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Noorazem, Nurul Asyiqin, Sabiroh Md Sabri und Eliy Nazira Mat Nazir. „The Effects of Reward System on Employee Performance“. Jurnal Intelek 16, Nr. 1 (26.01.2021): 40–51. http://dx.doi.org/10.24191/ji.v16i1.362.
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Reward system which consists of financial rewards and non-financial rewards has become essential to an organization in managing employees’ performance. Motivated employees can be a significant factor in organizational success. When employees are motivated to work at higher levels of productivity, the organization as a whole will run more efficiently and is more effective at reaching its goals. Literature review on the previous studies has proven that the reward system can motivate and subsequently increase employees’ performance. Reward system comes in many forms, for example, intrinsic rewards and extrinsic rewards. Thus, the organization must critically understand what types of reward system can motivate the employee to perform well in their job. The purpose of this research is to investigate the effects of the reward system in an organization on employee performance. The variable tested in this study includes salary, bonuses, appreciation and medical benefits. This study adopted a quantitative approach where 132 sets of questionnaires were distributed to the participants selected using convenience sampling. Data were then analyzed using SPSS software and a few analyses were carried out such as correlations analysis and regression analysis. The results show that all variables have a significant impact on employees’ performance. The results of this study can be used by the organization to improve its reward system and to ensure it could help in increasing the employees’ performance.
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Rahim, Ramita Abdul, Noor Azrin Mohammad Nasir, Marlita Mat Yusof und Nor Lela Ahmad. „Reward and Employee's Creativity: Case of Manufacturing Organization“. Global Journal of Business and Social Science Review (GJBSSR) Vol. 1(4) 2013 1, Nr. 4 (15.10.2013): 10–17. http://dx.doi.org/10.35609/gjbssr.2013.1.4(2).
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Objective - The main objective of this study is to investigatestrategic reward systems that are intrinsic and extrinsic reward for employees. The rewards address four areas that consist of compensation, benefits, recognition and appreciation. This study discussed whether the reward system gives more benefit to the organization and employees such as improving the employee level of creativity or vice versa. Methodology/Technique - This study is a correlational study where the researchers examined the relationship between reward system and employee's creativity among administrative support personnel in the manufacturing industries. This study focused on five (5) selected manufacturing organization involved in electronic field located in Shah Alam Selangor. The total population is one hundred and sixty (160) staff. Findings - The research findings show that rewards are contributing factors to the employees' creativity or ideas among administrative support personnel in the manufacturing industries in Shah Alam. By providing employees with extrinsic rewards is relatively straightforward and usually built into performance and particularly useful in the short-term for creativity and motivating employees to work towards one specific organizational goal. Novelty - The finding of this study would enhance understanding of the issues of reward system among employers in manufacturing organizations which can influence the effectiveness of employee creativity. It also will be beneficial to the management in puttingsuch efforts to increase employees' creativity. Type of Paper - Empirical Paper Keywords : Extrinsic Reward; Intrinsic Reward; Employee Creativity; Manufacturing Organization.
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Emmanuel, Noko, und Joseph Nwuzor. „Employee and Organisational Performance: Employees Perception of Intrinsic and Extrinsic Rewards System.“ Applied Journal of Economics, Management and Social Sciences 2, Nr. 1 (21.08.2021): 26–32. http://dx.doi.org/10.53790/ajmss.v2i1.5.
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The study aimed to evaluate the perception of employees on both intrinsic and extrinsic reward system and whether reward system impact their performance and the organization performance at large. To achieve the objective, the study employed Structural Equation Modelling (PLS-SEM) approach to test six hypothesis. The study sampled 400 employee of Zenith Bank Plc using questionnaire send to the respondent emails. PLS-SEM result revealed that both extrinsic and intrinsic rewards have positive and significant impact on employee performance, although, extrinsic appear more potent than intrinsic rewards. It was further revealed that three of the four measure of employee performance; quality job, effective service delivery, customer rating has positive significant with organization performance while time management was unable to explain organization performance. We discovered also that gender does not play any significant role on employee performance, but age does. The study therefore concluded that rewards play an important role in both employee performance and organization performance.
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Wasiman, Wasiman. „THE INFLUENCE OF ORGANIZATIONAL CULTURE AND REWARDS SYSTEM ON THE PERFORMANCE EMPLOYEES OF HOTEL IN BATAM CITY WITH ORGANIZATIONAL COMMITMENT AS INTERVENING VARIABLES“. Jurnal Apresiasi Ekonomi 6, Nr. 3 (07.11.2018): 305–13. http://dx.doi.org/10.31846/jae.v6i3.95.
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The purpose of this study was to determine the Influence of Organizational Culture and Rewards System, on the Performance of Hotel Employees in Batam City with Organizational Commitment as Intervening Variables. Respondents used in this study were employees of four-star hotels in Batam City with a total of 205 respondents. The method used in this research is observation, field, data collection by distributing questionnaires to employees of four-star hotels in Batam city. Data analysis uses multiple linear data analysis using SEM Amos program. Validi test results for organizational culture variables with seven indicators are valid. Results Test the validity of the reward system with six indicators declared valid. The results of the validity of organizational commitment test with three indicators are declared valid. The results of the employee performance validity test with five indicators are declared valid, declared valid because the results of the data processing are above 0.60. The results of the study conclude that (1). Organizational culture influences employee performance, the better the organizational culture turns out to be able to have a large impact on improving employee performance. (2). Organizational culture influences organizational commitment, the better the organizational culture, the stronger the organizational commitment of employees. (3) The reward system influences organizational commitment, the better the Rewards System, the stronger the organizational commitment of employees. (4). Rewards system influences employee performance. The better the reward system increases employee performance (5) Organizational commitment affects employee performance, the better organizational commitment, the better employee performance
Keywords: Organizational Culture, Rewards System, and Organizational Commitment
Employee performance
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Makambe, Ushe, und Victor Charles. „Organisational Culture and Employee Motivation in a Selected Telecommunications Firm in Botswana: The Moderating Effect of The Reward System“. East African Journal of Business and Economics 2, Nr. 1 (12.12.2020): 95–109. http://dx.doi.org/10.37284/eajbe.2.1.254.
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An organisation’s reward system is arguably one of the most critical elements of organisational culture with an enormous bearing on employee motivation. The resolve of this study was to debunk the nexus between the reward system and employee motivation in a selected organisation. A discussion of extant literature on the nexus between reward as a critical component of organisational culture and employee motivation was conducted. An empirical investigation of the relationship between the dependent and the independent variables was pursued using a positivist research paradigm whence a quantitative methodology was used to gather data through a structured self-administered questionnaire hence a survey research design. The results of the study confirmed the hypothesised relationship between the selected firm’s reward system and employee motivation. The inadequacies of the organisation’s reward structure against the requirements of effective employee motivation were exposed. For instance, the rewards offered by the organisation did not meet employee needs and expectations and were not proportionate to the quality of employee output. There was a preference for monetary compensation in place of non-monetary rewards thus promoting extrinsic rather than intrinsic motivation. This study unravelled the positive and negative effects of an organisation’s reward system on employee motivation. An organisational culture that is premised on an effective reward system is the panacea to effective human resources management. To enhance employee motivation through the reward system, management of the selected firm should facilitate the development of a well-articulated psycho-social contract that is agreed upon between top management and employees which should explicitly spell-out the expectations of both parties that must be fulfilled at all times.
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Došenović, Dragana. „Employee Reward Systems in Organizations“. ECONOMICS 4, Nr. 1 (01.06.2016): 107–18. http://dx.doi.org/10.1515/eoik-2015-0024.
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Summary Employee rewarding is one of the activities of human resource management concerning the management of money, goods and services that employees receive from their employer in exchange for their work. Given that a properly designed reward system is one of the conditions for a stable business, successful performance of work activities and the achievement of set objectives in each organization, the basic theme of this paper is the employee reward system, with a special focus on different elements of it. The purpose of this paper is to describe the role and significance of the observed system and to draw attention to its role in employee’s motivation. Based on the given analysis many conclusions have been drawn. It has been proved that a properly designed employee reward system has many advantages for the organization, which emphasizes its importance.
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Purohit, Neetu. „Reward encourages beast.....oops, best!“ Emerald Emerging Markets Case Studies 8, Nr. 4 (29.10.2018): 1–17. http://dx.doi.org/10.1108/eemcs-07-2017-0188.
