CHAPTER – I

INTRODUCTION

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INTRODUCTION TO ORGANIZATIONAL REWARD SYSTEM

Organizational reward system has been practiced by numerous organizations since centuries. It is
one of the most important requirements for successful business and human resource policy of the
organization. As employees are one of the most important assets of the organization, the practice
of valuable organizational reward system is an inherent as well as inseparable part of the
organization's life.

In an organizational context, all attempts of administrators are supposed to increase the

employees’ drive to perform at higher level. Performance of course results from interaction of
physical, financial and human resources. The first two are inanimate. They are translated in to
productivity only when the human element is introduced in to work place with certain qualities
that lead for effective organizational reward administration.

Thus, designing effective organizational reward system helps the company to obtain well
capable, skilled, competent as well as motivated employees. It also helps the organization to
retain these employees in attaining strategic as well as shorter term objectives. However,
unfavorable organizational reward system can bring many problems for the company including
employee’s low morale, decreased company as well as employee productivity, a lessening of
employee enthusiasm and less support for the organization

In general, having satisfied workforce leads for higher productivity, for instance it leads for:
maintaining high employee’s effort that initiate, motivate, as well as energize competent and able
individuals in using their potential to work better for the accomplishment of organizational goals.
 Delivering higher quality of goods and services with high performance as well as
innovative features that can bring a competitive advantage.
 Creating higher customer satisfaction that makes them to feel pleasure resulting from
comparing perceived performance of goods or services with expectation.

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  More repeat business in which satisfied customers make purchase from the same
company of either the same or other products as well as announce the good will of the
company through word of mouse communication to others.
 Higher growth and profits by developing new products as well as markets with increasing
earning capability of the organization.
 Higher stock holder satisfaction by sustaining profitability or maintaining social welfare
in achieving organizational objectives.
 More investment by establishing different ventures in expanding the capacity of the
organization with utilizing the existing profitability.

Requirements for effective performance management system:

1. Effective performance management requires a good deal of face-to-face supervisor-

employee interaction. By knowing the subordinates, a supervisor can steer them onto a
path of greater productivity and optimized output. Long-term successful business owners
view performance appraisal as a process of getting to know the people who work for
them. It is the most significant and indispensable tool for an organization. It provides
information, which helps in taking important decisions for the development of an
individual and the organization.

2. Thus, one phase of the annual performance management cycle is performance appraisal,
the process of reviewing employee performance vis-à-vis the set expectations in a realistic
manner, documenting the review, and delivering the review verbally in a face-to-face
meeting, to raise performance standards year over year through honest and constructive
feedback. In the process management expects to reinforce the employee’s strengths,
identify improvement areas so that one can work on them and also set stretched goals for
the coming year.
An effective review process helps organizations in three areas:

1. Evaluation and improving personnel selection and training systems;

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 2. Preventing wrongful termination; and

3. Increasing real employee diversity

Performance and Development Planning (PDP):

PDP is a process for managers that aligns individual performance with company goals and ensures
focus on the development of talent company-wide. PDP is an important step in their corporate
effort to engage and enable employees to deliver their contribution to their business. Also, PDP
serves to enable employees to identify and realize personal opportunities for development that
are aligned to current and future business challenges.

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OBJECTIVE OF THE STUDY

 To describe the organization’s financial reward system

 To find out employees’ satisfaction of company’s financial reward system To describe
the organization’s non- financial reward system
 To find out employees’ satisfaction of company’s non-financial reward system
 To describe the differences between managerial and non-managerial employees on
satisfaction of organizational reward system
 To compare financial and non-financial organizational rewards on satisfaction of
employees.
 Effect promotions based on competence and performance.
 Identify the strengths and weaknesses of employees.
 Assessment of skills within an organization.
 Increase motivation to perform effectively.

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NEED AND IMPORTANCE OF THE STUDY

The aim of organizational reward is to support the attainment of the organization’s strategic and
shorter-term objectives by helping to ensure that it has the skilled, competent, committed and
well motivated workforce it needs. This means providing for the continuing improvement of
individual, team and therefore organizational performance, and taking steps that contribute to
the creation of added value and the achievement of competitive advantage.

The challenge is to develop pay programs that support and reinforce the business objectives of the
organization and the kind of culture, climate and behavior that are needed for the organization to
be effective.

He also made the important point that ‘pay practice are only as good as the impact they have on
organizational effectiveness.
Contribution to add value: Added value is generated by people. It is people at various levels
who create visions, define values and mission, set goals, develop strategic plans, and implement.

Contribution to Competitive Advantage: Sustainable competitive advantage as formulated

arises when a firm creates value for its customer’s selects markets in which it can excel,

Management and Organizational Reward: An organization’s performance depends ultimately

on the quality of its management and employees.

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SCOPE OF THE STUDY

This report is limited to the data obtained by using questionnaires and interviews in Abyssinia
Bank. Regardless of the multifarious impacts of organizational reward system and its various
uses for under taking administrative decisions the report is limited to practices of organizational
reward system in Halcyon Technologies over managers and professional employees were
participants of this study.

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 METHODOLOGY

As per the requirement of the management to design a new policy for performance
Review system, I basically analyzed the questionnaire given to employees to know their
perception regarding the Review System and collected information on websites regarding the
various methods of appraisals, the process of Performance Appraisals etc and also referred to
books to get the idea of the concepts. The practical approach was by –

 Understanding the perspective of Management.

 Studying the kind of Appraisal suitable for Halcyon environment.
 The time period required for the Review to be completed.
.

The following procedure was adopted:-

1. Before starting up the process and coming up with new policy we thought of taking up
the overall outlook with respect to Performance Review. We designed a Questionnaire to analyze
the Perception of Employees.
2. The management was approached to discuss the contents of Review policy so that an
effective policy can be designed which will be useful hence forth.
3. A customized Performance Review Policy was designed which was a combination of two
methods of Appraisal I.e. Self Review method and Peer Feedback method.
4. Self Review method is a method were the employee is asked to give a self rating for
himself on the tasks done by him. Later on these same tasks will be appraised by the appraiser
and he gives his rating on the same tasks. Peer feedback is the feedback given by the other
employees to his/her colleague on his technical knowledge as well as the behavioral aspect in the
organization.
5. A Presentation on the Performance Review Process as well as the Criteria to give Ratings
was given to team members and the Team Leaders so that they have a clear understanding about
it.
6. Then the team members were asked to fill up the Self Review Form and submit it to the
HR department which in turn passed it to the team leaders.

