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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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Andriani, Dewi. "Reward System Analysis on Employee Performance Improvement." Eduvest - Journal of Universal Studies 2, no. 6 (June 20, 2022): 1102–7. http://dx.doi.org/10.59188/eduvest.v2i6.464.
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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.
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Momanyi, George O., Maureen A. Adoyo, Eunice M. Mwangi, and Dennis O. Mokua. "Strengthening Strategic Reward Framework in Health Systems: A Survey of Narok County, Kenya." Global Journal of Health Science 9, no. 1 (May 19, 2016): 181. http://dx.doi.org/10.5539/gjhs.v9n1p181.
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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.
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TUMER, KAGAN, and ADRIAN AGOGINO. "MULTIAGENT LEARNING FOR BLACK BOX SYSTEM REWARD FUNCTIONS." Advances in Complex Systems 12, no. 04n05 (August 2009): 475–92. http://dx.doi.org/10.1142/s0219525909002295.
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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).
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Francis, Felix, Clifford Tizhe Oaya Zirra, and Mambula I. Charles J. "Reward System as a Strategy to Enhance Employees Performance in an Organization." Archives of Business Research 8, no. 6 (June 29, 2020): 156–64. http://dx.doi.org/10.14738/abr.86.8403.
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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.
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Mehmood, Sufyan. "Managing Performance through Reward System." IOSR Journal Of Humanities And Social Science 15, no. 2 (2013): 64–67. http://dx.doi.org/10.9790/0837-1526467.
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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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Pradhan, Gopal Man. "Impact of Reward Systems on Employee Performance of Service Sector Institutions in Nepal." Batuk 8, no. 2 (July 28, 2022): 1–13. http://dx.doi.org/10.3126/batuk.v8i2.47008.
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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.
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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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Ibrar, Muhammad, and Owais Khan. "The Impact of Reward on Employee Performance (A Case Study of Malakand Private School)." International Letters of Social and Humanistic Sciences 52 (May 2015): 95–103. http://dx.doi.org/10.18052/www.scipress.com/ilshs.52.95.
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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.
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Hayat, Hayat, Sumartono Sumartono, Choirul Saleh, and Ratih Nur Pratiwi. "Religiosity Moderation on the Effect of Reward System and Motivation on Work Performance." IJEBD (International Journal Of Entrepreneurship And Business Development) 3, no. 02 (March 30, 2020): 152–67. http://dx.doi.org/10.29138/ijebd.v3i02.976.
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The purpose of this study is to analyze the reward system on work motivation of the state civil apparatus and work performance, the effect of religiosity moderation on the influence of motivation on the work performance of the state civil apparatus and the effect of religiosity moderation on the effect of the reward system on the work performance of the civil apparatus country. The research method used quantitative research using WarpPLS 0.6 analysis. The results of research and discussion show that the reward system has a positive and significant effect on work motivation. More rewards given will have an impact on employee motivation. In addition, the effect of the reward system on work performance also has a positive and significant effect. In the aspect of Religiosity as moderation, motivation and work performance effect is insignificant and positively moderates both, even the tendency to weaken. The emphasis is that work does not only depend on competence, skill, and capacity, but must be supported by the belief that there is a God who is always at work, because serving the community is part of worship that rewards God will repay with multiplied kindness.
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Emilia James, Oyira, Regina Ella, Nkamare S.E, Felicia E. Lukpata, Sylvia Lazarus Uwa, and Partric Awok Mbum. "Effect of reward system among health care workers performance: a case study of university of Calabar teaching hospital Calabar, Nigeria." Journal of Hospital Administration 4, no. 3 (April 13, 2015): 45. http://dx.doi.org/10.5430/jha.v4n3p45.
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The study investigated the effect of reward system on health care workers performance in Teaching Hospital. It examined the relationship among monetary and non-monetary rewards and employees’ performance in University of Calabar Teaching Hospital (UCTH). Desk survey was used in gathering relevant information. Primary sources were questionnaire, observation and interview, while secondary data were gathered from internet, textbooks, journals and libraries. Chi-square statistical tool was used and the findings revealed the monetary reward had a positive impact on employees’ performance while non-monetary rewards had a negative effect on employees’ performance. The study recommended that management of UCTH should boost the morale of their employees through fair and equitable reward system. The study further recommended that management should be effective with monetary rewards like bonuses and fringe benefits to encourage the workers improve performance.
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Haryanto, Hanny, Umi Rosyidah, Acun Kardianawati, Erna Zuni Astuti, Erlin Dolphina, and Ronny Haryanto. "Fuzzy Smart Reward for Serious Game Activity Design." Scientific Journal of Informatics 10, no. 3 (July 11, 2023): 271–86. http://dx.doi.org/10.15294/sji.v10i3.44051.
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Purpose: Serious game has been widely considered to be a potential learning tool, due to its main advantage to provide a fun experience in learning. The experience is supported mainly by in-game activities, where feedback is given in the form of rewards. However, rewards often don't work well due to various factors, for example, rewards are always the same, so they are monotonous. We use Appreciative Learning as underlying concept for activity design and fuzzy logic to create the reward behavior, called Fuzzy Smart Reward.Methods: We use Appreciative Learning as underlying concept for activity design and fuzzy logic to create the reward behavior. Appreciative Learning activities consists of Discovery, Dream, Design and Destiny. We propose fuzzy-based smart reward for those activities. The smart reward takes player achievement in each activity as input for the fuzzy inference system and give the dynamic reward as output.Result: A game prototype is developed as a test subject. The result shows that the smart reward could dynamically adjust the reward based on game conditions and player performance. Test conducted using Game Experience Questionnaire get the score 3.3 out of 4.Novelty: There aren't many studies on dynamic rewards in structured reward systems; the majority of studies remove dynamic rewards from reward systems. In our research, a "smart reward" is a dynamic reward in a structured reward system that is created using artificial intelligence and is based on activities for appreciative learning. The use of Fuzzy Logic for structured reward behavior is also very rare.