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Learning outcomes: The reading and discussion on case will enable participants to appreciate importance of reward management in performance management system for both employee and organizational good; to develop insight on the effect of perceived discrimination on the motivation of employees; to internalize the effect of perceived unjust, subjective, non-communicative, non-transparent policies on the behavior and productivity of employees and overall organizational culture and climate; and to comprehend the importance of HR and OB issues with respect to performance management system for the benefit of employee morale, motivation and organizational culture. Case overview: The effectiveness of an employee is the key factor for the employer. All the profit that the company or the organization makes depends on the employees’ productiveness. The case needs to be understood in the overall context of performance management system (Ferreiraa and Otley, 2009) with focus on elements of appraisal and compensation via rewards and recognition as per objective standards. Performance management systems (PMSs) is a more general descriptor if the intention is to capture a holistic picture of the management and control of organizational performance. Performance management policies and practices refer to the processes of setting, communicating and monitoring performance targets and rewarding results with the aim of enhancing organizational effectiveness (Fee, McGrath-Champ and Yang, 2011). PMS includes both the formal mechanisms, processes, systems and networks used by organizations, and also the more subtle, yet important, informal controls that are used (Chenhall, 2003; Malmi and Brown, 2008). Otley (1999) proposed a framework which highlights five central issues which need to be considered as part of the process of developing a coherent structure for performance management systems. The five areas addressed by this framework include identification of the key organizational objectives and the processes and methods involved in assessing the level of achievement under each of these objectives, formulating and implementing strategies and plans, as well as the performance measurement and evaluation processes, process of setting performance targets and the levels at which such targets are set, rewards systems used by organizations and the implications of achieving or failing to achieve performance targets and types of information flows required to provide adequate monitoring of performance. While the case touches upon all the aspects of the PMS framework, it revolves round the reward episode and elaborates on the way it affects all stakeholders, those who got the benefit, those who felt discriminated and those were mere observers to the episode. Objective performance appraisals are needed to ensure that every employee produces the best performance and that the work performed is rewarded with reasonable increases in pay scales or special additional allowances or incentives. This system carries crucial importance as it helps managers to decide which rewards should be handed out, by what amount and to whom. Additionally, performance appraisals may increase an employee’s commitment and satisfaction (Wiese and Buckley, 1998) The case readers need to notice that when organizations fail to follow objective appraisal or reward standards, the same rewards become a cause of contention. The reward which was handed over to the employees in this case was in addition to the annual appraisal. Though the role of rewards has been well-recognized in motivating the employees to continue performing at high level and encourage others to strive for better performance, what needs to be recognized that rewards’ per say does not serve purpose. They need to be dealt within the context of performance management system. Using rewards to favor or discriminate a few employees by using subjective standards backfires and does no good as the person who is favored cannot take pride in it and is not motivated to perform better or equally well as he/she also knows that the work has no relation to the reward, it is personal favor, on the other hand, the one who is discriminated feel discouraged and demotivated to perform. Rewards have the potential to both help and harm the organization if dealt in a callous and careless manner. Use of rewards to favor or discriminate certain people due to subjective preference can be suicidal for the organization and irreparably damage the trust of the employees in the management. It has been well stated that fairness and objectivity are the core principles using an assessment of the nature and size of the job each is employed to carry out (Torrington et al., 2005). If any organization decides to include rewards as a motivating mechanism, it needs to cull out unambiguous and transparent criteria for rewarding. If employees perceive procedural or distributive injustice from the management, it is not only detrimental for the employee’ relations and teamwork, it also tarnishes the reputation of the organization and jeopardizes the culture of the organization. Reward management needs to be closely related to performance appraisals, job evaluations and overall performance management systems. The current case elaborates on one such instance where unjustified inequity in reward system not only disturbed the employees concerned but it had bred a negative image of the organization among other employees too, organizational citizenship was replaced with contempt and feeling of apathy. Complexity academic level Post graduate students and working professionals can benefit from this study. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code Human resource management.
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Webb Day, Jillian, Courtney L. Holladay, Stefanie K. Johnson und Laura G. Barron. „Organizational rewards: considering employee need in allocation“. Personnel Review 43, Nr. 1 (28.01.2014): 74–95. http://dx.doi.org/10.1108/pr-09-2012-0156.
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Purpose – The purpose of this study is to investigate how employee need relates to rewards and employee perceptions of fairness within an organization in the USA using a pay-for-performance system. Design/methodology/approach – To evaluate the presence of a relationship between employee need and reward allocation in a pay-for-performance system, a questionnaire was administered to a sample of 292 employees from two departments at an academic medical center. Findings – The findings highlight the positive relationship between employee need and reward allocation that remains when controlling for employee performance evaluation ratings. Findings further show that employee communication with the manager about need explains this relationship. Research limitations/implications – The findings make two important contributions to research on reward allocation and performance management. First, the results show employee need is related to the allocation of rewards in organizational settings outside of collectivistic cultures or developing countries. Second, by demonstrating the role of employee communication with managers about need within the relationship between employee need and reward allocation, the paper provides a more detailed understanding of additional factors related to compensation decisions in a pay-for-performance system. Originality/value – Little research has explored the relationship between employee need and reward decisions at an individual level in organizational settings within individualistic cultures. The findings from this study address this gap by establishing the presence of this relationship in a pay-for-performance reward-based organization with service-based values. This finding is timely due to the current economic downturn experienced by organizations, and thereby the level of employee need observed in Western individualistic cultures.
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Kolluru, Mythili. „Association between rewards and employee performance: An empirical research on Omani banks“. Corporate Governance and Sustainability Review 5, Nr. 1 (2021): 15–21. http://dx.doi.org/10.22495/cgsrv5i1p2.
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The current paper aims to explore the association between rewards and employee performance in the Oman banking sector. This study evaluates data of 500 bank employees across 18 listed banks in the Sultanate of Oman. A theoretical framework is discussed to assess the effects of rewards on employee performance. According to this literature review, it is proven that rewards influence employee performance. Güngör’s (2011) study shows that organizations develop reward strategies to motivate and increase employee performance. Salah (2016) proves that rewards have a strong influence on employee performance, and he further states that incentives encourage employees to work with purpose and increase organizational performance. The outcomes are examined using factor analysis, structural equation modeling, and multivariate analysis of variance. The results of this study provide critical insights into how companies can adopt effective reward management to sustain and compete in the dynamic business landscape and modulate performance management in Omani banks. Overall, a statistically significant association between the rewards system and employee performance in Oman’s listed banks is established in this study. The study further underscores the need to design and evolve employee-centric policies to get optimum performance. It also offers guideposts for managers and policy planners working in the Middle East countries’ banking sector to develop holistic policies to succeed in stiff, cut-throat competition and ensure participatory management for best performance. Herein, extrinsic and intrinsic rewards are studied concerning their impact on the performance matrix. A proper insightful reward management system may lead to optimum performance, better outcomes, and a robust financial plan
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Ibrar, Muhammad, und Owais Khan. „The Impact of Reward on Employee Performance (A Case Study of Malakand Private School)“. International Letters of Social and Humanistic Sciences 52 (Mai 2015): 95–103. http://dx.doi.org/10.18052/www.scipress.com/ilshs.52.95.
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Purpose: The aim of this study is to investigate how to employee performance impact on reward in private school. The study also aims to show how to employee improve the performance has in reward system. Design/methodology/approach: Questionnaire is used as instrument and 100 questionnaires were used to check the respondent’s opinion. Findings: descriptive analysis, correlation and multiple regression tests were applied for data analysis. Conclution: Study concludes that there is positive relationship between rewards (extrinsic and intrinsic) and employee’s job performance. Most of the organizations implement rewards system to increase the job performance and job satisfaction. Originality/value: By reviewing the different finding that the reward and employee performance. the contribution of this paper is to look at how to finding the effective solution of employee performance will be in reward system inter-organisational and school. Study of paper: The study of this paper is exploratry is qualitative study of research.
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Francis, Felix, Clifford Tizhe Oaya Zirra und Mambula I. Charles J. „Reward System as a Strategy to Enhance Employees Performance in an Organization“. Archives of Business Research 8, Nr. 6 (29.06.2020): 156–64. http://dx.doi.org/10.14738/abr.86.8403.
