Engaging Indian IT employees – A compensation & benefits Case study of a Finnish multinational IT company

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dc.contributorAalto Universityen
dc.contributorAalto-yliopistofi
dc.contributor.authorAhlfors, Mikael 
dc.contributor.departmentDepartment of Management and International Businessen
dc.contributor.departmentJohtamisen ja kansainvälisen liiketoiminnan laitosfi
dc.contributor.schoolKauppakorkeakoulufi
dc.contributor.schoolSchool of Economicsen
dc.date.accessioned2011-11-14T11:24:06Z
dc.date.available2011-11-14T11:24:06Z
dc.date.dateaccepted2011-06-17 
dc.date.issued2011 
dc.description.abstractResearch 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.en
dc.ethesisid12601 
dc.format.extent75 
dc.format.mimetypeapplication/pdfen
dc.identifier.urihttps://aaltodoc.aalto.fi/handle/123456789/733
dc.identifier.urnURN:NBN:fi:aalto-201111181645
dc.language.isoenen
dc.locationP1 I
dc.programme.majorOrganization and Managementen
dc.programme.majorOrganisaatiot ja johtaminenfi
dc.subject.heleconorganisaatio 
dc.subject.heleconorganization 
dc.subject.heleconjohtaminen 
dc.subject.heleconmanagement 
dc.subject.helecontoimialat 
dc.subject.heleconbusiness branches 
dc.subject.helecontietotekniikka 
dc.subject.heleconinformation technology 
dc.subject.heleconkansainväliset yhtiöt 
dc.subject.heleconinternational companies 
dc.subject.heleconhenkilöstöhallinto 
dc.subject.heleconpersonnel management 
dc.subject.heleconhenkilöstö 
dc.subject.heleconpersonnel 
dc.subject.heleconsitoutuminen 
dc.subject.heleconcommitment 
dc.subject.heleconmotivaatio 
dc.subject.heleconmotivation 
dc.subject.keywordEngagement 
dc.subject.keywordcompensation 
dc.subject.keywordbenefits 
dc.subject.keywordmotivation 
dc.subject.keywordIT 
dc.subject.keywordretention 
dc.titleEngaging Indian IT employees – A compensation & benefits Case study of a Finnish multinational IT companyen
dc.typeG2 Pro gradu, diplomityöfi
dc.type.dcmitypetexten
dc.type.ontasotMaster's thesisen
dc.type.ontasotPro gradu tutkielmafi
local.aalto.idthes12601
local.aalto.openaccessyes
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