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Journal articles on the topic 'Employee rewards'
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Emmanuel, Noko, and Joseph Nwuzor. "Employee and Organisational Performance: Employees Perception of Intrinsic and Extrinsic Rewards System." Applied Journal of Economics, Management and Social Sciences 2, no. 1 (August 21, 2021): 26–32. http://dx.doi.org/10.53790/ajmss.v2i1.5.
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The study aimed to evaluate the perception of employees on both intrinsic and extrinsic reward system and whether reward system impact their performance and the organization performance at large. To achieve the objective, the study employed Structural Equation Modelling (PLS-SEM) approach to test six hypothesis. The study sampled 400 employee of Zenith Bank Plc using questionnaire send to the respondent emails. PLS-SEM result revealed that both extrinsic and intrinsic rewards have positive and significant impact on employee performance, although, extrinsic appear more potent than intrinsic rewards. It was further revealed that three of the four measure of employee performance; quality job, effective service delivery, customer rating has positive significant with organization performance while time management was unable to explain organization performance. We discovered also that gender does not play any significant role on employee performance, but age does. The study therefore concluded that rewards play an important role in both employee performance and organization performance.
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Kurniawaty, Kurniawaty, and Nurfatwa Andriani Yasin. "Reward System For Employee Creativity." Economos : Jurnal Ekonomi dan Bisnis 5, no. 2 (August 29, 2022): 142–47. http://dx.doi.org/10.31850/economos.v5i2.1811.
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This study aims to test the effect of the reward system on the creativity of employees at PT. Telkom Access Makassar Maintenance Unit as many as 80 people using the corelation analysis method. The study found that there is a positive and significant influence of the reaward system (intrinsic and extrinsic) on employee creativity. The largest corelation occurs between creativity and Bonus of 0.925 where bonus is one of the ectrinsic rewards, then the second largest corelation occurs between creativity and learning of 0.681, where this learning is one of the intrinsic rewards. Overall, all indifactors of intristic reward variables and ectrinsic rewards have a positive and significant influence on employee creativity. These findings suggest that intrinsic rewards and extrinsic rewards are significantly related to employee creativity, meaning the likelihood of employees to continue working and be more skilled in the company if employees are adequately paid, promoted at the right time and get the right learning.
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EASTERN, JOSEPH S. "Employee Rewards." Family Practice News 42, no. 1 (January 2012): 82. http://dx.doi.org/10.1016/s0300-7073(12)70070-1.
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EASTERN, JOSEPH S. "Employee Rewards." Skin & Allergy News 43, no. 1 (January 2012): 27. http://dx.doi.org/10.1016/s0037-6337(12)70027-x.
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EASTERN, JOSEPH S. "Employee Rewards." Internal Medicine News 45, no. 1 (January 2012): 78. http://dx.doi.org/10.1016/s1097-8690(12)70072-0.
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Yoon, Hye Jung, Sun Young Sung, and Jin Nam Choi. "Mechanisms Underlying Creative Performance: Employee Perceptions of Intrinsic and Extrinsic Rewards for Creativity." Social Behavior and Personality: an international journal 43, no. 7 (August 16, 2015): 1161–79. http://dx.doi.org/10.2224/sbp.2015.43.7.1161.
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In this study, we clarified some of the ambiguities in the rewards–creativity relationship by focusing on creative performance in organizations that is contingent on intrinsic and extrinsic rewards. Participants were 241 employee–peer pairs working in various industries. The results indicated that, regardless of the degree of importance of the reward as perceived by the employee, intrinsic rewards exerted a significant direct positive effect on creativity. In contrast, extrinsic rewards exerted only a significant indirect effect on employee creativity via commitment to creativity. Moreover, the effect of extrinsic rewards on creative performance was moderated by the degree of importance of that reward as perceived by the employee. The reward promoted creativity only when the employee regarded that reward as important. Our findings demonstrate distinct underlying mechanisms and boundary conditions of intrinsic and extrinsic rewards in shaping individual employee creativity.
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Hareendrakumar V. R., Suresh Subramoniam, and Nizar Hussain M. "Redesigning Rewards for Improved Fairness Perception and Loyalty." Vision: The Journal of Business Perspective 24, no. 4 (September 29, 2020): 481–95. http://dx.doi.org/10.1177/0972262920946142.
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Human resource (HR) managers are deeply concerned with redesigning the process and changing the practices, to accommodate with the psychological changes happening in employee attitudes to tap committed contributions from them. Literature shows that employees reward fairness perception has a determinant role in shaping employee behaviour in addition to Reward satisfaction. This study has made an attempt to assess the impact of rewards and its contributing factors on improving employee loyalty directly and through the mediating variable of reward fairness perception, indirectly. The study adapted the Total Reward Model of ‘Worldat work’ to test the assumptions related with total rewards and employee loyalty. The data collected from the sample is analysed using structural equation modelling (SEM). The analysis revealed the explaining power and mediating effect of reward fairness perception in the relationship between total rewards and employee loyalty. The results show that enhancement of employee loyalty is possible by properly addressing employee’s reward fairness perception which is achieved through improved reward satisfaction. The results give clear indication to the HR managers about the need of redesigning the reward practice by incorporating employee reward fairness perception to optimize employee loyalty.
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Kolluru, Mythili. "Association between rewards and employee performance: An empirical research on Omani banks." Corporate Governance and Sustainability Review 5, no. 1 (2021): 15–21. http://dx.doi.org/10.22495/cgsrv5i1p2.
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The current paper aims to explore the association between rewards and employee performance in the Oman banking sector. This study evaluates data of 500 bank employees across 18 listed banks in the Sultanate of Oman. A theoretical framework is discussed to assess the effects of rewards on employee performance. According to this literature review, it is proven that rewards influence employee performance. Güngör’s (2011) study shows that organizations develop reward strategies to motivate and increase employee performance. Salah (2016) proves that rewards have a strong influence on employee performance, and he further states that incentives encourage employees to work with purpose and increase organizational performance. The outcomes are examined using factor analysis, structural equation modeling, and multivariate analysis of variance. The results of this study provide critical insights into how companies can adopt effective reward management to sustain and compete in the dynamic business landscape and modulate performance management in Omani banks. Overall, a statistically significant association between the rewards system and employee performance in Oman’s listed banks is established in this study. The study further underscores the need to design and evolve employee-centric policies to get optimum performance. It also offers guideposts for managers and policy planners working in the Middle East countries’ banking sector to develop holistic policies to succeed in stiff, cut-throat competition and ensure participatory management for best performance. Herein, extrinsic and intrinsic rewards are studied concerning their impact on the performance matrix. A proper insightful reward management system may lead to optimum performance, better outcomes, and a robust financial plan
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Wasiman, Wasiman. "THE INFLUENCE OF ORGANIZATIONAL CULTURE AND REWARDS SYSTEM ON THE PERFORMANCE EMPLOYEES OF HOTEL IN BATAM CITY WITH ORGANIZATIONAL COMMITMENT AS INTERVENING VARIABLES." Jurnal Apresiasi Ekonomi 6, no. 3 (November 7, 2018): 305–13. http://dx.doi.org/10.31846/jae.v6i3.95.