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This research paper is about reward system as a strategy to enhance employee’s performance in an organization. The research means this needs of an organization and its employee, their low productivity behavior and therefore the way this behavior are often change through reward to enable their performance boost the organization needs. The research was administered through constructive analysis from different articles that base on reward system. Descriptive and exploratory research designs were used for the purpose of this research work. The study observed that there is positive relationship between rewards and employees performance, productivity and retention in an organization. However, rewards system, in an organization should be designed with a constructed strategies that need to be a neighborhood of organization‘s culture.
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Gautam, Prakash Kumar. „Comprehensive Reward System, Employee Motivation and Turnover Intention: Evidence from Nepali Banking Industry“. Quest Journal of Management and Social Sciences 1, Nr. 2 (31.12.2019): 181–91. http://dx.doi.org/10.3126/qjmss.v1i2.27418.
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Background: Employee motivation and employee turnover are central issues in the modern organizations as human capital is the most important intangible asset for organizational productivity. Attitude, skills and knowledge of employees create the competitive advantage of the organization. It is the growing challenge for retaining competent and professional employees in the organization within the increasing global opportunities. Employee motivation, satisfaction, job burnout, turnover are being common challenges to the management. To cope with such challenges, organizations should have strategic focus on comprehensive reward system.
Objectives: This study aims at exploring the factors of comprehensive reward system. More specifically, relationships between the components of comprehensive reward system and employee motivation are examined. Finally, the impact of employee motivation derived from reward system was tested with employee turnover intention.
Methods: This study was conducted with descriptive-correlational research design that follows quantitative approach. Primary data for each variable was collected from 200employees holding different positions in different banks. A 5-Point Likert Scale was used to collect major responses on the variables. Descriptive statistics, Pearson correlation, and regression analysis were used to test the hypothesis. Inferences were made on five per cent and one per cent level of significance.
Result: Results of the study revealed that compensation, benefits, work-life balance, performance recognition and empowerment and career opportunity were the major factors as the components of comprehensive reward system. It was found that these factors had significant positive relationship with employee motivation. Results also revealed the negative significant relationship between employee motivation and their turnover intention.
Conclusion: Employees of Nepali banking industry strongly believe in comprehensive reward system ranging from economic benefits to the personal growth. It is also concluded, with supporting the theory that employee motivation helps to solve the employee turnover intention.
Implications: To solve the high corporate movement of employees in Nepali banks, this study provides a key insight for focusing on comprehensive reward system.
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Elias Abebe, Hanna, und Tegegne Tesfaye Haile. „The Impact of Reward and Knowledge Sharing Practices on Employee Performance: A Comparative Analysis between Awash and Dashen Bank S.C.“ International Journal of Business and Management 15, Nr. 3 (27.02.2020): 114. http://dx.doi.org/10.5539/ijbm.v15n3p114.
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Employee performance is measured by the quality of work, productivity, ability to work independently with little or no direction or follow-up to complete tasks, job knowledge, employees’ interpersonal relationships and so on. Reward systems have long been used as a strategy to motivate employees and increase their performance. Several studies have also suggested that knowledge sharing increases learning which improves employees’ job performance. Yet, in Ethiopia, several organizations haven’t done a comprehensive study on which type of reward system or knowledge sharing practice best fit them. The purpose of this study is to examine the reward system and knowledge sharing practices of two banks, Awash and Dashen, in Adama Ethiopia, and analyze the differences in their employee performance. To achieve this objective this study uses instruments based on intrinsic and extrinsic reward system and tacit and explicit knowledge sharing and their impact on employee performance. The target population are employees of Awash and Dashen bank in Adama, Ethiopia. An empirical study using qualitative data and survey method is employed to conduct this study. A convenient sample is collected from 120 employees in each bank. The theoretical and practical implications of the study are also discussed.
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Al-Wareth Alrazehi, Hareth Abd, Noor Aina Amirah und Ali Salman Mohammed Emam. „The Mediation Effect of Job Satisfaction between Reward System and Training and Development on Employee Retention in Yemen’s Banking Sector“. International Journal of Innovative Research and Scientific Studies 4, Nr. 4 (21.09.2021): 215–28. http://dx.doi.org/10.53894/ijirss.v4i4.100.
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This study was conducted to determine the effect of rewards systems and training and development on employee retention, mediated by the effects of job satisfaction, in Yemeni commercial banks. The study used cross-sectional data collection methods. Data was collected from the headquarters of 15 commercial banks. A set of questionnaires using a 5-point Likert scale was distributed to employees; the data was analyzed using the Structured Equation Model (SEM) by IBM SPSS AMOS 25.0. The results indicated that both the rewards system and training and development significantly affect job satisfaction, while job satisfaction has a significant positive effect on employee retention. Training and development themselves have no statistically significant effect on employee retention. The results showed that job satisfaction plays a mediating role because the indirect effect is significant. The mediation is complete because the direct impact is not significant. The result indicates that job satisfaction is an important variable that links the reward system and training and development to employee retention in Yemeni banks. This study is expected to make significant theoretical, practical, and methodological contributions to this field of research due to the development of a model of the effects of the reward system and training and development on employee retention through job satisfaction.
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Balkin, David B. „Managing employee separations with the reward system“. Academy of Management Perspectives 6, Nr. 4 (November 1992): 64–71. http://dx.doi.org/10.5465/ame.1992.4274480.
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Fajri, Taufan Maulana, und Abdul Rohman. „PENGARUH SISTEM REWARD DAN MOTIVASI KARYAWAN TERHADAP KINERJA KARYAWAN“. Jurnal Ekobis : Ekonomi Bisnis & Manajemen 9, Nr. 2 (05.03.2020): 145–55. http://dx.doi.org/10.37932/j.e.v9i2.66.
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This study aims to analyze the effect of reward systems and employee motivation on employee performance. The sample obtained was 36 respondents, the sampling technique uses probability sampling, which is a sampling technique that provides equal opportunities for each element (member) of the population to be selected as sample members. . This study uses a census approach, where all members of the population serve as respondents with 36 employees of PT. Wahyu Tehnik Utama. The results showed that there was an effect of the reward system on employee performance. This proves the hypothesis which states that there is a significant influence between the reward system on employee performance and employee motivation has a significant effect on employee performance.
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박현일, Lee Wonki und Hoyoung Kang. „Effects of Employee training and Reward system on Motivation of employee“. Korea International Accounting Review ll, Nr. 51 (Oktober 2013): 1–22. http://dx.doi.org/10.21073/kiar.2013..51.001.
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Ratri, Kinanthi Gusti Reina, und Denny Bernardus Kurnia Wahjudono. „THE ROLE OF EMPLOYEE DEMOGRAPHICS, WORK STRESS, AND REWARDS ON JOB SATISFACTION AND EMPLOYEE PERFORMANCE“. Jurnal Aplikasi Manajemen 19, Nr. 3 (01.09.2021): 634–48. http://dx.doi.org/10.21776/ub.jam.2021.019.03.16.
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This research was conducted at a private university in East Java (University X). The purpose of this study was to examine demographic factors as moderating variables on the relationship between job stress and job satisfaction and the relationship between rewards and job satisfaction and measure the effect of job satisfaction on job performance at the university. 106 administrative staff and 101 lecturers are the samples in this study. The sampling technique was employed using simple random sampling. Structural Equation Model used to analyze the multivariate data. Results showed that employee demographics of both respondents do not act as moderators on the relationship between job stress and job satisfaction and the relationship between rewards and job satisfaction. Likewise, the job satisfaction variable in this study does not provide a mediating effect on the relationship between job stress and employee performance and the relationship between rewards and employee performance. Significant results for administrative staff are shown in the relationship between rewards and job satisfaction and the relationship between rewards and employee performance. As for lecturers, significant results are shown in the relationship between job stress and performance and the relationship between reward and job satisfaction. Further research suggested conducting workload analysis for each position, developing an appropriate reward system, further research to determine the factors that can predict performance, and research continued by using unstructured demographic data, such as income levels or workloads.
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Lavena, Ika, und Singmin Johannes Lo. „THE EFFECT OF LEADERSHIP BEHAVIOUR AND REWARD SYSTEM ON THE EMPLOYEE PERFORMANCE MEDIATED BY ORGANIZATIONAL CITIZENSHIP BEHAVIOUR OF PT DANPAC PHARMA“. Dinasti International Journal of Management Science 1, Nr. 4 (06.03.2020): 493–513. http://dx.doi.org/10.31933/dijms.v1i4.186.
