Chapter - I 1.1 Introduction of The Study Rewards

CHAPTER – I
1. INTRODUCTION
1.1 INTRODUCTION OF THE STUDY
REWARDS
Rewarding and recognizing employees leads to greater employee engagement, which

increases retention and helps create a more positive overall workplace.
Incorporating a rewards and recognition program helps increase employee

engagement, leading to many benefits for the company, like increased productivity and
retention. In one survey, employees cited personal recognition as the top way a manager or
company could get them to produce great work.
Recognition initiatives are effective because they focus on the positives, sending
employees a clear message that what they’re doing matters. Rewarding great
performances and successes with things your employees want will keep them focused and
driven to do better. These programs encourage employees to set and reach goals, whether
daily, weekly, quarterly, or annually.
So, why start a rewards and recognition program? Doing so will:
Increase motivation
Show appreciation
Encourage friendly competition
Improve productivity
Boost employee retention
Create a positive workplace
1. Increase employee motivation
Offering recognition and rewards for employee performance will boost motivation so
workers stay on track and maintain a positive attitude. These programs encourage
collaboration and give employees something to work toward. When they receive a reward for
doing something right, they’ll be more motivated to do it again and again.
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2. Show appreciation
Employee satisfaction just isn’t possible without showing teams how much you
appreciate what they do. By recognizing wins, you’re sending a direct message that they
matter to you and to the company as a whole. This helps employees feel seen, heard, and
valued, which are all required for satisfaction at work. Appreciated employees are happy
employees who want to work hard to help the company grow and succeed.
3. Encourage friendly competition
Rewards programs support feelings of friendly rivalry among workers. Workers will
start to compare their performance to each other and strive to do better next time. When
they’re finally at the top of the list, they’ll feel accomplished and everyone on the team will
want to get there.
Communicating with the entire company about one person’s or team’s success
increases awareness and encourages employees to give it their all.
4. Improve productivity
Employees are more engaged at work when their successes are recognized, either
verbally or with a reward. Teams of workers who are trying to reach goals are more
productive, as they become more efficient with their time and energy to reach those goals and
see actual results. When employees are more invested in what they’re doing and take pride in
it, they’re empowered to take control of their tasks and more likely to complete them on time.
They’ll make sure that the work is high-quality when they’re being measured against other
employees or working toward a reward.
5. Boost employee retention
Satisfied, engaged employees are more likely to stick around. One survey of HR
professionals showed that 68% of them said that their recognition programs positively impact
employee retention. That’s because employees want to work for companies that value them
and show that appreciation with tangible actions.
Incorporating rewards and recognition is the kind of action that will retain more
employees, contributing to the long-term success and growth of the company.
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6. Create a positive workplace
Teams comprised of satisfied, motivated, appreciated employees are not only more
productive, they’re also more positive. And those feelings are contagious, leading to a better
overall workplace of enthusiastic and fulfilled employees.
Company culture is one of the most important components of a successful business.

With rewards and recognition initiatives, engagement, satisfaction, motivation, and
collaboration are all encouraged. And all of these components work together to create a flat-
out great place to work.
6 benefits of reward and recognition programs
1. They help perpetuate a company culture you can be proud of
2. They help employees feel engaged and give them a sense of belonging
3. They incentivise teamwork and collaboration
4. They make you more desirable to ambitious job hunters
5. They improve employee retention and save you money
6. They make your workplace an enjoyable place to be
EMPLOYEE PERCEPTION
Employee perception is a process by which individuals organize and interpret their

sensory impressions in order to give meaning to their environment. Perception is not
necessarily based on reality, but is merely a perspective from a particular individual’s view of
a situation. In dealing with the concept of organizational behaviour, perception becomes
important because, people’s behaviour is based on their perception of what reality is, not on
reality itself; the world as it is perceived is the world that is behaviourally important. Human
nature can be very simple, yet very complex too. An understanding and appreciation of this is
no pre-requisite to effective employee perception in the workplace and therefore effective
management and leadership. There is a known fact that without perception, nothing can be
done in an organization and for doing any task we need a perception which is accepted by all
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the employees in an organization. It is the key for the manager to make her team work and
get the better output for the organization.
The perception helps each and every individual in the organization to carry the things
in different ways as the organization needs different perceptions to make successful results.
An environmental management system (EMS) is a voluntary system for identifying,
controlling, and monitoring facility activities that could impact the environment. It does not,
however, tell organizations what to manage. Organizations make the decisions on what to
manage based on business needs, resources, and identification of significant activities. The
idea is to integrate all environmental responsibilities into the daily decision making and
overall management of operations at each facility to increase effectiveness and efficiency.
Employee perception is a factor that can make a huge difference in the quality of the
workplace. When employees view the employer, their work, and their relationships within
that workplace as being positive, there is a good chance the employee will be productive and
remain with the employer for a long time. Negative perceptions of the company and the
working environment can cause qualified employees to seek opportunities elsewhere.
Importance of employee perception
Perception not only creates our experience of the world around us; it allows us to act
within our environment.
Perception is very important in understanding human behavior because every person

perceives the world and approaches life problems differently. Whatever we see or feel is
not necessarily the same as it really is. When we buy something, it is not because it is the
best, but because we take it to be the best.
With the help of perception, the needs of various people can be determined, because
people’s perception is influenced by their needs.
Perception is very important for the manager who wants to avoid making errors when
dealing with people and events in the work setting. This problem is made more
complicated by the fact that different people perceive the same situation differently.
Perception can be important because it offers more than objective output; it ingests an
observation and manufactures an altered reality enriched with previous experiences.
Perception builds character (not necessarily good or bad character) that defines different
roles individuals fall into the clown, the hypocrite, the self-righteous, the victim, etc..
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1.2 STATEMENT OF THE PROBLEM
In the public sector major problem is permanent job security; they do not work
properly at a correct time. And the employees are not made to involve in some important
decision making process its lead to affect the employee satisfaction. The organizational
culture of public sector is mostly centralized one for making decisions. Its help to allow
organizations to more easily assess the organizational culture.
1.3 OBJECTIVES OF THE STUDY
 To find out the reward system and reasons for employee perception to develop the
retention plan of Sam Turbo Industry Private Limited
 To study the effect of job performance and employee retention in the organisation.
 To ascertain the level of satisfaction towards their work.
 To identify the training needs for the employee development.
 To know the relationship between promotional policies and retention.
 To suggest measures for preventing and reducing attrition level in the organisation.
 To understand the employee perspective about rewards.
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1.4 SCOPE OF THE STUDY
The study is determined to analyse the perception of the employees to overcome the
attrition existing in the organisation due to certain problems related to employee satisfaction,
employee welfare facilities, training needs for employee growth and to the necessary
initiatives to retain the employee in the organisation. The main cause for an employee to
leave the organisation are work environment, job satisfaction, work culture, job stress and
working environment which force the respondents to search for a new opportunity. The scope
of the study is to analyse the importance to provide the employees the required work culture,
to work in the organisation without diversification.
1.7 LIMITATIONS OF THE STUDY
 As the study started at the time of year ending in the company it was difficult for a
detailed study.
 Some of the respondents were hesitant in giving their whole hearted opinion because
of some fear.
 It is done in Sam Turbo Industry Private Limited, so it cannot resemble the entire
population working in the whole industry.
 The study is limited to the attitude of the workers and the findings cannot be applied
to other fields.
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1.6 INDUSTRY PROFILE
Indian Pumps & Valves
Pumps & Valves segment contributes significantly to the growth of Indian economy.
They have proved highly critical in productivity of the core sectors of the economy. The
Pumps & Valves sector has a net value addition ratio in manufacturing of over 20 per cent.
India already exports Pumps & Valves worth over US$ 1.55 billion, serving various
engineering segments, to over 100 countries. The exports in this segment are growing at a
healthy rate of around 10-12 per cent annually. Additionally the Indian market is already
worth over Rs 5,000 crore (US$ 780 million) in pumps & Rs 4,500 crore (US$ 700 million)
in valves. India is already selling & supporting niche scientific & engineering technologies to
developed economies in areas such as in aerospace engineering, auto components,
biotechnology etc.
Today India has attained near self-sufficiency in Pumps for Nuclear Power, complete
self-sufficiency in captive power generation, pulp & papers, energy efficient pumps in
utilities & in agriculture sector. Considerable manufacturing segment of this sector is
focusing on catering latest application in Bio-Pharma field, such as of Infusion Pumps.
Given the fact that among ‘machineries’, pumps are said to be produced and used in
largest numbers, second only to electric motors. The overall scenario in Indian economy also
favours growth & development in Indian Pumps & Valves industry, thereby opening huge
potential of international collaborations.
Pump Industry in India
The Indian Pump industry is growing at an annual CAGR of ~10%– which is higher
than the international CAG Raverage of ~6% –due to the surge in infrastructure development,
growth in agriculture and other water intensive industries.
The Indian Pump industry offers among the highest net value additions in the
engineering industry – of over 20%. Moreover, the domestic market for Indian Pumps is
growing at a healthy rate of 16-18% per annum.
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India today:
 Exports pumps to 100+ countries
 Is totally self-sufficient in
o captive power generation
o pulp and papers
o energy efficient pumps in utilities and agriculture
 Is almost self-sufficient in pumps for nuclear power
A number of Indian Pump manufacturers are focusing on Bio-Pharma applications,

such Infusion Pumps, among other things.
Indian Pump Industry – Market Size
 The Indian pump market was worth over US$ 1.2 billion in 2020 (i.e. over INR 8,000
crore)
 India has over 800 pump manufacturers
 India manufactures more than 4.5 million pumps every year
 Among ‘machineries’, Indian pumps are produced and used in largest numbers after
electric motors
 The Indian Pump industry offers excellent growth opportunities for international

