Organizational Rewards Research Articles

Sustainable Employee Performance in the 4IR: Intra-organizational Social Capital, Job Burnout, and Organizational Reward as Correlates

The correlational impact of intra-organizational social capital, job burnout, and organizational reward in sustaining employee performance in the 4IR was evaluated in this paper. Four Hundred (400) employees of the following four businesses in the Nigerian states of Oyo and Lagos were given questionnaires on purpose: First City Monument Bank Plc, British American Tobacco Nigeria, Health Emergency Initiative, and Eko Pearl Towers. The current researcher encouraged voluntary participation and ensured that moral standards were upheld. There were found and appropriately concluded 377 surveys in total. The data was cleaned up and analyzed using SPSS version 29 of the statistical package for social sciences. This study demonstrates how organizational rewards and intra-organization social capital significantly impact employee performance. Job burnout negatively impacts it. Additionally, the study discovered that job burnout, organizational reward, and intra-organizational social capital had a significant and combined impact on employee performance.

How to promote knowledge transfer within R&D team? An evolutionary game based on prospect theory

Knowledge transfer is the basis for R&D teams and enterprises to improve innovation performance, win market competition and seek sustainable development. In order to explore the path to promote knowledge transfer within the R&D team, this study considers the bounded rationality and risk preference of individuals, incorporates prospect theory into evolutionary game, constructs a perceived benefits matrix distinct from the traditional benefits matrix, and simulates the evolutionary game process. The results show that, R&D personnel’s knowledge transfer decisions depend on the net income difference among strategies; only if perceived cost is less than the sum of perceived synergy benefit, perceived organization reward value, and perceived organization punishment value, can knowledge be fully shared and transferred within the R&D team. Moreover, R&D personnel’s knowledge transfer decisions are interfered by the irrational psychological factors, including overconfidence, reflection, loss avoidance, and obsession with small probability events. The findings help R&D teams achieve breakthroughs in improving the efficiency of knowledge transfer, thereby enhancing the capacity of enterprises for collaborative innovation.

Presenting an Effective Motivational Model on the Knowledge Acquisition Process Using Fuzzy Best-Worst Method (FBWM)

In the knowledge economy, knowledge-based organisations, in particular, open a special account for their employees. Knowledge acquisition is important for organisations, because it enables them to improve their skills and creates value, credibility and competitive advantage. This research has been made to identify the motivational factors effective for knowledge acquisition and prioritise these factors, as well as providing a framework for managers to enable knowledge sharing from knowledge workers and increase their desire to overcome current problems. The organisation has been paid. The statistical population of the research is 300 managers and experts in the automotive industry, and in this research, the opinions of 20 experts have been used to analyse the results. The results were analysed using the fuzzy technique to answer the research questions. The calculations obtained by applying the proposed method show that among the six factors affecting knowledge acquisition, Behavioural factors, with a weight of 0.296, have the most impact on knowledge acquisition compared to other factors. After that, the factor of Information Technology in the organisation, with a weight of 0.17, is in second place concerning the level of influence on knowledge acquisition. Also, the Organisational Learning Criteria are ranked third with a weight of 0.165. And the factors of Organisational Culture, Reward and Structure are placed in the next priorities with weights of 0.153, 0.094 and 0.121, respectively.

Leadership styles, organisational rewards and employees’ commitment in academic libraries

This study investigated leadership styles, organisational rewards and employees’ commitment in academic libraries in Nigeria. The descriptive study adopted a total enumeration sampling technique. All of the 218 staff of academic libraries in Ondo State were covered by the study; 153 (70.2%) responded to the study. The Organisational Commitment Questionnaire developed by Allen and Meyer was used for data collection. The study found that the extent of the leadership styles adopted by the heads of libraries was moderate. Heads of libraries and subordinate staff had conflicting opinions about the extent of employees’ commitment and organisational rewards given to employees. The study found a significant relationship between leadership styles and employee commitment, and between organisational rewards and employee commitment in academic libraries in Nigeria. It is recommended that academic libraries should be democratic in their leadership approach and reward employees fairly for their efforts so as to ensure maximum employee commitment.

