INTERNSHIP

REPORT
MENTOR GRAPHICS
INSTITUTE OF
ADMINISTRATIVE
SCIENCES

SUBMITTED BY:
WAJEEHA NOUREEN

ROLL NO.:
02 (Regular)

Program:
B.S (Hons) Management
2010-14

Date of Submission:
7-8-2014

Contents
Acknowledgement:..........................................................................................................................1
Abstract:...........................................................................................................................................2
Section 1: Conceptual Review of MENTOR GRAPHICS:.............................................................3
Introduction to Mentor Graphics:................................................................................................3
1.2: Overview of HR department:...............................................................................................6
Chapter 2: A Managerial View of Mentor Graphics:.......................................................................7
2.1: Planning:...............................................................................................................................7
2.2: Organizing:...........................................................................................................................8
2.3: Leading:................................................................................................................................9
2.4: Controlling:.........................................................................................................................10
Structure and Design issues at MGP:.........................................................................................11
3.3: Structural Dimensions:.......................................................................................................14
3.4: Contextual Dimensions:.....................................................................................................14
3.5: Design Dimensions:............................................................................................................15
Chapter 4: Review of past performance through financial analysis:.............................................15
Section: 2: Core Internship Learning In Mentor Graphics:...........................................................15
Chapter 5: Human resource management:.................................................................................15
5.6: Orientation:.........................................................................................................................19
5.6: Training and Development.................................................................................................20
5.7: Appraising and Managing Performance:............................................................................23
5.8: Compensations and Benefits:.............................................................................................24
Section 3:

Conclusion..............................................................................................................25

Chapter 6:...................................................................................................................................25
6.1) SWOT Analysis..................................................................................................................25
6.2) Conclusion:.........................................................................................................................26
Recommendations:....................................................................................................................27
Chapter 7: Research Project...........................................................................................................27
1

Introduction of the topic:...........................................................................................................27

Literature Review:.....................................................................................................................28
2. Problem statement:................................................................................................................33
3. Aims and Objectives:.............................................................................................................33
4. Significance of the Research:................................................................................................33
5. Methodology:.........................................................................................................................34
5.1) Research Design:............................................................................................................34
5.2) Population:......................................................................................................................35
5.3) Sample and Sample Size:...............................................................................................35
5.4) Sampling Method:..........................................................................................................35
5.5) Tool/Instrument used for Data Collection:.....................................................................35
5.6) Data Collection Method:................................................................................................35
6. Limitations of Research:........................................................................................................36
Delimitations:........................................................................................................................36
Explanation of key terms:......................................................................................................37
Data analysis and Results:.........................................................................................................37
Table:.....................................................................................................................................38
Graphical representation:.......................................................................................................38
Conclusion:............................................................................................................................40
Key findings:.............................................................................................................................40
Recommendations:....................................................................................................................41
Summary:...................................................................................................................................42
Appendix:..................................................................................................................................43
References:................................................................................................................................46

Acknowledgement:
Millions of thanks to ALLAH ALMIGHTY who has given me strength, competency, opportunity
to complete this project. Then my parents who have always loved me and supported me
throughout my life.
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 highly indebted to Mentor Graphics Pakistan for their guidance and constant supervision as
well as for providing necessary information regarding the project & also for their support in
completing the project.
I would like to express my gratitude towards my teachers & member of Mentor Graphics for
their kind co-operation and encouragement which helped me in completion of this project.
My thanks and appreciations also go to my friends in developing the project and people who
have willingly helped me out with their abilities directly or indirectly.

Abstract:
Internship report includes all the details about the concerned company Mentor Graphics
Pakistan. It is the subsidiary of American Engineering Company. In this report I have given the
brief introduction about the company, their departments, teams, management functions. I have
done my internship in the Human Resource department of concerned company.
Vision, Mission statement, organogram and SWOT analysis of Mentor Graphics Pakistan has
been mentioned in this report as all this information was given to me by the company itself
according to their policy. This report has explained a little about the management functions and
financial information about the organization. Since I worked in HR department I had not much
knowledge about their financial part as well as it was confidential information which company
do not share with internees as per policy.
So, I have explained their functions of HR department. I have described my learning during the
internship. Functions in which I actively participated were recruitment, orientation, training and
record keeping. I helped my supervisor in designing training need analysis questionnaire and
skills inventory sheet. Besides that I helped my manager in designing training for leadership
roles of managers. I was assigned the job of making and decorating boards for the Employee of
the month.
I also conducted a research during my internship on employee motivation. I had the consent of
my manager for doing that research. Subject matter of research was employees of MGP. I chose
them through random sampling method. All those employees helped me by filing out the
questionnaires. I shared my results and conclusion of research with the manager of HR
department and my supervisor. I gave presentation which also included recommendations about
how they can increase employee motivation through their rewards system.