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The purpose of this research is to understand and explain the effect of Leadership Behavior and Reward System on Employee Performance is mediated by Organizational Citizenship Behavior for Employees PT Danpac Pharma. The method used is quantitative approach, where the population in this study were 305 employees of PT Danpac Pharma. Engineering sample selection is done by taking a sample saturated to permanent employees as much as 146 respondents. Questionnaire survey instrument used data collection techniques and have been submitted to the employees of PT Danpac Pharma. Data of this study, which analyzed using structural equation models (SEM) 3.2.8 SmartPLS software program. This study reveaks that Leadership Behaviour and Reward System have a significant positive effect on Employee Performance mediated by Organizational Citizenship Behaviour both partially and simultaneously. In addition, the Leadership Behavior has a positive and significant effect on Organizational Citizenship Behavior and Reward System has a positive and significant effect on Organizational Citizenship Behavior. Leadership Behavior has a positive and significant effect on Employee Performance and Reward System has a positive and significant effect on Employee Performance.
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Ekabawani, Rianti, und Alex Winarno. „PENGARUH TRAINING DAN REWARD SYSTEM TERHADAP KINERJA PEGAWAI (STUDI PADA PT. BIO FARMA PERSERO)“. Jurnal Ekonomi Balance 16, Nr. 1 (04.06.2020): 40–50. http://dx.doi.org/10.26618/jeb.v16i1.3474.
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This research aims to determine the effect of Training and Reward System on the performance of employees of PT. Bio Farma (Persero). This goal is motivated by the phenomenon of the problem being faced by the company PT. Bio Farma (Persero), which is the achievement of employee performance in 2016 to 2018, has not yet reached the expected target. Among the many factors that can affect employee performance, there are two main factors that will be reviewed in this study. The two factors are training and reward system. Taking these two factors is based on the results of interviews with the company and is supported by data that has been collected. This research uses quantitative methods with data analysis techniques used are descriptive analysis and regression. The number of samples in this study were 30 employees of PT. Bio Farma (Persero) Division of Human Resources is determined by the saturation sampling method. Based on the results of research that has been done it can be concluded that the training and reward system has a significant and positive effect on employee performance with a score of 76.4%. These results support the implementation of training and reward systems at PT. Bio Farma (Persero) so that it can have an impact on improving the performance of its employees.
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Irawan, Yuda, und Nella Sari. „APLIKASI SISTEM PEMBERIAN REWARD BERDASARKAN KINERJA KARYAWAN DENGAN METODE ANALYTICAL HIERARCHY PROCESS (AHP) PADA TOKO GOLDEN JAYA STAR PEKANBARU“. JURNAL TEKNOLOGI DAN OPEN SOURCE 2, Nr. 1 (30.06.2019): 87–101. http://dx.doi.org/10.36378/jtos.v2i1.149.
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The employee system at the Golden Jaya Star Pekanbaru Shop is currently based on the store's personal opinion, so its assessment of employee performance is not believed to be valid. This study aims to determine the employee performance appraisal system that is right used as the basis for awarding employee rewards. This research is expected to be able to help or facilitate the Golde Jaya Star Pekanbaru shop leader in providing rewards based on employee performance appraisal, among others, with the existence of this application can help leaders in giving rewards based on employee performance appraisal at the Golden Jaya Star Pekanbaru store. With this application, it can help leaders in giving rewards based on employee performance appraisals can reduce the occurrence of errors in the provision of employee rewards. With the application of the system of giving rewards based on employee performance evaluation can reduce the occurrence of errors in the awarding of employee rewards. This system application is only applied to determine the employee reward amount.
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Nugraha, Randy Teguh Waluya, Budi Arifitama und Yaddarabullah Yaddarabullah. „Decision Support System for Rewarding Courier Employees in North Jakarta Using Profile Matching“. JURNAL INTEGRASI 13, Nr. 1 (30.04.2021): 26–31. http://dx.doi.org/10.30871/ji.v13i1.2535.
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Courier employees in an expedition company are an important asset for the company. Each Courier has a daily productivity performance to aim with a perfect score (100%) to gain a reward. However, an assessment based only on productivity performance cause problems, where it is impossible to achieve a perfect productivity score to get a reward. This research focus to improve the rewarding system using a decision support system by adding other aspects than productivity which is the behavioral aspect. Absentee, successful delivery, cash on delivery, status update, attendance, and lateness are the behavioral aspect criteria used. Profile Matching method is conducted to compare employee profiles with the standard values and calculate its GAP. The smaller the GAP, the greater the weight results for the best alternative solution. The results, from 150 employees, 5 employees were selected as the best employees and granted rewards with the highest position scored 4,733, second scored 4,725, third scored 4,7234, fourth scored 4,722, and fifth scored 4,721. Profile matching has proven to be excellent as a method for a decision support system to reward employees based on ranking.
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Noor, Zaha, Nishatnaz Nayaz, Vrushabh Solanki, Adarsh Manoj und Arti Sharma. „Impact of Rewards System on Employee Motivation: A Study of a Manufacturing Firm in Oman“. International Journal of Business and Management Future 4, Nr. 2 (05.08.2020): 6–16. http://dx.doi.org/10.46281/ijbmf.v4i2.692.
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This paper illustrates the importance of employee motivation and the influence of reward and recognition program on the motivation and performance of the manufacturing and production workers of a manufacturing firm situated in the Sultanate of Oman. The goal of the report is to depict the predominant effect of reward and recognition on overall productivity, performance, and motivation. The data gathered for the research was through an exploratory research design wherein the survey questionnaire was distributed to a population of 30 respondents through a stratified sampling technique. Both the qualitative and quantitative data were considered while concluding the major findings, followed by proposing suggestions to improve the motivation levels of employees and enhance their rewards and recognition program.
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ELIJAH, CHARLES MUNENE, Peter Agoi Kibisu und Willy Muturi. „Effect Of Reward Systems On Employees’ Achievement Of Targets In The Semi-Autonomous Government Agencies“. International Journal for Innovation Education and Research 2, Nr. 11 (30.11.2014): 184–208. http://dx.doi.org/10.31686/ijier.vol2.iss11.279.
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Employee reward systems refer to programs set up by an organization to reward performance and motivate employees on individual and/or group levels. This study was guided by basic salary, training opportunities, health benefits and house allowance as specific objectives in establishing the effects of employee reward system on the achievement of targets of semi-autonomous government agencies in Migori Sub-County. The study is expected to increase knowledge and understanding in this area by assisting the Kenya Government through Public Service Commission of Kenya in formulating and implementing policies that would lead to a fair reward system for public servants and therefore improving efficiency and effectiveness in staff performance. This research adopted survey design. The target population was 74 employees working in the three semi-autonomous agencies in Migori Sub-County. The sample size of 43 was drawn from the target population of employees in the authorities. This was 58% of the entire population of employees in the three authorities in Migori Sub-County. Data was collected by the use of document analysis and questionnaires. Data was analyzed by the use of computer aided data analysis software SPSS and Statpages. Presentation of data was done by the use of tables, bar graphs, line graphs and percentages. Descriptive statistics and correlation was used to compare the means of monthly earnings for different payrolls and also to establish the strength between dependent variables and independent variable. Findings in this study indicate that basic salary, house allowance and health benefits have very strong influence on employee performance as compared to the moderate influence that training had on their performance. The report recommends the harmonization of schemes of service within departments/ministries so that every individual is rewarded appropriately and fairly in order to improve employee performance.
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Fanggidae, Rolland Epafras, Ni Putu Nursiani und Allen Bengngu. „The Influence of Reward on Organizational Commitment towards Spirituality Workplace as a Moderating Variable“. GATR Journal of Management and Marketing Review (JMMR) Vol. 4 (4) Oct-Dec 2019 4, Nr. 4 (30.12.2019): 260–69. http://dx.doi.org/10.35609/jmmr.2019.4.4(5).
