Reward Package Research Articles

Recognizing Greatness in Our Own Time

Recognizing Greatness in Our Own Time

Indigenous – foreign culture fit and public employee performance: the case of Ghana

PurposeThe study examines the relationship between the interaction of indigenous–foreign cultures and public employee performance (PEP) in the Ghanaian public sector due to the perceived unproductive cultures in the public sector.Design/methodology/approachThe study employs a quantitative approach, where cross-sectional survey design is used to collect the data from Ghanaian public employees. The analysis is done using correlation and hierarchical regression techniques.FindingsThe results reveal that both indigenous and foreign cultures are pervasive in the Ghanaian public sector, with high power distance and individualism being dominant cultures. Furthermore, while the indigenous cultures have negative significant relationship with PEP, the foreign cultures have positive significant relationship with PEP. The foreign cultures effectively control the relationship between the indigenous cultures and PEP but insignificantly moderate such relationship.Practical implicationsThe findings imply that deliberate attempts should be made to encourage the foreign cultures with attractive reward packages to induce workers. This will indirectly control the practice of the inimical cultures and ultimately reduce their negative effect on PEP.Originality/valueThe study contributes significantly to the extant literature by providing empirical evidence of the indigenous–foreign culture fit and PEP from a developing country, Ghana.

Editorial

Editorial

A Study on Relationship between Employee Turnover Intention and Perceived Organisational Support

Employee retention describes the various measures undertaken by firms for retention of their employees. Hypermarkets are large retail space that offers broad range of daily necessities and groceries where the study was carried out. The employee retention at the hypermarket in Coimbatore city was examined using percentage analyses, correlation, and Garrett ranking for a period of 3 months. Based on the percentage analysis, it is found that majority of the employees were female and received an average monthly salary range of Rs. 5000-15000. Turnover intention scale and Perceived Organizational Support Scale (POS-8) were used in the correlation analysis. It specified that turn over intention is inversely proportional to perceived organization support. According to Garrett ranking, a competitive wage package (61.56%) was the main factor driving employee retention. A plan for employee retention, such as offering bonuses, organisational support and extra reward packages, can significantly reduce the intention of turnover.

Examining the Effect of Rewards on Employee Performance to Support the Development of Poultry Agribusinesses

The study aimed to identify the reward packages and examined their effect on four-employee performance measurements in Ghana's poultry sector. The study adopted simple random sampling and purposive sampling techniques to sample 200 respondents in three selected districts in Bono Region. The effect of reward packages on these performance measurements was analysed via the Seemingly Unrelated Regression model. The results revealed that demographic characteristics such as marital status, gender and off-farm job participation had varying positive effects, whereas the number of dependents had negative influences. Likewise, reward characteristics such as fringe benefits, feedback, bonuses/commission, autonomy, career development and recognition positively influenced all performance measurements but counterproductive performance.

THE CORE DETERMINANTS OF EFFECTIVE STRATEGY IMPLEMENTATION: THE CASE OF RURAL AND COMMUNITY BANKS IN GHANA

Purpose: This study investigates significant factors that influence strategy implementation in the rural banks in Ghana. It focused on leadership commitment, organizational structure, and employee involvement as the core variables influencing strategy implementation.
 Methodology: The researcher used random stratification to select fifteen (15) rural banks from the southern belt, (15) from the middle belt, and 360 participants from these rural and community banks in Ghana. The study used a five-point-Likert scale designed questionnaire to elicit information for data analysis.
 Findings: The results revealed that some of the moderator variables of the predictor variables significantly influenced strategy implementation. Under leadership commitment; the variables found to be significant in influencing strategy implementation were leadership communicating a clear vision to the understanding of employees with statistical significance accepted at P=0.001>0.05, leadership prioritizing the release of resources with statistical significance accepted at P=0.000>0.05, and leadership behaviours with statistical significance accepted at P=0.001>0.05. Under organizational structure; release of sufficient resources for organisational restructuring had the statistical significance of P=0.000>0.05; clearly defined roles and responsibilities P=0.000>0.05; Knowledge sharing’ P=0.001>0.05; employee involvement in the structural reforms P=0.006 >0.05, and inability to provide technical information on the job had P=0.005>0.05. Under employee involvement: the right environment, good reward systems, and training were variables found to be statistically significant in influencing strategy implementation. The statistical significance was accepted at P=0.001>0.05, P=0.005>0.05, and P=0.030>0.05 respectively. 
 Contribution to theory, practice, and policy/recommendation: The theoretical contribution made in this study is the investigation into strategy implementation in the rural and community banks in Ghana. There is no current literature that has examined strategy implementation in the rural and community banks in Ghana and examined the key variables used in this study to make predictions and conclusions on factors influencing strategy implementation. The study provides a framework for strategy implementation for the RCBs, with a universal applicability in the varying context of strategy implementation, contributing to the repository of knowledge in strategy implementation. The study recommends that leadership create a conducive environment to encourage creativity and idea generation to facilitate proper strategic activities to advance an effective strategy implementation, a clear vision to establish the nature, form, and content of the organizational structure that will fit the strategy, the release of resources, and a reward package for employee effort in the strategic process.