Section 1: Conceptual Review of MENTOR

GRAPHICS:
Introduction to Mentor Graphics:
1.1: An Overview:
Mentor Graphics is a US-based multinational corporation dealing in electronic design
automation (EDA) for electrical engineering and electronics. In 2004 it was ranked third in the
EDA industry it helped create. Founded in 1981, the company is headquartered in Wilsonville,
Oregon and employs roughly 4,400 people worldwide with annual revenues of around $1 billion.

1.1.1: Brief History:

In Pakistan it was developed in 2005 and actually was founded in 1981 in Wilsonville, Oregon. It
is a technology leader in electronic design automation, providing software and hardware
software design solutions that enable companies to develop better electronic products faster and
most cost effectively. There are total 4000 employees and 30 engineering and 50 sales offices of
MGC across globe.

1.1.2: Organogram:

CHAIRMAN
Syed Hassan Raza
Gillani

ENGINEERI
NG
DEPARTME
18 sub
NT
departments
IT
DEAPRTME
NT
4
Employees

FACILITIES
DEPARTME
NT
3
Employees

HUMAN
RESOURCE

2
Employees

Actually no hard and fast hierarchy exists in this organization. The main function of
MGC is engineering work. There is team structure working in this department. The
hierarchy exists on the basis of experience.

s e n io r
e n g in e e rin
g
m anager
e n g in e e rin
g
m anager
te c h n ic a l
le a d e r
s e n io r
s o ftw a re
d e v e lo p e r
s o ftw a re
d e v e lo p e r

Different types of teams are formulated for different projects. Finance department is outsourced
and it is controlled by India. Marketing department does not exist here. Facilities department
which is mostly known as logistics or admin department has employees. There are two people
working for the IT department.in this organization there is no clear chain of command and
usually wide spans of control.

1.1.3: Mission Statement:

In a fast paced world where designers have to execute more difficult designs in less time than
ever, the company offers the tools, technologies, services and support to overcome the toughest
design challenges, and deliver designs on time.

Vision:
Grow Profitably

1.2: Overview of HR department:

1.2.1: Structure:
In the field of HR it is known as HR team. It comprise of two people:
Ms. Ghazala Butt

Ms. Mubashra Arif

1.2.2: Culture:
Mentor Graphics is a very friendly place to work in. It provides all the cultural competence to its
employees so, they can work in safe and friendly environment. Some of its policies to maintain
its culture are as follows:
Open working atmosphere:
If any employee have problem regarding any matter or issue, he/she can simply go to the
relevant person and discuss the matter. HR manager and team are always there to help them.
Issues and problems are immediately catered and acted upon.
Smoke free environment:
It is not allowed to the employees and the staff to smoke in the office premises. There are other
places like roof which is designated for this purpose. This policy is to ensure clean and healthy
working environment.
Drug free workplace:
6

It is strictly prohibited to use drugs in office. It can get towards penalty as well.
Growth oriented environment:
Employees of the organization are highly appreciated and encouraged to develop themselves. It
is the core policy of Mentor Graphics as well to invest in research and development. It has spent
approximately $2 billion in R&D department in last 10 years.
Winning ethically:
Mentor Graphics especially focus on the business ethics which its employees have to follow in
order to maintain their reputation. It excels in its ethical working. So, each and every stake
holder has to follow it.

1.2.3: Overall Functions:

Main tasks and activities that are done by the HR team are as follows:

Recruitment
Hiring
Orientation
Training and development
Appraisal and evaluation
Compensation and benefits
Maintaining work culture
Motivating employees
Promotion
Communication and coordination

Chapter 2: A Managerial View of Mentor

Graphics:
2.1: Planning:
2.1.1: Planning Processes and issues:

In HR department planning process are mostly focused on the interview schedules. For this
purpose manager has to check the availability of interviewer, candidate and meeting rooms etc.
Other planning processes are the advanced preparation for orientation of new employee and
doing the proper documentation. These are the routine tasks of HR which require extensive
planning.

2.1.2: Planning Tools and techniques:

In the HR department of Mentor Graphics Pakistan above mentioned planning processes were
mostly conducted by Microsoft Office Outlook. It has been a very useful tool in planning
interview schedules and meetings. In addition to this many professional networks were also been
used.

2.2: Organizing:
2.2.1: Organizational Structure and Design:
Organization structure of MGP is not very complex.
Work Specialization: In MGP work is not divided in to same routine tasks. In fact all the work
is project based. In each different project they need different skills set. That is why there is a lot
of rotation within teams according to the requirement.
Departmentalization: In MGP departmentalization is usually either function based or product
based. All the management is divided on the basis of functions and engineering teams are mostly
based on the product or service they are making or designing.
Chain of Command: There is no clear chain of command. There are mostly self-managed and
cross functional teams. Authority does not travel in a straight line from to bottom. Employees
freely communicate with each other. There is mostly one team leader.
Span of Control: In MGP span of control are very high. Only one leader controls the team of
engineers. Employees have autonomy.
Formalization: There are rules and company policies which must be followed in performing
tasks and activities. But there is no strict formalization. Employees can make variations and add
creativity to their work.
8

Centralization and Decentralization: MGP is a decentralized organization. There are so many

decisions which are being made on daily basis on each level of employment.
Matrix Structure:
MGP has a matrix structure as organizational design. It works on product and functions both
basis. Rather than departments there are teams to perform several tasks and activities.