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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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Duru, Innocent U., Millicent Adanne Eze, Abubakar Yusuf, Akpan Aaron Udo, and Abubakar Sadiq Saleh. "Effect of reward systems on workers' performance at the university of Abuja." Asian Journal of Social Sciences and Management Studies 10, no. 1 (January 3, 2023): 9–18. http://dx.doi.org/10.20448/ajssms.v10i1.4391.
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This study examined the effect of reward systems on workers' performance at the University of Abuja. It utilized descriptive and inferential statistics on a sample of 337 workers’ derived from 2145 workers through the random sampling technique. The results showed that employees are contented with the recognition accorded to them for executing good works, supervisors are open to assist or direct employees, supervisors encourage the ideas of employees’ and their styles of accomplishing things, supervisors’ expectations from employees in terms of job done are unclear to them and promotions and pay increases depend on the attainment of known performance goals exerted a positive effect on workers’ performance. However, this university does not automatically reward good performance, exceptional incentives and rewards are provided by management to all employees and the process of performance appraisal is connected to the reward system had a negative impact on workers' performance. The study recommends that the University of Abuja management should ensure that rewards are based on merit and matched with performance to inspire workers to perform optimally. In addition, reward management practices on rewards for good performance, promotions going to people that deserve them and celebration of excellent service should be reviewed and strengthened.
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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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Regina Nursedima Marpaung, Shinta, Achmad Hizazi, and Wiralestari Wiralestari. "Pengaruh total quality management terhadap kinerja manajerial dengan sistem pengukuran kinerja dan sistem penghargaan (reward) sebagai variabel intervening (studi empiris pada perusahaan BUMN di Kota Jambi)." Jurnal Paradigma Ekonomika 17, no. 1 (May 9, 2022): 137–48. http://dx.doi.org/10.22437/jpe.v17i1.16327.
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This study aims to prove empirically (1) the effect of total quality management on managerial performance, (2) the effect of quality management (3) The effect of performance measurement systems on managerial performance. (4) The effect of total quality management on the reward system (reward) (5) The effect of the reward system on managerial performance (6) The effect of total quality management on managerial performance is mediated by the performance measurement system (7) The effect of total quality management on performance managerial mediated by the reward system. The sample used as many as 98 respondents are managers in BUMN companies in Jambi City. The results showed that (1) total quality management had a significant and significant effect on managerial performance. (2) Total quality management significantly affects the performance measurement system. (3) The performance measurement system significantly affects managerial performance in Jambi City companies. (4) Total quality management significantly affects the reward system. (5) The reward system significantly affects managerial performance in Jambi City companies. (6) Total quality management has a significant and significant effect on managerial performance mediated by the Jambi City BUMN performance measurement system. (7) The total quality of management does not have a significant and significant effect on managerial performance mediated by the reward system.
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Sakwa, Suleiman Eshikumo, Mary Chui Mugwe, and Susan Macharia. "Principal’s Teacher Reward Strategies on Teacher Performance in Public Secondary Schools in Mumias East Sub-County, Kenya." East African Journal of Education Studies 6, no. 1 (January 18, 2023): 38–55. http://dx.doi.org/10.37284/eajes.6.1.1050.
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This study unearths how school principals’ teacher reward strategies influence teacher performance in public secondary schools in Mumias East, following variations in teacher performances. That was accruing to the fact that there was global deterioration in teacher performance, and so was the case with Mumias East Sub-County, Kenya. The study applied a mixed methodology study design that utilized numerical measures and in-depth explorations in data collection. The measures of central tendency, comprising averages, percentiles, and Measures of dispersion comprising standard deviation were used. Also, a correlational approach, specifically, linear regression analysis was used. The study established that various reward strategies used by the principals yielded varied teacher performances. For instance, the correlations yielded were adjusted R2= 0.840032, at F=1.68E-91, p=2.5E-195, and t=106.0108 against teacher lesson attendance and recovery, adjusted R2= 0.954852, at F=7.4E-154, p=4.61E-95 and t=35.68653 with students Mean scores, and adjusted R2= 0.749565, at F=2.09E-69, p=2.3E-173, and t=84.36494, with TPAD scores. Also, from the measures of central tendency, it was concluded that the principals' reward system was crucial in determining the teacher’s performance; hence, a proper blend of the various rewards was urgent to realize optimum teacher performance. Earlier studies featured in the introduction had also made critical advancements in the various rewards and how they would impact teacher performance. Therefore, the findings of this study help solidify the earlier findings and offer a comprehensive teacher reward system that can be utilized specifically by school principals.
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Petrick, Efraim, Kemala Rita Wahidi, and Rina Anindita. "Analysis of the Management the Head of Nurse Management and Reward System and Organizational Commitment as Mediation Variables at RSUP Dr Sitanala." European Journal of Business and Management Research 8, no. 1 (February 11, 2023): 252–58. http://dx.doi.org/10.24018/ejbmr.2023.8.1.1744.
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Background: Hospitals as one of the health facilities are required to be able to provide quality services according to standards and run function by comprehensive, curative, and preventive to society. Source power existing human - at home sick almost more of 50% is nurse. Evaluation of one's performance nurse is quality nursing care. The determinant of performance is organizational commitment, nurses in her job need skill management for help cooperation to achieve desired goal. For increase performance achieved to the maximum need existence gift system rewards or compensation work. Research purposes: Analyze influence function management head room care and system rewards to performance as well as commitment organization as variable mediation at Dr Sitanala Hospital. Research methods: quantitative research using method approach explanatory causality due to knowing the relationship between variables. The sample in this study was a total sampling, that is, all implementing nurses totaled 100 people. The analysis technique uses multiple linear regression analysis Research results: (1) function management head of ward significantly affect commitment organization; (2) the reward system significantly affects commitment organization; (3) Function management head of ward significantly affect performance nurse; (4) The reward system significantly affects performance nurse; (5) commitment organization significantly affect performance; (6) function management head room care and reward system indirectly significantly affect performance through commitment organization.
