The Effects of Reward Type on Employee Goal Setting, Goal Commitment and Performance

Presslee, Adam; Vance, Thomas W.; Webb, Alan

doi:10.2139/ssrn.1656517

Cited by 12 publications

(14 citation statements)

References 46 publications

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“…Hence, understanding the mechanism by which rewards and recognition improve employees' work performance might be useful for practitioners, particularly to Indian retail sector, in dealing with performance of their salesforce. Further, given the limited literature on effects of reward types on performance (Presslee et al, 2013), our results are believed to add value to rewards and recognition literature by exploring the possibility of mediation by engagement.…”

Section: Introductionmentioning

confidence: 85%

Improving in-role and extra-role performances with rewards and recognition

Rai

Ghosh

Chauhan

et al. 2018

MRR

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Purpose This study aims to explore the possibility that rewards and recognition may be instrumental in improving both in-role and extra-role performances of retail sales associates, with an underlying mediating role of employee engagement in this relationship. Design/methodology/approach A survey was conducted across 35 retail stores in five cities located in North India on 247 sales associates. Hierarchical multiple regression analysis was conducted to test the mediation hypotheses. Analysis was done in lines with the conditions of mediation laid down by Baron and Kenny (1986). Findings Employee engagement is found to fully mediate the impact of rewards and recognition on in-role and extra-role performances. Practical implications Organizations should be committed to recognizing employees’ efforts and providing them with financial and non-financial rewards based on organizational policies. Such measures would improve in-role and extra-role performances through enhancing engagement level of employees. Originality/value This study makes significant contributions to literature on employee engagement and that on retail sector, especially in Indian context, through highlighting the mediating role of engagement. Given shortage and retention of skilled manpower as major challenges for Indian retailers, engaging sales associates through rewards and recognition to improve their performance at both in-role and extra-role levels can have significant implications for retailers.

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Section: Introductionmentioning

confidence: 85%

Improving in-role and extra-role performances with rewards and recognition

Rai

Ghosh

Chauhan

et al. 2018

MRR

View full text Add to dashboard Cite

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“…The result is motivated, productive employees ready to accept challenges and take initiative for professional development (Bartol & Srivastava, ). According to Presslee et al (), developmentally oriented managers do not develop employees; they equip employees to develop themselves.…”

Section: Discussionmentioning

confidence: 99%

“…Presslee, Vance, and Webb () report that such systems are adaptable to changing business conditions, are clearly communicated and fully understood by employees, and are related to actual business performance. Finally, Randolph and Kemery () believe that such systems allow employees to participate in their design, are regularly reviewed for effectiveness in meeting stated goals and objectives, and are perceived by employees as having value.…”

Section: Literature Reviewmentioning

confidence: 99%

Managerial Practices and Organizational Conditions That Encourage Employee Growth and Development

Gilley¹,

Gilley²,

Jackson³

et al. 2015

Perf Improvement Qrtly

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This paper focuses on seven major managerial practices and three negative conditions that must be managed to enhance employee growth and development. These managerial practices and conditions have significant potential for human resource development practitioners and performance improvement technologists by providing new perspectives to improve employee performance through employee growth and development activities. Surveys measuring employee perceptions of manager behaviors were administered to 503 MBA and PhD students from the United States, resulting in 463 useable responses. The hypotheses were tested using linear regression and structural equation modeling. Based on the analysis, the researchers found that involving employees in decision making, motivating employees, treating employees as unique individuals, and making certain that managers are effective have the highest influence on employee growth and development.

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“…Extrinsic rewards are offered to the employee by others (such as the manager or the organization as a whole) (Latham and Arshoff, 2013). To promote employee satisfaction and goal commitment, extrinsic rewards must be linked to pay in an objective, logical, and equitable manner (Preslee et al , 2013).…”

Section: Enhancing the Engagement Of Accountants Through Performance Managementmentioning

confidence: 99%

Promoting desirable work attitudes and behaviors among accountants: a field study

Asare

Whittington

Walsh

2020

JBIM

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Purpose Accounting work is characterized by high job demands and tight deadlines. With less task variety, accounting work is susceptible to employee disengagement. This paper aims to examine the role of enhanced performance management practices as intervention mechanism to the disengagement among accountants. Design/methodology/approach A total of 105 accountants participated in an online survey, answering self and social reports. Hypotheses were tested using regression analyses. Findings Enhanced performance management practices promote engagement among accountants. In turn, engagement promotes job satisfaction and affective commitment among accountants. Research limitations/implications Further studies are necessary to test the study’s findings. Future research should focus on replicating this study in other settings. Practical implications Performance planning and implementation are critical to enhancing accountants’ work attitudes and behaviors. Originality/value The accounting literature has consistently addressed negative accounting work outcomes from the perspective of burnout (a negative approach). This paper addresses the issue from the perspective of engagement (a positive approach).

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The Effects of Reward Type on Employee Goal Setting, Goal Commitment and Performance

Cited by 12 publications

References 46 publications

Improving in-role and extra-role performances with rewards and recognition

Improving in-role and extra-role performances with rewards and recognition

Managerial Practices and Organizational Conditions That Encourage Employee Growth and Development

Promoting desirable work attitudes and behaviors among accountants: a field study

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