INTERNSHIP REPORT

2015

Student Name: Muhammad Waseem Sajjad

Roll No.: 11-BS-R-31

Degree Program: BS (HONS) Management

Session: 2011-15

Internship Organization Name: Shaukat Khanum Memorial Cancer

Hospital and Research Centre

Branch and Address: 7A Block R-3, M. A. Johar Town, Lahore, Pakistan

Internship Supervisor: Mr. Awais Akram

Internship Supervisor Contact Number: 042-35905000 Ext. 3037

Internship Supervisor E-mail ID: hrd@skm.org.pk

INSTITUTE OF ADMINISTRATIVE SCIENCES-(IAS)

UNIVERSITY OF THE PUNJAB, LAHORE

Acknowledgment

In the name of Allah who is the most magnificent and the merciful, he is the one who grant us

with knowledge and courage of doing things that we are not worthy of doing. The compilation of

this report was a daunting task which was eventually made easy with the grace of Allah.

I have taken efforts in this project. However, it would not have been possible without the kind

support and help of many individuals and organization. I would like to extend my sincere thanks

to all of them.

I am grateful to my best friend Mian Ammar Ashraf for his non-dwindling support as he stood

by me in every hour of need while making this report. I am deeply honored to be a student of

Institute of Administrative Sciences (IAS) which enabled me to do an internship.

In the end I am thankful to the co-operative staff of human resource department and management

of SKMCH, especially the manager Muhammad Ali and the HR officer Mr. Awais Akram and

Sobia Siraj who enabled me learns from my six week internship. I am thankful for the support

which the staff members extended me as they taught me the basics and the working of the

departments

CHAPTER 1: INTRODUCTION TO THE ORGANIZATION

1.1. Brief History

Shaukat Khanum Memorial Cancer Hospital and Research Centre (SKMCH&RC) is the

brainchild of Pakistan’s World Cup winning cricket captain, Imran Khan. The dream to build a

modern hospital that provides state-of-the-art cancer treatment facilities and services,

irrespective of the patient’s ability to pay, was to honour the memory of his mother, Shaukat

Khanum, who succumbed to Colon Cancer in 1985 and to help the innumerable cancer

patients. In a developing country, such as Pakistan, there was a scarcity of proper healthcare

facilities and cancer was the one disease for which there was minimal hope. Most treatable

cancers were diagnosed at an advanced stage and by that time, even the most expensive

treatment would result in an adverse outcome. The establishment of SKMCH&RC meant that

Pakistan was receiving its first cancer treatment specialist facility.

To launch the project, Imran Khan launched a nation-wide appeal in 1989, followed by a

campaign to collect funds through 50 fundraising events around the world. Support for the

cause was overwhelming in all tiers of society. After winning the Cricket World Cup in 1992,

Imran Khan’s popularity soared, which helped with fundraising efforts. He was able to collect

£1.5 million just six weeks after the win, an amount that had previously taken 2 years to collect.

In 1994, when the project required additional financing, Imran Khan travelled to 27 cities in

Pakistan in the form of a mass contact campaign to collect funds for the completion of the

project. SKMCH&RC was planned in three phases, with the first one costing nearly US$ 22

million; nearly 67 per cent of the required budget came in the form of donations. As a result,

SKMCH&RC opened its doors to patients on December 29, 1994.

The Hospital is located in Johar Town in Lahore and is built on a 20 acre site. Dr. Nausherwan

Khan Burki, the first CEO of Shaukat Khanum Memorial Cancer Hospital and Research Centre,

oversaw the building of the Hospital and recruited all the consulting and attending medical staff,

the senior nursing and administrative staff. The Hospital itself was designed by Arrasmith, Judd,

Rap, Chovan, Inc. in Louisville, Kentucky, USA. The design details on the site were handled by

Messrs and Nayyar Ali Dada Associates while Progressive Consultants performed the local

engineering.

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1.2. Vision Let’s Bowl Out Cancer

Imran was a fine all-rounder cricketer and inspirational captain whose crowning

achievement was leading Pakistan in winning the 1992 World Cup. He uses their emotions about

cricket and that why he made a slogan related to cricket and that was “Lets Bowl out Cancer”.

1.3. Mission“To act as a model institution to alleviate the suffering of patients with cancer through the

application of modern methods of curative and palliative therapy irrespective of their ability to

pay, the education of health care professionals and the public and to perform research into the

causes and treatment of cancer”.

