Project Report

On
“A study on rewards and recognition system at Google.”

S UBMITTED TO:

For partial fulfillment of the Award of the Degree

Bachelor of Commerce (Honours)
Specialization in Human Resource Management

S UBMITTED BY:
AAYUSHI PANCHAL
THIRD YEAR BCOM (HONOURS): SEMESTER
VI PRN NO: 2018033800089444

P ROJECT GUIDE
MISS. PUSHPANJALI
DATAR ASSISTANT
PROFESSOR
DEPARTMENT OF COMMERCE AND BUSINESS MANAGEMENT
1
THE MAHARAJA SAYAJIRAO UNIVERSITY OF BARODA, BARODA

2
 C ERTIFICATE OF ORIGINALITY

This is to certify that the project report entitled, “A STUDY ON REWARDS AND
R ECOGNITION SYSTEM AT GOOGLE” submitted to MAHARAJA SAYAJIRAO
UNIVERSITY in partial fulfillment of the requirement for the award of the degree of
BACHELOR OF COMMERCE (HONOURS), is an authentic and original work carried
out by Miss AAYUSHI PANCHAL with enrolment number : 2018033800089444 under my
guidance.
The matter embodied in this project is genuine work done by the student and has not been
submitted whether to this university or to any other university / institute for the fulfillment of
the requirement of any course study.

Signature of the student Signature of the Guide

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 B ONAFIDE CERTIFICATE

This is to certify that this project report entitled “A STUDY ON REWARDS AND
RECOGNITION SYSTEM AT GOOGLE.” which is to be submitted to the Registrar,
The Maharaja Sayajirao University of Baroda, has been prepared by AAYUSHI
PANCHAL, Exam seat no: 617087 [PRN NO: 2018033800089444] as a partial fulfillment
of the award of the B.com (Honours) with specialization in “Human Resource
Management” for the evaluation in lieu of the annual examination held in 2021. She has
carried out this work under my supervision and guidance.

(Signature of Guide)
Miss. Pushpanjali Datar, Assistant Professor
Department of Commerce and Business Management
The Maharaja Sayajirao University of Baroda

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 A KNOWLEGDEMENT

At this level of understanding it is often difficult to understand a wide spectrum of knowledge

without proper guidance and advice. Hence I take this opportunity to express my sincere
gratitude to my respected guide, Ms PUSHPANJALI DATAR, Assistant professor at Faculty
of Commerce.
I would like to thank my respected guide Ms PUSHPANJALI DATAR, Assistant professor at
Faculty of Commerce, for her valuable guidance. It would not have been possible without her
advice and constant support.
At last, I would like to express my gratitude to all the other people who directly or indirectly
supported and helped me for the completing of this project work.

Thank you.
Aayushi Panchal.
Final Year - BCOM HONOURS
Place - Vadodara

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 B.COM HONOURS PROGRAMME
FACULTY OF COMMERCE
THE MAHARAJA SYAJIRAO UNIVERSITY OF BARODA
Opp. M.S. University Main Office, Fatehgunj, Vadodara (Gujarat) 390002

STUDENT-PROJECT GUIDE INTERACTION REPORT

(TO BE SUBMITTED ALONG WITH PROJECT REPORT)

Studying in (Please put a ): Date: 03/04/2021

1) B.Com.(honours)- Semester IV: Paper -X
(a) Specialization in Marketing Management
(b) Specialization in Human Resource Management
(c) Specialization in Accounting and Financial Management
(d) Specialization in Business Economics
(e) Specialization in Banking

Name of the student: AAYUSHI KALPESH PANCHAL

Title of the project: A STUDY OF REWARD AND RECOGNITION SYSTEM AT GOOGLE

Name of guide: MRS. PUSHPANJALI DATAR

Record of Student-Guide Interaction

Date Topic of study/Guidance Signature

12/02/21 Discussion regarding the selection of topic.
15/02/21 Zoom meeting conducted regarding follow-up of project proposal as (how
much program is made?)
25/02/21 Submission as project proposal
05/03/21 Conducted zoom meeting regarding the discussion of Introduction, Company
Profile, Literature Review and References)
17/03/21 Conducted zoom meeting regarding the discussion of Data analysis and
Interpretation
27/03/21 Zoom meeting conducted regarding follow-up and any doubts about the project
02/04/21 Submitted Project Report to Project Guide for rectification of any errors.
03/04/21 Submitted Final Project Report after rectification told by the Project Guide

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T ABLE OF CONTENTS

CHAPTER
TITLE PAGE NO.
NO.
Title Page 1
Certificate of Originality 2
Bonafide Certificate 3
Aknowledgement 4
Table of Content 6
1 Introduction 7
2 Brief about the company 12
3 Literature Review 16
3.1 Introduction 17
3.2 Defination of reward systems 18
3.3 Definitions of recognition 22
3.4 Definitions of motivation 24
3.5 Relationship between rewards and motivation 28
3.6 Types of rewards 29
3.7 Rewards and recognition system at Google 31
4 Objectives, research design and scope of the study 34
5 Research methodology 38
6 Data analysis and interpretation 41
7 Limitations and significance of the study 52
8 Conclusion 55
9 References 59

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 C HAPTER : 1 : INTRODUCTION

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 G ENERAL INTRODUCTION

In a competitive business climate, employee rewards and recognition is an essential

and an important factor for every company to attract and retain outstanding
performers, and improve employee productivity. Subsequently employee reward and
recognition programmes are growing in popularity, as they motivate employees to
change their work habits and everyday behaviours to benefit the business.

Reward is an incentive plan to reinforce the desirable behaviour of workers or

employers and in return for their service to the organization. While, recognition
refers to the act of acknowledging an individual or team's behaviour, performance,
effort and accomplishment that help the organizational goals and values.

Although these terms are often used interchangeably, reward and recognition systems
should be considered separately. Employee reward systems refer to programs set up
by a company to reward performance and motivate employees on individual and/or
group levels. They are normally considered separate from salary but may be
monetary in nature or otherwise have a cost to the company. While previously
considered the domain of large companies, small businesses have also begun
employing them as a tool to lure top employees in a competitive job market as well
as to increase employee performance.

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As noted, although employee recognition programs are often combined with reward
programs they retain a different purpose altogether. They are intended to provide a
psychological-reward and financial-benefit. Although many elements of designing
and maintaining reward and recognition systems are the same, it is useful to keep this
difference in mind, especially for small business owners interested in motivating
staffs while keeping costs low.

