Organizational Reward Systems Research Articles

Effect of Organizational Reward System on Employee Service Delivery in Public Institutions in South East Nigeria

The study examined effect of organizational reward system on employee service delivery in Public Institutions in South East, Nigeria. The research design utilized a descriptive research approach. Data collected for the study were presented with descriptive statistic using tables, mean, standard deviations while the one sample t-test was used to test the hypotheses. The study revealed that Organizational reward system had a significant effect on employee productivity in public institutions in South East, Nigeria, that organizational reward system did have a significant effect on employee innovation and creativity in public institutions in South East, Nigeria and that organizational reward system had a significant effect on employee team work and collaboration in public institutions in South East, Nigeria. The study therefore recommends thatorganizational reward systems exert a significant and positive influence on employee performance in Public Institutions in South East, Nigeria.

THE INFLUENCE OF REWARD SYSTEM ON JOB PERFORMANCE OF INSTRUCTORS PHYSICAL EDUCATION

All organizations have reward schemes and awards to draw in and keep top performers. The main goal of rewards is to inspire workers and raise their level of engagement at work, which improves the workers' productivity as a whole. The aim of this study is to examine that how an organization's reward system affects worker performance. In this study, which used a quantitative methodology, 169 sets of questionnaires were given to the subjects who were chosen randomly. After that, the data were examined using SPSS software, and various analyses including correlation and regression analyses as well as the T-tests were performed. The findings demonstrate that every element significantly affects how well employees perform. This study will serve as a foundation for future investigations into the variables influencing teachers' effectiveness. The results provide important information in reaching desired conclusion & making suitable decision. The employers will benefit from this study by having a better method for rewarding the achievements that will improve the performances. The organization can use the study's findings to enhance its rewards program and make sure it will help raise the employees’ performance.

Factors Affecting Employee’s Perception on Job Satisfaction: Case of United States International University (USIU)

Purpose: This study sought to establish the factors that affect employee’s perception on job satisfaction in USIU. Specifically, the study assessed the effect of employee’s perception of personal factors, social factors, and organizational factors on job satisfaction.
 Methodology: The research design was descriptive in nature, across-sectional survey based on selection of elements regarding the population of interest and presented in frequency and percentage distributions. The population in this study comprised 365 full time employees (both academic and administrative). A sample of 79 full time employees was targeted to represent the population of interest. The sampling technique used consisted of a non-probability sampling technique that was purposive sampling based on the population of interest. Questionnaires were tested through a pilot testing process and thereafter were distributed to 79 full time employees. The data was coded and entered in Statistical Package for the Social Sciences (SPSS), and analyzed via descriptive statistics then presented in tables for clarity and ease of understanding.
 Results: With respect to personal factors and job satisfaction, this study concluded that employees with strategic management styles were more characterized by conscientiousness and openness to experience, while those with strong interpersonal management styles were most characterized by extraversion, agreeableness, and high emotional stability. Thus, all Big Five traits should be given attention in the study and application of organizational behavior. In addition, social factors and job satisfaction, the study concluded that job satisfaction is affected by the demographic similarity between supervisors and subordinates by the way in which supervisors assign tasks, the extent to which subordinates and supervisors like and respect each other, and the role of fairness in the workplace. And final, in regard to the organizational factors and its effect on job satisfaction, the research study concluded that organizational reward system must be as objective and as fair as possible and be administered contingently on the employee’s exhibiting critical performance behaviors. Thus, employees should be rewarded in accordance to their contribution in the achievement of organization goal and observation.
 Unique contribution to theory, practice and policy: The study made several recommendations among them that employer (USIU) ought to give attention to all Big Five traits in the study and application of organizational behavior. It also recommended that USIU human resource department should propose organizational restructuring that influences the natures of interactions at work which affect coworker relationships and which in turn affect job satisfaction. It further recommended that USIU should go through a trial-and-error approach before they settle into unique reward systems that works best for their full-time employees.