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 7. A one to one meeting was fixed with the team leader by the team members accordingly.
This was to discuss various aspects of performance of the employee like discussing the ratings
given by the appraise and to evaluate his overall performance and set new goals.
8. Then the appraiser gives his own rating to the employee after the one – one discussion
and then the report is submitted to the reviewer and a final discussion takes place with the HR
Manager to proceed with the next course of action like setting of goals, hike in salaries,
performance linked incentives, etc..
Period of The Study : The time period of my concerned project was 45 days.
The data which I collected is current in nature.

LIMITATIONS OF THE STUDY

There were uncontrollable variables that hinder the smooth implementation of the project.
 For instance lack of cooperation of respondents.
 Lack of interviewees cooperation in devoting their time to provide a relevant information
to the researcher.
 The Appraisal Process was designed but I could be a part of only Review Process
 Due to time constraint the Post Feedback of Employees regarding the Review Process
could not be taken.

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 CHAPTER - II
REVIEW OF LITERATURE

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RESEARCH REVIEW
 Armstrong:

Armstrong (2000) stated that there are two major elements of organizational rewards, those are;
organizational financial rewards (direct financial organizational rewards, indirect financial
organizational rewards and fringe benefit) and organizational non financial rewards (the work
environment, job context, harmony of relationship and behavior of the administrative
mechanism).

Organizational Financial Rewards

Direct Financial Rewards

Base Pay (or basic) pay - is the level of pay (the fixed salary or wage) that constitutes the rate for
the job. It may provide the platform for determining additional payments related to performance,
competence or skill. It may also govern pension entitlement and life insurance. The basic levels
of pay for jobs reflect both internal and external relativities. The internal relativities may be
measured by some form of job evaluation which places jobs in a hierarchy (although the trend
now is play down the notion of hierarchy in the new process based organizations. External
relativities are assessed by tracking market rates. Alternatively, levels of pay may be agreed
through negotiation: by collective bargaining with trade unions or by reaching individual
agreements. The base rate for a job is sometimes regarded as the rate for a competent or skill-
based or competence. In many organizations pay levels evolved- they are not planned or
maintained systematically. Rates are fixed by managerial judgments of what is required to recruit
and retain people. They may be adjusted in response to individual or collective pressure for
increases or upgrading. This evolutionary and ad hoc process can result in chaotic and illogical
pay structure which is inequitable, leads to inconsistent and unfair decisions and is difficult to
understand, expensive to maintain and the cause of dissatisfaction and demotivation. Base pay is
expressed as an annual, weekly or hourly rate .

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Contingent Pay- Additional financial rewards may be provided that is related to performance,
skill, responsibility, competence and/or experience. These are referred to as ‘contingent pay’. If
such payments are not consolidated in to base pay, they can be described as ‘variable pay’.
According to Armstrong , the main types of contingent pay are:
 Individual performance-related pay - in which increases in base pay or cash bonuses are
determined by performance assessment and ratings (also known as merit pay)
 Bonuses - are rewards for successful performance which are paid as cash (lump) sums
related to the results obtained by individuals, teams or the organization.
 Incentives- are payments linked with the achievement of previously- set targets which are
designed to motivate people to achieve higher levels of performance; the targets are
usually quantified in such terms as output or sales.
 Service-related pay - which increases by fixed increments on a scale or pay spine
depending on service in the job.
 Competence-related pay - which varies according to the level of competence achieved by
the individual.
 Contribution related pay - which relates pay to both outputs (performance) and inputs
(competence).
 Skill-based pay (sometimes called knowledge-based pay) - which varies according to the
levels of skill the individual achieves.
 Career development pay - which rewards people for taking additional responsibilities as
their career develops laterally within a broad grade (a broad- banded pay structure).
 Allowances - are elements of pay in the form of a separate sum of money for such aspects
of employment as overtime, shift working, call-outs and living in large cities.
 Total Earnings- are usually calculated as the sum of base pay and any additional
payments.
 Employee Benefits- also known as indirect pay, include pensions, sick pay, insurance
cover and company cars
Indirect Organizational Financial Rewards
An indirect organizational financial reward includes all financial rewards that are not included in
direct compensation. Its elements are employee’s further education; paying employees for the
time not worked for instance sick leave, vacation, holiday as well as insurance facilities.

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Fringe Benefit
Fringe benefits are forms of indirect financial rewards to protect employees from financial risk.
The demand for fringe benefits continue to grow in organizations that stimulated by the fact that
such benefits usually represent either tax free income to the employee or deferment of tax until
retirement. There are various forms of fringe benefits that can be made available to employees of
the organization. For instance housing, household facilities, medical services, transportation and
cafeteria, services.

Non-financial Organizational Rewards- include the following:

Work Environment
The work environment relating with non financial rewards are:

Working conditions: the physical conditions of work such as the amount of work or the facilities
available, heat, light, space, tools, equipments and supplies.

Transfers: refers to reassignment of an employee from one job to another position with similar
status, equal pay and responsibility.

Sound organizational policies and administration: adequacy or in adequacy of company rules

and regulations including such elements as clarity of communication and other personnel policies
such as salary increment policies, promotion policies and fringe benefits.

Promotion opportunities: a promotion occurs when an employee is moved from a job to another
position that is high in pay, responsibility and organizational level it is a mechanism which
organization recognizes employees past job performance and its effort to aid the organization in
furthering its objectives. It is usually based on merit and seniority.

Employment stability /job security: objective signs of the presence or absence of job security
such as tenure, company stability and assurance of threats t continued employment.

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Supervision: competence or incompetence, fairness or unfairness efficiency of supervision
associating by supervisors.

Appropriate status: signs, symbols or appurtenances of position with in the organization such as
privileges, support staff, work space size and locations.

The Job Context

The job context of non-financial organizational rewards can be focused on the needs most people
have, although to different degrees, for achievement, recognition, responsibility, influence and
personal growth.

Responsibility- People can be motivated by being given more responsibility for their own work.
This is essentially what empowerment is about and is in line with the concept of intrinsic
motivation based on the content of the job.

Influence- People can be motivated by the drive to exert influence or to exercise power. The
organization through its policies for involvement can provide motivation by putting people into
situations where their views can be expressed, listened to and acted upon.

