PREFACE

On the job training is an important part of any professional course. The six weeks practical on the job training, which is incorporated in the EMPLOYEE RECOGNITION AT MBA course, helps the students to SJVNL. see for themselves how they fit in typical business enterprise.

PROJECT REPORT

SUBMITTED BY NIDHI BHAIK The first part of the report is all about the company and its different ROLL NO 36/08 departments, the functioning, the structure and other important IEET BADDI.

information regarding its incorporation and currents projects in hand had the future plans.

The second part is an introduction to recognition , the various phases, benefits

2009
(SUBMITTED IN PARTIAL FULFILLMENT OF REQUIREMENTOF THE MASTER DEGREEE IN BUSINESS ADMINSTRATION) SUBMITTED TO: MR. PAWAN VERMA
The third part is aproject report on RECOGNITION OF EMPLOYEES

SJVNL

PREFACE
On the job training is an important part of any professional course. The six weeks practical on the job training, which is incorporated in the MBA course, helps the students to see for themselves how they fit in typical business enterprise. The report is divided into three sections : The first section of the report is all about the company the functioning, the structure and other important information regarding its incorporation and currents projects in hand had the future plans.

The second section contains information about various departments of the company

The third part is aproject report on RECOGNITION OF EMPLOYEES

ACKNOWLEDGEMENT
I am honored to be attached with this prestigious organization. I extend my sincere gratitude to the management of SJVNL. I hereby acknowledge the immense contribution of Satluj Jal Vidyut Nigam Limited who has given me an opportunity to work in Personnel Department, during the six weeks of On The Job Training.

I thank the ALIMIGHTY: His countless blessings have made me work with determination and persistence. I whole-heartedly thank Sh.

Pawan Verma (SM-P&A), SJVNL who gave me this opportunity to

undergo training in this prestigious organization. I express my gratitude to him for sharing his experience, observation,and knowledge.I would also like to thank Sh Anurag Bhardwaj under whose guidance I was able to integrate all the aspects of my study and compile it into a report

Once again I would like to express my highest gratitude to all those who were instrumental in my success of training stint at SJVNL

NIDHI BHAIK

CONTENTS :
SECTION-1 GENERAL INTRODUCTION ABOUT THE COMPANY SJVNL OVERVIEW
FUTURE PROJECT VISION MISSION OBJECTIVES HUMAN RESOURCE DEVELOPMENT BOARD OF DIRECTORS MILESTONES ACHIEVED

SECTION-2 DEPARTMENT IN SJVNL REGISTERED & CORPORATED OFFICE SHIMLA

POLICY DEPARTMENT ESTABLISHMENT DEPARTMENT INDUSTRIAL RELATION/WELFARE DEPARTMENT LAW DEPARTMENT

CORPORATE COMMUNICATION DEPARTMENT RESETTELMENT & REHABILITATION DEPARTMENT RECRUITMENT DEPARTMENT TRAINING DEPARTMENT

SECTION-3 PROJECT REPORT

EMPLOYEE RECOGNITION SURVEY INTRODUCTION TO ORGANIZATION RECOGNITION NEED FOR STUDY OBJECTIVES OF STUDY RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION OBSERVATION AND CONCLUTION ACTION STRATEGIES & SUGGESTION BIBLIOGRAPHY ANNEXURE

SJVNL OVERVIEW
The Satluj Jal Vidyut Nigam Limited SJVN (formerly Nathpa Jhakri Power Corporation Limited - NJPC ) was incorporated on May 24, 1988 as a joint venture of the Government of India ( GOI ) and the Government of Himachal Pradesh (GOHP) to plan, investigate, organize, execute, operate and maintain Hydro-electric power projects. The present authorized share capital of SJVN is Rs 4500 crores. The Nathpa Jhakri Hydro Electric Power Station NJHPS ( 1500 MW ) was the first project undertaken by SJVN for execution. In addition to the financial assistance from the World Bank, SJVN has also been financed as loan by a Consortium of European Banks, the Power Finance Corporation ( PFC ) and various domestic commercial banks. Unit Unit 6 Unit 5 Unit 4 Unit 3 Unit 2 Unit - 1 Synchronization November 23, 2003 September 20, 2003 January 22, 2004 February 13, 2004 March 09.2004 March 31, 2004 Commercial Generation January 02, 2004 October 06, 2003 March 30, 2004 March 31, 2004 May 06, 2004 May 18, 2004

Besides the social and economic upliftment of the people in its vicinity, the 1500 MW NJHEP has been designed to generate 6950.88 MU of electrical energy in a 90% dependable year with 95 % machine availability. It is also providing 1500 MW of valuable peaking power to the Northern Grid. Out of the total energy generated at the bus bar, 12 percent is supplied free of cost to the home state i.e. Himachal Pradesh. From the remaining 88% energy generation, 25% is supplied to HP at bus bar rates. Balance power has been allocated to the beneficiary states / UTs of Northern Region by Ministry

of Power, Government of India. Besides above, indirect benefits has also accrued to the region by way of increase in agriculture and industrial production. In addition, the project has provided gainful employment to a large number of skilled and unskilled workers and has also opened the landlocked hinterland by providing essential facilities such as schools, hospitals etc. for the people of the area. Thus, 1500 MW NJHPS has ushered in the social and economic upliftment of the persons living in the vicinity of the Project i.e. of society at large.