collaborations
 Indian Pumps are exported to more than 100 countries
Agriculture and Building Services comprise 46% of the market by value (INR 3910

crore). This segment of the Indian pump market is highly fragmented as well as competitive –
with a large number of small and medium enterprises (SMEs) competing to increase their
market share.
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The biggest markets for agricultural pump sets are the central Indian states of Madhya
Pradesh, Maharashtra, Tamil Nadu, Karnataka and Andhra Pradesh.
The Industrial Sector comprises the remaining 54% of the market by value (INR 4590
crore). This segment of the India pump market consists of sectors like Water & Sewage
Treatment, Power Generation, Oil & Gas, Metals & Mining and Others.
Being technologically intensive, it is a relatively hard sector for small and medium
enterprises (SMEs) to penetrate.
Top Indian Pump Companies by Market Capitalisation (BSE)
 KSB Pumps
 Dynamatic Tech
 Kirloskar Bros
 WPIL
 Shakti Pumps
 Yuken India
 Roto Pumps
 Bemco Hydraulic
INDIAN PUMPS – GROWTH OPPORTUNITIES
70% of India’s US$ 15 trillion GDP projected for 2030will have to be supported by urban
infrastructure – and will require massive doses of investment in urban infrastructure. The
other growth drivers for Indian pumps include population growth, higher water-intensive
food consumption, industrialisation, growing public awareness about drinking water quality,
decreasing water quality, lower water levels and environmental pressure from government
bodies on wastewater discharge, thereby amplifying the demand many times over for the
recycle and reuse of water.
 Sustained medium to long term demand from
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o Infrastructure
o Energy
o Roads
o Ports
o Irrigation
o Agriculture
o Manufacturing
o Water Supply
o Sanitation – which alone will require a USD 1 trillion investment by 2017
 The Government of India is actively encouraging technology development and

transfer to enable the small scale sector (i.e. small pump manufacturers) to enter high-
tech areas such as aerospace and defence
 Indian companies are increasingly looking for international partnership via

technology collaborations to enter foreign markets
 Many small scale pump manufacturers have created price sensitive offerings as viable
alternatives to costly pumps manufactured by large pump manufacturers
 The Indian chemical market– growing at a rapid pace – is fuelling the demand for
industrial pumps
 Government regulations and energy crisis are motivating water pump manufacturers

to develop energy efficient products
The Government of India has introduced several policies to promote agricultural growth

in the country. These policies range from subsidized electricity to exemptions on use of solar
water pumps. The announcement of such policies has inspired farmers to install independent
irrigation facilities to ensure consistent availability of water. Consequently, this is pushing the
demand for water pumps in India.
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1.7 COMPANY PROFILE
Impeccable quality and 45 years of experience in the centrifugal pumps industry are
the two major factors that gave birth to our company. Sam Turbo Industry Pvt. Ltd. is a
certified ISO 9001:2008 company, incepted in 1971 in Coimbatore, Tamil Nadu. Over the
years, we have emerged as dependable manufacturers, exporters and suppliers of industry
pumps and centrifugal pumps. We also undertake designing, marketing and servicing of
industrial centrifugal pumps.
With the sound technical and business focus of Mr. K. Sampath Kumar (Chairman)
and Mr. K. Sentil Kumar (Managing Director), our company stands where it is today. SAM
programmed its success story around the slurry and pulp stock pumps industry.
Today, SAM is an acknowledged leader in the industry and continues to combine

innovative design and material along with the most advanced manufacturing techniques, to
ensure unequalled quality and reliability.
Our wide range of pumps is recognised for its low consumption of power, highest
efficiency and reliability. All our industrial pumps are made according to industrial standards.
Our company is equipped with a captive steel foundry with a capacity of 450 MT/month
producing in materials SMO-654 conforming to IS, ASTM, JIS, AFNOR and BS standards
thus guaranteeing excellent quality control standards for its products. The foundry is
managed and backed by qualified professionals and well trained engineers.
As a multi-core, dynamic engineering company, we design, manufacture and service

pumps for industries in the domestic and overseas sector. Our main clients are spread across
industries such as thermal power, paper & pulp, fertilizer, basic metal, sugar, chemical and
mines. Today, SAM proudly boasts market leadership with an Leaders in slurry and pulp
stock pumps of the slurry pumps market.
Vision & Mission
Vision
certified ISO
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Mission
certified ISO
Why Us
Having been in the industrial pumps industry for 45 years, we have emerged as a
renowned name in the domestic and overseas market. So what makes our company different
from our competitors?
 We are an ISO 9001:2008 certified company Recognised manufacturers, suppliers

and marketers of centrifugal pumps
 Backed by the support of industrial leaders.
 Equipped with a captive steel foundry that has a capacity of 450 MT/month.
 We manufacture industrial grade pumps that confirm to industry set standard
 Our qualified R&D wing designed a wear resistant alloy called Samron-17 (500 -
BHN for process of pulp stock pumps
 We have acquired market leadership with major share of industrial pumps
 Wide distribution network spread across the domestic and international market.
 We have our clients spread across Pulp and paper ,Thermal power stations, chemical
industries, fertilizer industries and metal industries.
MILESTONES
 Having been in the industrial pumps industry for 45 years, we have emerged as a
renowned name our competitors
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Infrastructure
Our infrastructure is the strength of our company. We believe that high quality raw
material and advanced manufacturing facilities can yield a high quality end product. At
SAMS, we are equipped with a captive steel foundry that has a capacity of 450 MT/month.
We only use castings made in our own foundry. All the materials at our captive steel foundry
conform to ISO, IS, ASTM, JIS, AFNOR and BS standards thus guaranteeing excellent
quality control.
Quality Assurance
As industrial pump manufacturers, we focus on quality and reliability supported by

efficient and timely after-sales service. At SAM, we combine innovative design and material
to yield a high quality product. Our team comprises of experienced and qualified design and
production personnel.
Our wide range of pumps is recognised for its low consumption of power, highest
efficiency and reliability. All our industrial pumps are made according to industrial standards
such as ISO, IS, ASTM, JIS, AFNOR and BS.
PRODUCTS
SLURRY PUMPS - TWIN CASING (AR)
As the name suggests, slurry pumps are designed to handle liquids containing
abrasive and coarse grained solids. It has a heavy duty design with a single stage axial inlet. It
is also suitable for sand water mixtures and other related slurry.
Design Features
 Twin casing
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 Heavy duty & single stage
 Outer casing in CI / carbon steel
 Inner casing in Ni-hard / Hi-chrome to take entire wear
PULP & PAPER STOCK PUMPS (TPS)
Paper stock pumps are known for their heavy duty, centrifugal design. It is designed
for handling paper stocks and pulp up to 7% consistency. It is also suitable for heavily
contaminated liquids.
Design Features
 Heavy Duty Centrifugal Design

 Conforming to DIN 24256
 Open impellers with renewable front wear plate and closed impeller with wear - ring
 Simple external adjustment for impeller wear
 Gland packed / mechanical seal
HORIZONTAL SPLIT CASE PUMPS (ZM)
The axial split volute case pumps have been developed for the most exacting
conditions and can be used for multitude operations such as pumping crude oil, oil and
hydrocarbons. Further, it can also be used to pump river water, hot water and black water.
The design features an axial split
Design Features
 Axial split, single stage

 Double suction, radial impeller
 High reliability & vibration free performances
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 Gland packing / mechanical seal
 Reverse rotation available
CHEMICAL PUMPS (CPC)
Chemical process pumps are used in a variety of process applications due to their
reliability and reduced operating costs. It is mainly used in the chemical, petrochemical,
acids, aggressive products and inorganic and organic products industry
Design Features
 Conforming to DIN 24256/ISO 2858