1.4. Organogram

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Board of Governors

CEO

marketing &human Resource

DevelopmentFinance

Computing

Nursing

Inpatient

Outpatient

Chemotherapy

Operation Theatre and CSSD

Operations

Pharmacy

Environmental & Hotel Services

Engineering

Administration& Human Resources

Materials Management

QA and Legal

Medical Director

Clinical Departments

1.5. Core ValuesOur core values are more than just words. They explain what we strive for in order to fulfill our mission.

Our core values include the following:

Patient Focus: We will ensure that the patient is at the heart of everything we do.

High Quality: We will perform quality work in all spheres.

Equality and Equity: We will treat all patients with equality and equity, whether they

are paying or not.

Transparency: We will ensure transparency in all our policies and procedures.

Merit: Every decision at SKMCH&RC is based on merit.

Our Quality Policy:

We at SKMCH&RC are committed to providing the best possible care for our patients and are

guided by the principles of equity, transparency and merit in all our activities, and are striving

towards continual quality improvement.

1.6. Corporate Values

Welfare

Our foremost value is welfare of the patients who are suffering from cancer. We want to work

for the betterment of humanity.

Integrity

We are committed to integrity in all we do, always, everywhere.

Respect

We respect every individual. We draw strength from equal opportunity and diversity, at the same

time supporting personal growth and development. We value each other and we all benefit from

the entrepreneurial spirit of each individual.

Teamwork

Teamwork is the essence of our ability to succeed as a universal and international network bank.

Our overriding loyalty is to the whole organization, requiring us all to learn from each other and

to share our skills and resources worldwide for our customers' benefit.

Accountability

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We put special attention on accountability because our organization depends on the

funds and donations from the people we have a proper system of check and balances because

without that we cannot gain the trust of people. SKMCH& RC accounts are audited by “Messrs

A. F.Ferguson “ a well-known international auditing company

1.7. Goals and Objectives of the OrganizationSKMCH & RC stated goals are their real goals. They don’t have any discrimination between

them and they work in the same way as they project in their company’s statement.

Long Term Goals

Research – basic and clinical.

Community and outreach services.

Enhancement of automation.

Capacity enhancement.

Regional cancer centers

Karachi

Peshawar

New Directions in Fundraising.

4 Storey Block (if permitted by Government, 9 storey block).

CHAPTER 02: MANAGEMENT PRACTICES AT SHAUKAT KHANUM

MEMORIAL CANCER HOSPITAL AND RESEARCH

CENTRE (SKMCH&RC)

2.1. HR Division—A Review

“Human Resource Management: As it’s a universal fact that the success of any organization lies

in the hands of their human resource or the employees working for that organization and the

human resource is the most valuable asset of any organization. In this concern the management

of SKMCH&RC is well known for their hard work, innovative thinking and full dedication to

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satisfy and retain employees. The employees of SKMCH&RC is well equipped with skills,

knowledge and vast experience of financial world which is required to keep the hospital on the

way of modern system with the objective of providing good services. The core ideology of

SKMCH&RC in respect of their human resource selection is to hire multi-talented and dedicated

professionals, who can perform well best with little external and in-house training to increase the

efficiency and productivity of the human resource.

2.2 Human resource department; Hierarchy

2.3 Job Analysis

Job analysis is done through job description. It completely covers all responsibilities, tasks, and

activities required by the employee or internee.

Job title: HR intern

Qualification: Bachelors of management/HR (3rd year)

Roles and responsibilities:

Involve in recruitment function

Developing and maintaining records of employees and candidates

Involve in orientation programs and training sessions as assistant to HR manager

Develop and design innovative ideas to keep employees motivated

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Human Resource Manger

Muhammad Ali

Training and development: two

employees

Compensation and benefit: four employees

Education and performance

management: five employees

Recruitment and selection: four

employees

Assist in designing TNA and skills inventory sheet

Follow the orders or complete tasks given by manager

Skills and competencies required:

Excellent in working with Microsoft word, excel

Familiarity with concepts of all functions of HR

Has strong communication skills

Experienced with professional workshops

Last date of applying: October 5, 2015

Interested candidates can send their CVs to: ----------------------------with the position mentioned

in the subject line.

