INTERNSHIP REPORT

2015

Student Name: Muhammad Waseem Sajjad

Roll No.: 11-BS-R-31
Degree Program: BS (HONS) Management
Session: 2011-15
Internship Organization Name: Shaukat Khanum Memorial Cancer
Hospital and Research Centre
Branch and Address: 7A Block R-3, M. A. Johar Town, Lahore, Pakistan
Internship Supervisor: Mr. Awais Akram
Internship Supervisor Contact Number: 042-35905000 Ext. 3037
Internship Supervisor E-mail ID: hrd@skm.org.pk

INSTITUTE OF ADMINISTRATIVE SCIENCES-(IAS)

UNIVERSITY OF THE PUNJAB, LAHORE
Acknowledgment

In the name of Allah who is the most magnificent and the merciful, he is the one who grant us
with knowledge and courage of doing things that we are not worthy of doing. The compilation of
this report was a daunting task which was eventually made easy with the grace of Allah.

I have taken efforts in this project. However, it would not have been possible without the kind
support and help of many individuals and organization. I would like to extend my sincere thanks
to all of them.

I am grateful to my best friend Mian Ammar Ashraf for his non-dwindling support as he stood
by me in every hour of need while making this report. I am deeply honored to be a student of
Institute of Administrative Sciences (IAS) which enabled me to do an internship.

In the end I am thankful to the co-operative staff of human resource department and management
of SKMCH, especially the manager Muhammad Ali and the HR officer Mr. Awais Akram and
Sobia Siraj who enabled me learns from my six week internship. I am thankful for the support
which the staff members extended me as they taught me the basics and the working of the
departments
CHAPTER 1: INTRODUCTION TO THE ORGANIZATION

1.1. Brief History

Shaukat Khanum Memorial Cancer Hospital and Research Centre (SKMCH&RC) is the
brainchild of Pakistan’s World Cup winning cricket captain, Imran Khan. The dream to build a
modern hospital that provides state-of-the-art cancer treatment facilities and services,
irrespective of the patient’s ability to pay, was to honour the memory of his mother, Shaukat
Khanum, who succumbed to Colon Cancer in 1985 and to help the innumerable cancer
patients. In a developing country, such as Pakistan, there was a scarcity of proper healthcare
facilities and cancer was the one disease for which there was minimal hope. Most treatable
cancers were diagnosed at an advanced stage and by that time, even the most expensive
treatment would result in an adverse outcome. The establishment of SKMCH&RC meant that
Pakistan was receiving its first cancer treatment specialist facility.
To launch the project, Imran Khan launched a nation-wide appeal in 1989, followed by a
campaign to collect funds through 50 fundraising events around the world. Support for the
cause was overwhelming in all tiers of society. After winning the Cricket World Cup in 1992,
Imran Khan’s popularity soared, which helped with fundraising efforts. He was able to collect
£1.5 million just six weeks after the win, an amount that had previously taken 2 years to collect.
In 1994, when the project required additional financing, Imran Khan travelled to 27 cities in
Pakistan in the form of a mass contact campaign to collect funds for the completion of the
project. SKMCH&RC was planned in three phases, with the first one costing nearly US$ 22
million; nearly 67 per cent of the required budget came in the form of donations. As a result,
SKMCH&RC opened its doors to patients on December 29, 1994.
The Hospital is located in Johar Town in Lahore and is built on a 20 acre site. Dr. Nausherwan
Khan Burki, the first CEO of Shaukat Khanum Memorial Cancer Hospital and Research Centre,
oversaw the building of the Hospital and recruited all the consulting and attending medical staff,
the senior nursing and administrative staff. The Hospital itself was designed by Arrasmith, Judd,
Rap, Chovan, Inc. in Louisville, Kentucky, USA. The design details on the site were handled by
Messrs and Nayyar Ali Dada Associates while Progressive Consultants performed the local
engineering.

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1.2. Vision
Let’s Bowl Out Cancer

Imran was a fine all-rounder cricketer and inspirational captain whose crowning
achievement was leading Pakistan in winning the 1992 World Cup. He uses their emotions about
cricket and that why he made a slogan related to cricket and that was “Lets Bowl out Cancer”.

