Abstract
The study aimed to explore the management of performance from the perspective of rewards, which has received much attention due to the huge investments continually been put into tertiary education globally. This quantitative study argues that there is the need to determine the reward that goes with the expected performance and that, it is through the identification of rewards for a particular task that leads to an effective attainment of an equitable balance between contributions from both the employee and the organization respectively. This quantitative study used a canonical correlational method, through the use of a self-administered survey to investigate the relationship between intrinsic and extrinsic rewards to performance of educational institutions of higher learning in Ghana, focusing on both academic and non-academic employees. The findings from the analysis was statistically significant in defining relationship between intrinsic and extrinsic reward practices, and that both predicted performance of academic and non-academic employee of educational institutions of higher learning in Ghana. The findings therefore emphasize that employees of educational institution of higher learning in Ghana understand that when employees are psychologically satisfied intrinsically, then a social context is created for conducive teamwork and other discretionary behaviors be achieved extrinsically, for enhanced general working conditions at the work place. Keywords: Intrinsic rewards; extrinsic rewards; education institutions; employee performance DOI: 10.7176/JEP/11-32-12 Publication date: November 30 th 2020
Highlights
Introduction and Problem StatementThe cliché that the financial rewards, in other words, money via good salaries represents the most influential factor in motivating individuals into producing the expected high performance has lost a bit of attention (Parking, et al, 2004, cited in Dobre, 2013)
One is to make individuals to attach much importance to perceived difficult tasks, and the other having the intensity of motivation manipulated to really measure the effect of the impact of motivational interventions. It is through the identification of rewards for a particular task that would lead to the effectiveness of otherwise for the implementation of a reward System (Striteska, 2012)
The canonical correlation analysis (Table 2) produced five functions, four functions cumulatively explained about 94.86 % with squared canonical correlations of 0.11, 0.100, 0.082 and 0.039 respectively, and deemed significant to be analysed. (3)
Summary
Introduction and Problem StatementThe cliché that the financial rewards, in other words, money via good salaries represents the most influential factor in motivating individuals into producing the expected high performance has lost a bit of attention (Parking, et al, 2004, cited in Dobre, 2013). The focus of attention has shifted from only providing financial rewards to other non-financial factors that motivate employees in the form of rewards, social recognition and performance feedbacks (Dobre, 2013). One is to make individuals to attach much importance to perceived difficult tasks, and the other having the intensity of motivation manipulated to really measure the effect of the impact of motivational interventions. It is through the identification of rewards for a particular task that would lead to the effectiveness of otherwise for the implementation of a reward System (Striteska, 2012)
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