 Back pull out design
 Engineered to API - 610 - 6th edition
 Only four bearing beds to cover 32 models
 Closed impeller
 Gland packed / Mechanical seal
ADDRESS
SAM TURBO INDUSTRY PRIVATE LIMITED
Avinashi Road, Neelambur, Coimbatore – 641062
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CHAPTER – II
2. REVIEW OF LITERATURE
Mihaela Rusa, Dan Octavian Rusub (2017) 1 every attitude, regardless of region, country or
sector, has a culture of its own. The perception and reward of a public institution, as opposed
to the perception and reward of a private attitude, is developing within a broader spiritual
matrix. The objective of the case study was to identify the type of the perception and reward
within two Romanian institutions, i.e. a public (Clearasil City Hall) and a private (ACTIVE
TRADING SRL) one, for a comparative perspective on their perception and reward.
Regarding the research method, a questionnaire of 10 questions was applied and the answers
were subject to a statistical analysis.
Felista Ngozi Abasili (2017)2 investigate the direct relationship between reward and
employee performance using the variables including salary, bonus, incentive, promotion,
recognition, pension and gratuity as independent variables and performance as dependent
variable. Employee performance and the level of job satisfaction and commitment to their job
is a direct function of the compensation packages and reward system of the organization.
Without appropriate compensative package, incentive system and motivational techniques put
in place in the organization, it is most likely that workers will not be committed and their
performance level will be underhand. Reward is central to the functioning of any employee-
employer relationship and it is a matter that is closest to the heart of both the employee and
the employer
Alina-Georgiana Iancu(2017)3 says that the most important finding of the study is that a
large part of employees agree that recognition motivates and influence the performance. In
summary, recognition can be a powerful tool used to motivate employees. It is desired by
employees and significantly increase their performance. Some suggests that social rewards,
such as recognition may affect employee performance to the same level as payment. This
implies that an employee who prefers a fixed pay over a performance based pay, will also be
more attracted to a tangible reward than to a non-tangible reward. yet, granting non tangible
1
Mihaela Rusa, Dan Octavian Rusub (2017) The Perception and reward in Public and Private Institutions
Procedia - Social and Behavioral Sciences 187 ( 2015 ) 565 – 569 , Available online
2
Felista Ngozi Abasili (2017) Employee perceptions of relationships between strategy rewards and
organizational performance. Journal of Business Strategies, 19 (2). 115-139.
3
Alina-Georgiana Iancu(2017) Rewards and performance incentives. Retrieved February 15, 2004
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rewards to employees has also proven to be an important factor that influences employee
satisfaction
Abdifatah Abdilahi Ali (2018)4 opined that there is a positive relationship between extrinsic
rewards and employee satisfaction. Giving of rewards to the best performing employees
motivates them to increase their job satisfaction as well as encouraging the other employees
to enter into a competitive performance for them to be rewarded too. Appreciation of the
work done and provision of performance benefits affects employee satisfaction level thereby
promoting their morale in their work. From the findings the level of satisfaction an employee
perceives by receiving a extrinsic reward is expected to influence the reward attractiveness in
the same manner as a fixed pay salary does.
Pinto & dos Santos (2018)5 Every employee needs a good salary package along with other
benefits such as bonuses, allowances, medical claims, etc. But with the corona infection
everywhere, the created lockdown situation is making the work progress slow and hard for
the employees. Employees are working through internet calls and online video conferences
for completing their projects and employees are losing interest because of working in a home
environment. But still, the firm is doing its best to provide monetary and non-monetary
rewards to keep the employees motivated. Employees are credited with their agreed salaries
to their bank accounts to keep the continuous flow of work.
S. Fabiyola kavitha (2018)6 a study on employees perception towards job satisfaction under
HR practices and perception .Stratified random sampling Employees perception is formed by
organizational roles, styles of leadership, styles of communication at the workplace etc. and
so it is very important that the organization be able to form the correct perception in the
minds of its employees. The survey depicts that 38%of the employees felt that there is good
work culture in their organization and 12% of the employees felt that they have excellent
Work culture in the organization
4
Abdifatah Abdilahi Ali (2018) Reward System and its Effect on Employees Work Motivation in One and in
Amhara Region, Ethiopia, Journal of Tourism, Vol.40, 2019
5
Pinto & dos Santos (2018) Effect of Reward System on Employee Performance Among Selected
Manufacturing Firms in the Litoral Region Of Cameroon, Academy of Strategic Management Journal, Volume
18, Issue 3, 2019
6
S. Fabiyola kavitha (2018) employees perception on hr practices and organizational culture. HRM practices
in IT sector, 4.
17
Mr.A.Sengottuvel, Dr. U. Syed Aktharsha (2018)7 The purpose of this paper is to examine
the relationship among the Perception and reward and Performance in attitude. For this study,
a sample of 210 customers was drawn from the population of 1200 customers using a
structured questionnaire from a Leading company. The results of Partial Least Square Path
Modelling (PLS-PM) have shown that Strategic emphases found to be the significant
predictor of Attitude performance. Besides, all dimensions of Perception and reward
combined together, explain significant variation in the performance of perception.
L. Connolly, M. Lang (2018)8 An increasing number of information security breaches in

organisations presents a serious threat to the confidentiality of personal and commercially
sensitive data. Recent research shows that humans are the weakest link in the security chain
and the root cause of a great portion of security breaches. This paper draws on prior research
on organisational culture to examine how cultural factors affect customer security behaviour.
Data for this research project were collected in organisations in the United States and Ireland
through qualitative interviews. Our findings demonstrate that organisational culture values of
solidarity and people-orientation promote information security compliance, while sociability
and task- orientation have a negative effect on customer security behaviour.
Thokozani S B Maseko (2018)9 Perception and reward and motivation are crucial variables
in every Perception. This is due to the general recognition that these variables do not only
influence the individual customer’s performance but the whole Attitude’s effectiveness,
performance and sustenance. The interest in Perception and reward stems from the belief that
culture influences behavior, decision-making, strategies, individual motivation and
performance. Customers are conscious of Perception and reward, and they learn it in their life
at workplace, then align their professional goals with the Attitude ’s goals. The extent to
which they learn and embrace the Perception and reward varies and is determined, partly, by
the Perception ’s culture being either weak or strong.
7
Mr.A.Sengottuvel, Dr. U. Syed Aktharsha (2018) The Influence of Perception and reward on Organizational
Performance in Information Technology Sector , IOSR Journal of Business and Management (IOSR-JBM) e-
ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 18, Issue 10. Ver. VII (October. 2016), PP 56-64
www.iosrjournals.org
8
L. Connolly, M. Lang, J. Gathegi and J.D. Tygar (2018) The Effect of Organisational Culture on Employee
Security Behaviour: A Qualitative Study Proceedings of the Tenth International Symposium on Human Aspects
of Information Security & Assurance (HAISA 2016).
9
Thokozani S B Maseko (2018) Strong vs. Weak Perception and reward: Assessing the Impact on Employee
Motivation, Arabian Journal of Business and Management Review ISSN: 2223-5833, Volume 7, Issue 1.
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Hillary Odiakaose Odor (2019)10 Every organisation has something unique about the way it
operates. It is that uniqueness that every other organisation uses as a mark of distinction in
describing that organisation. The ways an organisation operates, with special reference to its
beliefs, values and assumptions is what I have conceptualized as organisational culture. The
culture of an organisation, to a very large extent, determines the performance of the
individuals that work in that organisation and by extension, the organisational performance.
This paper takes an in-depth review of the relationships between some organisational culture
parameters and individual performance, organisational performance and sustainability. From
the extant literature, it still stands to reason that organisations should focus on those aspects
of their cultures that are positive in outlook and yield the greatest positive result in terms of
individuals and organisational outcomes.
Aziz, m. f. (2019)11 Employees’ perception about organizational culture; with and without
ethnic diversity conducive organizational culture has been proved to be imperative for an
efficient organizational performance. The study was conducted on two higher level
educational institutions in two different countries: a university in Pakistan having a
homogeneous workforce and a college in the Sultanate of Oman carrying a heterogeneous
workforce where diversity is integrated with organizational culture as a diverse work force
from many different cultural backgrounds and nationalities is working in Omani educational
institutions. After data analysis, it was found that faculty members working in a diversity
integrated culture have a better perception about their organization than those serving in a
culture without diversity.
Watkins (2019)12 investigated whether employee perceptions of learning culture and

innovation affect their use of innovation. Three other manuscripts examined relationships
between organizational culture and external factors. Organizational reforms are being carried
out by governmental and nongovernmental as well as profit-oriented and non-profit oriented
organizations. An exploration of organizational culture: the perception of employment
regulations in the workplace it is a well-known fact in the science organizational
10
Hillary Odiakaose ODOR (2019) Organisational Culture and Dynamics, International Journal of Scientific
Research and Management (IJSRM) Volume 06, Issue 01 Pages EM-2018-31-39 2018 Volume 06 Issue 01
January 2018 [www.ijsrm.in]
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Aziz, m. f. (2019) employees perception on hr practices and organizational culture. HRM practices : influence
recruitment, selection and training and development on the oragnizational perfermance
12
Watkins (2019)A conceptual model linking perceptions of the internal work environment and external
markets to information technology worker turnover.
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development. a company's culture differentiates it from other companies and helps explain
why employees are attracted to one employer versus other employers. Organizational Culture
appears to have an influence on the degree to which creativity and innovation are stimulated
in an organization.
Prakash Rajkumar. K. R,(2019)13 studied that a variety of factors influence employee

motivation and satisfaction. It was also significant to discover that there is a direct and
positive relationship between rewards and recognition and job satisfaction and motivation.
Hence, if rewards and recognition offered to employees were to be altered, then there would
be a corresponding change in work motivation and satisfaction. The direct translation of this
could be that the better the rewards and recognition, the higher the levels of motivation and
satisfaction,. In the event of major inconsistencies, especially for emotional conflicts between
performers and non-performers, the organization should make an effort to re-assess and
rectify this situation. In the event that the organization does not re-assess this situation, it
could have a resultant negative impact on job performance and productivity as well as on the
retention of minorities.
Ayesha Binte Safiullah (2020)14 From this study it can be inferred that it is not just one
factor, for example it is not just monetary rewards which motivate an employee, though
monetary compensation is the physiological factor to the employees. This essentially says
that the employees need to be motivated with the content of their job. That is the employees
in any organization need to be constantly provided with opportunities for learning new skills
so that they do not feel monotonous. They should be motivated to use the acquired skills on
their job. The organizations need to provide challenging opportunities to the employees. The
organizations also should emphasize on work life balance, and should provide options to
employees, like- flextime, and day care centre for their children etc.
Darshana Jayawardena (2020)15 Studied on the extrinsic and intrinsic rewarding system on
employee motivation. The study contributed to identify the employee motivational factors in
13
Prakash Rajkumar. K. R,(2019) Analysis of Extrinsic Rewards and Employee Satisfaction: Case of Somtel
Company in Somaliland, International Journal of Business Management and Economic Research(IJBMER), Vol
6(6),2015, 417- 435
14
Ayesha Binte Safiullah (2020) "Identifying employees' perceptions on organizational obligations: A
comparison between the Greek public and private sector", International Journal of Public Sector Management,
Volume20 (Iss-7), pp.608-621.
15
Darshana Jayawardena (2020) Reward System And Its Impact On Employee Motivation In Commercial
Bank Of Sri Lanka Plc, In Jaffna District. Global Journal of Management and Business Research - Volume 11
Issue 4 Version 1.0 March 2011
20
the selected company and to reduce current labour turnover ratio by identifying the factors
which motivate the current workforce. Considering that reward is an important tool that can
be used to attract the right employee, keep them and constantly motivate them to perform at
optimum level, reward systems are expected to deliver attractive packages.
Yoko Kitakaji (2020)16 Reward system is a very important management tool which is used
to motivate workers. In different words, a reward system attracts people to join the
organization and also helps to reduce turnover intention of employees. It will encourage them
to work, and motivate them to perform good. The factors that motivates and affect employee
performance are rewards which can be monetary, job security, working conditions, employer-
employee relationship, autonomy, relationship with colleagues, training and development
opportunities, employee recognition and company’s rules and policies for rewarding
employees. Among all these factors, motivation that comes with rewards becomes important
factor which increases the exceptional contribution by employees.
Rasoul Danesh Ghalichkhani (2020)17 This study aims to examine the relation between
behavior and converging technologies. There is a strong relation between behavior and
technology because technology determines the human resources needed by an attitude;
moreover, it determines the structure, resources, and administrative methods of an attitude . It
also severely influences the description of jobs and their classification. The converging
technologies are one of the most recent technologies. They are developing in the four realms
of technologies consisting of cognitive technology, biotechnology, information technology,
and nanotechnology. Since converging technologies have a very high capacity, they influence
all of the aspects of human life especially and behavior. The results show that the impact of
applying converging technologies on improving behavior is at a high level.
R.S.N.Pillai (2021)18 Employee perception on Organizational HR practices, commonly