1.3. Mission
“To act as a model institution to alleviate the suffering of patients with cancer through the
application of modern methods of curative and palliative therapy irrespective of their ability to
pay, the education of health care professionals and the public and to perform research into the
causes and treatment of cancer”.

1.4. Organogram

Board of Governors

CEO

marketing &human
Resource Finance Nursing Operations Medical Director
Development

Pharmacy Clinical
Computing Inpatient
Departments

Environmental
Outpatient & Hotel Services

Engineering
Chemotherapy

Administration
Operation Theatre
& Human Resources
and CSSD

Materials
Management

QA and Legal
1.5. Core Values
Our core values are more than just words. They explain what we strive for in order to fulfill our mission.
Our core values include the following:

 Patient Focus: We will ensure that the patient is at the heart of everything we do.
 High Quality: We will perform quality work in all spheres.
 Equality and Equity: We will treat all patients with equality and equity, whether they
are paying or not.
 Transparency: We will ensure transparency in all our policies and procedures.
 Merit: Every decision at SKMCH&RC is based on merit.
Our Quality Policy:

We at SKMCH&RC are committed to providing the best possible care for our patients and are
guided by the principles of equity, transparency and merit in all our activities, and are striving
towards continual quality improvement.

1.6. Corporate Values

 Welfare
Our foremost value is welfare of the patients who are suffering from cancer. We want to work
for the betterment of humanity.
 Integrity
We are committed to integrity in all we do, always, everywhere.
 Respect
We respect every individual. We draw strength from equal opportunity and diversity, at the same
time supporting personal growth and development. We value each other and we all benefit from
the entrepreneurial spirit of each individual.

 Teamwork
Teamwork is the essence of our ability to succeed as a universal and international network bank.
Our overriding loyalty is to the whole organization, requiring us all to learn from each other and
to share our skills and resources worldwide for our customers' benefit.
 Accountability

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 We put special attention on accountability because our organization depends on the
funds and donations from the people we have a proper system of check and balances because
without that we cannot gain the trust of people. SKMCH& RC accounts are audited by “Messrs
A. F.Ferguson “ a well-known international auditing company

1.7. Goals and Objectives of the Organization

SKMCH & RC stated goals are their real goals. They don’t have any discrimination between
them and they work in the same way as they project in their company’s statement.

Long Term Goals

 Research – basic and clinical.

 Community and outreach services.
 Enhancement of automation.
 Capacity enhancement.
 Regional cancer centers
 Karachi
 Peshawar
 New Directions in Fundraising.
 4 Storey Block (if permitted by Government, 9 storey block).

CHAPTER 02: MANAGEMENT PRACTICES AT SHAUKAT KHANUM

MEMORIAL CANCER HOSPITAL AND RESEARCH
CENTRE (SKMCH&RC)

2.1. HR Division—A Review

“Human Resource Management: As it’s a universal fact that the success of any organization lies
in the hands of their human resource or the employees working for that organization and the
human resource is the most valuable asset of any organization. In this concern the management
of SKMCH&RC is well known for their hard work, innovative thinking and full dedication to

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satisfy and retain employees. The employees of SKMCH&RC is well equipped with skills,
knowledge and vast experience of financial world which is required to keep the hospital on the
way of modern system with the objective of providing good services. The core ideology of
SKMCH&RC in respect of their human resource selection is to hire multi-talented and dedicated
professionals, who can perform well best with little external and in-house training to increase the
efficiency and productivity of the human resource.
2.2 Human resource department; Hierarchy

Human Resource
Manger
Muhammad Ali

Education and Recruitment and

Training and Compensation and
performance selection: four
development: two benefit: four management: five
employees employees employees
employees

2.3 Job Analysis

Job analysis is done through job description. It completely covers all responsibilities, tasks, and
activities required by the employee or internee.