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Objective – Expectations for good performance from employees are inseparable from how companies determine certain systems or strategies to provide a balance between expected contributions and what has been given in the form of certain rewards or rewards to their employees. For that, the company must implement a system to improve employee performance, one of which is to implement a reward system. On the other hand, strategic changes in managing human resources leads to a holistic approach, in which organizational management not only emphasizes economic benefits or responsibilities, but also has legal, ethical, and responsibility to stakeholders. Spirituality at work has a relationship with work behavior in the form of job satisfaction, work performance, attitudes, work ethics, morals, and management. This study aims to prove the effect of Rewards on Organizational Commitment with Workplace Spirituality as a Moderating Variable. Methodology/Technique – This research was conducted on employees of the Kupang Tanaoba Lais Manekat (TLM) Credit Bank, with a total of 30 employees. Findings & Novelty – The results of the regression equation show that reward has a positive influence on organizational commitment. Where individuals include a feeling that satisfaction will be obtained if a job is successfully done through extrinsic rewards or compensation. Giving compensation is a strategic function of human resources that has a significant impact on other human resource functions. The compensation provided by the company must be felt fairly by employees. The MRA test results show that the regression coefficient of a moderate workplace spirituality variable has a negative effect, meaning that the workplace spirituality variable cannot be a moderating variable between appreciation and organizational commitment. This means that a lower spirituality workplace does not necessarily mean a lower reward for the organizational commitment of the employee. Type of Paper: Empirical. Keywords: Organizational Commitment; Reward; Compensation; Spirituality Workplace; Performance. Reference to this paper should be made as follows: Fanggidae, R.E; Nursiani, N.P; Bengngu, A. 2019. The Influence of Reward on Organizational Commitment towards Spirituality Workplace as a Moderating Variable, J. Mgt. Mkt. Review 4(4) 260 – 269. https://doi.org/10.35609/jmmr.2019.4.4(5) JEL Classification: M10, M14, M19.
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Siagian, Nancy Florida, Ambo Enre und R. Elfrida Panjaitan. „Pengaruh Kepemimpinan dan Sistem Penghargaan terhadap Kinerja Pegawai dengan Kepuasan Kerja sebagai Variabel Media“. Jesya (Jurnal Ekonomi & Ekonomi Syariah) 2, Nr. 2 (31.01.2021): 453–61. http://dx.doi.org/10.36778/jesya.v2i2.113.
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The purpose of this study was to determine the effect of leadership and reward systems on Employee Performance with job satisfaction as a mediating variable. With a sample of 70 respondents. The tool used is a questionnaire. The results of this study are that leadership has a positive and significant effect on employee performance. The reward system has significant and significant effect on employee performance, leadership and reward systems have a positive and significant effect on job satisfaction, job satisfaction has a positive and significant effect on employee performance, and leadership, reward systems and job satisfaction has a positive and significant effect on employee performance. With the value of t calculated for leadership variable 2,278 and reward system 3,117 while for job satisfaction as mediation has a value of t count equal to there is a value of 1,994 which means that the value of t count has ‘Sig’ <0,05. R Square of 0.433, means that variations in employee performance can be explained by variations in leadership, reward systems and job satisfaction by 43.3% and the rest explained by other variations not examined
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Fink, Jennifer, Barbara Zabawa und Sara Chopp. „Employee Perceptions of Wellness Programs and Incentives“. American Journal of Health Promotion 34, Nr. 3 (26.12.2019): 257–60. http://dx.doi.org/10.1177/0890117119887687.
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Purpose: To explore, by income level, employee perceptions of an employer offered wellness incentive program. Design: Qualitative and quantitative study that includes a survey with close-ended and open-ended questions. Setting: The study setting was a hospital in Wisconsin. Participants: Participants (n = 105). Measures and Analysis: Quantitative responses were analyzed using descriptive statistics in Qualtrics and logistic regression in Statistical Analysis System. Results: Sixty-three percent participated in the wellness incentivized program because their employer offers them a reward; 52% said they would participate without a reward; 48% feel like they must participate in this year’s program; and 34% feel like they would have to disclose information about their health at or below the current reward level. Conclusion: Income does not have a significant effect on whether employees feel they must participate or disclose health information. However, income has a significant effect on employee’s beliefs about whether or not employers should play an active role in improving the health of their employees.
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Hakim, Lukman. „PENERAPAN METODE PROFILE MATCHING DALAM MENENTUKAN KENAIKAN JABATAN PADA PT.SUMMIT OTO FINANCE LUBUKLINGGAU BERBASIS WEB MOBILE“. Jurnal Teknologi Informasi MURA 10, Nr. 2 (06.12.2018): 111. http://dx.doi.org/10.32767/jti.v10i2.392.
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AbstrakProfile Matching merupakan sebuah mekanisme pengambilan keputusan dengan mengasumsikan bahwa terdapat tingkat variabel prediktor yang ideal yang harus dipenuhi atau dilewati[1], adapun permasalahan dalam penelitian ini adalah penilaian karyawan terbaik yang akan diberikan reward kenaikan jabatan yaitu saat muncul ketidaktepatan tim penilai dalam memberikan penilaian kepada karyawan karena yang dinilai adalah subjektifitas masing- masing karyawan, sehingga penilaian yang diberikan tidak tepat sasaran. Adanya ketidaktepatan dalam memberikan nilai kepada karyawan berdampak pada hasil keputusan yang diberikan kurang tepat untuk reward kenaikan jabatan kepada karyawan terbaik dan proses penentuan karyawan terbaik menjadi tidak efektif dan efisien dimana tidak ada sistem yang membantu penilaian untuk menentukan karyawan terbaik yang selama ini masih dilakukan secara manual. Permasalahan di atas dapat diperbaiki dengan membangun suatu Sistem dengan menerapkan Metode Profile Matching dalam menentukan kenaikan jabatan yang dapat memudahkan dalam penentuan karyawan terbaik untuk diberikan reward kenaikan jabatan dengan melakukan perhitungan setiap kreteria dan subkreteria dari setiap karyawan di PT.Summit Oto Finance Lubuklinggau. Kata kunci : Profile Matching, Kenaikan Jabatan, Reward, Web Mobile AbstractProfile Matching is a form of decision using the ideal predictor level variable that must be passed[1], as for the problems in this study is the assessment of the best employees who will be given a reward for promotion, which is when the inaccuracy of the assessment team in giving an assessment to the employees because what is assessed is the subjectivity of each employee, so the assessment given is not on target. The inaccuracy in giving values to employees has an impact on the results of the decisions given are not appropriate for promotion rewards to the best employees and the best employee determination process becomes ineffective and inefficient where there is no system that helps assessing the best employees who are still manually done.The problems above can be corrected by building a system by applying the Profile Matching Method in determining the promotion that can facilitate the determination of the best employees to be given a promotion reward by calculating each criteria and subcreterias of each employee at PT Summit Oto Finance Lubuklinggau. Keywords : Profile Matching, Promotion, reward, mobile web
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Yudistira, Ardi Cahyadi, und Yunita Sartika Sari. „Sistem Pendukung Keputusan Menggunakan Metode Weighted Product untuk Pemilihan Karyawan Terbaik UMKM ZainToppas“. Jurnal Sisfokom (Sistem Informasi dan Komputer) 9, Nr. 2 (13.07.2020): 229–35. http://dx.doi.org/10.32736/sisfokom.v9i2.870.
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Every company needs employees as a force that runs every activity in the corporate organization. In order to achieve the targets that have been compiled by the management, all employees should show maximum performance, therefore to improve the performance of employees so that the targets that have been drafted can be achieved, UMKM ZainToppas will give reward to the best employees that have been chosen, but in the selection of best employees ZainToppas has to implement the right decision support Based on this, it will be built a decision support system by using method weighted product to solve problems that occur in UMKM ZainToppas for the selection of the best employees who are entitled to receive reward in accordance with criteria-criteria that have been determined and more objective. The development of the system using waterfall method and scanning method of weighted product, the output of this system is an alternative that has the highest v vector value, the intended alternative is the employee, then the employee is entitled to receive the reward as the best employee.
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Dawis, Aisyah Mutia. „Sistem Pendukung Keputusan Pemberian Reward Pegawai Menggunakan Metode TOPSIS“. Jurnal Ilmiah SINUS 18, Nr. 1 (30.01.2020): 11. http://dx.doi.org/10.30646/sinus.v18i1.429.
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Every company has management providing wages or rewards to employees. This is because employees are one of the resources that are used as a driving force in advancing a company. Besides, many companies provide rewards to their employees with the aim of motivating employees to help more. There is management problem in PKU Muhammadiyah Gamping Hospital for determining the number of rewards obtained by employees because many variables are determined. Therefore, the need of management information system can facilitate the Management of the PKU Muhammadiyah Gamping Hospital in determining decision making for providing rewards. One method that is often used in implementing decision support systems is Multiple Attribute Decision Making (MADM), focusing TOPSIS (Technique for Order Preference with Similarities to Ideal Solutions). By the implementation of the decision support system, PKU Muhammadiyah Gamping Hospital can carry out the selection process more efficiently.The test results by matching the employee data results at PKU Muhammadiyah Hospital obtained 95.83% accuracy so that this system can help the PKU Muhammadiyah Hospital in determining employee rewards.
