Impact of Tangible and Intangible Rewards on Organizational Commitment: Evidence from the Textile Sector of Pakistan

Saqib, Shahnawaz; Abrar, Muhammad; Sabir, Hazoor Muhammad; Bashir, Mohsin; Baig, Sajjad Ahmad

doi:10.4236/ajibm.2015.53015

Cited by 28 publications

(13 citation statements)

References 21 publications

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“…Saeed et al (2013) reported that compensation and job characteristics have a weak positive and significant impact on organisational commitment, but career development has insignificant impact on organisational commitment. Saqib, Abrar, Sabir, Bashir and Baig's (2015) study indicated that there is a relationship between the tangible, intangible rewards and organisational commitment. The empirical results supported the relationship between the tangible rewards and organisational commitment.…”

Section: Discussionmentioning

confidence: 98%

Total rewards and its effects on organisational commitment in higher education institutions

Mabaso

Dlamini

2018

SA j. hum. resour. manag.

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Orientation: Retaining staff with special endeavours within higher education institutions has become a top priority and crucial for any organisational productivity and competiveness. Attracting and retaining talent has remained a critical and complex issue for human capital management in organisations.Research purpose: The purpose of this study was to investigate the impact of total rewards on organisational commitment measured by Total Rewards Scale and Organisational Commitment Questionnaire.Motivation for the study: There is paucity in research on the impact of total rewards on organisational commitment. Commitment of academic staff is significant as higher education institutions are influential in the development of a country.Research design, approach and method: This study employed the quantitative research method using a survey design. A semi-structured questionnaire was used to collect survey data. A sample of 279 academic staff, which was the total population of participants, was selected for this study.Main findings: Results show a positive and significant correlation between elements of total rewards (performance management, 0.387; recognition, 0.335; talent development and career opportunities, 0.328; compensation, 0.231; benefits, 0.213; work–life balance, 0.024) and organisational commitment. A variance of 52.3% of total rewards explained organisational commitment. Performance management, compensation, benefits, recognition, talent development and career opportunities significantly predicted organisational commitment. However, work–life balance indicated a negative effect on organisational commitment.Practical managerial implications: Findings of the study has implications to managers because they have to encourage and promote total rewards in order to enforce talent retention within higher education institutions for the benefit of both institutions and employees.Contribution: The results are important to managers with great interest in talent retention and can be used as guideline to develop rewards strategy.

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Section: Discussionmentioning

confidence: 98%

Total rewards and its effects on organisational commitment in higher education institutions

Mabaso

Dlamini

2018

SA j. hum. resour. manag.

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“…Material rewards (e.g., money, food) and social rewards (e.g., a smiling face, positive feedback; Demurie, Roeyers, Baeyens & Sonuga-Barke, 2012;Ethridge et al, 2017;Foulkes, Viding, Mccrory & Neumann, 2014) may inspire two different forms of extrinsic motivation. They represent two fundamentally different mechanisms of human motivation (Hansen, Smith & Hansen, 2002;Hussain, Shah & Raza, 2012) and have different effects on human behaviors (Alfandi & Alkahsawneh, 2014;Erbasi & Arat, 2012;Kohls, Peltzer, Herpertz-Dahlmann & Konrad, 2009;Saqib, Abrar, Sabir, Bashir & Baig, 2015;Waqas & Saleem, 2014).…”

Section: Materials and Social Rewardsmentioning

confidence: 99%

The Effects of Extrinsic Motivation on Scientific and Artistic Creativity among Middle School Students

Xue

Wu³

et al. 2018

Journal of Creative Behavior

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The present study tested the effects of extrinsic motivation on scientific and artistic creativity among Chinese middle school students. In Study 1, a between‐groups design was applied to examine the effects of expected rewards on scientific and artistic creativity among 123 students, and in Study 2 the same design was applied to examine the effects of expected evaluation from different raters on scientific and artistic creativity among 120 students. We also considered the effects of grade and gender in both studies. The results of Study 1 indicated that expected material reward had significant negative effects on scientific creativity for 7th graders, while expected social reward had significant positive effects on scientific creativity for 8th graders, and both expected material and social rewards had significant positive effects on artistic creativity. The results of Study 2 indicated that expected evaluation from teachers and classmates had significant negative effects on scientific creativity and significant positive effects on artistic creativity. These results suggest that there is no one‐size‐fits‐all answer to the effects of extrinsic motivation and creativity, Factors such as culture, type of extrinsic motivation, grade, and domains of creativity must be fully considered when cultivating adolescents’ creativity.

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“…Job satisfaction is positively affected by tangible incentives and non-financial incentives (Robbins, 2001) [31].Another study conducted in Turkey reported that financial and non-financial incentives are related to job satisfaction (Saqib, S., Abrar, M., Sabir, H.M., Bashir, H., &Baig, S.A., 2015) [32]. Tangible and Intangible incentives lead to more commitment towards job within the textile sector of Pakistan and those who are more committed are more satisfying (Saqib, S., Abrar, M., Sabir, H.M., Bashir, M. and Baig, S.A., 2015) [32].Incentives system encourages the workers and hence they are more satisfied with their job (Scheepers, R., 2009) [33]. Performance and satisfaction is improve as a result of Tangible or intangible incentives(Scheepers, R., 2009) [33].…”

Section: Disscussionmentioning

confidence: 99%

Impact of Tangible or Intangible incentives on job satisfaction among workers

Ali¹,

Afridi²,

Shafi³

et al. 2016

International Journal of Management Excellence

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Impact of Tangible and Intangible Rewards on Organizational Commitment: Evidence from the Textile Sector of Pakistan

Cited by 28 publications

References 21 publications

Total rewards and its effects on organisational commitment in higher education institutions

Total rewards and its effects on organisational commitment in higher education institutions

The Effects of Extrinsic Motivation on Scientific and Artistic Creativity among Middle School Students

Impact of Tangible or Intangible incentives on job satisfaction among workers

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