Job title: HR intern

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

Roles and responsibilities:

 Involve in recruitment function

 Developing and maintaining records of employees and candidates
 Involve in orientation programs and training sessions as assistant to HR manager
 Develop and design innovative ideas to keep employees motivated

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  Assist in designing TNA and skills inventory sheet
 Follow the orders or complete tasks given by manager
Skills and competencies required:

 Excellent in working with Microsoft word, excel

 Familiarity with concepts of all functions of HR
 Has strong communication skills
 Experienced with professional workshops
Last date of applying: October 5, 2015
Interested candidates can send their CVs to: ----------------------------with the position mentioned
in the subject line.
2.4 Recruitment and selection
2.4.1 Hiring Process
Whenever the organization needs employees for internal job advertisement is made only inside
the hospital and for external job for the top level management and medical staff advertisement is
given in leading newspaper. Written test and interviews are conducted only for the nursing staff
and low level employees and for top level management only interviews are conducted.
Internal Recruitment
In SKMCH, vacant posts are also filled internally to provide an opportunity for the workers
already working in the organizations.
External Recruitment
In SKMCH, experience candidates are preferred and hired.
They mostly use method to advertise a job:
 Social groups and networking sites
 Newspaper
 online job postings
 campus recruitment
 employee referrals
2.4.2 Selection Criteria

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The selection is entirely based on merit which confirms to selection criteria without any bias
towards gender, religion, race, colour, nationality, age and according to the procedure laid down
in the HRD policies.
2.4.3 Selection Procedure
 Filling out application forms
 Application screening (short listing)
 Test (Written and practical)
 Interview
 Final selection
 Orientation
 Training
2.5 Orientation
Orientation is the procedure of providing information of the organization and the job. Orientation
of SKMCH is of formal type and is conducted on every Tuesday
Contents
Orientation normally covers the following contents.
 Welcome note from management director.
 Mission, Vision and Values.
 Brief introduction of hospital
 Companies profile
 Organization
 The working hour’s company’s profile.

2.6 Training and development

In this department there are two employees who conduct the trainings of new and current
employees and arrange the trainers for the training. They give the orientation to the trainers and
trainees. After and before training they conduct the performance evaluation of trainees and
conducted performance appraisal results filed in the personal records of employees. After
training employees are awarded with the certificate.
Shaukat Khanum gives two types of job training.

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A. On job training.
B. Off job training.

2.7 Appraising and Managing Performance :

Performance Evaluation

 Peer evaluation
 Peer comparison
 Self-evaluation
 360 degree appraisal
 Manager’s evaluation and other related activities.
Evaluation ranks:
 Performance 6 (role model, excellent)
 Performance 5 (exceeding expectations)
 Performance 4 (meeting all expectations)
 Performance 3 (not up to the mark. It is followed by the 3 months evaluation, written
warning can be given as well)
 Performance 2 (very low)
 Performance 1 (learning about their role, beginners)

Performance evaluation is done annually through which decisions of promotions and bonuses
take place. But as the work done is mostly project based, so it is very important to keep pace
with the routine performance of each member in a team throughout the project. For this purpose
HR manager schedule routine meetings with the project team to be aware of everyone’s
performance. Evaluation process is highly confidential.

2.8 Compensation and Benefits

Compensation of Overtime adjustment:

They and their internees update the overtime adjustments of employees in the portal of HIS.
Employees submitted the overtime adjustment form in which they mention the start timing and
end timing of their duty which is approved by their respective. So, employees are given by the

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monetary compensation with their salary. Organization considers and gives value to their
employees who are devoted for their organization.
Employee old age benefits:
SKMCH give many benefits to their employees from which one is the old age benefits. This
benefit is for the every employee, whoever applies for this benefit can enjoys the employee old
age benefit after the 55 years of age. During my internship the EOBI cards are distributed among
the employees by delivering them to their respective departments. Now they made the software
for the EOBI because employees apply for this more than one time and centre of EOBI issues the
card more than one time and cards are being waste of those employees who left the organization.
For the purpose of retaining effective data of EOBI, they launch the software on the portal.
Annual increment takes place in the salary of the employees every year. A fixed bonus is also
given every year. Increment record saved in the personal records of employees, by the head of
department and by the financial department.
There two type of contracts for the doctors. One for the permanent faculty and second one are for
the visitor’s .contract for the visitors is called locum in which doctors can also serve the other
hospitals. For permanent doctors, they are bound in a contract to serve and their practices are
only for Shaukat Khanum. Salary and benefit packages are different for both contracts.
Leaves benefits
Employees have leave quota which they can utilize and if they don’t utilize, then for the sake of
motivation to the employees for coming regularly, organization reward them by giving monetary
benefit. There are eight sick leaves, six casual +12 days off
Medical payment, house rent and convenience allowance. These are the benefits which every
employee earns according to their designation and seniority. Benefits also include bonus salary,
transportation (only for nursing)