The relationship between various social work environment elements and hybrid worker well-being

PurposeWork environments are undergoing a transition and COVID-19 accelerated this change. Prior studies have associated various physical, digital and social work environment elements with occupational well-being. However, holistic approaches to the social work environment to compare the effects of the different elements have received less attention. The purpose of this study is to examine the relationship of various social work environment elements with hybrid worker well-being. The findings help organizations design their work environments and cultures for the post-COVID era.Design/methodology/approachThe study builds on a quantitative survey with 1,057 respondents. The respondents were randomly selected, the answers were anonymous and the results were based on regression analysis.FindingsThe analysis indicated that working methods and practices, leadership and management practices, organizational communality and social interaction associate with hybrid worker well-being. Organizational values, reward systems and organizational structures yield no association with hybrid worker well-being.Originality/valueThe value of this paper is in that it investigates elements of the social work environment, presents a research model that examines the relationship of social work environment elements with hybrid worker well-being and provides new empirical data on their implications in a comparative manner.

Analysis Of Factors That Influence Employee Performance Through Work Effectiveness

This study aims to determine the effect of organizational support and reward systems on employee performance with work effectiveness as an intervening variable. the data analysis technique used in this study was PLS-SEM with a total of 106 employees as respondents. data processing in this study was assisted using smartPLS 3.0. The results of this study indicate that organizational support has no effect on work effectiveness with a P-Value (0.066), the reward system has a positive influence on work effectiveness with a P-Value (0.002), work effectiveness has a positive influence on employee performance with a P value -Value (0.007), organizational support has no effect on employee performance with a P-Value (0.180), the reward system has a positive influence on employee performance with a P-Value (0.000), organizational support has a positive influence on employee performance with P-Value (0.044), the reward system does not have a positive effect on employee performance with a P-Value (0.111)

The Role of Work Motivation Mediation on Workplace Deviant Behavior of Class C Private Hospital at Bekasi

Workplace deviant behavior is an important thing that the hospital must pay attention to since it can threaten the organization and employees. Workplace deviant behavior unnoticeable can affect the entire process both in terms of work productivity and organizational profitability. Results of the interviews showed that the organizational climate felt less conducive, and the motivation and reward system was still low. This study aims to analyze the effect of organizational climate and reward system on workplace deviant behavior mediated by simultaneous work motivation. This research is explanatory research with a quantitative approach in the form of hypothetical causalities with a sample of 107 permanent employees, both medical and non-medical. This research uses SEM-PLS method with SmartPLS 3.0 and SPSS version 25 for validity and reliability pretest. This research found that organizational climate has a negative and insignificant effect on workplace deviant behavior, work motivation, and reward system, which have a negative. Meanwhile, a significant effect on workplace deviant behavior and organizational climate, the reward system has a positive and significant impact on work motivation. Organizational climate and reward systems have a negative and significant effect on workplace deviant behavior through work motivation as an intervening variable. The implications of this research theoretically prove that the influence of research variables and managerial will further fix the evaluation system of services in hospitals.

Relationship of Implementation Organizational Strategies and Reward Systems with Performance of Employees at Health Center in Konawe Selatan District

Introduction: Organizational functions that include organizational strategy and reward systems have not been fully carried out to the fullest. Based on the preliminary survey, information was obtained that the planning and functions of the organization were not yet fully operational. The purpose of this research is to analyze the relationship between organizational strategy and reward system with employee performance at the Health Center in Konawe Selatan Regency.
 Method: Quantitative research with approachcross sectional study. The population is all Health Center employees in South Konawe Regency as many as 774 people. The sampling technique used is simple random sampling with a total sample of 86 respondents.
 Result: The results of the statistical test of organizational strategy using the Chi Square test at = 5% and df = 1, obtained the value of X2 arithmetic > X2 table (8.713> 3.841) and the value of namely 0.318, meaning that there is a significant weak relationship between organizational strategy and employee performance. The reward system at = 5 % and df = 1, obtained the value of X2 count > X2 table (36,203> 3,841) and the value of namely 0.649, there is a strong relationship between the reward system and employee performance.
 Conclusion: There is a weak relationship between organizational strategy and a strong relationship with employee performance at the Health Center in Konawe Selatan District.

