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A Study on the Impact of Rewards and Recognition on Employee Motivation

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The general objective of the research was to study the impact of rewards and recognition on employee motivation. And the specific objectives were to identify the most effective means of rewards and recognition, to study the behavioral differences between appreciated and non-appreciated employees, to understand the extent to which motivation enhances employee's performance, to identify if the motivation has an effect on individual and organizational growth and to study if rewards and recognition results in emotional conflicts between employees. The descriptive research design was adopted for this study. Various employees from the companies were the respondents. It is evident from the study that a variety of factors influence employee motivation and satisfaction. It was also significant to discover that there is a direct and positive relationship between rewards and recognition and job satisfaction and motivation. Hence, if rewards and recognition offered to employees were to be altered, then there would be a corresponding change in work motivation and satisfaction. The direct translation of this could be that the better the rewards and recognition, the higher the levels of motivation and satisfaction, and possibly therefore, the greater the levels of performance and productivity. In the event of major inconsistencies, especially for emotional conflicts between performers and non performers, the organisation should make an effort to reassess and rectify this situation. In the event that the organisation does not reassess this situation, it could have a resultant negative impact on job performance and productivity as well as on the retention of minorities. In accordance with Maslow's hierarchy of needs, the lower level needs such as salary and benefits must first be met before the higher level needs, which impacts motivation can be satisfied. The research study has shown that managers can employ different strategies to motivate employees, but that it is important that managers keep in mind that different strategies would have a different motivational impact on different people. To get optimum results from a motivational strategy, the manager has to realize and understand issues, which requires recognition of each individual's unique values, beliefs and practices.
International Journal of Science and Research (IJSR)
ISSN (Online): 2319-7064
Index Copernicus Value (2013): 6.14 | Impact Factor (2014): 5.611
Volume 4 Issue 11, November 2015
www.ijsr.net
Licensed Under Creative Commons Attribution CC BY
A Study on the Impact of Rewards and Recognition
on Employee Motivation
Dr. Baskar1, Prakash Rajkumar. K. R2
1Professor, Dept of MBA, Annamalai University, Chidambaram, Tamilnadu, India
2Research Scholar, Annamalai University, Chidambaram-Tamilnadu, India
Abstract: The general objective of the research was to study the impact of rewards and recognition on employee motivation. And the
specific objectives were to identify the most effective means of rewards and recognition, to study the behavioral differences between
appreciated and non-appreciated employees, to understand the extent to which motivation enhances employee’s performance, to identify
if the motivation has an effect on individual and organizational growth and to study if rewards and recognition results in emotional
conflicts between employees. The descriptive research design was adopted for this study. Various employees from the companies were
the respondents. It is evident from the study that a variety of factors influence employee motivation and satisfaction. It was also
significant to discover that there is a direct and positive relationship between rewards and recognition and job satisfaction and
motivation. Hence, if rewards and recognition offered to employees were to be altered, then there would be a corresponding change in
work motivation and satisfaction. The direct translation of this could be that the better the rewards and recognition, the hi gher the levels
of motivation and satisfaction, and possibly therefore, the greater the levels of performance and productivity. In the event of major
inconsistencies, especially for emotional conflicts between performers and non performers, the organisation should make an ef fort to re-
assess and rectify this situation. In the event that the organisation does not re-assess this situation, it could have a resultant negative
impact on job performance and productivity as well as on the retention of minorities. In accordance with Maslow’s hierarchy o f needs,
the lower level needs such as salary and benefits must first be met before the higher level needs, which impacts motivation can be
satisfied. The research study has shown that managers can employ different strategies to motivate employees, but that it is important
that managers keep in mind that different strategies would have a different motivational impact on different people. To get optimum
results from a motivational strategy, the manager has to realise and understand issues, which requires recognition of each individual’s
unique values, beliefs and practices.
Keywords: Rewards, Recognition, Employee, motivation
1. Introduction
As manpower constitute the core of any business and
ultimately employees are the main focus of human resource
management, with the constant changes occurring in the
world today, especially with regards to technology and
innovation, there is a need for companies to reassess the
manner in which they communicate to their employees,
which would increase their morale and will act as a driving
force towards an integrated workforce. Thus, apart from
financial compensations there are other means to reward
employees, some of which include the praise that employees
are able to acquire from their managers, the opportunity to
take on important projects or tasks, and even leadership
attention which helps them climb Maslow’s pyramid of
needs to attain motivation for better performance.