2.2.2: Organizing the HR department:

In HR team there are two female employees. HR Manager is Ms. Ghazala Butt and reporting to
manager is the position of Executive HR Manager Ms. Mubashra Arif. They both communicate
with each other on the two way basis. Mostly decisions are made by HR manager.

2.2.3: Communication within MGP:

There is open door policy working in the organization. There are no strict rules or formal ways or
procedures for the communication within the employees. Rather all the employees can easily get
each other and communicate with one another. Mostly the procedure is facilitated by MS
Outlook. Paperwork is as less as possible which creates convenience in most affairs.

2.3: Leading:
2.3.1: Groups and Teams:
Management and engineering are the two main functions and departments in MGP. In
management department main teams are HR, Facilities, IT, Finance.
In engineering department there are total 17 teams working which include

Nucleus BSP
Connectivity
Linux Services
Tools
Hypervisor
QA
TME
VSTAR Porting
Middleware
Kernel
Middleware
9

UI & Graphics
SLE
MEL
Code Bench
Web Portal
Program Manager

2.3.2: Motivational Techniques used to Increase

Productivity:
In order to increase productivity mostly monetary incentives are being used. There are lots of
benefits and compensations which are being used to keep employees satisfied and motivated.
There is annual bonus for those who perform up to mark in their teams.
In addition to that there are certain practices which are being followed to keep employees
motivated. There was an activity named as GROW TOGETHER. It was designed to keep
employees aware of their performances and for the purpose to appreciate each other and learn
from each other.

2.4: Controlling:
2.4.1: Basic Controlling Authorities in MGP:
As there is matrix structure working in MGP so, there are mostly team leaders who control their
teams and are responsible for their working.
The basic controlling authority of MGP is the position of Managing Director which is currently
filled by Syed Hassan Raza Gillani. On the engineering side position of Managing Operations is
responsible and controlling authority. Mr. Zeeshan Altaf is doing his responsibilities for this
position.

2.4.2: Control approaches used by MGP:

There is a section of control approaches in policy book of MGP. Each employee is got informed
of this prior to job confirmation. Rules to protect company policies and confidential information
are very strict. It is make sure that everyone follows them and respect them. Certain approaches
that are being used are as follows:
Counseling by supervisor, verbal warning, written warning, separation
10

 Penalties
Withholding of increments or promotion for a specific time not exceeding than 1
year
Demotion
Suspension without pay
Dismissal from service without payment of any compensation

2.4.3: Controlling against frauds and illegal activities:

On the very first day, each employee has to sign a legal document which ensures that employee
will follow company policies. He will not indulge in any kind of illegal activity. He will not use
company assets for personal use neither for any purpose which is prohibited by company. If any
employee during his/her job fails to do so will be subjected to police. Court will punish him/her
according to the national law.

Structure and Design issues at MGP:

3.1: Groups/Divisions/Departments in MGP:
Management department:

11

Managing Director Syed Hassan Raza

Gillani
HR

Ms. Ghazala
Butt

Finance

IT

Ms.
Mubashra
Arif

Mansoor
Triq

Imran Asad

12

Muhammad
Ishtiaq

Services

Facilities

Muhammad
Shahzad

Mukhtar
Shiekh

Muhammad
Masood

Athar Ali

S e n io r E n g in e
O p e r a t io n s
M a n a n g e r
Engineering department:

Nucleus
BSP
Middleware
Connectivit
y
QA
UI &
Graphics

T
ools
Linux
Services

SLE
MEL
Code

Bench

3.2: Geographic Distribution & its earnings:

Net annual income of Mentor Graphics is 138.7 million USD. Its annual revenues are 1.09
billion USD. Mentor Graphics has 70 offices worldwide. Its offices are located in Pakistan, USA,
Europe, Japan, Egypt, India, Korea, Poland, Hungary, China Canada, Germany, Switzerland,
Taiwan and Singapore.
Head office for HR Pakistan is Japan. Finance of Pakistan office is being controlled by Egypt.
Marketing is under the control of Europe.

13

3.3: Structural Dimensions:

3.3.1: Formalization:
There are rules and company policies which must be followed in performing tasks and activities.
But there is no strict formalization. Employees can make variations and add creativity to their
work.

3.3.2: Specialization:
In MGP work is not divided in to same routine tasks. In fact all the work is project based. In each
different project they need different skills set. That is why there is a lot of rotation within teams
according to the requirement.

3.3.3: Hierarchy of Authority:

In Mentor Graphics there is no large and complex hierarchy. As in this organization span of
control are very high. Work is mostly team based and each team report to their leader.