Employee retention relates directly to how the organisations reward their employees.
Replacing employees in a company can be an arduous and expensive exercise. Even
in more secured industries like the public sector; the staff needs to be motivated so as
to create a competitive advantage and an organisational success.

As more and more organisations cross international boundaries to conduct business,

rewards and the recognition programs are different in different organizations.

Reward consists of a package of:

● Pay: This includes the payment like wages and salary for doing work for the
organization. It is the financial pay-off for the effort made in the organization
(Agrawal, 2011).

● Benefits: This includes the payment in addition to the pay. It includes payment for
paid leave, gratuity, pension etc.

● Services: This includes such items which enhance the living standard and well
being, but the cost of living of employees does not increase as the amenities are
provided by firms. For e.g. housing, transport, loans at subsidized rate etc (Agrawal,
2011).

● Job-related Rewards: These are the benefits coming from the job itself. This
includes promotion, status, opportunity for growth, leadership opportunities.

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  REWARD MANAGEMENT

Reward management deals with processes, policies and strategies which are required
to guarantee that the contribution of employees to the business is recognised by all
means. Objective of reward management is to reward employees fairly, equitably and
consistently in correlation to the value of these individuals to the organisation.
Reward system exists in order to motivate employees to work towards achieving
strategic goals which are set by entities. Reward management is not only concerned
with pay and employee benefits. It is equally concerned with non-financial rewards
such as recognition, training, development and increased job responsibility.

Kerr (1995) brings to attention how Reward management is an easily understandable

concept in theory, but how it's practical application results are often difficult. The
auther, in fact, points up how frequently the company creates a reward system hoping
to reward a specific behaviour, but ending up rewarding another one.

The example made is the one of a company giving an annual merit increase to all its
employees, differentiating just between an “OUTSTANDING” (+5%), “ABOVE
AVERAGE” (+4%), “NEGLIGENT” (+3%) workers. Because the difference
between the percentage increses was so negligible, what the company obtained from
the employees was the indifference to the extra percentage point for a superlative job
or the loss of one point for an irresponsible behaviour.

Rewards should be applied fairly and consistently throughout the organisation for
either contributing, value, skills, knowledge or expertise. The purpose of a reward
strategy is to attract and retain staff not just through remuneration but by rewarding
employees in other ways for those employees that want to promote and engulf the
organisation and company culture. Implementing Rewards should improve and add
value to the performance, as it motivates staff and makes them feel more valued and
not just an employee. It should also promote positive employee relations between
employers and employees therefore, increasing loyalty and diminish any potential
disputes.

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A total reward system for an employee's contribution should constitute of a financial reward,
employee benefits and non-financial reward to compliment the organisation's psychological
contract. Whereas a remuneration reward for example would be just recieving a financial
reward and employee benefits. The advantages of implementing a total reward system would
make it easier to recruit better quality of staff, reduces staff turn-over, increases business
performance and enhances the performance of the organisation as an employer of choice.

In addition, many employees will feel rewarded by simply recieving recognition and
appreciation for their efforts either informally daily or through formal recognition schemes.

According to Armstrong et Al, 2005, “Recognition processes enable appreciation to be shown

to individuals for their achievements either informally on a day-to-day basis or through
formal recognition schemes. They can take place quietly between managers and individuals
in their teams or be visible celebrations of success.”

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 C HAPTER : 2 : BRIEF ABOUT THE COMPANY

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Google is a company which started as a research project for two Ph.D students in
1996. Google is a company that was founded on September 4, 1998 by Larry Page
and Sergey Brin who were at that time students at the Stanford University. The
company name was derived from a spelling error of the word “googol,” which means
10100.

This implies that Google is a search engine which is used by the internet users to
locate information from the World Wide Web. The company’s headquarters are
located in Mountain View, California. As a company, Google has grown rapidly
since 1998.

This growth has provided the company with capital which has translated in
remarkable expansion that has been observed. Currently, Google is a publicly held
corporation. As per the records dated December 31, 2008, the company had full time
employees totaling to 20,222.

The company’s initial public offering took place on august 24, 2004. This resulted in
raising $ 1.67 billion, which implied that the company’s approximate stood at $23
billion. Currently, the company stands as one of the powerful and reputable brands
across the globe. Today, this company continues to grow as it has been indicated by
its growth in terms of stock.

This company is ranked as one of the five most reputable sites on the web. In the US,
the company is raked as number one, among other countries. Essentially, this

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company attracts over 40 million users every month. This company has grown as an
advertising company. Essentially, the company generated revenues worth $16 billion
in 2007.

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PARENT ORGANISATION: Alphabet Inc.

SUBSIDIARIES: YouTube, Fit Bit, YouTube TV, Google Ad-mob, Firebase,

Waymo and many more.

MISSION: Google‘s mission is to “organize the world’s information and make it

universally accessible and useful.”

VISION: Its vision statement is to “provide an important service to the world-

instantly delivering relevant information on virtually any topic.” In 2019, Sundar
Pichai emphasized a renewed mission to allow people “to get things done!”

HUMAN CAPITAL: “Our employees are our assets. We believe in investing in

them, developing them and ultimately we generate capital in the form of profit as
well as valuable human assets”.

COMPANY CULTURE: Google’s culture is flexible: employees are encouraged to

work when they like and how they like); fun -offices have nap pods, video games and
ping pong; and the culture is founded on trust.

PRODUCTS AND SERVICES: Search engines; advertising; consumer services

like web-based services, hardware and software; enterprise services and internet
services.

REVENUE: 182,527,000,000 US dollar (2020)

OPERATING INCOME: 41,224,000,000 US dollar (2020)

NET INCOME: 40,269,000,000 US dollar (2020)

TOTAL ASSETS: 319,616,000,000 US dollar (2020)

NUMBER OF EMPLOYEES: 135,301 (2020)

COMMUNICATION: Google believes in open communication culture, from the

lowest to the highest level and vice versa. Google’s communication facilities are a
critical aspect of the company’s property, both physical and intellectual.

INTEGRITY: “Our reputation as a company that our users can trust is our most
valuable asset, and it is up to all of us to make sure that we continually earn that trust.

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All of our communications and other interactions with our users should increase their
trust in us.”

ACCOUNTABILITY: Google holds all individuals responsible for their actions,

and ensures that where appropriate, those individuals hold others accountable too.