Employee recognition is a judgment on a worker's
contribution, in terms of the work process as well as
dedication and motivation. It also involves evaluating and
acknowledging the results of this work. In short, it looks at
the unique contribution of each worker and stresses the
value of his or her professional expertise and experience. By
creating a culture of recognition, employees become more
engaged. Engaged employees are happy, loyal, and
productive. Everyday there is an opportunity to recognize
someone for their service without spending a lot of money.
Informal rewards are the icing on the cake that keeps
employees motivated, engaged, and coming back for more.
But it is also essential to study and understand the extent to
which the above mentioned factors have an impact on the
work force considering all the positive and negative effects
appreciations have on individual and organizational growth.
The primary need of the study is to introduce innovative
methods of appreciations for employees. The study would
help companies frame newer employee engagement
programs. It would help researchers in future to analyze
trends in employee engagement.
2. Conceptual Definition
Reward: Jack Zigon defines rewards as "something than
increases the frequency of an employee action" (1998).
Recognition: It is constructive, genuine feedback based on
acknowledging people as sincere, worthy of respect, having
needs, and equipped with their own personal expertise.
(Brun & Dugas, 2002).
Motivation: Abraham Maslow (1954) defines motivation as
the Cognitive, Aesthetic and Transcendence aspects, which
drives a man towards a developmental change
3. Operational Definition
Reward: A formal, impartial, and equitable exchange. A
material or financial expression of appreciation that is
conditional on results.
Paper ID: NOV151549
1644
International Journal of Science and Research (IJSR)
ISSN (Online): 2319-7064
Index Copernicus Value (2013): 6.14 | Impact Factor (2014): 5.611
Volume 4 Issue 11, November 2015
www.ijsr.net
Licensed Under Creative Commons Attribution CC BY
Recognition: A relationship between two or more people.
Recognition is a return on an employee's effort and
dedication at work, as well as his or her results.
Motivation: It is the process of boosting the morale of
employees to encourage them to willingly give their best in
accomplishing assigned tasks.
4. Company Profile
Aloft is a chain of SPG group in India. Currently, there are
214 stores across 90 cities and towns in India. Aloft
Hotels is a brand of hotels based out of North America. Its
parent company is Starwood Hotels & Resorts Worldwide,
although it is referred to as "a vision of W Hotels". The
concept was developed in 2005. The hotel chain already had
many brands, including Sheraton, Westin, and W Hotels, but
was looking to expand into a market of more contemporary
hotels, which would eventually become known as boutique
hotels. To reflect its relationship with Starwood Hotels, the
Aloft brand was dubbed as "A Vision of W Hotels".
Starwood worked with the architectural company Rockwell
Group and its founder David Rockwell to come up with the
design.
A defining attribute of the Aloft Hotel brand is its unique,
non-traditional style. Starwood has promoted the hotel
chain as a new “lifestyle brand," emphasizing a modern
and fresh look and a social atmosphere, which encourages
guests to spend time in lobby and meet other people.
5. Rewards and Recognitions’ Impact on
Employee Motivation
The focus of this heading is to provide insights to the
theories that have shaped the understanding of motivation,
by focussing on the content theories of motivation. The
chapter proceeds with an in-depth presentation of a total
rewards management programme and the support that a
performance management process can provide to such a
programme. Given the focus of this research study, it is
important to have a sound understanding of the meaning of
rewards and recognition, as they are often used
interchangeably, but the literature indicates that there are
unique, tangible differences between these concepts.
Organisations are under constant pressure to enhance and
improve their performance and are realising that an
interdependent relationship exists between organisational
performance and employee performance. In the following
chapter the focus will be on the motivational theories and the
impact that these theories have on enhancing employee
performance. Increasingly, organizations are realizing that
they have to establish an equitable balance between the
employee’s contribution to the organization and the
organization’s contribution to the employee. Establishing
this balance is one of the main reasons to reward employees.