SJVNLS FUTURE PROjECTS

Since the commissioning of the largest underground 1500 MW Hydro Electric Power Station the Corporation expanded its base from a single project to a Multi Project and thereafter from a single state to a National Corporation. The Corporation is executing Rampur Hydro Electric Project (412 MW) in Himachal Pradesh and Devsari Hydro Electric Project (252 MW), Jakhol Sankri Hydro Electric Project (45 MW), Naitwar Mori Hydro Electric Project (59 MW) in Uttarakhand State. Further, SJVNL has also been allocated Luhri Hydro Electric Project (775 MW), Dhaulasidh (40 MW) and Khab Hydro Electric Project (1020 MW) for preparation of detailed project report and execution thereafter. In order to become a front runner amongst national organizations, SJVNL is making all out efforts to get projects in Arunachal Pradesh and Sikkim. In pursuit to expansion of the Corporation by new projects for development in neighboring countries, a Memorandum of Understanding (MOU) has been signed with Govt. of Nepal on March 02, 2008 for development of 402MW Arun III Hydro Electric Project which was bagged by SJVN after competing in the Global tender floated by Govt. of Nepal.

Vision

TO MAKE SJVN A VANGUARD OF ENERGY SECTOR AND MAKE INDIA THE ENERGY SOURCE OF THE FUTURE BY REOGRANISING SOCIO-ECONOMIC DEVELOPMENT WITH PASSION AND PROFESSIONALISM FOR SUSTAINABLE VIABILITY OF THE CORPORATION ON BEDROCK OF SOUND COMMERCIAL PRINCIPLES. TOWARDS THE END OF SUSTAINABLE DEVELOPMENT OF PROJECT AREAS AND OWNING CORPORATE SOCIAL RESPONSIBILITY, ADOPTION OF PEOPLES' EMPOWERMENT BY EDUCATION

Mission

TO PLAN, INVESTIGATE, ORGANISE, EXECUTE, OPERATE AND MAINTAIN POWER PROJECTS, EVACUATE & DISTRIBUTE POWER AND EXPLORE, ARRANGE & EXPLOIT RESOURCE INPUTS IN INDIA AND ABROAD In the pursuit of above mission, the company had set for itself the following corporate objectives :

OBJECTIVES

Operating and maintaining power stations with maximum performance efficiency. Establishing and following sound business, financial and regulatory policies. Taking up of other hydro power projects. Completion of the new projects allocated to SJVN in an efficient and cost effective manner. Dissemination of available in-house technical and managerial expertise to other utilities / projects. Creating work culture and work environment conducive to the growth and development of both the organization and the individuals through introduction of participative management philosophy. Fulfilling social commitments to the society. Achieving constructive cooperation and building personal relations with stakeholders, peers, and other related organization. Striving clean and green project environment with minimal ecological and social disturbances. To strive for acquiring Nav Ratna Status. To explore diversification opportunities in Thermal, Nuclear or any other power generation projects including exploitation of resource inputs such as coal mining. To take up transmission and distribution business to take up power trading to sell power produced from merchant power stations. To manage load dispatch centres.

Human Resource Development

SJVN believes that employees are its most valuable assets and has evolved growth oriented human resource development strategy. The company attaches great importance to training and development and it leads to establishing a motivated and harmonious work environment. The approach is two pronged, consisting of preemployment as well as post-employment stages.
Project Amenities

Nathpa Jhakri Hydro-electric Power Project has townships at Jhakri and Nathpa with modern amenities to ensure high quality of life for the employees and their families. The Project isequipped with a branch of Delhi Public School and a Govt. School, shopping and recreational facilities including clubs/cable TV, etc. A well equipped modern hospital has been established in the project township. The Company runs its own transport between Shimla and the Project for comfortable movement of its employees and their families from the Project to Shimla. The Project communication system comprise telephone, fax, wireless, VSAT and the Internet.
Pay And Perquisites

SJVN offers an attractive compensation package to its employees.In addition, SJVN offers perquisite/benefits to its employees such as, medical facilities for self and family, subsidized company accommodation at project site/leased accommodation at other places, subsidized canteen at the Project, Group Insurance Scheme, Group Personal Accident Insurance Scheme, liberal conveyance, and house building advance, multipurpose, furniture and computer advances, children's education allowance, reimbursement of membership fees of professional bodies, reimbursement of expenditure on newspaper.

Project Under Execution

Sr. No. 1.