Personal Growth- In Maslow’s hierarchy of needs self-fulfillment or self-actualization is the

highest need of all and is therefore the ultimate motivator. He defines self-fulfillment as ‘the
need to develop potentialities and skills, to become what one behaves one is capable of
becoming’.
Ambitious and determined people will seek and find these opportunities for themselves, although
the organization needs to clarify the scope for growth and development it can provide (if it does
not, they will go away and grow elsewhere). Many people now regard access to training as a key
element in the overall reward package. The availability of learning opportunities, the selection of
individuals for high prestige training courses and programs and the emphasis placed by the
organization on the acquisition of new skills as well as the enhancement of existing ones, can all
act as powerful motivators.

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Advancement: actual change in status with in the organization as a result of performance and
promotion.

Career: covers a sequence of positions, jobs or occupations that one person engaged during
his/her working life.

Work load: those organizational activities which are related to employee’s professional duties,
responsibilities and interests.

Methods of paying increases:

the employees may be rewarded for their good performance by increasing the pay and adddingit
to their base pay orthey may be paid a cash bonus (variable pay) for the time period.they
demonstrate high level of performance.

a)merit pay increase:merit pay increase amounts must represent the past performance levels of
employee and must motivate employees to perform well.merit pay increases rate set by the
manager must motivate employees further irrespective of deduction in her/hir pay.”just
meaningful pay increases” means the minimum amount of pay increase which is considered as
meaningful by the employees.
There are no appropriate mathamatical formulas available to compute the minimum merit pay
increase wich improves employees performance level.thus,managers must reward excellent
performer with highest merit pay increase amount and the aversge performance must be
rewarded with an average merit pay increase .in other words, merit pay increase amount should
be set on the basis of the employees performance level.the different between the merit pay
increase of an excellent performer and that of an average or better performer must be equal to the
difference between the performance of an excellent performer and an average performer.

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b)bonus pay increase:under this method ,the employees who demonstrate the desired
performance are paid a single rate one time cash reward.the cash reward is paid as a substitute
for increase in his basic pay.

Variable pay:incentive pay is also known as variable pay. Employees are paid incentives for
successfully completing the preestablished work standards/objectives.incentives pay refers to
compensation apart from the base wages,which varies as per the employees achivement of few
standards like individual or team objectives,predetermined formula or profitability of the
organization.similar ti the seniority or merit pay, incentive pay increases the amount of
employees base pay. In other words, incentive pay is an additional income to the employees
base pay. Incentive pay consititutes a smaller portion of core compensation.

Consolidated pay profession:under this method the pay increases are accumulated. The rate
increase and the limit of pay progression is determined by taking into consideration the pay
rating scored by the employee.

Seniority pay:seniority pay deals with reward the employees on the basis of length of their
service in the organiation. This is done by making additions to their base pay periodically. The
logic behind seniority pay comes from human capital theory, according to which employees
knowledge and skills produce productive capital called human capita.seniority pay is given to
the employees because they develop their existing skill which helps them to carry out their work
more efficiently.

The Harmony of Relationships

Pleasant or unpleasant interpersonal interactions with co-workers (workers at the same level in the
organization), interpersonal relations can also with supervisors or subordinates pleasant or
unpleasant interactions with superiors that are or not directly relevant to task accomplishment
and pleasant or unpleasant interactions with persons at a lower level in the organizational
hierarchy respectively. Therefore, employees of an organization maintained a harmony of
relationships with people around them to develop positive interaction with those stake holders

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 hat provide employees in maintaining both social as well psychological benefits. This leads for
simplicity of life of employees in an organization

Administrative Strategies for Developing Employees Motivation

Suggests that reward systems should offer a sufficient number and diversity of rewards.
Nevertheless, some organizations lack the resources to offer enough extrinsic rewards to
motivate employees to perform/to encourage their satisfaction; in these cases, organizations must
consider intrinsic rewards instead.

Administrative motivations strategies therefore are those attempts to act on the human input
factors within the technological frame work and material constraints of an organization.
Essentially, these are attempts to increase the persons drive to perform at a higher level.

Administrators have various strategies for motivating organization members; and each strategy is
aimed at satisfying employees’’ needs through appropriate behavior. Major and pertinent
strategies are selected and briefly discus here under.

Managerial Communication
Communication is the means with which administrators coordinate efforts of individuals with in
organizations, establish and clarify purposes and deal with organizational problems and decision
making. Realizing the role of communication in a group effort , has this to say, “Communication
is to an organization what blood is to the human body”. It also observed the role and described it
as “the give that holds an organization together and harmonize its parts”.
Therefore, the most basic motivation strategy at the disposal of administrators is simply to
communicate with organization members. The administrator-subordinate communication can
satisfy such basic needs as recognition, a sense of belonging and security. “in the area of
leadership there is no talent more essential than one’s ability to communicate”. Wise
administrators often try to utilize upward communication channels, in particular, as a basis for
problem solving and as a strategy for employee’s motivation.

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Participative Decision Making:

Closely associated with the granting to members of increased control over their work is the
strategy of participative decision making. According to Drucker , several studies suggest that
participation indecision making increases members level of satisfaction, their enthusiasm for
their organization and their positive attitude towards their superior.
Basically, the motivating force of participative decision making is developed from the fact that
there is ownership in injections one’s own idea, values and decisions in to one’s work.
Ownership in this case means belonging to, pertaining to or relating to one’s self and
participation in the decisions of the work in which one is engaged.

Designing Organizational Reward System

Various needs of people serve as driving force for their behavior. In an organization managers try
to govern the behavior of people by providing suitable incentives. Incentives are the objects,
which are supposed to satisfy needs and improve the work performance of the employees. Thus,
it covers both financial and non-financial organizational rewards. Burak and Smith have
designed incentive as follows:

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 Direct Indirect The Job Job Environment

Insurance Interesting Duties or job Sound policies

1. Wages Plans load Challenging Competent Supervision
Responsibility Congenial co-workers
2. Salaries Life Health,
Appropriate status
Opportunity for
3. Commissio Social symbol comfortable
Recognition feeling of
ns Assistance working condition job
Achievement
Sharing
4. Bonus Benefits : opportunities for
Retirement Advancement
5. Overtime
opportunities
Educational
6. Allowances participation in decision
Assistant
making
Employee
Opportunities for
Services
personal growth
Paid absence satisfaction on profession
or career.
Vacations

The Aims of Organizational Reward System

The aim of organizational reward is to support the attainment of the organization’s strategic and
shorter-term objectives by helping to ensure that it has the skilled, competent, committed and
well motivated workforce it needs. This means providing for the continuing improvement of
individual, team and therefore organizational performance, and taking steps that contribute to
the creation of added value and the achievement of competitive advantage.
The challenge is to develop pay programs that support and reinforce the business objectives of the
organization and the kind of culture, climate and behavior that are needed for the organization to
be effective.
He also made the important point that ‘pay practice are only as good as the impact they have on
organizational effectiveness.

