availability of vacancy. The basic requirement for it is merit, vacancy, eligibility, and seniority. For high- level jobs DPCs (department promotion committee), which takes up various factors into consideration finally promote the deserving candidates. In case of promotion of deputationists their up gradation is done and when they go back their own department i.e. parent department they join the same position from which they had come. Promotions take place till the level of E9. The care is taken about the various allowances and advances. Its made sure that the person is getting the benefits to which he is entitled at the right time and easily.
Computer advance Furniture advance LTC Medical benefits Insurance Building advance conveyance
DIRECTOR PERSONNEL
AGM (P&A)
DGM (ESTT/RECTT)
SM (ESTATE)
Methods for solving the issues are: Open door policy Grievance handling procedure Suggestion box Opinion forums
The authorities for solving the problem are: 1. Authority at site-GM 2. Authority at corporate office-CMD But it is preferred that the problem is solved the ground level only so immediate officer or the department head is approached. To avoid any kind of problem regular meetings are held between the management and the union leaders of various unions. Generally the meetings take place quarterly for which BODs approval is needed. Reports of the meeting have to be submitted to the government department also.
LAW DEPARTMENT
SJVNL is a company as it has got an equity share of government of India and government of Himachal Pradesh. That's why Companies Act 1956 is taken into consideration when any step has to be taken. The registrar sits in Jalandhar with whom registration has been done. At the time when land is purchased by the company, land acquisition collector/officer is appointed. Officer of the state government could be SDM. Firstly the inspection of the land is done and preliminary survey is done of the land. Engineers will give their reports to the ILO. It is done u/s (1) in which definition is given and section (2) &(3), u/s (4) intention to acquire land will be mentioned. Corporate enforced by law. Building can be following types: Financial bid Technical bid General bid Engineer in charge will sign the contract and from the contractors side the authority person or power of attorney is given the right to sign the contract.
SERVICE MATTERS
Law department handles various services matters like transfers, promotion, increment, suspension etc. Disciplinary matters; it includes conduct rules For suspension: small punishment is given. Charge sheet: it is the act of acquisition. Termination : small punishment is given but for a longer time Dismissal: the person is never allowed to join the organization again.
The obligation of the SJVNL for providing physical resettlement of the rehabilitation extends to those persons/families, which are likely to be incapable of organizing their own R&R out of their own compensation awarded or personal resources. The board criterion for being eligible for individual benefits has been stated under the conditions of eligibility and entitlement of the policy, as applicable from time to time. The R&R departments benefits are as per eligibility and specific entitlement unit have been defined under the relevant selections of the R&R policy. Resettlement benefits are available for the displaced homestead outees on account of compulsory acquisition of placed of residence under the LA Act 1984. Rehabilitation benefits are provided or the outees who lose their livelihood from the acquired area on account of land acquisition under the Land Acquisition Act 1984.
RECRUITMENT DEPARTMENT
Firstly all requisition is received from all the departments. After that advertisement are prepared and approved by board of directors. Most probably window advertisements are prepared. Then applications are received and then persons who fulfill the requirements are called for the purpose of selection process by sending call letters. In the process of selection of all candidates are required to give written test and then group discussion & interviews take place. Marks are allotted to each of these categories and then they are added up. For the purpose of recruitment both internal and external sources are used. Outside sources may include employment exchanges, similar organization etc. the most important criterion for the recruitment is availability of vacancy. For higher level jobs recruitment is done internally or externally as the situation is. For the executive cadre including executive trainees, selection will be made on all India basis and for the purpose the posts will be notified through press advertisement, company notice boards and /or circulars issued to government department and PSUs where suitable candidates of the required expertise are expected to be available. In respect of recruitment of non-executive posts in the workmen category up to the level of W6, all agencies will be notified to the Employment Exchanges (compulsory notification of vacancies) Act 1959, keeping in view administrative/ budgetary conveniences the vacancy may be published in the Employment News.