A Two-Stage SEM-Artificial Neural Network Analysis of the Rewards Effects on Self Perceived Performance in Healthcare.

Healthcare managers consider the rewards and performances of employees as central elements of their activities due to the challenges caused by the phenomenon of healthcare employees’ emigrating to higher-income countries, which has reduced patient satisfaction and led to a negative image of hospitals. In this context, this paper analyzes how employee rewards influence the employees’ self-perceived performances in the hospital units of the emergency medical system in Romania. Using structural equation modeling, we analyzed the relationships between the investigated variables, showing that financial motivation and the recognition of employees’ merits are central to employees’ self-perceived performances. Ensuring equity also has a positive impact on how the reward package is established and managed. While financial rewards are the most important incentives to increase efforts to exhibit higher performances, recognition has a long-term motivational effect.

Impact of Financial and Non-financial Rewards on Employee Motivation and Employee Commitment among SMEs textiles sector of Karachi Pakistan

SMEs in Pakistan are not performing according to their potential. Besides other factors,they do not have a well-structured rewards package, due to which the employee motivationand commitment are low. Thus, we have developed a new model to examine the effectof rewards and packages on employee commitment and motivation. We have recruitedsix enumerators to collect the data from the target population. The enumerators havedistributed 400 questionnaires, and they received 385 filled questionnaires. The authorshave used Smart PLS version 3.2 for statistical analysis. The developed model has five directand two mediating relationships. We found support for all hypotheses. The results suggestthat financial and non-financial rewards affect employee commitment and motivation.Commitment stimulates motivation. Also, employee commitment mediates (1) nonfinancialreward and motivation and (2) financial-reward and motivation. The findings are consistent with the past literature. SMEs in Pakistan do not have a well-structured HRdepartment, and they make reward-related decisions arbitrarily. Thus, we recommend thatSMEs develop a policy for rewards that is rational and unbiased. We also recommend thatthey should balance non-financial and financial rewards.

Do Intrinsic Rewards Matter on Motivation?

Purpose- This study investigates the impact of intrinsic rewards (Recognition, Training and Development, Work Environment, Participation in Decision Making, and Workplace Flexibility) on primary school teachers’ motivation at the workplace. Design/Methodology- A survey was conducted using a 5 Likert scale questionnaire among the teachers of different primary schools across Bangladesh. A total of 200 data was gathered through random sampling. SPSS 22.0 is used for analyzing the data. The study employed multiple regression and ANOVA, correlation, reliability test, and descriptive statistics to draw the findings. Findings- The study revealed that intrinsic rewards have a significant effect on teachers’ motivation. All the studied variables (Recognition, Training and Development, Work Environment, Participation in Decision Making, and Workplace Flexibility) have found a statistically significant relationship with Motivation. Moreover, recognition and work environment showed the most robust relationships with teachers’ motivation. Practical Implications- Organizations can use this study's results to comprehend the effect of intrinsic or non-financial rewards on employee motivation. Thus, the research findings could help similar institutions design an appropriate reward package with adequate intrinsic rewards to motivate their employees and ensure better performance at work.

Talent development towards an inclusive equitable society: a dearth of knowledge

Most organisations adopt exclusive talent management practices. Only the selected few key employees are recognised as talent and given development opportunities with special reward packages to motivate and retain them within the organisation. This has left other employees especially those from lower-level management positions without talent development plans. In Malaysia, this group is known as B40 and most of them are young youth employees employed primarily in SMEs. The B40 group of employees are those with low household income and lack talent development opportunities. Relevant stakeholders should manage this B40 group to ensure provision to proper talent and career development plans. However, this can be challenging given the limited knowledge on inclusive talent development. Thus, this paper seeks to address the dearth of knowledge on inclusive talent development, a key talent management tool within the context of Malaysia's B40 group towards attaining an inclusive equitable society.