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The purpose of this study was to determine the Influence of Organizational Culture and Rewards System, on the Performance of Hotel Employees in Batam City with Organizational Commitment as Intervening Variables. Respondents used in this study were employees of four-star hotels in Batam City with a total of 205 respondents. The method used in this research is observation, field, data collection by distributing questionnaires to employees of four-star hotels in Batam city. Data analysis uses multiple linear data analysis using SEM Amos program. Validi test results for organizational culture variables with seven indicators are valid. Results Test the validity of the reward system with six indicators declared valid. The results of the validity of organizational commitment test with three indicators are declared valid. The results of the employee performance validity test with five indicators are declared valid, declared valid because the results of the data processing are above 0.60. The results of the study conclude that (1). Organizational culture influences employee performance, the better the organizational culture turns out to be able to have a large impact on improving employee performance. (2). Organizational culture influences organizational commitment, the better the organizational culture, the stronger the organizational commitment of employees. (3) The reward system influences organizational commitment, the better the Rewards System, the stronger the organizational commitment of employees. (4). Rewards system influences employee performance. The better the reward system increases employee performance (5) Organizational commitment affects employee performance, the better organizational commitment, the better employee performance
Keywords: Organizational Culture, Rewards System, and Organizational Commitment
Employee performance
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Noorazem, Nurul Asyiqin, Sabiroh Md Sabri, and Eliy Nazira Mat Nazir. "The Effects of Reward System on Employee Performance." Jurnal Intelek 16, no. 1 (January 26, 2021): 40–51. http://dx.doi.org/10.24191/ji.v16i1.362.
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Reward system which consists of financial rewards and non-financial rewards has become essential to an organization in managing employees’ performance. Motivated employees can be a significant factor in organizational success. When employees are motivated to work at higher levels of productivity, the organization as a whole will run more efficiently and is more effective at reaching its goals. Literature review on the previous studies has proven that the reward system can motivate and subsequently increase employees’ performance. Reward system comes in many forms, for example, intrinsic rewards and extrinsic rewards. Thus, the organization must critically understand what types of reward system can motivate the employee to perform well in their job. The purpose of this research is to investigate the effects of the reward system in an organization on employee performance. The variable tested in this study includes salary, bonuses, appreciation and medical benefits. This study adopted a quantitative approach where 132 sets of questionnaires were distributed to the participants selected using convenience sampling. Data were then analyzed using SPSS software and a few analyses were carried out such as correlations analysis and regression analysis. The results show that all variables have a significant impact on employees’ performance. The results of this study can be used by the organization to improve its reward system and to ensure it could help in increasing the employees’ performance.
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Hamzah, Nur Masriyah, and Syafawati Matkhairuddin. "Extrinsic Rewards and Job Satisfaction among Employees in RISDA Selangor." e-Academia Journal 11, no. 2 (November 20, 2022): 201–13. http://dx.doi.org/10.24191/e-aj.v11i2.20444.
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From the perspective of human resource management, the reward system is measured as one of the most important elements and is motivated by extrinsic rewards or financial rewards that can lead to a positive impact on employee job satisfaction. Therefore, this study aims to investigate the relationship between extrinsic rewards and job satisfaction and examine the extrinsic factors that affect employees’ job satisfaction. The extrinsic or financial rewards such as base salary raise, salary increment, and promotion have been discussed in this study. Employees working at the Rubber Industry Smallholders Development Authority office located in Shah Alam, Selangor were taken as samples for this study. 40 questionnaires were distributed and 36 were collected for analysis. Statistical Package for Social Science version 28 was employed to perform the descriptive analysis while Spearman correlation analysis was done to establish the relationship between independent and dependent variables. The results revealed that there was a strong positive monotonic correlation between extrinsic rewards and job satisfaction, which was highly statistically significant (rs(34)=.977, p=.001). Thus, hypothesis 1 was supported. This implies that extrinsic rewards raise the level of employees’ job satisfaction and can, ultimately increase the organisation's productivity. Therefore, the results of this study can be a useful guideline for RISDA organisation to improve its reward system and hopefully be able to satisfy employees’ needs and simultaneously achieve higher employee satisfaction.
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Ratri, Kinanthi Gusti Reina, and Denny Bernardus Kurnia Wahjudono. "THE ROLE OF EMPLOYEE DEMOGRAPHICS, WORK STRESS, AND REWARDS ON JOB SATISFACTION AND EMPLOYEE PERFORMANCE." Jurnal Aplikasi Manajemen 19, no. 3 (September 1, 2021): 634–48. http://dx.doi.org/10.21776/ub.jam.2021.019.03.16.
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This research was conducted at a private university in East Java (University X). The purpose of this study was to examine demographic factors as moderating variables on the relationship between job stress and job satisfaction and the relationship between rewards and job satisfaction and measure the effect of job satisfaction on job performance at the university. 106 administrative staff and 101 lecturers are the samples in this study. The sampling technique was employed using simple random sampling. Structural Equation Model used to analyze the multivariate data. Results showed that employee demographics of both respondents do not act as moderators on the relationship between job stress and job satisfaction and the relationship between rewards and job satisfaction. Likewise, the job satisfaction variable in this study does not provide a mediating effect on the relationship between job stress and employee performance and the relationship between rewards and employee performance. Significant results for administrative staff are shown in the relationship between rewards and job satisfaction and the relationship between rewards and employee performance. As for lecturers, significant results are shown in the relationship between job stress and performance and the relationship between reward and job satisfaction. Further research suggested conducting workload analysis for each position, developing an appropriate reward system, further research to determine the factors that can predict performance, and research continued by using unstructured demographic data, such as income levels or workloads.
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Sixpence, Samuel, Leonard Muzanenhamo, and Wilfred Ukpere. "Linkage between rewards and workspace morale in a hyperinflationary environment." International Journal of Research in Business and Social Science (2147- 4478) 11, no. 10 (December 31, 2022): 63–77. http://dx.doi.org/10.20525/ijrbs.v11i10.2235.
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The study presents a burden on theory and practice for discovering a reward criterion that achieves workspace morale in a hyperinflationary context. It aimed to determine the relationship between the individual components of rewards (extrinsic, intrinsic, and social) and workspace morale and the mediating role of employee engagement in a hyperinflationary context. The study applied a cross-sectional study. It employed a structured questionnaire as a study instrument. The target population for the study comprised 900 employees and managers of Bindura municipality in Zimbabwe. The study employed a sample of 269 employees and managers, and the methodology used was a case study. A total of 269 questionnaires were hand delivered after administering the ethical consent form. A total of 214 questionnaires were returned, and after preliminary review and cleaning, 17 questionnaires were found with missing values leaving 197 analyzable questionnaires thus, achieving a 73.2% response rate. The study used multiple regression analysis. The results reveal a significant direct effect of total reward, intrinsic reward, and social reward on workspace morale. The direct effect of extrinsic reward on workspace morale was statistically insignificant. It also reveals that the effects of total reward on workspace morale are mediated only partially by employee engagement. The study viewed employee engagement as a mediating force between rewards and workspace morale but did not examine the bond longitudinally. The study recommends exploring reward options, specifically supportive supervisory relations, work autonomy, role clarity, skill variety and regular feedback to improve workspace morale in hyperinflation. The results demonstrate the importance of practices that win employee hearts to enhance commitment instead of external motivation in an inflationary environment.
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Syahril, Rizky Ramadhan, and Titik Nurbiyati. "Pengaruh Reward Ekstrinsik & Intrinsik Terhadap Kinerja Dengan Kepuasan Kerja Sebagai Variabel Intervening." Jurnal Riset Manajemen Sekolah Tinggi Ilmu Ekonomi Widya Wiwaha Program Magister Manajemen 3, no. 1 (January 22, 2016): 23–37. http://dx.doi.org/10.32477/jrm.v3i1.174.
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This study is concerned with how the effect of extrinsic and intrinsic reward to performance and job satisfaction as an intervening variable. The purpose of this study was to determine the effect of reward extrinsic and intrinsic job satisfaction and performance either partially or simultaneously, determine the effect of job satisfaction on performance as well as find out more where the effect directly reward extrinsic and intrinsic to the performance of employees with indirect influence reward extrinsic and intrinsic rewards to employee performance. Respondents of this study consist of 100 employees. The employed data of this study are primary data. The data is collected by distributing questionnaires to respondents. The data is analyzed by regression analysis and path.The results show that partially or simultaneously reward extrinsic and intrinsic are significant positive effect on job satisfaction and performance. There are positive and significant impact on job satisfaction toward employees performance as well as an indirect effect (reward extrinsic and intrinsic to the performance of employees through job satisfaction) greater than a direct effect (extrinsic and intrinsic reward to employees performance).