known that human resource of an organization is important capital. It plays a significant role
and largely determines success and failure of a company in a particular industry. HRM is
widely defined as a field of professional practice and organizational activities. HR
16
Yoko Kitakaji (2020) The relationship between rewards, recognition and motivation at an insurance company
in the Western Cape.
17
Rasoul Danesh Ghalichkhani, Reza Sepahvand, Najme Mehdibeigi (2020) THE RELATION BETWEEN
ORGANIZATIONAL BEHAVIOR AND CONVERGING TECHNOLOGIES, International Journal of Asian
Social Science, ISSN(e): 2224-4441/ISSN(p): 2226-5139, 2015, 5(8): 431-445 journal homepage:
http://www.aessweb.com/journals/5007
18
R.S.N.Pillai (2021)Employee Perception towards Organizational Culture. International Conference on
Explorations and Innovations in Engineering & Technology, ISSN: 2393,pp. 12–15.
21
management as the tremendous relevance to productivity of industry. Since managing human
resources is highly challenging as compared to managing technology or capital and for its
effective management.
Walters T. Ngwa (2021)19 conducted a study on the effect of reward system on employee
performance. The study assesses the degree to which profit sharing affects employee
commitment. Firstly, because reward systems are not a one size fit for every firm, it will be
interesting to investigate the effect of reward system on employee performance in service
firms. Employee task are more routine with a relatively lower level of creativity and
innovation. There is a lower probability for group work and a higher level of specialization
and task distinction. It is very important for research to be done in this direction with the
focus of identifying the most appropriate reward system for service firms. Secondly, wages
and salaries constitute a significant part of expenses made by firms.
Walid El Leithy (2021)20 A few studies have dealt with work perceptions and work behavior
as intervening variables with regards to the relationship between perception and reward and
performance. Therefore, the purpose of this research is to develop and test a theoretical
framework that combines perception and reward in relationship to work related attitudes,
work behavior as intervening variables and performance as a dependent variable. The
Structural Equation Modelling results show that both work-related attitudes and work
behavior can be seen as related to performance. Meanwhile the structural equation model
apparently eliminates the relationship between perception and reward and performance.
Anusuya Mehra, Dr. Tulsee Giri Goswami (2021)21 This research paper aims to review
organisational culture literature and report different definition, methodology, demographics
and industries. For this research paper total 300 papers have been identified. These papers
have been reviewed subsequently filtered and finally 100 relevant papers were selected.
From the review, four significant Organisational Culture classifications were identified that
deal with the spread of OC in different industries followed by observation for classification.
This study considers only published journal articles, excluding books and conference
19
Walters T. Ngwa (2021)Employees’ Perception of Organisational Culture in a Multi-national Company. The
Business Review Cambridge, Volume-18(iss-1), pp.61–68.
20
Walid El Leithy (2021) Perception and reward and Organizational Performance, Leithy, Int J Econ Manag
Sci 2017, 6:4 Research Article OMICS International journal of economics & Management Sciences ISSN:
2162-6359 Int J Econ Manag Sci, an open access journal Volume 6, Issue 4, 1000442 ISSN: 2162-6359
21
Anusuya Mehra, Dr. Tulsee Giri Goswami (2021) a systematic literature review of organisational culture in
different industries, International Journal of Management Studies, ISSN(Print) 2249-0302 ISSN (Online)2231-
2528 http://www.researchersworld.com/ijms/ Vol-IV, Special Issue-4, November 2017.
22
proceedings. From this paper, readers can understand the quantum of its spread. For
academicians, it will provide a list of papers for research.
Belachew Kassahun (2021)22 identified that employee motivation is a very important issue
that affects every business organizations. To provide an excellent service for their customers
and to foster development of tourism in the region one and two star rated hotels as vital place
should consider the issue of motivation to satisfy its employees and grasp success. The
rewards that one and two star rated hotels provides for its employees payment, promotion,
recognition, benefit, work content, and work condition. But the reward system of the one and
two star rated hotels is poor and employees were not treated well by the hotels. This means,
the one and two star rated hotels did provide adequate rewards which incorporates intrinsic
and extrinsic for their staff that motivates them for higher performance.
Siddhartha & Lusyana (2022)23 Working behaviour of employees is relating to perceptions

of employees in perception of work environment, team work, role need to be performed. The
leadership of any organization may not influence perception of employees without knowing
what is needed by employees. Workplace satisfaction can be provided through understanding
the motivation is inside employees. The perception of the hotel employees towards the
reward system of the one and two star rated hotels is negative. They believe that the reward
system of the one and two star rated hotels is not properly communicated, transparent and
fairness.
Juris Iljinsa, Viktorija Skvarcianyb (2022)24 the purpose of this paper is to investigate the
impact of perception and reward on climate in the process of change. After exploring the
impact of perception and reward on climate through distinguished culture’s factors, article
examines the importance of these factors and, what is more, presents the case study analysing
perception and reward determinants impact on organisational climate based on the research of
two Latvian medium-sized companies. The research design is based on methodology and
consists of two main stages: data analysis and validation for case study and case study’s
methodology. In the first stage an expert evaluation method was used to investigate impact
and stress the significance of perception and reward factors’ on climate.
22
Belachew Kassahun (2021)Safety leaders’ perceptions of safety culture in a large Australasian organisation.
Safety Science,Volume 52, pp.3–12.
23
Siddhartha & Lusyana (2022)"Analysis of the perception of institutional culture for sector reform in
Nigeria", Leadership in Health Services, Volume-23 (Iss-1), pp.75-87.
24
Juris Iljinsa, Viktorija Skvarcianyb (2022) Impact of Perception and reward on Organizational Climate
during the Process of Change, Procedia - Social and Behavioral Sciences 213 ( 2015 ) 944 – 950.
23
CHAPTER – III
3. RESEARCH METHODOLOGY
Research methodology is a way to systematically solve research problem. Research

methodology is understood as a source of the study how to research is done scientifically.
The various steps adopted by a researcher in studying the research problem along with the
logic.
3.1 RESEARCH DESIGN
The research design constitutes the blue print for the collection, measurement and
analysis of data. There are types of research design; they are exploratory research design,
experimental research design and describe and diagnostic research design. The research had
adopted descriptive research design for the study.
Sample Design
A sample is a subset from the total population. It refers to the techniques or the
procedure to the research would adopt in selecting items for the sample (i.e) the size of the
sample.
Population
The aggregate elementary units in the survey are referred to as the population. Here it
covers the 120 customers Sam Turbo Industry Private Limited at Coimbatore.
SAMPLING METHOD
Sampling method utilized was convenience sampling was adopted.
3.2 METHOD OF THE DATA COLLECTION
A descriptive research was undertaken to the study of the problem. The study is
descriptive in nature. Descriptive research is those which are concerned with describing the
characteristics of a particular individual of a group. The descriptive research describes the
demographic the characteristic of the respondents and is typical concern with determining
frequency with something occurs how the variables vary together.
24
SOURCES OF DATA
Primary Data
It was collected through questionnaire further this data, are processed and tabulated
using graphs the tables where analysed and the finding has been drawn accordingly.
Secondary Data
It refers to a special kind of ratio, it is used to make comparison between two or more
series of data, since the percentage reduce everything to a common base and there by allow
meaningful comparison be made.
3.3 TOOLS AND TECHNIQUE
1. Simple percentage analysis

