Academic literature on the topic 'Performance Reward System'

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.

This research is motivated by the phenomenon of giving rewards that are not evenly distributed. The purpose of this study is to analyze the importance of the reward system in improving employee performance. This research uses a qualitative method with a literature review approach. The results of this study indicate that one form of reward is the provision of incentives. Incentives will enhance employee motivation in an effort to achieve the goal of improving performance. Motivation is an indicator that affects performance because it is an important driver that causes people to work is the need that must be met. Thus, through a reward system in the form of incentives, it can generate employee work motivation, where motivation is the main factor in improving employee performance so as to increase employee productivity and welfare.

BACKGROUND: Rewards are used to strengthen good behavior among employees based on the general assumption that rewards motivate staff to improve organizational productivity. However, the extent to which rewards influence motivation among health workers (HWs) has limited information that is useful to human resources (HRs) instruments. This study assessed the influence of rewards on motivation among HWs in Narok County, Kenya. METHODS: This was a cross-sectional study done in two sub-counties of Narok County. Data on the rewards availability, rewards perceptions and influence of rewards on performance, as well as motivation level of the HWs, was collected using a self-administered questionnaire with HWs. SPSS version 21 was used to analyze descriptive statistics, and factor analysis and multivariate regression using Eigen vectors was used to assess the relationship between the reward intervention and HWs’ motivation.RESULTS: A majority of HWs 175 (73.8%) had not received a reward for good performance. Only 3 (4.8%) of the respondents who received rewards were not motivated by the reward they received. Overall, reward significantly predicted general motivation (p-value = 0.009).CONCLUSION: In Narok County, the HR’s instruments have not utilized the reward system known to motivate employees. In the study area, hard work was not acknowledged and rewarded accordingly. In addition, there were not sufficient opportunities for promotion in the county. An increased level of reward has the potential to motivate HWs to perform better. Therefore, providing rewards to employees to increase motivation is a strategy that the Narok County health system and its HR management should utilize.

In large, distributed systems composed of adaptive and interactive components (agents), ensuring the coordination among the agents so that the system achieves certain performance objectives is a challenging proposition. The key difficulty to overcome in such systems is one of credit assignment: How to apportion credit (or blame) to a particular agent based on the performance of the entire system. In this paper, we show how this problem can be solved in general for a large class of reward functions whose analytical form may be unknown (hence "black box" reward). This method combines the salient features of global solutions (e.g. "team games") which are broadly applicable but provide poor solutions in large problems with those of local solutions (e.g. "difference rewards") which learn quickly, but can be computationally burdensome. We introduce two estimates for local rewards for a class of problems where the mapping from the agent actions to system reward functions can be decomposed into a linear combination of nonlinear functions of the agents' actions. We test our method's performance on a distributed marketing problem and an air traffic flow management problem and show a 44% performance improvement over team games and a speedup of order n for difference rewards (for an n agent system).

This research paper is about reward system as a strategy to enhance employee’s performance in an organization. The research means this needs of an organization and its employee, their low productivity behavior and therefore the way this behavior are often change through reward to enable their performance boost the organization needs. The research was administered through constructive analysis from different articles that base on reward system. Descriptive and exploratory research designs were used for the purpose of this research work. The study observed that there is positive relationship between rewards and employees performance, productivity and retention in an organization. However, rewards system, in an organization should be designed with a constructed strategies that need to be a neighborhood of organization‘s culture.

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.

Reward management in an organization helps to motivate and retain employees at work. It is an important element of human resource management. It is the process of creating, implementing and controlling an effective reward system in the organization that helps to maintain and improve organizational performance. It emphasizes the strategic purposes of attracting, motivating and retaining employees. Human resources are said to be the human capital that can play significant role for improving competitive advantage and sustaining business activities of all the organizations including financial institutions. This study attempts to analyze the impact of reward systems on employee performance of service oriented institutions of Nepal. Opinion on rewards in terms of salary, bonus, promotion, empowerment, achievement, appreciation, and employee performance from 395 employees of service sector institutions working at managerial, officer and assistant levels are taken into account. Pearson and Spearman Rho Correlation are used to find out the correlation between reward system and employee performance where multiple regression is used to analyze the impact of reward systems on employee performance. The study concluded that reward systems have positive correlation and impact of employee performance of service sector institutions of Nepal.

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.

Purpose: The aim of this study is to investigate how to employee performance impact on reward in private school. The study also aims to show how to employee improve the performance has in reward system. Design/methodology/approach: Questionnaire is used as instrument and 100 questionnaires were used to check the respondent’s opinion. Findings: descriptive analysis, correlation and multiple regression tests were applied for data analysis. Conclution: Study concludes that there is positive relationship between rewards (extrinsic and intrinsic) and employee’s job performance. Most of the organizations implement rewards system to increase the job performance and job satisfaction. Originality/value: By reviewing the different finding that the reward and employee performance. the contribution of this paper is to look at how to finding the effective solution of employee performance will be in reward system inter-organisational and school. Study of paper: The study of this paper is exploratry is qualitative study of research.