2.4 Recruitment and selection2.4.1 Hiring Process

Whenever the organization needs employees for internal job advertisement is made only inside

the hospital and for external job for the top level management and medical staff advertisement is

given in leading newspaper. Written test and interviews are conducted only for the nursing staff

and low level employees and for top level management only interviews are conducted.

Internal Recruitment

In SKMCH, vacant posts are also filled internally to provide an opportunity for the workers

already working in the organizations.

External Recruitment

In SKMCH, experience candidates are preferred and hired.

They mostly use method to advertise a job:

Social groups and networking sites

Newspaper

online job postings

campus recruitment

employee referrals

2.4.2 Selection Criteria

The selection is entirely based on merit which confirms to selection criteria without any bias

towards gender, religion, race, colour, nationality, age and according to the procedure laid down

in the HRD policies.

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2.4.3 Selection Procedure

Filling out application forms

Application screening (short listing)

Test (Written and practical)

Interview

Final selection

Orientation

Training

2.5 OrientationOrientation is the procedure of providing information of the organization and the job. Orientation

of SKMCH is of formal type and is conducted on every Tuesday

Contents

Orientation normally covers the following contents.

Welcome note from management director.

Mission, Vision and Values.

Brief introduction of hospital

Companies profile

Organization

The working hour’s company’s profile.

2.6 Training and developmentIn this department there are two employees who conduct the trainings of new and current

employees and arrange the trainers for the training. They give the orientation to the trainers and

trainees. After and before training they conduct the performance evaluation of trainees and

conducted performance appraisal results filed in the personal records of employees. After

training employees are awarded with the certificate.

Shaukat Khanum gives two types of job training.

A. On job training.

B. Off job training.

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2.7 Appraising and Managing Performance:

Performance Evaluation

Peer evaluation

Peer comparison

Self-evaluation

360 degree appraisal

Manager’s evaluation and other related activities.

Evaluation ranks:

Performance 6 (role model, excellent)

Performance 5 (exceeding expectations)

Performance 4 (meeting all expectations)

Performance 3 (not up to the mark. It is followed by the 3 months evaluation, written

warning can be given as well)

Performance 2 (very low)

Performance 1 (learning about their role, beginners)

Performance evaluation is done annually through which decisions of promotions and bonuses

take place. But as the work done is mostly project based, so it is very important to keep pace

with the routine performance of each member in a team throughout the project. For this purpose

HR manager schedule routine meetings with the project team to be aware of everyone’s

performance. Evaluation process is highly confidential.

2.8 Compensation and Benefits

Compensation of Overtime adjustment:

They and their internees update the overtime adjustments of employees in the portal of HIS.

Employees submitted the overtime adjustment form in which they mention the start timing and

end timing of their duty which is approved by their respective. So, employees are given by the

monetary compensation with their salary. Organization considers and gives value to their

employees who are devoted for their organization.

Employee old age benefits:

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SKMCH give many benefits to their employees from which one is the old age benefits. This

benefit is for the every employee, whoever applies for this benefit can enjoys the employee old

age benefit after the 55 years of age. During my internship the EOBI cards are distributed among

the employees by delivering them to their respective departments. Now they made the software

for the EOBI because employees apply for this more than one time and centre of EOBI issues the

card more than one time and cards are being waste of those employees who left the organization.

For the purpose of retaining effective data of EOBI, they launch the software on the portal.

Annual increment takes place in the salary of the employees every year. A fixed bonus is also

given every year. Increment record saved in the personal records of employees, by the head of

department and by the financial department.

There two type of contracts for the doctors. One for the permanent faculty and second one are for

the visitor’s .contract for the visitors is called locum in which doctors can also serve the other

hospitals. For permanent doctors, they are bound in a contract to serve and their practices are

only for Shaukat Khanum. Salary and benefit packages are different for both contracts.

Leaves benefits

Employees have leave quota which they can utilize and if they don’t utilize, then for the sake of

motivation to the employees for coming regularly, organization reward them by giving monetary

benefit. There are eight sick leaves, six casual +12 days off

Medical payment, house rent and convenience allowance. These are the benefits which every

employee earns according to their designation and seniority. Benefits also include bonus salary,

transportation (only for nursing)

2.9. Procedures of Record Keeping of Employees

The procedures of record keeping in SKMCH&RC is in the form of filing system. There are two

record rooms where record of employees is kept. One room for employees who left the

SKMCH&RC and other one are for current employees. Now SKMCH&RC develop software for

record keeping.