Organizations that follow a strategic approach to creating
this balance focus on the three main components of a reward
system, which includes, compensation, benefits and
recognition. Studies that have been conducted on the topic
indicates that the most common problem in organizations
today is that they miss the important component of Reward,
which is the low-cost, high-return ingredient to a well-
balanced reward system. A key focus of recognition is to
make employees feel appreciated and valued. Research has
proven that employees who get recognized tend to have
higher self esteem, more confidence, more willingness to
take on new challenges and more eagerness to be innovative.
Reward system is an important tool that management can
use to channel employee motivation in desired ways. In
other words, reward systems seek to attract people to join
the organization to keep them coming to work, and motivate
them to perform to high levels. The reward system consists
of all organization components including people processes
rules and decision making activities involved in the
allocation of compensation and benefits to employees in
exchange for their contribution to the organization. In this
chapter we can find the basic conceptual understanding of
rewards and recognition and also the citations of various
researches on the same.
6. Important Distinctions
Recognition is highly akin to the concepts of consideration
and reward. We must therefore draw a distinction among
these concepts in order to clearly identify what qualifies as
recognition. To this end, we will use the
indifference/compensation continuum LEVELS
Indifference: A contractual tie between an individual and an
organization.
Consideration: A social tie between a human being and an
organization. Employees are perceived as thinking and
dignified human beings.
Recognition: A relationship between two or more people.
Recognition is a return on an employee's effort and
dedication at work, as well as his or her results.
Reward: A formal, impartial, and equitable exchange. A
material or financial expression of appreciation that is
conditional on results.
Compensation: The most formal expression of interest: a
regular monetary reward
7. Research Methodology
7.1 Research objectives
The general objective of the research was to study the
impact of rewards and recognition on employee motivation.
And the specific objectives were to identify the most
effective means of rewards and recognition, to study the
behavioral differences between appreciated and non-
appreciated employees, to understand the extent to which
motivation enhances employee’s performance, to identify if
the motivation has an effect on individual and organizational
growth and to study if rewards and recognition results in
emotional conflicts between employees.
Paper ID: NOV151549
1645
International Journal of Science and Research (IJSR)
ISSN (Online): 2319-7064
Index Copernicus Value (2013): 6.14 | Impact Factor (2014): 5.611
Volume 4 Issue 11, November 2015
www.ijsr.net
Licensed Under Creative Commons Attribution CC BY
7.2. Research Design
The descriptive research design was adopted for this study.
It describes data and characteristics about the phenomenon
being studied. Descriptive research answers the questions
who, what, where, when and how. It is a scientific method
which involves observing and describing the behavior of a
subject without influencing it in any way. Since there has
been various researches conducted on rewards and
recognitions by various researchers the descriptive design
was adopted as the researcher intended only to project the
scenario and describe the phenomenon.
7.3. Universe
Various employees from the companies were the
respondents.
7.4 Sample Size & Sample Design
50 employees were taken as the sample size by using
‘convenience sampling’ design was adopted as the
respondents were selected by researcher on the base of ease
of access with which he was comfortable.
7.5 Tools of Data Collection
A questionnaire was prepared to collect data from the
employees on the various aspects of rewards and recognition
desired by the researcher.
8. Source of Data Collection
8.1 Primary data
It comprises of the data which was collected through the
questionnaires filled by the respondents.
8.2 Secondary data
It comprises of the data which was collected through books,
journals, articles, magazines and websites.
9. Pre Testing
The researcher gave a tentative questionnaire with limited
number of questions to 10 respondents and studied the
authenticity of the data collected to make further changes if
required. It was done before the dates of data collection and
there were no changes done.
10. Tools Used
Tabular column, percentage method, Chi-square test,
correlation etc
11. Findings
The data collected by the researcher on ‘the study on the
impact of rewards and recognition on employee motivation’.
The data were collected from employees of study area. The
data were analyzed after the formulation of a code book and
a code sheet in a systematic representation. The followings
were the findings
12. Methods of Reward Policies
52% of the respondents’ organizations follow both
formal and informal methods of reward policies.
42% of the respondents’ organizations give employee of
the month award.
26% of the respondents’ organizations carried out
praising staff publicly at staff and other public meetings
as informal rewards and recognition.
60% of the respondents’ organizations had rewards and
recognition program on a monthly basis.
13. Mode of Recognizing Performers
56% of rewards and recognition are based on a
combination of innovative and creative ideas, increased
productivity and customer satisfaction.
