Impact of Extrinsic Rewards on Employees’ Performance

Irshad, Ateeq-ur Rehman

doi:10.4172/2375-4389.1000203

Cited by 6 publications

(3 citation statements)

References 11 publications

(8 reference statements)

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“…Rewards are an important motivational factor for everyone which is basically to motivate the behaviours of employees towards their job. Businesses utilize rewards like salary, promotion and other types of bonuses to persuade employees towards better performance (Irshad, 2016). In view of this, Salah (2016) defines rewards as encouraging outcomes that are received for the performance of employees and these rewards are associated with organizational goals.…”

Section: Reward Systemmentioning

confidence: 99%

Performance Management Indices as A Stimulant of Employee Productivity in Nigerian Telecommunication Firm

Adeniyi,

Christianah

2024

Ijirme

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The study examined performance management indices as a stimulant of employee productivity in Nigerian Telecommunication Firms. Specifically, the study investigated the effect of performance feedback; evaluated the effect of performance appraisal; examined the effect of training and development and determined the effect of reward system on employee productivity. A descriptive survey research design was adopted for the study. The population of the study comprised the selected telecommunication firm (MTN, Glo) staff in Edo State, Nigeria. The sample size was 334. Primary data used for the study were gathered through the administration of a structured questionnaire. Data gathered were analyzed using multiple regression. The result showed that performance appraisal has a significant effect on employee productivity; Moreso, performance appraisal has a significant effect on employee productivity; it further showed that training and development have a significant effect on employee productivity; Finally, it showed that the reward system has a significant effect on employee productivity. The study concluded that all the constructs of the explanatory variables were significantly related to employee productivity in Nigerian Telecommunication Firms.

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Section: Reward Systemmentioning

confidence: 99%

Performance Management Indices as A Stimulant of Employee Productivity in Nigerian Telecommunication Firm

Adeniyi,

Christianah

2024

Ijirme

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“…Whilst financial rewards are provided directly by the organisation, non-financial rewards include indirect returns. Extrinsic rewards have been found to heighten employee motivation (Khan, Shahid, Nawab, & Wali, 2013;Kshirsagar & Waghale, 2014;Kumar, Hossain, & Nasrin, 2015;Smith, Joubert, & Karodia, 2015), job performance (Irshad, 2016) and employee satisfaction (e.g. Erbaşı & Arat, 2012;Haider, Aamir, Hamid, & Hashim, 2015;Tausif, 2012).…”

Section: Extrinsic Rewardsmentioning

confidence: 99%

Rejuvenating the rewards typology: Qualitative insights into reward preferences

Victor

Hoole

2021

SA Journal of Industrial Psychology

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Orientation: In order to drive desirable behaviour, employees need to feel valued. It is, therefore, important to identify which rewards motivate employees and satisfy their needs.Research purpose: The overarching aims of this study were to explore how South African employees feel rewarded at work and to develop a model depicting how rewards can be categorised.Motivation for the study: There is a dearth of qualitative research on reward preferences, especially on the psychological façade of this construct.Research approach/design and method: Using a phenomenological research approach and in-depth interviewing techniques, 47 South African employees participated in focus group sessions. To analyse the data, a deductive and constructionist thematic analysis was employed.Main findings: The rewards construct is perceived to be multidimensional. Rewards can be categorised into three main categories: (1) extrinsic financial rewards (consisting of the total remuneration package), (2) extrinsic non-financial rewards (inclusive of good relationships, learning and development opportunities, organisational culture, communication, recognition, the physical working environment, feedback and work-life balance) and intrinsic-psychological rewards (encapsulating autonomy, meaningful work, felt competence, task enjoyment and challenging work).Practical/managerial implications: Outdated reward strategies should be re-evaluated to include all three categories of rewards. This means that there should also be a more in-depth focus on intrinsic-psychological rewards in the workplace.Contribution/value-add: This study highlighted the importance of using extrinsic (financial and non-financial) as well as intrinsic-psychological rewards to motivate employees and satisfy their needs. The insights gained from this research study can be used by future researchers and practitioners to construct modernised rewards frameworks.

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“…Extrinsic rewards are those that are external to the task of the job, such as pay and work design. Irshad (2016) expressed extrinsic reward as the result of performance in the form of salary, status, fringe benefits and job security. Extrinsic rewards include things such as basic pay, job security, fringe benefits, promotions and working conditions.…”

mentioning

confidence: 99%

Effects of Perceived Internal Equity of Rewards on Job Satisfaction: A Case of Host Country Workers of International Non-Governmental Organizations in Nairobi

2017

JEE

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This study examined the relationship between perceived internal equity of rewards and job satisfaction among host country workers (HCWs) working for international nongovernmental organisations (INGOs) in Nairobi. It was a quantitative research design with a target population of 3000 staff. A sample of 341 HCWs was picked from 20 INGOs using stratified random sampling. Data was gathered using questionnaires and a response rate of 63% attained. Descriptive statistics and multiple regressions were applied through the use of SPSS. Findings were presented using cross tabulations and frequency tables. Findings among others revealed that HWCs working for INGOs in Nairobi received fewer components of rewards compared to expatriates working in the same organisations. This is because INGOs in Nairobi had adopted a 'dual salaries' approach to rewarding HCWs and their expatriate/international counterparts i.e. different pay and benefits scales. Study showed that perception of internal equity of rewards was low among HWCs working for INGOs in Nairobi. More importantly, the study invalidated the positive relationship between perception of internal equity of rewards and job satisfaction among HCWs working for INGOs in Kenya. This means that although HCWs perceived that their rewards were unfair, compared to expatriates working in the same organization, this did not affect their level of job satisfaction. This research goes ahead to recommend strategic considerations, on a policy level, to remedy the perceived internal inequity of rewards.

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Impact of Extrinsic Rewards on Employees’ Performance

Cited by 6 publications

References 11 publications

Performance Management Indices as A Stimulant of Employee Productivity in Nigerian Telecommunication Firm

Performance Management Indices as A Stimulant of Employee Productivity in Nigerian Telecommunication Firm

Rejuvenating the rewards typology: Qualitative insights into reward preferences

Effects of Perceived Internal Equity of Rewards on Job Satisfaction: A Case of Host Country Workers of International Non-Governmental Organizations in Nairobi

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