Total rewards to enhance employees’ intention to stay: does perception of justice play any role?

PurposeThe purpose of this paper is to explore how total rewards might influence intention to stay among employees of private sector banks in India. A moderated-mediation mechanism is hypothesized, in which a system of total rewards leads to intention to stay via engagement and organizational justice (OJ) moderates the linkage of total rewards with engagement.Design/methodology/approachPerception of employees about the constructs considered has been assessed by a survey, using a structured questionnaire. Employees of private banks located in the State of Uttar Pradesh were the population for this study. A total of 17 branches of 7 private banks were covered, and the number of valid responses was 761. Hypotheses testing has been done with SPSS PROCESS command.FindingsHypotheses proposing mediation (engagement as mediator between total rewards and intention to stay), moderation (OJ as moderator between total rewards and engagement) and moderated mediation have found support.Practical implicationsResults obtained direct us to infer that in addition to the amount or value of any reward, aspects of OJ, such as equity and fairness in allocation of such reward and transparency in the procedure followed, are likely to influence the effectiveness of total rewards practices in engaging employees and motivating them to stay with their present employer.Originality/valueThis study adds to total rewards literature by highlighting how a total rewards system can lead to engagement, and consequently to employees’ intention to stay. Results establish OJ as an important attribute to any total rewards package to make the latter more valuable and effective.

Effective Reward System and the Motivational Level of Security Employees. ( A Survey of Some Selected Federal Security Institutions in Enugu State

In recent times now, Nigeria has been experiencing an unprecedented security challenges virtually all over the states in the country, especially the North East where Boko Haram Islamist group having been laying siege and the Middle Belt region where the Fulani herdsmen have been killing and taken over of lands. Government and military authorities having been deploying troops and other military strategies’ are being adopted to tame this ugly menace and to reduce this ugly situation of wanton destructions of life’s and properties by these marauders. This study was conducted to assess the effect of reward system on the motivational level of these security personnel’s deployed to fight this menace and how satisfaction with rewards can reduce the security challenges bedeviling this country. This study was conducted using some selected security employees from Federal security institutions in Enugu State. 202 respondents were selected from the aforementioned security institutions in the State. The design of the study was descriptive statistics. Data collected for this study were analyzed using mean, standard deviation, percentage method with frequencies to test the three research questions namely: what are the effects of employee’s motivation on national security? What are the factors that increase motivation of security employees? What is the relationship between employee rewards and organizational performance?. The result obtained from the analysis showed among others that reward and motivation of security employees have significant effect on national security, that not only it gives the security personnel a sense of belonging, it encourages high level of performance even if it means paying the ultimate price. Going by the findings of this study, it can be easily inferred that security men reward package matters a lot and should be a concern of both the military authority and the Nigerian government. The results obtained from the research questions showed that security employees place great value on the different rewards given to them by their military authority. It concludes that when these rewards are not given, security personnel tend to express their displeasure through poor performance and non-commitment to their job. It is therefore imperative for the military authority to consider the needs and feelings of its security men deployed to fight insurgents and not just overlook them in order to safeguard national security and harmony, because “a happy worker they say is a productive worker”. Keywords: Reward system, motivation, security personnel. DOI : 10.7176/EJBM/11-26-12 Publication date :September 30 th 2019

API Based Reward Model to Improve Regularity and Efficiency in Management Institutess

Purpose : The purpose of this research study was to explore the application of reward practice in the academic institutes of India affiliated to UGC through mathematical model and the reward framework positively affecting institutional performance. Design/Methodology/Approach : A quantitative research approach was followed in this study. A mathematical model was developed using principle of polynomial interpolation and numerical analysis to design reward framework for the academic institutes. The validity and reliability of the model was assessed using different teaching credit workloads. Practical Implications : The research study contributed to human resource practices in academic institutes. Mathematical model for reward framework was developed in this study, which is positively related to improvement in organizational performance. Academic institutes may benefit from these results by implementing and emphasizing non-financial rewards as part of a total rewards package. Application of the model has potential to influence business school faculty members' work regularity patterns. Originality/Value : The study contributed to HR practices by shedding light on how to develop a reward framework using a mathematical model which can motivate employees to improve the efficiency in the academic institutes. Developed non-financial reward strategies can be a viable alternative to costly financial rewards to academic institutes that can lead to enhanced organizational performance in academic institutes.