Keywords: Reward extrinsic, intrinsic rewards, job satisfaction, Employee Performance
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Thomas, Alfin. "PENGARUH PEMBERIAN REWARD TERHADAP KINERJA PADA KARYAWAN PT. MEGA AUTO CENTRAL FINANCE CABANG KENDARI." Sultra Journal of Economic and Business 2, no. 2 (October 27, 2021): 161–70. http://dx.doi.org/10.54297/sjeb.vol2.iss2.177.
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This study aims to examine and explain the effect of giving rewards on the performance of employees of PT. Mega Auto Central Finance. The object of this research is limited to employees of PT. Mega Auto Central Finance Kendari Branch. Determination of the sample using the census method. The sample in this study were 38 employees. Data collection was done by using a questionnaire.The results of this study indicate that the reward variable has a positive and significant effect on employee performance.Employee performance can be improved if an employee gets a reward from the company.Rewards can affect employee performance, because rewards will satisfy a number of needs that employees are trying to fulfill through their choices of work-related behavior so that when employee satisfaction is met, their concern for work will increase.
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Alhmoud, Ayman, and Husam Rjoub. "Does Generation Moderate the Effect of Total Rewards on Employee Retention? Evidence From Jordan." SAGE Open 10, no. 3 (July 2020): 215824402095703. http://dx.doi.org/10.1177/2158244020957039.
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Skill shortages along with changes in employee demographics have required that employers reconsider hitherto undifferentiated retention strategies in favor of a more targeted approach that accounts for precisely which total reward factors induce retention among talented employees. One notable gap in corresponding research is insufficient empirical data regarding the impact of employees’ generation on the relation between total rewards and retention. This article addresses existed gab(s) in the literature by exploring how total rewards—categorized into extrinsic, intrinsic, and social rewards—influence retention among two distinct groups in today’s labor force, Generation X and Generation Y, via surveys conducted among schoolteachers in Jordan. A total of 250 copies of structured questionnaire were administered to the high school teachers in the eastern areas of Jordan, while partial least squares structural equation modeling (PLS-SEM) was employed for the model analysis, and multigroup analysis was conducted to determine the moderating effects of generations. Findings revealed that no statistically significant difference in terms of the total rewards–employee retention relationship exists between the two generations. For both generations, extrinsic rewards had a significant impact on retention, while social rewards had none. Intrinsic rewards proved effective among Generation Y though not Generation X employees although the difference was minimal. Ultimately, in recruiting and managing employees of both generations in Jordan’s education sector, the results of this study indicate that employers should channel their resources primarily into providing attractive extrinsic rewards.
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Thibault Landry, Anaïs, and Ashley Whillans. "The Power of Workplace Rewards: Using Self-Determination Theory to Understand Why Reward Satisfaction Matters for Workers Around the World." Compensation & Benefits Review 50, no. 3 (June 2018): 123–48. http://dx.doi.org/10.1177/0886368719840515.
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How can workplace rewards promote employee well-being and engagement? To answer these questions, we utilized self-determination theory to examine whether reward satisfaction predicted employee well-being, job satisfaction, intrinsic motivation and affective commitment, as well as valuable organizational outcomes, such as workplace contribution and loyalty. Specifically, we investigated the role of three universal psychological needs—autonomy, competence and relatedness—in explaining whether and why reward satisfaction matters for employees’ well-being. We tested our model in a large, cross-sectional study with full-time employees working for multinational corporations in six main world regions: Asia, Europe, India, Latin America, North America and Oceania ( N = 5,852). Consistent with our theorizing, we found cross-cultural evidence that reward satisfaction promoted greater employee functioning through psychological need satisfaction, contributing to better organizational outcomes. Critically, our results were consistent regardless of geographic location. As such, this study provides some of the strongest evidence to date for the power of understanding psychological mechanisms in the workplace: Regardless of the actual rewards that employees received, how workplace rewards made employees feel significantly predicted their optimal functioning.
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Sayed, Muzafar Hussain Shah, Sheema Matloob, Saeed Abbas Shah, and Jameel Ahmed. "Impact of Financial and Non-financial Rewards on Employee Motivation and Employee Commitment among SMEs textiles sector of Karachi Pakistan." Market Forces 16, no. 1 (June 1, 2021): 22. http://dx.doi.org/10.51153/mf.v16i1.475.
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SMEs in Pakistan are not performing according to their potential. Besides other factors,they do not have a well-structured rewards package, due to which the employee motivationand commitment are low. Thus, we have developed a new model to examine the effectof rewards and packages on employee commitment and motivation. We have recruitedsix enumerators to collect the data from the target population. The enumerators havedistributed 400 questionnaires, and they received 385 filled questionnaires. The authorshave used Smart PLS version 3.2 for statistical analysis. The developed model has five directand two mediating relationships. We found support for all hypotheses. The results suggestthat financial and non-financial rewards affect employee commitment and motivation.Commitment stimulates motivation. Also, employee commitment mediates (1) nonfinancialreward and motivation and (2) financial-reward and motivation. The findings are consistent with the past literature. SMEs in Pakistan do not have a well-structured HRdepartment, and they make reward-related decisions arbitrarily. Thus, we recommend thatSMEs develop a policy for rewards that is rational and unbiased. We also recommend thatthey should balance non-financial and financial rewards.
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Okocha, Peter Okocha, Gospel C. Emeyazia, and Christian Osakwe. "Appraising employee performance through a reward management system in the organisation." Journal of Global Social Sciences 3, no. 11 (September 1, 2022): 211–26. http://dx.doi.org/10.31039/jgss.v3i11.75.
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The study looked at appraising employee performance using a reward management system. Two objectives are the degree to which profit sharing affects and the reward system motivating employees to improve in organizational performance. Two hypotheses were raised to guide the study. The survey research design was used with a population of 150 with a sample size of 109 using the Taro Yamani formula. Findings revealed a significant relationship. Recommendations were that both intrinsic and extrinsic rewards should be enhanced to drive commitment from employees. It was recommended that administering rewards to the employee, to achieve effective performance in the organization, should be given appropriate guidance as it can motivate each type of employee.
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Putra, Siswanto Wijaya. "Pengaruh Faktor-Faktor Motivasi terhadap Kinerja Karyawan (Studi Kasus di Kantor Balai Penelitian Tanaman Kacang-kacangan dan Umbi-Umbian Malang)." JAMIN : Jurnal Aplikasi Manajemen dan Inovasi Bisnis 2, no. 2 (March 5, 2020): 11. http://dx.doi.org/10.47201/jamin.v2i2.52.
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The purpose of this study was to to know and analyze how much influence the motivational factors which consist of working conditions, togetherness, rewards, the development of the performance of employees and analyze the motivational factors that have a dominant influence on employee performance Crops Research Institute for Legumes and Tuber Malang. The population in this study as many as 74 people, so the number of population is taken everything for the study, the research done by the census. Mechanical analysis using multiple regression analysis. The analysis showed that motivation which consists of working conditions, togetherness, rewards, development simultaneously affect the performance of employees. Working conditions, and the effect on employee performance rewardss. Togetherness and the development does not affect the performance of employees. Rewards dominant influence on employee performance.
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Sudjai and Didit Darmawan. "Penghargaan vs Hukuman, Pengukuran Dampak terhadap Kinerja Pegawai." ARBITRASE: Journal of Economics and Accounting 2, no. 3 (March 28, 2022): 94–97. http://dx.doi.org/10.47065/arbitrase.v2i3.339.