2. Chi square analysis
3. Correlation
4. Anova
SIMPLE PERCENTAGE ANALYSIS
No. of Respondents
Percentage = ……………………………… X 100
Total Respondents
CHI-SQUARE TEST
It is one of the simplest and widely used non parametric test in statistical work. The
quantity chi-square describes the magnitude of the discrepancy between theory and
observation.
Which is defined as?
∑ ( oi−Ei ) 2
Chi – Square =
Ei
Oi = Observed frequency, Ei = Expected frequency
In general the expected frequency for any can be calculated from the following equations
25
RT X CT
E =
N
E = Expected frequency, CT = Column total,
RT = Row total, N = Total number of observations
CORRELATION
Correlation is computed into what is known as the correlation coefficient, which

ranges between -1 and +1. Perfect positive correlation (a correlation co-efficient of +1)
implies that as one security moves, either up or down, the other security will move in
lockstep, in the same direction.
Alternatively, perfect negative correlation means that if one security moves in either
direction the security that is perfectly negatively correlated will move in the opposite
direction. If the correlation is 0, the movements of the securities are said to have no
correlation; they are completely random.
r=
∑ XY
√¿ ¿ ¿
ANOVA
Examination of change, or ANOVA, is a solid measurable method that is utilized to
show contrast between at least two methods or parts through importance tests. It likewise
shows us an approach to make numerous examinations of a few populace implies. The Anova
test is performed by looking at two sorts of variety, the variety between the example implies,
just as the variety inside every one of the examples. Beneath referenced recipe addresses one
way Anova test measurements:
F = Anova Coefficient,
MST = Mean sum of squares due to treatment
MSE = Mean sum of squares due to error
26
CHAPTER – IV
4. DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
GENDER OF THE RESPONDENTS
GENDER FREQUENCY PERCENTAGE
Male 62 51.7%
Female 58 48.3%
Total 120 100.0%
Source: Primary data
INTERPRETATION:
The table 4.1 shows that 51.7% of the respondents are male and 48.3% of the
respondents are female.
Majority 51.7% of the respondents are male.
27
CHART 4.1
GENDER OF THE RESPONDENTS
28
TABLE 4.2
AGE OF THE RESPONDENTS
AGE FREQUENCY PERCENTAGE
Below 18 years 4 3.3%
18 to 25 years 66 55.0%
26 to 30 years 38 31.7%
above 35 years 12 10.0%
Total 120 100.0%
INTERPRETATION:
The table 4.2 shows that 3.3% of the respondents are Below 18 years, 55.0% of the
respondents are between 18 to 25 years, 31.7% of the respondents are between 26 to 30 years,
10.0% of the respondents are above 35 years.
Majority 55.0% of the respondents are between 18 to 25 years.
29
CHART 4.2
AGE OF THE RESPONDENTS
30
TABLE 4.3
EDUCATIONAL QUALIFICATION OF RESPONDENTS
EDUCATIONAL FREQUENCY PERCENTAGE

QUALIFICATION
SSLC 13 10.8%
HSC 35 29.2%
Diploma 34 28.3%
Graduation 25 20.8%
Post-Graduation 13 10.8%
Total 120 100.0%
INTERPRETATION:
The table 3.3 shows that majority of 29.2% employees having their educational
qualification are HSC, 28.3% of the respondents are said diploma, 20.8% of the respondents
are said graduation, 10.8% of the respondents are said post – graduation remaining (SSLC,
post-Graduation) having minimum level of 10.8% same.
Majority 29.2% of the respondents are having their HSC education.
31
CHART 4.3
EDUCATIONAL QUALIFICATION OF RESPONDENTS
32
TABLE 4.4
YEARS OF EXPERIENCE
YEARS OF EXPERIENCE FREQUENCY PERCENTAGE
5 to 10 years 31 25.8%
10 to 15 years 46 38.3%
Less than 5 years 43 35.8%
Total 120 100.0%
INTERPRETATION:
The table 4.4 shows that majority of 38.3%, of the respondents are 10 to 15 years,
35.8% of the respondents are employees having Less than 5 years and 25.8% of the
respondents employees having 5 to 10 years.
Majority 38.3% of the respondents are having 10 to 15 years of experience.
33
CHART 4.4
YEARS OF EXPERIENCE
34
TABLE 4.5
MONTHLY INCOME OF THE RESPONDENTS
INCOME FREQUENCY PERCENTAGE
Less than Rs.5000 22 18.3%
Rs.5000 – 10000 45 45.8%
Rs.10000 - 20000 43 35.8%
Above Rs.20000 10 8.3%
Total 120 100.0%
INTERPRETATION:
The table 4.5 shows that majority of 45.8% of the employees having monthly income
of Rs.5000 – 10000, 35.8% of the employees having income of Rs.10000 – 20000 and 18.3%
of the employees having Less than Rs.5000 and remaining 8.3% of the employees having
income of Above Rs.20000
Majority 45.8% of the employees having monthly income of Rs.5000 – 10000
35
CHART 4.5
36
TABLE 4.6
OPINION ABOUT INFRASTRUCTURE FACILITIES
OPINION FREQUENCY PERCENTAGE
Highly satisfied 14 11.7%
Satisfied 44 36.7%
Neutral 36 30.0%
Dissatisfied 8 6.7%
Highly dissatisfied 18 15.0%
Total 120 100.0%
INTERPRETATION:
The table 4.6 shows that opinion about the infrastructure facilities. 36.7% of the
employees are satisfied, 30.0% of the employees are neutral, 15.0% of the employees are
highly dissatisfied, 11.7% of the employees are highly satisfied and 6.7% of the employees
are dissatisfied.
Majority 36.7% of the employees are satisfied about infrastructure facilities
37
CHART 4.6
OPINION ABOUT INFRASTRUCTURE FACILITIES
38
TABLE 4.7
SATISFIED TOWARDS REWARD FOR GOOD WORK
GOOD WORK FREQUENCY PERCENTAGE
Yes 77 64.2%
No 43 35.8%
Total 120 100.0%
INTERPRETATION:
The table 4.7 shows that satisfaction towards the reward for good work. 64.2% of the
employees are satisfied towards the reward for good work and 35.8% of the employees are
not satisfied towards the reward for good work.
Majority 64.2% of the employees are satisfied towards the reward for good work.
39
CHART 4.7
SATISFIED TOWARDS REWARD FOR GOOD WORK
40
TABLE 4.8
TYPES OF REWARD FOR GOOD WORK
TYPES OF REWARD FREQUENCY PERCENT
Appreciation 19 15.8%
Promotion 52 43.3%
By incentives 36 30.0%
Others 13 10.8%
Total 120 100.0%
INTERPRETATION:
The table 4.8 shows the types of reward for good work. 43.3% of the employees are
said promotion, 30.0% of the employees are said incentives, 15.5% of the employees are said
appreciation and 10.8% of the employees are said others.
Majority 43.3% of the employees are said promotion.
41
CHART 4.8
TYPES OF REWARD FOR GOOD WORK
42
TABLE 4.9
PARTICIPATION IN THE ORGANIZATION
PARTICIPATION FREQUENCY PERCENTAGE
To great extent 29 24.2%
Not at all 52 43.3%
Somewhat 39 32.5%
Total 120 100.0%
INTERPRETATION:
The table 4.9 shows that participation in the organization. 43.3% of the employees are
participated in not at all, 32.5% of the employees are participated in somewhat and 24.2% of
the employees are participated to a great extent.
Majority 43.3% of the employees are participated in not at all.
43
CHART 4.9
PARTICIPATION IN THE ORGANIZATION
44
TABLE 4.10
PROVIDE SUFFICIENT JOB SECURITY
JOB SECURITY FREQUENCY PERCENTAGE
To great extent 40 33.3%
Not at all 55 45.8%
Somewhat 25 20.8%
Total 120 100.0%
INTERPRETATION:
The table 4.10 shows that believe are providing with sufficient job security. 45.8% of
the employees are said not at all, 33.3% of the employees are said to a great extent and 20.8%
of the employees are said somewhat.
Majority 45.8% of the employees are said not at all.
45
CHART 4.10
PROVIDE SUFFICIENT JOB SECURITY
46
TABLE 4.11
PERCEPTION ABOUT NEED FOR TRAINING PROGRAM
TRAINING PROGRAM FREQUENCY PERCENTAGE
Yes 107 89.2%
No 13 10.8%
Total 120 100.0%
INTERPRETATION:
The table 4.11 shows that perception about need for training program. 89.2% of the
respondents said training program is need and 10.8% of the respondents said training
program is not need.
Majority 89.2% of the respondents said training program is need
47
CHART 4.11
PERCEPTION ABOUT NEED FOR TRAINING PROGRAM
48
TABLE 4.12
IDENTIFY SUPERIORS OF SKILLS DURING POST TRAINING PROGRAM
IDENTIFY SUPERIORS OF FREQUENCY PERCENT

SKILLS
To meet competitive 30 25.0%

environment
As per rules of the 36 30.0%
organization
Based on the performance 40 33.3%
Others 14 11.7%
Total 120 100.0%
INTERPRETATION:
The table 4.12 shows that Identify superiors of skills during post training program.
25.0% of the employees are said to meet competitive environment, 30.0% of the employees
are said As per rules of the organization, 33.3% of the employees are said Based on the
performance, 11.7% of the employees are said Others.
Majority 33.3% of the employees are Identify superiors of skills Based on the
performance.
49
CHART 4.12
IDENTIFY SUPERIORS OF SKILLS DURING POST TRAINING PROGRAM
50
TABLE 4.13
SATISFACTION AND FEEDBACK AFTER TRAINING PROGRAM
FEEDBACK FREQUENCY PERCENTAGE
Yes 107 89.2%
No 13 10.8%
Total 120 100.0%
INTERPRETATION:
The table 4.13 shows that satisfaction and feedback after training program. 89.2% of
the respondents are satisfied with training programme and 10.8% of the respondents are
dissatisfied with training programme.
Majority 89.2% of the respondents are satisfied with training programme
51
CHART 4.13
SATISFACTION AND FEEDBACK AFTER TRAINING PROGRAM
52
TABLE 4.14
IMPROVEMENT IN ACTIVITY
IMPROVEMENT FREQUENCY PERCENTAGE
Strongly agree 28 23.3%
Agree 40 33.3%
Neutral 30 25.0%
Disagree 12 10.0%
Strongly disagree 10 8.3%
Total 120 100.0%
INTERPRETATION:
The table 4.14 shows that improvement in activity. 23.3% of the employees are said
agree for improvement in activity, 33.3% of the employees are said Agree, 25.0% of the
employees are said Neutral, 10.0% of the employees are said disagree and 8.3% of the
employees are said strongly disagree.
Majority 33.3% of the employees are Agree for improvement in activity.
53
CHART 4.14
IMPROVEMENT IN ACTIVITY
54
TABLE 4.15
SATISFIED WITH WORKING HOUR IN ORGANIZATION
WORKING HOUR FREQUENCY PERCENTAGE
Satisfied 34 28.3%
Neutral 19 15.8%
Dissatisfied 12 10.0%
Total 120 100.0%
INTERPRETATION:
The table 4.15 shows that satisfied with working hour in organization. 39.2% of the
employees are said satisfied, 28.3% of the employees are said highly satisfied, 15.8% of the
employees are said neutral, 10.0% of the employees are said dissatisfied and 6.7% of the
employees are said highly dissatisfied.
Majority 39.2% of the employees are satisfied with working hour in organization
55
CHART 4.15
SATISFIED WITH WORKING HOUR IN ORGANIZATION
56
TABLE 4.16
CRITERIA FOR EMPLOYEE SHARE ON PROFIT
EMPLOYEE SHARE ON FREQUENCY PERCENTAGE