CREATION OF POSTS
Specific sanction for each post from the competent authority will be necessary for initiation of action for filling the post and the competent authority will issue necessary sanction depending on the requirement from time to time during the year within the approved budget sanction and manpower plans subject, however, to policies and the directives that will be issued by the board of directors. The competent authority for the creation of post and approving appointment within the approved budget to such post will be as fallows. The competent authority will be referred to hereinafter as the appointing authority.
POSTS
Appointing authority Top post above GM and above excluding the post to which the appointments are made by the President. ------BOD All post other than those include above------------- CMD (DP) Executive trainee/ supervisory trainee and artisan trainee----CMD (DP)
TRAINING DEPARTMENT
SJVNL believes that employees are its most valuable assets and has evolved growth oriented human resources development strategy. Empowerment of manpower skill through training receives utmost importance every time. The company has well established strategy for imparting training to the employees for good working. The training imparted is two dimensional i.e. in house training and through external professional institutions as well. The company also facilitates the professional candidates of various institutions for undergoing vocational training in the organization.
CONSULTACNY SERVICES
SJVNL has experience to: Corporate and project planning Design engineering Construction management Erection and commissioning Contracts management Project management Human resource management Financial management Commercial management of Indias largest Hydro Electric Project
To effectively utilize the in house expertise and the experience gained a dedicated consultancy division has been established for providing consultancy services.
INTRODUCTION
RECOGNITON:
A positive consequence provided to a personfor a behaviour or result.Recognition can take the form of acknowledgement approval,or the expression of gratitude.It means appreciating something he or she has done for you,your group,or your organization.Recognition can be given while an employee is striving to achieve a certain goal or behaviour ,or once he has Completed it
Everyone likes to be recognised for doing a good job ,smart managers and business owners have known this for years ,and have successfully used it to motivate employees and enhance their performance . the use of recognition is a critical ingredient in the success of an organization
RECOGNITION TODAY
In present scenario, the use of recognition is a critical ingredient in success of an organization. Here are major business trends that have influenced the importance of recognition in todays work environment
THE DECLINE OF TRADITIONAL INCENTIVES: Over the last decade traditional incentives such as money and promotional have lost their power to shape employee behavior. According to an article in compensation and benefits review 81 percent of workers claim they do not receive any increase in productivity 60 percent of managers report that their compensation will not increase if their performance improves and Only 3 percent of base salary separates average from outstanding employees
THE INCREASED NEED FOR EMPOWERED EMPLOYEES: INCREASINGLY , EMPLOYEES ARE EXPECTED TO BE SELF-DIRECTED AND SELF EMPOWERED. AS JOSEPH AND CALVIN KIRBY OBSERVE IN THEIR BOOK
MANAGEMENT CONTROL SYSTEM THE CHALLENGE FOR MANAGERS IS TO BUILD ADAPTABILITY INTO THE CONTROL OF AN ORGANIZATION THUS PROVIDING WORKERS WITH MORE FLEXIBILITY AND FREEDOM TO INNOVATE. RECOGNITION AND REWARD ARE TOOLS OF EMPOWERMENT THAT CAN BE USE TO REINFORCE DESIRE BEHAVIOR AND IMPROVED PERFORMANCE
ORGANIZATIONAL RECOGNITION
There are four key phases of putting organizational recognition programs into practice.
