Organizational Rewards System and Employees’ Satisfaction at Telekom Malaysia Be

Munap, Rudzi; Badrillah, Muhammad Izwan Mohd; Rahman, Baharom Abdul

doi:10.5901/jesr.2013.v4n3p281

Cited by 14 publications

(17 citation statements)

References 30 publications

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“…The outcome showed a positive impact of these independent variables on the dependent variable. These findings are in line with some previous studies, such as Alamelu, Surulivel, Motha, Amudha and Selvabaskar (2015), Munap, Mohd, and Abdul (2013), Nawab andBhatti (2011), Cornway andBriner (2012), who conducted a compensation system and employees' organisational commitment. In the same vein, Aguinis and Pierce (2008) found positive impact of performance management on organisational commitment.…”

Section: Resultssupporting

confidence: 82%

“…According to Kee, Ahmad and Abdullah (2016), compensation is one of the strategies of human resource management for achieving organisational goals, towards sustaining the growth of the organisation. Munap, Mohd and Abdul (2013) had earlier identified compensation as a tool for attracting, motivating, retaining and gaining commitment of high-performers in the workplace. Similarly, Milkovich and Newman (2005) described compensation as a major activity of an organisation that must be adequately controlled and geared towards gaining employees' positive work attitude and behaviour.…”

Section: Compensation Systemmentioning

confidence: 99%

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Human resource management practices and organisational commitment: employeesâ€™ perspective in the Nigerian hospitality sector

Ohunakin

2017

PROSOC

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Employee commitment to the organisation is one of the major tools for building organisational capabilities towards gaining competitive advantage and effectiveness over others in any industry. However, this requires effective human resource management practices, thereby leading to favourable and enhanced organisational outcomes. This study seeks to examine the impact of three human resource management practices including: performance management, compensation system, and teamwork, on employee organisational commitment. To proffer a solution to the aforementioned objective, paper and pen data collection was done for 312 employees in six selected guesthouses in south-west Nigeria. SPSS and structural equation modelling (SEM) were used for analysing the data collected. The outcomes revealed positive and statistical significant effect of human resource management practices on the employee organisational commitment. This study concludes that, performance management, compensation system and teamwork play major role in boosting the employees' organisational commitment in the study sector.

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Section: Resultssupporting

confidence: 82%

Section: Compensation Systemmentioning

confidence: 99%

Human resource management practices and organisational commitment: employeesâ€™ perspective in the Nigerian hospitality sector

Ohunakin

2017

PROSOC

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“…Ramay (2011) also confirmed that pay satisfaction had a significant positive relationship with the organizational commitment. In a similar study by Munap et al (2013), salary was one of the factors that can influence the probability of decision making for the workers to join, leave or stay in the organization. Therefore, employee decision is to a large extent tied to compensation (Salary and other benefits), in line with our theory, employee will stay if motivated, and quite when dissatisfied.…”

Section: World Journal Of Business and Managementmentioning

confidence: 99%

Integrating Herzberg and Social Exchange Theories to Underpinned Human Resource Practices, Leadership Style and Employee Retention in Health Sector

Almaaitah

Harada²,

Sakdan³

et al. 2017

WJBM

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The focus of this review study compliments the ongoing debate on the significance of employee retention in both private and public organizations. The contributions from scholars in retention study are enormous but there are still areas that need deep attention and further exploration. Most of the past studies on employee retention have mainly focus on its impact on outcomes such organizational commitment and organizational citizenship behavior. Thus, ISSN 2377-4622 2017 to further reconfirm the importance of employee retention as a critical determinant of organizational effectiveness, it is essential to test its effect on a broader range of outcome variables. In this study, the role of human resources practices and leadership style are examined to see their effect on employee retention. While most of the extant literature used behavioral theories, this study combined Herzberg two factors (satisfier/motivator and dissatisfier/hygiene) and proposed a symbiotic relationship that could benefit both parties through social exchange theory. This study is limited in scope and context but the contribution to frontier of knowledge for both theory and practice is unparalleled. Health sector employee are limited in number due to duration of course of study and academic rigors involved, thus the limited numbers available are in competitive demand thereby encouraging high job mobility in this sector. Jordanian work force generally aspires to move to the West as ditto most developing countries. Using a well-defined HR practices coupled with leadership style will drastically reduce attrition rate and enhanced employee retention as conceptualized in this study. This will contribute to theory and practice through proactive measures that will not only discourage employee turnover but also enhance productivity. World Journal of Business and Management

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“…Many organizations see financial compensation as a mediator to attract talented workers, motivate and increase the retention rate of their workers to stay with the organization (Ahmad et al, 2013). A proper compensation system may boost the workers' desire to stay with the organization, with job satisfaction and expectations, indirectly becoming higher (Munap, Mohd, & Abdul, 2013). In this context Riggio (2013) stated clearly that workers are motivated by money and material gains.…”

Section: Literaturementioning

confidence: 99%

“…Pay satisfaction had a significant positive relationship with the organizational commitment (Ramay, 2011). In a similar study by Munap et al (2013), salary was one of the factors that can influence the probability of decision making for the workers to join, leave or stay in the organization. However, another study by Al-Zoubi (2012) indicated that salaries have a low influence toward workers' job satisfaction whereby the job position of the workers leads to better job satisfaction rather than higher salaries.…”

Section: Salarymentioning

confidence: 99%

Relationship between Financial Compensation and Organizational Commitment among Malaysian Bank Workers

Kee¹,

Ahmad²,

Abdullah³

2016

ABR

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<p>This research examines the relationship between financial compensation and organizational commitment among workers in the banking industry, Malaysia. This research is significant in addressing the preceding gap on the types of financial compensation such as salaries, bonuses and merit pay with a stronger relationship with organizational commitment. Although these variables have been widely studied, few studies have explored their relationship to organizational commitment. Quantitative methodology is utilized to explore the relationship between financial compensation and organizational commitment. In data collection, a questionnaire was administered among 150 workers working in several selected banks in Bera; a town situated in the state of Pahang, Malaysia. Simple random sampling was used to select the respondents in the survey. The research findings showed that there is a significant relationship between financial compensation such as salaries, bonuses and merit pay and organizational commitment. Besides that, merit-based pay is identified as the dominant factor in influencing the organizational commitment among the bank workers under study. The research findings contribute to a better understanding for all related parties on the application of theories and model in relation with financial compensation aspects and organizational commitment. </p>

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Organizational Rewards System and Employees’ Satisfaction at Telekom Malaysia Be

Abstract: This study was conducted to identify the dimensions of organizational rewards

Cited by 14 publications

References 30 publications

Human resource management practices and organisational commitment: employeesâ€™ perspective in the Nigerian hospitality sector

Human resource management practices and organisational commitment: employeesâ€™ perspective in the Nigerian hospitality sector

Integrating Herzberg and Social Exchange Theories to Underpinned Human Resource Practices, Leadership Style and Employee Retention in Health Sector

Relationship between Financial Compensation and Organizational Commitment among Malaysian Bank Workers

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