19
Contribution to Competitive Advantage:
Sustainable competitive advantage as formulated by porter arises when a firm creates value for its
customers selects markets in which it can excel, and presents a moving target to its competitors
by continually improving its position. According to Porter, three of the most important factors
are innovation, quality and cost leadership, but he recognizes that all these depend on the quality
of an organization’s human resources.

Contribution to add value:

Added value is generated by people. It is people at various levels who create visions, define
values and mission, set goals, develop strategic plans, and implement those plans in accordance
with the underpinning values. Added value will be enhanced by anything that is done to obtain
and develop the right sort of people, to motivate and manage them effectively, to maintain stable
relationship with them based on mutual trust. Employee reward contributes to the creation of
added value by helping to ensure that people with the required competences and level of
motivation are available, and by playing a part in creating a culture and environment that
stimulate high-quality performance

Management and Organizational Reward:

An organization’s performance depends ultimately on the quality of its management and
employees, and the reward system can help to improve the quality. Therefore, reward systems, is
an excellent means for good management.

Pay Satisfaction :
Organizations with satisfied employees tend to be more effective than organizations with less
satisfied employees and it has been argued that pay satisfaction is one important measure of
organizational effectiveness. Greater pay knowledge has been found to be related to higher pay
satisfaction. Satisfaction with rewards can influence overall job satisfaction, as well as
absenteeism, recruitment and turnover.

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Various behavioral scientists have put forth conflicting positions over the meaning of pay
satisfaction. On the one hand, researchers such as Herzberg classified pay as a “hygiene factor”
in the work environment and maintained that pay can only lead to feelings of dissatisfaction, but
not to satisfaction. On the other hand, discrepancy theorists such as Locke and Porter posit that
satisfaction is a function of the employee's comparison of what exists on his or her job with what
he or she seeks on the job. Pay satisfaction happens when existing pay corresponds to, or is
greater than desired pay while pay dissatisfaction occurs when existing pay is less than the
desired pay.

Performance Appraisal and Compensation:

Performance appraisal is a management technique, which is used for making personnel decisions
(promotion, transfer and pay), but also deals with issues like employee development (feedback
and training). The appraisal activities are primarily based on the appraisal of employees’ work
results and activity (behavior). The main aim of performance appraisal is to determine the work
results of an employee in order to offer justified compensation. In addition to that, it is necessary
to be able to grant procedural justice, accuracy and suitability of appraisal procedures and to
continuously drive towards a result-driven climate through the shaping and changing of
organizational culture.
One antecedent to distributive and procedural justice of performance, appraisal is social justice
between groups and employees. When we do not compensate employees fairly, by basing their
compensation on work results, then the employees waste their time rather on getting the desired
levels of compensation and not on improving their work. Lawson believes that individual
performance and pay have to be in accord as only then is it possible to motivate people enough
for them to improve their performance and work quality. Pay-for
performance systems have enabled companies to leave aside fixed remuneration packages and
concentrate on much more flexible systems that reward and appreciate individual efforts. Also,
when working out a performance-appraisal system. it is important to take into consideration both
organizational and personal goals.

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Performance-appraisal activities enable us to determine whether the employees’ performance is in
accordance with the established objectives. Three key functions of higher educational institutions
are teaching, research and advising. The challenge to the universities is to produce employees
who meet the requirements of employers. It is increasingly common for companies to search for
individuals that have received training in a particular academic field. The quality of performance
in teaching would include measures such as postgraduate students and alumni feedback.
individual performance. Developing a performance appraisal system-a most complicated task-
frequently falls under the responsibility of the wage and salary administration function.
Regardless of all the other purposes that may be expected of the performance appraisal process,
the one that it is almost universally used for is determining wages and salaries. The most
frequent use of performance appraisal is evaluating performance for merit pay increases, granted
of withheld.
Professional management development, human resources planning, Encouraging legal compliance
on issues of discrimination, Enhancing communication with employees, Basis for career path
determination and determining effectiveness of selection procedures.

Providing a feedback mechanism- the performance appraisal is intended to provide a formal

feedback opportunity so that at least once every appraisal period every employee covered under
the program will have the opportunity to learn how well he/she did during the appraisal period.

Professional /management development- the performance appraisal system offers managers the
opportunity to determine the future performance of individual employees by considering their
potential, as well as current and past performance.

Human Resources planning- the performance appraisal system can serve as the auditor of the skill
level of current staff members with consideration give to current and anticipated organization
needs for staff planning purpose.

Encouraging legal compliance on issues of discrimination-the performance appraisal system

undertakes a process that has federal and other governmental encouragement to provide a

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 framework for legal discrimination based on performance standards as implemented through the
performance appraisal program.

Enhancing Communication with employees- the very existence of the performance appraisal
system itself communicates signal about the organization to its employees. Each employee is
thus offered a mechanism for enhancing the communication process by being a participant in the
sessions.

Basis for career path determination- if the performance appraisal form measures past performance,
does it make sense for the form to also serve to determine the potential of the employee?, there
may be an argument for the past as an indicator of future performance, but it is tenuous. To make
matters worse, some organizations have a category on the performance appraisal form for
indicating the anticipated next promotion for the employee and a time frame for the promotion.
Determining effectiveness of selection procedures-the performance appraisal program is
sometimes used to address the question of the effectiveness of the selection process. By
considering the on the job performance level of current employees it is quite simple to consider
whether there may be better ways to select “ideal ” employees for a particular organization.

Alternative Pay Strategies:

High pay level strategy: in this alternative the organization chooses to pay higher than the average
pay level. The assumption is that paying a higher salary or wage enables organizations to attract
and retain competent employees and these interns enhance employees productivity.

Low level strategy: in this strategy, the organization pays a minimum salary or wage to
employees. This may be because of poor financial condition or the work does not require highly
qualified personnel. The low reward policy does not save money rather it is quite expensive in
addition to being unproductive, low paid workers usually damage their work instruments because
of insufficient knowledge and skill on the other hand, organizations using low pay strategy may
also have high labor turnover rate.

