Improving Organizational Performance Through Reward Systems

Furtado, Felipe; Aquino, Gibeon Soares de; Meira, Sílvio Romero de Lemos

doi:10.5772/36865

Cited by 6 publications

(5 citation statements)

References 29 publications

(26 reference statements)

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“…There are several established strategies for building self-efficacy including performance accomplishment . 69 Offering individuals/personal rewards that are not tied to others people’s behaviours (such as giving achievement badges and points 20 ) can give a sense of performance accomplishment 76 and reaffirm an individual’s abilities.…”

Section: Discussionmentioning

confidence: 99%

Socially-driven persuasive health intervention design: Competition, social comparison, and cooperation

Orji

Oyibo

Lomotey

et al. 2018

Health Informatics J

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Persuasive technologies are tools for motivating behaviour change using persuasive strategies. socially-driven persuasive technologies employ three common socially-oriented persuasive strategies in many health domains: competition, social comparison, and cooperation. Research has shown the possibilities for socially-driven persuasive interventions to backfire by demotivating behaviour, but we lack knowledge about how the interventions could motivate or demotivate behaviours. To close this gap, we studied 1898 participants, specifically Socially-oriented strategies and their comparative effectiveness in socially-driven persuasive health interventions that motivate healthy behaviour change. The results of a thematic analysis of 278 pages of qualitative data reveal important strengths and weaknesses of the individual socially-oriented strategies that could facilitate or hinder their effectiveness at motivating behaviour change. These include their tendency to simplify behaviours and make them fun, challenge people and make them accountable, give a sense of accomplishment and their tendency to jeopardize user's privacy and relationships, creates unnecessary tension, and reduce self-confidence and self-esteem, and provoke a health disorder and body shaming, respectively. We contribute to the health informatics community by developing 15 design guidelines for operationalizing the strategies in persuasive health intervention to amplify their strengths and overcome their weaknesses.

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Section: Discussionmentioning

confidence: 99%

Socially-driven persuasive health intervention design: Competition, social comparison, and cooperation

Orji

Oyibo

Lomotey

et al. 2018

Health Informatics J

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show abstract

“…The conceptual model hypothesizes that total reward satisfaction, as measured through the satisfaction with its component dimensions, directly influences reward fairness perception ( H 1 ) and employee loyalty ( H 2 ) (Furtado et al, 2012; Gladwin & McConnell, 2014; Lawler, 1993; McFarlin & Sweeney, 1992; Noe et al, 2007; Steiner & Bertolino, 2006). The model also hypothesizes that there is a significant direct effect ( H 3 ) of reward fairness perception on employee loyalty.…”

Section: Methodsmentioning

confidence: 99%

Redesigning Rewards for Improved Fairness Perception and Loyalty

Hareendrakumar¹,

Subramoniam²,

Hussain³

2020

Vision

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Human resource (HR) managers are deeply concerned with redesigning the process and changing the practices, to accommodate with the psychological changes happening in employee attitudes to tap committed contributions from them. Literature shows that employees reward fairness perception has a determinant role in shaping employee behaviour in addition to Reward satisfaction. This study has made an attempt to assess the impact of rewards and its contributing factors on improving employee loyalty directly and through the mediating variable of reward fairness perception, indirectly. The study adapted the Total Reward Model of ‘Worldat work’ to test the assumptions related with total rewards and employee loyalty. The data collected from the sample is analysed using structural equation modelling (SEM). The analysis revealed the explaining power and mediating effect of reward fairness perception in the relationship between total rewards and employee loyalty. The results show that enhancement of employee loyalty is possible by properly addressing employee’s reward fairness perception which is achieved through improved reward satisfaction. The results give clear indication to the HR managers about the need of redesigning the reward practice by incorporating employee reward fairness perception to optimize employee loyalty.

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“…Rewards improves employees' performance (Edirisooriyaa, 2014;Güngör, 2011;James, et al, 2015;Khan, 2014;Otchere-Ankrah, 2013), which in turn leads to increased organizational performance (Furtado, et al, 2012;San, et al, 2012); as well as organizational effectiveness (Rowland & Hall, 2014).…”

Section: Literature and Empirical Studiesmentioning

confidence: 99%

Reward Practice and Employees Performance Relationships: An Empirical Study of Tertiary Educational Institutions of Higher learning in Ghana

2020

JEP

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The study aimed to explore the management of performance from the perspective of rewards, which has received much attention due to the huge investments continually been put into tertiary education globally. This quantitative study argues that there is the need to determine the reward that goes with the expected performance and that, it is through the identification of rewards for a particular task that leads to an effective attainment of an equitable balance between contributions from both the employee and the organization respectively. This quantitative study used a canonical correlational method, through the use of a self-administered survey to investigate the relationship between intrinsic and extrinsic rewards to performance of educational institutions of higher learning in Ghana, focusing on both academic and non-academic employees. The findings from the analysis was statistically significant in defining relationship between intrinsic and extrinsic reward practices, and that both predicted performance of academic and non-academic employee of educational institutions of higher learning in Ghana. The findings therefore emphasize that employees of educational institution of higher learning in Ghana understand that when employees are psychologically satisfied intrinsically, then a social context is created for conducive teamwork and other discretionary behaviors be achieved extrinsically, for enhanced general working conditions at the work place.

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Improving Organizational Performance Through Reward Systems

Cited by 6 publications

References 29 publications

Socially-driven persuasive health intervention design: Competition, social comparison, and cooperation

Socially-driven persuasive health intervention design: Competition, social comparison, and cooperation

Redesigning Rewards for Improved Fairness Perception and Loyalty

Reward Practice and Employees Performance Relationships: An Empirical Study of Tertiary Educational Institutions of Higher learning in Ghana

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