Perceived Organizational Support in Special Needs Education Teachers

Special education teachers have more burnout than other teachers. In many cases, an unsupportive work environment led to stress, followed by burnout and a desire to quit the profession. The way they deliver services to special needs children, require different approaches and treatments than other children, will be impacted by the organization’s lack of support. This study aimed to investigate how Indonesian special needs education teachers perceived organizational support. Focus Group Discussions (FGDs), a qualitative methodology, were used in the study with 10 special education teachers from various regions. The Perceived Organizational Support Scale developed by Rhoades and Eisenberger’s (2002) theory served as the basis for the participant’s questions and discussions. The findings of this study suggested that their employers’ assistance in terms of fairness, supervision support, organizational reward and job conditions was still lacking. Special needs education teachers in private schools and special needs education teachers in public schools have distinct regulatory approaches to staff welfare and health, which has an impact on the performance of taking care of children with special needs.
 Keywords: Organizational support, Special needs education, Teacher

Effects of Materialist Values and Work Centrality on Organizational Citizenship Behaviors

The current study investigates the effects of work centrality and materialistic values on organizational citizenship behaviors (OCBs). The importance of organizational citizenship behaviors has been well documented in the management literature. Although OCBs are hard to define, researchers emphasize that these behaviors are more or less discretionary, less likely to be formally linked with organizational rewards and contribute to the organization by promoting a positive social and psychological climate. Although the accumulation of research on OCBs and related constructs is vast, materialistic values as an antecedent have received scant attention. In the current study, materialistic values and work centrality are investigated as predictors of OCB, which have inverse effects on the construct. In a cross-sectional design, 439 employees from various companies in Turkey participated in an online survey. The findings support the claim that inverse effects from work centrality and materialistic values influenced OCB. Upon deconstructing the antecedents’ impact on the dimensions of OCB, the results revealed a positive predictive effect of work centrality on helping and civic virtue. In contrast, materialistic values exerted a negative influence only on helping behaviors. Implications and future research directions are discussed in line with the findings.

Performance Management and Employees’ Effectiveness in Union Bank Nigeria Plc, Abia State

The study focused on performance management and employees’ effectiveness in Union Bank Nigeria Plc. The specific objectives were to: evaluate the influence of performance appraisal on employees’ goal attainment, examine the effect of training and development on employees’ approach to job requirement and ascertain the effect of organisational reward system on employees’ goal attainment in Union Bank Nigeria Plc. Survey research design were adopted. The target population of the study consists of all the employees of Union Bank Nigeria Plc in Abia State. Primary data were used. Multiple Regression analysis was used to analysed the objectives. Major findings revealed that: At 1% level (Sig < .01) of significance there is a positive and significant relationship between performance appraisal variables and employees’ goal attainment. At 1% level (Sig < .01) of significance there is a positive and significant relationship between training and development variables and employees’ approach to job requirement in Union Bank Nigeria Plc. Based on the findings, the study concluded that performance management have a significant and positive effect on employees’ effectiveness in Union Bank Nigeria Plc. However, the study recommended that: Union Bank Nigeria Plc management should sustain their performance appraisal programmes, but practical effort should be made to fine-tune the performance appraisal programme of the bank to correct the anomalies pointed out in the analysis result. Union Bank Nigeria Plc management should ensure that their performance appraisal processes are explicit, transparent, reflecting the actual performance of the each individual, and objective feedback on performance should always be provided.

Career Growth: A Review of Literature and Implications for the Civil Service in a Developing Country

The need for the Civil Service to deploy Career Growth practices in order to increase workers performance and hone positive behaviour and attitudes has become urgent. Moreover, there are several documented studies across various cultures and countries on the organisational and individual benefits of career growth. Curiously, literature on career growth practices in the civil service of developing countries is under-researched. Considering this gap, this study conducted a literature review on career growth and highlighted its implications on the Civil Service in Nigeria. Based on the review, the study anchored the performance implications of career growth using career goal progress, professional ability development, and organisational rewards growth as foci. The study recommended that: opportunity for employees to attain or achieve their career goals and objectives should be provided; employees should be encouraged to participate in developmental programs and perform developmental tasks; workers should get coaching on how to define and achieve career objectives; more opportunity should be given to workers to learn new skills; salaries should be paid regularly; and government should reintroduce incentive programs, transportation allowances, meal subsidies, utility allowances, leave grants, and entertainment allowances.