3.3.4: Centralization:
MGP is a decentralized organization. There are so many decisions which are being made on daily
basis on each level of employment.

3.4: Contextual Dimensions:

3.4.1: Size:
MGC is a multinational organization. Its offices are working on 70 locations in different
countries worldwide. Total employees working in it are more than 4000. MGP has more than 110
employees including managerial staff and engineering staff. In physical size its office is
occupying tree and half floors in Ali Tower MM Alam Road.

3.4.2: Technology:
MGP is a technologically very advanced organization. We can call it virtually a paperless
organization. This company deals in technology so, it requires very advanced software systems
and computer systems which are able to support the working of employees.

3.4.3: External Environment:

14

MGP has no competitor in this country. Virtually they have no market in Pakistan either. They
rarely need to do their external analysis. Market of its products mostly lies in Europe or
America.
As far as concern of market support so, software required to develop their products are mostly
from headquarters of company. Skills needed to do these products are rare as well.

3.5: Design Dimensions:

3.5.1: Defined Work Activities:
Work activities of every person are defined. For this purpose job description is being used. It
covers all tasks, activities and responsibilities of a person. Group leader can demand some work
from its employee other than described in JD. It is also mentioned to obey orders given by the
authority figure.

3.5.2: Reporting Relationships:

Team reports to its leader. But this is a two way process in mode of communication. Employees
in all the teams are friendly and respect each other.

Chapter 4: Review of past performance

through financial analysis:
Mentor Graphics Pakistan does not deal in financial affairs of the company. Finance is being
controlled by office of Egypt. That is why there is no record of financial affairs in Pakistan
office. Neither have they dealt in these matters.

Section: 2: Core Internship Learning In

Mentor Graphics:
Chapter 5: Human resource management:
5.1: Human Resource Division/Departments:
15

There are no further departments or divisions on HR Department of MGP. It has only two
employees. HR department reports to HR department in Japan of Mentor Graphics.
Responsibilities are divided in both members of this team.

5.2: 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
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: AUGUST 5, 2013

Interested candidates can send their CVs to: ----------------------------with the position mentioned
in the subject line.
This was job description for internee in HR department. Likewise job descriptions are being
designed for each job post in order to analyze job requirements and responsibilities.
Job description sample:

16

Job title: web application developers for contractual position who should able to design,
develop, maintain web services and web applications meant to be delivered on both desktop and
embedded devices.
Qualification:
Bachelors of CS/CE/EE
Role & Responsibilities:
Developing, debugging, staging, testing, and deploying of web based applications and
native client and mobile applications.
Development of UI, integration, maintenance and testing, including on remote servers.
Involve in API Architecture design, development and testing.
Flexibility to adapt to rapidly changing business environment which will include learning
new technologies
Skills & Competencies Required:
1 to 3 years of professional software/web development experience, including concepts,
practice and procedures.
Experienced with PHP, SQL, HTML/HTML5, JavaScript, AJAX, JQUERY, CSS3, Node.js,

XML, WSDL, XPATH, XSL

Excellent problem solving, learning and adapting skills.
Familiar with Google APIs.
Experienced with different content management systems (CMS).
Experience with scripting languages like Python, Ruby, and Perl.
Familiarity with basic Linux/MySQL administration.
JAVA (J2EE) development skills including JAX-RS/JAX-WS.
Experience with socket programming and JAVA Security Architecture experience.
Experience with software development tools and techniques such as MAVEN, ECLIPSE and

UNIX shell scripting.

Experience with Apache Axis2, Apache CXF, Glassfish.
Understand how to build large scale and robust web services.
Should have a strong portfolio of web application programming and projects.
Has a deep understanding of the Web technology stack (TCP/IP, HTTP, HTML, JavaScript,

and CSS).
SOA Technology: SOAP / XML / WSDL / REST.

17

5.3: Recruitment and Selection:

They mostly use method to advertise a job:

Social groups and networking sites

Newspaper
online job postings
campus recruitment
employee referrals

Objective of employee referral: To encourage and reward employees who refer and recommend
candidates who have successfully gone through the recruitment and selection process and have
joined the organization.
In the post of ad it includes required qualification, job title, and required experience. Further job
description includes required skills, roles and responsibilities and address is given in the post.
MGC welcome everyone from anywhere. It ensures diversity through this policy.
Usually 15 days time is given to candidates so he/she can apply on the given address.
After that start the screening process of resumes. It occurs in two phases, firstly HR department
formulate a pool of suitable candidate and then forward this to concerned department. HR screen
the CVs on the basis of technical guidelines given by the concerned department. They only
select the technically strong candidates and then screen out them.
Next comes the interview phase. There are panel interviews with technical team. There is a
standard evaluation through which panel judge the candidate. There is technical evaluation,
Personality evaluation. Approximately 8 dimensions of technical evaluation and 4 dimensions of
personality evaluation are given on the form. Rating criterion is 1-5 plus there is overall rating
and overall remarks about candidates are also given on the form. Those candidates who have
been selected in the interview give further interviews either to HR department or to technical
teams. Within the 7 days time HR report the status of the interview to interviewee.