PROFIT
Length of service 22 18.3%
Other 38 31.7%
Performance of the employee 28 23.3%
Potential of employee 6 5.0%
Role of employee 13 10.8%
Salary earned 13 10.8%
Total 120 100.0%
INTERPRETATION:
The table 4.16 shows that criteria for employee share on profit. 31.7% of the
employees are said others are the criteria for share on profit, 23.3% of the employees are said
performance of the employee, 18.3% of the employees are length of service, 10.8% of the
employees are said role of employee and salary earned are the criteria for share on profit and
5.0% of the employees are said potential of employee.
Majority 31.7% of the employees are said other factors are the criteria for employee
share on profit.
57
CHART 4.16
CRITERIA FOR EMPLOYEE SHARE ON PROFIT
58
TABLE 4.17
ORGANIZATION ADOPTS BEST METHODS OF WORK
BEST METHODS OF FREQUENCY PERCENT

WORK
Strongly agree 30 25.0%
Agree 36 30.0%
Neutral 40 33.3%
Disagree 10 8.3%
Strongly disagree 4 3.3%
Total 120 100.0%
INTERPRETATION:
The table 4.17 shows the accept that the organization adopts best methods of work.
33.3% of the employees are said neutral for the best methods of work, 30.0% of the
employees are said disagree, 25.0% of the employees are said agree, 8.0% of the employees
are said strongly agree and 3.3% of the employees are said strongly disagree.
Majority 33.3% of the employees are said neutral for the best methods of work.
59
CHART 4.17
ORGANIZATION ADOPTS BEST METHODS OF WORK
60
TABLE 4.18
SATISFACTION TOWARDS THE MONETARY BENEFIT
BENEFIT PROVIDE FREQUENCY PERCENTAGE
Satisfied 47 39.2%
Neutral 19 15.8%
Dissatisfied 13 10.8%
Total 120 100.0%
INTERPRETATION:
The table 4.18 shows that satisfaction towards the monetary benefit. 39.2% of the
employees are said satisfied, 28.3% of the employees are said highly satisfied, 15.8% of the
employees are said neutral, 10.8% of the employees are said dissatisfied and 5.8% of the
employees are said highly dissatisfied.
Majority 39.2% of the employees are said satisfied about the monetary benefit
provide by the organization.
61
CHART 4.18
SATISFACTION TOWARDS THE MONETARY BENEFIT
62
TABLE 4.19
MEDICAL AND FAMILY WELFARE SCHEMES
MEDICAL AND FAMILY FREQUENCY PERCENTAGE

WELFARE SCHEMES
Very good 19 15.8%
Good 41 34.2%
Neutral 47 39.2%
Bad 13 10.8%
Total 120 100.0%
INTERPRETATION:
The table 4.19 shows that rating towards the medical and family schemes. 39.2% of
the employees are said rating is neutral, 34.2% of the employees are said rating is good,
15.8% of the employees are said rating is very good and 10.8% of the employees are said
rating is bad.
Majority 39.2% of the employees are said rating towards the medical and family
schemes are neutral.
63
CHART 4.19
MEDICAL AND FAMILY WELFARE SCHEMES
64
TABLE 4.20
ADEQUATE SUPPORT TO DO YOUR JOB
FEEL ABOUT JOB FREQUENCY PERCENTAGE
Highly agree 25 20.8%
Agree 44 36.7%
Neutral 40 33.3%
Disagree 8 6.7%
Highly disagree 3 2.5%
Total 120 100.0%
INTERPRETATION:
The table 4.20 shows that feel about the adequate support system for doing their job.
36.7% of the employees are said agree for adequate support system, 33.3% of the employees
are said neutral, 20.8% of the employees are said highly agree, 6.7% of the employees are
said disagree and 2.5% of the employees are said highly disagree adequate support system.
Majority 33.3% of the employees are said agree for adequate support system provided
in the company for doing their job.
65
CHART 4.20
ADEQUATE SUPPORT TO DO YOUR JOB
66
TABLE 4.21
FACTOR INFLUENCING THE REWARD AND RECOGNITION FACTOR
FACTOR INFLUENCING FREQUENCY PERCENTAGE
More power in the job 28 23.3%
Cash 26 21.7%
Merchandise 25 20.8%
Certificate/Plaque 23 19.2%
Further training &

18 15.0%
educational opportunities
Total 120 100.0%
INTERPRETATION:
The table 4.21 shows that factor influencing the reward and recognition factor. 23.3%
of the employees are like more power in the job, 21.7% of the are like cash, 20.8% of the
employees are like merchandise, 19.2% of the employees are like certificate/plaque and
15.0% of the employees are like further training & educational opportunities.
Majority 23.3% of the employees are like more power in the job
67
CHART 4.21
FACTOR INFLUENCING THE REWARD AND RECOGNITION FACTOR
68
TABLE 4.22
RANK THE FOLLOWING MOTIVATION FACTORS

Factors Highly Satisfied Neutral Dissatisfied Highly RANK
satisfied Dissatisfied
Res Per Res Per Res Per Res Per Res Per
Job security 17 14.2% 69 57.5% 16 13.3% 10 8.3% 8 6.7% 1
Promotion 45 37.5% 48 40.0% 16 13.3% 8 6.7% 3 2.5% 3
Good 4
working 47 39.2% 34 28.3% 21 17.5% 10 8.3% 8 6.7%
condition
Interesting 25 20.8% 41 34.2% 24 20.0% 19 15.8% 11 9.2% 5
work
Job 2
60 50.0% 38 31.7% 13 10.8% 5 4.2% 4 3.3%
responsibility
Source: primary data
INTERPRETATION
From the above table, 4.22 it is found that rank the following motivation factors,
majority 57.5% of the respondents are provide rank 1 to the job security, 50.0% of the
respondents are provide rank 2 to the job responsibility, 40.0% of the respondents are provide
rank 3 to the promotion, 39.2% of the respondents are provide rank 4 to the good working
condition and remaining 34.2% of the respondents are provide rank 5 to the interesting work
69
CHART 4.22
RANK THE FOLLOWING MOTIVATION FACTORS
70
TABLE 4.23
SATISFACTION LEVEL OF FOLLOWING FACTORS
Factors Highly Satisfied Neutral Dissatisfied Highly

Res Per Res Per Res Per Res Per Res Per
Point-based
31 25.8% 42 35.0% 41 34.2% 4 3.3% 2 1.7%
Rewarding
Customizable
37 30.8% 42 35.0% 31 25.8% 6 5.0% 4 3.3%
Approval Process
Supports Peer
Recognition and 54 45.0% 27 22.5% 23 19.2% 11 9.2% 5 4.2%
Rewarding
Flexibility of
31 25.8% 39 32.5% 25 20.8% 18 15.0% 7 5.8%
Choosing Rewards
Easy to Implement 26 21.7% 58 48.3% 29 24.2% 5 4.2% 2 1.7%
Source: primary data
INTERPRETATION
From the above table, 4.23 it is found that 35.0% of the respondents are satisfied with
point-based rewarding, 35.0% of the respondents are satisfied with customizable approval
process, 45.0% of the respondents are highly satisfied with supports peer recognition and
rewarding, 32.5% of the respondents are satisfied with flexibility of choosing rewards and
remaining 48.3% of the respondents are satisfied with easy to implement
Majority 48.3% of the respondents are satisfied with easy to implement
71
CHART 4.23
SATISFACTION LEVEL OF FOLLOWING FACTORS
72
TABLE 4.24
CHI-SQUARE TEST
NULL HYPOTHESIS:
Ho – There in no significant relationship between years of experience and satisfied towards

reward for good work.
ALTERNATIVE HYPOTHESIS:
Ha –There in a significant relationship between years of experience and satisfied towards

reward for good work.
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Years of experience *
satisfied towards reward 120 100.0% 0 .0% 120 100.0%
for good work
YEARS OF EXPERIENCE * SATISFIED TOWARDS REWARD FOR GOOD

WORK Crosstabulation
SATISFIED TOWARDS
Count REWARD FOR GOOD WORK
yes No Total
YEARS OF 5 to 10 years 31 0 31
EXPERIENCE 10 to 15 years 46 0 46
Less than 5 years 0 43 43

Total 77 43 120
73
Chi-Square Tests
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 1.200E2a 2 .000

Likelihood Ratio 156.589 2 .000
N of Valid Cases 120
a. 0 cells (.0%) have expected count less than 5. The minimum expected count is 11.11.
Symmetric Measures
Asymp. Std. Approx.