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The terms of the company's progress must include elements of quality human resources. This is a demand for companies to continue to develop human resources effectively. In the management concept, rewards and punishments aim to improve work behavior and improve employee performance. This study intends to observe the impact of rewards and punishments on employee performance. Research at an expedition company in Surabaya. There are employees on duty in the office and in the field. There are 119 employees. Sampling was done by census. Data collection with the help of a questionnaire. Regression is an analytical tool using SPSS. Rewards and punishments play a significant role in shaping employee performance. The better the reward and punishment policy, the better the employee's performance. These results have implications for management and company leaders to improve work discipline and employee performance
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Webb Day, Jillian, Courtney L. Holladay, Stefanie K. Johnson, and Laura G. Barron. "Organizational rewards: considering employee need in allocation." Personnel Review 43, no. 1 (January 28, 2014): 74–95. http://dx.doi.org/10.1108/pr-09-2012-0156.
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Purpose – The purpose of this study is to investigate how employee need relates to rewards and employee perceptions of fairness within an organization in the USA using a pay-for-performance system. Design/methodology/approach – To evaluate the presence of a relationship between employee need and reward allocation in a pay-for-performance system, a questionnaire was administered to a sample of 292 employees from two departments at an academic medical center. Findings – The findings highlight the positive relationship between employee need and reward allocation that remains when controlling for employee performance evaluation ratings. Findings further show that employee communication with the manager about need explains this relationship. Research limitations/implications – The findings make two important contributions to research on reward allocation and performance management. First, the results show employee need is related to the allocation of rewards in organizational settings outside of collectivistic cultures or developing countries. Second, by demonstrating the role of employee communication with managers about need within the relationship between employee need and reward allocation, the paper provides a more detailed understanding of additional factors related to compensation decisions in a pay-for-performance system. Originality/value – Little research has explored the relationship between employee need and reward decisions at an individual level in organizational settings within individualistic cultures. The findings from this study address this gap by establishing the presence of this relationship in a pay-for-performance reward-based organization with service-based values. This finding is timely due to the current economic downturn experienced by organizations, and thereby the level of employee need observed in Western individualistic cultures.
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Putro, Samsunu Dwi, and Susanto Tirtoprojo. "Effect of Big Five Personality and Reward on Work Performance of Operational Unit Employees with Job Satisfaction as a Mediating Variable at PT. KAI Daop VI Yogyakarta." International Journal of Economics, Business and Management Research 06, no. 05 (2022): 201–21. http://dx.doi.org/10.51505/ijebmr.2022.6516.
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This study aims to examine and analyze: (1) the influence of the big five personality, reward, job satisfaction on work performance, (2) the influence of the big five personality on job satisfaction, (3) the effect of reward on job satisfaction, (4) job satisfaction in mediating the influence of the big five personality on work performance, (5) job satisfaction in mediating the effect of rewards on employee work performance. The sample in this study were operational employees at PT. KAI DAOP VI Yogyakarta as many as 200 people. Data collection was done by using a questionnaire. The data were analyzed using the Smart PLS 3.27 program and the SPSS version 28.00 program. The results of the study show that the big five personalities, especially conscientiousness and openness to experience, have a significant effect on employee work performance. The reward, both extrinsic and intrinsic rewards have a significant effect on employee work performance. Big five personality, only extraversion and neuroticism have a significant effect on employee job satisfaction. Reward (extrinsic and intrinsic) has a significant effect on job satisfaction. Job satisfaction was only proven to significantly mediate the effect of neuroticism on employee work performance. Job satisfaction has been shown to significantly mediate the effect of rewards (extrinsic and intrinsic) on the work performance of operational employees at PT. KAI DAOP VI Yogyakarta.
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Rahim, Ramita Abdul, Noor Azrin Mohammad Nasir, Marlita Mat Yusof, and Nor Lela Ahmad. "Reward and Employee's Creativity: Case of Manufacturing Organization." Global Journal of Business and Social Science Review (GJBSSR) Vol. 1(4) 2013 1, no. 4 (October 15, 2013): 10–17. http://dx.doi.org/10.35609/gjbssr.2013.1.4(2).
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Objective - The main objective of this study is to investigatestrategic reward systems that are intrinsic and extrinsic reward for employees. The rewards address four areas that consist of compensation, benefits, recognition and appreciation. This study discussed whether the reward system gives more benefit to the organization and employees such as improving the employee level of creativity or vice versa. Methodology/Technique - This study is a correlational study where the researchers examined the relationship between reward system and employee's creativity among administrative support personnel in the manufacturing industries. This study focused on five (5) selected manufacturing organization involved in electronic field located in Shah Alam Selangor. The total population is one hundred and sixty (160) staff. Findings - The research findings show that rewards are contributing factors to the employees' creativity or ideas among administrative support personnel in the manufacturing industries in Shah Alam. By providing employees with extrinsic rewards is relatively straightforward and usually built into performance and particularly useful in the short-term for creativity and motivating employees to work towards one specific organizational goal. Novelty - The finding of this study would enhance understanding of the issues of reward system among employers in manufacturing organizations which can influence the effectiveness of employee creativity. It also will be beneficial to the management in puttingsuch efforts to increase employees' creativity. Type of Paper - Empirical Paper Keywords : Extrinsic Reward; Intrinsic Reward; Employee Creativity; Manufacturing Organization.
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Irawan, Yuda, and Nella Sari. "APLIKASI SISTEM PEMBERIAN REWARD BERDASARKAN KINERJA KARYAWAN DENGAN METODE ANALYTICAL HIERARCHY PROCESS (AHP) PADA TOKO GOLDEN JAYA STAR PEKANBARU." JURNAL TEKNOLOGI DAN OPEN SOURCE 2, no. 1 (June 30, 2019): 87–101. http://dx.doi.org/10.36378/jtos.v2i1.149.
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The employee system at the Golden Jaya Star Pekanbaru Shop is currently based on the store's personal opinion, so its assessment of employee performance is not believed to be valid. This study aims to determine the employee performance appraisal system that is right used as the basis for awarding employee rewards. This research is expected to be able to help or facilitate the Golde Jaya Star Pekanbaru shop leader in providing rewards based on employee performance appraisal, among others, with the existence of this application can help leaders in giving rewards based on employee performance appraisal at the Golden Jaya Star Pekanbaru store. With this application, it can help leaders in giving rewards based on employee performance appraisals can reduce the occurrence of errors in the provision of employee rewards. With the application of the system of giving rewards based on employee performance evaluation can reduce the occurrence of errors in the awarding of employee rewards. This system application is only applied to determine the employee reward amount.
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Okello Ochwo, Boniface, and David Mwesigwa. "Reward strategies and job satisfaction in private companies: a case of Uganda Breweries-Luzira." Annals of Human Resource Management Research 1, no. 1 (January 11, 2021): 69–83. http://dx.doi.org/10.35912/ahrmr.v1i1.406.
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Purpose: This study aimed to determine the relationship between reward structures and employee job satisfaction at Uganda Breweries, Port Bell in Luzira. Research methodology: It was cross-sectional, quantitative though involving qualitative elements. The study involved 150 respondents sampled using purposive and convenience sampling strategies. Data was collected using a self-administered questionnaire and an interview guide. The findings reveal a significant positive relationship between financial rewards structures and employees' job satisfaction at Uganda Breweries. Results: The findings suggest a significant positive relationship between non-financial rewards structures and employees' job satisfaction at Uganda Breweries Port Bell at Luzira. The findings further advocate for enhanced attention linking promotions to job satisfaction of employees at Uganda Breweries. It is concluded that financial rewards, non-financial reward strategies and promotions had a highly positive significant relationship on employee job satisfaction at Uganda Breweries-Luzira. Limitation: This study was limited to Uganda Breweries at Port Bell, a private company and so its findings may not easily be generalised across organisations. Contribution: The results can be useful to private-sector managers. Keywords: Financial rewards, Non-financial reward, Job satisfaction, Decision-making, Income
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Fatah, Abdul, and Yasinta Suhandini. "THE EFFECT OF EMPLOYEE INCENTIVES AND REWARDS ON EMPLOYEE PERFORMANCE." Jurnal Apresiasi Ekonomi 7, no. 1 (January 31, 2019): 46–55. http://dx.doi.org/10.31846/jae.v7i1.136.