42% of the respondents’ companies use group vote,
decision from top officials and decision from single
manager as the mode of judgment for rewards and
recognition
38% of the respondents feel that promotion based on
performance is the most effective way of rewarding an
employee.
14. Treatment of Non-Performers
44% of the respondents said that training for skill
development was given for non-performers.
28% of the respondents said that non-performers who did
not show improvement where terminated from their
respective jobs.
15. Various Impacts of Rewards and
Recognitions
46% of the respondents strongly agree that employee’s
performance increases after rewards and recognition.
38% of the respondents were neutral on the fact that
rewards and recognition instigates attitude or over
confidence in the employee.
42% of the respondents agree that non appreciated
employees are isolated from appreciated employees.
46% of the respondents agree that job satisfaction
increases motivation.
52% of the respondents strongly agree that rewards and
recognition increases motivation.
48% of the respondents agree that an employee puts extra
effort in order to attain rewards and recognition.
38% of the respondents agree that rewards and
recognition collides individual and organizational
growth.
36% of the respondents agree that rewards and
recognition increases employee loyalty towards the
organization.
36% of the respondents felt that the major benefit a
company receives out of rewards and recognition is
increased level of motivation.
Paper ID: NOV151549
1646
International Journal of Science and Research (IJSR)
ISSN (Online): 2319-7064
Index Copernicus Value (2013): 6.14 | Impact Factor (2014): 5.611
Volume 4 Issue 11, November 2015
www.ijsr.net
Licensed Under Creative Commons Attribution CC BY
48% of the respondents agree that rewarded employees
show high performance consistence. .
58% of the respondents felt that rewards and recognition
should be given in front of the entire company.
52% of the respondents felt that rewards and recognition
should be given by their immediate manager or
supervisor.
48% of the employees agree that rewards and
recognitions results in emotional conflicts between
performers and non-performers.
1.1 Table showing relationship between after recognition
and sense of achievement Case Processing Summary
Cases
Valid
Missing
Total
N
N
Percent
N
After recognition
drastic
improvement *
motivated by
sense of
achievement
50
0
0.00%
50
1.2 After recognition drastic improvement * motivated
by sense of achievement Cross tabulation
Count
Motivated by sense of
achievement
Total
strongly
agree
agree
neutral
disagree
After recognition
drastic
improvement
strongly
agree
2
8
0
1
11
agree
5
12
2
0
19
neutral
3
8
5
4
20
Total
10
28
7
5
50
1.3 Chi-Square Tests
Value
df
A symp. Sig. (2-sided)
Pearson Chi-Square
9.626a
6
0.141
Likelihood Ratio
12.334
6
0.055
Linear-by-Linear
Association
3.537
1
0.06
N of Valid Cases
50
a. 9 cells (75.0%) have expected count less than 5. The
minimum expected count is 1.10.
Interpretation
The above table shows that of chi square calculated to find
whether significant relationship between motivated by the
recognition you receive and you put extra effort in order to
achieve a reward or recognition in their company. As the
p=0.141greater than the level of the significant so we accept
the null hypothesis and .there is no significant relationship
between Recognition and the employees extra effort to
achieve the reward in the organization.
1.4. Table showing relationship between treatment of
non-performers and motivation
Correlations
Non-
performers
treated
Motivated
by
recognition
Non-performers
treated
Pearson Correlation
1
0.27
Sig. (2-tailed)
0.058
N
50
50
Motivated by
recognition
Pearson Correlation
0.27
1
Sig. (2-tailed)
0.058
N
50
50
Interpretation
The above the table show that of chi square calculated to
find whether significant relationship between employee
motivation and the effort to achieve the rewards or
recognition on their company. As the p=0.141greater than
the level of the significant so we accept the null hypothesis
.there is no significant relationship between the non
performing employees and motivation.
16. Conclusion
It is evident from the study that a variety of factors influence
employee motivation and satisfaction. It was also significant
to discover that there is a direct and positive relationship
between rewards and recognition and job satisfaction and
motivation. Hence, if rewards and recognition offered to
employees were to be altered, then there would be a
corresponding change in work motivation and satisfaction.