Project Rampur HEP

Installed Capacity 412 MW

State Himachal Pradesh

Projects under Survey and Investigation and DPR Preparation

A. In the State of Himachal Pradesh Sr. No. 1. 2. 3. Project Luhri HEP Khab HEP Dhaulasidh Installed Capacity 775 MW 1020 MW 40 MW

B. In the State of Uttarakhand Sr. No Project 1. 2. 3. Devsari HEP Naitwar Mori HEP Jakhol Sankri HEP Installed Capacity 252 MW 59 MW 45 MW

C. Projects Abroad Sr. No Project 1. 2. 3. Arun III Wangchu HEP Kholongchu HEP Installed Capacity 402 MW 900 MW 486 MW Country Nepal Bhutan Bhutan

Future Plans The SJVN proposes to add 5000 MW additional capacity by 2014-15. This would require an additional investment of about Rs. 29,000 Crores which shall be met mainly from internal accruals and loans from domestic /multi literal funding agencies. To achieve the target of setting up of additional 5000 MW SJVN is exploring the possibilities of taking up new projects in Himachal Pradesh, Arunachal Pradesh, Nepal and Bhutan. Profit

Authorised Capital Value of Assets Paid Up Capital

Rs. 45,000 Million Rs 68104 Million 31.03.2007 Rs. 41,088 Million 31.03.2007

Projects Completed Projects Under Construction Projects Under Development In 2007-2008 Energy Generated Capacity Index Sales Turnover Net Profit Performance Rating In 2006-2007 Energy Generated Capacity Index Sales Turnover Net Profit Performance Rating In 2005-2006 Energy Generated

1 No. (1500 MW) 1 No. (412 MW) 6 Nos. (2962 MW)

6449 MU

7150 Million (Unaudited) "Excellent" (Expected)

6014.480 MU 92.244% 16182.30 Million 7321.10 Million "Very Good"

4104.422 MU

Capacity Index Sales Turnover Net Profit Performance Rating In 2004-2005 Energy Generated Capacity Index Sales Turnover Net Profit Performance Rating

73.775% 13715.10Million 4982.20 Million "Excellent"

5147.34 MU 85.210 % 10982.75Million 2984.26 Million "Very Good"

BOARD OF DIRECTORS

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For carrying out its business, SJVNL is headed by a full time Chairman & Managing Director and four functional Directors viz, Director (Personnel), Director (Finance), Director (Electrical) and Director (Civil). In addition, there are three senior officers of the Govt. of India and two senior officers of the Govt. of Himachal Pradesh, as part time Govt. Directors. Also, there are three independent Non-Official Directors.

Mr. H. K. Sharma Chairman cum Managing Director

FULL TIME DIRECTORS :

Director (Civil) Vacant

Mr.R.S.Katoch Director (Personnel)

Mr. K.K.Garg Director (Finanace)

Mr.R.P.Singh Director (Electrical)

Part Time Government Directors

Mr Gurdial Singh Member (HE) , Central Electricity Authority Mr J.S. Kawale Joint Secretary (Hydro), Ministry of Power Mr. Arvind Mehta Principal Secretary Finance, GOHP

Independent Directors

Mr. S.M. Lodha Mr K.S. Gill Mr K.S. Sarma

Sub-Committees of the Board: Board of Directors has the following sub-committees: a. Audit Committee. b. Share Allotment and Transfer Committee. c. Committee of Directors for Investment of Surplus Funds The compositions of the Sub-Committees of the Board as on 23 January 2007 are given below: a) Audit Committee The committee comprises following Directors: 1. Shri K.S. Sarma 2. Shri. S.M. Lodha 3. Mr. Arvind Mehta, Principal Secretary Finance, Govt. of HP. b) Share Allotment and Transfer Committee. The committee comprises following Directors: 1. Shri H.K. Sharma, Chairman & Managing Director 2. Shri K.K. Garg, Director ( Finance), SJVNL c) Committee of Directors for Investment of Surplus Funds The committee comprises following Directors/ Officers: 1. Shri H.K. Sharma, Chairman & Managing Director 2. Shri R.S. Katoch, Director (Personnel), SJVNL 3. Shri K.K. Garg, Director ( Finance), SJVNL

QUALITY POLICY OF SJVNL SJVN is committed to continuously strive for Quality and fully satisfying customers needs by means of State of the Art Technology, Excellence in Engineering and Continual Improvement in Quality Management for generating reliable and eco-friendly power. Quality Assurance Systems Being Followed in SJVN

Every quality requirement is duly evaluated, reviewed and approved by defined responsible persons for incorporation in tender specifications and subsequently bids are assessed based on these requirements. Manufacturing and field quality plans are approved incorporating the various inspection stages keeping in view the technical requirements, various international standards and manufacturers internal specifications. All non conformities encountered during manufacturing/erection are examined and disposed in consultation with engineering and other concerned departments. All major sub-vendors are assessed based on their past experience, manufacturing capacity, quality system adopted and performance.

ISO 9001-2000 Certification In order to develop SJVN as a world class company in the power sector, ISO-9001-2000 certification has been achieved and efforts are being made throughout the organization to promote all round efficiency and professionalism in the work culture. Further, efforts are being made for creating cohesive and conducive work culture in the organization.