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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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Jatmiko, Udik. "Management Accounting Information Systems, Performance Measurement Methods and Reward Systems in Influencing Managerial Performance." International Journal on Social Science, Economics and Art 11, no. 4 (February 27, 2022): 180–89. http://dx.doi.org/10.35335/ijosea.v11i4.67.
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The problem that is the indication of management accounting information system policies, performance measurement methods, and reward systems that are less effective, so that they are felt to affect managerial performance. The number of samples obtained from the total population in as many as 32 people. Data analysis techniques using validity and reliability tests, multiple linear regression tests, t tests and F tests. The results of the research carried out obtained that partially the application of management accounting information systems to managerial performance. The performance measurement method has a positive and significant effect on managerial performance. The reward system has a positive and significant effect on managerial performance. Simultaneously the application of management accounting information systems, performance measurement methods and reward systems have an effect on managerial performance with a significant value of F 0.001 < sig. 0.05. Management should always pay attention to the development of the systems implemented, including the application of management accounting information systems, performance measurement methods and reward systems in order to achieve the effectiveness of managerial 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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Agustin, Ismar, Muliyadi Muliyadi, and Mutia Nadra Maulida. "Analisis Sistem Penghargaan dan Beban Kerja terhadap Kinerja Perawat Pelaksana Rumah Sakit pada Masa Pandemi COVID -19." Jurnal Keperawatan Silampari 5, no. 2 (June 30, 2022): 1249–58. http://dx.doi.org/10.31539/jks.v5i2.3289.
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This study aims to determine whether rewards and workload affect the performance of nurses in inpatient services at a hospital in Palembang City. This research is included in the category of ex-post-facto study and is also causally associative. The results showed that most of the nurses had vocational education (D III Nursing) with 100 nurses (74.6%), female 116 (86.6%), married 112 (83.4%), and permanent employment status 40 ( 29.9%) followed by Honor/contract/non-permanent 39 (29.1%). The analysis results obtained a p-value of 0.048 for the nurse workload variable with nurse performance and a p-value of 0.035 <0.05 for the reward system and nurse performance. In conclusion, there is a significant relationship between the reward system and version, and there is a substantial relationship between workload and performance.
Keywords: workload, performance, nurses, reward system
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Saputri, Berlian Yuli, and Shulhan Arief Hidayat. "Development of a Performance-Based Reward System Model for Job Satisfaction of Nurse." Fundamental and Management Nursing Journal 4, no. 1 (April 1, 2021): 7. http://dx.doi.org/10.20473/fmnj.v4i1.21469.
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Introduction: a reward system is one of the motivators that managers can use to improve performance, but this is often overlooked. This research was conducted to develop a performance-based reward system model to increase nurse job satisfaction.Method: the design of this study used observational analytic, with a sample of 237 nurses from all nursing service units. Sampling using cluster random sampling. Data were analyzed using partial least square (PLS). Indicator variables namely reward, performance, reward system (intrinsic reward and extrinsic reward) were independent variables while job satisfaction variable was dependent variables.Results: there is an influence of the reward indicator on intrinsic reward (t = 3.940368> 1.96). There is an effect of reward indicator on extrinsic reward (t = 6.052527> 1.96). There is a performance effect on intrinsic reward (t = 8.504740> 1.96). There is a performance effect on extrinsic reward (t = 7.936353> 1.96). There is an influence of intrinsic reward on nurse job satisfaction (t = 6,257129> 1,96). There is an effect of extrinsic reward on nurse job satisfaction (t = 9,709050> 1,96).Conclusion: the reward system model in this study is influenced by reward and performance indicators. The development of reward system models can affect the job satisfaction of nurses. So that a performance-based reward system needs to be developed to increase nurse job satisfaction.
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LAWLER, EDWARD E. "Reward Practices and Performance Management System Effectiveness." Organizational Dynamics 32, no. 4 (November 2003): 396–404. http://dx.doi.org/10.1016/j.orgdyn.2003.08.007.
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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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Tolero, Josue Alburo, and Jessie S. Echaure. "The Relationship of Learning Motivation, Reward and Achievement in Science of Secondary Students in The District of Botolan." International Journal of Multidisciplinary: Applied Business and Education Research 2, no. 9 (September 12, 2021): 712–22. http://dx.doi.org/10.11594/ijmaber.02.09.01.
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ABSTRACT
The study aimed to determine the effect of learning motivation and reward to the achievement in Science among junior high school students of Botolan District, Division of Zambales during SY 2018-2019.
The study revealed that the respondent is a typical female. The respondents “strongly agree” on extrinsic, intrinsic and task value while “agree” on views about learning, self-efficacy and belief of achievement as dimensions of learning motivation. The respondents “agree” on tangible and intangible as dimensions on rewards system. The respondents “strongly agree” on indicators towards reward system. The students obtain a “passed” rating in their academic performance. There is no significant difference on the dimensions of learning motivation. There is no significant difference on the dimensions of reward system. There is no significant difference on the dimensions of reward system when grouped according to sex profile variable. There is no significant relationship between the academic performance and the dimensions on learning motivation.
The summary of the researches conducted and the assumptions arrived at, the researcher have to give tangible or intangible rewards to deserving students who are exerting efforts to excel in the science class that there is a necessity to train teachers in how to impart students so that they develop intrinsically motivated, as a substitute of just driven along by the idea of the next external reward; that the teachers are to exercise extreme fairness and equality to give rewards and recognition to deserving students.