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The comparable-pay level strategy: This strategy requires organization to follow “Equal pay
equal work” here employees are paid based on comparable value of job they are perfor ming.
 Mondy and noe 1990
Reward system is influenced by a series of internal and external factors. As Mondy and Noe
(1990) pointed out the organization, the labor market, the job and the employee have an impact
on the job pricing and the ultimate determination of employee’s compensation.

Job Influence on Organizational Reward System

Organizations appear to attribute similar values for similar jobs and different values to different
jobs. In other words, jobs employees are assigned to perform are a major decisive factor of the
amount of pay they will in turn receive. Organizations pay for the value they attach to certain
duties, responsibilities, and other job-related factors Monday and Noe. If this is the case, the
question of what are the techniques used to determine the value of jobs is an important one that
requires an answer. Compensation techniques used by organizations for determining the relative
value of jobs are job analysis and job evaluation.

Employee Tenure Intention

The questions that challenge academicians and practitioners alike are "why do people leave their
jobs?" and "why do they stay in their jobs?" Over the years, researchers have developed partial
answers to these questions (Mitchell, Holtom, Lee, Sablynski & Erez, ). Perhaps, given
alternatives, people stay if they are satisfied with their jobs and committed to their organizations
and leave if they aren't. However, empirical evidence in scientific journals indicate that work
attitudes play only a relatively small role overall in employee tenure or turnover intention (Hom
& Griffeth; Griffeth, Hom & Gaertner,). Therefore, other factors besides job satisfaction,
organizational commitment, and job alternatives are important for understanding tenure intention
(Maertz & Campion,). Drawing from the extant literature, the current study defines tenure
intention as the employee’s willingness to stay at the SME in the near future or at least for a year.

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Employee Job Commitment
Many researchers have found job commitment to be the key component of establishing and
maintaining long-term relationships between companies and their employees (Meyer & Allen, ).
Employee job commitment reflects the importance of a job in the company the employee work
for and the intention to continue working in that job in the future (Rhoades, Eisenberger &
Armeli; Allen, Shore & Griffeth, ). In this study, employee job commitment is defined as the
employee’s enduring desire to maintain a valued job in the SME. In other words, it is the implicit
or explicit pledge of relational continuity by the employee with the SME. The field of
psychology has identified affective, calculative or instrumental and normative as the main
motivations of employee commitment. . Affective commitment means that employees want to
stay in the job because they like their companies enjoy the working relationship and feel a sense
of loyalty and belongingness. On the other hand, calculative commitment is the extent to which
employees perceive the need to maintain a job with their company due to the significant
anticipated switching costs or lack of alternatives. Normative commitment means that employees
stay in the job because they feel they ought to (Cater & Zabker; Meyer & Allen,).

Employee Job Satisfaction

In the field of organizational behavior studies and human resources practice, there is increasing
recognition of the fundamental significance of the concept of job satisfaction (Cranny, Smith &
Stone, ). For instance, Yoon & Suh showed that satisfied employees are more likely to work
harder and provide better services via organizational citizenship behaviors. The current study
defines employee job satisfaction as a positive affective state resulting from the appraisal of all
aspects of a job by the employee. Such employee job satisfaction can be derived from economic
outcomes or social interactions at the workplace. Overall, when the SME administration, service
support, rewards, and SME policies are perceived to be fair, the employee will be satisfied.

Employee Influence on Organizational Reward System

The major goals of compensation are to attract and retain qualified employees to the organization.
In most cases, employees are willing and cooperative to do their jobs to the best of their abilities

25
 if they believe that pay is relatively equitable to performance. In other words, compensation
affects employee decision to stay or leave the organization, to work effectively and to accept
additional responsibilities. An effective compensation system is designed to satisfy employee
needs and reinforce job behavior consistent with organizational objective . Recall from the
earlier discussion that organization, labor market, and the job influence compensation system.
Moreover, factors related to employee like performance, seniority and experience also determine
pay levels in an organization.

As per the requirement of the management to design a new policy for performance Review
system, I basically analyzed the questionnaire given to employees to know their perception
regarding the Review System and collected information on websites regarding the various
methods of appraisals, the process of Performance Appraisals etc and also referred to books to
get the idea of the concepts.

Understanding the perspective of Management.

Studying the kind of Appraisal suitable for Halcyon environment.
The time period required for the Review to be completed.
.
Before starting up the process and coming up with new policy we thought of taking up the
overall outlook with respect to Performance Review. We designed a Questionnaire to analyze the
Perception of Employees.
The management was approached to discuss the contents of Review policy so that an effective
policy can be designed which will be useful hence forth.
A customized Performance Review Policy was designed which was a combination of two
methods of Appraisal I.e. Self Review method and Peer Feedback method.
Self Review method is a method were the employee is asked to give a self rating for himself on
the tasks done by him. Later on these same tasks will be appraised by the appraiser and he gives his
rating on the same tasks. Peer feedback is the feedback given by the other employees to his/her
colleague on his technical knowledge as well as the behavioral aspect in the organization.
A Presentation on the Performance Review Process as well as the Criteria to give Ratings was
given to team members and the Team Leaders so that they have a clear understanding about it.

26
 Then the team members were asked to fill up the Self Review Form and submit it to the HR
department which in turn passed it to the team leaders.
A one to one meeting was fixed with the team leader by the team members accordingly. This was
to discuss various aspects of performance of the employee like discussing the ratings given by the
appraise and to evaluate his overall performance and set new goals.
Then the appraiser gives his own rating to the employee after the one – one discussion and then
the report is submitted to the reviewer and a final discussion takes place with the HR Manager to
proceed with the next course of action like setting of goals, hike in salaries, performance linked
incentives, etc..

27
 CHAPTER-III
COMPANY PROFILE

28
 COMPANY PROFILE

HALCYON Technologies is an Application Development and Business Process Outsourcing solutions

provider. HALCYON Technologies offers a range of services from outsourced application development
and managed services to professional services. All Their services are enabled by experienced,
knowledge, proven methodologies, global talent and innovation. Their portfolio includes Application
Development, consulting, maintenance & support, Business Process Outsourcing, and Testing services.
HALCYON provides services to clients from their network of offices across US, UK and state-of-the-art
Global Solutions Development center in Hyderabad, India.

Their experience with working on and managing outsourced IT projects of large magnitude and BPO
solutions gives us a leading edge over their competitors. Their commitment is to produce superior
quality deliverables using the industry specified standards. HALCYON achieve this by maintaining an
effective and open communication channel across clients in automotive retail industry and have also
worked with fortune 500 clients in the Healthcare, Banking, Telecom, Manufacturing, Insurance,
Utilities and Financial verticals. Their in-depth understanding of various industry verticals enables us to
provide innovative and end-to-end technology solutions.