CHAPTER 03: TASKS AND DUTIES AT INTERNSHIP

3.1 Tasks Performed and Duties Held

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Following are the tasks and duties held during internship at HR department.

3.1.1 Week 01, 02, 03

In first week of internship, first day attend the orientation about HR department. Second day

assigned me the task of “Files Review” of SKMCH&RC employees and there are 2100 plus

employees of SKMCH&RC. In “Filing Review” my duty is to check the document of employees

i.e. CNIC, PNC Certificate, Pictures, etc. that they full and not expired if they are expired or

missing any document then enter them in an Excel file. During first three weeks my task was

“File Review’ and I perform it.

3.1.2 Week 04

In week 4, the next task assigned me to organize workshop on Advance Cardiac Life Support

(ACLS). I perform this task and learn new things. During this task my duties is arrange room,

other things that require for workshop.

3.1.3 Week 05

In week 5, new task assign me to sort listing and screening and conduct the test for new

employees. In sort listing and screening, in recruiting and selection department my supervisor

gives me an orientation about screening and short listing. During this week I sort different kind

of resume or CV especially for the marketing and HR assistant employees. In sorting my duties

are to check candidate education, experience, format etc. after sorting the next task to call the

candidate of interview. Through this process learn lot things.

3.1.3 Week 06

The last week of internship was very interesting and informative. In last week I move from

recruitment and selection department to compensation department. In 06 week, an orientation on

compensation department and then assigned the task of checking the files of employees only

compensation portion. The second task during last week is the preparation of different kind of

document i.e. employees ID card, attendance sheet, internship letter. The last task that performs

in last week is data entry of employees for the wages.

CHAPTER 4: SWOT ANALYSIS OF SKMCH&RC

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Strengths

Specialized cancer hospital

Easy access to all

Laboratory collection centre

Hospitals

Highly qualified employees

Excellent environment

Equality among patients

Hospital information system portal (HIS)

International linkages

All facities under one roof

free of cost quality treatment of cancer for needy people

research centers

highly equipped machinery

proper check and balances

first preference to quality

Threats and Challenges

Fundraising challenges

Healthcare costs

Capacity limitation

Dearth of trained manpower

Political instability

CHAPTER 5: RESEARCH PROJECT

5.1. Introduction of the topic:

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“Impact of reward and recognition on job satisfaction and employee motivation: Study

from the perspective of SKMCH&RC”

Motivation is such a factor that exerts a driving force on our actions and work. It is such a

dynamic in today’s environment that explicitly creates and encompasses a positive impact on the

job. Within an organization, the best performance is feasible with most committed employees

that can only be achieved through employee motivation.

Traditionally most reward and recognition programs were vague and often given in response to

a manager’s perception of when an employee performed exceptionally well. There were usually

no set standards by which exceptional performance could be measured, and it could have meant

anything from having a good attitude, assisting another department, or being consistently

punctual. In current organizational settings this is no longer the case; as organizations understand

the great gains derived by linking rewards and recognition to increase employee motivation

hence achieving business strategies and goals.

5.2. Literature ReviewThere is a large body of literature, including research literature, on rewards and recognition

programs. Many of the studies focus on the effects of rewards on task interest and performance

and are found in the literature concerned with motivation: both intrinsic and extrinsic motivation.

In intrinsically motivated behavior there is no reward except with the task itself. Reward and

recognition programs come within the discussion on extrinsically motivated behavior that occurs

when an activity is rewarded by incentives not inherent in the task (Deci, 1971).

Motivation:

Many contemporary authors have also defined the concept of motivation. Motivation has been

defined as: the psychological process that gives behavior purpose and direction (Kreitner, 1995);

a tendency to behave in a purposive method to achieve specific, unmet desires (Buford, Bedeian,

&Lindner, 1995); an inner force to gratify an unsatisfied need (Higgins, 1994); and the will to

accomplish (Bedeian, 1993).

The literature available on the field of motivation is extensive, and to cite Herzberg (1987, p.

109): “The psychology of motivation is tremendously complex”. There seems to be a great

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interest of understanding human motivation and what drives employees to perform well for an

organization that has resulted in an abundance of theories (Steel and König, 2006).