MILESTONES ACHIEVED Finalisation and award of contract for consultancy services for ISO 9001:2000 Certification.

Conduction of Awareness programme on ISO 9001:2000 Management System, 2 batches of 25 executives each for two days. Selection of Management Representative and other key persons. Formulation of company Quality Policy. Development of organisational structure. Development of business process plan and process interaction matrix. Finalising the methodology of writing documents. Conduction of training programme on documentation and its control, two day's programme for 25 executives. Development of process Description for core and support processes. Development of Process Description of Management Processes. Development of procedures, instructions and forms. Establishment of quality objectives and their deployment to processes, including the process monitoring activities. Approval of Quality Manual by Top Management. Implementation Training for ISO 9001:2000 Circulation of Quality Management System Documents Training of Internal Auditors Internal Audit by Internal Auditors Shadow Audit by Consultant ISO 9001:2000 Certificate announced by M/s DNV after Certification Audit

DEPARTMENT IN SJVNL REGISTERED & CORPORATED OFFICE SHIMLA

POLICY DEPARTMENT ESTABLISHMENT DEPARTMENT INDUSTRIAL RELATION/WELFARE DEPARTMENT LAW DEPARTMENT CORPORATE COMMUNICATION DEPARTMENT RESETTELMENT & REHABILITATION DEPARTMENT RECRUITMENT DEPARTMENT TRAINING DEPARTMENT

DEPARTMENT IN SJVNL, REGISTERED &CORPORATE OFFICE SHIMLA

The first department at SJVNL corporate office is personnel, or HR department, which is known as the personnel & administration (P&A) department in SJVNL. It has many sub divisions or sub-department namely policy, establishment, recruitment, rehabilitation, law, training, corporate communication and industrial relations, the brief overview of which is below.

POLICY DEPARTMENT
Policy is the planning your action. The policy could be written or unwritten. For this goal should be clear. Policy formulation in public sector undertakings fallows some directives given by the government. Governments rules are considered along with the practices in the similar organizations are important for human resource planning. Policy related to Procurement of employees-job analysis, qualification, experience, age, if need physical aspect, for selection- interview, group discussion and written test. Services condition for workmen (industrial employment or standing order act) expectation are included of both employee and employer. 1. Conduct and behavior 2. Training and promotion.

SJVNL POLICY
It is based on various factors as: Vision of top management Discussion with union associations. Own practices. Policy of sister concerns. Situation.

ESTABLISHMENT DEPARTMENT
This department looks after the entire working life of an employee. Right from the beginning when an employee joins an organization till he separates from it finally. The basic arrears, which are looked after by this department are promotions, transfer and career progression etc. Promotions could be both merit and seniority based but the most essential condition is the availability of vacancy. The basic requirement for it is merit, vacancy, eligibility, and seniority. For high- level jobs DPCs (department promotion committee), which takes up various factors into consideration finally promote the deserving candidates. In case of promotion of deputationists their up gradation is done and when they go back their own department i.e. parent department they join the same position from which they had come. Promotions take place till the level of E9. The care is taken about the various allowances and advances. Its made sure that the person is getting the benefits to which he is entitled at the right time and easily.

The various allowances/advances given to employees are:

Computer advance Furniture advance LTC Medical benefits Insurance Building advance conveyance

ORGANISATIONAL STRUCTURE OF PERSONNEL

DIRECTOR PERSONNEL

AGM (P&A) (LAW/IR/POL ICY)

AGM (P&A)

DGM (ESTT/RECTT)

SM (QUALITY &PROCUREM ENT)

SM (ESTATE)

AGM (TRAINING &HRD)

 INDUSTRIAL RELATION/WELFARE DEPARTMENT

The major issues, which cause industrial unrest, are: Perks Pay scales Promotion Domestic enquiries

Methods for solving the issues are: Open door policy Grievance handling procedure Suggestion box Opinion forums

The authorities for solving the problem are: 1. Authority at site-GM 2. Authority at corporate office-CMD But it is preferred that the problem is solved the ground level only so immediate officer or the department head is approached. To avoid any kind of problem regular meetings are held between the management and the union leaders of various unions. Generally the meetings take place quarterly for which BODs approval is needed. Reports of the meeting have to be submitted to the government department also.

 LAW DEPARTMENT

SJVNL is a company as it has got an equity share of government of India and government of Himachal Pradesh. That's why Companies Act 1956 is taken into consideration when any step has to be taken. The registrar sits in Jalandhar with whom registration has been done. At the time when land is purchased by the company, land acquisition collector/officer is appointed. Officer of the state government could be SDM. Firstly the inspection of the land is done and preliminary survey is done of the land. Engineers will give their reports to the ILO. It is done u/s (1) in which definition is given and section (2) &(3), u/s (4) intention to acquire land will be mentioned. Corporate enforced by law. Building can be following types: Financial bid Technical bid General bid Engineer in charge will sign the contract and from the contractors side the authority person or power of attorney is given the right to sign the contract.