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This study aims to determine the effect of giving incentives to employee performance, giving rewards to employee performance and giving incentives and rewards to the performance of employees. This study uses quantitative research methods, using saturated samples totaling 63 people. The results of the study obtained the consequences of giving incentives have a significant influence on employee performance, giving rewards has a considerable impact on employee performance. Providing incentives and rewards has a significant influence on employee performance with a coefficient of determination of 0.321. This can be interpreted that the variable giving incentives and rewards affects 32.1% of employee performance and other factors influence the remaining 67.9%.
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Sheikh, Faryal Shahabuddin. "Impact of Reward on Job Satisfaction and Employee Intention to Leave: A Study of Private Organization’s Employees of Karachi." JISR management and social sciences & economics 17, no. 2 (December 31, 2019): 155–76. http://dx.doi.org/10.31384/jisrmsse/2019.17.2.11.
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The considerable growth of private businesses in Karachi certifies the upward sloping trend of availability of opportunities for working professionals. Hence, retaining employees with enhanced satisfaction has become a growing concern of the organization. Thus, a study is undertaken to explore variant aspects of reward that improves employee job satisfaction and reduces the intention to leave. This is a quantitative research established on Post Positivism philosophy and based on deductive approach to ascertaining the existence of relationship between "Reward {"Extrinsic Reward ("Salary", "Incentive", Allowances", "Other Benefits"), and "Intrinsic Rewards"}", "Job Satisfaction" and employee "Intention to Leave". Also, the survey questionnaire is employed to collect cross-sectional data from 400 employees of the Private Organizations. Amid all, "Salary" and "Intrinsic Rewards" are identified as factors that significantly affect employee "Job Satisfaction" and "Intention To Leave". Also, "Allowances" have a substantial impact on "Intention To Leave”. A minimum difference is experienced in aspects of “Reward" affecting "Job Satisfaction" and "Intention Leave" while employing "Gender", "Age" and "Professional Level" as moderating variables. Moreover, the research does endorse the presence of a relationship between identified items and their corresponding constructs, and employees "Job Satisfaction" and "Intention To Leave". However, the relationship extends from a low to moderate level. The findings of this research augment the knowledge base of aspects of "Reward" that can improve employees satisfaction with rate of retention and can also be used to conduct further studies on identifying factors that further strengthen the identified relationship.
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Zukarnain, Ismail Abdurrazaq, Fajar Harianto, and Sugianti Sugianti. "SISTEM PENDUKUNG KEPUTUSAN PEMBERIAN REWARD TENAGA KURIR DI SICEPAT EKSPRES DENGAN METODE PROFILE MATCHING." KOMPUTEK 6, no. 2 (October 14, 2022): 57. http://dx.doi.org/10.24269/jkt.v6i2.1480.
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Humans in this life will work to survive or fulfill their needs and survival. Likewise, for the expedition employee for shipping goods at Sicepat Ekspres, this additional reward income is to motivate couriers to perform better. However, the problem that occurs in the process of giving employee rewards at the Sicepat Ekspres Madiun Mejayan branch is still manual, so that giving rewards is inefficient and the subjectivity factor tends to be high due to the absence of integrated and less effective supporting data. With this problem, the author has an idea to create a decision support system for giving employee rewards. In this system displays the reward that has been defined in the system. The method made in this system is the Profile Matching method. With this method, which is an algorithm for the decision-making process based on ideal variables and identification of employees who have good or bad performance. From the results that have been tested by doing it on this system, it can run properly and properly. This system can display the process of rewarding employees who have met the criteria needed to reward courier workers at Sicepat Ekspres.
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Mazlan, Nurfatihah, Norzuwana Sumarjan, Nadia Hanin Nazlan, and Dwi Suhartanto. "Reward and Satisfaction: Keeping hospitality employees loyal." Environment-Behaviour Proceedings Journal 6, no. 17 (August 15, 2021): 147–53. http://dx.doi.org/10.21834/ebpj.v6i17.2817.
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Employee loyalty is influenced by job satisfaction which stems from various factors such as reward, work environment, or leadership. Due to the importance of loyal employees in maintaining the competitive advantage of organisation, this study examines how reward in upper-upscale hospitality organisations in Selangor influences job satisfaction and employee loyalty. Structural equation modelling using SmartPLS found significant paths between financial rewards, job satisfaction, and employee loyalty. The same could not be said for non-financial rewards. The findings provide insights into how hoteliers can strategise their financial reward and maximise non-financial reward usage to retain the employees, especially during turbulences. Keywords: Financial reward; non-financial reward; job satisfaction; employee loyalty eISSN: 2398-4287© 2021. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BYNC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians/Africans/Arabians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI: https://doi.org/10.21834/ebpj.v6i17.2817
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Tabroni, Tabroni, and Mamay Komarudin. "PENGARUH KEPEMIMPINAN DAN REWARD TERHADAP KINERJA KARYAWAN PADA PT. SUMBAHAN WIRAKARTIKA KRAMATWATU." Bussman Journal : Indonesian Journal of Business and Management 1, no. 3 (December 30, 2021): 301–13. http://dx.doi.org/10.53363/buss.v1i3.7.
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Companies that want to develop and adapt to the conditions of the times must improve the quality of human resources within the company. With the increase in the quality of human resources in the company, it will automatically make employees carry out their work professionally, responsibly, and have a good attitude to help companies meet the needs of an increasingly complex society in this era of globalization.This study aims to determine whether there is an influence of leadership on employee performance at PT. Sumbahan Wirakartika Kramatwatu and to find out whether there is an effect of reward on employee performance at PT. Wirakartika Kramatwatu's contribution and to find out whether there is a simultaneous influence of leadership and reward on employee performance at PT. Sumbahan Wirakartika Kramatwatu. The research method used is quantitative - descriptive which discusses three variables, namely leadership and reward as independent variables and employee performance as the dependent variable. With a population of 88 employees and using a saturated sample so that the number of samples is 88 employees. Based on the calculation results, it was obtained that the partial t-test of leadership on performance obtained the results of t-count greater than t-table (10.278>1.988) and partial t-test of reward on performance obtained by t-test greater than t-table (4,672 > 1,988), as well as test- F leadership and performance rewards are obtained F count results are greater than F table (106.227>3.10). Referring to the test results, it can be concluded that leadership partially affects performance and rewards partially affect performance, and leadership and rewards simultaneously affect performance. In addition, it is also known based on the above test that simultaneously leadership and rewards affect performance by 72.4%,
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Khan, Irfan Ullah, Muhammad Saqib Khan, and Muhammad Haroon Rehan. "Exploring the Effects of Contingent Rewards on Employee Responsiveness and Affective Commitment." Global Regional Review V, no. I (March 30, 2020): 170–80. http://dx.doi.org/10.31703/.2020(v-i).21.