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Taba, Muhammad Idrus. "Mediating effect of work performance and organizational commitment in the relationship between reward system and employees’ work satisfaction." Journal of Management Development 37, no. 1 (February 12, 2018): 65–75. http://dx.doi.org/10.1108/jmd-11-2016-0256.
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Purpose The purpose of this paper is to investigate the mediation effect of work performance and organizational commitment in the relationship between reward system and employees’ work satisfaction. Design/methodology/approach The study population constituted all employees/permanent employees (civil servants and non-civil servants) at Bank of BNI, Bank of BRI, Bank of Mandiri, and Bank of South Sulawesi. The analytical method used to test the hypothesis of the research was structural equation modeling. Findings Based on the analysis results, it can be concluded that the extrinsic reward system and the intrinsic reward system have a direct, significant effect on work performance and organizational commitment, and work performance and also organizational commitment have a direct, significant effect on work satisfaction. On the other hand, the extrinsic reward system and the intrinsic reward system have no direct effect on work performance, but work performance and organizational commitment as mediation variables bridge the relationship between the extrinsic reward system and the intrinsic reward system to work satisfaction. Originality/value Mediation effect (using the Sobel test) of work performance, and organizational commitment in the relationship between Reward Systems on work satisfaction, location of the study (no previous research for this relationship): Bank of South Sulawesi, Indonesia.
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Mahato, Shikha, and Jaspreet Kaur. "The Impact of Compensation and Reward System on the Performance of Employees." Shanlax International Journal of Management 10, no. 4 (April 1, 2023): 10–16. http://dx.doi.org/10.34293/management.v10i4.6177.
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This study is meant to ascertain the relationship between compensation and employees’ performance. The study aims to find out how satisfactory compensation enhances employee performance. The impact of reward administration on worker performance can be appropriate to those who develop their inspiration from it. Consequently, to say that reward influence workforces to perform may be fictitious and overstatement. Human requirements are dynamic in nature. For the sustainability, a compensation strategy should also illuminate the connexion between remunerations, salaries and reimbursements to the crucial success dynamics of the businesses. Against such a complex background of varied effects of compensation on employee performance several arguments can be put forward: A remuneration policy should entail other components of variable pay that is pay, which is linked to the performance of employees. Thus, employees must be made to believe that greater efforts result in greater rewards.
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Widmer, Mario, Jeremia P. O. Held, Frieder Wittmann, Belen Valladares, Olivier Lambercy, Christian Sturzenegger, Antonella Palla, Kai Lutz, and Andreas R. Luft. "Reward During Arm Training Improves Impairment and Activity After Stroke: A Randomized Controlled Trial." Neurorehabilitation and Neural Repair 36, no. 2 (December 22, 2021): 140–50. http://dx.doi.org/10.1177/15459683211062898.
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Background Learning and learning-related neuroplasticity in motor cortex are potential mechanisms mediating recovery of movement abilities after stroke. These mechanisms depend on dopaminergic projections from midbrain that may encode reward information. Likewise, therapist experience confirms the role of feedback/reward for training efficacy after stroke. Objective To test the hypothesis that rehabilitative training can be enhanced by adding performance feedback and monetary rewards. Methods This multicentric, assessor-blinded, randomized controlled trial used the ArmeoSenso virtual reality rehabilitation system to train 37 first-ever subacute stroke patients in arm-reaching to moving targets. The rewarded group (n = 19) trained with performance feedback (gameplay) and contingent monetary reward. The control group (n = 18) used the same system without monetary reward and with graphically minimized performance feedback. Primary outcome was the change in the two-dimensional reaching space until the end of the intervention period. Secondary clinical assessments were performed at baseline, after 3 weeks of training (15 1-hour sessions), and at 3 month follow-up. Duration and intensity of the interventions as well as concomitant therapy were comparable between groups. Results The two-dimensional reaching space showed an overall improvement but no difference between groups. The rewarded group, however, showed significantly greater improvements from baseline in secondary outcomes assessing arm activity (Box and Block Test at post-training: 6.03±2.95, P = .046 and 3 months: 9.66±3.11, P = .003; Wolf Motor Function Test [Score] at 3 months: .63±.22, P = .007) and arm impairment (Fugl-Meyer Upper Extremity at 3 months: 8.22±3.11, P = .011). Conclusions Although neutral in its primary outcome, the trial signals a potential facilitating effect of reward on training-mediated improvement of arm paresis. Trial registration ClinicalTrials.gov (ID: NCT02257125).
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Pikitda, Bulus. "Assessment of Technical and Supporting Staff Reward Systems during COVID-19 Pandemic in Jos University Teaching Hospital (JUTH), Plateau State, Nigeria." TEXILA INTERNATIONAL JOURNAL OF MANAGEMENT 7, no. 2 (August 30, 2021): 71–83. http://dx.doi.org/10.21522/tijmg.2015.07.02.art008.
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The aim of this study was to assess the reward system for technical and supporting staff in Jos University Teaching Hospital (JUTH) in Plateau State. The study was guided by two objectives and one hypothesis. The study used a descriptive design approach, while a self-developed structured questionnaire titled Covid-19 Pandemic and Reward System Questionnaire (CARS-Q). The data were analyzed using simple percentages, mean rating standard deviation, and independent t-statistics. The results revealed that covid-19 allowances, access to palliatives, provision of personal protective equipment, payment of salaries, provision of relevant information, and staff training were the types of reward systems provided to technical and supporting staff of JUTH during the covid-19 Pandemic. It was also fund that these rewards were not distributed to the staff equally. The results indicated that the technical staff were better rewarded during the Pandemic than the supporting staff. The study concluded that there were differences in the reward system provided to technical and supporting staff of JUTH during the covid-19 Pandemic. The study recommended amongst others that the government and management of JUTH should ensure that both technical and supporting staff are rewarded equally during a pandemic so as to enhance their level of efficiency in service delivery, government and management of the Hospitals should make provision for equality in the payment of covid-19 allowances, insurance benefits and overtime allowances for staff of JUTH during a pandemic and that the hospital should provide flexible working opportunities for the staff for maximum performance.