DESIGN
PLAN
IMPLEMENT
MANAGE
DESIGNING
It is the blue print to start a recognition program it deals with: SETTING MEANINGFUL GOALS: IN ORDER TO CREATE MEANINGFUL GOALS ,IT IS IMPORTANT TO DEFINE PROBLEMS BY EXPRESSING THEM IN MEASURABLE TERMS E .G. THE MOTIVATION CLIMATE IS NEGATIVE ONCE YOU HAVE DEFINED YOUR PROBLEM OR CURRENT SITUATION YOU
CAN EASILY DEFINE YOUR DESIRED SITUATION
EFFECTIVE GOALS HAVE THREE ESSENTIALS: AN ACTION STATEMENT AN UNDERSTANDABLE TARGET GROUP AND A DEFINITE TIME FRAME
PLANNING
ONCE AN ORGANIZATIONAL RECOGNITION PROGRAM HAS BEEN DESIGNED AN IMPLEMENTATION PLAN NEEDS TO BE DEVELOPED. SIX ELEMENTS OF EFFECTIVE PLANNING ARE : 1. ACTION PLAN: THE HEART OF THE PLAN THE STEPS NEEDED TO MAKE YOUR PROGRAM DESIGN OPERATIONAL . 2. SCHEDULE : THE PROPOSED TIME FRAME FOR IMPLEMENTING YOUR
PLAN OF ACTION
5. POTENTIAL FAILURE FACTORS AND PREVENTIVE MEASURES : THE FACTORS THAT COULD , IF NOT PROPERLY ADDRESSED , CAUSE THE PROGRAM TO FAIL , PLUS THE PREVENTIVE ACTIONS THAT SHOULD BE
TAKEN TO AVOID OR MITIGATE THEIR POSSIBLE IMPACT
IMPLEMENTATION: IMPLEMENTATION INVOLVES INTRODUCING A SIGNIFICANT CHANGE IN THE ORGANIZATION .AS YOU KNOW PEOPLE OFTEN RESIST CHANGE EVEN IF THE CHANGE IS POSITIVE . THUS TO AVOID IT ALIGNMENT , COORDINATION AND COMMUNICATION IS NEEDED. ALIGNMENT: IT MEANS MAKING SURE THAT THE DESIRED BEHAVIORS /
RESULTS THAT TRIGGER RECOGNITION ARE IN LINE THROUGHOUT THE ORGANIZATION , ARE RIGHT ONES AT EACH LEVEL TO ACHIEVE THE DESIRED ORGANIZATION GOALS, STRATEGIES AND RESULTS .
MANAGING
AN ORGANISATIONAL RECOGNITION PROGRAM MUST BE MANAGED AFTER IT IS IMPLEMENTED TO SUSTAIN ITFOR A LONG TIME.ORGANISATIONAL RECOGNITION MUST BE KEPT DYNAMIC AND ACTIVE.
IMPROVED MORAL
One of the more immediate effects of increased recognition is improved morale. When employees are recognized for doing good work, they feel special, and consequently happier and more satisfied with their employers.
ENHANCED PRODUCTIVITY
Employees who feel good about their jobs tend to perform at a higher level; the performance itself becomes a further motivator for wanting to continue to do a good job.
INCREASED COMPETITIVENESS
When companies recognize and reward performance that is aligned with the organizations key objective, the organization becomes more successful, competitive, and efficient in reaching its goals.
Any organization that wants to make money and be profitable will find that recognition progress in those areas will encourage employees to work harder to make money, and realize greater profits for the company.
DECREASED STRESS
Recognition helps to make work more fun and exciting, increasing the likelihood that employees will rise to the challenge when needed, rather than feel out of control and swamped by their work.
DECREASE ABSENTEEISM
When employees are thanked and valued for the work they do, they begin to look forward to the time they spend on the job. Absenteeism declines.
DECREASED TURNOVER
A study by the Gallup Organization-based on interview with two million workers at seven hundred companiesrevealed that the number one factor affecting the length of an employees tenure at a company is the quality of that employees relationship with his or her immediate supervisor. More recognition equals better relationship, equals decreased turnover and increased tenure.
When employees are happy to come to work and are excited about doing their best work, the need for-and cost ofinterviewing, hiring, and training new employees declines drastically.