Critical success factors for operational excellence initiatives in manufacturing: a meta-analysis

Globally manufacturing organizations are implementing operational excellence (OPEX) projects to improve their long-term sustainability and competitive advantage. This research analyzes the critical success factors (CSFs) for implementing OPEX initiatives in manufacturing organizations through the utilization of a meta-analysis technique. Thirty studies were found to be relevant for the meta-analysis. The findings of the study suggest that OPEX implementation in manufacturing organizations is positively and strongly influenced by employee involvement, training and education, management commitment and involvement, and required resources to implement operational excellence. Further, OPEX is moderately influenced by leadership, project prioritization and selection, organizational culture, effective communication, customer relation, supplier relation, performance management and reward system, and teamwork. The findings also suggest that four moderators, namely location of the study, size of the firm, topic of the study, and publication year of the study also have a significant positive relationship for all of the CSFs. A comprehensive study of the CSFs for OPEX initiatives becomes imperative in this context. This research provides a better understanding of CSFs leading to successful OPEX implementation in a manufacturing environment and contributes to the body of knowledge for the OPEX research and practitioner community, especially for OPEX deployment in non-manufacturing sectors.

Exploring the Effect of Cash Bonuses on Employees’ Innovativeness and Creativity in the Nigerian Banking Sector

Employees’ performance is a major concern of organizational leaders, especially those in the human resources department. This paper, therefore, examined the effect of cash bonuses on employees’ innovativeness and creativity in deposit money banks in Nigeria. A self-administered questionnaire was used to source data from a sample of 364 employees working in various categories of nine (9) selected deposit money banks in Lagos State, Nigeria. Partial Least Squares Structural Equation Modelling (PLS-SEM) was used to test the hypothesis. The results indicated that cash bonuses have a significant effect on employees’ innovativeness and creativity in deposit money banks in Lagos State, Nigeria (β = 0.701, t = 27.902, p < 0.05). This finding implied that cash bonuses are an essential driver of employees’ innovativeness and creativity in the Nigerian banking industry. The study recommended that the management of deposit money banks in Nigeria manage their organizational reward system to ensure better employee performance. Finally, the study’s limitations include that the sample used in this study only involved nine deposit money banks in Lagos State. Future research should include other banks in the sector. Moreover, future studies should include additional reward system variables that were not included in the present study.

Evaluating the impact of employees' perception of identity threat on knowledge sharing behavior during COVID-19: The mediation and moderation effect of social capital and reward system.

Quarantine policies introduced in the context of COVID-19 are affecting business operations and slowing down the flow rate of the overall economy. Different degrees and types of threats occur in both the living environment and the working environment during the epidemic prevention, which causes many additional uncertainties. The impact on employees is the identity threat from environment and organizations. This is different from the related research on the identification and impact of the threat before the occurrence of COVID-19. However, in the post-pandemic period, companies continue to strengthen important factors that can increase innovation and recovery, including the role of employee knowledge sharing. The organizational inequity and lack of organizational justice bring about the threat of internal identification in organizations. In order to ensure their own interests in organizations, employees may think twice when sharing knowledge. Therefore, this study explores the relationship among employees' identity threat, social capital and knowledge sharing behavior from the perspective of organizational behavior. In this study, a sample of high-tech employees was conducted, and a total of 434 questionnaires were obtained. The research results show that employees' perception of identity threat has a negative impact on knowledge sharing behavior and positively affects social capital; employees' social capital positively affects their knowledge sharing behaviors; and organizational reward system moderates the relationship between identity threat and knowledge sharing behavior. Based on the comprehensive research findings, this research proposes corresponding theoretical and practical implications.