INNOVATION POLICY: An innovation policy of Google that almost everyone

knows is its popular 20 percent time policy where it allows its employees to spend at
least 20% of their working hours on their pet projects. Some of the projects that have
come out of this are Google Maps, Ad Sense, Gmail, Google News, to name a few.

ETHICS POLICY: “At Google, we are committed to providing a positive

environment where everyone can be a successful contributor. To that end, each of us
should expect, and has a responsibility to uphold, a workplace and culture that are
free of harassment, discrimination, misconduct, abusive conduct, and retaliation.”

QUALITY POLICY: The overall policy of the company is to provide the people,
organisation and resources to supply customers with the products / services that
satisfy their requirement in every respect.

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 C HAPTER : 3: LITERATURE REVIEW

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 3.1 INTRODUCTION

A literature review or narrative review is a type of review article. A literature

review is a scholarly paper that presents the current knowledge including substantive
findings as well as theoretical and methodological contributions to a particular topic.
Literature reviews are secondary sources and do not report new or original
experimental work. Most often associated with academic-oriented literature, such
reviews are found in academic journals and are not to be confused with book
reviews, which may also appear in the same publication. Literature reviews are a
basis for research in nearly every academic field.

A literature review is a "comprehensive study and interpretation of literature that

addresses a specific topic" (Aveyard, 2010).

This chapter contains definitions of reward, recognition and motivation, relationship

between Rewards and motivation, various types of reward and also the reward and
recognition system at Google. This literature review on reward systems encompasses
the area of performance related pay, types of reward and total reward systems.
Employees do not work for free. The notion of rewarding employees for “a job well
done” has existed since the early 19Th century when the piece work system was
implemented first.

These piece rate systems evolved the traditional merit program. Performance based
rewards emerged in 1990‟s when both public and private sectors began to lose their
faith in the traditional merit system of reward. “The primary focus of organizational
reward and recognition programs is to define the reward schemes and communicate
this in a manner that employees clearly understand the link between reward and
performance”. Rewards that an individual receives are very much a part of his/her
motivation. Several literatures have suggested that rewards affect the satisfaction of
an employee, which directly influences his/her performance.

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 3.2 DEFINITIONS OF REWARD SYSTEMS

 Puwanenthiren, (2011) “The reward system consists of all organisation

components- including people, process, rules and decision making activities involved
in the allocation of compensation and benefits to employees in exchange for their
contribution to the organisation” .

 Armstrong (2009) on his part defined the reward system as consisting of a

number of interrelated processes and activities which combine to ensure that reward
management is carried out effectively to the benefit of the organisation and the
people who work there.

 Puwanenthiren (2011) also identified three main components of a reward

system to include; compensation, benefits and recognition. These components
encapsulate the total rewards in an organisation which include transactional and
relational rewards. Benefits are described as forms of value other than payment that
are provided to employees for their contribution to the growth of the organisation.
Benefits can come in two forms tangible and intangible benefits. Tangible benefits
include contribution to retirement plans, life insurance, vacation pay, holiday pay,
employee stock ownership plans, profit sharing and bonuses, etc. Intangible benefits
on the other hand include, appreciation from a boss, likelihood for promotion, office
space, etc.

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 Compensation is described as base pay and or variable pay. Base pay is tied
to the value of the job to the organization in relation to the market value and the
expertise required performing the job. While variable pay is based on the
performance of the person in that role which includes achieving set targets. Examples
of variable pay are bonuses. In considering the deployment of a robust reward
system, the employer has to consider several options ranging from decisions
onwhether the reward would be periodic or instantaneous, cost savings or profit
based individual or group based. All these ingredients are very vital to designing a
good reward system.

 Perry, (2007) this reward system recognizes the market value of each
employee with talent and ensures that they are rewarded accordingly. The concept of
a total reward system originated from the US and represents the recognition of the
statement that money is not everything as it recognizes the importance of other
factors besides money such as offering flexible working hours to employees,
trainings and working from home opportunities.

 Chowdhury, (2003) - As the twentieth century progressed, a vast body of

literature regarding total rewards developed and the organizations moved from
offering just compensation towards offering total rewards and now instead of
offering homogenous rewards, organizations offer heterogeneous rewards that
address the modern day situations in a better way .The reward systems were simply
known as pay and compensation packages however this term has evolved
considerably over the years and has been termed as total compensation or total
rewards.

 Jensen, McMullen and Stark, (2007) a company’s commitment to a total

rewards system is a sign the company has recognized employees as it’s most
important resource and that financial or tangible rewards alone are necessary but not
enough to motivate employees. Total rewards are a broad concept and it has
implications related to leadership, growth opportunities, and recognition and job
enablement. These systems have been developed in response to factors such as the
constant war for keeping employees and a diverse workforce with diverse needs.

 Worldatwork, (2007) - The main advantages of following a holistic approach

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towards the reward system include enhancement of recruitment and selection
activity,

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reduction in the fixed portion of the rewards system, developing employees, and
increase in cooperation, inculcating creativity and innovation and reinforcement of
good performance.

 Shields (2007) - A good reward system should be able to cater to the human
needs of the employees so that they have some value for it. It should be perceived as
being a fair compensation for the amount of contribution made. The rewards system
should also be able to meet the minimum standards set by the government so that it
has no legal loopholes in it. In addition to this, the system should be cost effective
and should be evaluated whether that investment made in the form of rewards is
generating the required return in terms of performance. Last but not the least, the
rewards system should be able to support the corporate as well as business objectives
of the company.

 World Bank (2000) The combination of both monetary and non-monetary

reward which helps to address every staff whether they want financial or non
financial; the tools that are used to attract, retain, motivate and satisfy employees in
order to increase efficiency and effectiveness that drive desired attitude in the
workplace.

 Armstrong (2009) - Total reward is vertically integrated organizational

strategy and horizontally integrated with HR strategies to gain internal consistency.

 Davis (2007) the success of total reward strategy almost all depends upon
monetary and non-monetary rewards provided to employees by employers.

 There are many empirical studies (Allen and Kilmann, 2001; Ajila and
Abiola, 2004; Hafiza, Shah and Jamsheed, 2011, Trittle and Muller, 2011) that have
been conducted research on reward systems and employee performance. Ajila and
Abiola, (2004) revealed that reward packages can influence employee performance.
Based on their findings they concluded that the reward system helps to increase
employee performance by enhancing employee skills, knowledge and abilities in
order to achieve organizational objectives.

 Ali & Ahmad, (2009) Investigated that there is a positive relationship

between “recognition and reward”, “performance”. They stated that if reward and
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recognition are given to employees then there is a huge change in their employee
performance.