2.9. Procedures of Record Keeping of Employees

The procedures of record keeping in SKMCH&RC is in the form of filing system. There are two
record rooms where record of employees is kept. One room for employees who left the
SKMCH&RC and other one are for current employees. Now SKMCH&RC develop software for
record keeping.

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CHAPTER 03: TASKS AND DUTIES AT INTERNSHIP

3.1 Tasks Performed and Duties Held

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

3.1.1 Week 01, 02, 03

In first week of internship, first day attend the orientation about HR department. Second day
assigned me the task of “Files Review” of SKMCH&RC employees and there are 2100 plus
employees of SKMCH&RC. In “Filing Review” my duty is to check the document of employees
i.e. CNIC, PNC Certificate, Pictures, etc. that they full and not expired if they are expired or
missing any document then enter them in an Excel file. During first three weeks my task was
“File Review’ and I perform it.

3.1.2 Week 04

In week 4, the next task assigned me to organize workshop on Advance Cardiac Life Support
(ACLS). I perform this task and learn new things. During this task my duties is arrange room,
other things that require for workshop.

3.1.3 Week 05

In week 5, new task assign me to sort listing and screening and conduct the test for new
employees. In sort listing and screening, in recruiting and selection department my supervisor
gives me an orientation about screening and short listing. During this week I sort different kind
of resume or CV especially for the marketing and HR assistant employees. In sorting my duties
are to check candidate education, experience, format etc. after sorting the next task to call the
candidate of interview. Through this process learn lot things.

3.1.3 Week 06

The last week of internship was very interesting and informative. In last week I move from
recruitment and selection department to compensation department. In 06 week, an orientation on
compensation department and then assigned the task of checking the files of employees only
compensation portion. The second task during last week is the preparation of different kind of

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document i.e. employees ID card, attendance sheet, internship letter. The last task that performs
in last week is data entry of employees for the wages.

CHAPTER 4: SWOT ANALYSIS OF SKMCH&RC

Strengths

 Specialized cancer hospital

 Easy access to all
 Laboratory collection centre
 Hospitals
 Highly qualified employees
 Excellent environment
 Equality among patients
 Hospital information system portal (HIS)
 International linkages
 All facities under one roof
 free of cost quality treatment of cancer for needy people
 research centers
 highly equipped machinery
 proper check and balances
 first preference to quality
Threats and Challenges

 Fundraising challenges
 Healthcare costs
 Capacity limitation
 Dearth of trained manpower
 Political instability

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CHAPTER 5: RESEARCH PROJECT

5.1. Introduction of the topic:

“Impact of reward and recognition on job satisfaction and employee motivation: Study
from the perspective of SKMCH&RC”

Motivation is such a factor that exerts a driving force on our actions and work. It is such a
dynamic in today’s environment that explicitly creates and encompasses a positive impact on the
job. Within an organization, the best performance is feasible with most committed employees
that can only be achieved through employee motivation.

Traditionally most reward and recognition programs were vague and often given in response to
a manager’s perception of when an employee performed exceptionally well. There were usually
no set standards by which exceptional performance could be measured, and it could have meant
anything from having a good attitude, assisting another department, or being consistently
punctual. In current organizational settings this is no longer the case; as organizations understand
the great gains derived by linking rewards and recognition to increase employee motivation
hence achieving business strategies and goals.

5.2. Literature Review

There is a large body of literature, including research literature, on rewards and recognition
programs. Many of the studies focus on the effects of rewards on task interest and performance
and are found in the literature concerned with motivation: both intrinsic and extrinsic motivation.
In intrinsically motivated behavior there is no reward except with the task itself. Reward and
recognition programs come within the discussion on extrinsically motivated behavior that occurs
when an activity is rewarded by incentives not inherent in the task (Deci, 1971).

