The Performance Implications of Financial and Non‐Financial Rewards: An Asian Nordic Comparison

Chiang, Flora F. T.; Birtch, Thomas A.

doi:10.1111/j.1467-6486.2011.01018.x

Cited by 86 publications

(88 citation statements)

References 175 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…First, the focus has traditionally been on financial rewards, whereas recently both scholars and practitioners have highlighted the added value of focusing on non‐financial rewards ( e.g. Chiang and Birtch, ; Hofmans et al ., ). Second, scholars have traditionally attempted to unravel the relationship between rewards, reward satisfaction and employee outcomes for the ‘average’ employee, thereby disregarding potential individual or between‐employee differences in this relationship.…”

Section: Introductionmentioning

confidence: 99%

How reward satisfaction affects employees’ turnover intentions and performance: an individual differences approach

Gieter¹,

Hofmans²

2015

Human Resource Management Journal

View full text Add to dashboard Cite

We challenge the assumption that satisfaction with rewards has the same effect on the behaviour and attitudes of every employee, and hypothesise that there are individual differences in the effects of (satisfaction with) financial, material and psychological rewards on turnover intentions and task performance. Survey data from 179 employees are combined with supervisor‐rated task performance data and analysed with cluster‐wise regression analysis. As for task performance, no employee types or individual differences were found. However, we identified three different employee types revealing a unique relationship pattern between satisfaction with financial, material and psychological rewards and turnover intentions. These employee types also differed in socio‐demographic characteristics and work values. Our findings illustrate that to be able to fully understand the underlying relationship between rewards and employee outcomes, scholars need to adopt an individual difference perspective and methodology. Implications for practice, limitations and opportunities for future studies are discussed.

show abstract

Section: Introductionmentioning

confidence: 99%

How reward satisfaction affects employees’ turnover intentions and performance: an individual differences approach

Gieter¹,

Hofmans²

2015

Human Resource Management Journal

View full text Add to dashboard Cite

show abstract

“…However, research on results of reward has a main shortcoming where researchers have previously focused on financial rewards. Recently both practitioners and researchers have pointed out the additional value of non-financial rewards (Chiang & Birtch, 2012;De Gieter & Hofmans, 2015;Hofmans, De Gieter, & Pepermans, 2013).…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

The Mediating Role of Affective Commitment in the Organizational Rewards– Organizational Performance Relationship

Hadžiahmetović

Dinç

2017

IJHRS

View full text Add to dashboard Cite

Human resources are the most important factor of quality at universities and in research. Therefore, universities must try to improve their human workforce quantitatively as well as qualitatively, by creating, attracting, and retaining experts at universities. The aim of this research is to evaluate the importance of the reward system as a factor of affective commitment and the effect of affective commitment on the organizational performance. The research was conducted in the universities located in the Central and Eastern Europe. In order to test the proposed hypotheses, exploratory factor analysis and mediation tests are applied, using 148 sample data from universities' academic and administration staff. The results indicate that organizational rewards play a significant role in influencing employees' attitudes related to improving the organizational performance. However, organizational performance is not influenced directly by organizational rewards, but through affective commitment. Organizational rewards are needed to increase the level of employees' commitment that will in return have a positive effect on employees' desire to contribute more to the organizational performance.

show abstract

“…Increasing pressure on organisations to control or reduce costs has also heightened the use of non-financial rewards as alternative arrangements to reward employees (Chiang and Birtch, 2011). The broader financial reward elements are still considered largely significant, however, changes to the order of priorities of reward elements to include non-financial rewards is creating a shift in what organisations offer as part of their reward packages.…”

mentioning

confidence: 99%

Attractiveness of non-financial rewards for prospective knowledge workers

2015

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate if the presence of non-financial rewards (specifically work-life balance, learning, and career advancement) were able to influence the perceived attractiveness of a job offering. A secondary objective was to establish if there were demographic differences, specifically, gender, race, and age differences in the manner in which these non-financial rewards influenced the perceived attractiveness of a job offer. Design/methodology/approach -A quantitative research approach was followed and a 23 full-factorial experimental design utilised. Data were collected with two questionnaires via convenience (non-probability) sampling. The first job attraction questionnaire assessed the perceived level of attractiveness to one of eight randomly assigned experimental conditions (stimuli) that were expressed as eight fictitious job advertisements. Employees who responded were from various industries (n ¼ 180). The data collected were analysed using descriptive statistics and a full-factorial ANOVA. A second questionnaire was used to assess the perceived attractiveness of various elements of a typical total rewards package. The validity and reliability of the second questionnaire was assessed using Exploratory Factor Analysis utilising the Principal Axis Factoring extraction method, employing a Direct Oblimin (i.e. Oblique) rotation, and calculating Cronbach α coefficients, respectively. Descriptive statistics were calculated for the composite factors or reward elements. Findings -The non-financial reward elements (work-life balance, learning, and career advancement) were found to have statistically significant main effects on employees' perceived attractiveness of a job offering. Gender was further found to also have a significant main effect, indicating that the presence of non-financial rewards was more attractive in job offerings for women than for men. Research limitations/implications -The sample group was obtained by means of convenience sampling and may not have been adequately representative of the target population. Practical implications -Organisations may benefit from these results by implementing and/or emphasising non-financial r...

show abstract

The Performance Implications of Financial and Non‐Financial Rewards: An Asian Nordic Comparison

Cited by 86 publications

References 175 publications

How reward satisfaction affects employees’ turnover intentions and performance: an individual differences approach

How reward satisfaction affects employees’ turnover intentions and performance: an individual differences approach

The Mediating Role of Affective Commitment in the Organizational Rewards– Organizational Performance Relationship

Attractiveness of non-financial rewards for prospective knowledge workers

Contact Info

Product

Resources

About