How Bad Leaders Can Drive Out Good Leaders

Destructive leadership has been thoroughly described in the literature. As the term itself indicates, destructive leadership is a leadership style that violates the well‐being or job satisfaction of subordinates, and destroys value for the organization directly, or through less motivated and effective employees. Despite such negative effects, some members might prosper from it and may even support destructive leadership. Worse, sometimes destructive leaders are promoted. If the organization rewards destructive leaders with promotions and responsibility, followers may see these behaviors as a way to get ahead and destructive behavior can become a part of the organizational culture. The literature still reports increased turnover intentions. In the current article, the consequences of destructive leadership on leaders and followers are examined. Specifically, destructive leadership is examined through a literature review and by using Gresham's law as an analogy. Gresham's law states that “bad money drives out good money,” and the current article demonstrates that a Gresham‐tendency can also be observed for leaders under certain circumstances. Thus, the current study converts Gresham's law into a conceptual model for the evolution of destructive leadership in organizations. The proposed model qualitatively describes how various types of destructive leaders influence the organization under certain circumstances.

Applying the Consolidated Framework for Implementation Research to Optimize Implementation Strategies for the Friendship Bench Psychological Intervention in Zimbabwe

Scaling up an evidence-based mental health program such as the Friendship Bench (FB) Zimbabwe bares many difficulties. Guided by the Consolidated Framework for Implementation Research (CFIR), this study sought to understand the contextual determinants of FB performance and to identify and match novel implementation strategies to optimally overcome barriers. The CFIR was applied to guide twenty-five focus group discussions with n = 152 stakeholders in nine high- and four low-performing clinics across three cities in Zimbabwe to identify the constructs distinguishing clinic performance. Identified implementation barriers were included in the CFIR-Expert Recommendation for Implementation Change (ERIC) matching tool to inform strategies to optimize future FB implementation outcomes. Constructs peer pressure, goals and feedback, learning climate, planning, formally appointed leaders, and external change agents strongly distinguished between high- and low-performing clinics. Barriers to implementation were intervention complexity and organizational incentives and rewards; intervention-related constructs were identified as enablers. Strategies such as identifying and preparing champions, altering incentive structures, developing a formal implementation blueprint, and organizing regular clinician meetings were chosen to address barriers and optimize FB implementation. There was variability in the implementation performance of FB three years post-scale-up. High-performing clinics appear to be influenced positively by peer pressure, goal setting and feedback, better staff communication and integration of the program, overall learning climate, and clinic-level planning. A set of enhanced FB implementation strategies should be applied to improve implementation performance.

Fostering employee innovation: Linking person–organization fit to innovative behavior through knowledge sharing and reward perception

AbstractThe core foundation of data‐driven public administration is establishing a digital platform that enables collaboration between various subjects and stakeholders; for this, active interaction among employees of an organization and their innovations in deriving creative ideas and actions are essential. Reflecting this, this study focused on promoting employees' innovative behavior (IB) through the activation of knowledge sharing (KS) within the organization, considering other key variables, person–organization fit (POF) and reward perception (RP). We integrated the mediation model of POF, KS, and IB and the moderation model of POF, RP, and KS to confirm whether the effect of POF on KS moderated by RP affects IB. Analysis of data on 1420 public employees of 33 local government agencies in South Korea shows that all the research models work. These results confirm the positive and direct relationship between POF and IB, and prove the mediating effect of KS in the POF–IB relationship and the moderating effect of RP in the POF–KS relationship, respectively. Furthermore, it confirms that the level of employees' perceived congruence between the employees themselves and the organization has a stronger effect on IB when employees clearly recognize rewards for their KS activities. Based on these findings, we present critical suggestions to improve employees' KS and IB.