The direct translation of this could be that the better the
rewards and recognition, the higher the levels of motivation
and satisfaction, and possibly therefore, the greater the levels
of performance and productivity. In the event of major
inconsistencies, especially for emotional conflicts between
performers and non performers, the organisation should
make an effort to re-assess and rectify this situation. In the
event that the organisation does not re-assess this situation, it
could have a resultant negative impact on job performance
and productivity as well as on the retention of minorities. In
accordance with Maslow’s hierarchy of needs, the lower
level needs such as salary and benefits must first be met
before the higher level needs, which impacts motivation can
be satisfied.
The findings alluded to the fact that employees with no
awards tended to be less motivated. Given the fact that the
organisation and thus the business unit is in a state of
transformation, employees in this category may want to quit
the organization. This places the business unit under
pressure to retain these employees. The business unit could
benefit from implementing a retention strategy, which in
itself has a strong focus on recognition. As mentioned
previously, reward and recognition if improved could have a
positive effect on motivation and satisfaction. The research
indicates that recognition includes acknowledgement and
performance feedback. Managers in the business unit could
thus use the performance management system to provide
regular acknowledgement and feedback.
Paper ID: NOV151549
1647
International Journal of Science and Research (IJSR)
ISSN (Online): 2319-7064
Index Copernicus Value (2013): 6.14 | Impact Factor (2014): 5.611
Volume 4 Issue 11, November 2015
www.ijsr.net
Licensed Under Creative Commons Attribution CC BY
The research study has shown that managers can employ
different strategies to motivate employees, but that it is
important that managers keep in mind that different
strategies would have a different motivational impact on
different people. To get optimum results from a motivational
strategy, the manager has to realise and understand issues,
which requires recognition of each individual’s unique
values, beliefs and practices. Important to consider is that
different motivation strategies may affect an employee in
different ways at different points in time because conditions,
needs and personal objectives are not static but in constant
state of fluctuation.
17. Suggestions
Many different things motivate people, and that which
motivates one person may not necessarily motivate
another. Thus companies should take into account the
interests of all the employees.
Since most of the employees demand monetary benefit in
rewards and recognition, organizations should adopt more
financial incentives for rewarding the employees.
If the above mentioned suggestion hinders the budget,
innovative ways of low-cost recognition programmes can
be organised. Which can be,
1) Post on ‘recognition board,’ bulletin board,
newsletters, web site.
2) Hall of Fame – pictures of employees
3) Submitting article to Intranet for agency viewing
4) Submitting article to local/regional/national newspaper
regarding employee’s achievement.
5) Scrapbook with pictures of achievements throughout
the year
6) Senior manager attending a staff meeting when
employees are recognized for their achievements.
All levels of mangers should be trained on the art of
making all the employees feel comfortable in the working
environment which does not result in emotional conflicts
between performers and non performers. It can be done
by,
1) Providing employees an understanding on how they
can impact the organization's goals and drive the
business to success.
2) Discussing the approach for managing and rewarding
both individual and team performance.
3) Explaining how the program works and how
employees can receive recognition.
4) Learning ways to motivate and inspire others.
5) Learning how to communicate needs, expectations,
and goals clearly.
18. Limitations
The researcher was given a very limited time to conduct the
study on the employees. The researcher also faced difficulty
in getting the respondents as many of them were not present
in their work place. The researcher felt that getting the
respondents was time consuming. The cost involved to do
the research was more. The shift timings were another
barrier to get the respondents. It may be a prerequisite to
approach various organizations which is ultimately a time
consuming factor. Respondents who have not received
rewards or recognition may show discomfort in filling the
questionnaires.
References
[1] Allen, R. & Helms, M., (Fall 2002). Employee
perceptions of relationships between strategy rewards
and organizational performance. Journal of Business
Strategies, 19 (2). 115-139.
[2] Dunham, K., (December 16, 2003). Career journal:
companies offer spa days, gifts to reward, retain
employees. Wall Street Journal, (B8). Retrieved
February 4, 2004, from http://80-proquest.umi.com.
[3] Jimenez, R., (October 1999). Managing employee
retention through RECOGNITION. T+D, 53 (10). 53-55.
[4] Karl Heslop(2005), The relationship between rewards,
regognition and motivation at an insurance company in
the Western Cape.
[5] Keller, J. (1999). Motivational Systems. In H.D.
