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Effect of Reward Systems on Work Engagement of Development Officers in the Life Insurance Corporation (LIC) in Chennai City
N. Sasirekha Ph.D Research Scholar, PG & Research Department of Commerce, Presidency College, Chennai. Dr. S. Mala Associate Professor & Research Supervisor, PG and Research Department of Commerce, Presidency College, Chennai.
Pages: 1-12 | First Published: 05 Mar 2026
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Abstract

The present study examines the effect of reward systems on the work engagement of development officers working in the Life Insurance Corporation (LIC) in Chennai City. Reward systems play a crucial role in motivating employees and enhancing their involvement and commitment to organizational goals, particularly in performance-driven sectors such as insurance. The study adopts a descriptive research design, and primary data were collected from 421 development officers working in LIC through a structured questionnaire. Statistical tools such as percentage analysis, one-sample t-test, and regression analysis were applied to analyze the data and test the proposed hypotheses. The findings indicate that development officers have a positive perception of the reward systems implemented by LIC, suggesting that incentives, recognition programs, and performance-based rewards effectively motivate employees. The regression results further confirm that reward systems significantly influence work engagement, as employees who perceive rewards as fair and motivating show higher levels of enthusiasm, dedication, and involvement in their work. The study concludes that effective reward management practices are essential for enhancing employee motivation and engagement, and organizations should continuously strengthen reward policies to improve performance and ensure long-term success.

Keywords: Reward Systems, Work Engagement, Development Officers, Life Insurance Corporation (LIC), and Employee Motivation. 

References

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Adoption of Sustainability Practices and Their Impact on SMEs: A Mysore Based Study
A. Banupriya Assistant Professor & Research Scholar, Hindustan College, Mysuru. Dr. K. Sridevi Assistant Professor, HITS.
Pages: 13-37 | First Published: 05 Mar 2026
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Abstract

            This study examines the interrelationships between environmental sustainability efforts (ESE), corporate social practices (CSP), lack of awareness barriers (LAS), and employee performance (EP). The research is based on a dataset of 57 valid responses, with no missing values, ensuring methodological reliability. Descriptive statistics reveal strong agreement with sustainability practices such as community development initiatives (M = 4.33) and reducing environmental pollution (M = 4.30). Ethical practices, including fair wages and safe working conditions, also scored highly (M = 4.23). Conversely, green innovation practices to reduce environmental impact showed limited adoption (M = 2.57). Standard deviations around 1.0 indicate moderate variability in responses. High kurtosis values suggest clustering of responses at the higher end, reflecting strong consensus on sustainability practices. Crosstabulation analysis highlights a gender imbalance, as all respondents were male. Age distribution shows 21 respondents below 25 years and 36 between 25–35 years. Educational qualifications varied, with undergraduate degrees being most common (n = 18). Income distribution indicates 23 respondents earning 1–3 lakhs, 18 earning 3–5 lakhs, and 16 earning above 5 lakhs annually. Younger respondents were concentrated in lower education and income categories, while older respondents showed greater diversity. 

            Correlation analysis demonstrates strong positive relationships among all four constructs. EP correlates significantly with ESE (r = .718, p < .01), confirming that sustainability enhances workforce outcomes. EP also correlates with CSP (r = .754, p < .01), indicating that socially responsible practices improve performance. EP’s correlation with LAS (r = .689, p < .01) suggests that reducing awareness barriers positively influences employee outcomes. The strongest correlation is between ESE and LAS (r = .855, p < .01), emphasizing the role of awareness in sustainability adoption. CSP also shows a strong link with LAS (r = .758, p < .01), reinforcing the importance of knowledge in social responsibility. The statistics table confirms alignment of mean, median, and mode across constructs, indicating symmetrical distributions. Percentile values show clustering at higher ranges, especially for CSP and LAS, reflecting positive perceptions of sustainability. Moderate standard deviations across variables indicate variability without extreme dispersion. Frequency distribution of EP highlights concentration around higher scores, with 40 being the most common value. 

            These findings collectively validate the hypotheses derived from correlation and descriptive statistics. Enterprises adopting sustainability practices demonstrate improved employee performance and stronger social outcomes. The study concludes that awareness-building is a critical driver for enhancing sustainability adoption and organizational performance.

Keywords: Sustainable Entrepreneurship, Small and Medium Enterprises (SMEs), Sustainable Development Goals (SDGs), Sustainability Practices, Environmental Sustainability, Social Sustainability, Economic Sustainability and Green Innovation

References

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A Study on Hybrid Work Model and Employee Engagement
P.Rekha Assistant Professor: R.Aarthy III B. Com (Accounting & Finance), S.Sneha III B. Com (Accounting & Finance), Valliammal College for Women, E-9 Anna nagar East, Chennai 102.
Pages: 38-43 | First Published: 05 Mar 2026
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Abstract

Hybrid work models, combining remote and in-office setups, have emerged as a permanent, high-performance strategy aimed at enhancing employee flexibility and autonomy. Research indicates that while hybrid models generally boost engagement through improved work-life balance and reduced burnout, success depends heavily on trust-based leadership, effective virtual communication, and mitigating proximity bias to prevent employee isolation and inequity. A hybrid work model is a flexible arrangement where employees split their time between working remotely (e.g., from home) and in a physical office. It balances autonomy with in-person collaboration, aiming to improve work-life balance and productivity. Employee engagement in this context means keeping staff connected, motivated, and productive regardless of their location.

References

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Transforming Agricultural Marketing for VIKSIT Bharat 2047 with Special Reference to Salem District
P.Murugesan Ph.D., Research Scholar Department of Commerce and Management Rathinam College of Arts and Science (Autonomous) Coimbatore- 641021 Dr.V. Rajalakshmi Assistant Professor and Head Department of Commerce and Management Rathinam College of Arts
Pages: 44-55 | First Published: 05 Mar 2026
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Abstract

            Agriculture marketing reforms are integral to Viksit Bharat mission give the fact that we are still an agrarian economy. However, the recent government efforts to reform the sector have not borne fruit largely due to a host of constricting challenges. The existing marketing structure reduces the sector’s competitiveness, allowing intermediaries to control prices and profits. The increased interference from the intermediaries has reduced the farmer’s incentive to innovate, causing the agriculture sector to stagnate. This article discusses the problems of APMC and its inherent flaws and suggests potential solutions to improve agricultural marketing towards achieving the goal of Viksit Bharat. By providing more autonomy to farmers and integrating artificial intelligence, the scope of agricultural marketing can be enhanced, increasing incentives, innovation, and productivity.

Keywords: Viksit Bharat, Agricultural Marketing,

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