Exploring the Bureaucracy of Student Union in College and University from the Perspective of Organizational Behavior

College student unions are autonomous organizations for self-management, service and education of college students, and they often face some bureaucratic problems in the process of practice. To a certain extent, college student unions are extremely similar to formal organizations of enterprises in terms of organizational structure, promotion mechanism, assessment mechanism and reward, which are important factors for the bureaucratization of college student unions. In order to break through the bureaucratization dilemma of student unions, this paper proposes corresponding solutions to grasp the essential contradictions of college student unions and guide them to be reasonably integrated into the university governance structure.

The interactive effect of organizational identification and reward type on reward valuation

AbstractRecent management trends highlight two techniques firms use to motivate employee effort: (1) fostering employees' organizational identification (OI) and (2) offering employees tangible rewards such as gift cards instead of cash rewards. We use three studies to examine how OI affects employees' reward valuation and how such effects differ depending on the reward type. Study 1 is an experiment, demonstrating that increasing OI increases the emphasis participants place on a reward's symbolic value, which then increases the total value of the reward—to a larger extent when the reward is tangible than when it is cash. Study 2 is an experiment, providing evidence that Study 1 results are robust to using a tangible reward that is not socially consumed, that is selected either by the firm or by the employee, and that is either a good or poor fit with the employee's personal preference. Finally, Study 3 is a survey, asking respondents about actual rewards they received from their current employer and capturing their actual OI with their current employer. Results in Study 3 are inferentially similar to those in Study 1 and Study 2, albeit stronger for rewards of smaller monetary value. Collectively, these results highlight the particular benefit of strong OI on how employees value tangible rewards relative to cash rewards, which should be of interest to incentive system designers.

Knowledge sharing enablers, processes, and innovation capability in a telecommunications company in an emerging market economy: a mixed-methods case study approach

PurposeThis study aims to explore the interaction among individual factors (enjoyment in helping others and knowledge self-efficacy), organizational factors (top management support and organizational rewards) and the use of information and communication technology factors as enablers of knowledge-sharing (KS) processes (knowledge donating and knowledge collecting) and firm innovation capability (IC) in a telecommunications company in an emerging market economy, namely, Bahrain.Design/methodology/approachThe study used a mixed-methods case study approach. It used answers from 77 employees’ questionnaires and applied the partial least squares structural equation modeling method to test the research model. Several in-depth semidirective interviews were conducted with managers from different levels, functions and educational qualifications to address additional social, cultural, structural and strategic issues related to KS and IC.FindingsThe results indicated that enjoyment of helping others correlates with knowledge collection. Top management support had a substantial connection with knowledge donation, which had a robust positive relationship with firm IC. The interviews showed that moving toward a customer-centric strategy, policies, procedures and KS culture in a big organization with many business silos required tremendous effort and pain. People’s ability, willingness and readiness to share knowledge heavily depend on the corporate culture. Employee resistance to change posed a significant challenge.Originality/valueResearchers have rarely used a case study or a mixed-methods case study approach to explore KS and IC. This study aims to fill this gap using a mixed-methods approach to examine KS enablers, processes and IC in a developing country’s social and cultural context, Bahrain. The work brings together new ways of looking at things and figuring out what they mean to understand knowledge transfer and IC in a telecommunications company. The company must incur changes and additions to its KS mechanisms to inspire innovation.

The Influence of Leadership Style Organizational Culture and Rewards for Motivation Work and Teacher Performance in Formal Education Units

The contribution of this study can provide new knowledge at the theory or scientific level of human resource management and add new references and management implications that can be positively applied to non-profit organizations. Based on the results of previous studies and empirical theories related to human resource management, this study was conducted using methods of data collection of questionnaires by distributing questionnaires on the Internet, the selection of respondents was based on the purposive sampling method of teachers of primary education units of DKI Jakarta 1 up to 155 teachers. The administrative effect of this research on organizations is that it is possible to stimulate the role of managers to be able to increase the motivational work of teachers to offer positive changes to the motivational work to achieve the goals of the organization.