18

After selecting the final candidate, he has to give the joining date. There is margin of 30 days in
joining date mostly. In case of contractual employee this is the last step but in the case of
permanent employee there are negotiations on the pay package.
Reference checking:
When an employee is selected after a number of technical and personality interviews to be a
potential candidate then before taking him/her onboard reference checking is also ensured.
Pay package:
HR department usually formulate a pay package for the concerned position as per policy. Then
this package is offered to the candidate. If he is agree on it then the procedure is complete.
Otherwise HR department has to negotiate with him/her until both parties agree on the common
ground.
Budget:
There is budget allocated to HR for the recruitment and hiring process. There are direct and
indirect costs that incur during the whole procedure. Sometimes organization has to freeze its
hiring. This decision can be based on several reasons.
Principles:
Recruiting qualified personal
Recommendation by concerned department and HR
On the basis of strict standards

5.6: Orientation:
Mostly in Mentor Graphics 1 day orientation plan is being followed. It covers usually
documentation part, signing contract followed by the presentation about history, basic rules, and
policies, evaluation methods. Its like giving a birds eye view about organization and its working
procedures.
It includes tea breaks, lunch breaks as well.

19

On the next half employees are given a survey of whole office and meeting with key people. It
also includes survey of all facilities. There is a proper orientation plan which is being followed in
order to conduct it smoothly.
I week orientation plan is mostly being followed in case of mass recruitment. Many
organizations delay their recruitment process and do it after some period or years. In this case
they need long orientation period to fulfill the requirement.
The other case is of government organizations where a number of departments are working. In
order to give the full introduction to new employees, there is the need of either 1week or 1 month
orientation plan.

5.6: Training and Development:

I have been involved in leadership training program of Mentor Graphics. They had introduced
this program for the managers of organization. It included presentations, ice breaker activities.
I designed ice breaker activities for this training session.
1) Favorite leader:
Each participant has to come on the stage to tell the name of his/her favorite leader. As well as
they have to tell the favorite quality, style, attitude of leader which they want to adapt
themselves.
2) Kasoti:
Make teams of participants. Each team has to guess the name of any leader with help of certain
clues and within given time.
3) Appearance game activity:
Make 2 teams A and B. Team A will concentrate on the appearance of team B. in the absence of
team A, team B will make small changes in their appearance. Then team A will have to guess
those changes by the help of clues given by their leader.
4) Movie clips:
20

In order to emphasize on any part of training, movie clips, speeches of great leaders can be used
as well.
Training Need Analysis:
I designed TNA questionnaire to analyze the training need of all employees in office. It was a
generic questionnaire of 15 questions. It covered soft skills and hard skills of employees. It was
quantitative and qualitative. It was done so the feedback of this questionnaire can be measured
on a standard scale. Soft skills were about leadership, motivation, communication, analytical
skills and decision making ability.
Scale which was used in the questionnaire was Likert Scale. It was labeled as 1 for often, 2- Very
often, 3- almost, 4- frequently and 5- regularly.

21

22

Skills inventory sheet:

For the training purpose I designed and updated skills inventory sheet of all employees in the
office. It covered the information of employees about their educational level, designation, years
of experience and previous training. It also included technical skills and soft skills. This
information was updated with the help of resumes and CV of the employees. It was designed so,
it can be helpful in Training Need Analysis.

5.7: Appraising and Managing Performance:

PERFORMANCE EVALUATION:

Peer evaluation
Peer comparison
Self-evaluation
360 degree appraisal
Managers 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 everyones
performance.
Evaluation process is highly confidential.

23

5.8: Compensations and Benefits:

Compensation and benefits are clearly defined in policy hand book of employees. It is handed to
them during the orientation and presentation also includes all the policies related to this domain.
It is done so because employee clearly this policy. It includes:

Base salary
Variable incentive pay
Spot bonus/merit certificate/performance rewards

Policy and procedure:

Performance rewards are effective when given immediately after its demonstration. It creates
linkages between reward and recognition.
Company facilities:
Cafeteria, telephone, parking, conference and meeting room, courier services, visitors,
maintenance and housekeeping, photocopier, computer resources and IT support, these are the
common facilities which are given to employees within the premises of office. So, it would add
to their comfort level during their work activities.
Leave policy:

Flexible time off

Medical leave
Maternity leave
Compensatory leave.