Motivation is operationally defined as the inner force that drives individuals to achieve personal

and organizational goals. Understanding what motivates employees is one of the key challenges

for managers. Although it is not possible directly to motivate others, it is nonetheless important

to know how to influence what others are motivated to do, with the overall aim of having

employees identify their own welfare with that of the organization (Bruce and Pepitone, 1999).

Many studies cite Herzberg’s Motivation-Hygiene theory (1987), Vroom’s Expectancy theory

(1964), Maslow’s Need theory (1943) and Locke’s Goal setting theory (1978). The notion of that

new theories mostly build on old literature is supported by Locke and Latham (2004) who

discuss the method used in work motivation research, and also Latham’s and Pinder’s (2005)

review of work motivation theories from research between the years 1993 and 2003. Latham and

Pinder (2005) conclude in their review that primarily three theories dominate the literature from

this time. These are goal setting, social cognitive and organizational justice theories. The

researchers also state that few fundamentally new models of work motivation have emerged

during this time, in comparison with the groundbreaking impact of Maslow’s need theory,

Vroom’s expectancy theory and Locke’s goal setting theory.

Arnold et al. (2010, 310) found three components of motivation:

Direction – what a person is trying to do

Effort – how hard a person is trying

Persistance – how long a person keeps on trying

Rewards:

A well designed and functional reward system is an efficient way to increase employee work

motivation. The appropriate type or reward is developed in accordance to the company’s reward

philosophy, strategies and policy. However, it might be challenging to find the right way to

combine the company’s integrated policies and practices together with the employee

contribution, skill and competence. (Armstrong, 1999, p.569-570).

Entwistle (1987) is one of the views that if an employee performs successfully, it leads to

organizational rewards and as a result motivational factor of employees lies in their performance.

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Majority of the organizations require their employees to work according to the rules and

regulations, as well as, job requirements that comply with full standards. The investigations that

have been conducted to find the relationship between compensation and individuals were

focused to increase the performance of employees (Ciscel, 1974). The highly motivated

employees serve as competitive advantage for any company because their performance leads an

organization to well accomplishment of its goals. Among financial, economic and human

resource, human resources are more vital that can provide a company competitive edge as

compared to others. According to Andrew (2004), commitment of all employees is based on and

rewards and recognition. Lawler (2003) argued that prosperity and survival of the organization is

determined through the human resource how they are treated. Most of the organizations have

gained the immense progress by fully complying with their business strategy through well

balanced reward and recognition program for employee. Deeprose (1994) argued that the

motivation of employees and their productivity can be enhanced through providing them

effective recognition which ultimately results in improved performance of organizations. The

entire success of an organization is based on how an organization keeps its employees motivated

and in what way they evaluate the performance of employees for job compensation. Managing

the performance of employees forms an integral part of any organizational strategy and how they

deal with their human capital (Drucker as cited in Meyer & Kristen, 2005). Today where every

organization has to meet its obligations; the performance of employees has a very crucial impact

on overall organizational achievement. In a demotivated environment, low or courage less

employees cannot practice their skills, abilities innovation and full commitment to the extent an

organization needs. Fredman (1978) is of the view that when effective rewards and recognition

are implemented within an organization, favorable working environment is produced which

motivates employees to excel in their performance. Employees take recognition as their feelings

of value and appreciation and as a result it boosts up morale of employee which ultimately

increases productivity of organizations. Csikszentmihalyi (1990) posits a view that the state of

satisfaction and happiness is achieved by the employees only when they maximally put their

abilities in performing the activities and functions at work. In this way motivated employees are

retained with the organization thus reducing extra costs of hiring.

Rewards play a vital role in determining the significant performance in job and it is positively

associated with the process of motivation. Lawler (2003) argued that there are two factors which

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determine how much a reward is attractive, first is the amount of reward which is given and

second is the weightage an individual gives to certain reward.

An essential difference between a tangible reward and a non-tangible reward is the time period

required for it to be beneficial to the employee. A tangible reward is considered short term since

the employee is able to receive it the instant the employer grants the reward. In contrast, a non-

tangible reward is often more long term. For instance, receiving enough compliments can in time

result in a promotion to a better paid position however; the moment directly following the

compliment is not of limited value to the employee. Interestingly, Anderson and Jerman (1979)

found that the actual realization of the career growth opportunity is not a condition that has to be

satisfied. The opportunity alone, or perception of the employee, is enough to give this reward

value. A last remark about non tangible rewards is that they are likely to be more valued after

the lower order needs, which are related to extrinsic rewards such as a financial reward, have

been largely satisfied (Deci, 1972; Anderson and Jerman, 1979).