SERVICE MATTERS
Law department handles various services matters like transfers, promotion, increment, suspension etc. Disciplinary matters; it includes conduct rules For suspension: small punishment is given. Charge sheet: it is the act of acquisition. Termination : small punishment is given but for a longer time Dismissal: the person is never allowed to join the organization again.

CORPORATE COMMUNICATION DEPARTMENT

This department remains in touch with all other departments and making of plans is done by it and also makes sure the plans are being implemented at the right time and in the right way. Budget is one of the important topics that are looked after by this department. There are three types of budgets namely corporate, performance and outcome budget. When a new project is taken up, the approval of central electricity authority has to be taken up which has been set up Ministry of Power. Approval of ministry of Environment &Forest is also taken out after that report is made. For funds the biggest party is the World Bank. Some other foreign banks are also there which provide the funds to SJVNL. After gathering all the information, it is compiled and submitted to ministry. After getting the approval the work on the project starts.

RESETTLEMENT & REHABILITATION DEPARTMENT

THE DIRECTIVE PRINCIPLES OF THE RESETLEMENT AND REHABILITATION

The obligation of the SJVNL for providing physical resettlement of the rehabilitation extends to those persons/families, which are likely to be incapable of organizing their own R&R out of their own compensation awarded or personal resources. The board criterion for being eligible for individual benefits has been stated under the conditions of eligibility and entitlement of the policy, as applicable from time to time. The R&R departments benefits are as per eligibility and specific entitlement unit have been defined under the relevant selections of the R&R policy. Resettlement benefits are available for the displaced homestead outees on account of compulsory acquisition of placed of residence under the LA Act 1984. Rehabilitation benefits are provided or the outees who lose their livelihood from the acquired area on account of land acquisition under the Land Acquisition Act 1984.

RECRUITMENT DEPARTMENT
Firstly all requisition is received from all the departments. After that advertisement are prepared and approved by board of directors. Most probably window advertisements are prepared. Then applications are received and then persons who fulfill the requirements are called for the purpose of selection process by sending call letters. In the process of selection of all candidates are required to give written test and then group discussion & interviews take place. Marks are allotted to each of these categories and then they are added up. For the purpose of recruitment both internal and external sources are used. Outside sources may include employment exchanges, similar organization etc. the most important criterion for the recruitment is availability of vacancy. For higher level jobs recruitment is done internally or externally as the situation is. For the executive cadre including executive trainees, selection will be made on all India basis and for the purpose the posts will be notified through press advertisement, company notice boards and /or circulars issued to government department and PSUs where suitable candidates of the required expertise are expected to be available. In respect of recruitment of non-executive posts in the workmen category up to the level of W6, all agencies will be notified to the Employment Exchanges (compulsory notification of vacancies) Act 1959, keeping in view administrative/ budgetary conveniences the vacancy may be published in the Employment News.

CREATION OF POSTS
Specific sanction for each post from the competent authority will be necessary for initiation of action for filling the post and the competent authority will issue necessary sanction depending on the requirement from time to time during the year within the approved budget sanction and manpower plans subject, however, to policies and the directives that will be issued by the board of directors. The competent authority for the creation of post and approving appointment within the approved budget to such post will be as fallows. The competent authority will be referred to hereinafter as the appointing authority.

POSTS
Appointing authority Top post above GM and above excluding the post to which the appointments are made by the President. ------BOD All post other than those include above------------- CMD (DP) Executive trainee/ supervisory trainee and artisan trainee----CMD (DP)

TRAINING DEPARTMENT

TRAINING PROGRAMME FALLOWED AT SJVNL, SHIMLA

SJVNL believes that employees are its most valuable assets and has evolved growth oriented human resources development strategy. Empowerment of manpower skill through training receives utmost importance every time. The company has well established strategy for imparting training to the employees for good working. The training imparted is two dimensional i.e. in house training and through external professional institutions as well. The company also facilitates the professional candidates of various institutions for undergoing vocational training in the organization.

HYDEL TRAINING INSTITUTE

SJVNL has established Hydel training institute at Kotla which is about 14 kms from Jhakri on Jeori-Sarahan road amidst beautiful natural surrounding.

CONSULTACNY SERVICES

SJVNL has experience to: Corporate and project planning Design engineering Construction management Erection and commissioning Contracts management Project management Human resource management Financial management Commercial management of Indias largest Hydro Electric Project

To effectively utilize the in house expertise and the experience gained a dedicated consultancy division has been established for providing consultancy services.