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The leading attribute of ‘transactional-leadership’ is ‘contingent-rewards’ which is supposed to be generating positive outcomes from the employees’ performance. For example, the ‘employee-responsiveness’ is increased when employees are rewarded for their worthy performances. The robotic behaviors by leadership have apprehensions of uninvited effects like employees’ discouragement, on the other hand, commitment with work when rewards are attached only with physical and external behavior, efforts and outputs. The employees feel unrecognized; as human beings, it is obviously a critical objective of every single employee for seeking a good professional status. Data were collected from the employees, working in higher education institutions. The study statistically measured the contingent rewards links with employees’ responsiveness and affective commitment. The results support the assumptions extracted from theoretical framework. The findings suggest that leadership in higher institution needs to implement the best suitable blend of different rewards as per distinct requirements of job and as per efforts and knowledge of workforces.
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Khan, Irfan Ullah, Muhammad Saqib Khan, and Muhammad Haroon Rehan. "Exploring the Effects of Contingent Rewards on Employee Responsiveness and Affective Commitment." Global Regional Review V, no. I (March 30, 2020): 170–80. http://dx.doi.org/10.31703/grr.2020(v-i).21.
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The leading attribute of ‘transactional-leadership’ is ‘contingent-rewards’ which is supposed to be generating positive outcomes from the employees’ performance. For example, the ‘employee-responsiveness’ is increased when employees are rewarded for their worthy performances. The robotic behaviors by leadership have apprehensions of uninvited effects like employees’ discouragement, on the other hand, commitment with work when rewards are attached only with physical and external behavior, efforts and outputs. The employees feel unrecognized; as human beings, it is obviously a critical objective of every single employee for seeking a good professional status. Data were collected from the employees, working in higher education institutions. The study statistically measured the contingent rewards links with employees’ responsiveness and affective commitment. The results support the assumptions extracted from theoretical framework. The findings suggest that leadership in higher institution needs to implement the best suitable blend of different rewards as per distinct requirements of job and as per efforts and knowledge of workforces.
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Purohit, Neetu. "Reward encourages beast.....oops, best!" Emerald Emerging Markets Case Studies 8, no. 4 (October 29, 2018): 1–17. http://dx.doi.org/10.1108/eemcs-07-2017-0188.
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Learning outcomes: The reading and discussion on case will enable participants to appreciate importance of reward management in performance management system for both employee and organizational good; to develop insight on the effect of perceived discrimination on the motivation of employees; to internalize the effect of perceived unjust, subjective, non-communicative, non-transparent policies on the behavior and productivity of employees and overall organizational culture and climate; and to comprehend the importance of HR and OB issues with respect to performance management system for the benefit of employee morale, motivation and organizational culture. Case overview: The effectiveness of an employee is the key factor for the employer. All the profit that the company or the organization makes depends on the employees’ productiveness. The case needs to be understood in the overall context of performance management system (Ferreiraa and Otley, 2009) with focus on elements of appraisal and compensation via rewards and recognition as per objective standards. Performance management systems (PMSs) is a more general descriptor if the intention is to capture a holistic picture of the management and control of organizational performance. Performance management policies and practices refer to the processes of setting, communicating and monitoring performance targets and rewarding results with the aim of enhancing organizational effectiveness (Fee, McGrath-Champ and Yang, 2011). PMS includes both the formal mechanisms, processes, systems and networks used by organizations, and also the more subtle, yet important, informal controls that are used (Chenhall, 2003; Malmi and Brown, 2008). Otley (1999) proposed a framework which highlights five central issues which need to be considered as part of the process of developing a coherent structure for performance management systems. The five areas addressed by this framework include identification of the key organizational objectives and the processes and methods involved in assessing the level of achievement under each of these objectives, formulating and implementing strategies and plans, as well as the performance measurement and evaluation processes, process of setting performance targets and the levels at which such targets are set, rewards systems used by organizations and the implications of achieving or failing to achieve performance targets and types of information flows required to provide adequate monitoring of performance. While the case touches upon all the aspects of the PMS framework, it revolves round the reward episode and elaborates on the way it affects all stakeholders, those who got the benefit, those who felt discriminated and those were mere observers to the episode. Objective performance appraisals are needed to ensure that every employee produces the best performance and that the work performed is rewarded with reasonable increases in pay scales or special additional allowances or incentives. This system carries crucial importance as it helps managers to decide which rewards should be handed out, by what amount and to whom. Additionally, performance appraisals may increase an employee’s commitment and satisfaction (Wiese and Buckley, 1998) The case readers need to notice that when organizations fail to follow objective appraisal or reward standards, the same rewards become a cause of contention. The reward which was handed over to the employees in this case was in addition to the annual appraisal. Though the role of rewards has been well-recognized in motivating the employees to continue performing at high level and encourage others to strive for better performance, what needs to be recognized that rewards’ per say does not serve purpose. They need to be dealt within the context of performance management system. Using rewards to favor or discriminate a few employees by using subjective standards backfires and does no good as the person who is favored cannot take pride in it and is not motivated to perform better or equally well as he/she also knows that the work has no relation to the reward, it is personal favor, on the other hand, the one who is discriminated feel discouraged and demotivated to perform. Rewards have the potential to both help and harm the organization if dealt in a callous and careless manner. Use of rewards to favor or discriminate certain people due to subjective preference can be suicidal for the organization and irreparably damage the trust of the employees in the management. It has been well stated that fairness and objectivity are the core principles using an assessment of the nature and size of the job each is employed to carry out (Torrington et al., 2005). If any organization decides to include rewards as a motivating mechanism, it needs to cull out unambiguous and transparent criteria for rewarding. If employees perceive procedural or distributive injustice from the management, it is not only detrimental for the employee’ relations and teamwork, it also tarnishes the reputation of the organization and jeopardizes the culture of the organization. Reward management needs to be closely related to performance appraisals, job evaluations and overall performance management systems. The current case elaborates on one such instance where unjustified inequity in reward system not only disturbed the employees concerned but it had bred a negative image of the organization among other employees too, organizational citizenship was replaced with contempt and feeling of apathy. Complexity academic level Post graduate students and working professionals can benefit from this study. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code Human resource management.
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Joshi, Dr Geeta. "Rewards and their Influence on Employee Motivation." International Journal for Research in Applied Science and Engineering Technology 9, no. VII (July 10, 2021): 94–99. http://dx.doi.org/10.22214/ijraset.2021.36244.
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: The present paper aims to study the impact of rewards and recognition on the motivation of employees in a organization. By getting recognition they tend to have higher self-esteem, more confident, willingness to take on new challenges and more eagerness to be innovative. Reward system in any organization is an important tool which management can channelized the employees from present to desired ways. The descriptive research paper design on the light of various motivation theories is adopted for this study. It is also significant to discover that there is a direct and positive relationship between rewards and recognition and job satisfaction and the direct translation o this could be that the better the rewards and recognition, the higher the levels of motivation and satisfaction, and possibly therefore, the greater the levels of performance and productivity.
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Dewi, Archika Pramita, Siti Chamidah, and Titis Purwaningrum. "PENGARUH KETERAMPILAN KERJA, REWARD, DAN TEAM WORK TERHADAP KINERJA KARYAWAN PADA HOME INDUSTRI TAS ANYAMAN JALI-JALI SAMBIT PONOROGO." Bussman Journal : Indonesian Journal of Business and Management 2, no. 2 (August 30, 2022): 429–43. http://dx.doi.org/10.53363/buss.v2i2.70.