5.3 Problem statementFrom the above literature the following hypotheses emerge:

H1: Higher the employee reward will lead to higher motivation.

H2: Higher the employee reward will not lead to higher motivation

Context:

When I did my internship in SKMCH&RCI observed that it is a difficult task for a manager to

keep his team motivated. It is very important to know what are the factors which can help to

keep an employee motivated. As there are so many things which should be considered but due to

certain limitations I have only picked up only one facet which I think is most important in this

area and it should be given importance in order to keep employees motivated.

5.4 Aims and Objectives:The aim and purpose of this study is to answer the following questions through scientific

research method:

Primary objective:

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To study the important factors which are needed to motivate the employees.

Secondary objective:

What kind of association exists between rewards, office design and employee

motivation?

What are the effects of rewards on employees?

Does every element of rewards and office design effects employee motivation?

5.5 Significance of the Research: Most employers today would like to have their employee’s motivated and ready to work, but do

not understand what truly motivates a person. Companies could be more efficient if the

employees had an invested interest in the future of the company. There are essential needs to be

met for a person, specifically an employee, to succeed in the workplace.

There are two specific types of motivation: financial and non-financial. I will focus on ways the

employers can motivate their employees using financial means as well as non-financial

recognitions. In this day in time, there is not always a plentiful amount of money to spend on

motivation, so it is important to understand how managers can make their employees feel

important without breaking the bank. Both types need to be executed in a strategic way to

provide the best results.

The purpose statement of this research is to examine the importance of motivation in a large

firm, in the business world, covering in particular: employee motivation and it will be

concentrated on the different variables that lead to motivation and job satisfaction. Intrinsic and

extrinsic motivation was determined using a scaled work preference inventory.

5.6 Methodology:

5.6.1 Research Design

This research is basically a hypothesis testing. I have developed a hypothesis and an alternate

hypothesis to nullify the hypothesis. Now this research will help me to test either which one of

these is correct. The result of this research study will tell that either really any relationship exists

among these variables.

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This is a correlational study because we have the variables and now I want to confirm that

either any relationship exists between those variables of job satisfaction and employee

motivation. It is a field study. I was doing my internship in the concerned organization and

during that time I conducted that research through questionnaires.

5.6.2 Population

Population is basically the total number of employees working in SKMCH&RCat the time of my

internship period. The total number of employees at that time was approximately 120. So, it is

our population.

5.6.3 Sample and Sample Size

For this purpose a non-probability sampling, i.e. convenience sampling technique is used for

recording the response of 20 employees. The convenience sampling is used because the

information collected from these employees who were accessed quite easily and conveniently.

5.6.4 Sampling Method:

I have done sampling for this research as random sampling.

5.6.5 Tool/Instrument used for Data Collection:

I have used the questionnaire which was being filled by employees of the concerned

organization. I have developed this questionnaire myself. It covers the most important facet of

rewards which is compensation part for the employee and I have used Liker scale in the

questionnaire.

5.6.6 Data Collection Method:

The first part of research is based on the findings from literature and previous research on

motivation. Mostly journals and research articles from internet on the topic of motivation was a

basic source of information. Internet was the main tool to search for the relevant articles related

to this topic. Key words used for search were employee motivation, rewards, incentives,

employee satisfaction.

The second part of the research is based on the survey administered to employees of concerned

organization. The aim of the survey is to find out that which factors employees find motivating

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in work. Tool to collect data is self-administered questionnaire. This type of collecting data does

not require interviewer. Respondents are asked to fill the questionnaire and read the instructions

on their own. The questionnaires are distributed in two different ways. First one is to send the

questionnaire through e mail. In the second option they are distributed by hand. In this case I

emailed questionnaire to the respondents. The reason behind this choice was that number one

this option was cheaper. Secondly keeping in mind the culture of the organization it was

recommended that this option would be more feasible to collect reliable and valid data. This is

the option which is widely used in the organization for the purpose to fill the questionnaire.