A Study of the Perception of Indian Employees on Organizational Structure

This paper examines the perception of Indian employees on the role of organizational structure; it also aims to assess the impact of culture on the views of Indian employees regarding their choice of work environment and the feasibility of self-management practices in India. Despite widespread acknowledgment of the challenges presented by flat structures and hierarchical structures, little is known about today’s Indian workforce’s think and needs. The relationships between various factors on the employees’ orientation of the preferred organizational structure and its effect on their motivation are studied in this paper. The results reveal no great disparity in the views and choices of the employees who have an experience of flat structure and those who do not. However, it does indicate various other relationships between the factors that impact the organizational structure like Control and Capability, Reward-Systems and Organizational Levels, Culture and Reward Systems, Tendency to Explore and Reward Systems, Organizational levels and Motivation and lastly, Organizational Level and Culture. The results also suggest that Indian employees do want to have autonomy and responsibility in their work. However, they do believe that the different organizational levels have their role in managing the organization.

Caustics of Conformity: Sabotage as Barrier to Strategic Change in Organizations

Caustics of conformity are covert uses of representations by employees to sabotage or delay the implementation of strategic change projects that constitute a discrepancy between idiosyncratic and organizational values. I present a conceptualization of the caustics of conformity construct and propose that organizational reward systems, status, and self-interest are examples of variables serving as antecedents to engaging in sabotage and delay tactics reflecting caustics of conformity. I also propose that change avoidance and ultimately strategic failure are potential outcomes of caustics in organizational settings. Theoretical and practical implications are discussed to advance research on the use of caustics of conformity to explain organizational change.

ANALISIS BUDAYA ORGANISASI SISTIM IMBALAN DAN KOMPETENSI TERHADAP KINERJA KARYAWAN HOTEL BINTANG DUA DI KOTA BATAM

This study aims to determine the effect of organizational culture, reward system and competence on employee performance in two-star hotels in Batam City. This study uses primary data through questionnaires distributed to employees of two-star hotels in Batam City. The questionnaires were distributed with a total of 123 respondents. Based on the results of the questionnaire distribution, it was found that the results of the validity test showed that all indicators and statements showed valid results, this means that the validity of all data is valid and can be continued to the reliability test stage. Normality test results. The results of the test and f test can say that organizational culture, imbalance system and competence have a significant effect on the performance of two-star hotel employees in Batam City. The result of the coefficient of determination (R2) is 0.750, meaning that this variable can be explained by the performance variable, which can be explained by the organizational culture variable, imbalance system and competence, while 25% are other variables outside the study.

Is shooting for fairness always beneficial? The influence of promotion fairness on employees' cognitive and emotional reactions to promotion failure

AbstractPromotions, as a part of organizational incentive and reward systems, can motivate employees to perform well and to increase commitment to their firms. But very little is known about why and when promotion failure influences employees' subsequent responses. Integrating social‐cognitive theory and the cognitive appraisal theory of emotion in justice literature, we investigated the effect of promotion failure on employees' work engagement through cognitive and emotional processes and the moderating effects of perceived promotion fairness. Employing two survey studies (Study 1 and Study 2) and an experimental study (Study 3), we found that: (1) promotion failure was negatively related to self‐efficacy and positively associated with anger; (2) promotion failure was negatively related to work engagement through reduced self‐efficacy and elevated anger; (3) promotion perceived to be fair amplified the negative effect of promotion failure on employee self‐efficacy but mitigated its influence on anger; (4) promotion fairness perception strengthened the indirect negative relationship between promotion failure and work engagement through self‐efficacy but weakened this indirect relationship via anger. Our work contributes to promotion and justice literature and enlightens practitioners about how to manage promotion practice.