Motivation:
Many contemporary authors have also defined the concept of motivation. Motivation has been
defined as: the psychological process that gives behavior purpose and direction (Kreitner, 1995);
a tendency to behave in a purposive method to achieve specific, unmet desires (Buford, Bedeian,

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&Lindner, 1995); an inner force to gratify an unsatisfied need (Higgins, 1994); and the will to
accomplish (Bedeian, 1993).

The literature available on the field of motivation is extensive, and to cite Herzberg (1987, p.
109): “The psychology of motivation is tremendously complex”. There seems to be a great
interest of understanding human motivation and what drives employees to perform well for an
organization that has resulted in an abundance of theories (Steel and König, 2006).

Motivation is operationally defined as the inner force that drives individuals to achieve personal
and organizational goals. Understanding what motivates employees is one of the key challenges
for managers. Although it is not possible directly to motivate others, it is nonetheless important
to know how to influence what others are motivated to do, with the overall aim of having
employees identify their own welfare with that of the organization (Bruce and Pepitone, 1999).

Many studies cite Herzberg’s Motivation-Hygiene theory (1987), Vroom’s Expectancy theory
(1964), Maslow’s Need theory (1943) and Locke’s Goal setting theory (1978). The notion of that
new theories mostly build on old literature is supported by Locke and Latham (2004) who
discuss the method used in work motivation research, and also Latham’s and Pinder’s (2005)
review of work motivation theories from research between the years 1993 and 2003. Latham and
Pinder (2005) conclude in their review that primarily three theories dominate the literature from
this time. These are goal setting, social cognitive and organizational justice theories. The
researchers also state that few fundamentally new models of work motivation have emerged
during this time, in comparison with the groundbreaking impact of Maslow’s need theory,
Vroom’s expectancy theory and Locke’s goal setting theory.
Arnold et al. (2010, 310) found three components of motivation:

 Direction – what a person is trying to do

 Effort – how hard a person is trying
 Persistance – how long a person keeps on trying

Rewards:
A well designed and functional reward system is an efficient way to increase employee work
motivation. The appropriate type or reward is developed in accordance to the company’s reward
philosophy, strategies and policy. However, it might be challenging to find the right way to

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combine the company’s integrated policies and practices together with the employee
contribution, skill and competence. (Armstrong, 1999, p.569-570).

Entwistle (1987) is one of the views that if an employee performs successfully, it leads to
organizational rewards and as a result motivational factor of employees lies in their performance.
Majority of the organizations require their employees to work according to the rules and
regulations, as well as, job requirements that comply with full standards. The investigations that
have been conducted to find the relationship between compensation and individuals were
focused to increase the performance of employees (Ciscel, 1974). The highly motivated
employees serve as competitive advantage for any company because their performance leads an
organization to well accomplishment of its goals. Among financial, economic and human
resource, human resources are more vital that can provide a company competitive edge as
compared to others. According to Andrew (2004), commitment of all employees is based on and
rewards and recognition. Lawler (2003) argued that prosperity and survival of the organization is
determined through the human resource how they are treated. Most of the organizations have
gained the immense progress by fully complying with their business strategy through well
balanced reward and recognition program for employee. Deeprose (1994) argued that the
motivation of employees and their productivity can be enhanced through providing them
effective recognition which ultimately results in improved performance of organizations. The
entire success of an organization is based on how an organization keeps its employees motivated
and in what way they evaluate the performance of employees for job compensation. Managing
the performance of employees forms an integral part of any organizational strategy and how they
deal with their human capital (Drucker as cited in Meyer & Kristen, 2005). Today where every
organization has to meet its obligations; the performance of employees has a very crucial impact
on overall organizational achievement. In a demotivated environment, low or courage less
employees cannot practice their skills, abilities innovation and full commitment to the extent an
organization needs. Fredman (1978) is of the view that when effective rewards and recognition
are implemented within an organization, favorable working environment is produced which
motivates employees to excel in their performance. Employees take recognition as their feelings
of value and appreciation and as a result it boosts up morale of employee which ultimately
increases productivity of organizations. Csikszentmihalyi (1990) posits a view that the state of
satisfaction and happiness is achieved by the employees only when they maximally put their

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abilities in performing the activities and functions at work. In this way motivated employees are
retained with the organization thus reducing extra costs of hiring.