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This study aims to determine: 1). To find out whether work skills have a significant effect on employee performance in the Home industry. Jali-jali sambit woven bag ponorogo: 2). To find out whether Reward has a significant effect on the Performance of Employees in the Home Production of Jali-Jali Woven Bags in Ponorogo: 3). To find out whether Teamwork has a significant effect on the Performance of Employees in the Home Industry of Jali-Jali Sambit Woven Bags, Ponorogo: 4). To find out what are work skills , Reward, and Teamwork simultaneously have a significant effect on the performance of employees producing the Jali-Jali Sambit Home Industry of Woven Bags, Ponorogo. This research uses quantitative methods. relationships to avoid indefinite scope. The subjects used in this study as respondents were employees at the Home industry of the Jali-jali Sambit woven bag industry, Ponorogo. The results of this study indicate that work skills have a significant positive effect on employee performance, Rewards have a significant positive effect on employee performance, Teamwork has a significant positive effect on employee performance, and for work skills, rewards, teamwork have a simultaneous effect on employee performance
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Alvina Almaaidah, Ade, Suhartini Suhartini, and Muhammad Nurhaula Huddin. "PENGARUH PEMBERIAN REWARD DAN KARAKTERISTIK INDIVIDU TERHAPADA KINERJA KARYAWAN PT POLYCHEM INDONESIA TBK DIVISI QA (QUALITY ASSURANCE)." Jurnal Manajemen Perusahaan: JUMPA 1, no. 1 (March 8, 2022): 30–37. http://dx.doi.org/10.30656/jumpa.v1i1.4566.
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This study is to examine the effect of rewards and individual characteristics on employee performance at PT Polychem Indonesia Tbk QA (Quality Assurance) Division. The method used is a descriptive quantitative method. The population is 42 employees, the sample is 42 employees. Data were collected using Questionnaires and Interviews. To test the model and hypothesis, the SPSS version 24 program was used. Based on the results of this study indicate: Reward partially positive and significant effect on employee performance. Individual characteristics partially have a positive and significant effect on employee performance. Reward and individual characteristics simultaneously have a significant effect on employee performance.
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Khan, Nosheen, Hafiz Waqas, and Rizwan Muneer. "Impact of Rewards (Intrinsic and extrinsic) on Employee Performance With Special Reference to Courier Companies of City Faisalabad, Pakistan." International Journal of Management Excellence 8, no. 2 (February 28, 2017): 937–45. http://dx.doi.org/10.17722/ijme.v8i2.894.
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The study has conducted to measure the effect of rewards (Intrinsic & Extrinsic) on employee job performance. The experiences and personal opinions of employees working in different couriers companies were analyzed through questionnaires in the city of Faisalabad. The key objective of the study was to find that the rewards affect the performance of an employee. Statistical package (SPSS) has been used to conduct the analysis of the study. Employees like Field Supervisors, Couriers from selected courier companies (TCS, OCS, Leopard and Express Courier Services) were randomly chosen. The focus of the study was to distribute and highlight an adequate level of incentives to the employees and create balance in distribution of rewards so that every employee contributes his efforts for the growth of the company. This study also focuses on two major rewards, intrinsic and extrinsic rewards. Rewards plays a motivational role in the personality of an employee and urge them to produce loyalty and show good performance By the results study shows that there is a strong relationship between both type of rewards and on employee performance. Concluding, the study has verified and explores further research opportunities that can enhance the understanding of rewards and employees job performance.
Keywords: Intrinsic Rewards, Extrinsic Rewards, Job Performance, TCS, OCS, Leopard
& Express Couriers.
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Jha, Archna. "Impact of Monetary and Non-Monetary Rewards on Employee Motivation." Scholars Journal of Economics, Business and Management 9, no. 9 (September 14, 2022): 177–84. http://dx.doi.org/10.36347/sjebm.2022.v09i09.002.
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This study aims to examine the impact of monetary and non-monetary rewards on the motivation level of employees. In order to fulfil the requirement, a questionnaire prepared in Google form was circulated. The questionnaire consisted of two sections. The first section pertains to determining the demographic factors of the respondents, and the second section is related to identifying and evaluating the reward preferences of the respondents. The conclusion of the study was that employees are likely to perform more efficiently if they receive monetary rewards for their efforts. However, the benefits achieved through non-monetary rewards are also significant.
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Khuwaja, Bakhtawar, Dr Abdul Sattar Shah, and Dr Samiuddin Shaikh. "Impact of Motivation on Employee Performance working in Private Banks in Hyderabad City." International Research Journal of Management and Social Sciences 3, no. 1 (March 31, 2022): 169–78. http://dx.doi.org/10.53575/irjmss.v3.1(22)18.169-178.
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A quantitative research is conducted to determine how motivation affects employee performance and how to it can be practiced, as well as the relationship between motivation and promotion and reward programs in Pakistani private banks. Questionnaires were administered to three levels of staff including high-level, middle-level and frontline managers. A total of 280 closed questionnaires were published among participants to examine motivation and employee performance, and Smart PLS SEM was used to examine the relationship between influences and variables. The results of structural equation modeling show that there is a positive and significant relationship between motivation and employee performance. The results of the current study suggest that Pakistan’s private banking industry should pay attention to rewards and promotions. Employees perform better, but receive less rewards. Prizes and rewards are not based on the number of tasks or workloads. In addition, current research and analysis have increased the importance of motivation and other human resource practices for employee performance in Pakistan’s private banking sector.
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Aswan, Aswan, Vera Anitra, and Khairul Anam. "The Effect of Rewards on Employee Performance in the Future New Normal At Pt. Slj Global Tbk in Samarinda City." Operations Research: International Conference Series 3, no. 2 (June 5, 2022): 74–78. http://dx.doi.org/10.47194/orics.v3i2.134.
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The purpose of this study was to determine whether there is an influence between the giving of rewards to the performance of employees in the New Normal period at PT. SLJ GLOBAL TBk Samarinda. In this study, the population selected in the production office was 100 people. The sampling technique used in this study is probability sampling with a total sample of 80 people. The data analysis technique used is the Simple Regression Analysis technique with the results that there is an influence between the variables of giving rewards to employee performance, it can be seen in the value of the coefficient of determination (R2) which is 0.904, so from these results it can be concluded that reward giving is influenced by employee performance by 90% while 10% is influenced by other variables not included in this study. The awarding of rewards obtained t-count greater than t-table of 27,163 > 1,991 with a significant level of result of 0.000 < 0.05 (α = 0.05). Theoretical benefits of research Provide analytical information that the research can provide benefits in the development of studies regarding the effect of reward giving on employee performance in the New Normal period. Meanwhile, practically for companies, it is hoped that this research will help companies analyze existing rewards in the company and be able to provide suggestions to get input on giving rewards to companies.
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BILAL, HAZRAT, ASHFAQ AHMAD, and PALWASHA BIBI. "An Empirical Investigation of the Impact of Intrinsic Rewards on Employees Loyalty." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 296–303. http://dx.doi.org/10.30543/10-1(2021)-25.
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The aim of this paper was to study the impact of intrinsic rewards on loyalty of employees working in restaurants situated in district Swat. This cross-sectional study was quantitative in nature and used non-probability sampling of 202 employees from restaurants. The self-administered questionnaire included demographic section, the intrinsic rewards and Swat Loyalty Scale (SLS). The data was analysed by applying Pearson Correlation and Regression. The results of the study confirmed a positive and significant relationship between intrinsic rewards and employee loyalty of employees working in restaurants. This study contributes to the employee loyalty Literature and, more specifically, to the relationship between intrinsic rewards and loyalty in the restaurants sector of district Swat. The outcome of the study draws the attention of decision makers to the importance of intrinsic rewards and its impact on the employee loyalty. Keywords: Intrinsic Rewards, Employee Loyalty, Swat Loyalty Scale, Restaurants.
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Muhammad Asif Khan, Asima Siddique, and Zahid Sarwar. "Training as Mediating in the Relationship Between Organization Reward and Employee Motivation." Journal of Business & Tourism 5, no. 2 (November 6, 2021): 25–35. http://dx.doi.org/10.34260/jbt.v5i2.136.