PERFORMANCE TARGET5 Above and beyond behavior Service, teamwork and innovation Exceptional performance Years of service and tenure Values Safety Developing new technology Hiring and recruitment Suggestions and achievement Peer recognition Outstanding customer service Moral improvement L earning and development Positive behaviors Sales,service,teamwork Sales, service, teamwork
Calpers American Express Datatel Caterpillar Martin Marietta Materials Chevron Texaco Lands End Sony Pictures Entertainment Johnson& Johnson The Ken Blanchard cos. Perkins Coie Brodeur Worldwide Strong capital management
Program Administration
Selection Process
Presentation/Celebration
Results
Recognition
Recognition Criteria
Open-ended The program has received widespread enthusiasm and has greatly helped to increase the amount of informal recognition that has been conducted
The real goal is to use recognition as a business tool-to Reinforce and encourage behaviors that are good for the Business.
All of chevrons divisions have some type of recognition program, but they are all very different, and are customized to reward the specific behaviors that make a particular division successful. To list a few:
In one division, everyone has signature authority to purchase recognition and reward items without formal approval, so individuals in the organization are empowered to reward as they see fit. In another organization, committees evaluate nominations for awards using scoring charts. Some groups use only instant awards-say coupons worth $20 that anyone can give to anyone. One of Chevrons refineries uses decals that can be placed on employees hard hat.
OBJECTIVES
To stimulate a sense of achievement among employees To maximize commitment and loyality To determine the value levels of employees To improve morale of employees To enhance productivity To decrease stresss
REASEARCH METHODOLOGY
Research is search for information. Research is an academic activity and as such the term may be used in technical sense .It is the way to systematically find solution to a research problem
RESEARCH DESIGN:
The research is descriptive in nature which includes fact findings and enquires of different kind
DATA COLLECTION:
PRIMARY DATA : A Questionnaire was framed which was filled by the respondents . The questions were highly structured and objective type SECONDARY DATA: Information was also collected from books, internet and magazines
SAMPLING
SAMPLING UNIT: Sampling unit of my survey conducted on recognition of employees at SJVNL included the employees working at different levels SAMPLE SIZE: Sample size of my research study included 40 executives
SAMPLING the sampling technique used was non- probability sampling technique .More specifically,Random sampling was used
RESEARCH INSTRUMENT
The research instrument used was structured questionaire.The questions were closed ended
Q1.DO YOU FEEL THE NEED FOR RECOGNITION PROGRAM IN YOUR ORGANIZATION
100 90 80 70 PERCENTAGE 60 50 40 30 20 10 0 Need For Recognition Prg FEEDBACK yes no
Total respondents 40
Feedback no 2 (5%)
Q2.DO YOU FEEL THAT YOU ARE BEING FAIRLY RECOGNIZED FOR YOUR EFFORTS AND ACCOMPLISHMENT
Total respondents 40 %
Feedback no 5 12.5%
DATA
Q4.DO U FEEL VALUED WHEN YOU ARE RECOGNISED FOR YOUR WORK?
120
100
80 PERCENTAGE
60
YES NO
40
20
Total respondents 40 %
Feedback no 1 2.5%
Q-5 DO U FEEL MOTIVATED WHEN YOU ARE RECOGNISED FOR YOUR WORK
Total respondents 40 %
Feedback no 5 12.5%
Q-6 DO YOU GET SUFFICIENT RECOGNITION AFTER EFFECIENT FULFILLMENT OF YOUR JOB
Total respondents 40 %
Feedback no 15 37.5%
CONCLUSION
After analyzing the above data it can be concluded that recognition is an important aspect which reinforces employees for efficient fulfillment of work. The study shows that there is an increased need for a recognition program at SJVNL. Although the employees get sufficient recognition but they feel that providing recognition and setting up a formal recognition program would help them work more efficiently.
SUGGESTIONS
The management should take active steps to set up a recognition program. The employee should be given recognition at a regular interval of time so that they are motivated and give their best The management should organize functions whereby the employees should be awarded for their good work Non monetory recognition such as certificates , momentos, awards and gifts should be provided Events for recognitizing employees shpuld be organized
BIBLIOGRAPHY
TITLE OF BOOKS AUTHORS The Leaders Hand book Peter R Scholates The 1001 Rewards & Recognition Bob Nelson &Dean Spitzer Field Book Human Resource Management C.B Gupta