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Joshi, Dr Geeta. „Rewards and their Influence on Employee Motivation“. International Journal for Research in Applied Science and Engineering Technology 9, Nr. VII (10.07.2021): 94–99. http://dx.doi.org/10.22214/ijraset.2021.36244.
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: The present paper aims to study the impact of rewards and recognition on the motivation of employees in a organization. By getting recognition they tend to have higher self-esteem, more confident, willingness to take on new challenges and more eagerness to be innovative. Reward system in any organization is an important tool which management can channelized the employees from present to desired ways. The descriptive research paper design on the light of various motivation theories is adopted for this study. It is also significant to discover that there is a direct and positive relationship between rewards and recognition and job satisfaction and the direct translation o this could be that the better the rewards and recognition, the higher the levels of motivation and satisfaction, and possibly therefore, the greater the levels of performance and productivity.
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Choi, Jongwoon (Willie), Gary Hecht, Ivo D. Tafkov und Kristy L. Towry. „Vicarious Learning under Implicit Contracts“. Accounting Review 91, Nr. 4 (01.09.2015): 1087–108. http://dx.doi.org/10.2308/accr-51293.
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ABSTRACT Employee contracts often allow for managerial discretion, such that the manager decides after observing an employee's performance how that employee will be rewarded or penalized. Importantly, the effects of such evaluation outcomes can extend beyond the employee(s) directly affected, because such outcomes can be observed by other employees within the firm. The net effect of such vicarious learning as an indirect control depends on the inferences employees make after observing a peer's evaluation outcome. In this study, we use an experiment to investigate whether the inferences observer-employees make about how managers evaluate and reward employee behavior depend on whether the valence of the observed outcome is positive or negative. Using the setting of a strategic performance measurement system, we test and find support for a causal model, in which the valence of the observed outcome influences observer-employees' inferences and subsequent behavioral focus via their psychological distance from, and their construal of, the observed outcome. Our results suggest that how observer-employees respond after observing a peer employee's evaluation outcome is asymmetric. Specifically, when contemplating their own behavior, employees who observe positive outcomes focus on the performance measures within the strategic performance measurement system, whereas those who observe negative outcomes focus on the underlying strategic construct.
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Upadhyay, Jitendra Prasad, und Pitri Raj Adhikari. „Reward Management Strategies and Employee Satisfaction in the Colleges of Kathmandu Valley“. Indian Journal of Management and Language 1, Nr. 2 (10.10.2021): 53–56. http://dx.doi.org/10.35940/ijml.b2007.101221.
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Background: Educational institutions set up a reward management system with the hope that it makes the employees perform their activities to the satisfaction of all concerned stakeholders. However, there are many contradictions and complaints about the performance of employees in colleges, compelling the undertaking the studies.Objectives:This study aims to examine the impact of reward management strategies on employee satisfaction in colleges of Kathmandu valley.Methods: This paper uses a questionnaire survey method of 300 respondentsof different 30 colleges/campuses of Kathmandu valleyand descriptive statistics and multiple regression models are used to analyze the data.Results:The beta coefficients are positive and significant for promotion, compensation, recognition, learning opportunities, and career development opportunity with employee satisfaction which indicates these variables have a positive impact on employee satisfaction. Conclusion: It is found that reward management is positively related to employee satisfaction and it is a powerful motivational factor that leads to job satisfaction. Implications: College management including universities may focus on identifying better reward management strategies to motivate the employees to enhance better productivity.
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Sutikno, Antonius Edwin. „EXPECTATION BASED REWARD SYSTEM FOR REDUCING EMPLOYEES’ TARDINESS“. Jurnal Administrasi Kesehatan Indonesia 7, Nr. 1 (13.06.2019): 9. http://dx.doi.org/10.20473/jaki.v7i1.2019.9-17.
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Background: Motivating employees can improve their morale and job satisfaction. Work motivation has a positive effect on work discipline and employee’s performance. Organizations provide reward to their employee to motivate improvement in performance. On the other hand, lack of motivation will result in tardiness. A monthly report of one clinic in Surabaya, for example, shows alarming level of personnel’s tardiness from July to October 2014, with the mean score of 88.85 minutes compared to the standard tolerance of tardiness 15 minutes per day.Aims: This study aims at formulating appropriate recommendations of reward system to reduce employee’s tardiness at one clinic in Surabaya.Methods: This is a quantitative analytical study with a cross-sectional design and observation method. The research samples are 17 employees of the clinic chosen using purposive samplingResults: Results show that 82.35% of employees chose additional incentives as a reward if they do come on time. The majority of employees chose a range of Rp. 51,000 to Rp. 70,000 as the typical amount of incentive. Not all employees agreed to the implementation of punishment system. The reward system is applied when the employees have good attendance record in one month.Conclusions: Extra incentive provides good motivation for employees to deliver proper healthcare in time. The application of reward system from November 2014 to January 2015 gave a positive result in terms of decreasing the number employees who come late to work. Healthcare providers should evaluate employees’ performance and implement reward system to increase the quality of human resource.Keywords: Tardiness, Punishment, Reward.
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Hussain, Shahid, Muhammad Rizwan, Muhammad Sajjad Nawaz, Waseem ul Hameed und Muhammad Rizwan. „Impact of Effective Training Program, Job Satisfaction and Reward Management System on the Employee Motivation with mediating role of Employee Commitment“. Journal of Public Administration and Governance 3, Nr. 3 (12.09.2013): 278. http://dx.doi.org/10.5296/jpag.v3i3.6222.
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This study examines the relationship between independent variables Effective Training Programs, Job Satisfaction and Reward Management system on dependent variable Employee Motivation with the Intervening role of Employee Commitment. Employees of the four Organizations Universities, Colleges, Schools and Banks were taken as sample of the study. Self-designed questionnaire used for collection of data. 150 questionnaires were distributed among the above mentioned organizations and 150 were returned, so the response rate was 100%. The data was analyzed through multiple regression technique. Significance level of the testing was 0.01 and 0.05. The result concludes that there is a significant positive relationship between effective training program, job satisfaction, reward management system and Employee motivation with the intervening role of employee commitment.
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Wadhwa, Shalini, und Krishna Shetty. „Study on Factors Influencing Employee Retention among the Employee of Fashion Institutes in Mumbai“. IRA-International Journal of Management & Social Sciences (ISSN 2455-2267) 7, Nr. 2 (09.06.2017): 270. http://dx.doi.org/10.21013/jmss.v7.n2.p17.
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<div><p><em>Fashion Designing colleges experienced faculty/staff are always in demand. It becomes difficult for the colleges to retain their experienced staff. This study was conducted to know the impact of the various policies like Training and Appraisal Policy, Reward policy etc. on employees’ retention. Specific objectives of the study cover the measurement of employee’s satisfaction with respect to the Training and Appraisal systems prevalent in the organization and how it impacts retention of employees.<strong></strong></em></p><p><em>The study population was from various fashion institutes of Mumbai. </em><em></em></p><p><em>The study reveals that the staff performance is greatly affected by the Training and Appraisal system, Reward system and career growth opportunities in the Fashion designing colleges. Researcher recommends improving all these policies in order to increase the overall satisfaction of employees which in turn will lead to increased employee retention.</em></p></div>
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Vannarajah, T. L. „Reward system and employee motivation in ceylon electricity board Jaffna“. ACADEMICIA: An International Multidisciplinary Research Journal 10, Nr. 10 (2020): 818. http://dx.doi.org/10.5958/2249-7137.2020.01207.0.
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Hayat, Hayat, Sumartono Sumartono, Choirul Saleh und Ratih Nur Pratiwi. „Religiosity Moderation on the Effect of Reward System and Motivation on Work Performance“. IJEBD (International Journal Of Entrepreneurship And Business Development) 3, Nr. 02 (30.03.2020): 152–67. http://dx.doi.org/10.29138/ijebd.v3i02.976.