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 In establishing an effective reward system within your organization and
cultivating a culture towards continuous improvement and efficiency, backing this up
with the appropriate level or combination of rewards at that particular point in time is
important. Rewards that an individual receives are very much a part of the
understanding of motivation. Carraher et al (2006) advocates that there should be an
effective reward system to retain the high performers in the organization and reward
should be related to their productivity.

 According to Armstrong, (2010) the reward management strategy and

practice of an organization contributes in the improvement of organizational
performance by developing and operating reward systems which help to attract,
retain and engage the people upon which the business relies.

 Aktar, Sachu, & Ali (2012) Employees will put their maximum effort when
they have a feeling or trust that their efforts will be rewarded by the management.

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 3.3 DEFINITIONS OF RECOGNITION

 Palistha Maharajan - Employee recognition refers to the act of

acknowledging an individual or team's behaviour, performance, effort and
accomplishments that help the organisational goals and values. In encourages
employees to repeat good performances.

 Recognition is a form of non-monetary reward. Thus, it has nothing to do

with money. It simply refers to witnessing, approving and appreciating positive
contributions of the employees, making them realize that they are being noticed and
that their works are valued.

 Bonusly - Employee recognition is the open acknowledgement and expressed

appreciation for employees' contributions to their organisation.

 It could be a high-five for a job well done, a special shout out during an all-
hands meeting, or even a bonus for achieving a monthly goal.

 Recognition is traditionally given in a top down system, where an

employee's supervisor, manager or leadership team witnesses and appreciates their
contributions.

 In a peer Recognition system, managers as well as other co-workers are all

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empowered to recognise and reward the contributions of everyone else. It's easy for

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managers to congratulate an employee on their general job performance, but their
peers are working right beside them, day by day. They're in a much better position to
recognise an employee's specific contributions and understand the immediate impact
those contributions have.

 Essentially, the goal of employee recognition in the workplace is to reinforce

particular behaviours, practices, or activities that result in better performance and
positive business results. ~ Efrontlearningcom

 Workhumam ~ Employee recognition also known as social recognition is the

act of publicly acknowledging your people for who they are and what they do.

 With employee recognition, workers recognize each other and make the
workplace feel more inclusive and human. Employee recognition is one of the most
important factors in driving workplace engagement, productivity, and employee
retention.

 Types of recognition : bonuses, written praise, verbal praise etc.

 There are three types of recognition that you can use to help your employees
reach those goals : day-to-day, informal and formal.

 It is important to recognise employees at key moments like employee's first

day, birthday, employee appreciation day, work anniversaries, project completion,
year end or a quarterly review.

 Personal recognition strengthens the bond between the recognizer and

employee being recognised. An Aon Hewitt survey of millennials found that they are
most satisfied when recognised with thank you notes and verbal thank yous.

 Showing appreciation for employees is especially important if you're a

manager. In Glassdoor's employee appreciation survey, 53% of people said feeling
more appreciation from their boss would help them stay longer at their company -
even 68% said their boss already shows them enough appreciation.

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 3.4 DEFINITIONS OF MOTIVATION

 Motivation is an internal process that activates, guides, and maintains

behaviour (Baron, 2006). Reward should be linked to achievement so that employees
will be motivated to accomplish the standards, surpass the standards to achieve the
reward. If the need for achievement can be aroused it will be very helpful for the
organization. If the individual goals are well linked with the organizational goals then
such alignment will help to boost the organization’s performance rapidly.

 In order to acquire the results with the highest efficiency and effectiveness
from human resources, motivation of employees is very essential (Gohari, Kamkar,
Hosseinipour, & Zohoori, 2013). Employees may have interest in the work but if
he/she is not motivated he/she can lose commitment to accomplish the benchmark
level of performance.

 Various studies have been conducted to study the factors that have an impact
on employee motivation. One such study revealed that employee motivation can be
enhanced by creating a fostering culture and that the most important factors that
affect it are recognition and feedback and just offering more money does not
necessarily increase productivity. Another important factor is helping employees

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focus on a goal

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which only works when employees have the proper skills and training to achieve
those goals (Fuhrmann, 2006).

 Pfeffer and Sutton (2000) adds another perspective to the study of motivation
and employee performance and says that employees should not be labelled into
groups such as good and bad performance because once they have been branders as
bad, their motivation to work will be reduced and as a result, there will be a decrease
in the performance of employees therefore a rewards system needs to treat employees
fairly and not judge them on preconceptions.

 The level of performance of employees in an organization is a function of

three interrelated factors namely employee skills, motivation and strategic focus of
the employees. Employee skills and strategic focus are of no use unless employees
are motivated to apply these skills and focus on the job (Becker, Huselid and Ulrich,
2001). Schwartz (2006) believes that while devising reward systems for your
employees, there can never be a one size fits all approach and the factors that
motivate one employee may not be able to motivate another one as motivation comes
from within and an organization can only do so much to provide and environment
and reward system that encourages the process of motivation in an employee.

 Motivation that comes with rewards is of utmost importance among all the
factors that affect employee performance (Aktar, Sachu, & Ali, 2012). Intrinsic
rewards produce non-quantifiable personal satisfaction, such as a sense of
accomplishment, personal control over one’s work, and a feeling that one’s work is
appreciated. Extrinsic rewards are external, tangible forms of recognition such as pay
hikes, promotion, bonuses, and sales prizes (Harvard Business Essentials, 2006).
Both types of rewards have an important place in performance management.

 People are motivated by both intrinsic and extrinsic rewards. These rewards
motivate employees to produce value-creating behaviour and are effectively
employed by managers. Money is the crucial incentive no other incentive or
motivational technique comes even close to money with respect to its instrumental
value (Rynes, Gerhart, & Minette, 2004). Motivating employees by providing
financial rewards is

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not new; Frederick Taylor used this in the 1800s. He rewarded those employees who
exceeded their predetermined standard.

 Theories of motivation provide a theoretical basis for reward management

though some of the best known ones have emerged from the psychology discipline.
Perhaps the first and best known of these comes from the work of Abraham Maslow.
Maslow's Hierarchy of Needs describes a pyramid comprising a series of layers from
at the base the most fundamental physiological needs such as food, water, shelter and
sex, rising to the apex where self-actualisation needs included morality and
creativity. Maslow saw these levels of needs being fulfilled one at a time in sequence
from bottom to top. Employment and the resources it brings are classed under ‘safety
needs’ (level
2) while the workplace may also contribute to a sense of ‘belonging’ (level 3) and
recognition at work can satisfy the need for ‘self-esteem’ (level 4).

