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School of Business | Department of Management and International Business | Organization and Management | 2011
Thesis number: 12601
Engaging Indian IT employees – A compensation & benefits Case study of a Finnish multinational IT company
Author: Ahlfors, Mikael
Title: Engaging Indian IT employees – A compensation & benefits Case study of a Finnish multinational IT company
Year: 2011  Language: eng
Department: Department of Management and International Business
Academic subject: Organization and Management
Index terms: organisaatio; organization; johtaminen; management; toimialat; business branches; tietotekniikka; information technology; kansainväliset yhtiöt; international companies; henkilöstöhallinto; personnel management; henkilöstö; personnel; sitoutuminen; commitment; motivaatio; motivation
Pages: 75
Full text:
» hse_ethesis_12601.pdf pdf  size:370 KB (378754)
Key terms: Engagement, compensation, benefits, motivation, IT, retention
Research Objectives The main objectives for this empirical study were to enquire about the type of commitment employees in India generate with the case company, how they perceive their compensation system, and to find a possible connection between total rewarding and employee engagement.

Methodology The type of research conducted for the empirical part of this thesis is of quantitative nature. The data generated through questionnaire were statistically analyzed. The questionnaire was sent out to over 1,300 Indian IT employees located in Pune. These employees belonged to professional or managerial career paths in the case company. The data gathered was analyzed against literature from previous research reviewed for this study.

Findings The main findings of this study were to that even though Indian IT employees change their employers easily, monetary compensation was not the primary factor in their work lives. They valued intrinsic motivational factors above extrinsic and those factors were often tightly connected with the work itself. The employer should not try to engage professional and managerial employees through salaries, rather their work tasks should be made interesting and challenging. Through interesting jobs employees are more engaged and motivated toward the job they do and committed to the employer who provides that job.
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