Value Errora Approx. Tb Sig.
Ordinal by Ordinal Gamma 1.000 .000 18.539 .000

Measure of Kappa
.c
Agreement
N of Valid Cases 120
a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.
c. Kappa statistics cannot be computed.They require a symmetric 2-way table in which the
values of the first variable match the values of the second variable.
RESULT:
The significant value (11.11) is> greater than the P value (0.000). Hence null
hypothesis in accepted so there in no significant relationship between years of experience and
satisfied towards reward for good work.
74
TABLE NO – 4.25
CORRELATION
The table shows that the relationship between age of the respondents and satisfied
with working hour in organization
Correlations
SATISFIED
WITH
WORKING
HOUR IN
AGE OF THE ORGANIZATIO
RESPONDENTS N
AGE OF THE Pearson Correlation 1 .877**

RESPONDENTS Sig. (2-tailed) .000
N 120 120
SATISFIED WITH Pearson Correlation .877** 1

WORKING HOUR IN Sig. (2-tailed) .000
ORGANIZATION
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).
75
NONPARAMETRIC CORRELATIONS
Correlations
SATISFIED
WITH
AGE OF WORKING
THE HOUR IN
RESPONDE ORGANIZA
NTS TION
Kendall's tau_b AGE OF THE Correlation

1.000 .801**
RESPONDENTS Coefficient
Sig. (2-tailed) . .000
N 120 120
SATISFIED WITH Correlation

.801** 1.000
WORKING HOUR IN Coefficient
ORGANIZATION Sig. (2-tailed) .000 .
N 120 120
Spearman's rho AGE OF THE Correlation

1.000 .856**
RESPONDENTS Coefficient
Sig. (2-tailed) . .000
N 120 120
SATISFIED WITH Correlation

.856** 1.000
WORKING HOUR IN Coefficient
ORGANIZATION Sig. (2-tailed) .000 .
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).
RESULT
76
This is a positive correlation. There are relationships between age of the respondents
and satisfied with working hour in organization.
TABLE – 4.26
ANOVA
NULL HYPOTHESIS:
Ho: There is no significant relationship between Monthly Income of the respondents and
satisfaction towards the monetary benefit.
ALTERNATIVE HYPOTHESIS:
H1: There is a significant relationship between Monthly Income of the respondents and
satisfaction towards the monetary benefit
Descriptive
MONTHLY 95% Confidence Between-

INCOME OF Std. Interval for Mean Compon
THE Deviatio Std. Lower Upper Minim Maxi ent
RESPONDENTS N Mean n Error Bound Bound um mum Variance
Highly satisfied 34 1.35 .485 .083 1.18 1.52 1 2
Satisfied 47 2.30 .462 .067 2.16 2.43 2 3
Neutral 19 3.00 .000 .000 3.00 3.00 3 3
Dissatisfied 14 3.29 .469 .125 3.02 3.56 3 4
Highly
6 4.00 .000 .000 4.00 4.00 4 4
dissatisfied
Total 120 2.34 .874 .080 2.18 2.50 1 4
Mod Fixed
.422 .038 2.27 2.42
el Effects
Random
.471 1.03 3.65 .802
Effects
77
Test of Homogeneity of Variances
Levene Statistic df1 df2 Sig.
38.018 4 115 .000
ANOVA
MONTHLY INCOME OF THE Sum of Mean
RESPONDENTS Squares df Square F Sig.
Between (Combined) 70.540 4 17.635 99.162 .000
Groups Linear Unweighte
44.997 1 44.997 253.018 .000
Term d
Weighted 67.665 1 67.665 380.480 .000
Deviation 2.875 3 .958 5.389 .002
Within Groups 20.452 115 .178
Total 90.992 119
Robust Tests of Equality of Meansb

Statistica df1 df2 Sig.
Welch . . . .
Brown-Forsythe . . . .
a. Asymptotically F distributed.
b. Robust tests of equality of means cannot be performed for MONTHLY INCOME OF THE
RESPONDENTS because at least one group has 0 variance.
HOMOGENEOUS
Multiple Comparisons
Dependent Variable: MONTHLY INCOME OF THE
RESPONDENTS
(I) SATISFACTION TOWARDS THE 95% Confidence
MONETARY BENEFIT Mean Interval
(J) SATISFACTION TOWARDS THE Difference Std. Lower Upper
MONETARY BENEFIT (I-J) Error Sig. Bound Bound
LSD Highly Satisfied -.945 *
.095 .000 -1.13 -.76
78
satisfied Neutral -1.647* .121 .000 -1.89 -1.41
Dissatisfied -1.933* .134 .000 -2.20 -1.67
Highly dissatisfied -2.647 *
.187 .000 -3.02 -2.28
Satisfied Highly satisfied .945 *
.095 .000 .76 1.13
Neutral -.702* .115 .000 -.93 -.48
Dissatisfied -.988* .128 .000 -1.24 -.73
.183 .000 -2.06 -1.34
Neutral Highly satisfied 1.647* .121 .000 1.41 1.89
Satisfied .702* .115 .000 .48 .93
Dissatisfied -.286 .149 .057 -.58 .01
Highly dissatisfied -1.000* .197 .000 -1.39 -.61
Dissatisfied Highly satisfied 1.933* .134 .000 1.67 2.20
Satisfied .988 *
.128 .000 .73 1.24
Neutral .286 .149 .057 .00 .58
Highly dissatisfied -.714* .206 .001 -1.12 -.31
Highly Highly satisfied 2.647* .187 .000 2.28 3.02
dissatisfied Satisfied 1.702 *
.183 .000 1.34 2.06
Neutral 1.000* .197 .000 .61 1.39
Dissatisfied .714* .206 .001 .31 1.12
Tamhane Highly Satisfied -.945* .107 .000 -1.25 -.64
satisfied Neutral -1.647* .083 .000 -1.90 -1.40
Dissatisfied -1.933* .150 .000 -2.39 -1.47
Highly dissatisfied -2.647* .083 .000 -2.90 -2.40
Satisfied Highly satisfied .945* .107 .000 .64 1.25
Neutral -.702* .067 .000 -.90 -.50
Dissatisfied -.988* .142 .000 -1.43 -.54
Highly dissatisfied -1.702* .067 .000 -1.90 -1.50
Satisfied .702* .067 .000 .50 .90
Dissatisfied -.286 .125 .336 -.71 .14
Highly dissatisfied -1.000 .000 . -1.00 -1.00
Satisfied .988* .142 .000 .54 1.43
Neutral .286 .125 .336 -.14 .71
Highly Highly satisfied 2.647* .083 .000 2.40 2.90
dissatisfied Satisfied 1.702* .067 .000 1.50 1.90
Neutral 1.000 .000 . 1.00 1.00
79
Dissatisfied .714* .125 .001 .29 1.14
Dunnett Highly Satisfied -.945* .107 .000 -1.25 -.64
T3 satisfied Neutral -1.647* .083 .000 -1.90 -1.40
Dissatisfied -1.933* .150 .000 -2.39 -1.47
.083 .000 -2.90 -2.40
Satisfied Highly satisfied .945* .107 .000 .64 1.25
Neutral -.702* .067 .000 -.90 -.50
Dissatisfied -.988 *
.142 .000 -1.43 -.55
.067 .000 -1.90 -1.50
Satisfied .702* .067 .000 .50 .90
Dissatisfied -.286 .125 .289 -.70 .13
Highly dissatisfied -1.000 .000 . -1.00 -1.00
Satisfied .988 *
.142 .000 .55 1.43
Neutral .286 .125 .289 -.13 .70
Highly Highly satisfied 2.647 *
.083 .000 2.40 2.90
dissatisfied Satisfied 1.702 *
.067 .000 1.50 1.90
Neutral 1.000 .000 . 1.00 1.00
Dissatisfied .714* .125 .001 .30 1.13
*. The mean difference is significant at the 0.05 level.
HOMOGENEOUS

SATISFACTION Subset for alpha = 0.05
TOWARDS THE
MONETARY
BENEFIT N 1 2 3 4
Student-Newman- Highly satisfied 34 1.35
Keulsa Satisfied 47 2.30
Neutral 19 3.00
Dissatisfied 14 3.29
Highly
6 4.00
dissatisfied
Sig. 1.000 1.000 .069 1.000
Means for groups in homogeneous subsets are displayed.
80
a. Uses Harmonic Mean Sample Size = 14.645.
MEANS
RESULT
81
From the above analysis, we find that calculated value of the F-value 253.018 is a
positive value, so H1 accept. Since the P value 0.000 is less than < 0.05 regarding there is a
significant relationship between Monthly Income of the respondents and satisfaction towards
the monetary benefit.
CHAPTER – V
5. FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS
1. Majority 51.7% of the respondents are male.