Contextual factors influencing managerial motives to address systemic injustice in INGOs

National and international employees in international work contexts tend to be remunerated on different reward packages. Recent research has explored the impact of these differential reward packages on employee outcomes (including wellbeing, motivation and perceived fairness), but has tended to focus on the experiences of individual employees. This paper shifts the focus from individuals to organisational decision-makers, exploring managerial motives for addressing systemic injustice. Strengthening the connection between behavioural ethics and organisational justice literatures, this paper specifically examines what contextual factors motivate managers in international non- government organisations (NGOs) to change their organisational reward policies and practices. 18 interviews with 16 human resource and reward managers from 15 well known international NGOs were content- analysed and discussed using instrumental, relational and deontic dimensions of justice. Key findings include identification of contextual factors at organisation and sector levels that influence manager justice enactments. We identify a primary role for deontic motives for manager justice enactments, but the potential for conflicting and contradictory justice motives to be held by managers concurrently, and for factors themselves to reflect different motives, depending on the context and perspective.

Multi-Dimensional Incentive Mechanism in Mobile Crowdsourcing with Moral Hazard

In current wireless communication systems, there is a rapid development of location based services, which will play an essential role in the future 5G networks. One key feature in providing the service is the mobile crowdsourcing in which a central cloud node denoted as the principal collects location based data from a large group of users. In this paper, we investigate the problem of how to provide continuous incentives based on user's performances to encourage users' participation in the crowdsourcing, which can be referred to the moral hazard problem in the contract theory. We not only propose the one-dimensional performance-reward related contract, but also extend this basic model into the multi-dimensional contract. First, an incentive contract which rewards users by evaluating their performances from multiple dimensions is proposed. Then, the utility maximization problem of the principal in both one-dimension and multi-dimension are formulated. Furthermore, we detailed the analysis of the multi-dimensional contract to allocate incentives. Finally, we use the numerical results to analyze the optimal reward package, and compare the principal's utility under the different incentive mechanisms. Results demonstrate that by using the proposed incentive mechanism, the principal successfully maximizes the utilities, and the users obtain continuous incentives to participate in the crowdsourcing activity.

Appraisal of reward packages in construction firms

Purpose A major requirement and practice in human resource management of an organisation is the award of appropriate reward packages to employees. This paper aims to examine the importance attached to reward packages by personnel of quantity surveying firms (QSFs) and the level of adoption of the packages with a view to develop important ones that can enhance quality of performance and reliability of the employees. Design/methodology/approach Questionnaires were administered on registered quantity surveyors employed in QSFs in the study area, which was Lagos State, Nigeria. Mean item score and chi-square were used to examine the significance of importance attached to available reward packages by employees, whereas factor analysis was used to highlight and group identified available reward packages. Findings Basic pay, that is salary and wages, is the most important and mostly used reward package, whereas the least are service recognition and profit sharing. Most of the reward packages were found to be important to the development of QSFs, and the variables were extracted and grouped into eight components. Originality/value As much as basic pay is a global and traditional reward system, managers and directors of QSFs should ensure that personnel with long-term commitment to the mission and vision of the company are duly recognised and rewarded accordingly. More so, profit from the proceed and benefits of the company should be shared in an appropriate manner, especially if employees are involved in securing jobs from clients.

Total rewards that retain: A study of demographic preferences

Orientation: Changing workplace demographics and a dearth of employees with scarce skills have forced employers to better understand the various factors that retain talented employees. Research purpose: In this empirical study, the reward preferences and ideal combination of total reward elements (based on an estimation of their relative importance) that retain employees from various demographic groups, including employees of different race, gender and age groups, were investigated. Motivation for study: Organisations are competing for talented employees and to benefit from the value these individuals add, it is required of them to stay at the respective businesses. Previous studies have indicated that employees who are offered a reward package that is aligned to their personal preferences are prone to stay longer at the organisation and to be more engaged at work. However, new and novel ways need to be found to identify the reward preferences of employees. Research design, approach and method: A quantitative approach and descriptive research design was employed to estimate the individual reward preferences and identify an ideal mix of total reward elements that retain different cohorts of employees. Three questionnaires were distributed, including a Remuneration Managers Questionnaire ( n = 7), a Remuneration Preference Questionnaire ( n = 368) and a Choice-based Conjoint Task Questionnaire ( n = 368). The latter two questionnaires were distributed as an online questionnaire to South African businesses and consisted of eight choice-based conjoint tasks, as well as a field survey. Main findings: The results of the choice-based conjoint analysis revealed that all respondents considered financial rewards (Benefits, Performance and Recognition, Remuneration, Career, in that order) as relatively speaking, the most important components in their total rewards package that would lead to their retention. For most demographic groups, the remaining three places (i.e. ranked) were Career Advancement, Learning and Work–life balance. Work–life balance was found to be relatively more important for Generation Y than career advancement. For those employees with only a matric qualification and those in non-managerial positions, access to learning opportunities were the least important in their retention. Practical/managerial implications: Human Resource managers and line managers should note that reward elements should be chosen and offered as total reward packages in such a way as to best be able to attract, engage and retain talented employees. Contribution/value-add: The findings of the present study adds value in a sense that it assists organisations in creating customised reward packages that best suit the needs of both employees and them as employers. Providing a more ideal or preferential combination of reward elements can, by increasing retention and engagement, provide a competitive advantage for organisations.