5.7 Limitations of ResearchDue to scope of this research three are several limitations that need to be addressed. First, it has

to be noted that although there are some evidence in the literature on existing relationship

between employee motivation and rewards and recognition, it should not be taken as granted that

the factors chosen as motivating will also be important for each and every employee. The main

question in survey asked about the most motivating factor will not remain so in the future life of

the employee.

Second the present study limited its sample to the employees of one organization only of

SKMCH&RC Limited. This may hinder the generalizability of the results. In other words, results

should be generalized only to the population of employees from that particular organization.

However it is the possibility that employees from other organizations would give the similar

answers.

Third the list of factors used in questionnaire was made on the basis of previous researches on

that topic. However disadvantage of choosing this particular form of questioning is a risk to miss

some factors that are important but not listed.

Delimitations:

While doing the literature review for this research I have not considered books because I

had not the enough time and resources to review the books which are written on this topic

otherwise it would be more extensive for me. I had not the access to a large number of

books as well.

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I have not done this research on the whole population due to limitations of time. To

consider the time limits I have collected the data from the limited people who were part

of my sample.

Research methodology only includes questionnaires. I have not used interviews because

most of the managers were not willing to give interviews as they are more time

consuming to conduct.

Explanation of key terms:

Key terms which are used in my problem statement are employee motivation which is dependent

variable and independent variables include compensation, relation with coworkers, relation with

supervisor, growth and decision making autonomy.

Employee motivation:

Employee motivation is not new in the world of human resource management. The term has been

defined and viewed by many scholars in various fields and they give different meaning to

employee motivation. However, many of these meanings hold similar idea. From the context of

psychology, economy and human studies, motivation refers to 'a reason or reasons that make a

person engages a particular behavior. From this perspective, a person can be influenced by many

drives and basic needs like food and a desired for an object as well as the state of being might be

included in these reasons to motivate a person to act in certain way or do certain things. On the

other hand, motivation refers to 'the intrinsic and extrinsic factors that drive a person to act or

take certain actions.

Data analysis and Results:

Respondents were asked to indicate if higher rewards can induce employee’s motivation. As a

result, 17 out of 20 respondents, representing 85% stated that higher rewards will increase

employee’s motivation, while 3 of the respondents signifying 15% stated that rewards cannot

induce employee’s job satisfaction.

Table:

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Questions and factors

Extremel

y

disagree

Do not

agree

Somewha

t agree2 Agree

Extremel

y agree

Relation in reward and motivation 1 2 17

Decision Making Autonomy 3 17

Recognition 2 2 16

Salary 1 19

Impact of rewards on performance 3 2 15

Importance of extrinsic and intrinsic rewards 2 1 3 14

Incentives 2 18

Fair pays 1 19

Pay for performance or equal pay 1 2 17

Satisfaction with compensation plan 1 3 16

Graphical representation:

20

Relation in

reward

and m

otivation

Decisio

n Mak

ing Autonomy

Recogn

itionSal

ary

Impact

of reward

s on perf

orman

ce

Importa

nce of e

xtrinsic

and in

trinsic

reward

s

Incentive

s

Fair p

ays

Pay fo

r perf

orman

ce or e

qual pay

Satisfa

ction with

compen

sation plan

048

121620

Extremely diagreeDo not agreeSomewhat agree2Agreeextremely agree

Factors and Questions

Num

ber o

f Res

pons

es

Respondents were further asked to state the kinds of rewards they think will induce job

satisfaction. Results revealed the following: 14 respondents indicated ‘allowances and increases

in salaries’, 2 respondents, stated ‘incentive package like accommodation’, 4 respondents stated

‘promotion of workers’.

Allowances and increase in salary70%

incentives10%

Worker's promotion20%

Factors affecting motivation

5.8. Conclusion:

SKMCH&RC employees reward system is analyzed, when the information obtained is looked in

to out of the particular 17 employee have high motivation, at the same time 3 employees’

moderate motivation in reward system. That is 85% employees are high and moderate

Motivation. The rest 15% have replied unfavorably. Therefore on the reward system of this

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organization particularly reward system of this international subsidiary is very attractive. The

main reason for the motivation is that the reward system for the staff of the organization. When

the employee’s needs are fulfilled satisfactory through reward system, the employee’s motivation

achieved increases.