 Frederick Herzberg’s motivator-hygiene theory, first published in 1959,

argues that an employee's job satisfaction or dissatisfaction is influenced by two
distinct sets of factors and also that satisfaction and dissatisfaction were not at
opposite ends of the same continuum but instead needed to be measured separately.
The two sets of factors are motivator factors and hygiene factors. According to
Herzberg, real motivation comes from the work itself, from completing tasks, while
the role of reward is to prevent dissatisfaction arising.

 Expectancy theory is the theory which posits that we select our behaviour
based on the desirability of expected outcomes of the action. It was most prominently
used in a work context by Victor Vroom who sought to establish the relationship
between performance, motivation and ability and expressed it as a multiplicative one
– where performance equals motivation x ability. There are a lot of attractions for
this kind of approach, particularly for employers who can target their motivation
effort and anticipate a definable mathematical return for them. As this is a cognitive
process theory it relies on the way employees perceive rewards these three theories
plus variants of them have been used in countless research studies and continue to
inform the practice of reward management up to the present day.

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 Instrumentality theory expresses that rewards or punishments serve as the
means for guaranteeing that individuals behave or act in desired ways.
'Instrumentality' is the belief that in the event that we do one thing it will prompt
another. It assumes that an individual will be motivated to work if Author(s)
Licensed under Creative Common Page 630 rewards and punishments are tied
directly to his or her performance, hence the awards are dependent upon effective
performance.Instrumentality theory has its roots in Taylorism, i.e. the scientific
management methods of Taylor (1911). Taylor noted that it is incomprehensible,
through any long period of time, to get labourers to work substantially harder than
the average men around them unless they are guaranteed a large and permanent
increase in their pay. Motivation utilizing this approach has been, and still is,
generally embraced and can be successful in a few conditions. However, it is based
exclusively on a system of external control and fails to perceive various other human
needs.

 The two-factor model of satisfiers and dissatisfiers was developed by

Herzberg et al. (1957) after an investigation into the sources of job satisfaction and
dissatisfaction of accountants and engineers. The key implications of this research,
according to Herzberg, are that the needs of employees are put into two groups. One
group revolves around the need to develop in one's occupation as a source of
personal growth. The second group works as an essential base to the first and is
related with fair treatment in compensation, supervision, working conditions and
managerial practices. The satisfaction of the needs of the second group does not
motivate the person to high levels of job satisfaction and to additional performance
on the job. Keeping in mind the end goal to fulfil this second group of needs the
prevention of dissatisfaction and poor job performance must be ensured.

33
 3.5 RELATIONSHIP BETWEEN REWARDS AND MOTIVATION

 A lot of work has been done on evaluating the relationship between rewards
and employee motivation and there exist a large number of studies in the literature
describing impact of reward on employee motivation.

 In order to maximize the performance of the employees organization must

make such policies and procedures and formulate such reward systems under those
policies and procedures which increase employee satisfaction and motivation.

 Research undertaken by Kovach (1987) suggested that, as employees'

income increases, money becomes less of a motivator. Also, as employees get older,
interesting work becomes more of a motivator.

34
 3.6 TYPES OF REWARDS

1. INTRINSIC REWARDS - Intrinsic rewards are the satisfaction that an

individual obtains from the job itself. It means, they the factors of esteem and self-
actualization needs of the employees. The satisfaction one gets from the job itself is
its intrinsic rewards. These satisfactions are self-initiated rewards, such as having
pride in one’s work, having a feeling of accomplishment, or being part of a team.
These satisfactions are self-initiated rewards and are fulfilled internally by the
employees. These rewards consist of having pride in work, having a feeling of
accomplishment, or being a part of the team etc.

2. EXTRINSIC REWARDS - Extrinsic rewards are the benefits provided

externally. These rewards are provided in terms of money and fringe benefits.
Extrinsic rewards include money, promotions, and fringe benefits. Their common
thread is that extrinsic rewards are external to the job and come from an outside
source, mainly, management. These rewards are necessary to fulfil physiological and
safety needs of the employees. Such rewards are the results of management policies
and procedures of the organization.

3. FINANCIAL REWARDS - Employees receive financial payment from

employers in the form of a salary or commission. This payment is expected as a
result of the work the individual was hired to complete. In addition to regular
compensation, financial rewards are monetary incentives that an employee earns as a
result of good performance. These rewards are aligned with organizational goals.
When an employee helps an organization in the achievement of its goals, a reward
often follows.

4. NON-FINANCIAL REWARDS - Non-financial Rewards inspire and

engage employees in ways that money is incapable of doing. Non-financial Rewards
are the types of rewards that are not a part of an employee’s pay. Typically, they cost
the company little or no money, yet carry significant weight. Rewards of this nature

35
are particularly effective for workers who are comfortable with their salaries or have

36
been in the position for a long time. As companies continue to make cuts to employee
compensation, non-financial Rewards for employees are more crucial than ever.

5. PERFORMANCE~BASED REWARDS - Performance-based rewards are

such benefits which are provided on the basis of an employee’s job performance
ability. The reward depends upon the performance of an individual in the actual work
floor. Performance-based rewards are exemplified by the use of commission,
piecework pay plans, incentive systems, group bonuses, or other forms of merit pay
plans. These rewards are exemplified by the use of commissions, piecework pay
plans, incentive systems, group bonuses, or other forms of merit pay plans.

6. MEMBERSHIP BASED REWARDS - Membership based rewards are

those rewards that are paid on the basis of being a member of an organization.
membership based rewards include the cost of living increases, profit sharing,
benefits, and salary increases attributable to labour market conditions, seniority or
time in rank, credentials (such as a college degree or a graduate diploma), or future
potential (the recent M.B.A. from a prestigious university). It means the basis of
allocating rewards is employee’s organizational membership. Hence, the reward goes
to all employees irrespective of their performance.

37
 3.7 REWARDS AND RECOGNITION AT GOOGLE

When it comes to creating the kind of workplace where people actually want to be — and stay
— there are certain companies whose names come up again and again. Google regularly tops
this list.

According to research by PayScale, 86% of Google employees are satisfied with their jobs.
As Google’s former HR head Laszlo Bock explains in his book, “Work Rules! Insights from
Inside Google That Will Transform How You Live and Lead,” there are three defining
aspects of Google’s culture: finding a compelling mission, being transparent, and giving
people a voice.