Corrective action procedure:

Counseling by supervisor, verbal warning, written warning, separation
Penalties:

Withholding of increments or promotion for a specific time not exceeding than 1 year
Demotion
Suspension without pay
Dismissal from service without payment of any compensation

24

Section 3:

Conclusion

Chapter 6:
6.1) SWOT Analysis
Strengths:
Resources, meaning the available resources which are enabling the company to develop
and deliver the software which it sets out to provide to its customers.
Capabilities, that is the critical success factors which the company possesses and that give
it a competitive advantage.
Quality, which is quite clear as a term, referring to the quality of the products / services
provided by the company and to the quality of the internal organization of the company,
such as the quality of the business processes.
Efficiency, meaning how efficient the company is having a solid structure where all
different departments, units and processes are properly organized and communicate well,
in order to have a smooth operation of the company.
Innovation, which is about the level of a companys desire to invest in new technologies,
follow technological breakthroughs, keep up with the emerging business trends and in
which extend is part of the profits re-invest in research & development.

Weaknesses:
Longest tangible delivery time. The customer does not see anything but the whole
product when its ready.
Little opportunity for customer to preview the system.
Integration is the one big bang at the end.

Opportunities:

Requirements are very well known.

Product definition is stable.
Technology is understood.
New version of an existing product.
Porting existing products to a new platform.

Threats:
25

 Marketing and distribution in foreign countries.

EU regulations that might be rather complicated and restrictive in the standards of quality
that must be followed in order to market a software product in the EU.
Trade / commerce law issues, which are sometimes different from country to country and
might cause problems when trying to enter new markets.

6.2) Conclusion:
Mentor Graphics Pakistan (MGP) is an engineering firm with branches all over the world. When
I deeply studied this organization it is very difficult to point out the factors which make this
organization best in performance. When I studied about MGP, I am on the point that top level
management, policy makers had a huge contribution for MGP but the most important role is
played by Human Resource Department (HR).
The role of HRM is just like a hub to manage its human capital in order to meet the
organizational goals and objectives. HRM process in the organization involves all the
stakeholders to have their input in organizing, planning, developing and controlling the human
resource. Human resource department also forecast future HR needs (demand), forecast future
internal/external candidates (supply). Monitor and evaluate results and forecasting HR
requirements. There are different methods and approaches used to forecast HR need and
demands.
The working atmosphere of the bank is quite friendly. This very culture of the MGP is seen in the
norms of expected behaviors, values, philosophies, rituals and symbols used by its employee.
This culture and atmosphere have been evolved over a period of time. Managers and supervisors
must consider the culture of the organization as a key factor because otherwise excellent
strategies can be negated.

Recommendations:

The HR is also in process of computerizing its records which is good sign but it is going
on with small progress. Computerization must be done on early basis. This will help in
increasing efficiency of work don, decrease the stationary cost.

26

Employees Training program must be introduced on continuous basis so that Employees

have understanding with the latest developments.

Mismanagement of resources must be avoided as much as possible as it decreases profit

but also discourage hard worker and honest.

MGP should involve itself in Corporate Social Responsibility. It will increase the good

will of organization.
MGP should more focus on intrinsic rewards system as they are less costly and
sometimes more beneficial than extrinsic rewards. Combination of both types of rewards
is more motivating for employees.

Chapter 7: Research Project

Introduction of the topic:

Impact of reward and recognition on job satisfaction and employee motivation: Study
from the perspective of Mentor Graphics Pakistan
Motivation is such a factor that exerts a driving force on our actions and work. It is such a
dynamic in todays 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
managers 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.

27

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,
&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 Knig, 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).
Oosthuizen (2001) stated that it is among the functions of the manager to motivate the employees
successfully and influence their behavior to achieve greater organizational efficiency. La Motta
(1995) is of the view that performance at the job is the result of ability and motivation. Ability
formulated through education, equipment, training, experience, ease in task and two types of
capacities i.e. mental and physical. The performance evaluation and rewards are the factors that
proved to be the bonding agents of performance evaluation programs. According to Wilson

28

(1994), the process of performance management is one among the key elements of total reward
system.
Another effect of a high level of employee satisfaction within an organization is that it leads to
what is commonly known as organizational citizenship behavior (OCB). Employees are expected
to behave appropriately and job performance is an important aspect of this behavior (Koys,
2001).
Many studies cite Herzbergs Motivation-Hygiene theory (1987), Vrooms Expectancy theory
(1964), Maslows Need theory (1943) and Lockes 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 Lathams and Pinders (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 Maslows need theory,
Vrooms expectancy theory and Lockes 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 companys reward
philosophy, strategies and policy. However, it might be challenging to find the right way to
combine the companys integrated policies and practices together with the employee
contribution, skill and competence. (Armstrong, 1999, p.569-570).