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Caudill, Helene L., and Constance D. Porter. "An Historical Perspective of Reward Systems: Lessons Learned from the Scientific Management Era." International Journal of Human Resource Studies 4, no. 4 (December 1, 2014): 127. http://dx.doi.org/10.5296/ijhrs.v4i4.6605.
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This paper reveals how similar the reward systems prevalent during the scientific management era are to the rewards systems in use today. Systems popular today, such as profit sharing, gain sharing, skill/knowledge-based pay, merit-based pay/pay for performance, and variable-based pay, were also advocated during the reign of scientific management. The ideas expressed by several key scientific management contributors, including Frederick W. Taylor, Henry L. Gantt, Harrington Emerson, and Frank B and Lillian M. Gilbreth, are detailed. These ideas are compared and contrasted with existing reward systems and their underlying premises. In addition, the lessons learned from the scientific management era as they relate to reward system philosophies of today are presented.
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Agustin, Wiwin Rosmiyanti, Faizal Mulia Z, and Dicky Jhoansyah. "Pengaruh Sistem Penilaian Kinerja Dan Reward Terhadap Kinerja Karyawan." Journal of Economic, Bussines and Accounting (COSTING) 5, no. 2 (June 30, 2022): 1521–27. http://dx.doi.org/10.31539/costing.v5i2.2462.
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This study aims to determine the effect of performance appraisal system variables and rewards on employee performance. This study uses quantitative methods. The population in this study are employees of PT. Paragon Technology And Innovation DC Sukabumi and the sample used was 100 respondents. The data analysis technique used is multiple linear regression analysis and the sample technique used is probability sampling. The results of this study indicate that simultaneously and partially the variables of the performance appraisal system and reward have a positive and significant effect on employee performance. The results of the f test are known from the Fcount 101.961 > 3.08 indicating that the Fcount value is greater than Ftable and the correlation results in this study have a strong and high value of 0.678. Meanwhile, from the results of the t-test value, namely Tcount 2,286 > 1,983, it shows that Tcount is greater than Ttable so it can be concluded that the performance appraisal and reward system variables have an influence on employee performance.
Keywords: Performance Assessment, Reward, Employee Performance
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Javed, Aisha, and Noor Muhammad. "Teachers Perceptions about Reward Systems in Classroom." Journal of Education and Social Studies 2, no. 2 (August 27, 2021): 59–62. http://dx.doi.org/10.52223/jess.20212204.
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A Reward system is used to influence the people in any organization. In education, teachers are used rewards to influence students learning outcomes. Therefore, the present study was conducted to find out the teacher's perceptions about rewards in the classroom. All the teachers of the public primary school of district Toba Tek Singh were considered for the population of the study. A questionnaire was used as a research tool for collecting the opinion of respondents, including a five-point rating scale. A total of 200 teachers (100 male and 100 female) were selected as a sample from 100 public primary schools in Toba Tek Singh. Data were analyzed using SPSS (Statistical Package of Social Sciences) through t-test, mean and standard deviation. It was concluded that most of the teachers agreed that reward encourages the students to move forward. It was also proved that the rewards system was significantly better towards learner’s achievement. It was also confirmed that most teachers improved their performance regarding their rewards system; therefore, it had a positive impact on achieving the targeted objectives.
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Etalong, Thomas Alama, Francis Okechukwu Chikeleze, and Afam Onyeka Chukwunyelum. "Evaluation of the Use of the Performance Appraisal and Reward System in Improving Employee Performance: A Survey of Selected Public Sector Organizations." International Journal of Management Technology 9, no. 1 (January 15, 2022): 48–53. http://dx.doi.org/10.37745/ijmt.2013/vo9n1pp4853.
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To fulfil their fundamental obligations, public sector organisations are required to offer the population high-quality services. To carry out these duties, these organisations must have a qualified workforce (personnel). As a result, the workforce of the organisation needs to be sufficiently motivated to maintain pace with the organisational goal. This is accomplished through performance evaluation, which assesses the performance to ensure that employees are keeping up with their tasks and the reward system, which serves to maintain employee motivation. This study's main goal is to investigate how performance evaluation and reward systems are used to improve employee performance. Using both primary and secondary sources, data were collected. The findings indicate that organisations under evaluation use performance appraisal and reward systems before, during, and after staff transfers and deployments both inside and outside of MDAs. This management tool is one of the key determining variables in such transfers and deployments. When workers stray from their job descriptions, the company uses it as a deterrent. The outcome also shows that one of the challenges in implementing performance evaluation and reward systems is politics. The report recommends that the performance evaluation and reward system be based on merit and free of politics in its conclusion.
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VIRAY-CASTILLEJOS, BENILDA. "Teachers’ Use of Reward System: Inputs for Students Motivation Enhancement." AIDE Interdisciplinary Research Journal 3 (April 24, 2023): 169–79. http://dx.doi.org/10.56648/aide-irj.v3i1.61.