Here are the rewards and recognition systems used at Google :

I. GIVE EXPERIENCES INSTEAD OF MONEY : Google learned through

experience that non-monetary awards motivate people better than cold hard cash. Google
phased out the cash rewards program and rolled out a new rewards program that offered
experiences — everything from dinners out to new tech gadgets to trips to Hawaii.
Employees said they found the new program more fun, more memorable, and more
thoughtful than the cash awards. A non-cash prize conjures up a different feeling, triggering
an emotional response.

II. IT DOESN'T HAVE TO COST MUCH : Surprisingly, some of the company’s

most popular perks don’t really cost that much. The bottom line is that the company’s culture
underpins everything else it does. It’s a self-fulling prophecy: By taking care of its
employees, Google has created the kind of culture that people want in a workplace, which
means it can attract and retain the best employees. “Most of the programs we use to delight
and care for Googlers are free, or very close to it,” Bock writes. “And most would be easy for
almost anyone to duplicate.”

III. SPOT BONUS RECOGNITION : A spot bonus program is typically used to

recognize and reward exemplary one-time achievement. That’s exactly how Google applies
38
its program, as a way tool for recognizing special behavior. The program allows managers
to

39
reward any employee who served on their project teams with a monetary award or with non-
cash recognition, such as dinner for two.

IV. GOOGLE PEER BONUS : Peer bonuses are a way of encouraging employees to
recognize each other’s work, those things workers know about that managers might not
realize. At Google, any employee can nominate someone for $175 rewards. As one Google
employee explains: “Both the peer and spot bonuses are intended to recognize going ‘above
and beyond’ one’s normal duties and expectations. It may be working extra hours to help a
team finish a project, or fixing an issue.”

V. RECOGNISE GROUP ACHIEVEMENTS : Rewarding an entire group for its

performance also can benefit your company. At Google, they use the “no name program” to
do just that. It was designed for executives to recognize teams for outstanding performance,
with incentives ranging from team celebrations to team trips. Group rewards encourage
bonding among team members. Getting your teams to work together benefits the entire
company. As the Society for Human Resource Management points out, “successful
organizations are highly innovative, and innovation requires teamwork for the development
of new ideas. Team-based incentives create, as well as emphasize, the need for collaboration
across the company.”

VI. GIVE LOTS OF KUDOS : Googlers can send each other Thanks notes — a peer-
to- peer recognition program that lets employees send online thank-you notes to coworkers
without going through an approval process. The program was modified from an earlier
version so that it would be easy to use and easy to share. It’s a public shout-out for a job well-
done. “Broadcasting a compliment makes both the giver and the receiver happier." Simple,
public recognition is one of the most effective and most underutilized management tools.

VII. At google, if you think one of your colleagues did a great job on a certain project,
you can gift them a “massage credit” as a thank you. These credits can be cashed in for an
hour- long massage on the Google campus.

VIII. Additionally, Google offers a lot of opportunities for career growth and development
resources in order to help employees advance in their careers.

IX. Google also shows consideration for it GOOGLERS. The company provides
benefits for the whole family with some of the best maternity and paternity leave, death
40
benefits for deceased family members, and furthering education leave. PTO and
extended leaves are

41
actually encouraged so employees can get involved in th community, spend time with family ,
or recharge.

X. Google creates an environment where employees feel that their work makes the
world a better place. 73% of Google employees find their jobs meaningful.

XI. Google gives people purpose; to contribute to society to better the worldwide
population. They feel they are working towards a better future.

42
•C
HAPTER : 4 : OBJECTIVES, RESEARCH DESIGN AND SCOPE OF THE
S
TUDY

43
 4.1 OBJECTIVES OF THE STUDY

A project objective describes the desired results of a project, which often includes a tangible
item. An objective is specific and measurable, and must meet time, budget, and quality
constraints.

A. To look at the importance of rewarding and giving recognition to the employees.

B. To understand various reward systems and recognition programs applicable and used
at Google.

C. To study the relationship between the rewards and employee performance.

D. To analyze the reward system at Google.

44
 4.2 RESEARCH DESIGN OF THE STUDY

The research design refers to the overall strategy that you choose to integrate the
different components of the study in a coherent and logical way, thereby, ensuring
you will effectively address the research problem; it constitutes the blueprint for the
collection, measurement, and analysis of data.

The purpose of a research design is to provide a plan of study that permits accurate
assessment of cause and effect relationships between independent and dependent
variables.

Types of research designs : descriptive, experimental, correlational, diagnostic and

explanatory.

The research design of the proposed study, considering its objectives, scope and the
coverage would be exploratory and descriptive in nature.

EXPLORATORY RESEARCH DESIGN : Exploratory research design is

conducted for a research problem when the researcher has no past data or only a few
studies for reference. Sometimes this research is informal and unstructured. It serves
as a tool for initial research that provides a hypothetical or theoretical idea of the
research problem.

DESCRIPTIVE RESEARCH DESIGN : In a descriptive design, a researcher is

solely interested in describing the situation or case under their research study. It is a
theory-based design method which is created by gathering, analyzing, and presenting
collected data. This allows a researcher to provide insights into the why and how of
research. Descriptive design helps others better understand the need for the research.
If the problem statement is not clear, you can conduct exploratory research.

45
 4.3 SCOPE OF THE STUDY

The scope of a study explains the extent to which the research area will be explored
in the work and specifies the parameters within the study will be operating.
Basically, this means that you will have to define what the study is going to cover
and what it is focusing on.

① The scope of the study or the scope of rewards and recognition depends upon
the categories of employees to be rewarded and given recognition. As rewarding and
providing recognition is a continuous process and not only confined to the senior
existing personnel but also for the junior and up growing employees at all the levels
of the organisation. Employee reward and recognition has been proven to improve
organisational values, enhance team efforts, increase customer satisfaction and
motivate certain behaviors amongst the members of staff.

② The study enumerates the importance of the rewards and recognition, its
effectiveness in the organisation; recognizing and rewarding good performance in an
organisation; level of satisfaction at work and various effective employee recognition
strategies.

46
• CHAPTER : 5 : RESEARCH METHODOLOGY

47
 5.1 INTRODUCTION

Research is the process of systematic and in-depth study / search for any particular
topic, subject or area of investigation backed by collection, compilation, presentation
and interpretation of relevant details and data.