Stolovitch& E. J. Keeps, (Eds.), Handbook of human
performance technology. (pp. 373-394). San Francisco:
Jossey-Bass Pfeiffer.
[6] Lynch, L., (December 2003). Keeping the best: the
difference between retaining and losing top staff talent
is leadership. Association Management, 55 (13).
Retrieved January 16, 2004 from http://nexis.com.
[7] Nelson, B., (January 2004). Everything you thought you
knew about recognition is wrong. Workplace
Management. Retrieved February 16, 2004 from
http://www.workforce.com.
[8] Puwanenthiren Pratheep kanth., Reward System And Its
Impact On Employee Motivation In Commercial Bank
Of Sri Lanka Plc, In Jaffna District. Global Journal of
Management and Business Research - Volume 11 Issue
4 Version 1.0 March 2011
[9] Shutan, B., (September 2003). Massaging morale.
Incentive, 177 (9). 96.
[10] Zigon, J., (1998). Rewards and performance incentives.
Retrieved February 15, 2004
Paper ID: NOV151549
1648
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... Such evaluation points out that management has not been very highly or highly providing performance standards and performance rewards, promoting talented employees, providing non-monetary ways to individual and group performance, and motivating employees through giving positive feedback to employees who perform. Baskar (2013) had studied the impact of rewards and recognition on employee motivation and he found that rewards and recognition affect motivation and job satisfaction. (2003) As presented on the table, the data displays that as a whole, the organizational climate of the Divine Word Colleges in the Ilocos region in terms of team commitment obtains a composite mean of 3.40 which is described as "somewhat agree or moderate extent". ...
... Such evaluation points out that management has not been very highly or highly providing performance standards and performance rewards, promoting talented employees, providing non-monetary ways to individual and group performance, and motivating employees through giving positive feedback to employees who perform. Baskar (2013) had studied the impact of rewards and recognition on employee motivation and he found that rewards and recognition affect motivation and job satisfaction. (2003) As presented on the table, the data displays that as a whole, the organizational climate of the Divine Word Colleges in the Ilocos region in terms of team commitment obtains a composite mean of 3.40 which is described as "somewhat agree or moderate extent". ...
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The study aims to determine the correlation between organizational climate and work engagement of the employees. To strengthen the theory of the study, related literature was reviewed. The study used a descriptive correlational research design. To gather the data, questionnaires were used. The population of the study was all faculty and employees of the colleges in the Ilocos region. Since it is a quantitative study, the statistic was used to interpret the data. The weighted mean was used to determine the average mean of different organizational climate dimensions and different dimensions of work engagement, while Pearson r Correlation was used to determine the correlation between the organizational climate and work engagement of the employees. The results indicate that there is a significant correlation between organizational climate and work engagement of employees
... Muruu et al. (2016) stated that the concept of worker welfare programmes had been used by many organisations as a strategy to boost employee motivation. Padmini (2016) advised that the provision of welfare schemes was to generate an efficient, loyal, healthy and contented labour force within the company. The purpose of providing such facilities is to make their work-life better and raise their motivation at work. ...
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Purpose- Garment employee productivity in Bangladesh is the lowest compared to its competitors such as China, India, Pakistan and Sri Lanka. The Bangladeshi Ready-Made Garment (RMG) industry will find it a challenge to survive in the global market unless they improve employee productivity. Therefore, the primary purpose of this study was to observe the relationship among wages and benefits, welfare facilities, employee work motivation and employee productivity. Design/Methodology/Approach- The study was conducted under the positivism philosophy for which Maslow’s Hierarchy of Needs Theory was used for framing the hypotheses. A deductive approach, explanatory research design and a quantitative methodology was followed in order to conduct the study. Through a questionnaire survey, twenty-five items were taken from existing literature to measure the variables. By a systematic probability sampling technique, 500 samples were collected from the target population. Thereafter, SPSS and SEM using Smart-PLS were utilised for analysing and developing the model. Findings- The outcome of the analysis revealed that all seven hypotheses were supported. Practical Implications- These findings will assist the policymakers, the government of Bangladesh, factory owners, managers and other stakeholders to formulate new policies and practices. Originality/Value- This study explores the relationship among wages and benefits, welfare facilities, employee work motivation and employee productivity which has not been explored theoretically and tested empirically in a Bangladeshi context. In the future, comparative research can be carried out by collecting samples from the EPZ (Export Processing Zone) and non-EPZ factories.