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This study determined the teacher’s perception of the reward system in the classroom. The study made use of the descriptive quantitative research design. The study was conducted in the School Division of Cauayan City in San Fermin Elementary School, San Isidro Elementary School, and North Central School for the academic year 2021-2022. This paper facilitated a researcher-made questionnaire to gather data on the teachers’ profiles, motivation forms, and perceptions of using the strategy. A Likert Scale was used to analyze the perception of the respondents. Also, the researcher used Spearman’s Rho to draw a correlation between the profile of the respondents relative to their perception and form of motivation used in their elementary classroom. The results revealed that the teachers often used different forms of motivation are small items. Also, teachers perceived the rewards system to be effective for all pupils. Moreover, the elementary teachers strongly agree that using this strategy benefits the classroom facilitators. Hence students’ academic performance increased, and the student’s participation became active with a reward system. In conclusion, the study found that the teachers’ profile and perception of using the reward strategy, higher educational attainment, length of service, and grade level were significantly related. Correspondingly, the forms of motivations of the teachers are linked to the quality of higher educational attainment of the teachers and the grade level they are handling. Thus, the perception of the use of the reward strategy and its forms depends on the profession’s service, the quality of students’ foundation, such as distractors and needs, and the pedagogical mastery acquired through pursuing higher education. The school should encourage teachers to improve the mechanism reward system in their classes. Further study should be made in integrating a reward system or a combination of external strategies on a particular subject and performance competencies.
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Noor, Zaha, Nishatnaz Nayaz, Vrushabh Solanki, Adarsh Manoj, and Arti Sharma. "Impact of Rewards System on Employee Motivation: A Study of a Manufacturing Firm in Oman." International Journal of Business and Management Future 4, no. 2 (August 5, 2020): 6–16. http://dx.doi.org/10.46281/ijbmf.v4i2.692.
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This paper illustrates the importance of employee motivation and the influence of reward and recognition program on the motivation and performance of the manufacturing and production workers of a manufacturing firm situated in the Sultanate of Oman. The goal of the report is to depict the predominant effect of reward and recognition on overall productivity, performance, and motivation. The data gathered for the research was through an exploratory research design wherein the survey questionnaire was distributed to a population of 30 respondents through a stratified sampling technique. Both the qualitative and quantitative data were considered while concluding the major findings, followed by proposing suggestions to improve the motivation levels of employees and enhance their rewards and recognition program.
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Siagian, Nancy Florida, Ambo Enre, and R. Elfrida Panjaitan. "Pengaruh Kepemimpinan dan Sistem Penghargaan terhadap Kinerja Pegawai dengan Kepuasan Kerja sebagai Variabel Media." Jesya (Jurnal Ekonomi & Ekonomi Syariah) 2, no. 2 (January 31, 2021): 453–61. http://dx.doi.org/10.36778/jesya.v2i2.113.
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The purpose of this study was to determine the effect of leadership and reward systems on Employee Performance with job satisfaction as a mediating variable. With a sample of 70 respondents. The tool used is a questionnaire. The results of this study are that leadership has a positive and significant effect on employee performance. The reward system has significant and significant effect on employee performance, leadership and reward systems have a positive and significant effect on job satisfaction, job satisfaction has a positive and significant effect on employee performance, and leadership, reward systems and job satisfaction has a positive and significant effect on employee performance. With the value of t calculated for leadership variable 2,278 and reward system 3,117 while for job satisfaction as mediation has a value of t count equal to there is a value of 1,994 which means that the value of t count has ‘Sig’ <0,05. R Square of 0.433, means that variations in employee performance can be explained by variations in leadership, reward systems and job satisfaction by 43.3% and the rest explained by other variations not examined
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Fanggidae, Rolland Epafras, Ni Putu Nursiani, and Allen Bengngu. "The Influence of Reward on Organizational Commitment towards Spirituality Workplace as a Moderating Variable." GATR Journal of Management and Marketing Review (JMMR) Vol. 4 (4) Oct-Dec 2019 4, no. 4 (December 30, 2019): 260–69. http://dx.doi.org/10.35609/jmmr.2019.4.4(5).
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Objective – Expectations for good performance from employees are inseparable from how companies determine certain systems or strategies to provide a balance between expected contributions and what has been given in the form of certain rewards or rewards to their employees. For that, the company must implement a system to improve employee performance, one of which is to implement a reward system. On the other hand, strategic changes in managing human resources leads to a holistic approach, in which organizational management not only emphasizes economic benefits or responsibilities, but also has legal, ethical, and responsibility to stakeholders. Spirituality at work has a relationship with work behavior in the form of job satisfaction, work performance, attitudes, work ethics, morals, and management. This study aims to prove the effect of Rewards on Organizational Commitment with Workplace Spirituality as a Moderating Variable. Methodology/Technique – This research was conducted on employees of the Kupang Tanaoba Lais Manekat (TLM) Credit Bank, with a total of 30 employees. Findings & Novelty – The results of the regression equation show that reward has a positive influence on organizational commitment. Where individuals include a feeling that satisfaction will be obtained if a job is successfully done through extrinsic rewards or compensation. Giving compensation is a strategic function of human resources that has a significant impact on other human resource functions. The compensation provided by the company must be felt fairly by employees. The MRA test results show that the regression coefficient of a moderate workplace spirituality variable has a negative effect, meaning that the workplace spirituality variable cannot be a moderating variable between appreciation and organizational commitment. This means that a lower spirituality workplace does not necessarily mean a lower reward for the organizational commitment of the employee. Type of Paper: Empirical. Keywords: Organizational Commitment; Reward; Compensation; Spirituality Workplace; Performance. Reference to this paper should be made as follows: Fanggidae, R.E; Nursiani, N.P; Bengngu, A. 2019. The Influence of Reward on Organizational Commitment towards Spirituality Workplace as a Moderating Variable, J. Mgt. Mkt. Review 4(4) 260 – 269. https://doi.org/10.35609/jmmr.2019.4.4(5) JEL Classification: M10, M14, M19.
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Goet, Joginder, and Kiran Kharel. "The Effect of Performance Rating Systems on Employee Motivation of Nepalese Insurance Companies." Dristikon: A Multidisciplinary Journal 13, no. 1 (June 28, 2023): 97–110. http://dx.doi.org/10.3126/dristikon.v13i1.56058.
