Abstract
This study aimed at examining the factors that influence and impact employees’ performance levels within Jordanian Banks. This study is based on quantitative research to test the research hypotheses and reveal the important factors that impact loyalty programs. A convenient sample of 377 employees was selected to represent the population which includes all employees working in the banking sector in Jordan. Based on previous studies and literature, a framework was developed to test the loyalty factors against organization performance. Loyalty factors involve employees’ satisfaction, financial rewards, motivation, performance appraisal, employees’ training and development, employees’ empowerment, internal communication, and work environment. Organizational performance indicators include sales, market share, profit, demand, decision making efficiency, and customers’ satisfaction level. Results of the study revealed that only six factors have significant relationships between loyalty levels and employees' performance. These include financial rewards, employees’ satisfaction, motivation, performance appraisal, internal communication, and employees’ training and development. Financial rewards that involve salaries, bonuses, and commission are the most important factor.
Highlights
1.1 BackgroundDue to globalization and dynamics competitive markets, many organizations are actively seeking to make additional value to their customers and improve quality of their services (Devie, 2011)
Performance appraisal system H4: Performance appraisal system is positively associated with organizational performance
H2: Financial rewards is positively associated with organizational performance
Summary
1.1 BackgroundDue to globalization and dynamics competitive markets, many organizations are actively seeking to make additional value to their customers and improve quality of their services (Devie, 2011). A new approaches arias such as internal customers, internal marketing and reward management system, which concentrate on developing and motivating employees in order to enhance their satisfaction, loyalty, and performance, that would be reflected in services quality, customer's loyalty, organization finical performance and competitive advantage respectively (Naseem, 2011; Arekar, 2012). This argument is supported by the social exchange theory that shows how employees’ performance increase when organization invest on them (Chi, 2009; Cropanzano & Mitchell, cited in Güngör, 2011; Naseem, 2011; Arekar, 2012; Ghoneim, 2014). Multiple linear regressions are used to test the research hypotheses as explained
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