INTRODUCTION

RECOGNITON:
A positive consequence provided to a personfor a behaviour or result.Recognition can take the form of acknowledgement approval,or the expression of gratitude.It means appreciating something he or she has done for you,your group,or your organization.Recognition can be given while an employee is striving to achieve a certain goal or behaviour ,or once he has Completed it

Everyone likes to be recognised for doing a good job ,smart managers and business owners have known this for years ,and have successfully used it to motivate employees and enhance their performance . the use of recognition is a critical ingredient in the success of an organization

RECOGNITION TODAY
In present scenario, the use of recognition is a critical ingredient in success of an organization. Here are major business trends that have influenced the importance of recognition in todays work environment

THE DECLINE OF TRADITIONAL INCENTIVES: Over the last decade traditional incentives such as money and promotional have lost their power to shape employee behavior. According to an article in compensation and benefits review 81 percent of workers claim they do not receive any increase in productivity 60 percent of managers report that their compensation will not increase if their performance improves and Only 3 percent of base salary separates average from outstanding employees

THE INCREASED NEED FOR EMPOWERED EMPLOYEES: INCREASINGLY , EMPLOYEES ARE EXPECTED TO BE SELF-DIRECTED AND SELF EMPOWERED. AS JOSEPH AND CALVIN KIRBY OBSERVE IN THEIR BOOK
MANAGEMENT CONTROL SYSTEM THE CHALLENGE FOR MANAGERS IS TO BUILD ADAPTABILITY INTO THE CONTROL OF AN ORGANIZATION THUS PROVIDING WORKERS WITH MORE FLEXIBILITY AND FREEDOM TO INNOVATE. RECOGNITION AND REWARD ARE TOOLS OF EMPOWERMENT THAT CAN BE USE TO REINFORCE DESIRE BEHAVIOR AND IMPROVED PERFORMANCE

ORGANIZATIONAL RECOGNITION

THE FOUR PHASES; OF ORGANISATIONAL RECOGNITION

There are four key phases of putting organizational recognition programs into practice.

DESIGN

PLAN

IMPLEMENT

MANAGE

DESIGNING
It is the blue print to start a recognition program it deals with: SETTING MEANINGFUL GOALS: IN ORDER TO CREATE MEANINGFUL GOALS ,IT IS IMPORTANT TO DEFINE PROBLEMS BY EXPRESSING THEM IN MEASURABLE TERMS E .G. THE MOTIVATION CLIMATE IS NEGATIVE ONCE YOU HAVE DEFINED YOUR PROBLEM OR CURRENT SITUATION YOU
CAN EASILY DEFINE YOUR DESIRED SITUATION

EFFECTIVE GOALS HAVE THREE ESSENTIALS: AN ACTION STATEMENT AN UNDERSTANDABLE TARGET GROUP AND A DEFINITE TIME FRAME

PLANNING
ONCE AN ORGANIZATIONAL RECOGNITION PROGRAM HAS BEEN DESIGNED AN IMPLEMENTATION PLAN NEEDS TO BE DEVELOPED. SIX ELEMENTS OF EFFECTIVE PLANNING ARE : 1. ACTION PLAN: THE HEART OF THE PLAN THE STEPS NEEDED TO MAKE YOUR PROGRAM DESIGN OPERATIONAL . 2. SCHEDULE : THE PROPOSED TIME FRAME FOR IMPLEMENTING YOUR
PLAN OF ACTION

3. PROGRAM RESOURCE REQUIREMENTS : THE HUMAN AND NON

HUMAN RESOURCES REQUIRED FOR SUCCESSFUL PROGRAM IMPLEMENTATION

4. BUDGET: THE ESTIMATE COST OF PROGRAM

5. POTENTIAL FAILURE FACTORS AND PREVENTIVE MEASURES : THE FACTORS THAT COULD , IF NOT PROPERLY ADDRESSED , CAUSE THE PROGRAM TO FAIL , PLUS THE PREVENTIVE ACTIONS THAT SHOULD BE
TAKEN TO AVOID OR MITIGATE THEIR POSSIBLE IMPACT

6. MEASUREMENT STRATEGY : THE APPROACH FOR DETERMINING HOW

WELL THE PROGRAM IS IMPLEMENTED AND HOW EFFECTIVE IT WAS IN MEETING THE

IMPLEMENTATION: IMPLEMENTATION INVOLVES INTRODUCING A SIGNIFICANT CHANGE IN THE ORGANIZATION .AS YOU KNOW PEOPLE OFTEN RESIST CHANGE EVEN IF THE CHANGE IS POSITIVE . THUS TO AVOID IT ALIGNMENT , COORDINATION AND COMMUNICATION IS NEEDED. ALIGNMENT: IT MEANS MAKING SURE THAT THE DESIRED BEHAVIORS /
RESULTS THAT TRIGGER RECOGNITION ARE IN LINE THROUGHOUT THE ORGANIZATION , ARE RIGHT ONES AT EACH LEVEL TO ACHIEVE THE DESIRED ORGANIZATION GOALS, STRATEGIES AND RESULTS .