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This study explores the effects of employee motivational elements, such as training and development (TD), communication (CO), commitment (CT), reward and recognition (RR), and feedback systems (FS) in listed insurance businesses in Nepal. The impact of motivational elements on employee motivation was investigated using the primary data from 405 observations of 24 Insurance Companies. This study examined the link and impact of the aforementioned elements on employee motivation in Nepalese insurance businesses using a correlational and causal research technique. This study identified a relationship between employee motivation (EM) and training and development (TD), communication (CO), commitment (CT), rewards and recognition (RR), and feedback systems (FS). Again, it has been discovered that Employee Motivation (EM) in Nepalese Insurance Companies is significantly influenced by Training and Development (TD), Communication (CO), Commitment (CT), Reward and Recognition (RR), and Feedback System (FS).
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Nugraha, Randy Teguh Waluya, Budi Arifitama, and Yaddarabullah Yaddarabullah. "Decision Support System for Rewarding Courier Employees in North Jakarta Using Profile Matching." JURNAL INTEGRASI 13, no. 1 (April 30, 2021): 26–31. http://dx.doi.org/10.30871/ji.v13i1.2535.
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Courier employees in an expedition company are an important asset for the company. Each Courier has a daily productivity performance to aim with a perfect score (100%) to gain a reward. However, an assessment based only on productivity performance cause problems, where it is impossible to achieve a perfect productivity score to get a reward. This research focus to improve the rewarding system using a decision support system by adding other aspects than productivity which is the behavioral aspect. Absentee, successful delivery, cash on delivery, status update, attendance, and lateness are the behavioral aspect criteria used. Profile Matching method is conducted to compare employee profiles with the standard values and calculate its GAP. The smaller the GAP, the greater the weight results for the best alternative solution. The results, from 150 employees, 5 employees were selected as the best employees and granted rewards with the highest position scored 4,733, second scored 4,725, third scored 4,7234, fourth scored 4,722, and fifth scored 4,721. Profile matching has proven to be excellent as a method for a decision support system to reward employees based on ranking.
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Ari Pramesti, Putu Nadira, and IGAM Asri Dwija Putri. "Total Quality Management, Partisipasi Anggaran, Sistem Penghargaan, Budaya Organisasi dan Kinerja Manajerial." E-Jurnal Akuntansi 31, no. 3 (March 25, 2021): 551. http://dx.doi.org/10.24843/eja.2021.v31.i03.p03.
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The purpose of this study is to analyze the research of Total Quality Management (TQM), Budget Participation, Reward System and Organizational Culture of Managerial Performance. The population in this study is the General Manager and Department Managers in 5 hotels sheltered by Grandmas Hotels Group, with a sample of 60 people. Data collection method used is a survey method with a questionnaire technique. The regression model in this study uses multiple linear regression analysis. The results in this study indicate that TQM has a positive effect on managerial performance at Grandmas Hotels Group. Budget participation is positive for managerial performance at the Grandmas Hotels Group. The Rewards System has a positive effect on managerial performance at Grandmas Hotels Group. Grandmas Hotels Group provides positive support for managerial performance towards managerial performance.
Keywords: Total Quality Management; Budget Participation; Reward System; Organizational Culture; Managerial Performance.
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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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Sharon, Chisango, Manuere Faitira, and Muranda Zororo. "AN INVESTIGATION INTO THE RELATIONSHIP BETWEEN REWARD MANAGEMENT STRATEGIES AND ORGANIZATIONAL PERFORMANCE IN ZIMBABWEAN LOCAL AUTHORITIES (LA): A CASE STUDY OF MUTARE TOWN COUNCIL." International Journal of Research in Commerce and Management Studies 05, no. 02 (2023): 01–11. http://dx.doi.org/10.38193/ijrcms.2023.5201.
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The importance of aligning an organisation’s Reward Management system to the overall business strategy cannot be overemphasized. Tshukudu (2022) in his latest article acknowledges that, Reward system is a vital tool for driving business growth and boosting staff morale. The increasingly volatile business environment have seen most Company executives constantly demanding evidence that reward systems produce changes in performance. Therefore, this research paper sought to examine the relationship between reward systems and performance using Mutare City Council as a case understudy. The study focused on administrative and low-level employees. The sample size chosen was (20). Simple random sampling technique was used to draw participants from different departments. The research utilised the pragmatic approach where both the quantitative and qualitative research methods were used to obtain an in-depth understanding of the problem under study. The data was presented and analysed using tables and graphs as well as the thematic approach for qualitative findings. The study findings revealed that there is a positive relationship between Reward systems and performance in local authorities. It further revealed that a well -managed reward system is advantageous because it improves employee engagement, employee participation and overally improved performance. The paper recommends that Local Authorities must use Total Reward management systems which takes into account both monetary and non- monetary benefits when rewarding employees.
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Putra, Aditya Halim Perdana Kusuma, and E. Elpisah. "Effect of Internal Control System and Reward System on Managerial Performance with Locus of Control as Moderating Variable in Banking." Golden Ratio of Data in Summary 3, no. 1 (March 31, 2023): 01–06. http://dx.doi.org/10.52970/grdis.v3i1.218.
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This study aims to: (1) assess the effect of the internal control system on managerial performance, (2) To assess the effect of the reward system on managerial performance (3) assess the effect of the internal control system on managerial performance with the locus of control as a moderating variable; (4) To assess the effect of the reward system on managerial performance with the locus of control as a moderating variable. This study uses primary data through a survey of 36 managers divided into three groups in each pre-determined sub-branch office at Mandiri Bank, Indonesian People's Bank, State Savings Bank, and CIMB Niaga Makassar City. Data were analyzed using the statistical product and service solution (SPSS) program. The results of this study indicate that: (1) the internal control system has a negative and significant effect on managerial performance, (2) the reward system has a positive and significant effect on managerial performance, and (3) the internal control system has a positive and significant effect on managerial performance with a locus of control. as a moderating variable, (4) Reward system has a negative and significant effect on managerial performance with the locus of control as a moderating variable.