Rewards play a vital role in determining the significant performance in job and it is positively
associated with the process of motivation. Lawler (2003) argued that there are two factors which
determine how much a reward is attractive, first is the amount of reward which is given and
second is the weightage an individual gives to certain reward.

An essential difference between a tangible reward and a non-tangible reward is the time period
required for it to be beneficial to the employee. A tangible reward is considered short term since
the employee is able to receive it the instant the employer grants the reward. In contrast, a non-
tangible reward is often more long term. For instance, receiving enough compliments can in time
result in a promotion to a better paid position however; the moment directly following the
compliment is not of limited value to the employee. Interestingly, Anderson and Jerman (1979)
found that the actual realization of the career growth opportunity is not a condition that has to be
satisfied. The opportunity alone, or perception of the employee, is enough to give this reward
value. A last remark about non tangible rewards is that they are likely to be more valued after
the lower order needs, which are related to extrinsic rewards such as a financial reward, have
been largely satisfied (Deci, 1972; Anderson and Jerman, 1979).

5.3 Problem statement

From the above literature the following hypotheses emerge:

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

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

Context:
When I did my internship in SKMCH&RCI observed that it is a difficult task for a manager to
keep his team motivated. It is very important to know what are the factors which can help to
keep an employee motivated. As there are so many things which should be considered but due to
certain limitations I have only picked up only one facet which I think is most important in this
area and it should be given importance in order to keep employees motivated.

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

Primary objective:

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

Secondary objective:

 What kind of association exists between rewards, office design and employee
motivation?
 What are the effects of rewards on employees?
 Does every element of rewards and office design effects employee motivation?

5.5 Significance of the Research:

Most employers today would like to have their employee’s motivated and ready to work, but do
not understand what truly motivates a person. Companies could be more efficient if the
employees had an invested interest in the future of the company. There are essential needs to be
met for a person, specifically an employee, to succeed in the workplace.

There are two specific types of motivation: financial and non-financial. I will focus on ways the
employers can motivate their employees using financial means as well as non-financial
recognitions. In this day in time, there is not always a plentiful amount of money to spend on
motivation, so it is important to understand how managers can make their employees feel
important without breaking the bank. Both types need to be executed in a strategic way to
provide the best results.
The purpose statement of this research is to examine the importance of motivation in a large
firm, in the business world, covering in particular: employee motivation and it will be
concentrated on the different variables that lead to motivation and job satisfaction. Intrinsic and
extrinsic motivation was determined using a scaled work preference inventory.

5.6 Methodology:

5.6.1 Research Design

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This research is basically a hypothesis testing. I have developed a hypothesis and an alternate
hypothesis to nullify the hypothesis. Now this research will help me to test either which one of
these is correct. The result of this research study will tell that either really any relationship exists
among these variables.
This is a correlational study because we have the variables and now I want to confirm that
either any relationship exists between those variables of job satisfaction and employee
motivation. It is a field study. I was doing my internship in the concerned organization and
during that time I conducted that research through questionnaires.

5.6.2 Population
Population is basically the total number of employees working in SKMCH&RCat the time of my
internship period. The total number of employees at that time was approximately 120. So, it is
our population.

5.6.3 Sample and Sample Size

For this purpose a non-probability sampling, i.e. convenience sampling technique is used for
recording the response of 20 employees. The convenience sampling is used because the
information collected from these employees who were accessed quite easily and conveniently.

5.6.4 Sampling Method:

I have done sampling for this research as random sampling.

5.6.5 Tool/Instrument used for Data Collection:

I have used the questionnaire which was being filled by employees of the concerned
organization. I have developed this questionnaire myself. It covers the most important facet of
rewards which is compensation part for the employee and I have used Liker scale in the
questionnaire.