2. Majority 55.0% of the respondents are between 18 to 25 years.
3. Majority 29.2% of the respondents are having their HSC education.
4. Majority 38.3% of the respondents are having 10 to 15 years of experience.
5. Majority 45.8% of the employees having monthly income of Rs.5000 – 10000
6. Majority 36.7% of the employees are satisfied about infrastructure facilities
7. Majority 64.2% of the employees are satisfied towards the reward for good work
8. Majority 43.3% of the employees are said promotion
9. Majority 43.3% of the employees are participated in not at all.
10. Majority 45.8% of the employees are said not at all.
11. Majority 89.2% of the respondents said training program is need
12. Majority 33.3% of the employees are Identify superiors of skills Based on the
performance.
13. Majority 89.2% of the respondents are satisfied with training programme
14. Majority 33.3% of the employees are Agree for improvement in activity.
15. Majority 39.2% of the employees are satisfied with working hour in organization
16. Majority 31.7% of the employees are said other factors are the criteria for employee
share on profit
17. Majority 33.3% of the employees are said neutral for the best methods of work
18. Majority 39.2% of the employees are said satisfied about the monetary benefit
provide by the organization.
19. Majority 39.2% of the employees are said rating towards the medical and family
schemes are neutral
20. Majority 33.3% of the employees are said agree for adequate support system provided
in the company for doing their job
21. Majority 23.3% of the employees are like more power in the job
22. Majority 57.5% of the respondents are provide rank 1 to the job security, 50.0% of the
respondents are provide rank 2 to the job responsibility, 40.0% of the respondents are
provide rank 3 to the promotion, 39.2% of the respondents are provide rank 4 to the
82
good working condition and remaining 34.2% of the respondents are provide rank 5 to
the interesting work
23. Majority 48.3% of the respondents are satisfied with easy to implement
5.2 SUGGESTIONS
The suggestion for improving the perception of workers and developing a proper
reward management towards the organisation
Many different things motivate people, and that which motivates one person may not
necessarily motivate another. Thus companies should take into account the interests of
all the employees.
Since most of the employees demand monetary benefit in rewards and recognition,
organizations should adopt more financial incentives for rewarding the employees
Providing employees an understanding on how they can impact the organization's
goals and drive the business to success.
Discussing the approach for managing and rewarding both individual and team
performance.
Equal opportunity for all cadres of employees in the organizations is to be given in
order to maintain homogeneous enhancement of skills and techniques.
Training programs should have their roots in the basic elements like effective
customer relationship management, total quality management and talent management.
The measure of performance of an employee should be clearly defined and
communicate to the employee. The reward program should be transparent and the
targets set should be realistic and achievable by the employee so as to motivate them.
83
5.3 CONCLUSION
To recapitulate, the study states that salaries, bonus, commission and working
conditions have a positive relationship with performance of employees in business process
outsourcing. Thus there is a positive relationship between rewards and employee motivation.
The purpose of rewards is to motivate employees thereby increasing the result of the
organization. From the study the study on reward and employee perception the organisation
need to develop a reward strategy that is how its reward policies and processes should be
developed so that it is mutually beneficial to the employee and organisation and the reward
should succeed in motivating the employees according to their needs and the reward policies
is driven by the business needs from this research we can infer that the employees in any
organisation need to be constantly provided opportunities for learning new skills so that they
do not feel monotonous and they are motivated to use the acquired skill on their job. We can
also infer that it is not just one factor for example it is not just monetary rewards which
motivate on employees. This essentially says that the employees need to be motivated with
the content of their job.
84
BIBLIOGRAPHY
[1] Allen, R. & Helms, M., (Fall 2002). Employee perceptions of relationships between
strategy rewards and organizational performance. Journal of Business Strategies, 19 (2). 115-
139.
[2] Dunham, K., (December 16, 2003). Career journal: companies offer spa days, gifts to
reward, retain employees. Wall Street Journal, (B8). Retrieved February 4, 2004, from
http://80-proquest.umi.com
[3] Puwanenthiren Pratheep kanth., Reward System And Its Impact On Employee Motivation
In Sri Lanka Plc, In Jaffna District. Global Journal of Management and Business Research -
Volume 11 Issue 4 Version 1.0 March 2011
[4] Shutan, B., (September 2003). Massaging morale. Incentive, 177 (9). 96. [10]Zigon, J.,
(1998). Rewards and performance incentives. Retrieved February 15, 2004
[5]. Mohideen and Alphonse, (2015), “A Study on Employees” Perception on Human

Resource Management Practices in Industries. International Journal of Management (IJM),
ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 6, Issue 1, January (2015), pp.
594-602
[6]. Jency S., J., (2016), “A study on employee perception towards training and development
at Indian Rare Earth Limited (IREL)”, International Journal of Applied Research 2016; 2(8):
705- 708
WEBSITE
https://www.sampumps.com/
85
A STUDY ON EMPLOYEE REWARD AND PERCEPTION TOWARDS SAM
TURBO INDUSTRY PRIVATE LIMITED AT COIMBATORE
1. Name:
2. Gender
a. Male ( ) b. Female ( )
3. Age:
a. Below 18 years ( ) b.18 to 25 years ( )
c. 26 to 30 years ( ) d. above 35 years ( )
4. Educational Qualification
a. SSLC ( ) b. HSC ( )
c. Diploma ( ) d. Graduation ( )
e. Post-Graduation ( )
5. Years of Experience
a. 5 to 10 years ( ) b.10 years to 15 years ( )
c. Less than 5 years ( )
6. Monthly Income
a. Less than Rs.5000 ( ) b. Rs.5000– 10000 ( )
c. Rs.10000 – 20000 ( ) d. Above Rs.20000 ( )
7. How is your satisfaction regarding the infrastructure facilities prevailing in the organization?
a. Highly satisfied ( ) b. Satisfied ( )
c. Neutral ( ) d. Dissatisfied ( )
e. Highly Dissatisfied ( )
8. Are you satisfied towards the reward for your good work?
a.Yes ( ) b. No ( )
9. Types of rewards received for the good work?
a. Appreciation ( ) b. Promotion ( )
c. By Incentives ( ) d. Others ( )
10. Your Participation in the organization?
86
a. To a great extent ( ) b. Not at all ( )
c. Somewhat ( )
11. To what extent you believe you are provided with sufficient job security?
a. To a great extent ( ) b. Not at all ( )
c. Somewhat ( )
12. Your perception about the need for training program?
a. Yes ( ) b. No ( )
13. Are you identified by your superiors of skills during post training program?
a. To meet competitive environment ( ) b. As per rules of the organization ( )
c. Based on the performance ( ) d. Others ( )
14. Your satisfaction and feedback after training program?
a. Yes ( ) b. No ( )
15. Do you feel there is a improvement in your activity, post training programmed?
a. Strongly Agree ( ) b. Agree ( )
c. Neutral ( ) d. Disagree ( )
e. Strongly Disagree ( )
16. Are you satisfied with working hour in your organization?
17. What are the criteria for employee share on profit?
a. Length of service ( ) b. Others ( )
b. Performance level ( ) d. Potential of the employee ( )
e. Role/ Position of an employee ( ) f. Salary earned ( )
18. Did you accept that the organization adopts best methods of work?
a. Strongly Agree ( ) b. Agree ( )
e. Strongly Disagree ( )
19. Your level of satisfaction towards the monetary benefits provided by the organisation?
20. You’re rating towards the medical and family welfare schemes provided by the company?
a. Very good ( ) b. Good ( )
87
c. Neutral ( ) d. Bad ( )
21. Do you feel that you receive adequate support to do your job?
a. Highly Agree ( ) b. Agree ( )
e. Highly Disagree ( )
22. Which factor influencing the reward and recognition factor in company?
a. More power in the job ( ) b. Cash ( )
c. Merchandise ( ) d. Certificate/Plaque ( )
e. Further training & educational opportunities( )
23. Rank the following motivation factors?
Factors Rank
Job security
Promotion
Good working condition
Interesting work
Job responsibility
24. State your satisfaction level of following factors

Factors Highly Satisfied Neutral Dissatisfied Highly
Point-based Rewarding
Customizable Approval
Process
Supports Peer Recognition and
Rewarding
Flexibility of Choosing
Rewards
Easy to Implement
25. If any suggestions…………………………………………………………….
88

Chapter - I 1.1 Introduction of The Study Rewards

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Chapter - I 1.1 Introduction of The Study Rewards

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CHAPTER – I

1.1 INTRODUCTION OF THE STUDY

Rewarding and recognizing employees leads to greater employee engagement, which

Incorporating a rewards and recognition program helps increase employee

So, why start a rewards and recognition program? Doing so will:

1. Increase employee motivation

3. Encourage friendly competition

5. Boost employee retention

Company culture is one of the most important components of a successful business.

6 benefits of reward and recognition programs

1. They help perpetuate a company culture you can be proud of

3. They incentivise teamwork and collaboration

4. They make you more desirable to ambitious job hunters

5. They improve employee retention and save you money

6. They make your workplace an enjoyable place to be

Employee perception is a process by which individuals organize and interpret their

Importance of employee perception

Perception is very important in understanding human behavior because every person

1.3 OBJECTIVES OF THE STUDY

1.7 LIMITATIONS OF THE STUDY

Indian Pumps & Valves

Pump Industry in India

 Exports pumps to 100+ countries

o captive power generation

o pulp and papers

o energy efficient pumps in utilities and agriculture

 Is almost self-sufficient in pumps for nuclear power

A number of Indian Pump manufacturers are focusing on Bio-Pharma applications,

Indian Pump Industry – Market Size

 India has over 800 pump manufacturers

 India manufactures more than 4.5 million pumps every year

 The Indian Pump industry offers excellent growth opportunities for international

 Indian Pumps are exported to more than 100 countries

Agriculture and Building Services comprise 46% of the market by value (INR 3910

Top Indian Pump Companies by Market Capitalisation (BSE)

INDIAN PUMPS – GROWTH OPPORTUNITIES

 Sustained medium to long term demand from

o Sanitation – which alone will require a USD 1 trillion investment by 2017

 The Government of India is actively encouraging technology development and

 Indian companies are increasingly looking for international partnership via

 Government regulations and energy crisis are motivating water pump manufacturers

The Government of India has introduced several policies to promote agricultural growth

Today, SAM is an acknowledged leader in the industry and continues to combine

As a multi-core, dynamic engineering company, we design, manufacture and service

Vision & Mission

 We are an ISO 9001:2008 certified company Recognised manufacturers, suppliers

As industrial pump manufacturers, we focus on quality and reliability supported by

SLURRY PUMPS - TWIN CASING (AR)

PULP & PAPER STOCK PUMPS (TPS)

 Heavy Duty Centrifugal Design

HORIZONTAL SPLIT CASE PUMPS (ZM)

 Axial split, single stage

CHEMICAL PUMPS (CPC)

 Conforming to DIN 24256/ISO 2858

SAM TURBO INDUSTRY PRIVATE LIMITED

Avinashi Road, Neelambur, Coimbatore – 641062

L. Connolly, M. Lang (2018)8 An increasing number of information security breaches in

Watkins (2019)12 investigated whether employee perceptions of learning culture and

Prakash Rajkumar. K. R,(2019)13 studied that a variety of factors influence employee

R.S.N.Pillai (2021)18 Employee perception on Organizational HR practices, commonly

Siddhartha & Lusyana (2022)23 Working behaviour of employees is relating to perceptions

Research methodology is a way to systematically solve research problem. Research