Professional Commitment: Transformational Leadership, Perceived Organizational Support, and Achievement Motivation as the Mediator

The main objective of this study is to formulate practical ways in increasing professional commitment based on studies on the influence of transformational leadership, Perceived Organizational Support (POS), and achievement motivation as mediators, toward professional commitment. This research was conducted at an Elementary Public School in Klari District, Karawang Regency, using quantitative methods with a path analysis approach. The population in this study was all 278 PNS Elementary Public School Teachers in Klari, and the study sample was 165 people obtained by simple random sampling. The results of the survey at the significance level of 5% showed that: (1) transformational leadership has a direct positive effect on professional commitment (βy1= 0.190), (2) POS has a direct positive effect on professional commitment (βy2 = 0.251), (3) achievement motivation has a direct positive effect on professional commitment βy3= 0.094, (4) transformational leadership had a positive effect on achievement motivation (βy31 = 0.208), (5) POS had a direct positive effect on achievement motivation (βy32 = 0.276), (6) Achievement motivation effectively mediated the transformational leadership and POS on professional commitment. Based on the analysis, it can be recommended that the order of indicators that need to be improved immediately are: working conditions, supervisor support, and organizational rewards (from POS); Individualized consideration (from Transformational Leadership); responsibility and superior drive (from achievement motivation).

Share or Not Share Knowledge: Posters Versus Lurkers in Organisational Online Knowledge Sharing and Internal Marketing

Employees should be treated as internal customers to motivate and engage in online knowledge sharing, which is the backbone of organisational competitiveness. Online knowledge sharing helps organisations survive fierce competition for the capability of facilitating the transfer of individual knowledge to organisational capital and decreasing redundant learning time. However, the majority of online participants, known as lurkers, just read the knowledge shared without contributing themselves. Based on Social Exchange Theory, this study focused on the determinants of lurkers and posters, especially in the organisational context. This study collected 792 responses from employees in Vietnamese organisations. Results show that knowledge self-efficacy and perceived ease of use are two strong determinants of knowledge sharing reciprocity and job performance. Additionally, knowledge sharing reciprocity is the critical determinant of posters’ and lurkers’ job performance. Knowledge sharing reciprocity mediates the impact of knowledge self-efficacy, perceived ease of use and organisational rewards on job performance for both poster and lurker groups.

Reward interdependence and project professionals' knowledge hiding: the moderating role of knowledge attributes

PurposeBased on interdependence theory, the authors investigated the effect of reward interdependence (RI) on project professionals' knowledge hiding and examined the moderating role of knowledge tacitness (KT) and complexity, in the context of new product development (NPD) teams.Design/methodology/approachThe authors conducted a time-lagged study in the context of NPD teams and collected data from a sample of 231 NPD professionals in China.FindingsThe study's findings indicate that RI was negatively associated with knowledge hiding. Knowledge tacitness negatively moderated the relation between RI and knowledge hiding. In contrast, the moderating effect of knowledge complexity (KC) was not significant.Practical implicationsTo reduce NPD professionals' knowledge hiding, organizations should not only design incentive plans that cultivate interpersonal relatedness but also address the drawbacks (decreased effectiveness of group rewards) resulting from KT.Originality/valueThe authors' paper provides novel insights into the inconsistent understanding of organizational rewards' effectiveness in managing knowledge withholding by demonstrating the differentiated effects of individual and group rewards on knowledge hiding as well as the differential contingent roles of knowledge attributes.

Customer incivility as an identity threat for frontline employees: The mitigating role of organizational rewards

This work proposes identity theory as a novel theoretical lens for understanding frontline employees' responses to customer incivility in tourism and hospitality. We advance pertinent research by demonstrating that customer incivility constitutes a dual identity threat (individual/collective threat) for frontline employees. Two experimental studies reveal that: customer incivility towards frontline employees' individual identity affects their psychological responses more adversely than their citizenship behavior; non-monetary rewards are more effective at reducing the adverse effects of customer incivility on frontline employees' psychological responses (than monetary rewards); finally, allowing frontline employees to choose the reward they deem most appropriate enhances both their psychological responses and citizenship behavior. Based on these results a four-step process is proposed to help managers dealing with customer incivility.

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)