5.6.6 Data Collection Method:

The first part of research is based on the findings from literature and previous research on
motivation. Mostly journals and research articles from internet on the topic of motivation was a
basic source of information. Internet was the main tool to search for the relevant articles related

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

The second part of the research is based on the survey administered to employees of concerned
organization. The aim of the survey is to find out that which factors employees find motivating
in work. Tool to collect data is self-administered questionnaire. This type of collecting data does
not require interviewer. Respondents are asked to fill the questionnaire and read the instructions
on their own. The questionnaires are distributed in two different ways. First one is to send the
questionnaire through e mail. In the second option they are distributed by hand. In this case I
emailed questionnaire to the respondents. The reason behind this choice was that number one
this option was cheaper. Secondly keeping in mind the culture of the organization it was
recommended that this option would be more feasible to collect reliable and valid data. This is
the option which is widely used in the organization for the purpose to fill the questionnaire.

5.7 Limitations of Research

Due to scope of this research three are several limitations that need to be addressed. First, it has
to be noted that although there are some evidence in the literature on existing relationship
between employee motivation and rewards and recognition, it should not be taken as granted that
the factors chosen as motivating will also be important for each and every employee. The main
question in survey asked about the most motivating factor will not remain so in the future life of
the employee.

Second the present study limited its sample to the employees of one organization only of
SKMCH&RC Limited. This may hinder the generalizability of the results. In other words, results
should be generalized only to the population of employees from that particular organization.
However it is the possibility that employees from other organizations would give the similar
answers.

Third the list of factors used in questionnaire was made on the basis of previous researches on
that topic. However disadvantage of choosing this particular form of questioning is a risk to miss
some factors that are important but not listed.

Delimitations:

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  While doing the literature review for this research I have not considered books because I
had not the enough time and resources to review the books which are written on this topic
otherwise it would be more extensive for me. I had not the access to a large number of
books as well.
 I have not done this research on the whole population due to limitations of time. To
consider the time limits I have collected the data from the limited people who were part
of my sample.
 Research methodology only includes questionnaires. I have not used interviews because
most of the managers were not willing to give interviews as they are more time
consuming to conduct.

Explanation of key terms:

Key terms which are used in my problem statement are employee motivation which is dependent
variable and independent variables include compensation, relation with coworkers, relation with
supervisor, growth and decision making autonomy.

Employee motivation:

Employee motivation is not new in the world of human resource management. The term has been
defined and viewed by many scholars in various fields and they give different meaning to
employee motivation. However, many of these meanings hold similar idea. From the context of
psychology, economy and human studies, motivation refers to 'a reason or reasons that make a
person engages a particular behavior. From this perspective, a person can be influenced by many
drives and basic needs like food and a desired for an object as well as the state of being might be
included in these reasons to motivate a person to act in certain way or do certain things. On the
other hand, motivation refers to 'the intrinsic and extrinsic factors that drive a person to act or
take certain actions.

Data analysis and Results:

Respondents were asked to indicate if higher rewards can induce employee’s motivation. As a
result, 17 out of 20 respondents, representing 85% stated that higher rewards will increase

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

Table:

Extremely Do not Somewhat Extremely

Questions and factors disagree agree agree2 Agree agree

Relation in reward and motivation 1 2 17

Decision Making Autonomy 3 17

Recognition 2 2 16

Salary 1 19

Impact of rewards on performance 3 2 15

Importance of extrinsic and intrinsic rewards 2 1 3 14

Incentives 2 18

Fair pays 1 19

Pay for performance or equal pay 1 2 17

Satisfaction with compensation plan 1 3 16

Graphical representation:

20
 20
Number of Responses 18
16
14
12
10
8
6 Extremely diagree
4
2 Do not agree
0
Somewhat agree2
Agree
extremely agree

Factors and Questions

Respondents were further asked to state the kinds of rewards they think will induce job
satisfaction. Results revealed the following: 14 respondents indicated ‘allowances and increases
in salaries’, 2 respondents, stated ‘incentive package like accommodation’, 4 respondents stated
‘promotion of workers’.

Worker's
promotion
20%
incentives
10%
Allowances
and
increase in
salary
70%

Factors affecting motivation

5.8. Conclusion:

SKMCH&RC employees reward system is analyzed, when the information obtained is looked in
to out of the particular 17 employee have high motivation, at the same time 3 employees’
moderate motivation in reward system. That is 85% employees are high and moderate
Motivation. The rest 15% have replied unfavorably. Therefore on the reward system of this

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organization particularly reward system of this international subsidiary is very attractive. The
main reason for the motivation is that the reward system for the staff of the organization. When
the employee’s needs are fulfilled satisfactory through reward system, the employee’s motivation
achieved increases.