29

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
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.
30

Flynn (1998) argued that rewards and recognition programs keep high spirits among employees,
boosts up their morale and create a linkage between performance and motivation of the
employees. The basic purpose of recognition and reward program is to define a system to pay
and communicate it to the employees so that they can link their reward to their performance
which ultimately leads to employees job satisfaction. Where job satisfaction as defined by Lock
(cited in Grunberg, 1979, p.3), is a pleasurable positive emotional state as a result of work
appraisal from ones job experiences. The reward include the financial rewards, pay and benefits,
promotions and incentives that satisfy employees to some extent but for committed employees,
recognition must be given to keep them motivated, appreciated and committed. Baron (1983)
argued that when we recognize and acknowledge employees in terms of their identification, their
working capacity and performance is very high. Recognition today is highest need according to
most of the experts whereas a reward which includes all the monetary and compensatory benefits
cannot be the sole motivator for the employees motivation program. Employees are motivated
fully when their needs are met. The level of motivation of employees increases when employees
get an unexpected increase in recognition praise and pay (La Motta, 1995). In todays dynamic
environment the highly motivated employees serve as a synergy for accomplishment of
companys goals, business plans, efficiency, growth and performance. Motivation is also required
when the organizational workforce has not a good relationship pattern. Employees relation with
employees and with supervisor is a key ingredient of the inner strength of the organization. The
ability of supervisors to provide strong leadership has an effect on job satisfaction of employees
(Morris, 2004). The study relates how the impact of incentives, rewards and recognition
programs derives employee motivation.
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. Deeeprose (1994, p.3) is of the
view that good managers recognize people by doing things that acknowledge their
accomplishments and they reward people by giving them something tangible. Fair chances of
promotion according to employees ability and skills make employee more loyal to their work
and become a source of pertinent workability for the employee. Bull (2005) posits a view that
when employees experience success in mentally challenging occupations which allows them to
31

exercise their skills and abilities, they experience greater levels of job satisfaction. Incentives,
rewards and recognition are the key parameters of todays motivation programs according to
most of the organizations as these bind the success factor with the employees performance.
Robbins (2001) asserts that promotions create the opportunity to personal growth, increased
levels of responsibility and an increase on social standing. Similarly, the recognition which is a
central point towards employee motivation adores an employee through appreciation and assigns
a status at individual level in addition to being an employee of the organization. Barton (2002)
argued that the factor in Fortune best companies which discriminates companies from the others
is recognition that is the most important factor of their reward system. Wilson (1994) stated that
the conditional recognition is that type of recognition is that type of recognition which one has to
earn by his own efforts and which is gained by some sense of achievement of an action or result.
Employees are definitely closer to their organization as their job can become the major
satisfaction in their life after having a proper reward and recognition at their job. Rewards
enhance the level of productivity and performance at job whether its a first time performance or
repeated activity at the job in a progressive way. Research by Eastman (2009) consistently found
that intrinsic motivation is conducive to producing creative work, while extrinsic motivation is
unfavorable to producing creative work. Gange (2009) suggested a new model of knowledge
sharing motivation which provides suggestion for designing five important human resource
management practices including staffing, job design, performance and compensation systems,
managerial styles and training. Ali and Ahmed (2009) confirmed that there is a statistically
significant relationship between reward and recognition offered to employees were to be altered,
and then there would be a corresponding change in work motivation and satisfaction.
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 nontangible 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.
32

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).

2. 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 Mentor Graphics I 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.

3. 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:
1- What kind of association exists between rewards, office design and employee
motivation?
2- What are the effects of rewards on employees?
3- Does every element of rewards and office design effects employee motivation?

4. Significance of the Research:

Most employers today would like to have their employees 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.

33

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.
Motivation has variety of effects. These effects may be seen in the context of an individuals
physical and mental health, productivity, absenteeism and turnover. Employee delight has to be
managed in more than one way. This helps in retaining and nurturing the true believers who can
deliver value to the organization. Proliferating and nurturing the number of true believers is the
challenge for future and present HR manager.

5. Methodology:
5.1) Research Design:
This research is basically a hypothesis testing. I have developed a hypothesis and an alternate
hypothesis to nullify the hypothesis. Now this research will help me to test either which one of
these is correct. The result of this research study will tell that either really any relationship exists
among these variables.
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.

34

It is a field study. I was doing my internship in the concerned organization and during that time I
conducted that research through questionnaires.

5.2) Population:
Population is basically the total number of employees working in Mentor Graphics at the time of
my internship period. The total number of employees at that time was approximately 120. So, it
is our population.

5.3) 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.

5.4) Sampling Method:

I have done sampling for this research as random sampling.

5.5) 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) Data Collection Method:

The first part of research is based on the findings from literature and previous research on
motivation. Mostly journals and research articles from internet on the topic of motivation was a
basic source of information. Internet was the main tool to search for the relevant articles related
to this topic. Key words used for search were employee motivation, rewards, incentives,
employee satisfaction.
The second part of the research is based on the survey administered to employees of concerned
organization. The aim of the survey is to find out that which factors employees find motivating 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
35

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.

6. 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 Mentor
Graphics Pakistan Limited. This may hinder the generalizability of the results. In other words,
results should be generalized only to the population of employees from that particular
organization. However it is the possibility that employees from other organizations would give
the similar answers.
Third the list of factors used in questionnaire was made on the basis of previous researches on
that topic. However disadvantage of choosing this particular form of questioning is a risk to miss
some factors that are important but not listed.