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Iyke-Ofoedu Maureen Ifeoma, Nwankwo Ernest Chukwuebuka, and Okechukwu Stanley Chidinna. "Effect of extrinsic reward system on employee’s productivity in deposit money banks in Nigeria." World Journal of Advanced Research and Reviews 18, no. 3 (June 30, 2023): 458–69. http://dx.doi.org/10.30574/wjarr.2023.18.3.1092.
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This study investigated the effect of extrinsic reward system on employee productivity in deposit money banks in Nigeria. The specific objectives of the study are to: determine the effect of fringe benefits reward system on employee turnover intension and evaluate the effect of promotion reward systems on employee productivity. Research design was descriptive survey research. Study Area was Enugu State. Sample size of 378 respondents was drawn from 503 population of the study using Taro Yamane sample technique. The research question was answered with simple percentage, mean and standard deviation while methods of data presentation are table and simple percentage. The hypotheses were tested with regression analysis comprising student-t statistics. The following are the major findings of the study: the study reveals that fringe benefits reward system has significant effect on employee turnover intention since the fringe benefits reward promotes attention and focus of employee to render service without fear or favour (t-statistics (9.292) > P-value (0.000), the study reveals that promotion reward systems has significant effect on employee productivity since promotion reward system improves employee’s statue thereby enhancing their employee productivity (t-statistics (6.312) > P-value (0.000). The study concludes that there was positive and significant effect of extrinsic reward system on employee productivity in deposit money banks in Nigeria. The study recommends that managements of deposit money banks should embrace and prioritize the use of a performance based reward system to encourage employee to give their best performance at all time.
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Indrasari, Arum, Justika Citra Apriliana Rosi, and Peni Nugraheni. "The Influence Of Total Quality Management Towards Managerial Performance With Management Accounting System, Islamic Leadership Style, And Organizational Commitment As Moderating Variables." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 10. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(10).
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The purpose of this study was to examine and analyze the influence of Total Quality Management towards Managerial Performance in Islamic based private universities in Yogyakarta with Performance Measurement System, Reward System, Islamic Leadership Style, and Organizational Commitment as moderating variable. The data were distributed and collected by purposive sampling technique to the respondents. The subject of this study was Managers or someone who holds structural position at the Islamic based private universities in Yogyakarta with total respondents of 104. The data were obtained from questionnaires. The analytical method used was simple regression analysis and moderated regression analysis. The calculation using SPSS v. 15. The results show that that Total Quality Management (TQM) has a positive significant effect on Managerial Performance. Thereafter, the results of the moderated regression analysis, the Performance Measurement System, Reward System, Islamic Leadership Style, and Organizational Commitment are the moderating variable that moderate or strengthen the relationship between Total Quality Management (TQM) towards Managerial Performance. Keywords: Islamic Leadership Style, Organizational Commitment, Performance Measurement System, Rewards System, and Total Quality Management
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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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Azman, Ismail, and Abd Razak Mohd Ridwan. "Performance-based Reward Administration Enhancing Employees’ Feelings of Interactional Justice." Studies in Business and Economics 12, no. 1 (April 1, 2017): 5–18. http://dx.doi.org/10.1515/sbe-2017-0001.
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AbstractThe transformation in international business landscape has changed organizational management especially reward administration. This is done in order to maintain the organization’s competitiveness in global market place. In the field of reward administration, an emerging trend can be observed whereby most organizations are moving toward the application of psychological elements in administering organizational reward system. The ultimate objective of this study is to investigate the association between performance-based reward administration and interactional justice. The proposed model was empirically tested using a sample of 113 employees from fire and rescue agency in Peninsular Malaysia. This study found an evidence that performance-based reward administration (i.e., communication, participation and performance appraisal) is positively and significantly associated with interactional justice. This findings proves that the ability of administrators to appropriately implement communication openness, inspire participative decision-making and organize fairness performance appraisal in administering performance-based reward have significantly evoked the feeling of interactional justice when employees perceived that they are being fairly treated in the reward system.
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Sari, S.K.M, Nungki Liana. "HUBUNGAN PEMBERIAN PENGHARGAAN (REWARD) DENGAN KINERJA PERAWAT DI RAWAT INAP EKSEKUTIF RUMAH SAKIT UMUM DAERAH KABUPATEN JOMBANG TAHUN 2020." Jurnal Wiyata: Penelitian Sains dan Kesehatan 10, no. 1 (June 15, 2023): 63. http://dx.doi.org/10.56710/wiyata.v10i1.705.
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Nurses are health professionals who provided services in 24 hours, that a decisive role in improved quality of care through result performance has given and reward system it could affected quality of hospital services. Purpose : seen the relationship between given reward and nurse performance at Jombang Distric Hospital. Method: quantitatif studied ; cross sectional studied design ; total sampling technique. Population and sample amounted 30 nurses. Scope of this research in executive inpatient care at Jombang Distric Hospital. Research results with 0,05 sig of Spearman’s rho are : salary p value 0,041; work condition p value 0.273; Interpersonal relationship p value 0.995 ; total extrinsic reward p value 0,054; achievement p value 0.018; self-recognition p value 0.017; the work itself p value 0.012; responsibility p value 0.114, potential development p value 0.054 ; total intrinsic reward p value 0.028. corelation of variables relate to nurses performance at Jombang Distric Hospital are requaire managerial review and evaluation. Conclusion : there is a relationship give rewards and nurse performance. Suggestions : increase the motivation of nurses by include training and simulations relate to nurses and pay attention to remuneration of nurses.