Research methodology is the specific procedures or techniques used to identify,

select, process, and analyze information about a topic. In a research paper, the
methodology section allows the reader to critically evaluate a study’s overall validity
and reliability. The methodology section answers two main questions: How was the
data collected or generated? How was it analyzed?

This research paper focuses on the reward systems and recognition programs in the modern
work environment and how satisfaction with rewards can lead to higher performance and
better job satisfaction.

This thesis will examine the different types of rewards system and recognition
programs at Google.

48
 5.2 SOURCES OF INFORMATION

Secondary data means data that are already available, i.e., already been collected and
analyzed by someone else.

Secondary research or desk research is a research method that involves using already existing
data. Existing data is summarized and collated to increase the overall effectiveness of
research.

Secondary research includes research material published in research reports and similar
documents. These documents can be made available by public libraries, websites, data
obtained from already filled in surveys etc. Some government and non-government agencies
also store data, that can be used for research purposes and can be retrieved from them.

Here, it will be collected from various sources such as articles from Google Scholar,
reference books, journals, official website of Google, secondary reports and other related
websites.

49
• CHAPTER : 6 : DATA ANALYSIS AND INTERPRETATION

50
 6.1 : GLOBAL WORKFORCE REPRESENTATION OF GOOGLE ON
GENDER BASIS

YEAR WOMEN MEN

2014 30.6% 69.4%
2015 30.6% 69.4%
2016 30.6% 69.4%
2017 30.8% 69.2%
2018 31.9% 69.1%
2019 31.6% 68.4%
2020 32.0% 68.0%

INTERPRETATION : On an average, proportion of women working at Google is

around 31% and that for men working at Google is about 68.98%. Thus globally,
there are more male workers as compared to female workers.

51
 6.2 : GOOGLE WORKFORCE REPRESENTATION ON THE BASIS OF
RACES

INTERPRETATION : On an average, white people and Asian people constitutes a

major part in the Google workforce with 58.1% and 36.31% respectively. While,
black people, Latin people, and native Americans are least with 2.92%, 5.25%, and
0.85% respectively.

Out of this, 73% of Google employees find their jobs meaningful. According to
research by PayScale, 86% of Google employees are satisfied with their jobs.

52
 6.3 : FINANCIAL REWARDS HELP IN INCREASING PERFORMANCE

5.6% Strongly Disagree

19.7% Disagree
39.4%
Neither Agre nor
Disagree
Agree

35.2% Strongly Agree

INTERPRETATION : It can be clearly seen in the pie chart that, 39.4% people
strongly believe that financial rewards help in increasing the employee performance,
35.2% of the people agree with this statement, 19.7% of them neither agree nor
disagree and stay neutral while only 5.6% of the people believe that financial rewards
don't help in increasing the employee performance.

53
 6.4 : NON-FINANCIAL REWARDS HELP IN INCREASING
PERFORMANCE

2.80% 5.60%

Strongly Disagree

Disagree
35.20 %
23.90%
Neither Agre nor
Disagree
Agree

Strongly Agree
32.40%

INTERPRETATION :

It can be clearly seen in the pie chart that, 35.2% people strongly believe that non-financial
rewards help in increasing the employee performance, 32.4% of the people agree with this
statement, 23.9% of them neither agree nor disagree and stay neutral while only 5.6% of the
people believe that non-financial rewards don't help in increasing the employee performance
and 2.8% people strongly believe that non-financial rewards don't help in increasing the
employee performance.

54
 1.4%2.8%

31% 19.7%

45.1%
Strongly Agree

Agree
Disagree
Neither Agre nor

Disagree

Strongly Disagree

6.5 : PERFORMANCE- BASED REWARDS HELP IN INCREASING

PERFORMANCE

INTERPRETATION : It can be clearly seen in the pie chart that, 31% people
strongly believe that Performance-based rewards help in increasing the employee
performance, 45.1% of the people agree with this statement, 19.7% of them neither
agree nor disagree and stay neutral while only 1.4% of the people believe that
performance based rewards don't help in increasing the employee performance and

55
2.8% people strongly believe that performance based rewards don't help in increasing
the employee performance.

56
 6.6 : MEMBERSHIP-BASED REWARDS HELP IN INCREASING
PERFORMANCE

4.2%
2.8%

Strongly Disagree

Disagree
35.2 % 21.1%

Neither Agre nor

Disagree
Agree

Strongly Agree
36.6%

INTERPRETATION : It can be clearly seen in the pie chart that 35.2% people
strongly believe that Membership-based rewards help in increasing the employee
performance, 36.6% of the people agree with this statement, 21.1% of them neither
agree nor disagree and stay neutral while only 2.8% of the people believe that
Membership based rewards don't help in increasing the employee performance and
4.2% people strongly believe that Membership based rewards don't help in increasing
the employee performance.

57
 6.7 : ORGANISATION GIVES SALARY ON TIME WHICH MOTIVATES
EMPLOYEES TO PERFORM BETTER

32.4% Niether Agree nor

Disagree
40.8%
Agree

strongly agree

26.8%

INTERPRETATION : It can be clearly seen in the pie chart that, 40.8% of the
people strongly agree that their organisation gives them salary on time which
motivates them to perform better, 28.8% of them agree to this statement while 32.4%
of the people neither agree nor disagree and stay neutral.

58
6.8 : THE MANAGEMENT RECOGNISES EMPLOYEES WHOSE EFFORTS
MAKE A DIFFERENCE

2.8%
4.2%

Strongly Disagree

16.9% Disagree
36.6%

Neither Agre nor

Disagree
Agree

39.4% Strongly Agree

INTERPRETATION : It can be clearly seen in the pie chart that 36.6% people
strongly believe that the management recognises employees whose efforts make a
difference, 39.4% of the people agree with this statement, 16.9% of them neither
agree nor disagree and stay neutral while only 4.2% of the people believe that the
management don't recognise employees whose efforts make a difference and 2.8%
people strongly believe that the management don't recognise employees whose
efforts make a difference.

59
 6.9 : EMPLOYEES RECEIVE RECOGNITION FOR INDIVIDUAL
ACCOMPLISHMENTS

1.4%

9.9% Strongly Disagree

28.2%
Disagree

Neither Agre nor

26.8% Disagree
Agree

Strongly Agree
33.8%

INTERPRETATION : It can be clearly seen in the pie chart that 28.2% people
strongly believe that the Employees receive recognition for their individual
accomplishments, 33.8% of the people agree with this statement, 26.8% of them
neither agree nor disagree and stay neutral while only 9.9% of the people believe that
the employees don't receive recognition for their individual accomplishments and
1.4% people strongly believe that the employees don't receive recognition for their
individual accomplishments.