Delimitations:

While doing the literature review for this research I have not considered books because I
had not the enough time and resources to review the books which are written on this topic
otherwise it would be more extensive for me. I had not the access to a large number of

books as well.
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.

36

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.
Employee Compensation:
Employees and others, such as independent contractors, who perform personal services for
exempt organizations, may be compensated in a variety of ways. The most common method of
compensation is current salary or wages. Many employees also receive deferred compensation-the promise or expectation of receiving money in the future for services performed in the present.
Deferred compensation may be in the form of a qualified employee plan, such as a pension or
profit-sharing plan; an annuity; or a non-qualified deferred compensation plan. Compensation
also takes non-cash forms, like employee health, death, or other welfare benefits. "Fringe
benefits" may also include a personal vehicle, meals, or lodging; personal and family educational
benefits; low-interest loans; payment of personal travel, entertainment, or other expenses;
athletic or country club memberships; and personal use of the employer's property.

37

Data analysis and Results:

Respondents were asked to indicate if higher rewards can induce employees motivation. As a
result, 17 out of 20 respondents, representing 85% stated that higher rewards will increase
employees motivation, while 3 of the respondents signifying 15% stated that rewards cannot
induce employees job satisfaction.

Table:

Questions and factors

Extrem
ely
disagre
e

Do
not
agree

Relation in reward and motivation

Somew
hat
agree2
1

17

17

16

19

15

14

Decision Making Autonomy

Recognition

Salary
Impact of rewards on
performance

Importance of extrinsic and intrinsic rewards

Incentives

Agree

Fair pays

18
1

Pay for performance or equal pay

Satisfaction with compensation

plan

38

Extrem
ely
agree

19

17

16

Graphical representation:
20
18
16
14
12
Number of Responses

10

Do not agree

8
6

Somewhat agree2
Agree

4
2

extremely agree

0
Relation in reward and motivation
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.

39

Factors affecting motivation

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

Conclusion:
Mentor Graphics Pakistan 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 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 employees needs are fulfilled satisfactory through reward system, the employees
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 Mentor Graphics.
In this Study, every element relates with the rewards of the employees of Mentor Graphics was
analyzed. Further, Higher performance consistency achieved, Willingness to take decision,
recognition, Growth in job, are found to be the determining factors that influence employees

40

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 employees 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.

Recommendations:
Mentor Graphics must be careful in the following factors to increase the Employee motivation of
the Employees by redesigning the reward system.
1) Work environment of this organization must try to create supportive, pleasant full working
environment internally, in order to satisfy the staff and work with efficiency.
2) Employees should be trained according to the present content of the environment.
3) The facilities to be provided to the employees in order to enhance their Employee motivation,
job abilities.
4) This organization can build up the commitment among employees by rewards and achieve
both individual and Organizational objectives.
5) Employees with one another vary individually, according to physically and mentally. So, top
management must identify their different types of needs and fulfill them.
41

6) Regarding the salary and other allowances, Management intensifies the salary scheme of
employees. It should be supported to up great their standard of living. Further, the following non
monitory awards should also be increased.
I.
II.
III.
IV.
V.

Holiday pay
Bonus
Pension benefits
Overtime pay
Proper training and promotion also to be given to the staff of this organization in order

VI.

to they will be satisfied their job.

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. Because the

VII.

responsibility and financial rewards are not assigned to them in a disciplinary way.
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.

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

42

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. Mentor Graphics has already a very good compensation and recognition
program and their employees motivation level and retention is also very high in return. This
research can also be applied on any other organization.

Appendix:

Name
Designatio
n
Job Title
How long
you have
worked for
company
How long
you have
held your
current
position
Please fill the questionnaire below. This is for the research purpose regarding
impact of rewards on work motivation. Thank you
Please rate your job satisfaction according to the scale given below:
Strongly
disagree

Do not Agree

Somewhat
Agree
43

Agree

Strongly
Agree

QUESTIONAIRE:
You are satisfied with the work you are doing and rewards which you are
getting on your performance?
1

In your daily work you are free to make decision and act on them?
1

Recognition by supervisor for a job well done makes you perform even
better?
1

How satisfied are you from the type of compensation plan you are getting?
1

How satisfied are you with your present salary?

1

Do you feel that rewards you get impact your performance at work?
1

Compensation plan should include both intrinsic and extrinsic rewards?

1

High performers should get high incentives to keep them motivated?

1

44

The degree to which I am fairly paid for what I contribute to this company is
very important to keep me motivated.
1
2
3
4
5
Pay for performance is much more important as compared to equal pay for
every one?
1

Please select the most appropriate option according to your opinion among
the following:
Which of the following factor is most important among the following to
increase employee motivation?
Allowances and increase in salary
Incentive packages
Workers promotion

45

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