COORDINATION : AT ORGANIZATIONAL LEVEL , IT IS BEST FOR

RECOGNITION TO BE COORDINATED ACROSS THE ORGANIZATION AND NOT LEFT UP ISOLATED , ARBITRATORY ,INDIVIDUAL EFFORTS

COMMUNICATION : EFFECTIVE COMMUNICATION IS NEEDED TO MAKE

ORGANIZATIONAL RECOGNITION WORK

MANAGING
AN ORGANISATIONAL RECOGNITION PROGRAM MUST BE MANAGED AFTER IT IS IMPLEMENTED TO SUSTAIN ITFOR A LONG TIME.ORGANISATIONAL RECOGNITION MUST BE KEPT DYNAMIC AND ACTIVE.

THE BENEFITS OF RECOGNITION

IMPROVED MORAL

One of the more immediate effects of increased recognition is improved morale. When employees are recognized for doing good work, they feel special, and consequently happier and more satisfied with their employers.

ENHANCED PRODUCTIVITY

Employees who feel good about their jobs tend to perform at a higher level; the performance itself becomes a further motivator for wanting to continue to do a good job.

INCREASED COMPETITIVENESS

When companies recognize and reward performance that is aligned with the organizations key objective, the organization becomes more successful, competitive, and efficient in reaching its goals.

HIGHER REVENUE AND PROFIT

Any organization that wants to make money and be profitable will find that recognition progress in those areas will encourage employees to work harder to make money, and realize greater profits for the company.

DECREASED STRESS

Recognition helps to make work more fun and exciting, increasing the likelihood that employees will rise to the challenge when needed, rather than feel out of control and swamped by their work.

DECREASE ABSENTEEISM

When employees are thanked and valued for the work they do, they begin to look forward to the time they spend on the job. Absenteeism declines.

DECREASED TURNOVER

A study by the Gallup Organization-based on interview with two million workers at seven hundred companiesrevealed that the number one factor affecting the length of an employees tenure at a company is the quality of that employees relationship with his or her immediate supervisor. More recognition equals better relationship, equals decreased turnover and increased tenure.

LOWER RELATED COST

When employees are happy to come to work and are excited about doing their best work, the need for-and cost ofinterviewing, hiring, and training new employees declines drastically.

RECOGNITION BEST PRACTICES

Following are some of the best recognition practices- recognition programs created to achieve specific performances results

PERFORMANCE TARGET5 Above and beyond behavior Service, teamwork and innovation Exceptional performance Years of service and tenure Values Safety Developing new technology Hiring and recruitment Suggestions and achievement Peer recognition Outstanding customer service Moral improvement L earning and development Positive behaviors Sales,service,teamwork Sales, service, teamwork

FEATURED ORGANIZATION Honeywell

Calpers American Express Datatel Caterpillar Martin Marietta Materials Chevron Texaco Lands End Sony Pictures Entertainment Johnson& Johnson The Ken Blanchard cos. Perkins Coie Brodeur Worldwide Strong capital management

ABOVE AND BEYOND BEHAVIOR - RECOGNITION BEST PRACTICE

Target performance Program name Organization Industry Need above and beyond performance Winning edge Honeywell, Honeywell technology Technology Honeywell wanted to encourage more employees to strive for superior performance $100 in cash and a publicly presented certificate Any above and beyond behavior of an employee The program had run its course in about a year and was discontinued after it was felt that a majority of worthy employees had received the award Administered by human resources with the aid of a selection committee A selection committee reviewed written nomination by management and peer with final approval by upper management Awards were presented at a brief ceremony, and all award winner were publicized in the company newsletter The program was considered a success in getting employees to pay extra attention to helping others, recognizing those who were committed to excellence, and increasing the general moral and excitement of the work environment

Recognition Provided Recognition Criteria Program Time Frame

Program Administration

Selection Process

Presentation/Celebration

Results

SERVICE, TEAMWORK, AND INNOVATION RECOGNITION BEST PRACTICE

Target Performance Program Name Organization/Location Industry Need Service, teamwork, and innovation The Rock CalPERS (California Public Employees Retirement System) State Government The organization wanted to strategically revamp and improve its approach to providing employee recognition Day-to-day recognition consists of thank-you note pads incorporating the words Youre a rock, The Rock Pass-around award is periodically passed to another outstanding individual or team The Rock pass-around award is awarded by one employee to another according to the five criteria: Taking responsibility or initiative to help achieve a common goal or purpose Proactively or consistently going above and beyond to accommodate internal customer needs Helping others in the organization achieve results through effective decision making or problem solving Consistently exemplifying core values in dealing with internal customers Contributing to strengthening relationship and achieving optimum results through teamwork, encouragement, and positive reinforcement

Recognition

Recognition Criteria

Program Time Frame Results

Open-ended The program has received widespread enthusiasm and has greatly helped to increase the amount of informal recognition that has been conducted

RECOGNITION THE CHEVRON WAY

The Chevron Corporation, based in San Francisco, California, is an international company that produces energy and chemical product and employs about 35,000 people worldwide. Chevron has developed a set of corporate recognition and award guidelines that each division uses to design its own specific recognition program. In addition, Chevron has developed a company-wide recognition program called the Chairmans Awards, which rewards individuals or team whove achieved extraordinary accomplishment, such as developing new technology, improving their progress, or devising innovation solutions to complex problems.