With HALCYON Technologies, the clients can rest assured of transport fair working partnership and
quality work processes. HALCYON Technologies offers cutting-edge technologies that help the client
business improve, and more well ahead of their competitors in the market.

29
HALCYON helps clients:
 Create an adaptive technologies infrastructure
 Streamline the business processes
 Raise the market value
 Increase the competitive advantage, and
 Support the cost-effective sources of productivity and growth.

HALCYON Technologies evolves client-specific strategic initiatives with a dual aim to achieve cost
savings, and to improve on quality of services offered.

Services

HALCYON delivers a wide-range of value added services adopting a unique approach of integrating
people, processes and technology. HALCYON creates solutions for its clients by leveraging its domain
and business expertise along with a range of services.

HALCYON Technologies range of services includes:

 Application development
 Business Process Outsourcing
 Consulting

 Maintenance & support

 QA and testing

30
Technologies

As a technology company, HALCYON proactively gains insights into leading and emerging
technologies.

HALCYON Technologies has expertise in:

 Microsoft .NET Technologies
 J2EE Technologies
 IBM Mainframe Technologies
 EAI technologies like Tibco, Web Methods MQ and Seebeyond
 Report generation using Business Objects, Crystal Reports and Infragistics

BPO Solutions

HALCYON Technologies Business Process Outsourcing (BPO) services aim at leveraging technologies
to provide and manage an organization’s critical and/or non-critical enterprise processes and
applications. HALCYON Technologies holistic BPO services integrate software, process management,
and people to operate the services.

BPO Solutions provided by HALCYON for Automotive industry include:

 Data analysis and processing of Rate and Residuals for Car Dealerships

BPO Solutions provided by HALCYON for others Industries include:

 Information Capture
 Data Entry & Correction
 Document Conversation

31
Products
HALCYON offer product development services enriched with their experience and technology
expertise. HALCYON has developed products on leading technologies with a strong orientation
toward standards-driven architecture.
Products developed by HALCYON for Automotive Retail industry are:
 Vehicle Comparison Search Engine and Market Analyzer
 RFID based Vehicle Management Solutions
 CRM & ERP Solutions for Car Dealerships
 F & I Menu and Desking Application Solutions

Why HALCYON?

HALCYON have a vast practical experience of developing and supporting critical applications with high
quality and within scheduled time. Their offshore development model id devised to act as an extension
of the client, providing them with excellent outputs when needed. By outsourcing your work to
HALCYON Technologies, you have powerful advantage like cost saving, quality, time to market and
flexibility to adapt to client’s market and customer’s demands.

HALCYON Advantage:

 Vast experience in working on number of software projects/solutions

 Mature onsite-offshore development model with high record of matching deliverables within
clients’ expectations
 Strong Domain experience which has been gained over the years by providing IT Solutions to
clients
 In-depth understanding of clients’ business
 Enviable ability to deliver innovative, reliable and high quality solutions
 Cost effective pricing and flexible approach

The company-wide mindset of co-ownership and co-responsibility is what differentiates them

from any of other players.

32
 CHAPTER-IV

DATA ANALYSIS AND INTERPRETATION

33
 Data Analysis:

1. My self-assessment result contributes to my final appraisal result.

Particulars Respondent % Percentage

Strongly agree 20 20%
Agree 35 35%
Neutral 10 10%
Strongly Disagree 15 15 %
Disagree 20 20%
Total 100

INTERPRETATION:
The above pie chart shows that the maximum no of employees agree that their self assisment
results contributor to their final appraisal result. it also shows that some of the employees
disagree to the statement.

CONCLUSION: yes the self assessment result contribution to final assessment.

34
2. The Review will help me to improve my future working performance

Particulars Respondent % Percentage

Strongly agree 30 30 %
Agree 20 20 %
Neutral 15 15%
Strongly Disagree 15 15 %
Disagree 20 20 %
Total 100

INTERPRETATION:The above pie chart shows that the review of the employees will surely
help them to improve their future performance and some of the employees belive that their
review will not help them in future work.

CONCLUSION:maximum no of employees agree that their review will help them in the future
working performance.

35
3.I know all the aspects and standards that are used to evaluate my performance.

Particulars Respondent % Percentage

Stronrly agree 25 25 %
Agree 15 15 %
Neutral 15 15 %
Strongly Disagree 25 25 %
Disagree 20 20%
Total 100

INTERPRETATION:The above pie chart shows that maximum no of employees agree that
their know all the aspects and standards that are used to evaluate their performance

CONCLUSION:the maximum no of employees agree to the above question.

36
4.Do you feel confident that you will be able to benefit as an appraisee in the review sessions
with your team lead?

Particulars Respondent % Percentage

Strongly agree 25 25%

Agree 20 20 %
Neutral 20 20 %
Strongly Disagree 15 15 %
Disagree 20 20 %
Total 100

INTERPRETATION:the above pie chart shows that the employees stronglyagree that they feel
confident as an appraise in the review session with their team lead.

CONCLUSION:maximum no of employees res strongly agree with the above statement.

37
5.Do you think you need a training program in relation to Clarity of Procedures

Particulars Respondent % Percentage

Yes 55 55 %

No 45 45 %

Total 100

INTERPRETATION:the above chart shows that more than 50% of employees agree that they
need a traning program in relation to clarity of procedure.

CONCLUSION:more than 50% of employees agree to the above statement.

38
6.Do you think you need a training program in relation to Process of Performance Review?

Particulars Respondent % Percentage

Yes 45 45 %
No 55 55 %
Total 100

INTERPRETATION: The above chart shows that more than 50% of employees saying no to
that their do not need a training program in relation to process of performance review.

CONCLUSION: maximum no of employee disagree to the above statement.

39
7.Do you think you need a training program in relation to Self Rating?

Particulars Respondent % Percentage

Yes 75 75 %

No 25 25 %

Total 100

INTERPRETATION: the above chart says that more than 70% of employees are saying yes to
the training program in relation to self rating.

CONCLUSION: There is a maximum yes to the training program in relation to self rating.

40
8.What are you looking forward to change Post Review

Particulars Respondent % Percentage

Salary 35 35 %
Responsibility 20 20 %
Team Structures 25 25 %
coordination 15 15 %
Important 5 5%
Total 100

INTERPRETENTION

35% of the employees looking for more change in the salary.20% of the employees are looking
for the change in responsibility.