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The purpose of this study is to analyze the reward system on work motivation of the state civil apparatus and work performance, the effect of religiosity moderation on the influence of motivation on the work performance of the state civil apparatus and the effect of religiosity moderation on the effect of the reward system on the work performance of the civil apparatus country. The research method used quantitative research using WarpPLS 0.6 analysis. The results of research and discussion show that the reward system has a positive and significant effect on work motivation. More rewards given will have an impact on employee motivation. In addition, the effect of the reward system on work performance also has a positive and significant effect. In the aspect of Religiosity as moderation, motivation and work performance effect is insignificant and positively moderates both, even the tendency to weaken. The emphasis is that work does not only depend on competence, skill, and capacity, but must be supported by the belief that there is a God who is always at work, because serving the community is part of worship that rewards God will repay with multiplied kindness.
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Hindrayani, Aniek, und Muhtar Muhtar. „REWARD SYSTEM OF SINGLE SALARY AND PERFORMANCE IN THE HIGHER EDUCATION“. JURNAL EKONOMI PENDIDIKAN DAN KEWIRAUSAHAAN 7, Nr. 1 (16.04.2019): 45. http://dx.doi.org/10.26740/jepk.v7n1.p45-54.
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This study aimed to evaluate the performance of employees after the implementation of the remuneration policy to the Higher Education and identify the reward policy and performance patterns with the pattern payroll employee remuneration and employee satisfaction levels. This study uses secondary data from the financial statements and the primary data in the form of interviews using questionnaire with the selected respondents in the sample, the academic staffs who have earned a salary based on the pattern of a single salary. The results showed that the financial performance in the achievement of 90.11% of payroll pattern showed a good indicator, but there are 0.89% of the budget that is not absorbed, which means the percentage of the expected performance can not be achieved. Analysis of the performance behavior indicate that there are changes in the behavior of post-implementation performance of the employee remuneration. Variance test results indicate that there are significant differences in the pattern of implementation of the remuneration in universities in Indonesia, which is indicated by the indicator system and the implementation of remuneration policies
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Kibara, Roline Kendi, und David Kiiru. „Employee Engagement and Non-financial Performance of National Treasury, Nairobi City County, Kenya“. International Journal of Business Management, Entrepreneurship and Innovation 3, Nr. 2 (24.09.2021): 31–48. http://dx.doi.org/10.35942/jbmed.v3i2.188.
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Performance of the National Treasury is of critical importance since it affects service delivery of other public entities. Low performance levels posted by the National Treasury has drawn a lot of attention from the citizens and corporate stakeholders especially with the ever increasing public debt, challenge in policy formulation and the challenge of adapting to information technology dynamics. Through Employee engagement, both public and private organisations attempt to improve organisational non-financial performance. Employee engagement includes practices such as job design, communication, leadership and rewards. Although many organizations have made efforts to enhance organizational performance, the measures of organizational performance they have adopted have not been appropriate especially for public and non-profit making organizations, for instance; relying on financial performance measures. The general objective of this study therefore was; to establish the effects of employee engagement and non- financial performance of National Treasury in Nairobi, Kenya. The findings of this study would be of great benefit to the National Treasury, Kenya and to all organization in the public. The study was guided by the following specific objectives; to assess the effects of job design, leadership, communication and rewards on organizational performance in the public sector in Kenya. This study was anchored on the Work Adjustment Theory, Stakeholder Theory, Social Exchange Theory and Vroom’s Expectancy Theory. This study adopted a descriptive research design. The target population was made up of 876 staff of the national treasury and using stratified sampling technique, a sample of 269 was included in the study. Primary data was collected using a questionnaire. Analysis of data was done using descriptive analysis and inferential analysis. A positive and significant effect was established between job design, leadership, communication and rewards on performance. The study concludes that the job design specifies the contents and procedures of performing the task in the organization. Hence, it helps in designing organizational structure. Leadership is vital for both in building the strength and power of the organization and in helping to manage relationships and resources. When managers and senior staff are good communicators themselves, they can expect to bring out each individual’s best skills and increase performance and through reward systems the employee will feel more motivated to work harder by having a reward system in place the employee will feel more committed to their work and their productivity will increase. The study recommends that through reward systems the employee will feel more motivated to work harder by having a reward system in place the employee will feel more committed to their work and their productivity will increase. The organization should the organization should establish its leadership standards and define the areas where managers need to excel in terms of directing the work of others. The organizational management should create a job description that eliminates ambiguity by clarifying the responsibilities and expectations for each member of your organization. The management of the organization magnify employee recognition by publicizing employee accomplishments across multiple forums such as company newsletters, dashboards and in team meetings.
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Mithunmita, R., und M. John Britto. „Effectiveness of Monetary Reward System on the Employee’s Performance Level“. Shanlax International Journal of Management 9, Nr. 1 (01.07.2021): 50–53. http://dx.doi.org/10.34293/management.v9i1.3883.
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Monetary rewards can be defined as money or hard cash rewards given to the employees for their extraordinary work or for the attainment of goals of the organisation. The main purpose of the study is to see how monetary rewards have an effect on the performance level of the employees and how it motivates them. The aim of the study is to find out whether the employees will increase their work or not. This study will help the employers understand which combination of rewards can boost the commitment level of the employees towards the company and it will help the employees find out whether rewards are given fairly them and whether all the employees are treated in the same way. From the results collected from the employees it can be said that monetary rewards have positive impact in the organisation and it makes an employee more loyal towards the organisation.
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Rahardja, Untung, Ninda Lutfiani, Sudaryono Sudaryono und Rochmawati Rochmawati. „The Strategy of Enhancing Employee Reward Using TOPSIS Method as a Decision Support System“. IJCCS (Indonesian Journal of Computing and Cybernetics Systems) 14, Nr. 4 (31.10.2020): 387. http://dx.doi.org/10.22146/ijccs.58298.
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Giving rewards for good performance and achievement of tasks needs to be done as a form of recognition and appreciation by the organization/institution to employees, as well as being part of the process of achieving organizational goals. This study aims to develop a Decision Support System that uses the Technique for Order of Preference by Similarity (TOPSIS) method with the PHP programming language to select reward recipients at University. The data used came from 2 groups, namely educational staff (lecturers) and non-educative staff (employees). Determination criteria applied to the educative group are 10 things, namely: tenure, DP3 value, the value on the percentage of work attendance, value on the percentage of teaching attendance, value on lecturer functional position, value on research implementation, the value on implementation of community service, value on the results of the questionnaire by students, the value of employment status, and the value of sanctions. There are 5 determinant criteria used in the non-educative group, namely: tenure, DP3 value, percentage of work attendance, the value of employment status, and value of sanctions. The results of this study are in the form of an information system program as a decision-making tool for the process of selecting reward recipient employees.
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Siahaan, Fernando B. „Simple Additive Weigthing (SAW) Untuk Pemberian Reward Kepada Karyawan Pada PT. CAHAYA KASIH ANUGRAH“. JSAI (Journal Scientific and Applied Informatics) 3, Nr. 3 (01.12.2020): 95–105. http://dx.doi.org/10.36085/jsai.v3i3.1072.
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Reward is a form of appreciation given by the company to its employees for the achievements given in a certain period, this gift is a form of motivation to all employees to show their performance at the company. The problem is that there is no system for conducting an assessment because it is still manual, a decision support system is needed to determine employee performance appraisals based on criteria set by the company. Simple additive weighting is the best method to perform weighted summation of the performance rating of each alternative on the attribute. The purpose of this study was to determine the assessment of the criteria for the best employees to receive rewards using simple additive weighting. In the discussion, it is explained that the criteria for evaluating employee performance consist of competence, responsibility, behavior, cooperation and discipline. The conclusion is that the best employees are Brother Fredy's after adding the preference values of each leader, namely 1.46, 1.53 and 1.58 with a total value of 4.57, this assessment follows the criteria set by the company for all its employees.
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Hendryani, Atika. „Rancang Bangun Sistem Informasi Remunerasi Jasa Pelayanan RSUD Kepahiang Bengkulu Menggunakan Metode FAST“. JURNAL SISTEM INFORMASI BISNIS 7, Nr. 1 (27.05.2017): 9. http://dx.doi.org/10.21456/vol7iss1pp9-16.
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The good remuneration information system services can provide useful information for hospital administrators to evaluate employee performance. The aim of this research is to develop a remuneration system services to support employee performance evaluation Kepahiang Hospital. System development methods using FAST (Framework for the Application of Systems Thinking) / Framework for Application of Systems Thinking. Evaluation results of employee performance become the basis of government decision-makers to make improvements and reward. Data used in the research is the data of performance of employees and the amount of revenues from services. Remuneration information system services to produce output tables and graphs to support employee performance evaluation in hospitals Kepahiang for various levels of management. The quality of the information system of the proposed system is better than the old information system.