The real goal is to use recognition as a business tool-to Reinforce and encourage behaviors that are good for the Business.

All of chevrons divisions have some type of recognition program, but they are all very different, and are customized to reward the specific behaviors that make a particular division successful. To list a few:

In one division, everyone has signature authority to purchase recognition and reward items without formal approval, so individuals in the organization are empowered to reward as they see fit. In another organization, committees evaluate nominations for awards using scoring charts. Some groups use only instant awards-say coupons worth $20 that anyone can give to anyone. One of Chevrons refineries uses decals that can be placed on employees hard hat.

NEED FOR STUDY

The study was done to identify the need for a recognition program at sjvnl And to study how much the employees get motivated when they are given proper recognition. The study was done keeping in mind the following objectives

OBJECTIVES
To stimulate a sense of achievement among employees To maximize commitment and loyality To determine the value levels of employees To improve morale of employees To enhance productivity To decrease stresss

REASEARCH METHODOLOGY
Research is search for information. Research is an academic activity and as such the term may be used in technical sense .It is the way to systematically find solution to a research problem

RESEARCH DESIGN:
The research is descriptive in nature which includes fact findings and enquires of different kind

DATA COLLECTION:
PRIMARY DATA : A Questionnaire was framed which was filled by the respondents . The questions were highly structured and objective type SECONDARY DATA: Information was also collected from books, internet and magazines

SAMPLING
SAMPLING UNIT: Sampling unit of my survey conducted on recognition of employees at SJVNL included the employees working at different levels SAMPLE SIZE: Sample size of my research study included 40 executives

SAMPLING the sampling technique used was non- probability sampling technique .More specifically,Random sampling was used

RESEARCH INSTRUMENT
The research instrument used was structured questionaire.The questions were closed ended

ANALYSES AND INTERPRETATION

After the collection of data, it was compiled, classified, tabulated manually and with the help of computers. Then the task of drawing the inferences was accomplished with the help of graphic methods. Finally, the findings and recommendations were given

Data analyses and interpretation

After the collection of data, it was compiled, classified, tabulated manually and with the help of computers. Then the task of drawing the inferences was accomplished with the help of graphic methods. The following question were analyzed

Q1.DO YOU FEEL THE NEED FOR RECOGNITION PROGRAM IN YOUR ORGANIZATION
100 90 80 70 PERCENTAGE 60 50 40 30 20 10 0 Need For Recognition Prg FEEDBACK yes no

Total respondents 40

Feedback yes 38 (95%)

Feedback no 2 (5%)

Q2.DO YOU FEEL THAT YOU ARE BEING FAIRLY RECOGNIZED FOR YOUR EFFORTS AND ACCOMPLISHMENT

100 90 80 70 60 50 40 30 20 10 0 FEEDBACK YES NO

Total respondents 40 %

Feedback yes 35 87.5%

Feedback no 5 12.5%

Q3.WHAT TYPE OF RECOGNITION WOULD YOU PRFFER? A.MONETORY B.NON-MONETORY

DATA

MONETORY NON-MONETORY BOTH

Q4.DO U FEEL VALUED WHEN YOU ARE RECOGNISED FOR YOUR WORK?

120

100

80 PERCENTAGE

60

YES NO

40

20

0 Do you feel valued when recognised FEEDBACK

Total respondents 40 %

Feedback yes 39 97.5%

Feedback no 1 2.5%

Q-5 DO U FEEL MOTIVATED WHEN YOU ARE RECOGNISED FOR YOUR WORK

100 90 80 70 PERCENTAGE 60 50 40 30 20 10 0 FEEDBACK YES NO

Total respondents 40 %

Feedback yes 35 87.5%

Feedback no 5 12.5%

Q-6 DO YOU GET SUFFICIENT RECOGNITION AFTER EFFECIENT FULFILLMENT OF YOUR JOB

70 60 50 40 30 20 10 0 Category 1 YES NO Column1

Total respondents 40 %

Feedback yes 25 62.5%

Feedback no 15 37.5%

CONCLUSION
After analyzing the above data it can be concluded that recognition is an important aspect which reinforces employees for efficient fulfillment of work. The study shows that there is an increased need for a recognition program at SJVNL. Although the employees get sufficient recognition but they feel that providing recognition and setting up a formal recognition program would help them work more efficiently.

SUGGESTIONS
The management should take active steps to set up a recognition program. The employee should be given recognition at a regular interval of time so that they are motivated and give their best The management should organize functions whereby the employees should be awarded for their good work Non monetory recognition such as certificates , momentos, awards and gifts should be provided Events for recognitizing employees shpuld be organized

BIBLIOGRAPHY
TITLE OF BOOKS AUTHORS The Leaders Hand book Peter R Scholates The 1001 Rewards & Recognition Bob Nelson &Dean Spitzer Field Book Human Resource Management C.B Gupta