CONCLUSION

With the above interpretation it can be said that there are more number of employees who want
the change in salary post review.

41
 9.How do you rate the importance of General Work Behavior in your Review Process?

Particulars Respondent % Percentage

Not Important 30 30 %
Somewhat Important 20 20 %
Most Important 20 20 %
Very important 10 10 %
Important 20 20%
Total 100

INTERPRETATION

30% of the general work behavior review is given to not important.10 % is given to the very
important.

CONCLUSION

With the above interpretation it can be said that there is more preference is given to the not
important of the general work behavior review.

42
10.Are you aware of the concept of Peer Feedback

Particulars Respondent % Percentage

Yes 60 60%

NO 40 40%

Total 100 100

INTERPRETATION

60% of the employees are aware of the peer feed back .where as 40 %of the employees are not
aware of peer feed back.

CONCLUSION

With the above interpretation it can be said that maximum number of employees are aware of peer
feed back.

43
 11.Do term and conditions comply with local labor laws?

OPTIONS RESPONDENT %PERCENTAGE

YES 70 70%

NO 30 30%

TOTAL 100

INTERPRETATION
70% of the preference is given to yes of the term and conditions comply with local labor laws.30 % of
the preference is given to no .

CONCLUSION
With the above interpretation it can be said that there are more number of preferance is given to yes that
is the term and conditions comply with labour laws.

44
 12.ARE there adequate controls over staff advances?

OPTIONS
RESPONDENT
% PERCENTAGE

YES 80 80%

NO 20 20%

TOTAL 100

INTERPRETATION
80% of the preferance is given to the option yes that there is adequate control over staff advances
20% of the preferance is given to the option no.
CONCLUSION
With the above interpretation it can be said that there are more number of employees who are adequate
controls over staff advances.

45
 13.DO you like to have any changes in HALCYON TECHNOLOGIES reward system?

OPTIONS
RESPONDENT % PERCENTAGE

YES55 55%

NO 45 45%

TOTAL
100

INTERPRETATION
55% of the employees want the change in the HALCYON TECHNOLOGIES reward system.45% of the
employees are satisfied with the reward system of they company.
CONCLUSION
With the above interpretation it can be said that their are more number of employees who are not satisfied
with the reward system of there company.

46
14. Do you get adequate and fair compensation for the work you do?

OPTIONS
RESPONDENT
%PERCENTAGE

YES75 75%

NO 25 25%

TOTAL
100

INTERPRETATION
75% of the employees are satisfied with the compensation paid by the company.25% of the employees
are not satisfied with the form of compensation paid to them
CONCLUSION
With the above interpretation it can be seen that there are more number of employees who are satisfied
with the compensation paid by the company for their work.

47
 15.I am satisfied with the reward system i.e free trips, gift hampers?

OPTIONS
RESPONDENT
% PERCENTAGE

YES85 85%

NO 15

TOTAL
100

INTERPRETATION
85% of the employees are happy an says yes to the form of reward system that is given to them by the
company.15 % of the employees are unhappy and says no to the form of reward system that is given to
them by the company.
CONCLUSION
With the above interpretation it can be said that there are more number of employees who are very much
happy with the reward system given to them by the company.

48
16.The company does a good job of linking rewards to job performance?

OPTIONS RESPONDENT
%PERCENTAGE

Strongly disagree
10 10%

Disagree 15 15%

Neutral 20 20%

Agree 25 25%

Strongly agree
30 30%

Total 100

INTERPRETATION
30% of the employees strongly agree that the company does a good job of linking reward to job
performance.25% of employees agree and 20% is neutral,15% is disagree and 10% is strongly diaagree.
CONCLUSION
With the above interpretation it can be said that there are maximum number of employees who are
strongly agree that the company does a good job of linking reward to job performance.

49
17.An equitable &fair appraisal that reflect your performance?

OPTIONS
RESPONDENT
% PERCENTAGE

YES 70 70%

NO 30 30%

TOTAL 100

INTERPRETATION
70% of employees says yes to an equitable &fair appraisal that reflect your performance.30% of employs
says no to an equitable &fair appraisal that reflect your performance.
CONCLUSION
With the above interpretation it can be said that ther are more number of employs who are satisfied with
an equitable &fair appraisal that reflect there performance.

50
18.Overall, how satisfied are you with halcyon as an employer?

OPTIONS RESPONDENT
%PERCENTAGE

Highly satisfied
30 30%

Satisfied 25 25%

Neutral 15 15%

Not satisfied 20 20%

Highly not satisfied

10 10%

TOTAL 100

INTERPRETATION

30% of the highly satisfation for beeing an employer of halcyon.25% satisfied.15% neutral and rest as an
not satisfied and highly not satisfied.
CONCLUSION
With the above interpretation it can be seen that maximum number of preferance is given that their are
happy to be an employer of an halcyon.

51
19.How long have you been working for company?

OPTIONS RESPONDENT
% PERCENTAGE

Less than 1 year 10 10%

1 year to less than 2 years

15 15%

2 years to less than 5 years

20 20%

5 years to less than 1035

years 35%

10 years or more 20 20%

TOTAL 100

INTERPRETATION
35% of the employees are working for 5 years to less than 10 years.20% of employees are working for 2
years to less than 5 years and 10 years or more.10% is less than 1 year.15% is 1 year to less than 2
years.

CONCLUSION

With the above interpretation It can be said that there are more number of employees who are working
more than 5 years to less than 10 years.

52
20.Are you satisfied with your employees work ?

OPTIONS
RESPONDENT
%PERCENTAGE

YES80 80%

NO 20 20%

TOTAL
100

INTERPRETATION
80% of employees work is been satisfied .20% of employees work is not satisfied.
CONCLUSION
With the above interpretation it can said that there are maximum number of employees work is satisfied.

53
 CHAPTER-V

 FINDINGS

 CONCLUSION

 SUGGESTION

54
 FINDINGS

As the whole Process was designed by the HR department, I was also involved in it from the
designing stage to the implementation part of the Review system. In this process I could recognize
the benefits derived out of this system as well as observed some drawbacks.
 The perception of employees regarding performance Review was a hike in Salary,
which is not the case in reality.
 After knowing the requirements of employees a training session was conducted to
help the employees understand the need and process of Performance Review and
Criteria to give Self Rating.
 They were aware of the fact that the General Work Behavior would play a major
role in their Review but were unaware of all the Standards and Aspects used to
Evaluate their Performance
 The process did not take place in the exact time frame as planned and scheduled.
 A good improvement was seen in the inter-personal relationship between the team
leader and subordinates.
 Many employees could not justify the ratings given by them in the Self Review
Form.
 It helped the employees in understanding their past performance and setting up of
targets and goals for future.
 They got to understand the organizational needs and it helped in developing a
sense of belongingness towards the company.