A Study of the Perception of Indian Employees on Organizational Structure

This paper examines the perception of Indian employees on the role of organizational structure; it also aims to assess the impact of culture on the views of Indian employees regarding their choice of work environment and the feasibility of self-management practices in India. Despite widespread acknowledgment of the challenges presented by flat structures and hierarchical structures, little is known about today's Indian workforce's think and needs. The relationships between various factors on the employees’ orientation of the preferred organizational structure and its effect on their motivation are studied in this paper. The results reveal no great disparity in the views and choices of the employees who have an experience of flat structure and those who do not. However, it does indicate various other relationships between the factors that impact the organizational structure like Control and Capability, Reward-Systems and Organizational Levels, Culture and Reward Systems, Tendency to Explore and Reward Systems, Organizational levels and Motivation and lastly, Organizational Level and Culture. The results also suggest that Indian employees do want to have autonomy and responsibility in their work. However, they do believe that the different organizational levels have their role in managing the organization.

Pengaruh Iklim Komunikasi Organisasi dan Sistem Penghargaan terhadap Kinerja Karyawan

The development of the tourism industry in Surabaya has also made the hotel industry grow. The performance of hotel employees in providing services contributes to the development of the tourism industry in Surabaya. Papilio's Best Western Hotel was chosen as the research object because it was one of the best hotels in Surabaya, even in Indonesia according to the Director of National Hospitality. In addition, the Best Western Papilio Hotel has received various achievements from various online travel agents that are rarely obtained by other hotels. This achievement is the result of employee performance. Whether or not the employee's performance is influenced by several factors including the communication climate and reward system. The organizational communication climate and reward system contribute greatly to the success and performance of the organization. By knowing that the organizational communication climate and reward system affect employee performance, organizations can improve communication and reward systems accordingly so as to improve the performance of employees. Therefore, the focus of this research is to explain the influence of the organizational communication climate and the system of rewards for the performance of employees of the Best Western Papilio Hotel Surabaya. The theory used in this study is the organization's internal communication theory, organizational communication climate, reward system, and performance. This study uses an explanative quantitative approach using the survey method. The survey was conducted by distributing questionnaires to 104 employees of the Best Western Papilio Hotel Surabaya. The results of this study show that simultaneously the communication climate and reward system have an influence on the performance of employees of the Best Western Papilio Hotel in Surabaya by 30.2% and the remaining 69.8% influenced by other factors not examined in this study

DYNAMICS OF ORGANIZATIONAL REWARD SYSTEM AND TEACHING STAFF MORALE IN PUBLIC SENIOR SECONDARY SCHOOLS IN IMO STATE, NIGERIA

The study investigated the dynamics of organizational reward system and teaching staff morale in public senior secondary schools in Imo State. Three research questions and three hypotheses guided the study. The study adopted correlation design. The population of the study was six thousand five hundred and sixty six (6566) teachers while a sample of three hundred and seventy seven (377) teachers was drawn through systematic random sampling technique. Two questionnaires titled: Dynamics of Organizational Reward System Questionnaire (DORSQ) and Teaching Staff Morale Questionnaire (TSMQ) were used for data collection. The reliability coefficient of improved work-life was 0.77 and recognition was 0.79 using Cronbach alpha. Simple regression was used to answer research question one and two and multiple regression was used to answer research question three. Similarly, t-test associated with simple regressions was used to test hypotheses one and two and ANOVA associated with multiple regressions was used to test hypothesis three. The finding among others is that improved work-life predicted teaching staff morale by 25.3%. The study contributed that dynamics of organizational reward system (improved work life and recognition) jointly predicted teaching staff morale by 50.2% in public senior secondary schools in Imo State, Nigeria. Article visualizations:

МЕТОДИЧНІ ПІДХОДИ ДО ОЦІНЮВАННЯ РІВНЯ ЗРІЛОСТІ ОРГАНІЗАЦІЙНОГО ДИЗАЙНУ КОРПОРАТИВНОГО ПІДПРИЄМНИЦТВА

The article is devoted to actual issues of development and implementation of corporate entrepreneurship organizational design. Effective corporate entrepreneurship organizational design is seen as a significant reserve for increasing innovativeness and competitiveness of Ukrainian business organizations. The algorithm for conducting an empirical investigation aimed at gathering data about existing design practices of the corporate entrepreneurship system in Ukrainian business organizations is presented. The decomposition of elements of corporate entrepreneurship organizational design is carried out based on the experience of business organizations, which have implemented corporate entrepreneurship systems, and scientific works. The key elements of corporate entrepreneurship organizational design are identified, among them: organizational culture, human potential, resources, organizational structure, clear definition of organizational roles, training, incentive and reward system, funding mechanism, partner involvement, legal support, information sharing model, internal incubation system, evaluation and control system, system of corporate spin-offs. The method for assessing the level of maturity of corporate entrepreneurship organizational design in Ukrainian business organizations is proposed. The coefficients of relative maturity of the corporate entrepreneurship organizational design for each business organization from the studied population are calculated. The results of assessing the level of maturity of corporate entrepreneurship organizational design in Ukrainian business organizations are outlined. The results of the study have revealed a low level of maturity of corporate entrepreneurship organizational design in most Ukrainian business organizations, which is seen as the reason for their low innovativeness. The development and improvement of the corporate entrepreneurship organizational design can increase the innovativeness and competitiveness of Ukrainian business organizations by enhancing the entrepreneurial potential of employees.

Factors Affecting Talent Management Strategies in Construction Companies

Business competition in construction companies is getting tighter and human resource management is one of the essential things in supporting the company’s competitiveness. The right strategy is needed if a company wants to build a strong team by forming highly talented people in a company. This study aims to analyze the influence of management commitment, organizational culture, reward system, career management, and knowledge management on talent management strategy. The method used in sample selection is a non-probability method with purposive sampling technique and the population is employees who work in the offshore construction industry in Batam. This study uses a questionnaire to frontline management employees of the offshore construction industry and the rate of return of the questionnaire is 50 sheets. The statistical method used to test the hypothesis is multiple regression using the SPSS program. The results of the research conducted indicate that the management commitment and knowledge management variables have a significant positive effect on the talent management strategy, while the organizational culture variables, reward systems, and career management do not have a significant positive effect on the talent management strategy.

Designing an Empowerment Model for Iranian Health Centre Managers: A comprehensive study

OBJECTIVES: Empowering managers plays a crucial role in developing the capabilities and competencies of individuals to improve the continuous performance of health center organizations. The purpose of this study is to design a model of empowerment of health center managers in Iran during 2018-2019. DESIGN: In this applied, exploratory and cross-sectional study, human resource empowerment components were extracted by reviewing the literature and interviewing subject specialists. Then, the conceptual model of the research was designed and the questionnaire was formulated and validated. Data were collected by filling out a questionnaire from a total of 416 managers of health centers selected by stratified random sampling. The collected data were analyzed using descriptive statistics and confirmatory and exploratory factor analysis. RESULTS: In the final model of empowerment of health center managers, five factors were identified as effective factors. The standardized regression coefficients among the contextual, self-efficacy, managerial, organizational-value, and psychological factors with empowerment were 0.98, 0.95, 0.92, 0.90, and 0.76, respectively. The results of confirmatory factor analysis indicate the suitability of the final model of health center managers’ empowerment. CONCLUSIONS: Due to the influence of contextual, self-efficacy, managerial, organizational-value, and psychological factors in the model approved in this study, the health system senior managers can have a systemic approach to issues. In addition, they can improve managers’ abilities by employing a continuous self-assessment system in health centers, applying the proposed model, improving administrative infrastructure and working environment, paying attention to organizational culture, reward system, participatory management, information sharing, continuous training, and modeling.