There is positive relationship between the rewards and Employee Motivation of the staffs of this

organization and that is between the intrinsic reward system and the Motivation also positive that

extrinsic reward system and Motivation. Therefore, as a whole, there is a considerable positive

relationship between the total reward system and the Employee motivation of the Employee of

the SKMCH&RC.

In this Study, every element relates with the rewards of the employees of SKMCH&RCwas

analyzed. Further, Higher performance consistency achieved, Willingness to take decision,

recognition, Growth in job, are found to be the determining factors that influence employee’s

performance. Rewards:-Regarding the rewards, comparatively 85% of employees only are

favorable to reward system.

Key findings:

H1:-Higher the employee rewards lead to higher the Employee Motivation.

On the basis of 85% Employees of this organization who have High Motivation; this hypotheses

is confirmed effectively. Hence it illustrates that when both intrinsic and extrinsic rewards

provide, the Motivation of the employees of this organization also slightly improved and vice

versa.

H2:-Higher the employee rewards will not lead to higher the Employee Motivation.

Here this hypothesis is not accepted, because there is a positive relationship found between the

reward system and the employee’s motivation. That is when the employee reward system

increases, Motivation also increases through the performance consistency achieved, Willingness

of responsibility, challenging work, growth in job.

5.9. Recommendations:

SKMCH&RC must be careful in the following factors to increase the Employee motivation of

the Employees by redesigning the reward system.

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1) Employees should be trained according to the present content of the environment.

2) The facilities to be provided to the employees in order to enhance their Employee motivation,

job abilities.

3) This organization can build up the commitment among employees by rewards and achieve

both individual and Organizational objectives.

4) Employees with one another vary individually, according to physically and mentally. So, top

management must identify their different types of needs and fulfill them.

5) Responsibility with challenges when an employee is involved in a challenging task, the result

of which should be taken in to the account the responsibilities assigned to the staff should have

relevant authority. As regards the staff moderately satisfied. The facilities provided to the employees

should be compared with that of other private Organization and facilities similar to it or more to be

provided quickly.

5.10. Summary:I have done this research in order to find out the relation between rewards and motivation of

employee. My problem statement is regarding these two factors in which motivation is a

dependent factor and rewards are independent factors. To complete my research I thoroughly

examined literature review to find out the different definitions by different authors and what

research has already been done on this topic. My literature review is mostly based on articles,

journals and research thesis.

To test my hypothesis I design a questionnaire myself. This questionnaire was designed so I can

collect data about the perspective of employees of the concerned organization. This

questionnaire is based on Likert scale and it has total 10 questions. I have kept the questionnaire

short and precise so employees have no difficulty in filling the questionnaire. I randomly

selected subject matter. All the employees cooperated with me and helped me in getting the form

filled.

The data I collected through my questionnaire then I used to interpret the results. I summarized

data in form of a table. With the help of that table I made graphs and pie chart. Those graphical

representations help to understand the results more comprehensively. By analyzing the data

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collected it has confirmed the hypothesis that relation exists between rewards and employee

motivation. In this case alternate hypothesis has been nullified.

In the end I have given the conclusion of my research and in the light of that conclusion I gave

recommendations to improve the employee motivation with the help of extrinsic and intrinsic

rewards. These recommendations can be applied partially or completely based on the feasibility

for the organization. SKMCH&RC has already a very good compensation and recognition

program and their employee’s motivation level and retention is also very high in return. This

research can also be applied on any other organization.

References:

Wilson, T.B. (1994). Innovative reward systems for the changing workplace

Allender, H., & Allender, J. (1998). Identifying the right management job for you. Industrial

Management, March /April98, Vol.40

Carrell, M., & Dittrich, J. (1978). Equity Theory: The Recent Literature, Methodological

Considerations, and New Directions. Academy and Management Review, April78, Vol3.

Deci, E., & Gagne, M. (2005). Self-determination Theory and work motivation. Journal of

Organizational Behavior, June 2005, Vol. 26

Kovach, K., (1995). Employee Motivation: Addressing a crucial factor in your organization’s

performance. Employment Relations today, summer 1995, Vol22, Issue 2, 93-107

Lawler, E. (1996). Job Design and Employees Motivation. Personal Psychology, winter 69,

Vol22, Issue 4, 426-435 Lu, L., (1999). Work Motivation, Job Stress and Employees’ Well-

Being. Journal of Applied Management Studies, June 99, Vol. 8 Issue 1, 61-63

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