55
 CONCLUSION

 there are maximum number of employees work is satisfied.

 more number of employees who are working more than 5 years to less than 10
years.

 maximum number of preferance is given that their are happy to be an employer of

an halcyon.

 there are more number of employs who are satisfied with an equitable vs fair
appraisal that reflect there performance.

 there are maximum number of employees who are strongly agree that the
company does a good job of linking reward to job performance.
 their are more number of employees who are not satisfied with the reward system of there
company.
 there are more number of employees who are satisfied with the compansation paid by the
company for their work.
 there are more number of employees who are adequate controls over staff advances.

 It is said that there are more number of employees who want the change in salary post
review.

 there is more preference is given to the not important of the general work behavior
review.

56
 SUGGESTIONS

After the successful completion of the whole Process of Performance Review under the
supervision of the HR Manager I.e. by recognizing the need for Review policy, designing the policy,
taking up a presentation to explain the importance and process of Review, attending the meetings with
the team leader, being a part in discussions by the management regarding appraisals and analysis of the
feedback given by employees helped me to evaluate the benefits and shortcomings of the Performance
Review Process and recommend the measures to improve the same.

The recommendations are as follows:

 Identify the KRA’s (Key Resource Areas) and communicate the same to the
employees so that he can be judged appropriately based upon it.
 The employees must be motivated to fill in the self review form appropriately.
 They must be appreciated for their individual achievements during the period and
training/guidance must be given if they lack in some areas.
 The review must be conducted informally once in every month so that the desired
result can be achieved at the time of actual review.
 The team leader should treat everyone equally without any bias and give
appropriate ratings to each member depending upon their performance.
 The employees must be educated regarding the importance of Peer feedback that
the true rating, be it positive or negative will help his colleague in understanding his abilities
and drawbacks and he can develop himself on those aspects.

57
 To motivate employees for their extra ordinary performance apart from the PLI’s there must
be some token of appreciation given for him in the form of promotions or a simple gift
voucher etc.,
 The token of appreciation should be given to those employees whose performance was extra
ordinary as well as who have been in the organization for a longer period of time.
 The feedback from employees must also be taken regarding the working style of
management so that the management functions can also be improved. They must be given the
freedom to express their concerns.
 While conducting the Performance Review the team member must also be given the right to
rate his team leader or provide him the feedback because a cordial relation between the team
lead and members of the team is very important and the lack of good understanding may
hamper the team work.
 The problems or hindrances which are faced by employees should be taken care of, so that
the employee is satisfied and works enthusiastically.
 The employees must be informed before – hand that he needs to provide a proper
justification for the ratings given by him and it will ultimately help him to recognize his
accomplishments and drawbacks.
 The one to one meeting should be conducted in a peaceful manner so that it does not lead to
any argument and the desired objective is achieved.
 Measures must be taken for effective time management because the delay in the process will
lead to distractions.
 Suggestions must be taken from employees after the review process in order to make it more
effective.
 The career goals and career prospects of an employee must be taken into consideration so
that they stay committed to the organization.
 The negative feedback should be given and taken in a constructive manner.
 There must be delegation of authority so that one individual doesn’t feel the pressure of
handling all the responsibilities.
 Efforts must be taken to reduce the communication gap between the employees and
management.

58
  All the employees of the organization must maintain a personal diary to record their day to
day achievements as well as the problems they faced during performing a particular task so
that he has a record of all the things and it can be reproduced in front of the team leader or
management as and when the need arises.

Bibliography

Human Resource Management :Gary Desler(2009)

Appraising And Developing Managerial Performance :t.v.rao(2004)

Implementing total reward strategies :Robert.L.Heneman(2007)

An empirical study of the reward preferance :Robin J. Snelgar(2013)

Managing employee performance&reward :John Shields(2007)

Human resource management practice :Michael Armstrong(2006)

Websites:

www.citehr.com

www.google.com

59
ANNEXURE

60
 Performance Review Questionnaire

1.My self-assessment result contributes to my final appraisal result.

a. Strongly agree
b. Agree
c. Neutral
d. Strongly disagree
e. disagree

2. The Review will help me to improve my future working performance

a. Strongly agree
b. agree
c. Neutral
d. Strongly Disagree
e. Disagree

61
3. I know all the aspects and standards that are used to evaluate my performance.

a. Strongly agree
b. agree
b. Neutral
c. Strongly Disagree
e.disagree

4.Do you feel confident that you will be able to benefit as an appraisee in the review sessions
with your team lead?

a. Strongly agree
b. agree
b. Neutral
c. Strongly Disagree
e. disagree

5.Do you think you need a training program in relation to Clarity of Procedures?

a. yes
b. no

6.Do you think you need a training program in relation to Process of Performance Review?

a.yes
b.no

7.Do you think you need a training program in relation to Self Rating?

62
a. Yes
b. No

8.What are you looking forward to change Post Review?

a. Salary
b. Responsibility
c.important
d.coordination
e. Team Structure

9. How do you rate the importance of General Work Behavior in your Review Process?

a. Not Important
b. Somewhat Important
c. Most Important
d.very important
e.important

10. Are you aware of the concept of Peer Feedback ?

a.yes
b.no

63
11.Do term & conditions comply with local labour laws?

a.yes

b.no

12.Are there adequate controls over staff advances?

a.yes

b.no

13.Do you like to have any changes in halcyon technologies reward system?

a.yes

b.no

14.Do you get adequate &fair compensation for the work you do?

a.yes

b.no

15.I am satisfied with the reward system i.e free trips, gift hamper?

a.yes

b.no

16.The company does a good job of linking reward to job performance?

64
a.strongly disagree

b.disagree

c.neutral

d.agree

e.strongly agree

17.An equitable & fair appraisal that reflect your performance?

a.yes

b.no

18.Overala, how satisfied are you with halcyon as an employer?

a.highly satisfied

b.satisfied

c.neutral

d.not satisfied

e.highly not satisfied

19.how long have you been working for company?

a.less than 1 year

b.1 year to less than 2 years

65
c.2 years to less than 5 years

d.5 years to less than 10 years

e.10 years or more

20.Are you satisfied with your employees work?

a yes

b.no.

66