Total rewards that retain: A study of demographic preferences

Orientation: Changing workplace demographics and a dearth of employees with scarce skills have forced employers to better understand the various factors that retain talented employees.Research purpose: In this empirical study, the reward preferences and ideal combination of total reward elements (based on an estimation of their relative importance) that retain employees from various demographic groups, including employees of different race, gender and age groups, were investigated.Motivation for study: Organisations are competing for talented employees and to benefit from the value these individuals add, it is required of them to stay at the respective businesses. Previous studies have indicated that employees who are offered a reward package that is aligned to their personal preferences are prone to stay longer at the organisation and to be more engaged at work. However, new and novel ways need to be found to identify the reward preferences of employees.Research design, approach and method: A quantitative approach and descriptive research design was employed to estimate the individual reward preferences and identify an ideal mix of total reward elements that retain different cohorts of employees. Three questionnaires were distributed, including a Remuneration Managers Questionnaire (n = 7), a Remuneration Preference Questionnaire (n = 368) and a Choice-based Conjoint Task Questionnaire (n = 368). The latter two questionnaires were distributed as an online questionnaire to South African businesses and consisted of eight choice-based conjoint tasks, as well as a field survey.Main findings: The results of the choice-based conjoint analysis revealed that all respondents considered financial rewards (Benefits, Performance and Recognition, Remuneration, Career, in that order) as relatively speaking, the most important components in their total rewards package that would lead to their retention. For most demographic groups, the remaining three places (i.e. ranked) were Career Advancement, Learning and Work–life balance. Work–life balance was found to be relatively more important for Generation Y than career advancement. For those employees with only a matric qualification and those in non-managerial positions, access to learning opportunities were the least important in their retention.Practical/managerial implications: Human Resource managers and line managers should note that reward elements should be chosen and offered as total reward packages in such a way as to best be able to attract, engage and retain talented employees.Contribution/value-add: The findings of the present study adds value in a sense that it assists organisations in creating customised reward packages that best suit the needs of both employees and them as employers. Providing a more ideal or preferential combination of reward elements can, by increasing retention and engagement, provide a competitive advantage for organisations.

Management compensation systems in Central and Eastern Europe: a comparative analysis

Drawing upon a large scale comparative data-set we explore the preferred approaches to managerial compensation pursued by organizations operating in the Central and Eastern European (CEE) transition economies of Bulgaria, the Czech Republic, Estonia, Lithuania, Hungary, Slovenia, Slovakia and Serbia. In order to generate insights on the state of management compensation and the extent to which these transition economies are characterized by idiosyncratic elements, relative to their Western European counterparts, we compare management compensation practices in these CEE economies (N = 1147) with approaches pursued in more developed western European economies (N = 2698). Overall, our results suggest that organizations in the CEE region share some similarities with their western counterparts, most especially in terms of the individual level of determination of pay for managers. Within the CEE region, we find that financial participation is less common than performance-related pay in the composition of the overall managerial reward package, though there are some variations between countries. National culture does appear significant as a determinant of variations in the preferred approach to management compensation.

Key dimensions of personal innovativeness

The purpose of this paper is to provide insight into the concept of Personal Innovativeness through an application of the Ettlie and O’Keefe (1982) Innovativeness Scale. A mixed-mode approach to data collection involving online and postal surveying was used to obtain responses from 404 practicing UK managers. Although the work has a number of limitations relating to the Personal Innovativeness scale employed and difficulties associated with comparative analysis of the results, the findings are statistically significant and appear to have face value. The most important finding from this study is the identification of five key dimensions of Personal Innovativeness which suggests that the concept is fragmenting and becoming more complex. The paper concludes by considering the implications of the findings in terms of recruitment of managers, their education and training, the design of reward packages, and the allocation of resources.