60
6.10 : ORGANISATION GIVES BONUS ON INDIVIDUAL PERFORMANCE

4.2% 4.2%

strongly disagree

26.8%
disagree

25.4%
neither agree nor
disagree
agree

strongly agree
39.4%

INTERPRETATION : It can be clearly seen in the pie chart that 28.2% people
strongly believe that the organisation gives bonus for individual performance , 33.8%
of the people agree with this statement, 26.8% of them neither agree nor disagree and
stay neutral while only 9.9% of the people believe that the Organisation doesn't give
bonus for individual performance and 1.4% people strongly believe that the
organisation doesn't give bonus for individual performance.

61
• CHAPTER : 7: LIMITATIONS AND SIGNIFICANCE OF THE
S TUDY

62
 7.1 : LIMITATIONS OF THE STUDY

A. Time was the most important constraint in carrying out this project.

B. During the research methodology process, it was difficult to collect information

because of the ample sources available online.

C. The data used for the study relies on what organisation websites and secondary data
have shared. It is assumed that the provided data is accurate for the research purpose of the
study.

D. Data and inferences are based only on the information collected from the secondary
sources.

E. As the study is limited to one organisation, result cannot be generalized.

63
 7.2 : SIGNIFICANCE OF THE STUDY

A. The study will show that the better the rewards and recognition, the higher the levels
of motivation and satisfaction, and therefore, the greater are the level of performance and
productivity.

B. Employees respond to appreciation at work, especially when it’s expressed through

recognition of their efforts because it confirms their work is valued.

C. The release of a recognition programme not only benefits employees, but

management as well. Recognition programmes aid in identifying workplace stars and A-
players, and allows management to move them up through the business.

D. The research will indicate that recognition includes acknowledgment and

performance feedback. Also, it will show that managers can employ different strategies and
that different strategies would have a different impact.

64
• CHAPTER : 8 : CONCLUSION

65
In a competitive business climate, more business owners are looking at
improvements in quality while reducing costs. Meanwhile, a strong economy has
resulted in a tight job market. So while businesses need to get more from their
employees, their employees are looking for more out of them. Employee reward and
recognition programs are one method of motivating employees to change work habits
and key behaviors to benefit a business.

In designing a reward program, a business owner needs to separate the salary or merit
pay system from the reward system. Financial rewards, especially those given on a
regular basis such as bonuses, profit sharing, etc., should be tied to an employee's or
a group's accomplishments and should be considered "pay at risk" in order to
distance them from salary. By doing so, a manager can avoid a sense of entitlement
on the part of the employee and ensure that the reward emphasizes excellence or
achievement rather than basic competency.

In order to reap benefits such as increased productivity, the entrepreneur designing a

reward program must identify company or group goals to be reached and the
behaviors or performance that will contribute to this. While this may seem obvious,
companies frequently make the mistake of rewarding behaviors or achievements that
either fail to further business goals or actually sabotage them. If teamwork is a
business goal, a bonus system rewarding individuals who improve their productivity
by themselves or at the expense of another does not make sense. Likewise, if quality
is an important issue for an entrepreneur, the reward system that he or she designs
should not emphasize rewarding the quantity of work accomplished by a business
unit.

Properly measuring performance ensures the program pays off in terms of business
goals. Since rewards have a real cost in terms of time or money, business owners
need to confirm that performance has actually improved before rewarding it. Often
this requires measuring something other than financial returns: reduced defects,
happier customers, more rapid deliveries, etc.

66
When developing a rewards program, an entrepreneur should consider matching
rewards to the end result for the company. Perfect attendance might merit a different
reward than saving the company $10,000 through improved contract negotiation. It is
also important to consider rewarding both individual and group accomplishments in
order to promote both individual initiative and group cooperation and performance.

Lastly, in order for a rewards program to be successful, the specifics need to be

clearly spelled out for every employee. Motivation depends on the individual's ability
to understand what is being asked of her. Once this has been done, reinforce the
original communication with regular meetings or memos promoting the program.
Keep your communications simple but frequent to ensure staff members are kept
abreast of changes to the system.

Recognition can take a variety of forms. Structured programs can include regular
recognition events such as banquets or breakfasts, employee of the month or year
recognition, an annual report or yearbook which features the accomplishments of
employees, and department or company recognition boards. Informal or spontaneous
recognition can take the form of privileges such as working at home, starting
late/leaving early, or long lunch breaks. A job well done can also be recognized by
providing additional support or empowering the employee in ways such as greater
choice of assignments, increased authority, or naming the employee as an internal
consultant to other staff. Symbolic recognition such as plaques or coffee mugs with
inscriptions can also be effective, provided they reflect sincere appreciation for hard
work. These latter expressions of thanks, however, are far more likely to be received
positively if the source is a small business owner with limited financial resources.
Employees will look less kindly on owners of thriving businesses who use such
inexpensive items as centerpieces of their reward programs.

67
 Both reward and recognition programs have their place in business. Business owners
should first determine desired employee behaviors, skills, and accomplishments that
will support their business goals. By rewarding and recognizing outstanding
performance, entrepreneurs will have an edge in a competitive corporate climate.

The importance of reward and recognition in the day-to-day performance of

employees’ duties cannot be over emphasized, especially when it comes to being
rewarded for a job done. It is a well-known fact that human performance of any sort
is improved by increasing motivation.

This research paper examined the significant effect between reward system and employee
performance. On the basis of the findings, it can be concluded that reward system has a
significant effect on employees’ performance.

The result found that pay, performance bonus, recognition and praise are the tools
that management can use to motivate employees in order for them to perform
effectively and efficiently.

Management of organizations should make use of both intrinsic and extrinsic reward
to motivate its employees so that both individual and Organizational objectives can
be achieved.

Employees should be allowed to participate in pay determination.

Employees with one another vary individually, according to physically and mentally. So,
management must identify their different types of needs and fulfil them.

Regarding the salary and other allowance, management should intensify the salary scheme of
employees.

The facilities provided to the employees should be compared with that of other.

From this study it can be easily inferred that workers' reward package matters a lot and should
be a concern of both the employers and employees scheme.

68
• CHAPTER : 9 : REFERENCES

69
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employees/#:~:text=How%20many%20employees%20does%20Google,were%20reported%2
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70
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management

71