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Training and organization rewards plays important role in the development and motivation of the employees. And organization gives more attention to reward and training programs to motivate their employees. The purpose of this paper is to examine the relationship in between rewards and employees motivation. In addition the paper also aims to measure the mediating role of training.Employee’sidea and perception about organizational rewards and its impact on employee’s motivation have been evaluated empirically with the sample of 173 employees in district account offices. The data have been collected from the employees using survey method. SPSS have beenused to analyze the data the results show the mediating effect of training on the relationship between organization rewards and employee’s motivation. The results show that both training and organizational rewards have positive association with employee’s motivation.The study will help the administration of district account offices to develop policy that will cope with the challenges and difficulties in training and rewards management. And it will help in employee’s motivation.
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Suwandi, Suwandi, and Grecia Sutanti. "Pengaruh Pelatihan, Disiplin dan Penghargaan terhadap Kinerja Karyawan PT Bank Sinarmas di Kabupaten Bekasi." Jesya (Jurnal Ekonomi & Ekonomi Syariah) 4, no. 2 (June 1, 2021): 984–94. http://dx.doi.org/10.36778/jesya.v4i2.461.
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Human resources in an organization will play an effective role when driven and controlled by a workforce who has achievements. The most important factor in supporting the success of an organization or company is employee performance. High productivity will be very beneficial for both employers and employees, especially for their welfare. Various efforts that can be taken by a company to develop its human resources to encourage progress for the company are using conducting training, increasing discipline, and giving rewards to employees. The purpose of this study was to determine the effect of training, discipline, and rewards on employee performance. The sample in this study were all Sinarmas Banks in the Bekasi district, amounting to 65 people. Statistical analysis includes validity and reliability tests, classical assumption tests, and multiple linear regression with SPSS software. The results in this study explain that there is an effect of training on employee performance, the influence of discipline on employee performance, and the influence of reward on employee performance.
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Fauzan, Fauzan. "PENGARUH INSENTIF, KOMPENSASI DAN REWARD TERHADAP KINERJA KARYAWAN PT. BRI (PERSERO).TBK KANTOR CABANG BENGKULU." Creative Research Management Journal 1, no. 1 (July 2, 2018): 33. http://dx.doi.org/10.32663/crmj.v1i1.622.
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This study aims to determine how much influence the incentives, compensation and rewards on the performance of employees of PT. BRI Persero Tbk Bengkulu Branch Office. Data analysis method uses Multiple Linear Regression, with Incentives as Free Variable (X1), Compensation as Free Variable (X2), Reward as Free Variable (X3) and Employee Performance as dependent variable (Y). that there is a positive influence between the four variables. The value of the correlation coefficient (r) is 0.760 and the coefficient of determination Adjusted R square of 0.549 shows the influence of incentives, compensation, and rewards on Employee Performance is very strong.
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Benazir and Nadeem Iqbal. "Impact of Rewards and Leadership on the Employee Engagement in Conventional Banking Sector of Southern Punjab." International Letters of Social and Humanistic Sciences 57 (August 2015): 30–34. http://dx.doi.org/10.18052/www.scipress.com/ilshs.57.30.
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The purpose of this research is to explore the impact of rewards and leadership on the employee engagement in conventional banking sector of southern Punjab. Employee engagement is fully influenced by leadership, workplace culture, company reputation and reward practices. Satisfied workers have potential to work effectively and they always remain loyal to the organization. This research focuses to evaluate the impact of two covariates reward and leadership on the engagement of the employees. The data includes 50 employees of 5 banks selected from conventional banking sector located in southern Punjab. The results indicate positive impact of reward and leadership on employee engagement. The paper provides evidence to suggest that management focus to enhance skills of the employees through proper coaching, leadership, and motivation.
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Makambe, Ushe, and Victor Charles. "Organisational Culture and Employee Motivation in a Selected Telecommunications Firm in Botswana: The Moderating Effect of The Reward System." East African Journal of Business and Economics 2, no. 1 (December 12, 2020): 95–109. http://dx.doi.org/10.37284/eajbe.2.1.254.
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An organisation’s reward system is arguably one of the most critical elements of organisational culture with an enormous bearing on employee motivation. The resolve of this study was to debunk the nexus between the reward system and employee motivation in a selected organisation. A discussion of extant literature on the nexus between reward as a critical component of organisational culture and employee motivation was conducted. An empirical investigation of the relationship between the dependent and the independent variables was pursued using a positivist research paradigm whence a quantitative methodology was used to gather data through a structured self-administered questionnaire hence a survey research design. The results of the study confirmed the hypothesised relationship between the selected firm’s reward system and employee motivation. The inadequacies of the organisation’s reward structure against the requirements of effective employee motivation were exposed. For instance, the rewards offered by the organisation did not meet employee needs and expectations and were not proportionate to the quality of employee output. There was a preference for monetary compensation in place of non-monetary rewards thus promoting extrinsic rather than intrinsic motivation. This study unravelled the positive and negative effects of an organisation’s reward system on employee motivation. An organisational culture that is premised on an effective reward system is the panacea to effective human resources management. To enhance employee motivation through the reward system, management of the selected firm should facilitate the development of a well-articulated psycho-social contract that is agreed upon between top management and employees which should explicitly spell-out the expectations of both parties that must be fulfilled at all times.
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Saputra, I. Made Dena Julio Mahendra, and Putu Saroyini Piartrini. "PERAN KETERLIBATAN KARYAWAN PADA HUBUNGAN REWARDS DAN INTERNAL COMMUNICATION DENGAN ORGANIZATIONAL CITIZENSHIP BEHAVIOUR." E-Jurnal Manajemen Universitas Udayana 8, no. 3 (December 5, 2018): 1696. http://dx.doi.org/10.24843/ejmunud.2019.v08.i03.p19.
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The purpose of this study was to determine the effect of mediating employee involvement on rewards relationships and internal communication with organizational citizenship behavior. This research was conducted at Akana Boutique Hotel. The number of samples taken was 50 employees, using saturated sample techniques. Data collection is done through a questionnaire. The analysis technique used is simple linear regression. Based on the results of the analysis found that 1). Rewards and internal communication have a positive and significant effect on employee engagement, 2). Rewards, internal communication and employee involvement have a positive and significant effect on organizational citizenship behavior, 3). Employee involvement mediates the effects of rewards and internal communication on organizational citizenship behavior, the higher rewards, internal communication and employee involvement, the organizational citizenship behavior will also increase in Akana Boutique Hotel companies.
Keywords: rewards, internal communication, employee involvement, organizational citizenship behavior
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Hernita, Nita. "PENGARUH PENGHARGAAN INTRINSIK DAN PENGHARGAAN EKSTRINSIK TERHADAP KEPUASAN KERJA KARYAWAN PERUMDA BPR PUSAT MAJALENGKA." J-AKSI : JURNAL AKUNTANSI DAN SISTEM INFORMASI 3, no. 1 (March 1, 2022): 279–87. http://dx.doi.org/10.31949/j-aksi.v3i1.2141.
Full textAbstract:
Research was conducted on employees of Perumda BPR Pusat Majalengka. Target of this research is to identify intrinsic rewards and extrinsic rewards to employee job satisfaction, and how much influence the intrinsic rewards and extrinsic rewards to employee job satisfaction.
The method used is by using descriptive analysis and verification techniques. The sample is this study were 45 peoples using saturated sampling techniques. Data collection are the questionnaires. Testing is done with the data instrument validity and reliability testing, while data anlysis is a classic assumption test, multiple regression test, determination, and hypothesis testing with SPSS 21 Version.
Based on research results to the variable intrinsic rewards, extrinsic rewards, and employee job satisfaction variables included in the high category. Furthermore, based on verifikatif analysis of intrinsics rewards and extrinsics rewards have a positive and significant impact on employee job satisfaction either partially or simultaneously
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O'Dell, Carla, and Jerry Mcadams. "The Revolution in Employee Rewards." Compensation & Benefits Review 19, no. 3 (June 1987): 68–73. http://dx.doi.org/10.1177/088636878701900309.
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