There is positive relationship between the rewards and Employee Motivation of the staffs of this
organization and that is between the intrinsic reward system and the Motivation also positive that
extrinsic reward system and Motivation. Therefore, as a whole, there is a considerable positive
relationship between the total reward system and the Employee motivation of the Employee of
the SKMCH&RC.

In this Study, every element relates with the rewards of the employees of SKMCH&RCwas
analyzed. Further, Higher performance consistency achieved, Willingness to take decision,
recognition, Growth in job, are found to be the determining factors that influence employee’s
performance. Rewards:-Regarding the rewards, comparatively 85% of employees only are
favorable to reward system.

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

On the basis of 85% Employees of this organization who have High Motivation; this hypotheses
is confirmed effectively. Hence it illustrates that when both intrinsic and extrinsic rewards
provide, the Motivation of the employees of this organization also slightly improved and vice
versa.

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

Here this hypothesis is not accepted, because there is a positive relationship found between the
reward system and the employee’s motivation. That is when the employee reward system
increases, Motivation also increases through the performance consistency achieved, Willingness
of responsibility, challenging work, growth in job.

5.9. Recommendations:
SKMCH&RC must be careful in the following factors to increase the Employee motivation of
the Employees by redesigning the reward system.

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

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

3) This organization can build up the commitment among employees by rewards and achieve
both individual and Organizational objectives.

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

5) Responsibility with challenges when an employee is involved in a challenging task, the result
of which should be taken in to the account the responsibilities assigned to the staff should have
relevant authority. As regards the staff moderately satisfied. The facilities provided to the employees
should be compared with that of other private Organization and facilities similar to it or more to be
provided quickly.

5.10. Summary:
I have done this research in order to find out the relation between rewards and motivation of
employee. My problem statement is regarding these two factors in which motivation is a
dependent factor and rewards are independent factors. To complete my research I thoroughly
examined literature review to find out the different definitions by different authors and what
research has already been done on this topic. My literature review is mostly based on articles,
journals and research thesis.

To test my hypothesis I design a questionnaire myself. This questionnaire was designed so I can
collect data about the perspective of employees of the concerned organization. This
questionnaire is based on Likert scale and it has total 10 questions. I have kept the questionnaire
short and precise so employees have no difficulty in filling the questionnaire. I randomly
selected subject matter. All the employees cooperated with me and helped me in getting the form
filled.

The data I collected through my questionnaire then I used to interpret the results. I summarized
data in form of a table. With the help of that table I made graphs and pie chart. Those graphical
representations help to understand the results more comprehensively. By analyzing the data

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collected it has confirmed the hypothesis that relation exists between rewards and employee
motivation. In this case alternate hypothesis has been nullified.

In the end I have given the conclusion of my research and in the light of that conclusion I gave
recommendations to improve the employee motivation with the help of extrinsic and intrinsic
rewards. These recommendations can be applied partially or completely based on the feasibility
for the organization. SKMCH&RC has already a very good compensation and recognition
program and their employee’s motivation level and retention is also very high in return. This
research can also be applied on any other organization.

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

Allender, H., & Allender, J. (1998). Identifying the right management job for you. Industrial
Management, March /April98, Vol.40

Carrell, M., & Dittrich, J. (1978). Equity Theory: The Recent Literature, Methodological
Considerations, and New Directions. Academy and Management Review, April78, Vol3.

Deci, E., & Gagne, M. (2005). Self-determination Theory and work motivation. Journal of
Organizational Behavior, June 2005, Vol. 26

Kovach, K., (1995). Employee Motivation: Addressing a crucial factor in your organization’s
performance. Employment Relations today, summer 1995, Vol22, Issue 2, 93-107

Lawler, E. (1996). Job Design and Employees Motivation. Personal Psychology, winter 69,
Vol22, Issue 4, 426-435 Lu, L., (1999). Work Motivation, Job Stress and Employees’ Well-
Being. Journal of Applied Management Studies, June 99, Vol. 8 Issue 1, 61-63

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