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De Freitas Bradley, Christopher. „Human Resource Reforms in Public Administration: The Importance of the Reward System“. HOLISTICA – Journal of Business and Public Administration 8, Nr. 2 (01.08.2017): 49–58. http://dx.doi.org/10.1515/hjbpa-2017-0012.
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Abstract Human resource management encompasses administrating and managing human resources or otherwise known as employees. The HR or Human Resources department of any company, whether it be public or private, deals with the day to aspects pertaining to employees, from the recruitment process to probably the most important aspect for any employee; remuneration and benefits. The importance of finding a perfect equilibrium between monetary and non-monetary incentives is crucial in obtaining an efficient work environment, as well as increasing productivity and employee motivation. Having an administrative background or knowledge is essential for any HR manager, in order to detect and implement the most beneficial reward system for both implicated parties. This paper aims to examine human resource reforms in public administration, primarily in reference to the remunerations of civil servants and employees by giving examples of the importance of salary within the structure of human resource management, looking at new laws involving the increase of salaries within the near future, concluding with suggestions on improving the reward system implemented by human resource managers in Romania’s system of public administration.
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Sudaryono, Sudaryono, und Rochmawati Rochmawati. „SISTEM PENDUKUNG KEPUTUSAN PEMILIHAN PEGAWAI PENERIMA REWARD MENGGUNAKAN PENDEKATAN TOPSIS“. Jurnal Sistem Informasi dan Informatika (Simika) 3, Nr. 2 (31.08.2020): 27–44. http://dx.doi.org/10.47080/simika.v3i2.978.
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The provision of employee reward for the best performance and achievement of duty is required to do by the organization/institution as the form of recognition and appreciation for the employees and as part of the organizational goal achievement process. This research aimed to develop a decision support system (SPK)) using TOPSIS method with PHP programming language and MySQL database to choose employees receiving rewards in Universitas Serang Raya. The data used derived from 2 groups namely educational employees consisting of lecturers and non-educational ones consisting of official employees. The criteria applied in the educational employees are 10 that are length of employment, dp3 value, percentage value of work attendance, percentage value of the lecturing attendance, value of the lecturer’s functional position, value of research deeds , value of community devotion , value of the questionnaire result by students, value of employment status, and value of sanctions. The criteria applied in the non educational employees are 5 that are length of employment, dp3 value, percentage value of work attendance, value of employment status, and value of sanctions. The result of this research is an information system program as a support decision tool for choosing employees receiving rewards
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Sofiati, Evi. „PENGARUH REWARD DAN PUNISHMENT TERHADAP KINERJA PEGAWAI“. Ekono Insentif 15, Nr. 1 (30.04.2021): 44–56. http://dx.doi.org/10.36787/jei.v15i1.502.
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Abstrak - Tujuan penelitian ini adalah untuk mengetahui dan menganalisis: (1) Reward (2) Punishment; (3) Kinerja Pegawai; serta (4) Pengaruh Reward dan Punishment terhadap Kinerja Pegawai di Madrasah Ibtidaiyah Sains Baiturrahman Jatinangor, baik secara simultan maupun parsial. Metode penelitian yang digunakan dalam penelitian ini adalah survei deskriptif dan survei eksplanatori, unit analisis dalam penelitian ini adalah para staf di lingkungan pegawai Madrasah Ibtidaiyah Sains Baiturrahman Jatinangor dengan sampel sebanyak 30 orang. Tipe investigasinya adalah causalitas, serta time horizon dalam penelitian ini adalah cross-sectional. Berdasarkan hasil penelitian, diperoleh bahwa Reward pada pegawai Madrasah Ibtidaiyah Sains Baiturrahman Jatinangor ternyata pegawai memberikan tanggapan baik, Punishment pada pegawai Madrasah Ibtidaiyah Sains Baiturrahman Jatinangor pada umumnya dapat dikatakan baik, kinerja pegawai pada Madrasah Ibtidaiyah Sains Baiturrahman Jatinangor saat ini dinilai baik. Reward dan Punishment secara simultan berpengaruh terhadap kinerja pegawai Madrasah Ibtidaiyah Sains Baiturrahman Jatinangor. Namun secara parsial Reward dominan mempengaruhi kinerja pegawai daripada Punishment. Karena Reward lebih dominan mempengaruhi kinerja pegawai, menjadi prioritas pertama dalam meningkatkan kinerja pegawai. maka Madrasah Ibtidaiyah Sains Baiturrahman Jatinangor disarankan untuk tetap konsisten mempertahankan sistem reward yang ada, sehingga pegawai mampu bekerja lebih profesional
Abstract - The purpose of this study was to determine and analyze : (1) Reward, (2) Punishment, (3) Employee Performance, and (4) The Effect of Reward and Punishment on the performance of employees in the Islamic Elementary Science School Baiturrahman Jatinangor, both simultaneously and partially. The research method used in this study is a descriptive survey and an explanatory survey, the unit of analysis in this study is the staff in the Islamic Elementary Science environment Baiturrahman Jatinangor with a sample of 30 people. The type of investigation is causality and time horizon in this study is croos-sectional. Based on the results of the study, it was found that the reward of the Islamic Elementary Science School Baiturrahman Jatinangor employees turned out to give good responses, Punishment for Islamic Elementary Science School Baiturrahman Jatinangor employees in general can be said to be good, Employee performance of Islamic Elementary Science School Baiturrahman Jatinangor this time rated good. Simultaneously Reward and Punishment affect the performance of Islamic Elementary Science School Baiturrahman Jatinangor employees. But partially, the dominant reward influences employee performance rather than punishment. Becauce Reward are more dominant in influencing employee performance, it is the first priority inimproving employeeperformance then Islamic Elementary Science School Baiturrahman Jatinangor is advised to remain consistent in maintaining the existing reward system, so that employees are able to work more professionally.
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Sachdeva, Sonam, und Roopam Sachdeva. „An Empirical Investigation of Reward System on Employee Motivation in MTNL“. BULMIM Journal of Management and Research 1, Nr. 2 (2016): 98. http://dx.doi.org/10.5958/2455-3298.2016.00010.6.
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Ismaya Hasanudin, Agus, Yuliansyah Yuliansyah, Muafi und Bagus Putri Ramadhani. „Four possible rewards (or punishments) for innovation – their effect on the employee“. Problems and Perspectives in Management 16, Nr. 2 (31.05.2018): 232–40. http://dx.doi.org/10.21511/ppm.16(2).2018.21.
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A manager’s attitude to innovation affects an employee’s job satisfaction, and consequently their individual performance. The authors survey employees of Indonesia Stock Exchange-listed companies. Our results confirm that individual performance depends on job satisfaction. However, job satisfaction is not fully contingent on the reward system, or the JRI, or the manager’s attitude. Performance is much affected by other factors, such as stress at work, tension at home, and unrest in the community.
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Kheng Khor, Lay, und Lilis Surienty. „Safety Advice and Safety Participation in OSHMS among OHSAS 18001 certified Malaysian Manufacturing Companies“. International Journal of Engineering & Technology 7, Nr. 3.24 (10.08.2018): 55. http://dx.doi.org/10.14419/ijet.v7i3.24.17301.
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Lack of safety participation in Occupational Safety, Health and Environment Management System (OSHMS) has exposed employees to high risk of work hazards resulting in high occupational accidents. This does not only affect employee’s morale towards work, but employer also needs to bear the cost of recovery and its effect to its reputation. This study was carried out to determine the relationship of safety capital (management safety commitment, safety training, extrinsic reward, intrinsic reward, employee involvement, safety communication and safety advice) and safety participation in OSHMS using the resource-based view (RBV) and knowledge-based view (KBV) theories. A total of 100 responses were collected from Malaysian manufacturing firms certified with OSHA18001. Data were analysed using the Smart Partial Least Square (SmartPLS). Results showed that safety training, extrinsic reward and employee involvement directly affect safety participation in OSHMS but not Management Safety Commitment, Intrinsic Reward and Safety Communication. However, Management Safety Commitment and Safety Communication indirectly affect safety participation in OSHMS moderated by high safety advice. As a managerial implication, this research showed that the role played by the safety officers represented by the safety advice is important in enhancing the safety practices and commitment in place to result in a successful safety participation in OSHMS.