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This study ascertained the link between contact employee recognition and customer loyalty of healthcare firms in South-South Nigeria. Data utilized for the was obtained through a structured questionnaire distributed to 98 sampled contact employees of federal teaching hospitals in South-South, Nigeria. This study was directed at the teaching hospitals because they provide the widest admittance to patients with the completeness of all cadres of healthcare workers. The data collected was analyzed and the hypotheses were tested using the Spearman's Rank Order Correlation CoEfficient Statistical Tool. The findings revealed a significant and positive relationship between the predictor and criterion variables of the study. Therefore, the study concludes that contact employee recognition significantly relates to customers' loyalty, and customer's loyalty expressed as resistance to switching, repeat patronage, and word of mouth is a function of contact employees' recognition of the healthcare providers. Premised on the conclusion, the study recommends that, healthcare firms should put in place appropriate contact employees recognition packages to motivate and improve performance. Healthcare providers should consider the various employee recognition methods discussed in the literature imperative to improve on customers' resistance to switching behavior, repeat patronage, and positive word of mouth.
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The purpose of this study is to explore the effect of recognition and career advancement on employee job performance in Nigeria Brewery Plc in Imagbon, Ijebu Ode, Ogun State. Survey research design was adopted for the study. The target population consists of 215 staff of Nigerian Brewery Plc. Imagbon, and sample size was 88. A Structured questionnaire was used as a research instrument in gathering the primary data used for the study. The data collected were analysed using mean, standard deviation and correlation analysis with the help of Statistical Package for Social Science (SPSS version 23). The results and findings indicated that employee recognition (r-0.759, p- 0.029) and career advancement (r-0.594, p- 0.012) have significant and positive effects on employee job performance in Nigerian Brewery Plc Imagbon, Ijebu Ode, Ogun State. The research recommends that the management of Nigerian brewery Plc. should put a measure in place to ensure retention of younger employee that constitute the greater percentage of the brewery industry through adequate employee recognition programmes; and that management should be fully committed to employee flexible work schedule and provide an enabling environment for all and sundry within the organization.
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This study explores the relationship between organizational strategy, rewardpractices, and firm performance. Researchers have not extensively investigatedthis potentially important topic. This paper presents some initial empiricalevidence that supports the notion that different types of reward practicesmore closely complement different generic strategies and are significantly relatedto higher levels of perceived organizational performance.
Chapter
IT employees are critical to the successful functioning of contemporary governmental agencies. Researchers and practitioners have long sought to identify workplace factors that influence employee retention. In this chapter we review the existing literature on factors that may reduce the voluntary turnover of public-sector IT professionals. Examples are presented that illustrate what states have been doing to improve their ability to retain their technology workforces. We conclude with an in-depth review of two studies addressing workplace factors that may influence state government IT personnel retention. The first is a study from a single state, designed to test factors potentially influencing affective commitment (a precursor of turnover intention) for state IT workforces. The second is a study from two states, designed to examine factors potentially influencing retention of state IT workforces. The message for decision makers is clear: When it comes to the retention of IT personnel, workplace and job characteristics matter. The insights from this chapter should aid public agencies in their ongoing efforts to retain quality IT professionals.
Career journal: companies offer spa days, gifts to reward, retain employees
  • K Dunham
Dunham, K., (December 16, 2003). Career journal: companies offer spa days, gifts to reward, retain employees. Wall Street Journal, (B8). Retrieved February 4, 2004, from http://80-proquest.umi.com.
The relationship between rewards, regognition and motivation at an insurance company in the Western Cape
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Karl Heslop(2005), The relationship between rewards, regognition and motivation at an insurance company in the Western Cape.
Keeping the best: the difference between retaining and losing top staff talent is leadership
  • L Lynch
Lynch, L., (December 2003). Keeping the best: the difference between retaining and losing top staff talent is leadership. Association Management, 55 (13).
Everything you thought you knew about recognition is wrong. Workplace Management
  • B Nelson
Nelson, B., (January 2004). Everything you thought you knew about recognition is wrong. Workplace Management. Retrieved February 16, 2004 from http://www.workforce.com.